Comm 343 Final

Question 1

Recruitment

Answer 1

the generation of an applicant pool for a position or job to provide the required number of qualified candidates for a subsequent selection or promotion process

Question 2

Applicant Pool

Answer 2

the set of potential candidates who may be interested in, and who are likely to apply for, a specific job

Question 3

Diversity Recruitment

Answer 3

employment equity legislation seeks to eliminate discrimination in the workplace for women, visible minorities, Aboriginal people, and people with disabilities
diversity recruitment is not about setting quotas, but rather, removing any barriers that exist in recruiting practices

Question 4

Organizational Analysis

Answer 4

It is important to look at the organization from the perspective of a potential job candidate
What are the factors that make the company attractive? Pay? Location? Opportunities for growth?
What are the factors that can impede or limit attraction?

Question 5

Job Analysis

Answer 5

description of the job and worker requirements
an important piece of information that both recruiters and job candidates rely on throughout the recruiting process

Question 6

Human Resource Planning

Answer 6

the process of anticipating and providing for the movement of employees into, within, and out of an organization

Question 7

Creating a Recruitment Action Plan

Answer 7

An action plan is formed based on the answers to certain questions, for example:
Based on our business plan, how many positions will we need to staff?
Based on the job analysis, what is the nature of the position that must be filled?
Based on the job analysis, what qualifications must job candidates possess?
Based on the labour market, is there an available supply of qualified external candidates?

Question 8

Elements of a Recruitment Action Plan

Answer 8

1. Develop a recruitment strategy Establish selection committee.
2. Develop the applicant pool
   Ie: Review state of the labour market.
3. Screen the applicant pool
   Ie Determine whether applicant pool is large enough; if not, renew recruitment efforts.
4. Conduct a review of job applicants
   Ie Selection committee develops shortlist of candidates.
5. Evaluate the recruiting effort
   Ie Review the recruiting process: What went right? What went wrong?

Question 9

Traditional Recruitment Sources

Answer 9

Internal candidates
Succession plans/replacement charts
Internal job postings
Human Resources Information Systems (HRIS)
Nominations

Question 10

Job Advertisements

Answer 10

Examples include, newspapers, professional periodicals and trade journals, radio and television, public displays, open houses, job fairs, employee referral, networking

Question 11

External Candidates

Answer 11

Walk-ins
Employment agencies
Service Canada centres
private employment agencies
executive search firms
online recruiting websites (for example, LinkedIn)
in-house recruiters
temporary help agencies
Educational institutions
sources of recruits for organizations seeking entry-level technical, professional, and managerial employees
campus recruiting is one of the most popular ways in which graduates find their first job
it is also an expensive proposition in terms of both time and money

Question 12

Internet Recruiting

Answer 12

the use of the Internet to match candidates to jobs through electronic databases that store information on jobs and job candidates

Question 13

Social Networking Recruiting

Answer 13

Social network recruiting
the use of Internet sites that allow users to post a profile with a certain amount of information that is visible to the public
Social networks
Internet sites that allow users to post a profile with a certain amount of information that is visible to the public.

Question 14

Benefits of Social Network Recruiting

Answer 14

Belief that those hired perform better on the job and stay with the company longer
Costs are confined to the HR staff charged with the recruiting
Can identify “passive” applicants, those not actively seeking a new job but who can be targeted by the recruiter because of their apparent skills and abilities

Question 15

Disadvantages of Social Network Recruting

Answer 15

The most significant disadvantage is that it may have adverse impacts on members of protected groups
Recruiting only from social networks may leave a company open to claims of systemic discrimination
The use of social media in recruitment and hiring efforts also results in privacy concerns
Bias

Question 16

Effective Job Ads

Answer 16

Incorporate humour, novelty, or surprise
can be effective in getting the attention of potential applicants

Question 17

Self Selecting Out

Answer 17

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

Question 18

Organizational Context

Answer 18

Interests and values
an individual’s likes and dislikes and the importance or priorities attached to those likes and dislikes
Job search
the strategies, techniques, and practices an individual uses in looking for a job

Question 19

Corporate Image and Applicant Attraction

Answer 19

Organization’s reputation is an important concern to job applicants
Corporate image predicts the likelihood of interest on the part of a job seeker
Familiarity with the company
Competitive compensation package

Question 20

Person Job and Person Organization Fit

Answer 20

Person–job fit
when a job candidate has the knowledge, skills, abilities, or other attributes and competencies required for the job in question
Person–organization fit
when a job candidate fits the organization’s values and culture and has the contextual attributes desired by the organization

