COURSERA- CURSO DE RECLUTAMIENTO, SELECCIÓN Y ONBOARDING

1.1.4 Los seis consejos de Amy

1.HIRE CAREFULLY
Years ago I heard the phrase, hire slowly, fire quickly. And I have to say, it stuck with me. It
stuck with me for a few reasons, one, it's a catchy little phrase. But number two, it's also
something that I found in my years of experience working in HR to really be descriptive of what
you need to do in employment. So here's what it means. It means take the time upfront to find
the right person. It doesn't mean unnecessarily hiring slowly but we shouldn't rush the process.
To often we try and rush to get someone to fill an open spot and we don't take the time to
make sure we're getting someone with the right knowledge, skills, abilities competencies,
cultural fit, whatever it is. Do we even know as an organization what job we're hiring for?

2. sepak the language of your business

Can you speak the language of your business? How do you make money? Who are your
customers? Who are your competitors? Could you tell me your revenue goals? Your efficiency
goals. What does each function do and how are these systems interdependent? I personally feel
it's very helpful to partner with finance. Have a contact in finance so when you are working a
new program or whatever it is, you can see from another perspective. You can have a good
dialogue with a coworker, and learn the processes of the organization outside of your own
department.

3. hire for your weaknesses

as a manager, HR professional, whoever you are in business, you need to determine what is the
gap between your current state and your desired state. And then you hire for that. So maybe
it's a personal gap in terms of. For instance, if you're someone who's very visionary and
creative, but details aren't your thing. Then don't hire someone just like you. Hire for the thing
you don't do well. Again, if it's a team. Is there a shortage that you have in terms of a
competency on your team? Hire to fill that competency void.

4. learn from others

because you can spend a lot of time doing a ton of research that someone's already done. And
so, if you have networks, you can turn to these people within your network and say, hey have
you ever encountered this problem before? Have you ever created a balanced score card
before? How do you do these things? And so you have a lot of people, if you build these
networks who can help be your mentors. So I owe a lot to the people in my companies and in
my profession who gave me terrific insight and guidance. I joined local organizations. I joined
national organizations within HR. There are some wonderful, great resources out there for HR,
like The Human Capital Institute, The Society for Human Resource Management

5. seek and use data

So, this tip is something that goes hand in hand with technology. Not only will backing your
decisions with data make you more credible, it's just helps you make better decisions.

6. set people up for success

Have you ever started with a company and no one knew you were coming that day? They didn't
have your desk ready, your computer. That can be really frustrating. But it happens a lot and
not only do those things may keep of you unwelcome, they can effect turnover and long term
job satisfaction. Now, not having your computer isn't great. Not having a computer ready isn't
great, but making sure that we set people up for success goes beyond basic office needs. Of
course it starts by making sure you have the right person in the right job, that's number one.
But really analyzing what tools, resources, information that people need and giving it to them is
critical. Analyze this in advance. What does it take to be successful and then act? For instance, if
the new hire needs to work closely with another division, set up a meeting, be proactive, make
introductions. Help facilitate the new person's transition. Here's another one that's often
missed. The language of a company. Wouldn't it be helpful if you gave a new higher list of
acronyms so they know what people are talking about right away? The language of an
organization can be very confusing. Help set people out for success from the very beginning.

Asociaciones profesionales de recursos

humanos útiles
Información:
Este elemento incluye contenido que aún no se tradujo a tu idioma preferido.
shrm. org La Sociedad para la Gestión de Recursos Humanos (SHRM)

hci. org Instituto de Capital Humano

atd. org Asociación para el Desarrollo del Talento

1.2.1 Alineación estratégica

What is the ultimate mission of your organization? The mission statement generally gives the
reason your company exists and what it does. Your vision is where you aim to be in the future,
where do you hope to go? And your values are what you stand for, whether that be social
responsibility, sustainability or how you treat your employees.
Also critical is understanding the value proposition of your organization. The value proposition
is really from the customer's perspective, why do they want your product? To understand your
value prop you must be able to describe your target customer. What problem your organization is
solving for the customer and why you'd be a better choice than competitors. What is it that is
unique that you offer?
So by knowing your strategy which involves the mission, values, vision and value proposition.
Which leads into then of course, your short and long-term objectives for your organization.
Knowing these things will help make sure that your practices, your HR practices are in alignment
with these organizational goals. In this lesson, I'm going to be giving you different types of
general competitive strategies.

the three basic paths that most organizations fall into are operational excellence which you see
there on your slide. Product leadership and then customer intimacy.
First of all, let's take a look at operational excellence. And this is really thinking in my
organization that's a low-cost provider. They're constantly looking at their processes and trying
to eliminate waste of redundancies. Any sort of part of the process that is not value-added to the
customer. And so because of this, they're able to provide a quality product that is also cost-
effective for the consumer. Companies that I think that might fall into this sort of strategy, I'll list
them here. So we'll say FedEx UPS, kind of from a shipping standpoint. And then, maybe
General Electric, I would say maybe them as well. Kind of thinking about how do we
manufacture products that are high quality. There's not a lot of waste in the process and they're a
good value to the customer.

Next, let's move on to product leadership. Product leadership is an organization that is thinking
about innovation in their products and services that create a competitive advantage. So really
cutting-edge products and services, new ideas, getting them fast to market. And I would say that
Apple would be a tremendous example of a company that is all about innovation and product
leadership. Also maybe Nike, I'm thinking of their apparel, latest and greatest in terms of athletic
wear.

And our last strategy is customer intimacy. Customer intimacy is really an organization that
offers unique solutions for their services, their products. Customizing those to the customer and
then really providing an exceptional customer experience. So I'm going to say Nordstrom's is
well noted for their customer service, as is for instance, The Four Seasons Hotel. Really paying a
premium for that quality, but nonetheless exceptional quality provided by their employees.

So at this point we need to note that we've looked at our three different kinds of strategies. What
are those components within the strategy? But critical at this point is to think about what then
do we need to do to deliver workforce behaviors to execute these strategies? What do we
need to do to achieve these three?

We can define quite a few different workforce behaviors, but just for the sake of time, let's take
a look at just one maybe for each.
So under operational excellence I would say we'd want workers to be efficient, right? We
need to be able to follow standardized procedures.
How about under product leadership? I'm going to say innovation. Also, I'm going to just list
creativity. I think those two kind of go in the same bucket to some extent.
And then lastly, customer intimacy. How about problem solvers? We need employees who
are really going to be able to help customers resolve whatever issues they have.
So because this class is selection and recruitment, we need to perhaps think about how do we
recruit people for these kinds of strategies? And so let's use the innovations strategy and think
about how do we recruit creative people?

First we have to know what does creative mean for organization. A competency is the
combination of knowledge, skills, abilities that are needed. So what is it actually look like
creativity? Can we measure it? Should we measure it? Is it divergence from the way things are
normally done? Novelty, new ways of looking at things. So first we must understand and try
to define what creative behaviors are. It makes it really difficult if not impossible, to hire the
right people without understanding this.

The next area is job design. We need to make sure we design jobs within the organization
that are motivating and empowering, not stifling or micro-managing. These kinds of jobs, do
they provide opportunities for creative people to work in teams? Work across boundaries?

We need to be creative within our own search tactics. For instance, where are we looking for
people? But even more so, we must be creative in the way that we recruit. Recruiting is
marketing and it should look fresh, exciting, colorful, diverse and inspiring.

Our selection process needs to be scientifically validated. So we're actually hiring for the things
that we need. So no more asking how many golf balls fit into a 747. While we hope this gets to
an individual's creativity, it just doesn't hold water. It's not valid, it's not related to job
performance. Instead, ask the candidate to produce a sample of what he or she would actually be
working on?
The best people to recruit are often not in the HR department. I know that sounds funny,
especially coming from an HR professional. But your employees should be the ones networking
and finding great candidates like them in their own profession. If your current employees are
happy and productive, they will be your best advertisers.

And of course, the culture of your organization creates a positive environment in which a
creative person would want to work. What do you celebrate?

1.2.2 Entorno interno

Turnover is the rate at which employees leave the workforce and they're replaced, that would
be our definition. So, what is our current turnover? We need to know that. Was our projected
turnover based on historical data? This should be taken into account to make sure that you're
going to have enough workers. For instance, I worked in an industry and there was high
turnover. We knew that if we needed 10 employees, that we'd need to hire 14. So we had to
over hire to compensate for the turnover.

Employee development means, what training and development opportunities are employees
currently involved in? Who's trained and who's available? Do we have some people who are
ready to move up? For instance, if you have a manager leave your organization. Is there
someone trained and ready to take that spot? This will affect if you need to hire internally or
externally.

