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Recruitment and Selection > Chapter 1,3,4,5 > Flashcards

Chapter 1,3,4,5 Flashcards

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1
Q

Ethics

A

The determination of right and wrong; the standards of appropriate conduct or behaviour for members of a profession: what those members may or may not do

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2
Q

HRIS

A

Computer-based systems that track employee data¸ the needs of HR¸ and the requirements and competencies required for different positions¸ among other functions

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3
Q

Professional Standards

A

Provide guidance on how HR professionals should behave in certain situations including the use of employment tests.

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4
Q

Recruitment

A

The generation of an applicant pool for a position or job in order to provide the required number of candidates for a subsequent selection or promotion program

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5
Q

Selection

A

The choice of job candidates from a previously generated applicant pool in a way that will meet management goals and objectives as well as current legal requirements.

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6
Q

Strategy

A

The formulation of organizational objectives and action plans for achieving the organization’s goals

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7
Q

Talent Management

A

An organization’s commitment to recruit¸ retain¸ and develop the most talented employees.

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8
Q

Which element in a human resources system takes into consideration compensation and benefits?

A

retention

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9
Q

Best practices

A

practices that are supported by empirical evidence that has been accumulated through accepted scientific procedures

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10
Q

organizational values

A

They are the principles or beliefs that guide the organization’s work.

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11
Q

KOF Index

A

produces an annual globalization index for all countries around the world

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12
Q

According to your textbook, how much can a bad hire cost the organization

A

5x the person’s salary

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13
Q

What should an organization have in place for effective talent management?

A

It should have a comprehensive HRIS to track employee data

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14
Q

accommodation

A

The three-part Meiorin test is now the standard under which all workplace practices¸ including selection testing¸ constitute bona fide occupational requirements. It is the test that courts¸ tribunals¸ and arbitrators use in determining whether a workplace practice can be considered to be a BFOR when considering whether those practices constitute either adverse or direct discrimination against individuals or groups

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15
Q

adverse effect discrimination/indirect discrimination

A

Refers to a situation where an employer¸ in good faith¸ adopts a policy or practice that has an unintended¸ negative impact on members of a protected group

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16
Q

adverse impact

A

Occurs when the selection rate for a protected group is lower than that for the relevant comparison group. (Chapter 3)

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17
Q

BFOR

A

A procedure used to defend a discriminatory employment practice or policy on the grounds that the policy or practice was adopted in an honest and good-faith belief that it was reasonably necessary to assure the efficient and economical performance of the job without endangering employees or the general public. They are sometimes referred to as bona fide occupational qualifications (BFOQs).

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18
Q

designated groups

A

In Canada¸ the Employment Equity Act defines these groups as women¸ visible minorities¸ Aboriginal peoples¸ and persons with disabilities.

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19
Q

direct discrimination

A

Occurs where an employer adopts a practice or rule that¸ on its face¸ discriminates on a prohibited groun

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20
Q

discrimination

A

In employment¸ any refusal to employ or to continue to employ any person¸ or to adversely affect the employment conditions of any current employee¸ based on that individual’s membership in a protected group.

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21
Q

employment equity

A

The elimination of discriminatory practices that prevent the entry or retention of members from designated groups in the workplace¸ and the elimination of unequal treatment in the workplace related to membership in a designated group.

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22
Q

outreach recruiting

A

A recruitment practice where the employing organization makes a determined and persistent effort to make potential job applicants¸ including designated group members¸ aware of available positions within the employing organization.

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23
Q

personal information

A

Data about an “identifiable individual.

