Recruiting Flashcards

Question

Communicating with the applicants - Acknowledge receipt of electronic resumes and application applications

Answer 1

– Let candidates know that they will be contacted if selected for the interview process. – many companies also respond via via email. Mail or in person applications are usually acknowledged with pre-printed postcards

Answer 2

– Send a final respectful communication that they’re no longer being considered. – communications made be in writing

Answer 3

Dash allows, job seeker to move forward in their job searches. – leave them with a favorable impression of the HR department and organization

Answer 4

Must identify race, gender, ethnicity. – obtained by paper or electronic, self identification, form, preferable, visual survey of applicants. – used to evaluate differences in selection rates among different groups to determine if there is adverse impact

Answer 5

Often use interchangeably with the legal term disparate impact. – specific activity that creates unintended actions. – primary used in recruiting to show disparity in poor hiring practices that can arise against race, ethnicity or sex – can spend all areas of employment practices, but a discriminatory effect on a protected group

Answer 6

A selection rate for any race, sex, or ethnic group, which is less than 4/5 of the rate of the group with the highest rate will generally be regarded by the federal enforcement agencies as evidence of at first impact. – when adverse impacts exist employees are expected to either show that the selection process is valid related to job performance or stop using it. Process find an alternative process that has a less discriminatory effect.

Answer 7

evidence of adverse impact is demonstrated when the percentage of any race or gender group passing the selection test is less than 4/5 of the highest group

Answer 8

Making an informed hiring decision to depend largely on two basic principles of selection – Understanding that past behavior is the best predictor of future behavior. – collecting as much reliable and valid data is economically feasible. – time and money put into the selection process should be balanced with the cost of making a poor hiring decision

Answer 9

– Refers to consistency of a measure or repeatability. – all selection information should be reliable. Important issue in employee selection, it serves as a limiting constraint or validity. – if measuring method is not reliable, we cannot be valid. Unreliable information cannot be used to protect job performance. The higher measuring methods reliability, the greater confidence that could be placed in the method.

Answer 10

– Selection method may be ambiguous and unclear. – person using the method. Clear perception of the behavior being measured. Will define standard as the basis for the evaluation. Dash behavior being evaluated may be an unstable phenomenon that changes from time to time personal feelings rather than a stable personality characteristic.

Answer 11

– Construct validity. Degree to which a test measures a tear trait, such as intelligence. Measurements are done through detailed study of the test results and success of incumbents co on the job. Content validity – agree to which a test measures attributes that are part of the job. Knowledge, skills, abilities. – Criterion related validity. Correlation of test results to job performance, predictive, concurrent. Greater than overlap between the predictors and variables, the better the protector.

Answer 12

Category – assessment center. Method work samples. High reliability and validity. Category talent assessments. Method – cognitive ability, test, physical ability, test, personality test. High reliability, moderate validity category, interviews. Method – interviews, low reliability, and validity. Category background method references, low reliability, and validity

Answer 13

Career builder reports at 74% of companies that hired the wrong person for position lost an average of $14,900 for each bad higher. $240,000 a year lost for bad hires 10% orientation and training next line – 23% servants and unemployment – 8% recruiter fee new hire. – 4% interview time internal employees – 24% salary health and benefits. – 21% workload increase on vacancy. – 10% recruiter fee, bad higher

Answer 14

– typically begins with an assessment. Match to job profile to candidate profile. Narrow the selection. – newest trend is assessing applicant, social networking profiles. Dash followed by a telephone interview. – resulting with a list of top applicants.

Answer 15

Form types – resumes, application forms (short forms, long forms, targeted application forms, weighted application forms) Form uses – pre-screening device. – job related non-discriminatory data. – attention to red flags

Answer 16

– Reverse chronicle logical for work experience – PDF file is universal will retain formatting. – approved templates or similar resume layouts. – common simple font. Bigger font sizes for headers, smaller font sizes for content, solid circle, or squared bullets to list highlighted achievements. – label sections correctly with common terminology. – Taylor resumes with the jobs keywords.