Low engagement drives turnover. I guess the converse should be true, more engaged
employees typically want to stay. If we have dissatisfied employees though, we will likely need
to engage in more hiring activities. You should regularly survey your employees to determine
their levels of engagement and where you have issues. So we need to listen to this internal
feedback and with this data, we can maybe even predict turnover.
Are your employees high performers? Are they productive? Then hopefully, for example, you
shouldn't need to hire two people to do the job of one person.
And next, let's take a look at operations, which is a critical area to pay attention to and will also
dictate whether or not we need to hire.

1.2.3 Entorno exterior

1.2.4 Planificación de la mano de obra

workforce SWOT analysis. This includes an internal and external environmental scan. So
let's just take an example here. So we have our internal component, external component. So
internally, within our organization, externally in the external environment, outside the
organization. What might be a strength though? Let's start here. So S for strength, W, weakness,
O, opportunity, T for threat. So strength, what do we need to do? What do we need to think
about? So for a strength in our internal workforce, maybe we have people who have the
competencies that we need. We have a very skilled workforce, a number of skilled employees.
So that would be great. A weakness would be perhaps that the people we have in our
workforce are aging, and so perhaps we have a lot of people who are about to leave the
organization, and that could be a potential weakness. Now, externally, what might be an
opportunity?
An opportunity would be that to further the number of skilled workers within our
current workforce, maybe we have partnered with a university or a school that offers
training in the professions that we need. So we've developed a relationship there. Maybe a
threat though would be a competitor is currently kind of trying to steal our employees. So a
competitor's trying to nab some of our best people, and we may need to look then of course at
how we are compensating them and rewarding them, and all those different things. And making
sure that their job design is good, and they want to stay.
So I encourage you to conduct a SWOT analysis for your own workforce to determine your
strengths, weaknesses, opportunities, and threats, both internally and externally.

STEP 2: DATA COLLECTION

This is the time to gather all the data that you're going to need to accurately evaluate what
steps to take in the short and long term. You'll need to not only look at the numbers within
your current employee database to learn who's in your workforce, hopefully you're tracking these
things. What are their competencies, what's your current turnover all these things but also you
need to have good relationships and talk to other members of your management team to learn
what's their SWOT. What are their strengths, weaknesses, opportunities and threats in their
particular teams. What do they see as current about coming challenges in their professions and
related to the industry. What knowledge skills and abilities do they need their employees to
have? Strengths that their current employees do have. This is why it is so critical that HR is part
of the strategic planning process and even better. In my opinion, facilitates strategic planning to
ensure that workforce planning is a strong consideration in all operational, marketing, sales,
finance and other functions.
STEO 3: DATA ANALYSIS
Now, it's time to analyze, and this is the time to identify your staffing gaps, your surpluses,
competency gaps, competency surpluses. You need to look at all the information that you have
gathered and start to develop and formulate some idea of and analyze what's happening.

STEP 4:
In step 4, this is what I call really your gap closing strategies. What are you going to actually
implement? And so these are the things we need to think about. Do we need to recruit more
employees?
With those employees, what competencies and skill sets do they need?
Maybe we need to change the way that we select people. How we retain employees, we have a
turn over problem perhaps, and so how are we retaining employees? Should we perhaps try to
grow more employees internally organically within the organization through professional
development and succession planning. So this is really the implementation stage of what do we
actually need to do to meet the requirements of our strategic plan through workforce planning.

STEP 5:
Step 5 is evaluation. And I know it sounds like it's the last step, but it's actually something you
should be doing throughout all of your programs and practices constant evaluation. And so, in
systems three we looked at the need to get information from our external and internal
environment, and so here's some things you could think about. Let's just say, we'll just use a
couple of examples. Let's just say that you have a large percentage of employees who don't
have the right competencies, that's what you've determined from your workforce analysis.
So then you have to think about, are you recruiting the right employees, maybe, are you
using the right selection tools, are you setting clear performance expectations? Wait on pro
performers, those kinds of things. Maybe you find out that you have a high number of
people leaving the organization, a lot of turnover.
Do people that you're recruiting actually understand the job that they're supposed to be doing?
Are you getting the right people? Again, setting clear performance expectations? Giving
feedback? Are people being developed for future promotions, or do they feel that they have to
leave the organization to go find a new opportunity?
So these are the steps, the things to think about, in the evaluation stage.
Nota previamente guardada: So a competitor's trying to nab some of our best people, and we may
need to look then of course at how we are compensating them and rewarding them, and all those
different things

1.3.1 Opciones ante la escasez de mano de

obra
so let's start with temporary labor. Temporary labor services can be really convenient. Typically
you have a contract with an agency that sets how much you will pay the agency and then the
agency pays the employees wages, taxes and insurance. The advantage is clear you don't have
to have the administrative task of payroll and liability that comes along with employing
workers. You are also able to get employees pretty quickly and if things change you can let
them go or really it's the agency that lets them go. You also can try to work up priority to
making a long term commitment. So there is a lot of advantages but there are some
disadvantages and that is you typically end up paying a little bit more for this convenience. You
pay the agency and the workers, so you have a little bit of an extra premium in there. And you
also have to train a worker that may eventually leave. So depending on the position and if a lot
of time and training goes into it, it may not really make sense to make it a temporary job. A
temp worker also may not have the same commitment as a long-term employee.

Another thing is that we could look at replacing a job with technology. Okay, well maybe not
the technology in this picture. Okay, so this picture probably looks a little more familiar to you.
You can see this is the self checkout at the grocery store and perhaps in your part of the world,
you have these as well. We certainly have seen many more here in the United States. Clearly
there are machines now taking the place of people. So sometimes technology can take the
place of workers. But if we think about it in another perspective, it is a company that employs
workers that design the machines. Manufactured them, shipped them, all of these things. So
sometimes technology can also create jobs as well.

When reassigning work, we generally give it to another employee. This happened a lot during
the last economic downturn. Out of times we keep our best employees and then, the ones who
are laid off we give that work to those best employees who stay. And a lot of times that can
cause, again, the overtime issue we talked about, burnout and issues with stress and all these
things. But sometimes also to, the request comes with more pay. So it's not necessarily always
less expensive. And maybe rightfully so that there's a pay request, because if the job is now
twice what the person was hired to do, that obviously would mean that someone is expecting a
little bit more money. On the bright side, some employees may welcome the chance to learn
new knowledge, skills and abilities.
In an attempt to reduce turnover and retain employees, perhaps you can actually work to
improve the environment and reduce turnover, improve wages, working conditions, the culture
of the organization, measure engagement. All of these things really would be helpful and they
do seem like a good solution but it does take some time. No matter what I do recommend it
anyway as a best practice.

Overtime can be a very helpful way to temporarily increase production. You do need to comply
with overtime laws however, which in the United States is time and a half past 40 hours. So
your wage and a half times the number of hours you've worked for that week. And that's for
most employers in the United States. A long term use of overtime though, can be hard on
employees. Ultimately causing problems with burnout, safety, quality.

Okay, another option is to outsource the function altogether. You would have to perform some
sort of return on investment, ROI analysis, to see if it makes sense for your organization. Certain
jobs and tasks that are not valued added are more easily outsourced. But critical functions that
are part of the company's valued chain or the critical function that give the product or service
value to the costumer should be really be outsourced.

All right we look at a lot of different ways to perhaps avoid hiring a regular full time ongoing
employee and some other options that provide some flexibility. But here's another one, and
that is maybe not hiring an employee at all but bringing in an independent contractor outside
of the organization. Perhaps this is for a temporary assignment, or that independent contractor
has a particular set of skills, like a consultant.

Just a quick word of caution here, though. And that is that we want to make sure that we're
compliant with IRS laws related to whether the person should be correctly categorized as an
employee or an independent contractor.

A current issue that's happening in the this realm of employee versus independent contractor is
really this new kind of employee that we see, that's kind of on demand employee. That we
need the person at the moment when we need them. And so it's, and it's really different more
by consumers. And this is the case of Uber. If you're not familiar with Uber, it's a mobile app
that connects drivers with people needing transportation via the GPS of the smart phone. Again
it's an on demand type of employment arrangement. So you work as an Uber driver when you
want on your own terms. You just need a smart phone and a car. But the issue is that Uber
drivers have filed, not all of them, but many have filed a class action lawsuit. Claiming that they
were misclassified as independent contractors and are entitled to be reimbursed for their
expenses that Uber should have to pay for, like for gas and vehicle maintenance. And that they
really should have been classified as employees.

