HR 4 Selection & Onboarding

Question 1

Steps of the selection process

Answer 1

1. Criteria development
2. Application and resume review
3. Interviewing
4. Test administration
5. Making the offer

Question 2

Criteria development

Answer 2

Step one in the selection process. Determining which sources of information will be used and how those sources will be scored during the interview. Criteria are related to job analysis and job specifications. KSAO’s should be right.

Question 3

Application and resume review

Answer 3

Step two in selection process. All applications are reviewed manually or through a selection process on the computer.

Question 4

Interviewing

Answer 4

Step three in the selection process. After the HR manager selected a group with the minimum criteria there will be interviews. If the group is too big it will be done through phone interviews.

Question 5

Test administrating

Answer 5

Step four in the selection process. There will be tests done before hiring decision is made. These tests can be; drug test, physical tests, personality test, cognitive testS

Question 6

Making the offer

Answer 6

Step five in the selection process. Offer a positition to the chosen candidate. Compensation and benefits are also defined in the offer.

Question 7

KSAO’s

Answer 7

knowledge, skills, abilities and other personal characteristics that makes a person succesful on the job

Question 8

Panel interview

Answer 8

A panel interview occurs when several people are interviewing one candidate at the same time

Question 9

Information interview

Answer 9

Informal interview to gain more information about a certain job. Candidate is exploring possibilities in a given career field

Question 10

Nondirective Interview (unstructured)

Answer 10

Candidate essentially leads the discussion. General questions

Question 11

Situational interview

Answer 11

How would the candidate deal with certain situations in the future

Question 12

Behavior interview

Answer 12

How did the candidate deal with certain situations in the past

Question 13

Cognitive ability test

Answer 13

How fast does the candidate learn

Question 14

Personality test

Answer 14

A selection procedure measure the personality characteristics of applicants that are related to future job performance

Question 15

Physical ability (skills test)

Answer 15

testing on the spot

Question 16

Job knowledge

Answer 16

A job knowledge test is an assessment used to judge an individual’s knowledge about the various aspects of a specific job.

Question 17

Work sample

Answer 17

Show skills, show pics of your work

Question 18

Aptitude test

Answer 18

measures a persons ability to learn a specific set of new skills

Question 19

Achievement test

Answer 19

Measures someones current knowledge (spelling etc)

Question 20

Contrast bias

Answer 20

Occurs when an interviewer
inappropriately compares candidates
to a single candidate.

Example. if one participant is weak, others may appear to be more qualified than they actually are

Question 21

Cultural noise bias

Answer 21

Occurs when candidates answer
questions based on information they
think will get them the job – What
they think the interviewer wants to
hear. 

For example. A candidate who has been an individual
contributor may tell an interviewer that they
prefer to work as part of a team.

Question 22

Gut feeling bias

Answer 22

Occurs when the interviewer relies
on an intuitive feeling that the
candidate is a good, or bad, fit for
the position without looking as
whether or not the individual’s
qualifications meet the criteria
established.

For example. You’re interviewing an applicant for a job, and
you feel something is off. They say all the
right things, and their resume is perfect for
the job, except your gut tells you otherwise.

Question 23

Nonverbal behavior bias

Answer 23

Interviewer likes an answer and smiles and nods sending the wrong signal to the candidat

Question 24

Nonverbal behavior bias

Answer 24

Interviewer likes an answer and smiles and nods sending the wrong signal to the candidate

Question 25

Similar to me bias

Answer 25

Occurs when the candidate has
interests or other characteristics that
are the same as those of the
interviewer which causes the
interviewer to overlook negative
aspects about the candidate.

For example. An interviewer who played college football
may select a candidate who did so too, even
though the candidate’s qualifications are not
the best for the position

Question 26

Recency bias

Answer 26

Interviewer remembers candidates interviewed most recently more so than other candidates

Question 27

Halo effect/reverse halo affect

Answer 27

Occurs when the interviewer
evaluates a candidate positively
based on a single characteristic.

For example. A candidate’s self-confident attitude may
overshadow a lack of experience in a
particular requirement.

Question 28

Validility

Answer 28

The validity refers to how useful the tool is to measure a person’s attributes for a specific job opening. A tool may include any and all of the following:

How useful is the tool? Can you cut an onion for Front office?

Résumé-scanning software
Reference checks
Cognitive ability tests
Work samples
Credit reports
Biographical information blanks
Weighted application forms
Personality tests
Interview questions

Question 29

Reliability

Answer 29

Consistency, always the same outcome who when and where, does not matter who will assess your exam. Always the same outcome.

An interview can only be reliable if they ask structured questions and score them

An example of an unreliable test might occur with reference checks. Most candidates would not include a reference on their résumé who might give them a poor review, making this a less reliable method for determining skills and abilities of applicants.

Question 30

Reliability

Answer 30

Consistency, always the same outcome who when and where, does not matter who will assess your exam. Always the same outcome.

An interview can only be reliable if they ask structured questions and score them

An example of an unreliable test might occur with reference checks. Most candidates would not include a reference on their résumé who might give them a poor review, making this a less reliable method for determining skills and abilities of applicants.

Question 31

Reliability

Answer 31

Consistency, always the same outcome who when and where, does not matter who will assess your exam. Always the same outcome.

An interview can only be reliable if they ask structured questions and score them

An example of an unreliable test might occur with reference checks. Most candidates would not include a reference on their résumé who might give them a poor review, making this a less reliable method for determining skills and abilities of applicants.

Question 32

Selection methods (op volgorde)

Answer 32

Screening (resume, motivation letter)
Interviews
Testing
Checks (reference check, background check)

Question 33

Selection methods (op volgorde)

Answer 33

Screening (resume, motivation letter)
Interviews
Testing
Checks (reference check, background check)

Question 34

Advantages and disadvantages of internal candidates

Answer 34

+ Rewards contributions of current staff
+ Can be cost effective, as opposed to using a traditional recruitment strategy
+ Can improve morale
+ Knowing the past performance of the candidate can assist in knowing if they meet the criteria

• Can produce ‘inbreeding’ which may reduce diversity and difference perspectives
• May cause political infighting between people to obtain the promotions
• Can create bad feelings if an internal candidate applies for a job and doesnt get it

Question 35

Advantages and disadvantages of external candidates

Answer 35

+ Brings new talent into the company
+ Can help an organization obtain diversity goals
+ New ideas and insight brought into the company

• Implementation of recruitment strategy can be expensive
• Can cause morale problems for internal candidates
• Can take longer for training and orientation

Question 36

ASA

Answer 36

A theory holding that: (1) individuals are attracted to organizations whose members are similar to themselves in terms of personality, values, interests, and other attributes; (2) organizations are more likely to select those who possess knowledge, skills, and abilities similar to the ones their existing members possess; and (3) over time, those who do not fit in well are more likely to leave. Owing to these three factors, the personal characteristics of those who work for an organization are likely to become more similar over time, leading to the consolidation of organizational culture.