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#HR Word :#Outplacement

Outplacement is a process of facilitating a terminated employee’s search for a new job by providing professional services, counselling, paid for by the former employer. 

It is done generally done by a downsizing company which pays for the services of a third-party company to assist their laid-off employee to seek new employment.

The assistance provided maybe in the form of resume writing, salary negotiation advice, resume distribution to employment agencies and head hunters, cover letter writing and career counselling.

As per Wikipedia , Outplacement is explained as

Outplacement is the support service provided by responsible organizations, keen to support individuals who are exiting the business (voluntarily or involuntarily) – to help former employees transition to new jobs and help them re-orient themselves in the job market.A consultancy firm usually provides the outplacement services which are paid for by the former employer and are achieved usually through practical advice, training materials and workshops. Some companies may offer psychological support.

  1. Outplacement is either delivered through individual one-on-one sessions or in a group format. Topics include career guidance, career evaluation, job search skills, targeting the job market, resume writing, interview preparation, developing networks, and negotiation.

    Consultants support individuals seeking a new job, and also those looking to start a new business, retire, or structure a portfolio of activities. Programs have time limits, ranging from a few months to more extended periods, such as 12 months and are offered at all levels of the organization, from workers to corporate employees.

    Outplacement provides former employees structure and guidance towards their new career option, and preserves the morale of those who remain in the Company who see that colleagues are given the necessary support when they leave the company.

    History of Outplacement

    The term outplacement was coined more than 30 years ago by the founder of Challenger, Gray & Christmas, a Chicago-based career consultancy.

    With the increased rates of downsizing, rightsizing, redundancies and layoffs, particularly during the 1980s and 1990s,businesses increasingly found a need for some form of assistance in reducing the trauma of redundancy for both departing employees and those who remain. Indeed, research shows that losing one’s job is one of the most stressful experiences a person can face other than death and divorce.


 
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Posted by on November 20, 2017 in Uncategorized

 

#HR Word:#Organizational #Configuration (#Mintzberg #Model)

Henry Mintzberg created five organizational configurations that act a framework to understand and design organizational structures. First of all, he stated that each configuration has 6 components: 

  • 1.Operating Core:The people directly involved in the production activities of products and/or services constitute the operating core.
  • 2.The Strategic Apex:This caters to the needs of the people involved in controlling the organization.
  • 3.Techno-structure: This essentially refers to the analysts who are involved in planning, designing and making amendments to the operating core.
  • 5.Support Staff:The experts who support the organization outside the realms of the operating core activities.
  • 6.Ideology:The unique traditions practiced by the organization and the existent beliefs constitute the Ideology.

Based on the importance of the components, coordinating mechanisms and design decisions (design of decision making, lateral linkages, superstructure and positions), five structural configurations were established:

  1. Simple Structure: The major coordinating mechanism used here is direct supervision. The key component of the organization in this case would be the strategic apex, and vertical and horizontal centralization is incorporated in this configuration.
  2. Machine bureaucracy: The coordinating mechanism here is standardization of work processes. The key component of the organization here would be the technostructure and limited horizontal decentralization is used.
  3. Professional bureaucracy:  Standardization of skills is the coordinating mechanism in this configuration. The operating core forms the key component and both vertical and horizontal decentralization is used.
  4. Divisionalized form: Standardization of outputs is the coordinating mechanism and the key component is the middle line. It is characterized by limited vertical decentralization.
  5. Adhocracy: Mutual adjustment is the coordinating mechanism in this configuration. The support staff (in an administrative adhocracy) or the operating core (in an operating adhocracy) forms the key component. Selective decentralization is used in this case.
 
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Posted by on November 16, 2017 in Uncategorized

 

#HR #Word:#Guerilla #Recruiting

Guerilla recruiting is a style of recruiting that makes use of the tactics and strategies used for centuries in guerilla warfare.