The case begins trial in June of 2016 and many people will be anxiously awaiting the decision as
this type again of alternative employment arrangement redefines the way we look at
employment in general. And also questions the application of the IRS employee versus general,
or sorry, employee versus independent contractor law.

So what law are this class action participants referencing and what do you need to know if you
are a US employer?

In United States, the Internal Revenue Service regulates who is considered an independent
contractor or an employee. It's really very critical to make sure that you're classifying these
individuals correctly. So if you do have an employee, that means that you need to withhold
income taxes, withhold and pay Social Security and Medicare tax. Unemployment tax for wages
paid and also things like workers compensation. There's three aspects that the IRS looks at to
determine if that person is a independent contractor or an employee. So the more behavioral
control, financial control and the kind of relationship that is really more dictated by the
employer means that the person is more likely going to be an employee. So first of all
behaviorally, does the company control or have the right to control what the worker does and
how they do it? Financially are the business aspect of the worker's job controlled by the
employer, the payer? These things would be like how they're paid, whether expenses are
reimbursed, and who provides tools and supplies. This, to me, kind of really falls into some of
the issues that the Uber case has. Also the type of relationship. Are there written contracts or
employee type benefits like a pension plan, insurance, vacation pay. The more you offer this
kinds of things, the more like the person would be considered employee. Lastly will the
relationship continue and is the work performed a key aspect of the business?
so let's start with temporary labor. Temporary labor services can be really convenient. Typically
you have a contract with an agency that sets how much you will pay the agency and then the
agency pays the employees wages, taxes and insurance. The advantage is clear you don't have
to have the administrative task of payroll and liability that comes along with employing
workers. You are also able to get employees pretty quickly and if things change you can let
them go or really it's the agency that lets them go. You also can try to work up priority to
making a long term commitment. So there is a lot of advantages but there are some
disadvantages and that is you typically end up paying a little bit more for this convenience. You
pay the agency and the workers, so you have a little bit of an extra premium in there. And you
also have to train a worker that may eventually leave. So depending on the position and if a lot
of time and training goes into it, it may not really make sense to make it a temporary job. A
temp worker also may not have the same commitment as a long-term employee. Another thing
is that we could look at replacing a job with technology. Okay, well maybe not the technology in
this picture. Okay, so this picture probably looks a little more familiar to you. You can see this is
the self checkout at the grocery store and perhaps in your part of the world, you have these as
well. We certainly have seen many more here in the United States. Clearly there are machines
now taking the place of people. So sometimes technology can take the place of workers. But if
we think about it in another perspective, it is a company that employs workers that design the
machines. Manufactured them, shipped them, all of these things. So sometimes technology can
also create jobs as well. When reassigning work, we generally give it to another employee. This
happened a lot during the last economic downturn. Out of times we keep our best employees
and then, the ones who are laid off we give that work to those best employees who stay. And a
lot of times that can cause, again, the overtime issue we talked about, burnout and issues with
stress and all these things. But sometimes also to, the request comes with more pay. So it's not
necessarily always less expensive. And maybe rightfully so that there's a pay request, because if
the job is now twice what the person was hired to do, that obviously would mean that someone
is expecting a little bit more money. On the bright side, some employees may welcome the
chance to learn new knowledge, skills and abilities. In an attempt to reduce turnover and retain
employees, perhaps you can actually work to improve the environment and reduce turnover,
improve wages, working conditions, the culture of the organization, measure engagement. All
of these things really would be helpful and they do seem like a good solution but it does take
some time. No matter what I do recommend it anyway as a best practice. Overtime can be a
very helpful way to temporarily increase production. You do need to comply with overtime laws
however, which in the United States is time and a half past 40 hours. So your wage and a half
times the number of hours you've worked for that week. And that's for most employers in the
United States. A long term use of overtime though, can be hard on employees. Ultimately
causing problems with burnout, safety, quality. Okay, another option is to outsource the
function altogether. You would have to perform some sort of return on investment, ROI
analysis, to see if it makes sense for your organization. Certain jobs and tasks that are not
valued added are more easily outsourced. But critical functions that are part of the company's
valued chain or the critical function that give the product or service value to the costumer
should be really be outsourced. All right we look at a lot of different ways to perhaps avoid
hiring a regular full time ongoing employee and some other options that provide some
flexibility. But here's another one, and that is maybe not hiring an employee at all but bringing
in an independent contractor outside of the organization. Perhaps this is for a temporary
assignment, or that independent contractor has a particular set of skills, like a consultant. Just a
quick word of caution here, though. And that is that we want to make sure that we're
compliant with IRS laws related to whether the person should be correctly categorized as an
employee or an independent contractor. A current issue that's happening in the this realm of
employee versus independent contractor is really this new kind of employee that we see, that's
kind of on demand employee. That we need the person at the moment when we need them.
And so it's, and it's really different more by consumers. And this is the case of Uber. If you're
not familiar with Uber, it's a mobile app that connects drivers with people needing
transportation via the GPS of the smart phone. Again it's an on demand type of employment
arrangement. So you work as an Uber driver when you want on your own terms. You just need
a smart phone and a car. But the issue is that Uber drivers have filed, not all of them, but many
have filed a class action lawsuit. Claiming that they were misclassified as independent
contractors and are entitled to be reimbursed for their expenses that Uber should have to pay
for, like The case begins trial in June of 2016 and many people will be anxiously awaiting the
decision as this type again of alternative for gas and vehicle maintenance. And that they really
should have been classified as employees. employment arrangement redefines the way we look
at employment in general. And also questions the application of the IRS employee versus
general, or sorry, employee versus independent contractor law. So what law are this class
action participants referencing and what do you need to know if you are a US employer? In
United States, the Internal Revenue Service regulates who is considered an independent
contractor or an employee. It's really very critical to make sure that you're classifying these
individuals correctly. So if you do have an employee, that means that you need to withhold
income taxes, withhold and pay Social Security and Medicare tax. Unemployment tax for wages
paid and also things like workers compensation. There's three aspects that the IRS looks at to
determine if that person is a independent contractor or an employee. So the more behavioral
control, financial control and the kind of relationship that is really more dictated by the
employer means that the person is more likely going to be an employee. So first of all
behaviorally, does the company control or have the right to control what the worker does and
how they do it? Financially are the business aspect of the worker's job controlled by the
employer, the payer? These things would be like how they're paid, whether expenses are
reimbursed, and who provides tools and supplies. This, to me, kind of really falls into some of
the issues that the Uber case has. Also the type of relationship. Are there written contracts or
employee type benefits like a pension plan, insurance, vacation pay. The more you offer this
kinds of things, the more like the person would be considered employee. Lastly will the
relationship continue and is the work performed a key aspect of the business?

1.3.2 Contratación interna Vs.

Contrataciones externas
ventajas de contratar internamente;
 menos costoso
 les da la oportunidad a los empleados de ascender
 train for specific needs,

ventajas de contratar personas externamente:

 nuevas ideas con nuevas personas
 unique KSA (Knowledge, skills, attitudes)
desventajas de contratar internamente:
 efecto domino (cuando se asiende a una persona, luego su puesto tiene que ser “filled” y
luego el puesto de esa otra persona y asi sucesivamente)
 política no tan buena. Y eso podría ser algo en lo que tienes un gerente que no quiere
que alguien ascienda a su departamento. O tiene un gerente que ha trabajado muy duro
para preparar a un empleado para un puesto en particular. Y ahora ese empleado deja el
departamento y eso puede no ser muy favorable para ese gerente que dedicó todo el
tiempo a preparar a esa persona.
 falta de ideas nuevas. Y así, cuando salimos, tal vez obtengamos perspectivas más
nuevas y frescas. Pero dentro de la organización, si seguimos reclutando desde dentro, a
veces podemos volvernos muy insulares, porque realmente nos hemos acostumbrado a la
forma en que se hacen las cosas. Y no somos capaces de ver las cosas desde una nueva
forma de pensar las cosas.

desventajas de contratar externamente:

 no se sabe como la persona se va a desenvolver en la organización
 mas costoso
 contratar a personas externas puede hacer pensar a los empleados internos que la empresa
no se preocupa por su crecimiento o asensos, sino que prefiere contratar a gente nueva.

idea: PROMOTE WITHIN WHENEVER ITS POSSIBLE

 el promover a alguien dentro de la empresa Tambien pone felices a los compañeros de
esa persona y les motiva, hace que las personas incluso estén mas comprometidas con
su trabajo porque ven que la empresa se compromete con el desarrollo de sus
empleados.
en un ejemplo qie mencionan en el video ponen el caso de un manager que tiene un empleado
estrella que tiene full buenas skills y attitudes que de hecho aprendio con su manager, y este
empleado ha visto que hay una vacante en la que puede ascender y le pregunta a su manager si le
permite aplicar. y aquí hay dos opciones: si el manager le dice que no porque el le ha ensenado
tantas cosas y no quiere perderle a su empleado estrella siendo que este se vaya a otra área, el
empleado pensaría “si no puedo aplicar, cuando voy a seguir creciendo?” y de una u otra forma
igual lo perdería porque es posible que ese empleado busque crecimiento en otra empresa.
entonces, el manager idealmente debería decirle que le apoya y que aplique nomas, a pesar de
que eso pueda significar que su empleado estrella ya no este trabajando para el.