Answer 17

– short form. At least extensive, range from one to five pages, often used for transfers or pro promotions. Useful for prescreen and candidates and positions with minimal skill requirements. – long form. Provide space for additional information related to the job requirements. Advanced degrees or longer employment histories. – job specific can be designed to gather specific information related to the position or profession. Appropriate for teaching, scientific careers, volume hiring and similar professions. – waited. Develop to assist recruiters and evaluate in candidate qualifications or developed using job descriptions tends to reduce bias in the screening process. Must be redesigned whenever job requirements changed expensive to maintain.

Answer 18

– Impersonal selection procedure. – asked for a limited amount of information. – elicit biased information. – mostly factual and fails to explain and individuals motives and situation. – subject to interpretation of observer

Answer 19

– Provide objective and standardize measure of human characteristics. – Measure characteristics important to successful job performance. – choose test I can improve the job selection process.

Answer 20

– Behavior assessments. Provides an accurate depiction or pattern. Core drives, and size into needs and behaviors. – cognitive assessments. Measures mental capabilities required to excel specific jobs. Solve problems, think would feed, reasoning, etc. – Integrity, assessments, test, honesty, dependability, worthiness.

Answer 21

Achievement – theoretical and practical knowledge Interest – likes and dislikes Personality – what drives you? Aptitude – learning capacity Intelligence – reasoning, verbal number, and memory.situational judgment – approach to problem-solving.

Answer 22

Typically used when a group of candidates has been considered for hiring or promotion to management physicians. – participate in a series of activities that usually occur over two or three days. – activities designed to replicate actual job task and responsibilities. – excellent predictor of job performance

Answer 23

- introduction/interview. Most common starting point. Candidates introduction with the teams and assessors. Provides initial impression of candidates, personality, motivation, and appearance. – group discussion. Integral part of most assessment centers. 4 to 6 participants are given a topic or must prepare presentation. Topic may relate to the business or current events. – In basket exercise. Classic task that has evolved from a basket on the desk to Email. Additionally emails, calls and other request from coworkers come in all of which require attention and prioritization next line – individual presentation. Usually the topic will be current politics, economic development, or an issue related to the business industries. Questions are following asked the presentation. – role-playing. Difficult task because there is no advanced preparation. Hypothetical conversation between the candidate and the assessors

Answer 24

– testing has been the target of many discrimination challenges – pre-employment tests. If they have an adverse impact or illegal. Should not ask or potentially embarrassing questions that are not related to job performance. Are not perfectly reliable and invalid. Rejected some job applicants. He would’ve been excellent employees. – reliable invalid tests are not illegal.

Answer 25

Select the interview team, hold a pre-interview strategy meeting, conduct interviews, complete applicant evaluation forms, evaluate applicants, select candidates

Answer 26

Help the candidate make an informed decision, objectively, portray the job, preview the job using a variety of techniques. – Workplace tours, interviews with job and Cubans, job, simulations, video or CDR presentations, automated job telephone information line

Answer 27

– Patterned or structured. Most reliable for gathering information, useful for employment and research. – semi structured. Not as reliable as patterned. More frequently for applicants. Requires less advanced preparation. – behavioral. Test self-awareness by focusing on past experiences and how they were handled. Tries to uncover problem, solving techniques next line – stress – design to see whether people can think on their feet or in uncomfortable situations

Answer 28

- Board or panel interviewers. Allow several interviewers to obtain information about one individual once, saves times and interview. Group interview diagnosis group reactions, allows for multiple candidates, requires well functioning groups

Answer 29

– Video interview. Allows for visual interaction, saves money and time on travel costs. – meal interviews. Assesses fit with the team and social interactions.