It is a highly focused form of recruiting that is fully integrated and driven by the fundamental motives of the organization

Source Google

It is typically deployed by an organization that is inferior both in numbers and tools against a larger, more mechanized competitor, but that is not always the case.

 Unlike traditional recruiting, which merely supports the business; guerilla recruiting takes responsibility for contributing to and driving the organization’s performance. 

It is a no-holds-barred style of recruiting where every weakness in the competitor is identified and exploited using minimal yet highly focused efforts.

 The battle that guerilla recruiters are fighting is not for talent, but rather for market share, revenues and survival

 In guerilla recruiting you attack competitors where they are vulnerable, even if you have no direct need for that talent  because while your competitors counter to repair the damage inflicted, they leave other more desirable talent unguarded. Every weakness must be attacked until the competitor is weakened and can be annihilated, enabling your organization to pick up market share and revenues without the costly expense of a merger or acquisition.

What Are the Characteristics of a Guerilla Recruiting Force?

1.A guerilla recruiting force is a small, very elite group of professional recruiters that often augments a traditional recruiting function. 

2.Their actions are not subject to requisitions and budgetary constraints, although they are held accountable for producing a hefty return on investment. 

3.Their strengths are in competitive intelligence, tactical planning, and flawless execution. 

4.They use the competitor’s strengths and weaknesses against them, customizing their plan of attack to each competitor’s current circumstances.

 In particular, they leverage the gaps in employee expectations and employer deliverables. 

The guerilla recruiting force:
A.Is viewed as a weapon.

B.Utilizes the cover of society to mask its presence.

C.Plays on the aspirations of talent using sympathy, cooperation, and assistance.

D.Does battle on enemy grounds.

E.Is laser focused.
What Are the Major Steps in Building A Guerilla Recruiting Force?
Establishing a charter for the force that exists outside that of the traditional recruiting function, and possibly outside the human resource department.

Selecting a leader and key players who have a proven ability to work in unison on projects requiring extreme mastery of details.

Identification of primary business goals and prioritization of external forces capable of blocking achievement of those goals.

Development of a defined process and arsenal of tools to power competitive intelligence.

Establishment of a discretionary spending fund used to finance covert recruiting activities.
Critical Success Factors in Guerilla Recruiting

 As with any highly specialized activity, success in running a guerilla recruiting force is largely dependent on flawless execution of a short list of success factors. These factors include:
An unrelenting focus on execution based on the perceptions of the target talent versus that of the internal manager or employer.
The identification and internal senior-level support of a guerilla recruiting leader who is resolute, loyal, self confident, capable of handling retaliation, honest, well-informed, and respected.
Dedication by senior leadership to adjust corporate culture, management styles, and corporate infrastructure to meet the changing demands of the talent population.
Dedication by senior leadership to fully support and continue guerilla recruiting activities until victory is achieved with resources needed.
*Critical Failure Factors in Building a Guerilla Recruiting Force*
Just as success in building a guerilla recruiting force is dependent upon flawless execution of a short list of success factors, it is also dependent upon avoiding certain failure factors, including:
Lack of organization and prioritization of guerilla recruiting strikes.
Existence of hidden agendas or actions outside those sanctioned by the primary business goals.
Use of deceit and trickery as means to secure recruits (this may cause the organization more harm than that inflicted on competitors).
Failure to understand and manage to gaps in what talent expects and what employers are capable of delivering.

The above article is Edited you can search on Google for the full version.

Sources- Guerilla Recruiting: It’s Time for a Revolution!

By Dr. John Sullivan 

 
 

#HR #Word:#Non #Directive #Interview

Nondirective interview is an interview in which questions are not prearranged.

Image Credit: rediff

 Unstructured or Nondirective interviews generally have no set format. The lack of structure allows the interviewer to ask questions which comes to their mind next as a follow up and interrogate points of interest as they go on further.

Nondirective Interview is a type of Interview schedule. Interview schedule is a one to one direct communication between researcher and subject for collection of data. In it series of a questions to be asked in an interview is called interview schedule. Non-directive interviews, there is free talk on issues.

