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SHRM CP 2020 > 2 - People: Talent Acquisition (From Study Group) > Flashcards

2 - People: Talent Acquisition (From Study Group) Flashcards

1
Q

Applicant Tracking Software (ATS)

A

Provides an automated way for organizations to manage the entire recruiting process, from receiving applications to hiring employees.

  • Greatly reduces the time spent reviewing documents
  • Tracks where candidates found a job posting
  • Helps build a database for use with future vacancies

May be mandatory for regulatory compliance

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2
Q

Assess & Evaluate

Selection Process

A
  • Goal of assessment is to determine if candidate has potential to be successful in job.
  • Aim for transparent decisions based on fact
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3
Q

Assessment Methods

A

Help to identify applicant knowledge and skills that cannot be determined through interviews

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4
Q

Attrition

HR Metrics

A
  • Loss of employees for reasons other than firing and other employer-initiated events
  • Implies that an employer has no direct control over how many personnel are lost to employee attrition

It is important to understand why employees leave, not just the fact that they leave.

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5
Q

Background Investigations

A
  • Authenticate information (e.g., education and work history) supplied by a job applicant
  • Usually improve hiring decisions
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6
Q

Behavioral Interviews

A

Focus is on how candidate handled past situations and on pointed questions about minimum qualifications

  • “Give me an example….”
  • “Describe a situation…”
  • “Tell me how you handled…”
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7
Q

Best Practices for Employment Branding

A
  • Brand pillar identification
  • Achievement of work environment awards
  • Personalized channels for external audiences
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8
Q

Building an Employment Brand

A
  1. Test the brand
  2. Execute the brand
  3. Reassess and revitalize the brand periodically
  4. Promote the brand continuously
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9
Q

Challenges of Global Job Descriptions

A
  • Lack of global competency model
  • Country variations
  • Interpretations of job functions
  • Expectations for similar jobs
  • Approaches to on-the job development
  • Work environments
  • Compliance requirements BFOQs
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10
Q

Competency-Based Interviews

A

Candidates are asked to illustrate how they demonstrated KSAs in past

  • “How did you manage this situation”
  • “What did you do when X happened”
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11
Q

Contingent Assessments

Assessment Methods

A
  • Drug tests
  • Medical exams
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12
Q

Contingent Job Offer

A

Offer that is contingent on candidate passing certain tests or meeting certain requirements

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13
Q

Cost per Hire

HR Metrics

A
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14
Q

Cultural Assessment Tools

A
  • Cross-Cultural Adaptability Inventory - CCAI
    • Self-scoring
    • Identify strength/weakness in communication
  • Cultural Orientation Indicator - COI
    • Web-based tool that allows one to assess their work style and cultural preferences
  • Intercultural Development Inventory - IDI
    • 50-item inventory based on Development Model of Intercultural Sensitivity (DMIS)
    • Extent of intercultural development
  • Self Assessment for Global Endeavors - SAGE
    • Assist in decision making for employees contemplating global assignment
    • Self, career & family
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15
Q

Curricula Vitae (CVs)

A
  • Provide an overview of a person’s experience and other qualifications
  • Are country- and culture-specific

Fairly detailed overview of a candidate’s accomplishments, especially those relevant in academia or research

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16
Q

Days to Fill

HR Metrics

A

Number of days from opening of job requisition to acceptance of offer

  • Helps HR determine a realistic amount of time for hiring new employees
  • Helps managers plan how to best redistribute work
  • Supports resource and budget planning

Emphasizing speed may increase recruitment costs and decrease quality of hire.

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17
Q

Decision Process

A
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18
Q

Demographics

HR Metrics

A
  • Provides basic statistics and characteristics about employee groups (e.g., age, occupation, income).
  • Demographic trends provide important metrics for HR planning and forecasting.
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19
Q

Disclaimers

Job Descriptions Variations

A

Organization’s right to change responsibilities and tasks as needed by employer

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20
Q

Discretionary Assessments

Assessment Methods

A

Methods sometimes used to separate finalists who receive job offers

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21
Q

E-Recruitment Advantages

A
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22
Q

E-Recruitment Disadvantages

A
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23
Q

Effect of Growth Strategies

A

Merger/Acquisition

Joint Venture

Greenfield Operation

Strategic Alliance

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24
Q

Effective Questioning Techniques

A
  • Turn each desired skill set or job characteristic into a series of open-ended questions.
  • Facilitate the candidates’ sharing of their experience and expertise through their responses.
  • Ask questions that lead a candidate to:
    • Describe, in detail, his or her technical expertise.
    • Discuss core competencies.
    • Demonstrate problem-solving behavior, learning and communication style, and other necessary attributes.
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25
Q

Elements of Job Description

A
  • Job identification
  • Position summary
  • Minimum qualifications
  • Duties and responsibilities
  • Success factors
  • Physical demands
  • Working conditions
  • Performance standards
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26
Q

Employee Value Proposition

A
  • The foundation of employment branding
  • A magnet to the organization’s employment brand
  • Aligned with the organizational strategic plan, vision, mission, and values
  • An image that answers the questions why top talent:
    • Would want to start working for this organization
    • Would want to stay working for this organization
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27
Q

Employment Branding

A

Positions the organization as an “employer of choice” in the labor market.

  • Creates a positive, compelling image of the organization
  • Provides a clear and consistent message about what it is like to work at the organization
  • Encourages the best potential candidates to apply
  • Reinforces the public’s image of the organization
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28
Q

Employment Branding Tools

A
  • Collateral materials
  • Fairs and community events
  • Social media
  • Dialogue with employees
  • Word of mouth
  • Website
  • Marketing campaigns and media ads
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29
Q

Employment Contract

A
  • Written agreement between organization and employee that explains employment relationship
  • Confers legal obligations
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30
Q

Employment Offer

A
  • Oral/written communication that formally offers applicant job
  • Generally not legally binding
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31
Q

Engagement in Talent Acquisition

A
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32
Q

Essential Functions

Job Descriptions Variations

A

Primary job duties individual must be able to perform with or without reasonable accommodation

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33
Q

External Recruiting Methods

A
  • Trade and professional organizations
  • Temporary Agencies
  • Referrals
  • Personal networking
  • Outplacement services
  • Open houses
  • Online social networks and blogs
  • Intra-region recruiting
  • Internships
  • International job boards (bulletin boards)
  • HR associations
  • Government agencies
  • Geofencing
  • Former employees
  • Educational institutions
  • Employer websites
  • Contract agencies
  • Community awareness
  • Agencies (3rd party recruiters)
  • Advertising (print and non-print)
34
Q

Greenfield Operation

Effect of Growth Strategies

A
  • All new staff
  • Effects of local laws and labor markets
35
Q

Group Interviews

A

Multiple candidates are interviewed at the same time.

Each candidate is interviewed by multiple people.

  • Fishbowl interviews
  • Team interviews
  • Panel interviews
36
Q

Groups & Subgroups

HR Metrics

A
  • Divides and subdivides employees into categories (e.g., executive, manager, staff, trainees, contractor, status).
  • Knowing composition of the workforce helps planning for diversity and operational requirements.
37
Q

Headcount

HR Metrics

A
  • Indicates the number of people on the organization’s payroll at a particular time.
  • