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CHRA Set A > C2 RECRUITMENT AND SELECTION > Flashcards

C2 RECRUITMENT AND SELECTION Flashcards

(86 cards)

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1
Q

What are the three segments of the Hiring Process?

A

Planning
Recruitment
Selection

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2
Q

A segment of hiring process that involves establishing the foundation for the hiring process by defining the job role, responsibilities, and required qualifications.

A

Planning

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3
Q

A segment of hiring process which is about attracting potential applicants to a vacant position

A

Recruitment

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4
Q

A segment of hiring process which is about selecting the most qualified candidates
among the applicants.

A

Selection

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5
Q

What are the 4Bs of Talent Acquisition?

A

Buy
Build
Borrow
Bind

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6
Q

This type of talent acquisition is best for quick fulfillment. This refers to recruiting and hiring external talent who already possess the required skills and experience. This is used when there is slow internal supply or when there is a need for organization transformation.

A

Buy

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7
Q

What are the pros of using Buy as a talent acquisition?

A
  • Speed
  • Focus
  • No “domino effect”
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8
Q

What are the cons of using Buy as a talent acquisition?

A
  • Expense
  • Resource intensity
  • Sustainability
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9
Q

This type of talent acquisition is best when there is a dynamic market with changing conditions and competitions. This strategy involves developing talent from within the organization through training, mentorship, and on-the-job experience. It’s about cultivating skills and capabilities within the existing workforce.

A

Build

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10
Q

What are the pros of using Build as the Talent Acquisition?

A
  • Cost control
  • Rapid Response
  • Workforce Flexibility
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11
Q

What are the cons of using Build as a Talent Acquistion strategy?

A
  • Competitive markets
  • Impact on Organization Culture
  • Expense of expatriate programs
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12
Q

This type of talent acquisition is best when there is a need to bring in external talent on a temporary basis to address specific skill gaps, project needs, or short-term increases in workload

A

Borrow

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13
Q

What are the pros of using Borrow as a Talent Acquisition strategy?

A
  • Fast skill infusion
  • Reduced long-term commitment
  • Varied expertise
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14
Q

What are the cons of using Borrow as a Talent Acquisition strategy?

A
  • Limited integration
  • Potential knowledge outflow
  • Dependency on external talent
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15
Q

This type of talent acquisition is best when there are merges, acquisitions, and divestitures. It is also used in a highly competitive market with scarce talent and when there is a large number of retirees. This focuses on retaining high-performing employees within the organization.

A

Bind

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16
Q

What are the pros of using Bind as a Talent Acquisition strategy?

A
  • Competency protection
  • Knowledge management
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17
Q

What are the cons of using Bind as a Talent Acquisition strategy?

A
  • Expense
  • Requires a clean plan
  • Negative impact to overall morale
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18
Q

What should be included in a recruitment advertisment?

A
  1. Company Emblem
  2. Realistic Job Information
  3. Detailed Job Information
  4. Possible Selection Process
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19
Q

Prominent display of the company’s logo or emblem, reflecting its brand identity and values in the recruitment advertisement.

A

Company Emblem

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20
Q

This type of Internal Recruiting Strategy involves advertising the vacant position on various platforms, such as company websites, job boards, and social media

A

Job Posting

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21
Q

This is the type of Internal Recruiting Strategy wherein current employees recommending someone they know for an open position within the same organization. This process leverages the existing workforce to fill vacancies and does not require reaching out to candidates through external channels.

A

Nomination or Referrals

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22
Q

This is the type of Internal Recruiting Strategy wherein they utilize existing internal databases of employees who have expressed interest in transferring or advancing within the organization. This method can expedite the recruitment process by considering individuals who are already familiar with the company culture.

A

Employee Databases

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23
Q

This is the type of Internal Recruiting Strategy wherein they identify potential candidates for
a vacant position from within the organization’s existing talent pool. Succession planning involves grooming and developing employees for key roles (mainly executive positions) to ensure a smooth transition when vacancies arise.

A

Succession Plans

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24
Q

This type of External Recruiting Strategy involves posting job openings on various platforms, such as newspapers, job boards, and social media, to reach a wide audience of potential candidates.