They tend to be more open ended, informal, free flowing and flexible.

 Questions are not pre-set, although there might be some topics that the researchers wish to explore. This gives the interview some structure and direction.

 An unstructured interview is thus an interview which has no any set format but in which the interviewer might have some key questions formed in advance. Unstructured interviews proceed in such a manner – questions based on an interviewee’s responses are interrogated further and proceeds like a friendly conversation.

Characteristics of non-directive interview are: –

Unstructured.

Conversational style interview.

• No particular structure, the interviewer asks questions as they come to mind.

• No scoring of answers

Advantages:

• Encourages maturity.

• Encourages open communication.

• Develops personal responsibility

Disadvantages:

• There would be the possibility of verbally wandering off the subject,

• sharing of irrelevant information too much, and/or may lead to unnecessary results such as in the interviewee not including specific information the interviewer wants/needs to know.

• Non-directive interviews generally take much longer time to complete than a structured (directive) interview.

 
 

#Sourcing &#Productivity #Tools for #Tech #Recruiters

List Of Sourcing And Productivity Tools For Recruiters In Tech
By Recruitingblogs.com

Productivity

  • Google Docs + Google SpreadSheets + Blockspring + IFTT/Zapier integrations + a ton of Google add-ons available in the Chrome Web Store.
  • Extensity — to easily manage (enable/disable) all your Chrome extensions.
  • Trello — an easy-to-use task/project management tool.
  • Gmail-to-Trello — Gmail power optimization + other handy features such as email tracking, “send later”, etc.
  • Google Alerts — to easily track all web changes, trends, etc. that you are interested in.
  • G-Drive — a no-brainer for organisation and collaboration.
  • Data-Miner.io — for scraping data from web pages and into a CSV file or Excel spreadsheet.
  • Save to Pocket — allows you to catch and save all of the discovered data. Must have!
  • Calend.ly — to manage your schedule.
  • Monosnap — a fast and easy to use screenshot tool.
  • Dropbox — for sharing docs with a team.
  • Scanner Pro — a handy app to quickly scan any doc; available for iOS and Android.
  • Slack — a great team collaboration tool. It can also be used for talent hunting.

Search

Background Analytics

  • Aevy — scours the web to help you find and get in touch with skilled candidates.
  • Hiretual — a complete sourcing, screening/analytics and a bit of ATS solution.
  • Elucify — never waste time searching for prospect emails again. Find any business email address, target your leads with laser precision.
  • OctoHR — provides brief analytics about candidate’s GitHub profile activities and has some search features.
  • Goodwin from Relink Labs — a free service powered by the Relink Goodwin API. It’s still in beta but already allows you to do research by a job title. It will come up with the related previous jobs, relevant areas, keywords, and anything else that can be useful while doing role-related research.
  • Crystal — a complete solution for personality type screening.

Boolean/X-ray Sourcing

  • PDF Search Engine — a handy customized search engine for finding candidates’ resumes through the web.
  • SourceHub — a free and complete X-ray builder for more than 15 social media platforms from the Social Talent community.
  • RecruitEm — a free and super handy X-ray builder for LinkedIn, GitHub, StackOverflow, Dribble, Google+, Twitter and even Xing.
  • InHiro — allows you to bookmark candidates from the web as you browse their social profiles.
  • MultiHighlighter — a super handy and absolutely free tool. Sourcing for a specific skill set? Just enter your keywords and the extension will highlight each of them on the page.

Sourcing on GitHub and LinkedIn

  • Git Search — cool upgrades on the GitHub advanced search capabilities.
  • GitHub Search — the same as the above mentioned but more search features are available.
  • GitHub-find — allows you to find similar repositories on GitHub.
  • Git-Awards — top users by a programming language, repositories star ranking, country, city, etc. Really handy and free to use!
  • WhatRuns — allows you to see what tech stack is currently used by the website/company.
  • Datacruit — enables you to bookmark visited profiles on LinkedIn and save notes within the candidate’s profile.
  • GlossaryTech — scans and highlights all the technical terms mentioned in the profile, provides their clear, concise definitions, as well as allow you to filter the terms by category (Front-end, Back-end, QA, etc.).