Answer 30

- phone screen. Initial contact to request more time, as basic qualifying questions. – Informational meeting. Investigative meetings to explore potential opportunities or fit. May or may not have a position open next line – non-directive meeting largely inappropriate for selection decisions. Very useful for counseling.

Answer 31

– Skill, base questions. Related to experience with tools, technologies, and industry standards. Help find the difference between theoretical and practical knowledge. – behavioral questions. Show candidates aptitude and approach to a task, based on experience. Useful for revealing soft skills like trustworthiness attitude and work ethic. – situational questions. See how a candidate would react to a specific scenario. Give sneak peek into a candidate instincts, confidence, and decision-making abilities.

Answer 32

– Skill, base questions. Related to experience with tools, technologies, and industry standards. Help find the difference between theoretical and practical knowledge. – behavioral questions. Show candidates aptitude and approach to a task, based on experience. Useful for revealing soft skills like trustworthiness attitude and work ethic. – situational questions. See how a candidate would react to a specific scenario. Give sneak peek into a candidate instincts, confidence, and decision-making abilities.

Answer 33

– Interview questions. Asking the right types of questions and in the right way next. – rater bias. Trained to recognize a different types. – notetaking keep comments related to fit job.

Answer 34

– English language skills. – names of friends are relatives. – citizenship. – educational level – military discharge – past work for employer. – marital status next line – previous use of medical leave disabilities. – height and weight. – arrested conviction – economic statics – availability to work weekend

Answer 35

– Stereotyping. Forming an opinion of someone based on gender, religion, race, appearance, or another type of character characteristic. – Inconsistent questioning. Preference to certain questions may tilt the interviewer otherwise gain a distorted view of the candidate. – first impression. Making judgments about an interview based on our first impression being positive or negative – negative emphasis. Receiving a small amount of negative information and using it as the basis for the final decision – halo/horn effect. Halo is letting one positive factor over shadow everything else. Horn is the opposite and allows a weak factor to influence everything else. – nonverbal bias. Based on body language or nonverbal Q such as a handshake. – contrast effect. Stronger candidate interviews after a weaker candidate and may appear more qualified because of the contrast between the two – similar to me, error. Thinking highly of someone who has a similar mindset or personality to the interviewer. – cultural noise. Ability to distinguish between a socially acceptable answer rather than revealing their true opinion.

Answer 36

Interviewer notes – factual, job related info, no opinions or personal biases. Marginal notes – no comments on protected categories, nothing you wouldn’t say directly to the person

Answer 37

– Social media Nepotism – qualified privileged doctrine. – negligent hiring

Answer 38

– Trending practice, and need to be cautious. Guard against allegations as foundation for discrimination. Perform checks at the same point in the process for everyone. Normally after applicants are interview and judge to be viable candidates.

Answer 39

– Giving preferential treatment to family and friends, whether they have the correct qualifications. – controversial, but not illegal unless it creates a discriminatory practice. –

Answer 40

– Allow past employers to share former employees work records with prospective employers. – information must be factual and relevant and serve a legitimate business purpose

Answer 41

Hiring a candidate and ignoring background information that later poses a risk. – employer can be liable for the harm that employee causes on a third-party when it is believed that the employer knew or should’ve known about the potential harmful risk or risk could have been uncovered by a reasonable investigation

Answer 42

– Candidate selected – HR is responsible for extending an offer of an employment. Need for negotiation skills when arriving at the total compensation decision. Logistics of the role help report relationship and hours of work – an offer letter is often extended. HR must take care to not unintentionally create an employment contract with the new hire. Firmly communicate at will status of unemployment

Answer 43

– Skills. HR managers need to master the art of give-and-take. Negotiate labor agreements, convey and manage compensation, discussions, resolve conflicts, separate emotions from issues. – Pym Siddens. Set priorities, prepare thoroughly, a certain what is really driving the other side agenda, keep an open mind, never say never, strive for win-win solutions.

Answer 44

– Good negotiating attempts to satisfy the needs of both parties. – both sides should leave the bargaining table feeling satisfied with the agreement and pleased with the working arrangement next line. – Analyze the interest of both parties – plan the negotiation strategy – gather information – be creative – avoid making unilateral concessions – no one to walk away

Answer 45

Formally communicated through an offer letter informally vehicle. Clearly states terms of the offer. Avoids language that implies a contract, clarifies contingencies, clarified acceptance, details and deadline.

Answer 46

Condition that all employment may be terminated at any time and for any reason by either party and employment. It mitigates the need for just cause or a specific reason for terminating an employee Employment at will is significantly diluted by three exceptions . Duty of good faith and fair dealing, implied contract, public policy

Answer 47

– Background assessments. Employment, educational, financial, criminal. – drug testing. Job related, consistent with business necessity. – immigration verification. If required. – medical examinations. Job related, consistent with business necessity.

Answer 48

– Useful for certain positions, particularly at an executive level. – when an employee is a party to a contract will include terms and conditions of employment, scope of duties, conversation and benefits, expense, reimbursement, termination clause

Answer 49

– Criteria, which must be met before an offer becomes final – Written permission is required from the candidate to access the information. – if the results require rescinding the offer as consult with an attorney

Answer 50

Background assessment drug testing. Medical examination

Answer 51

– Previous employment – education credentials – Criminal activities - credit card -general character

Answer 52

– The FCRA says the following cannot be reported – bankruptcy after 10 years, civil suits, civil judgments, and a rest of record, from date of entry after seven years, paid tax after seven years, accounts placed for collections after seven years, any other negative information except criminal and convictions after seven years – restrictions do not apply to jobs with an annual salary of $75,000 or more a year

Answer 53

– The FCRA says the following cannot be reported – bankruptcy after 10 years, civil suits, civil judgments, and a rest of record, from date of entry after seven years, paid tax after seven years, accounts placed for collections after seven years, any other negative information except criminal and convictions after seven years – restrictions do not apply to jobs with an annual salary of $75,000 or more a year

Answer 54

Credit reporting agencies provide a modified version of the credit report called an employment report. – similar to standard credit report. – does not include credit score, date of birth or inquiry on credit file

Answer 55

– Pre-employment. Can be legally required as a condition for employment. Candidates who fail can be eliminated from the pool but can challenge the test results. – employment. Private employers. Relatively unrestricted in the type of testing program they may lawfully adopt. Employees who fail should have an opportunity to explain their positive results and should be offered rehab rehabilitation. – public employees protection under the fourth amendment.

Answer 56

– Pre-employment. Can be legally required as a condition for employment. Candidates who fail can be eliminated from the pool but can challenge the test results. – employment. Private employers. Relatively unrestricted in the type of testing program they may lawfully adopt. Employees who fail should have an opportunity to explain their positive results and should be offered rehab rehabilitation. – public employees protection under the fourth amendment.

Answer 57

– Must be applied uniformly for all employees in the same job category. – can be used only to assess a candidates ability to perform specific job duties. Hearing vision reflexes or check for an underlying condition such as a heart problem. – with some exception health information privacy laws apply. Information is required to reasonably accommodate a disability or health condition. Employee requires emergency treatment or maybe require assistance during an emergency evacuation because of a health condition.

Answer 58

– Proper disposal. Any sensitive information obtained from a consumer reporting agency, credit reports, credit scores, background assessments. – reasonable measures burning, pulverizing or shredding papers. Destroying or erasing electronic files or media hiring a full fully vetted, document destruction, contractor.