1.3.3 Planificación estratégica de la mano de

obra Entrevista con Colin Partridge,
Director Senior de RRHH de Carlson
Wagonlit Travel
Could you tell us Colin, what is your workforce planning process here at CWT, whose involved,
maybe we'll start off there. >> Yeah absolutely so I would say there are three main components
to it right now. So we have a workforce management tool or system called IEX which is an off
the shelf tool that we work with. And we have a workforce management team that are based
here in Minneapolis. So these are the guys that sit down, they do all the projections, they do the
forecasting about what we need. The major part of our business is really travel services which is
essentially our travel counselor, card ware folks that are out in the field. We have over 2,000 of
them, and they are really dedicated to servicing about 2,500 clients. So we have the workforce
management team that work with our operations teams as well, and also our talent acquisition
team. So those three teams work together to do forecasting, understanding the cycles that we
go through, excuse me, on a regular basis, and then putting together a plan.

1.
Pregunta 1
¿Cuál no es una ventaja de un enfoque interno?

1 / 1 punto
Menos caro

Nuevas ideas

Motivación

Formar para necesidades específicas

Correcto
Esta es una ventaja de un enfoque externo

2.
Pregunta 2
Verdadero o falso Promocionar dentro siempre que sea posible

1 / 1 punto
Verdadero

Falso

Correcto
Promocionar dentro es la mejor opción para una empresa, si es posible.- Ver Diapositivas

3.
Pregunta 3
¿Cuáles de las siguientes son soluciones a la escasez de mano de obra?

1 / 1 punto
Trabajo temporal

Externalice
Reasignar trabajo

Sustituir por tecnología

Todo lo anterior

Correcto
Son todas las respuestas.

4.
Pregunta 4
¿Qué factores debe tener en cuenta a la hora de decidir cómo gestionar la escasez de mano
de obra?

1 / 1 punto
¿Cuántos trabajadores?

¿En qué trabajo trabajaban?

La razón por la que la gente se fue

¿Cuántos trabajadores? -y- ¿En qué puesto trabajaban?

Correcto
Ambos elementos deben considerarse

5.
Pregunta 5
¿Cuáles son ejemplos de tendencias en la mano de obra?

0 / 1 punto
Falta de diversidad de la mano de obra

Déficit de mano de obra cualificada

Concurso nacional

Incorrecto
En realidad existe una tendencia a la diversidad de la mano de obra

Página web del IRS: ¿Empleado o contratista

independiente?
Una solución a una necesidad de mano de obra temporal es contratar a contratistas
independientes.
Contratar a un contratista independiente (CI) puede dar a los empresarios flexibilidad a la hora
de hacer frente a cargas de trabajo fluctuantes. Puede contratar a un CI para un proyecto
específico y poner fin a la relación cuando ya no necesite la ayuda. A menudo, tampoco tiene
que pagar ciertos impuestos sobre nóminas, prestaciones, seguro de desempleo, indemnización
de los trabajadores y similares cuando recurre a los CI.

Suena muy bien Entonces, ¿por qué no todos los empresarios recurren a los CI en lugar de
contratar empleados?

Bueno, ciertamente hay desventajas.

Por ejemplo, usted tiene menos control sobre la forma en que se realiza el trabajo. El individuo
puede no estar tan implicado en el éxito de su empresa como lo estaría un empleado normal.
Puede que tenga que formar más a menudo, ya que los CI pueden ir y venir. Y necesita conocer
bien las leyes que rodean este ámbito.

Aquí tiene un gran recurso del IRS de Estados Unidos para que comprenda las legalidades de la
contratación de contratistas independientes.

https://www.irs.gov/Businesses/Small-Businesses-&-Self-Employed/Independent-Contractor-
Self-Employed-or-Employee

1.4.1 Análisis del puesto

por que se necesita un analisis de puesto?

 se puede ver como diseñar un puesto o re diseñarlo. tal vez se necesita re diseñarlo
porque las competencias han cambiado para ese puesto debido a avances en tecnología,
por ejemplo.
 se necesita para reclutamiento, si se las competencias, responsabilidad, competencias que
se necesitan, puedo contratar mas eficazmente.
 evaluación del desempeño
 compensación. si sabemos de que trata el puesto, sabemos como compensar
adecuadamente. por ejemplo, hay veces que los puestos tienen diferente titulo pero las
mismas responsabilidades, por ejemplo, un director de marketing hace lo mismo que un
vicepresidente de marketing, y si no sabes bien el análisis de puesto puede que le pagues
mas a uno solo por el titulo cuando en realidad hacen lo mismo.
 seguridad: el análisis de puesros te puede hacer caer en cuenta de que dependiendo del
puesto, los empleados corren riesgo, tengan su equipo de seguridad adecuado, que sepan
procedimientos, los documentos firmados, etc.
 legal issues: primero tiene que ver con funciones esenciales que pueden ser algo que no
tendría que adaptarse a alguien con una discapacidad porque es una función crítica, el
trabajo existe para hacer eso. Entonces primero tenemos que saber cuáles son. . El otro
problema que surge con las descripciones de trabajo está relacionado con la
discriminación, entonces, ¿qué es una calificación ocupacional bonificada, es decir, algo
que es un requisito laboral que en realidad está relacionado con algo como raza, color,
religión, sexo, origen nacional que en realidad es legal? por ejemplo, no contratar a un
sacerdote para dirigir una sinagoga judía sería una calificación ocupacional bonificada.
Tal vez tenga un puesto en el que algunos tienen una edad particular y no son contratados
para un puesto, por lo que, por ejemplo, la edad puede ser una calificación ocupacional
bonificada en ciertos trabajos de transporte como pilotos; hay una edad de jubilación
obligatoria en los Estados Unidos para los pilotos y eso se debe a que Por razones de
seguridad, cuando las personas envejecen, tienen problemas de visión, son más propensos
a sufrir un derrame cerebral y otros tipos de enfermedades cardíacas y todas esas cosas. Y
por eso es en aras de la seguridad. Pero tenemos que saber qué implica el trabajo para
poder determinar si algo es una calificación ocupacional genuina. Aquí hay una lista
rápida de los diferentes tipos de análisis de trabajo, y veremos cada uno a medida que
avanzamos por las diapositivas.

1.4.2 Descripción de los puestos

Title del puesto

fecfa
a quien reporta: ‘se pone el cargo de a quien reporta”
supervisor:
funciones esenciales
funciones no esenciales
especificaciones: experiencia- educación- conocimientos- skilss- attiudes
cuestiones fisicas

knowledge: mathematical formulas, cientific principles

skills: skill to type 40 words per minute
ailities: being able to demonstrate a second language, leadership, coachimg abilities
other characteristics: CPA

nota: si el job cambia, la descripción de puestos también.

HOW WE USE JOB DESCRIPTIONS:

 employee: los empleados que quieren, por ejemplo, ascender, pueden ver que se necesita
en el cargo al que quisieran aplicar próximamente.
 manager: puede ocupar la descripción para evaluar desempeño, para realizar asensos,
puede ver si los empleados están completando todas sus tareas o no, pueden ser usados
incluso para dar reconocimiento a empleados que están por encima de lo que les pide su
puesto.
 human resources: ocupan la descripción para saber que persona es la que tienen que
contratar.
  1.4.3 Diseño del trabajo

Job design is the process of thinking about the where, what, how, when, all these different
components of a job.
 4 pilares de una organizacion: mission, vision, cultura, business strategies.

 eficiencia: Rather than solely looking at efficiency, we look at things like innovation,
creativity, personality differences, and work environment. All of these things are now
considered.
 motivacion: se quiere que los empleados sean productivos, eficientes, motivados.
motivation has this 5: 1. skill variety, 2. task identify. 3. task significance. 3. autonomy,
4. feedback

 safety and health: se debe estar Seguro de los seating needs, heights, a software,
physyscal strain, repetitive stress reduce. personal protective equipment.
 mental capacity: we want to minime that, minize time people do the task by using
technology. checklist.

few other ways that we can design jobs. :

The first one is job enlargement and that typically means broadening the scope of the job.
So you're adding more tasks to it. You're extending the job.This helps for workers who may be
currently under-worked, they're bored, they need more things to do, and they may welcome
this kind of activity. But remember that sometimes when we enlarge jobs, people may also
want more money to go along with it.
And job enrichment means empowering workers by adding more decision-making authority to
the job. I think about the example of a committee that I used to work with at a former
workplace. And in that committee I would take a lot of the employee concerns and requests,
and then I would report back to my boss and share those with her, and then she would
determine which to act on and which not to act on. And job enrichment where she decided, hey
instead of me doing this, why don't when you get these requests, why don't you decide what
needs to be done. And so that's job enrichment. Empowering workers by, again, adding more
decision-making authority to jobs.
Last is job rotation and that means enlarging jobs by moving employees across several jobs.

