Recruitment & Selection Flashcards

Question

Key digital platforms

Answer 1

The positive, pro-active and above all professional dealing with social media (and other digital channels) results in an attractive employer brand. It allows insights into corporate activities and culture Furthermore, - A wider audience can be targeted - Process time can be reduced - More qualified candidates may be found - A modern candidate experience should be created However, - Legal and compliance risks must be avoided (data protection) - Information on SM about candidates might not be correct

Answer 2

-linkedin -xing -glassdoor -kununu

Answer 3

-200 countries -15’000 employees -2,99bn USD revenues -660 Mio. -2002

Answer 4

-1924 employees -200 -D-A-CH -19 Mio. users - 277 Mio. Euro revenue

Answer 5

 «Intelligent Advertisement» of Open Positions  Self learning Matching of profile data with attributes of positions → Automated addressing of target audience  Sharing of ads through private profiles of employees (employee referral 2.0)  Establishing of corporate profiles (employer branding!) including images (personal touch important!)  Newsletter function (content and ads) to generate interest  Building networks with / of potential candidates (they have to keep engaged)

Answer 6

 Corporation profiles can be established by everybody  Introduction / presentation of firm  Integration of images and videos  Job application information  Benefits offered  Locations  Link to Career Websites  Attention: Preserve authenticity!  High traffic (negative and/or entertaining evaluations)  Companies can respond with a statement (it’s resource intense though can be worth the investment)

Answer 7

 Very cost-efficient for company (company profile or even own career channel can be set up for free)  Audience can be targeted along gender, age, skills, background, location, etc.  Brand awareness can be increased with candidates that express interests in similar topics  Use of hashtag to target specific groups  Can be used as personnel marketing tool (incl. Videos) – channel to report on corporate culture, job openings, company highlights -> referral to corporate website

Answer 8

 Data protection has to be respected  Profiles of candidates might not be correct  Time intense to maintain channel with up-to-date information (content has a very short lifetime)

Answer 9

The more qualified employees are, the less frequently they are actively looking for new jobs. Accordingly, you have to find out by means of a labor market analysis whether your target segment is consisting of actively or passively looking job seachers.

Answer 10

Active searches : up passive searchs : down --> Passiv searchers, willing to talk / switch --> Approach to new candidate profiles

Answer 11

Process of choosing the candidate best suited for a particular position and organization (eg. regarding competencies, abilities, values) from a group of applicants --> AVOID selecting wrong candidtate, which can be very costly (50-200% of annual salary)

Answer 12

Hit: Accurate prediction (Person who (or not) would have succeded/ on the job) Miss: Inaccurate predictions (persons fails on the job)/ Person would have succeeded on the job) --> voir page 12

Answer 13

-Identify non-qualified applicants based on comparison between employee profile required and person specifications mentioned in the application. -reduce number of applications to manageable amount.

Answer 14

Importance of documents at preselection point in time according to survey with professional HR Managers

Answer 15

Screening and analysing of applicant documentations by computer/robot * Screening functionality: Selection of data from documentation and automatic transfer into required form * Matching functionality: Automatic comparison of data from applicant documents and job requirements * Selection functionality: Automatic selection of best candidates

Answer 16

- High efficiency if the number of applications is high (e.g. Google: 3 million applicants for 7,000 positions per year = approximately 430 applicants per position): pre-selection takes 15 seconds instead of 7 to 9 minutes. = If the number of applications is high (e.g. Google: approximately 430 applicants per post): pre-selection takes approximately 15 seconds instead of 7 to 9 minutes - Increased standardisation

Answer 17

- Small errors in documents can have fatal consequences - Elimination of "unusual" but genuinely interesting requests - Texts and graphics are not recognised as such - Biases?