Answer 59

– Immigration – relocation

Answer 60

– Employment related visa. Authorized to temporarily live in the US and work for a specific employer – employment authorization document. Authorize to live in the US and work for a specified. – Permanent resident card authorized to permanently live, and work in the US

Answer 61

-Legally required for foreign nationals to legally travel to and work in the Us - Each work visa has different eligibility and guidelines for applying. Type of work to be performed, relationship with employer, country of origin, duration. – Does not guarantee entry into the US

Answer 62

Employer extends offer – candidate accepts offer and advises immigration status – employer contact attorney to determine type of work visa required – employer gathers job related information for attorney – candidate gathers, personal and professional documents – attorney files labor certification with USCIS – attorney notified employer of USCIS decision – employer communicates with candidate – SCIS mails documentation – candidate can travel if required – employee reports for on boarding – candidate requires valid, work permit and passport to complete form I-9

Answer 63

– Prove eligibility to work in the US – require prospective employer to first file non-immigrant visa permanent residence petition with US citizenship and immigration services USCIS – Require approval petition

Answer 64

– Also known as global mobility and corporate relocation. – helps manage and move employees across town or the globe to work for an employer. – allows employers to remain competitive and secure top talent

Answer 65

– Also known as global mobility and corporate relocation. – helps manage and move employees across town or the globe to work for an employer. – allows employers to remain competitive and secure top talent

Answer 66

– Non-exempt relocation. Support driven by union negotiations independent on terms and reasons for relocation. – lump sum. Calculated based on salary independent on job grade level – managed move. Cafeteria style plan that has 10 or more components dependent on managers discretion and employee need. – tiered relocation. Different amounts of support, depending on job level or job status. – full relocation employees. All expenses covered for all employees.

Answer 67

– Pre-boarding. – orientation – on boarding

Answer 68

–. Between offer acceptance and first day. – helps to inspire employee royalty. – reduces the number of potential of no-shows

Answer 69

Make it an event. Set up corporate sets. Collect personal information. Share information. Plan for a great first week

Answer 70

Organizational socialization – business and operations, safety measures and regulations and facilities tour. Employee socialization – HR policies, employee, benefits, administrative details

Answer 71

– Employees are required to sign an I-9 form. Proof of identity, evidence of employment authorization, option to use the free verified tool for online verification. – prohibits discrimination based on citizenship and national origin. – establishes criminal and civil sanctions for hiring individuals who don’t have the legal right to work in the US

Answer 72

– Excluded workers. Independent contractors, temporary workers hired through an agency, individuals employed for casual domestic work in a private home owner sporadic or regular or intermittent basis, employees not working on US soil. – unfamiliar errors. No employee middle initial use a, illegal for employer to advise employee which documentation to present, employee complete and must sign the documentation employer should be authorized representative.

Answer 73

– Compliance. Rules and regulations lowest level. – clarification. Expectations. – connection. Interpersonal relationships, information networks. – culture. Formal and informal organizational norms.

Answer 74

Orientation – roll within the company, one time event half to three days, classroom or online, general overview, prepared to start working. On boarding – roll within the department, ongoing one to 12 months, on the job, tailored, become productive

Answer 75

Pro – provide in-depth picture of hiring process. Measure the number of candidates hired from a total number of applications. Determine if recruiting strategies and sources are effective.

Answer 76

Cost per higher Recruiting cost ratio

Answer 77

Recruitment yield ratio

Answer 78

– Headcount. Allows HR to effectively manage compliance issues and properly forecast HR budgets. – recruiting efficiency. Time to collect qualified applicants, and process them through interviews and fill positions next. Dash quality of higher. Looks at the value added by the new employee. – New hire response time. Length of time from the authorization to hire until on boarded. Can be monitored separately for different sources. – adverse impact. Statistical measure of potential employer discriminatory practices. – employee retention. Looks at the percentage of new hires that are retained for any other designated period

Answer 79

Worker opportunity tax credit

Answer 80

Post hire management

Answer 81

Address, name

Answer 82

Negligent high

Answer 83

One setting priorities and to keeping an open mind

Answer 84

Review candidate sources, screen, shortlist, applicants, assign employment test, if require required

Recruiting Flashcards

(108 cards)