Gran sitio de información sobre empleos-

¡Muy útil a la hora de crear descripciones de
puestos de trabajo!
https://www.onetonline.org/

MODULO 2

2.1.1 Responsabilidades de RRHH en la

contratación
how many employees are needed,
who, active candidates, passive candidates
when
where
environment and fit: personal values, goals
2.1.2 Aprovechar la marca del empleador
recruiting is like marketing. we have to think about how we are going to position our
organization.

typically, if the organization is larger will have more reputability.

2.1.3 Eficacia de la contratación

recruiters should be trustworthy, friendly, affable. they need to know how to conduct effective
interviews.
this indivudals shoul have:

2.2.2 Go Mobile

en este video hablan de que ahora todo es tecnologia y que por eso siempre debes tener tu
pagina web de la empresa bien cuidada, con información adecuada porque casi siempre, los
candidatos ven la pagina, ven los videos, ven como funciona la empresa antes de ir a la
tentrevista y dependiendo de eso también pueden seguir dispuestos a aplicar o ya no.

Asimismo, se debe utilizar la tecnología a favor, hacer reuniones en zoom, tener recordatorios,
mandarle al candidato, ver los gustos, ayudarle a llenar la información automáticamente a la
hora de que aplique con sus datos en la pagina. asi se hace que ahorre tiempo en estar
completando todos sus adatos desde cero. esto se logra con ia, su ubicación, etc.

2.2.3 Reclutamiento pasivo

Passive candidates:
So what makes these individuals so desirable? Well, many times they are content in their
current position, they have unique skill sets or something that you want to add to your
repertoire of skill sets within your own organization. And they're already working, so you can
maybe perhaps trust that they're a tried and true commodity versus someone who is in the
active market and maybe has been employed for a period of time.

So how is it then that we reach out to passive candidates? Well of course, the Internet is one
way that recruiters find to be very helpful. And so, you could do that through multiple sources.
But LinkedIn might be the most popular. But also, just finding that person's email and send an
email, which can be a little bit difficult because if the person's employed, they may see it as
an intrusion into their work time. And maybe you don't want to get the person in trouble
because there may be a perception if someone saw that email, and knew about these
communications, that their loyalty to their own organization might be questioned.
So to avoid that, it's better to really do it on that individual's time, sending them something
through LinkedIn, which is an acceptable way to communicate with passive candidates, at
least most passive candidates.

So we want to make sure that we are positioning our company as an employer of choice where
people want to work. So the otherwise sort of reluctant passive individual may become more
interested and engaged, if they know that we are a good company to work for.
That means that we need to have a positive culture and perhaps diversity for some
candidates who are of a diverse background. And they want to see that reflected within the
workplace, they don't want to be the only person of their ethnicity or their background. So
making sure that the culture of our organization is also reflective of the people that we're trying
to recruit is important.
Another area, another great strategy for finding passive talent is networking.
Going to industry events and talking with people who are in the know and finding that talent
within the industry is really important. According to LinkedIn's global recruiting trends survey,
61% of organizations have some sort of strategy to recruit passive candidates.

And these organizations face a number of challenges.

Maybe the biggest challenge to finding passive talent is that perhaps if you do find them,
they're not interested. They don't want to work for your organization. And so, sometimes that's
hard because you think you find just that perfect person and you go through maybe some hoops
and steps to talk with them, and then they're not interested. So, it can be a little bit disappointing.
Another thing is, is that, beyond that, is that it also takes time. So it's not an overnight quick fix
to hiring. It takes time because, in a lot of ways, again it goes back to that relationship. You need
to first talk with that candidate, go though many rounds of communications, even perhaps before
you can get that individual interested in your organization. Another consideration for a challenge
is what I mentioned before. Remember that that person may be effective because of their
current environment. So if they move to the new environment, they may not be as effective
because they don't have their relationships and systems that made them effective in their
current role.

Vídeo: Conviértase en un ninja de la

búsqueda en LinkedIn: Técnicas
avanzadas de búsqueda booleana
https://www.youtube.com/watch?v=5-O4R-rvvNk

¿Cómo utiliza General Mills las redes sociales

en la contratación?
http://linkhumans.com/blog/create-social-recruitment-employer-branding-strategy-like-general-
mills
2.3.1 Reclutamiento ético - Entrevista con
Rand Park, profesor titular
el senor dice que no siempre vas a dar informacion perfecta, no porque quieras mentir pero tal
vez porque no conoces exactamente, por ejemplo, que tan bien econonicamente esta la
empresa. claro quue si hay infromacion publicada en las redes, debes decir la verdad.

2.3.2 Ajuste cultural

First we need to know what is culture. So culture is the way things are done on a day-to-day
basis within an organization. It could be something visual, like parties that the company has
for its employees, picnics, things like that, or a dress code. It could also be assumptions,
beliefs, and habits, things that you don't necessarily see.

Culture is unique for every organization.

It's important then to make sure that hiring managers and recruiters understand what are the
critical characteristics of your culture. So if your culture, for instance, is very strong in
innovation, we need to find ways then to assess candidates' ability to bring innovative ideas and
fit in with an innovative culture.
personality inventory, culture test (ejemplo de test a continucacion),

what are the challenges?

homogeneity – different demographic.

So a company that would be more in the world of homogeneity and thinking about cultural fit
would be Zappos. They really espouse that they look for a certain kind of candidate to fit within
their culture. And if you have a chance to check them out, it's zappos.com. There's a lot of really
interesting videos about their culture.
The other sort of end of the spectrum I think about is Google. And again, I'm using Google
because you know that I really like Google, but they really espouse more an attitude of diversity,
trying to find people who don't generally or necessarily fit in one type of mold.

ZAPPOS: In fact, according to their website, they have a two-part process, a skills interview
and a culture interview, and candidates have to be able to pass both. The culture interview is
really based on their core values, and if an applicant doesn't pass that, they don't move forward
in the process. So while Zappos does honor diversity, they really have almost a stronger focus, it
seems, on first making sure there's a cultural fit, even outweighing a technical fit.

Now Google, on the other hand, according to their website and their recruitment materials,
really focuses on a number of different categories, really four. And so they look at leadership,
role-related knowledge, how the person thinks in terms of cognitive ability, and then what
they call Googliness. So while they do think of cultural fit within the hiring process, they seem
to espouse more the attitude of we want people with a diverse background and a wider variety
of competencies that they're coming to the workplace with. So lately, in the world of
recruitment, cultural fit has become a bit of a hot topic because some people are worried that if
we only look for cultural fit, we will sacrifice diversity. But as these two organizations show, it's
just how you prioritize it, so it's not one or the other. You can have both of these being part of
the process. But we need to evaluate what is our strategic mission and what are our goals as an
organization, and that will help dictate what is the criteria we're looking for in the hiring
process.

2.3.3 Diversidad

divertisty es necesaria, es chalengin porque muchas veces nos dejamos llevar por esteoritpos (ej.
ves un nombre raro en un cv y capaz no le haces caso), no es un trend, de hecho cada vez mas
hay mas diversidad. no solo esta en reclutamiento, sino que también tiene que ver con los
clientes.
MODULO 3

3.1.1 Visión general del proceso de selección

estos son los pasos que usualmente se siguen en un proceso de selección:

se puede hacer un pile de yes, no, maybe… o ahora hay apps que te ayudan a organizar que
candidatos has entrevistado, por cuales fuentes, que score les das, etc. esto es mas eficiente
porque es mas rápido, menos tiempo, menos plata. Many of these systems also keep resumes in
the system. So if there's a future position that arises, the system will flag it as, hey, you might
have a candidate who has the capabilities you're looking for. It's also more efficient in terms of
time and money. It's automated, it reduces paperwork, lower admin and advertising costs.

lo malo es que…
the disadvantages include the fact that applicant tracking only looks for resumes that really
meet the requirements of the position. So sometimes recent college graduates can be
overlooked, borderline candidates, those who are switching careers, all of these different kinds of
things may be screened out from your system. Automated systems are often also unreliable that
they can reject resumes for unnecessary reasons. Maybe if you're scanning it for instance, it's
unable to read the resume properly. That's why oftentimes we look for resumes to be sent to us
via email and upload and things like that to our systems. And lastly applicant tracking limits the
information applicants can provide

el siguiente paso es probar y revisar las muestras de trabajo.