Interviewing

  • ClickMeeting — video interviews, conferences, webinars and other similar stuff.
  • Interact — a free tech interviewing platform that is capable of conducting live coding interviews as well as creating all kinds of pre-evaluation tasks.
  • Pramp — a similar platform to the above, but with a bit different functionality included.
  • Travefy — to make your final interview itinerary look sharp.

Finding Contacts

  • Email Auto Extractor — easy extraction of emails from the web page, social media profile, etc.
  • Email Permutator + Rapportive — generates all possible candidate’s emails and verifies each of them in Gmail, until Rapportive says that there’s a match. Easy as it actually is.
  • Mybulkemailverifier.com — a free bulk email verifier. Upload a CSV file or add manually — both options are acceptable.
  • ManyContacts — a superb tool which extracts all emails from the web page (even if it’s a Google spreadsheet with a huge amount of emails) and allows you to see what social media accounts are related to each of the emails.
  • ContactOut — a free tool for finding candidates’ emails that allows you to extract LinkedIn profile data to the specific Google Spreadsheet in your Google Drive.
  • Mixmax — great for email management and has some awesome features, including a calendar tool.
  • Nymeria — an email finder for both personal and business emails.
  • Lusha — finds email addresses and phone numbers from anywhere on the web, with just one click.
  • Prophet — finds emails, phone numbers, social profiles and more.

Recruiting Software

  • Greenhouse — an ATS and recruiting software for the entire hiring process.
  • Entelo — provides a large net of candidates due to it being a data aggregator; much better for those harder to find candidates.
  • Close.io — inside sales software CRM with calling and emailing.

Writing/Emailing

  • Gorgias Templates — handy templates/snippets to paste in this very moment.
  • Textio — AI powered job descriptions and cold recruiting emails analysis.
  • Text Expander — enables you to instantly insert snippets of text from a repository of emails, boilerplate and other content as you type — using a quick search or abbreviation.
  • Auto Text Expander — another tool to create custom keyboard shortcuts to expand and replace text as you type.
  • Grammarly for Chrome — helps to eliminate your grammar errors and even detect plagiarism and check the contextual spell (for the premium subscription users ).
  • Mixmax — allows you to send engaging emails with instant scheduling, free unlimited email tracking, polls, and surveys right in Gmail.
  • Yesware —an email tracking and follow-up tool.
  • Doubletick — email tracking for Gmail.
  • YAMM  one more tool for mail merge.
  • MailerLite — affordable (free for up to 1000 subscribers (=candidates) in the list) email marketing software for your cold recruiting efforts. Responsive HTML email templates, A/B testing and much more are available with a freemium subscription.

To Learn Some Code

  • CodeFights — cool challenges on every programming languages. A truly engaging coding journey for all levels.
  • SoloLearn — how-to courses on each programming language. Challenges and a public glossary — very informative for newbies.
  • FreeCodeCamp — free, open-sourced certification for responsive web development enthusiasts. A certificate of completion is available for free.
  • Codecademy — one more great resource to become a programmer
 

#HR #Word :#Ethical #Penalty

#HR #Word :#Ethical #Penalty

Ethnic penalty in sociology is defined as the economic and non-economic disadvantages that ethnic minorities experience in the labour market compared to other ethnic groups


As an area of study among behavioral economists, psychologists, and sociologists, it ranges beyond discrimination to take non-cognitive factors into consideration for explaining unwarranted differences between individuals of similar abilities but differing ethnicities.