Answer 18

1. Define the most appropriate selection procedure based on Curriculum Vitae, job-level, etc. 2. Choose appropriate selection methods, e.g. competency-based interview, behavioural-based interview, psychometrics, etc. )

Answer 19

-Standardization: uniformity -Objectivity: Everyone scoring a test obtains same results (no discrimination) -Norms: Frame of reference for comparing applicant's performance with that of others -Reliability: Provides consistent results (eg. if test is retaken from same person) -Validity: Measures what it is supposed to measure -Practicability: Instrument is economical and practicable (cost, time investment, training, handling)

Answer 20

stability over time

Answer 21

Relevant diagnostics to forecast future success * Simulation (of critical situations) * Qualities / abilities * Biography

Answer 22

-Analysis of application documents -Attitudinal/ psychological tests -Assessment center -Interviews -Reference information

Answer 23

Intelligence tests  Physical ability tests  Personality tests  Integrity testing  Knowledge tests  Job performance and work sample tests  Gamification / simulations  Case studies

Answer 24

* For Openings and Internships with a high number of expected applications * Access to application portals only after passing the test (partially) * Instructions and tests relatively attractive and to be seen as positive challenge

Answer 25

- Efficient pre-selection of suitable candidates - Helpful if career is at its start - Relatively precise evaluation of job requirements / job matchings - Makes sense mostly only with a relatively high number of applications

Answer 26

- Big investment in setting up the test (validity!) - Possibly too high negative rate (some valid applicants may stop before taking the test) -No personal contact

Answer 27

Unstructured Structured Behavioral Situational

Answer 28

«Failing to prepare is preparing to fail.»

Answer 29

-Preparation by the interviewer -Preparation by the candidate

Answer 30

Critical incident (job descriptions) Job needs to be done under demanding conditions, i.e. - Time pressure - Frequent interruptions - Open space offices Requirements (job specification) Ability to work under pressure: - Stays focused in critical situations - Ability to stay concentrated - Ability to deal with interruptions Consistent set of questions e.g. behavioural-based questions: 1. Tell us about a situation with demanding conditions where it was difficult to stay focussed? 2. How did you manage this situation?

Answer 31

Welcome: 1. Build rapport 2. Explain purpose 3. Outline the format Aquire Information 1. Data collection for an informed decision (eg. occupational experience, qualifications, academic achievements, interpersonal skills, personal qualities) Supply Information 1. Answer remainig questions of candidate 2. Go through job description if needed Plan and Part 1. Outline next steps 2. Friendly closing with leaving a good impression

Answer 32

I. One-on-one job interview: Applicant meets one-on-one with interviewer. I. In person II. Phone interview III.Video/Skype/MSTeams/Zoom/GoogleMeet/Webex II. Group interviews: Several applicants interact in presence of one or more. interviewers III. Board (or panel) interview: Several firm representatives interview candidate at same time IV. Multiple interviews: Applicants typically interviewed by peers, subordinates, and supervisors V. Stress interview: interviewer intentionally creates anxiety VI. Realistic Job Preview (RJP): provides both positive and negative job information to applicant in unbiased manner

Answer 33

* Web based video interviews executed with a time gap * Applicants reply to fixed interview questions of recruiters * Videos will be recorded and can be watched and evaluated by various internal stakeholders within the firm: recruiter, HR business partner, superior, department heads, etc.

Answer 34

- High flexibility re time and location - Standardisation to a certain degree

Answer 35

- Value? No interaction/clarification possible - High investment in time and money

Answer 36

 Set-up a diverse slate of interviewers (different genders, generations, functions, etc.)  Pre-align on questions per interviewer / train interviewers as needed  Leverage the same questions for each candidate of the same hiring process  Use job description and ask also questions based on the job requirements  Plan sufficient time for each interview  Use different interview techniques, not too much focus on CV-related questions  Take notes accurately, i.e. content of what the candidate says, not how you interpret it  Evaluate interview answers with help of standardized scales/evaluation forms  Good practice is to co-interview in order to balance out interviewer biases  Answer openly questions from the candidates  Re-group with interviewers on feedbacks on the candidates

Answer 37

 Open questions (What, How, Why?)  Avoid yes/no (closed) questions (Do you...?)  Ask for examples ("you mentioned being collaborative: would you pls share a recent example?")  Leverage probing questions ("can you tell us more....?")  Avoid hypothetical questions  Avoid suggestive questions («this was a good thing, wasn’t it?")  Avoid verbal multiple choice questions ("did you leave your last job for a)... b)...?")  Ask single questions (NOT: "What was the biggest learning and how did you apply it with which result?")  Avoid discriminating questions (age, gender, ethnic information or simply too personal information)

Answer 38

Situation: What? In which situation did that particular behaviour occur? Task/Target: What? What was the task? What was the goal? What did you need/want to change? Action: How? What have you done and how have you done it? Your action/decision. Result: What was the outcome / result of that particular behaviour?