A

Advertisements

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25
This type of External Recruiting Strategy involves organizing events where multiple companies gather to showcase job opportunities and interact with potential candidates face-to-face.
Job Fairs
26
This type of External Recruiting Strategy involves encouraging current employees to recommend candidates from their professional networks for job openings outside the organization.
Employee Referrals
27
This type of External Recruiting Strategy involves proactively seeking candidates with specific qualifications or skills through focused search efforts, such as networking events or online communities.
Targeted Recruitment
28
This type of External Recruiting Strategy involves exploring talent pools from organizations that have been acquired or merged with, to identify potential candidates who may align with the company's needs.
Mergers and Acquisitions
29
This type of External Recruiting Strategy involves offering training programs to individuals to develop necessary skills and knowledge, potentially leading to permanent employment.
Traineeships/Cadetships
30
An external recruitment method where the company's name and address are withheld to prevent bias, ensuring candidates are selected based solely on qualifications.
Blind Box
31
This type of External Recruiting Strategy involves engaging professional recruiters or executive search firms to identify and approach qualified candidates for specific high-level positions.
Headhunters
32
This type of External Recruiting Strategy involves engaging potential candidates at places where they frequent, like malls or public spaces, to communicate job opportunities and gather interest.
Point of Purchase Methods
33
What are the two types of interview?
Structured Interview Unstructured Interview
34
An interview format with a predetermined set of questions asked to all candidates in the same order. This approach allows for consistent evaluation and comparison of responses.
Structured Interview
35
An open-ended interview where the interviewer asks spontaneous questions based on the conversation. It provides flexibility but can be less standardized in evaluation.
Unstructured Interview
36
This is the sum of everything the people in the organization experience and receive while they are part of the organization. It is about how well the company fulfills people’s needs, expectations, and dreams.
EMPLOYEE VALUE PROPOSITION (EVP)
37
These are the key areas of EVP
Infrastructure Compensation Relationships
38
This is known as the company personality. It highlights EVP in reaching out to target talent markets and is focused on the “persuading factors” for competitive edge.
Employer Brand
39
This is done to hire people who are likely to be successful on the job, as organizational performance is dependent on having employees who perform their jobs well.
Employee Selection
40
It is a better approach to use that have been shown to work in almost a century of research on employee selection.
Scientific Method
41
It is the process of selecting the best suitable person out of all applicants using various valid and reliable methodologies.
Selection Process
42
A complete review of the qualification (education, relevant experiences, certifications, and licenses) and relevant competencies
RESUME / CURRICULUM VITAE (CV) REVIEW
43
They use a simulation in which management candidates are asked to perform realistic tasks in hypothetical situations and scored on their performance. It usually involves testing and the use of management games.
Assessment Centers
44
A test that asks a person to perform a simulated job under standardized conditions. It is designed to measure the extent to which an applicant already has a job-related skill
Work Sample
45
These exercises involve giving candidates a set of tasks or situations that they might encounter on the job, and asking them to prioritize and respond to each one.
In-basket exercises
46
These exercises involve a group of candidates working together to solve a problem or complete a task, without a designated leader. Observers assess the candidates' communication, collaboration, and problem-solving skills.
Leaderless group discussions
47
These exercises involve candidates playing out scenarios that they might encounter on the job, such as dealing with a difficult customer or resolving a conflict with a coworker.
Role-playing exercises
48
These exercises involve candidates giving a presentation on a specific topic, such as a project they have worked on or a proposal for a new initiative.
Presentation exercises
49
These exercises involve candidates being given a set of tasks or emails to respond to and asking them to prioritize and manage their time effectively.
In-tray exercises
50
These exercises involve candidates analyzing a business problem or scenario and presenting their proposed solutions.
Case studies
51
Type of interview question that allow candidates to respond with more than a simple yes or no answer, giving them the opportunity to provide detailed information about their experiences and qualifications.
Open-ended questions
52
Type of interview question that can be answered with a simple "yes" or "no" or a specific piece of information. These types of questions limit the candidate's response and do not allow for detailed or nuanced answers.
Close-ended questions
53
Type of interview question in which specific traits, experiences, or characteristics that automatically disqualify a candidate from consideration for the job. These questions are used to screen out candidates who do not meet the minimum requirements for the position or who are not a good fit for the organization.
Disqualifier questions
54