For instance, a cognitive ability test assesses the ability to think. Reasoning, perception, memory,
verbal, mathematical ability, and problem solving. So test for cognitive ability pose questions
designed to estimate your potential to estimate your potential to use mental processes to solve
work related problems.
In a previous human resource position, we would have candidates bring in work samples. And so
these positions would be like graphic designers and artists. And it would be really helpful then to
see what was their portfolio, what have they done in the past.

a veces la entrevista va antes que el testeo, depende de cada organización. la entrevista puede ser
de todas esas formas: por tlf, en persona, con otra persona, virtual, etc.
esta parte es dificil porque la mayoria de empresas prefieren no decir ningun comentario de ex
trabajadores. pero bueno, a pesar de ser difícil, es la mejor practica dentor de un proc de
selección.

evaluas los candidatos y hacers una oferta.

al final se hace el background check (drugs, etc)

the process is not necesarily layer.

tomar en cuenta…
algunos candidatos son super buenos en entrevistas, son carimaticos, abiertos, etc; pero hay que
ver que tengan las competencias que necesitamos. hay que entrenar a las personas que hacen el
proceso.

3.1.2 Revisar la estrategia: Criterios de

selección
going with or against the grain? vas a favor o en contra de la corriente?

si tienes un candidato con irentacion al detalle (que es lo que necesitas) pero bien introvetido (lo
que hace que no quepa culturalmente en la empresa) y si tienes un candidato que no tiene tanta
atención al detalle pero en cambio se hace amigo de todos, es etxrovertio… a quien contratas?

para comprender para que estamos contratando, debemos tomar en cuenta todo esto:
  So the first one general cognitive ability that is thinking about how do you think about
things? They're less concerned about grades, transcripts, GPAs, and more on how do you
think, how do you solve problems? What sort of insight would you bring to the
organization? They advise candidates don't get hung up on nailing the right answer. They
want to see how you're going to work through the problem.
 Under leadership they say that they're not necessarily concerned if you've had past
leadership experience. They would like to know that you have leadership potential.
 Under Googleyness that gets to the culture.They want to get a feel for what makes you
you. It says here on their website they also want to make sure this is a place you would
thrive. So they look for signs around your comfort with ambiguity, your bias to action,
and your ability to be collaborative,
 role related knowledge: They want people who have a variety of strengths and passions
not just an isolated skill set.

So you can see here that all of these different components are really what I was talking about in
this. It goes back to the idea again, of balance. Balancing the cultural fit, the knowledge skills
abilities, and competencies. The hiring for the weaknesses. What does this person have that
others don't? Does this person bring something unique to your organization?

3.2.1 Sesgos
types of biases (Sesgos)
heuristic:
The first one is confirmation bias, and that's the tendency to search for, interpret, favor, recall
information in a way that confirms our original beliefs or hypothesis about that person. In other
words, we make up our minds about the candidate's worthiness, integrity all these different
things, their personality and we spend the rest of the interview trying to confirm, less commonly,
deny the original hypothesis.
Let's just say that I'm interviewing a woman for sales position and she comes in for the interview
and shakes my hand. And she has a very weak handshake. And perhaps I believe that people
with a weak handshake are not very assertive, which is a key component of being a sales
person.So now throughout the rest of the interview, when I'm asking questions, I will interpret
the things that she says that they show me that she is not assertive. My mind is trying to confirm
the decision that I made early on in the interview and because of that, I don't give her the job. I
don't seek alternative possibilities. Maybe her hand was sore. Maybe she's truly actually
assertive, but she's learned that you're not supposed to shake someones hand with very much
force. We could come up with a variety of reasons maybe why she had a weak handshake, but
the point is that we may have lost a great candidate because of confirmation bias.
Next is in-group bias. This is when we favor members of the in-group over out group members.
We look for people like us in our in-group instead of people who are different from us in the out
group. This is why it's important to be careful when organizations say they hire for cultural fit.
Because cultural fit might promote group think and homogeneity instead of diversity.
Contrast bias can work in a few different ways. One, you could have a candidate that you
interview first who you perceived as excellent, and you rate everyone else more harshly because
of that first great interview. Or if one candidate seems weak in some area others may appear to
be more qualified than they really are.
Another type of contrast bias is called recency effect. And that's why you may only remember
best the interview that happened last and you scored higher because it's fresh on your mind.
The halo effect is exactly what it sounds like. It's as if the person being interviewed is wearing a
golden halo. And that's because they've created a favorable first impression on the interviewer.
And from that point forward anything the candidate does or says, the interviewer interprets
positively. Now this can be because of in-group bias. As we talked about before, it could be the
applicant's manner, his or her accent, or perhaps the person came from our same city, they might
have gone to the same college, maybe they're just generally attractive.
And the last one on our list here is prejudice. And really looking at this word, it's prejudgment.
You're judging someone because perhaps you have an unfair feeling or dislike for a person or
group because of their race, color, religion, sex, national origin or whatever the reason may be,
but it's unfounded and it's not logical.
3.2.2 Comprobación de antecedentes

sued= demandado

esta es una lista de cosas que Podemos buscar sobre una persona (background):

se le puede dar una oportunidad a la persona para que explique en que fue su crimen, que tan
serio fue, etc.
3.2.3 Normas del método de selección
este video tiene que ver con leyes de USA.
assessment tolos to assess candidates;

Cada industria, organización y profesión tiene sus propios tipos de herramientas de

evaluación. A menudo, utilizamos varias herramientas para las ofertas de empleo. Las
mejores herramientas son las que están vinculadas a las competencias laborales y al éxito en
el trabajo.

reliability= que tanto una prueba se repite con mismos resultados.

Correlation is where there's a mutual relationship or connection between two things. So, I used
the example of a vision test. If I go to the eye doctor, and she uses all of those lenses to test my
vision, and with one particular lens, my eyesight is much better. There's going to be a
correlation, a relationship, a connection between that lens and my improved eyesight
3.2.4 Hábleme de usted
esta frase se usa siempre, pero por que se debería evitar?
its really open ended – obtienes mucha informacoin quwe en realidad no quieres oir y puede
contaminar tu decisión final.

maybe I make a conscious decision not to hire someone because I don't agree, I have
stereotypes, or biases, or I don't agree with their race, color, religion, sex, national origin,
or whatever it is. So there's certainly that potential. But there's also the potential that we could
get into a situation where someone thinks that we didn't hire them because of their race, color,
religion, sex, national origin, because now you know it. So if the person, for instance, says, you
say tell me about yourself and they say I'm a Muslim. And then you don't hire the person, now
you, now the perception might be it's because of the fact that you have that information.

Pregunta 4
Seleccione todos los que están protegidos por la EEOC

Raza
Color
Religión
Sexo
Origen nacional
Discapacidad
Embarazo
Edad

3.3.1 Herramientas de selección

the focus of this video is the stwp 2: determine a good selection method to use

how can we predicr job performance?

work- sample tests: ability to do rather tan to know

- in basket exercise: are normally design to show administrative tasks, emails, personel
issues, it is to show the candidates ability to complete tasks.
- roleplays : you have a candidate simulate things.
general mental-ability tests;
- sometimes it consists on multiple questions, power test, knowledge test…

structured interviews:

LOW PREDICTORS OF JOB SUCCESS

Los primeros son low predictors y el no predictor es la edad.

OTHER TOOLS:
- integrity tests: decent degree of validty
- personality inventories
- physical ability tests: helpful in some positions. ex. firefighter
- emotional intelligence: ability to understand yourself and see how you react to certain
things
- prior work samples: this works for example if you want a graphic designer and you
want to see wue ha hecho esa persona en el pasado, sus trabajos.
- medical examinations + drug and alcohol screening
- references and background check: references are the best practice and bacjground
(education, criminal background, etc)

so, the option are vast, which to select?

- you have to analyze the price because some of these are expensive, the same with the
time; it all dependes on the need of the organization.
3.3.2 Entrevistas eficaces Primera parte

Structured interviews are an assessment tool designed to measure job related competencies of
applicants. By systematically inquiring about their behavior in either past experiences or their
proposed behavior in hypothetical situations and situational questions.

ventajas: todos los candidatos son hechos las mismas preguntas y por ende se evalúan de forma
igual.