Answer 39

Situation/ task/ target : help to acess the behaviour Action/ behaviour/Approach: often candidates are not clear in their descriptions it is important to get real example form real behaviour Result/ success/ change Only with a result the behaviour can be asses. Not only what someone has done but what the result is the key.

Answer 40

"Mental activity simulation" with hypothetical questions

Answer 41

* Open follow up questions * Chain questions (digging deeper with eg. «why» or «what else») * Ranking demands

Answer 42

 Job spec. & description at hand  Develop interview guideline  Take notes  4-eyes principle  Have CV studied  Be on time  Maintain rapport  Listen actively  Look for nonverbal cues  Give honest information  Observe, don’t interpret  Ask open questions  Train other interviewers  Adjust to the level of candidate  Avoid disturbance

Answer 43

Preparation: 1. Definition of Objectives and Target Group 2. Selection of Observers 3. Definition of Target Requirement Profile 4. Design of Exercises according to Requirements 5. Information of Participants and organisat. Preparations Executing 6. Training of Observers 7. Information about Objectives and Process 8. Working on Exercises and Documents by Participants 9. Observation of Behavior and Measurement of Performance 10. Evaluation of Observations Finalisation: 11. Calibration of Evaluations 12. Editing of Reports with Development Measures 13. Discussion of Results with Customer 14. Feedback about Results to Participants 15. Agreement on Development and Support

Answer 44

Multifunctional use  Leadership traits can be seen «in real»  Can be customized to criticial incidences  More data for the decision making

Answer 45

 Takes a lot of time and is costly  Often (external) specialists required for preparation and implementation  Can be perceived as intense by candidates, depending on chosen formats

Answer 46

Mild Effect: The "better" half of the scale is used for the most part Strict Effect: The "worse" half of the scale is predominantly used. Tendency towards the middle: Mostly average ratings are given (mean scale values). Similarity effect: People with similar characteristics/background to assessor receive better assessments Recency Effect: Information at the end of an assessment period is remembered/weighted more strongly Primacy Effect: Information at the beginning of an assessment period is remembered/weighted more strongly Contrast effect: Positive or negative information (eg. former candidate) that contrasts with the person being assessed influences the assessment. Halo effect: A positive or negative characteristic outshines all others and has a greater influence on the assessment. Stereotyping: Stereotypes (beliefs about the characteristics of the members of a social group) influence the assessment.

Answer 47

-clinical judgement formation (subjective) -Statistical judgement formation (objective): --> compensatory model (average): Permits a high score in one area to make up for a low score in another area --> Multiple Cutoffs Model (define minimum): Requires an applicant to achieve a minimum level of proficiency on all selection dimensions --> Multiple hurdle Model: Only applicants with sufficiency high scores at each selecting stage go on to subsequent stages in the selection process

Answer 48

I.Working contract based on I. Salary offer/expectations II. Agreement to working conditions III. .... II Signing contract --> Welcome

Answer 49

* Thoroughly planned induction programme: training on-the-job and off- the-job, introduce to relevant contacts (inside and outside company), define an onboarding buddy etc. * Setting objectives for probation period * Regular conversations between line manager and new employee (30/60/90 days)

Answer 50

There is an incredible array of tools available that can be bolted on to your main HR systems

Answer 51

Performance assessment: Does new employee meet the expectations? Decision after probation period (usually 3 months) whether to permanently employ the new employee Usually conversation between line manager and employee

Recruitment & Selection Flashcards

(76 cards)