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24
Q

protected groups

A

Those who have attributes that are defined as “prohibited grounds” for discrimination under the human rights act that applies to the employing organization. (

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25
undue hardships
The limit beyond which employers and service providers are not expected to accommodate a member of a protected group.
26
In Canada, there are 21 prohibited grounds for employment discrimination across all jurisdictions. How many employment discrimination grounds do all jurisdictions agree on?
6
27
Human rights legislation in Canada is based on which legal assumption?
complaint-based system
28
What is the first step in developing and implementing an employment equity plan?
obtaining support of senior management for the employment equity effort
29
reasonable accommodation
modifying an existing selection test to give people with mental or physical disabilities an equal opportunity to demonstrate their abilities?
30
individual accommodation
have to accommodate even if that person is the only one you're doing it for and have to modify testing to allow for individual accommodation for any individual that requests it
31
In which area of recruitment and selection did the Meiorin case have significant impact?
It set the new legal standard for employment test.
32
The standard for individual accommodation has evolved over three important Supreme Court of Canada cases. Which of the following legal concept was enshrined in law by the Bhinder decision?
allows for the concept of BFOR discrimination
33
Competencies
Groups of related behaviours or attributes that are needed for successful job performance in an organization
34
Competency Dictionary
A listing of all of the competencies required by an organization to achieve its mandate¸ along with the proficiency level required to perform successfully in different functional groups or positions.
35
competency framework
A broad system for integrating¸ organizing¸ and aligning various competency models that are based on an organization's strategy and vision.
36
competency model
A collection of competencies that are relevant to performance in a particular job¸ job family¸ or functional area or organization. (
37
core competencies
Characteristics that every member of an organization¸ regardless of position¸ function¸ job¸ or level of responsibility within the organization¸ is expected to possess. (Chapter 4)
38
functional competencies
Characteristics shared by different positions within an organization (i.e.¸ a group of related or similar jobs). Only those members of an organization in these positions are expected to possess these competencies. (Chapter 4)
39
job
A collection of positions that are similar in their significant duties. (Chapter 4)
40
job-specific competetencies
characteristics that apply only to specific positions within the organization. Only those people in the position are expected to possess these competencies. (Chapter 4)
41
job description
A written description of what job occupants are required to do¸ how they are supposed to do it¸ and the rationale for any required job procedures. (Chapter 4)
42
job specs
The knowledge¸ skills¸ abilities¸ and other attributes or competencies that are needed by a job incumbent to do the job. (Chapter 4)
43
job family
A set of different¸ but related¸ jobs that rely on the same set of KSAOs. (Chapter 4)
44
position
A collection of duties assigned to individuals in an organization at a given time. (Chapter 4)
45
proficiency level
The level at which a competency must be performed to ensure success in one or more functional groups or job. (Chapter 4)
46
profiencey scales
People who are most knowledgeable about a job and how it is currently performed; generally job incumbents and their supervisors. (Chapter 4)
47
SME
People who are most knowledgeable about a job and how it is currently performed; generally job incumbents and their supervisors
48
task inventories
Work-oriented surveys that break down jobs into their component tasks.
49
task statement
A discrete sentence containing one action verb that concisely describes a single observable activity performed by a job incumbent.
50
worker-orientated job analysis
Job analysis techniques that emphasize general aspects of jobs¸ describing perceptual¸ interpersonal¸ sensory¸ cognitive¸ and physical activities. (Chapter 4)
51
worker trait inventories
Methods used to infer employee specifications from job analysis data. (Chapter 4)
52
work-orientated job analysis
Job analysis techniques that emphasize work outcomes and descriptions of the various tasks performed to accomplish those outcomes. (Chapter 4
53
Critical incident technique (CIT)
Gathers examples of crucial job incidents (positive and negative) from job experts including the circumstances that led to the incident¸ the employee behaviours during the incident¸ and the outcome of those behaviours. (Chapter 4)
54
job evaluation
A specific application of job analysis to determine a job’s value to the organization in order to establish the pay range for the job. (Chapter 4)
55
structured job analysis interview
A data collection method that involves questioning individuals or small groups of employees and supervisors using the same set of questions about the job. (Chapter 4)