Question 21

Applicant Screening

Answer 21

Screening
first step of the selection process
involves identifying individuals from the applicant pool who meet the minimum qualifications for the target position(s)
candidates “passing” this first hurdle then undergo more extensive assessments

Question 22

Applicant Screening: Minimum Qualifications (MQ)

Answer 22

knowledge, skills, abilities, experiences, and other attributes and competencies deemed necessary for minimally acceptable performance in one or more positions
designed for making the “first cut” in screening job applicants
sometimes referred to as selection criteria

Question 23

Recruitment, Screening, and Selection

Answer 23

Selection ratio
the proportion of applicants for one or more positions who are hired
the ratio of applicants hired for a position to total number of applicants for that position
For example, 200 applicants for 10 positions yields a selection ratio of 0.05 (10/200 = 0.05, or one position for every 20 applicants).

Question 24

False Negatives

Answer 24

False negatives
individuals who are predicted to perform unsuccessfully in a given position (based on pre-selection assessment scores), but who would perform at satisfactory levels if hired

Question 25

False Positives

Answer 25

individuals who are predicted to perform successfully in a given position (based on pre-selection assessment scores), but who do not perform at satisfactory levels when placed on the job

Question 26

Screening Methods

Answer 26

Application Forms Résumés Reference checks Background checks Technology-enabled tools Social Media Networks Virtual Career Fairs Virtual Job Audition

Question 27

Application Blank

Answer 27

a form completed by job candidates to provide an employer with basic information about their knowledge, skills, education, or other job-related information

Question 28

Human Rights Considerations

Answer 28

employers cannot ask for information that is prohibited on discriminatory grounds under human rights legislation unless it can be established that the information is a bona fide occupational requirement (BFOR)

Question 29

Weighted Application Blank

Answer 29

a method for quantitatively combining information from application blank items by assigning weights that reflect each item’s value in predicting job success

Question 30

Biographical Information Blank (BIB)

Answer 30

a pre-selection questionnaire that requires applicants to provide detailed, job-related information concerning their personal background and life experiences Biodata Biographical data gathered from applicant BIBs, application blanks, or other sources.

Question 31

Criterion Measures

Answer 31

Measures of employee job-related outcomes important to the employer (e.g., absenteeism, turnover, supervisory ratings of performance, objective non-rating performance measures) used to establish the validity (i.e., the appropriateness and meaningfulness) of screening and selection tools.\

Question 32

Negligent Hiring

Answer 32

A circumstance wherein an employer places an employee in an employment situation that causes harm or injury to another person, with liability determined on the basis of whether the employer knew or should have known that the employee was unfit for the job at the time of hiring

Question 33

Predictive Validity of Reference Checks

Answer 33

is low relative to biodata and many other employment tests as well as the structured interview it is a good idea for employers to conduct reference checks to protect themselves against claims of negligent hiring and to confirm the candidate’s responses to their interview questions

Question 34

Employment Testing

Answer 34

In most hiring situations, there are more applicants than there are positions to be filled. the goal is to select those candidates who best possess the knowledge, skills, abilities, or other attributes and competencies (KSAOs) that bring value to the organization to demonstrate their value, the KSAOs must be shown to predict important work-related criteria

Question 35

How to Choose a test

Answer 35

The best and most legally defensible HR assessments are standardized and satisfy professional standards concerning their psychometric properties, such as demonstrating predictive validity (e.g., demonstrated ability to predict important work-related criteria, including job performance

Question 36

Psychomotor Ability

Answer 36

traits or characteristics that involve the control of muscle movements. Examples include finger dexterity multi-limb coordination reaction time arm–hand steadiness manual dexterity

Question 37

Sensory/perceptual Ability Tests

Answer 37

traits or characteristics that involve different aspects of vision and audition, as well as the other senses

Question 38

Assessment Centres

Answer 38

An assessment centre (AC) is a standardized procedure that involves the use of multiple measurement techniques and multiple assessors to evaluate candidates for selection, classification, and promotion does not refer to a physical place multiple assessors evaluate candidates for selection, classification, and promotion

Question 39

In Basket Exercises

Answer 39

Designed to assess the applicant’s organizational (e.g., planning, prioritizing, delegating, scheduling) and problem-solving skill