Type of interview question that ask candidates to demonstrate their knowledge and skills in a particular area related to the job
Technical questions
55
Type of interview questions that assess the candidate's abilities and competencies required for the job, such as problem-solving, leadership, or teamwork skills.
Competency-based questions
56
Type of interview that assess whether a candidate's values, beliefs, and work style align with the company culture
Culture fit questions
57
Characteristic of a psychological test that ensures consistent administration and scoring of the assessment across all candidates to maintain fairness and accuracy in comparison.
Standardization
58
Characteristic of a psychological test that minimizes subjective biases by utilizing clear criteria and instructions during the assessment, allowing for uniform evaluation.
Objectivity
59
Characteristic of a psychological test that compares individual results against established benchmarks or reference groups to understand how a candidate's performance ranks in relation to others.
Norms
60
Characteristic of a psychological test that ensures the assessment consistently produces similar results over time, indicating its stability and accuracy.
Reliability
61
Characteristic of a psychological test that confirms that the assessment measures what it intends to measure, indicating its relevance and appropriateness for the job role
Validity
62
The extent to which the assessment results can be applied beyond the specific context of the assessment itself, reflecting its broader usefulness.
Generalizability
63
Type of test that assess individuals' general cognitive skills, such as reasoning, problem-solving, and critical thinking, often measured through standardized intelligence quotient (IQ) tests.
Cognitive Ability Tests
64
Type of test that measures an individual's preferences and interests to identify potential career paths that align with their passions and inclinations.
Interest Test
65
Type of test that evaluates an individual's knowledge and comprehension in specific subjects or areas, often used to assess what someone has learned over time.
Achievement Test
66
Type of test that assesses a person's potential to learn certain skills or perform specific tasks, focusing on innate abilities and aptitudes in various domains.
Aptitude Test
67
Type of test that evaluates a person's physical dexterity and coordination, often used to assess skills relevant to certain job roles or tasks.
Motor Ability Test/ Physical Ability Test
68
Type of test that is also known as activity sampling, is an employee assessment method used to measure a worker's productivity by directly observing their work activities.
Work sampling technique
69
Type of test that involves presenting ambiguous stimuli to individuals and asking them to interpret or respond, offering insights into their thought processes and underlying feelings.
Projective Tests
70
Type of test that assesses personality traits, characteristics, and preferences, providing insights into how an individual might approach work and interact with others.
Personality Tests
71
Measures personality from the perspective of potential workplace behavior, focusing on motives, values, and preferences.
Hogan Personality Inventory
72
What is Type I Error?
False positive or acceptance of unqualified applicant
73
What is Type II Error?
False negative - rejection of qualified applicant
74
It is a statistical method used to determine the usefulness of a selection test in predicting job performance based on the test scores of current employees.
Taylor-Russell Tables
75
It is a statistical method that assesses the accuracy of a selection device by comparing the number of correct hiring decisions made using the device to the total number of hiring decisions made
Proportion of Correct Decisions
76
It is a method that involves SMEs rating job tasks or behaviors on their importance for successful job performance, to assess the validity of selection tools for a specific job.
Lawshe Table
77
It is a formula used to calculate the economic value of a selection device by comparing the costs and benefits of using the device in the selection process.
Broden-Cronbach-Glesser Utility Formula
78
It refers to evidence that the test is job-related.
Validity
79
A type of validity based on showing that scores on the test are related to job performance.
Criterion Validity
80
A type of validity wherein the test contains a fair sample of the tasks and skills needed for the job in question.
Content Validity
81
A straightforward method where candidates are evaluated and ranked based on their performance or qualifications. The top candidates are selected in a rank order without any additional considerations.
Adjusted Top-Down Selection
82
A selection method where the top three candidates are selected from a pool of applicants based on their examination scores or qualifications.
Rule of Three
83
A scoring approach where candidates are evaluated against predetermined criteria, and only those who meet or exceed a minimum score (cut-off) are considered for further evaluation or employment.
Passive Score
84
Candidates are assessed on multiple criteria, and each criterion has a minimum cut-off score. Candidates who fail to meet the cut-off score for any criterion are excluded from consideration.
Multiple Cut-Off Approach
85
A multi-stage selection process where candidates must successfully pass each stage before advancing to the next.
Multiple Hurdle Approach
86
It involves grouping candidates who score within a certain range of scores into bands. Candidates within the same band are considered equally qualified, reducing emphasis on minor score differences.
Banding

CHRA Set A (3 decks)

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