56
direct observation
A work-oriented method; the job analyst unobtrusively documents what employees do as they carry out their job activities. (Chapter 4)
57
functional job analysis FJA
A highly structured job analysis approach that collects output¸ task¸ KSAO¸ and performance standards from employees using small focus groups and then job analysts assign a variety of ratings to analyze these data. (Chapter 4)
58
Positional analysis questionnaire
Structured job analysis questionnaire that focuses data collection on six common dimensions relevant to all jobs and allows for comparisons across jobs. (Chapter 4)
59
personality orientated job analysis (POJA)
Asks SMEs to identify and rate the personality traits needed for optimal performance in a job. (Chapter 4)
60
Fleishman Job analysis Survey (F-JAS)
A structured questionnaire in which employees rate the job relevance of 52 human abilities reflecting cognitive¸ psychomotor¸ physical¸ and sensory-perceptual performance. (Chapter 4)
61
applicant pool
The set of potential candidates who may be interested in¸ and who are likely to apply for¸ a specific job.
62
image advertising
Advertising designed to raise an organization's profile in a positive manner in order to attract job seekers' interest
63
interests and values
An individual's likes and dislikes and the importance or priorities attached to those likes and dislikes
64
internet recruiting
The use of the Internet to match candidates to jobs through electronic databases that store information on jobs and job candidates.
65
job search
The strategies¸ techniques¸ and practices an individual uses in looking for a job.
66
organizational analysis
An important step in the recruitment and selection process in which human resources specialists consider the design and structure¸ functions and processes¸ and strategies and missions of organizations to highlight areas of strength and weakness useful to human resources planning.
67
outsourcing
Contracting with an outside agent to take over specified HR functions. (Chapter 6)
68
person-job fit
Occurs when a job candidate has the knowledge¸ skills¸ abilities¸ or other attributes and competencies required by the job in question. (Chapter 6)
69
person-organization fit
Occurs when a job candidate fits the organization's values and culture and has the contextual attributes desired by the organization.
70
self-selecting out
Occurs during the recruitment and selection process when candidates form the opinion that they do not want to work in the organization for which they are being recruited. (Chapter 6)
71
social networks
Internet sites that allow users to post a profile with a certain amount of information that is visible to the public. (Chapter 6)
72
systemic discrimination
in employment¸ the intentional or unintentional exclusion of members of groups that are protected under human rights legislation through recruiting¸ selection¸ or other personnel practices or policies. (Chapter 6
73
which factors does the organization have very little control over that can affect its recruitment success
labour market and employment laws
74
What is the business plan/strategy and how does it affect recruitment strategies?
-business plan addresses those aspects of the external environment that affect how the organization does business. -business plan also influences the degree to which the organization fills vacancies with internal or external applicants. -recruitment strategy must be linked to business strategy
75
What is an in house recruiter and what is a benefit of using one
76
What is the most effective method for creating job ads
job ads that use emotional appeal
77
what is the recruitment action plan an outcome of
its the end product of HR planning
78
What is using social networking as a recruitment tool best suited for
passive job seekers
79
ATS
Software applications that scan résumés to help match skills and experience with available positions¸ filtering through only those with the closest matches for further consideration by a recruiter
80
Application Blank
A form completed by job candidates that provides a prospective employer with basic information concerning things such as applicant knowledge¸ skills¸ education¸ and previous work experience. (
81
background checks
These are conducted¸ usually by third party specialists¸ to obtain comprehensive¸ confirming evidence regarding the information in an applicant’s application form¸ résumé¸ or interview.
82
biodata
Biographical data gathered from applicant BIBs¸ application blanks¸ or other sources. (Chapter 7)
83
biographical information blanks
A pre-selection questionnaire that requires applicants to provide detailed job-related information concerning their personal background and life experiences. (Chapter 7)
84
criterion measures
Measures of employee job-related outcomes important to the employer (e.g.¸ absenteeism¸turnover¸ supervisory ratings of performance¸ and objective non-rating performance measures) used to establish the validity (i.e.¸ the appropriateness and meaningfulness) of screening and selection tools. (Chapter 7)
85
designated targeted groups