STRUCTURED INTERVIEWS CAN BE VALID PREDICTORS OF JOB PERFORMANCE.

where are we in terms of the steps to a good hire? we are in the “conduct method” step.

Types of questions;
- situational= what would you do if?
- behavioral= tell me about a time,, ex: tell me about a time you worked on a very
successful proyect
- knowledge= how do you… ex: how would you make a margarita?

 years of experience is not a predictor of job success.

warm up questions: why you are interest in this position? what you know about the company?
how did you find the position? where do you see yourself in 5 years?

never ask: tell me about yourself

OLDIES BUT GOODIES:

  focus on job related competencies, make sure to not asking questions about protective
status: age, race, religion, sexual orientation, etc.

3.3.3 Entrevistas eficaces Segunda parte

how to conduct the interview?

what is the number 1 ability for interview? escuchar

ahora bien, además de escuchar, debes estar preparado.

- be prepared
- be on time
- warm greeting (puedes preguntar a la persona si quiere un vaso de agua)
- ask to take notes
- be profesional

1. Document the interview: is a good practice porque incluso tienes anotado porque no le
contratas o por que si, para recordar igual, para no confundir con otras entrevistas.
2. ask same questions of all candidates: hace mas facil evaluar a todos los candidatos
3. use multiple raters when possible: no caer en sesgos
4. be aware of biases:

Candidate evaluation:
no discutir sobre candidatos entre interviews porque si a ti te pareció Bueno y a tu compañero
malo, luego puedes calificarlo ya sesgado; es mejor conversar sobre los candidatos una vez que
todos lo han calificado.

3.4.1 Evaluación de candidatos

candidate evaluation:
- tener presente que a pesar de los mejores métodos, a veces igual se contrata a la persona
equivcoada.

who makes the final decisión;

the hiring manager generally does the final decision.

Few models related to this process of selecting candidates:

- multiple hurdle model: los “obstaculos” ayduan a ir descartando candidatos. ej: los
requerimentos, la educación, la experiencia, la llamada, la entrevista
- compensatory model: the cognitive ability test, drug screen, background checks, legal
issues

you have to evaluate again;

- job description, application/resume, interview notes, selections tests, references.

3.4.2 Creación y presentación del paquete de

oferta

offer package:
 - offer letter: needs to be in writing, what is the rate of pay, put a start date, drug sreen
- employment agreement: info about employee responsabilities, confidentiality, ownership
of company workproduct
- non compete agrrement: es para evitar que un empleado deje la empresa y leugo se
convierta en un competidor directo de la empresa. ademas sirve para proteger los secretos
de la empresa. el empleado le pagan por firmar eso.
- job description: la persona debe tener una copia de la descripción de puestos

communicating the offer

- es mejor comunicar mandar por correo los documentos y hacerle saber a la persona que si
tiene dudas se pueden reunir cara a cara para aclararlas.
- en esta reunión igual se puede hablar de lo bueno que será el puesto, tampoco over-sell,
pero si hablar del mismo.
- si no vas a negociar el sueldo, es mejor que le digas al candidato de frente que no estas
idspuesto a negociar el salario de el.

3.4.3 Introducción al análisis de la

contratación
what ware metrics? Metrics are measures of efficiency, performance, progress, or quality.

example of metrics:
- cost of recruitments operations (travel expenses that are related to the recruiter, and any
travel expenses you pay for the candidate to come to your facility. Maybe you fly the
candidate to see you, any advertising expenses, supplies, postage)
- acceptance ratio (how many offers and hoy many works accepted)
- yield ratio
- how many resume we received

 metrics provide a snapshot in time, good for dashboards and KPIs

from metrics to analytics:

3.4.4 Resumen de reclutamiento y selección

MODULO 4

4.1.1 Acerca de Stacy Doepner-Hove y

definición de incorporación
what is onboarding?

La incorporación es lo mismo que la orientación, ¿verdadero o falso? La respuesta es falso.

La orientación forma parte del proceso de incorporación, pero la incorporación es algo más
que orientar a un nuevo empleado en el lugar de trabajo. La incorporación es un proceso de
socialización que integra al nuevo empleado en el equipo de trabajo y le ayuda a sentirse
bienvenido y comprometido.

4.1.2 La incorporación como parte del

compromiso de los empleados
onboarding is employee engagement. corporate leadership council says that employee
engagement is the extent to which employees commit to something or someone in their
organization and how hard they work and how long they stay as a result of that commitment.
So, it's not just a happiness quotient. It's not just are you satisfied, are you okay with your job.
But really, are you being effective, and how long do you want to stay?

So socialization of that employee really is that next step after the hiring process.

4 steps of socialization:

1 step: is learning about and accepting your org reality. it matters what your business strategy
is. you need to know who you are in order to share it.
2 step: the new hire know what to do, have a good idea of whats happening, and where to go,
etc.
3 step: where does this position and the new hire fit within the entire organization? Within the
unit and even within the team.
What did they specifically bring to the table? Hopefully over time, the new hire and those
around them will have a clear understanding of their role within the organization and the team
and their fit and what they bring to the team itself.
4 step: Finally, you and the new hire will be able to see signposts to socialization. The new hire
will engage with their coworkers smoothly. They'll know what their job is and add to the
workplace. Hopefully, they'll even begin to innovate and bring more effective ideas into your
work team

4.1.3 Su retorno de la inversión por hacer

bien el onboarding

engaged employee -> Works harder -> Works better

engaged employee -> lower turnover

employee turnover can be a huge problem:
 costs of separation
 vacancy costs
 replacement costs (cost for advertising, interviewing, etc)
 training costs

Por término medio, ¿cuántos días pasan antes de que un nuevo empleado se
comprometa con una organización o empiece a pensar en un nuevo empleo?
Sí, es alrededor de los tres meses cuando un empleado medio cambiará su mentalidad a
"pienso quedarme aquí un tiempo" o "creo que tengo que empezar a buscar un nuevo
trabajo en cuanto me parezca razonable" E incluso si ese nuevo empleado del segundo
escenario se queda otros dos años... parte de su proceso mental ya ha salido por la puerta.

The first 90 to 100 days of an employee's tenure, often called re-recruiting, Can be the
difference between an employee who stays for a decade and one who's gone before the year is
out. This comes from Michael Watkins and his book The First 90 Days, and it is a great example
of really what you need to do in that first 90 days, those first three months of your new hire's
tenure. You need to re-recruit them. The need to prove themselves to you, but you also need to
prove to them this is a good place for them to work, it was a good choice for both of you.

4.2.1 La incorporación es el comienzo de su

relación laboral
first is the WHY?
What caused you to want to be a better manager and think more about the HR functions of a
manager's role? Are there things you would like to change about your workplace, your team,
your employees? Why are you looking at putting in a new onboarding process? Is there
something wrong with the one you have? Or are you looking to improve what you already have
in place?

Ten, WHO?
Who does the new hire need to meet? More importantly, are there people or processes that all
your new hires will really should be getting introduced to regardless of the position? How can
you make your new hire process a process and really template it for any new hires that come
later so you aren't constantly reinventing the wheel? What connections should you be making
for yourself and the new hire to be sure that you will have what the new hire needs before they
begin? What are the key relationships the new hire will need to foster? Think deeply, it may be
just as important for the new hire to get to know the front desk security officer as it is for the
new hire to know the CEO. You know your organization and its culture. A new hire doesn't.
¿Cuánto debe durar un buen programa de incorporación?

Sí, un año es aproximadamente el tiempo que tarda un nuevo empleado en haber pasado por
un ciclo completo de los flujos y reflujos del lugar de trabajo. Puede que necesite ampliar este
plazo si su nuevo empleado ocupa un puesto con un ciclo más largo, pero normalmente un
año es un buen tiempo para planificar la incorporación de un nuevo empleado.