Question 40

HEXACO Approach

Answer 40

More recently, a sixth factor of personality has received much research attention, referred to as “Honesty-Humility”, which has resulted in the development of the HEXACO model of personality: Honesty-Humility Emotionality eXtraversion Agreeableness Conscientiousness Openness

Question 41

Gamified Assessment

Answer 41

The assessment of stable traits or abilities in the form of a decision-based on a performance-based game Supporting research remains extremely scarce, and in their early stages of it becoming available, there is likely to be much variability in the reliability and validity of gamified assessments offered by various organizations

Question 42

Situational Interview

Answer 42

a structured interview in which important or decisive situations employees are likely to encounter on the job are described and applicants are asked what they would do in these situations

Question 43

Behaviour Description Interview

Answer 43

a structured interview in which applicants are asked to describe what they did in given situations in the past

Question 44

STAR Technique

Answer 44

(Situation-Task-Action-Results) additional or follow-up questions used by the interviewer to help applicants provide elaborate descriptions of the situation they faced, tasks they were in charge of, actions they took, and the outcomes

Question 45

Panel Interviews

Answer 45

Interviews conducted by two or more interviewers together at one time

Question 46

Serial Interviews

Answer 46

a series of interviews where the applicant is interviewed separately by each of two or more interviewers

Question 47

Selection Errors

Answer 47

Many employers believe they have a knack for making good selection decisions. Implicit theories personal beliefs that are held about how people or things function, without objective evidence and often without conscious awareness For example, an employer might believe that unwavering eye contact reveals honesty, directness, and confidence

Question 48

Pure Judgment and Trait Rating Approaches

Answer 48

Pure judgment approach an approach in which judgmental data are combined in a judgmental manner Unstructured relies on intuition Trait rating approach an approach in which judgmental data are combined statistically judgmental ratings are made (e.g., based on interviews, application forms or résumés, or reference checks). The ratings are combined using a mathematical formula, which produces an overall score for each applicant.

Question 49

Profile Interpretation and Pure Statistical Approaches

Answer 49

Profile interpretation An approach in which statistical data are combined in a judgmental manner Data are collected from objective sources such as tests or biographical inventories yet are judged based on intuition (subjective).  Pure statistical approach An approach in which data are combined statistically Test scores or scores from other objective sources such as biographical inventories or weighted application blanks are fed into a formula or regression equation, which produces an overall combined score.

Question 50

Judgmental and Statistical Composite

Answer 50

Judgmental composite: Most common method an approach in which judgmental and statistical data are combined in a judgmental manner The decision maker examines the test scores and considers the impressions of the applicants gained from the interviews and reference checks to form an overall impression and make a decision concerning who should be hired. Statistical composite: Most reliable method An approach in which judgmental and statistical data are combined statistically The ratings or scores are combined in a formula or regression equation to produce an overall score for each applicant. Selection decisions are thus based on the applicants’ scores.

Question 51

Superiority of Statistical Methods

Answer 51

Explanations for the superiority of statistical methods over judgmental methods of combining information Implicit theories are more likely to bias evaluations and contribute to error when judgmental methods are used It is difficult for decision makers to take into account the complexity of all of the information available to them when they use judgmental processes to make decisions It is virtually impossible to assign appropriate weights to all of the selection instruments when judgmental procedures are used Ensure tests are valid - 'Garbage in Garbage out'

Question 52

Incremental Validity

Answer 52

Employers typically rely on various sources of information about applicants in making selection decisions Incremental validity the value in terms of increased validity of adding a particular predictor to an existing selection system each predictor adds value

Question 53

Cutoff Scores

Answer 53

A threshold; those scoring at or above the cutoff score pass, whereas those scoring below fail applicants who score below the cutoff on a given predictor (e.g., test, interview) are rejected cutoff scores ensure that applicants meet some minimum level of ability or qualification to be considered for a job

Question 54

Selection Ratio

Answer 54

The proportion of applicants for one or more positions who are hired Example: fire department seeks to hire 5 firefighters and 150 people are expected to apply the selection ratio = 0.03 (5/150) Cut off score at 97 percentile

Question 55

Top Down Approach

Answer 55

involves ranking applicants on the basis of their total score, selecting from the top down until the desired number of candidates has been selected. based on the assumption that individuals scoring higher will be better performers on the job than those scoring low considered the best approach for maximizing organizational performance

Question 56

Banding Approach

Answer 56

Banding alternative approach to accomplishing employment equity is banding grouping process that takes into account the concept of standard error of measurement grouping applicants based on ranges of scores Cutoff scores are actually a form of banding where there are two bands