The four groups (women¸ visible minorities¸ Aboriginal people¸ and people with disabilities) designated in the federal government's Employment Equity Act that receive legal “protection” in employment policies and practices because of their underrepresentation in the workforce.
86
false negatives
Individuals who¸ based on their screening outcomes¸ are expected to be unsuccessful in the job¸ but who nonetheless would have performed satisfactorily if given the chance.
87
false positives
Individuals who¸ based on their screening outcomes¸ are expected to perform well in the target job¸ but who do not
88
minimum qualifications (MQs)
Knowledge¸ skills¸ abilities¸ and experience deemed necessary for minimally acceptable performance in one or more positions; designed for making the “first cut” in screening applicants¸ and sometimes referred to as selection criteria.
89
reference check
information gathered about a job candidate from supervisors¸ coworkers¸ clients¸ or other people named as references by the candidate. The information is usually collected through written references or phone conversations.
90
resumes
A summary of applicant information¸ which typically includes the applicant’s name¸ mailing address¸ email address¸ and phone number; a summary of skills; work experiences/employment history; education and training; and other information that the applicant chooses to include (e.g.¸ extracurricular activities ¸ volunteer work¸ awards¸ honours)
91
screening
first step of the selection process that involves identifying individuals from the applicant pool who have the minimum qualifications for the position
92
selection ratio
ratio of number of positions filled (hired) to number applicants who applied
93
validity coefficient
94
weighted application blank (WAB)
* a method for quantitatively combining information from application blank items by assigning weights that reflect each item’s value in predicting job success
95
what should be used when conducting reference checks?
a standard reference form
96
do resumes have a high or low predictive validity rate for predictor future job success?
relatively low
97
what is it called when a former employer can defense in a defamation claim arising from a former employer providing a negative reference?
honesty and good faith
98
What are two types of errors that can be blamed on the screening process?
false negatives and false positives
99
what did the textbook recommend with video resumes as a screening tool?
avoid video résumés pending further study of their efficacy and fairness
100
According to the textbook, approximately how many candidates exaggerate or fabricate résumé information related to educational credentials, grade point averages, current or previous salaries, and past experiences and accomplishments?
1/3
101
negligent hiring
an employer's legal liability if an employee causes harm to other employees or clients if it is discovered that pre-hire references were not adequately checked
102
the predictive validity of written references?
low-moderate
103
virtual job auditions
a technology-based screening tool that requires candidates to participate in an online work simulation
104
HR Planning
the process of anticipating and providing for the movement of employees into, within, and out of an organization
105
What are the 5 Elements to a recruitment action plan
1. develop a recruitment strategy 2. Develop the applicant pool --> recruitment ends here 3. Screen the applicant pool 4. Conduct a review of job applicants 5. Evaluate the recruiting effort
106
what 3 things should the recruitment action plan consider
timing of recruitment initiatives locating and targeting an applicant pool attracting the target applicant pool's attention
107
3 segmentation techniques to identify target market
-demographic -pyschographic -behavioural
108
What are some recruitment sources for internal candidates
-nominations -internal job board posting -HRIS -succession plans
109
What are some recruitment sources for external candidates
job ads walk-ins executive search firms private employment agencies in house recruiters temp agencies educational institutions internet recruiting
110
advantages of internet recruiting
can reach a large diverse pool of applicants and low cost
111
benefits of social network recruiting
-can reach passive audience -costs confined to HR staff charged with recruiting -it is believed those hired this way perform better and stay longer w the company
112
disadvantages of social media recruiting
-may have diverse impacts on members of protected groups - privacy concerns
113
What are the 3 types of methods to evaluate recruiting methods
- attitudinal measures -behavioural measures -performance measures
114
Benefits of WAB and when to use
good predictors for many types of work behaviour use for rapid screening
115
concerns for WAB
-Scoring keys are typically derived to predict one specific, often narrow, outcome -Require data from many employees to obtain percentages that are stable estimates of the targeted weights
116
concerns about BIBs
BIB items may request personally sensitive information on family background and experiences that borders on violating human rights legislatio
117
when to use BIB
Where large numbers of applicants are competing for few positions (e.g., When there is a low selection ratio)

Recruitment and Selection (2 decks)

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