4.2.2 Crear las herramientas para facilitar el

embarque
SE DEBE TENER UN PROCESO.
But even if you have nothing to do with the hiring process your onboarding process can start
the moment that you have the contact information for your new hire. It can happen via email
or a phone call, whatever you want but you can get started early. Talk with your HR team about
what if anything a new employee might be able to do before they begin. Some places have laws
or restrictions that say you can't start anything, or certainly can't require anything before an
employee's first day. So talk with your HR team about what makes sense.

checklist that have to be adjusted for each new hire or different types of new hires:

FIRST CONTACT: es tu primer chance de crear una impression en el empleado. Make it count,
think about how you present yourself in your workplace. This through your organizational
culture, and your own team culture, and craft your message to re-enforce those cultures. Make
notes about the specific things you would like or are requiring the new employee to do, and be
explicit. You can give specific instructions in a separate contact, if you wish, but make sure that
all the information gets to the new hire.
Send an email or a text, or use whatever communication device necessary to get in contact with
them, and just say hi, and welcome. Taking the time to write out an old fashioned thank you note
maybe even signed by your team can also be a great welcome.
Send some organizational logo materials too if you have them. That could be great.

week before the new hire: send information

 where should you park
 what bus to take
 donde se van a concoer en el primer dia , en la oficina? en el lobby?
 incluye información de tu contacto
 asegúrate de que tenga todas las herramientas (compu, mouse, esferos, office, etc)

First day:
 dale al nuevo su tiempo
 try to meet with them
 anda por las hojas de rrhh o policies, pero no primero
 planea por ellos, ellos no saben que hacer en su primer dia o que comer, planea por
ellos.

Fisrt week:
 piensa en algún proyecto que el nuevo pueda ayudar o hacer
 formal check to see how things are going, solve questions, etc.

First month:
 any project that can be done in one mont would be great for the new hire, van a
sentirse bien de completr el mismo.

First 90 days:
 monthly checks-ins (que ha ido bien y que no)
 these fiest 90 days are the most important for new hires, es importante darles
proyectos que los hagan sentirse usefull.
First year:
 keep schedulling check in.
 be available
 give feedback
 be supportive
 celebrate new hire first year
 loke at your overall checklist, what you forget, what you need to add
  keep the checklist porque la usaras en el siguiente new hire.

4.2.3 Incorporar a un individuo

everybody is different, so every single hire its going to be different.

tienes que pensar en que es lo único de cada candidato.

EXECUTIVES:
a pesar de ser senior o loo que sea, todo mundo necesita un ONBOARDING. asi sea que tu
como empresa pienses que no necesita una guía o esa persona misma lo piense, si3 se necesita
la guía: (asi sea para decirle como se ocupa la tarjeta del estacionamiento, o decirle con quien
debe comunicarse cuando las cosas estén listas)

VETERANS:
Prepare, educate yourself about the most common pitfalls and success factors experienced by
veterans in civilian organizations and how to set the stage for success. Work with your HR team
to explore the range of accommodations for veterans with disabilities, and demystify these
challenges for yourself and for the vet.
Connect, ask veterans to describe what it was like to be a new employee at your company. And
ask line managers to describe their experiences managing veterans. Personally connect with
military new hires from day one. Translate if need, answer questions, make suggestion and
most importantly, be a helpful colleague that the new hire can reach out to in the coming days,
weeks, months and as we've said before, even up to a year. And finally, manage. Learn to
distinguish a performance issue from more of a transition issue. Provide some training and
coaching and other resources to the veteran as part of the onboarding process to establish
context and support them. The most important thing you can do is something. Really,
sometimes it's just anything. It's easy to feel overwhelmed by everything that could be done.
But sometimes doing something is really much better than doing nothing at all.
GENERATIONS
each indivudal is different. But there are similarities among people who grew up with
professional understandings for work and reward based on world events or cultural norms,
what was happening when they grew up. And your new hire's definition of what they want out
of work and how they want to be rewarded may be significantly different than what you know.

You may think that your younger employee will be a technological native, but he may be just as
lost when learning a new software program as anyone else.
Take generation differences into consideration, but check with the individual.o be true for
yourself.

PROTECTED CLASS:
A protected class in the United States means that you cannot discriminate against someone on
the basis of that protected class status. So, you cannot discriminate in hiring, promotion, etc,
based on a person's sex, or age, or race. This also means that you shouldn't make assumptions
about your new hire on the basis of their protected class status either.

INDIVIDUAL STRENGHTS:
With strengths and ideas of a lifetime of experiences that they bring to the table. Don't lose
that opportunity. Use the onboarding process to encourage your new hire to use what uniquely
bring to the organization. Do they sing on the weekends? Maybe the new hire can choose
entertainment for the summer picnic.
Do they prefer time to think about an answer before they answer that question you asked?
Maybe ask them to summarize the meeting notes and add their own commentary and ideas at
the bottom. Or maybe, instead of just having a new hire listen to you about how great the
organization is, talk instead about how you are excited to have their individual strengths as part
of the team. And then, listen to them.

4.3.1 Prepárese para la nueva contratación

Prepare yourself
Who are you as a manger? How do you interact with your employees?
you need to be honest with your new hire and tell them how you like to work with your team.
Set up the new hire to give you what you want, and they will most likely do just that. You need
to give the new hire your time.

Make time:
Schedule time to be with the new hire, get to know them. Welcome them to the team,
do check ins, really every day the first week if you can. Then formal check ins, maybe at the first
month, 90 days, 6 months, 1 year. Give your time, be open to questions, and the new hire will
be comfortable coming to you instead of heading off on their own, or Maybe even heading off
to a new job

Good start:
It is true that the person may not work out, but start with the assumption that they are the best
person for the job.

Learn / listen
Give yourself the goal to learn about the new hire as an individual they are bringing something
unique to your team find out what that is. Listen to them ask questions remember that what
you learn is building the managerial bond with your new hire As a manager, you are one of the
key factors for engagement and retention of your employees. Take this time to get to know
who they are, and then write it down.

4.3.2 Hablar con el nuevo contratado antes

de que empiece
Be explicit that this is a time of learning, provide support, express confidence that he or she can
do the job. And try and create incrementally more challenging job assignments to stretch the new
hire. Give them things that they are used to or could do easily and then push them a little bit.
Give them the support, but push them further. Provide specific feedback to what they are doing

Educate them about the organizational culture, both open and hidden in the grasses. What are the
unwritten rules? Do you raise your hand when you want to talk or add something? Or do you talk
without raising your hand? Or do not talk at all in your first three meetings. The new hire has no
idea, so give them some context. well and what might not be going so well.

Help the new hire establish a network of resources. Think through the key people, departments,
power brokers, really, that the new hire will need to know. These will be your team members,
other managers, and also maybe key people in the organization.

4.3.3 Trabajar con su equipo actual

dile a tu equipo por que estas tan emocionado del nuevo hire, pídeles que sean buenos con esa
nueva persona. explícales por que esa persona va a ser increíble ayuda en el equipo.
 Team is there to support the new hire’s learning

Give your team members specific tasks to help the new hire. If you have a great public
speaker on your team, have that person test out the new hire and help them where needed. Or
maybe if someone is really good at your database have that team member show the new hire how
to enter and find things efficiently. Think outside of work as well. On one team that I was a
member of, we had one team member who knew everything that was happening in the city. So
when someone from outside the state joined the team, she was the one who could help provide
some social contacts for the new hire. She didn't need to actually do the things with the new hire,
but she could help them find the things that the new hire wanted to do.

Arrange opportunities for the new hire to get to know other team members. You want to help the
new hire create his social network in your organization. Schedule small sets of team members to
go to lunch with the new hire. Get it on everyone's calendars before the new hire starts so your
team is prepared. Don't do this one on one. That can be awkward. Have small groups of two or
three go to lunch or coffee together with the new hire. Ask the team to think about other folks in
the organization the new hire should get to know too, and have the team member make the
introduction. Maybe invite them to those little groups of one or two or three to go to lunch with.
Tell the team, and the new hire, this is the best time to build that social network. So it can be
tapped later in the new hire's career.

Be open if the current team has concerns about how much attention the new hire is getting, too.
You want this to work long term. So be open to whatever the folks have to say. Try to bridge
misunderstandings or concerns early on, so that everybody is on board with this new person.

4.3.4 Crear un entorno acogedor

So even if you're ready, and you've talked with the new hire, and you're new team is excited and
wants to greet them at the door, if they have no place to sit, no computer, no tools to get their job
done that leaves a lasting impression on new hires about what they are going to think about this
organization, your team and your department. Take the time before they get there to walk
through the new hire's area or prepare what they're going to be doing.

So as one person leaves and the new hire comes in you need to go through the workspace and
clean it up.This means having all the necessary tools and supplies ready to go. It also means
actually cleaning the area. Take a moment to spray down the desk or table, clean out the file
cabinet. Actually clean things up. Get new office supplies from the scavengers that may have
swooped in once the last person left and taken all the good stuff.
Even if the person is unlikely to say use those little sticky notes that you see there, have some
there anyway. It looks nice and makes the new hire feel like you considered what they might like
or need.
Siempre es agradable comprar al nuevo empleado algunos materiales con el logotipo de la
empresa, pero incluso una tarjeta firmada por todo el equipo puede ser de gran ayuda para
dar la bienvenida al nuevo empleado al equipo.