The concept of the ethnic penalty was first discussed by Oxford sociologist Anthony Heath and refined with greater specificity by another Oxford sociologist, Reza Hasmath and, recently, by another sociologist, Elyakim Kislev. 

Heath originally looked at the ethnic penalty by making comparisons between two groups in Britain, whites and blacks, noting that unemployment of black African men was twice as high as unemployment of white men. 

Using 2001 UK census data, Johnston et al. suggests that all ethno-religious groups in the UK experienced ethnic penalties in the labour market, with the exception of White British ethno-religious groups. Carmichael and Woods additionally show that “the penalties paid vary considerably between the minority groups” studied, in the case of black, Indian, Pakistani, and Bangladeshi workers in the United Kingdom. Simpson, Purdam, Tajar, et al. also found that this differs between UK-born members of an ethnic minority and those of the same ethnicity born abroad – UK-born males are more likely to be unemployed than males from overseas, while UK-born women “tend to do better in the labour market than their overseas-born counterparts”.

Beyond this, Simpson et al. confirmed that this disadvantage is not tied to “concentration of ethnic minorities in deprived areas”; those of an “ethnic minority were still twice as likely to be unemployed than their White counterparts… even in areas that are predominantly White”. Recent research has explored the possibility of a “double penalty” which considers the interaction effects of ethnicity and gender.

Reza Hasmath concludes that exclusionary discrimination is not the only potential explanation for ethnic penalties. Conditions such an individual’s social network, a firm’s working culture, and a community’s social trust should be strongly factored.

 Silberman and Fournier, in their investigation of ethnic penalty in France, also highlight that an employer may not necessarily wish themselves to discriminate, but that they may be pressured by “a given company’s employees or a customer wishing to have nothing to do with an individual with this or that characteristic”.

Elyakim Kislev’s work divides the ethnic penalty into four components:

1. Individual characteristics, 

2.Country characteristics, 

3.The social environment in host country, and 

4.The policy environment in host country. 

Kislev shows that the main reasons for immigrants’ disadvantage in terms of labor force participation and household income are both origin and host country characteristics, while the effects of ethnic origins, social exclusion, and policies are weaker. However, ethnic origins and social exclusion actually play a central role in determining unemployment of immigrants.

The above Theory may somewhat Relate to Indian Labour market, Considering the Multi Cultural & Regional Demographic. In Few industries Regional Language is a Barrier, otherwise Skill competency always is a Priority.

 
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Posted by on September 29, 2017 in HR Word of The Day, Uncategorized

 

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#HR#Word:#Acqui-#Sourcing &#Acqui-#Hiring

Acqui-sourcing meaning (acquisition + sourcing) translates to sourcing for acquisition; is a newly coined term, word or phrase, that is in the process of entering common use.

 Acquisourcing is a solution for companies that are interested in acqui-hiring ( Refer Wiki Link).  There is a school of thought that as demand increases  for talent (especially technical talent) it becomes harder and harder to recruit (acquire) that talent.

 Some companies are turning to a technique called [acquihiring] wherein they acquire whole workforces by purchasing a company just to acquire that company’s workforce. Many times product lines and market verticals are discarded in this process – the (only) objective being to acquire a talented workforce. acqui-hiring (acquisition + hiring) translates to hiring by acquisition. 

Acquisourcing is the function of searching out (sourcing) those companies to be purchased (specifically for their workforces) by identifying and speaking with their owners about their willingness to be acquired by another company. It is new terminology in the recruiting, market development, competitive intelligence and mergers & acquisitions (M&A) space.

One feature that is driving acquihiring and the need for acquisourcing is the desire to acquire whole teams inside companies because there is recognition emerging that development efforts are many times enhanced by a team that already works well together. 

Acquisourcing is a process that identifies a potential acquisition candidate followed by a live approach to the owner(s) with an inquiry as to their interest in being acquired by (or partnering with) another company.

Source : Wiki

 
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Posted by on September 28, 2017 in HR Word of The Day, Uncategorized

 

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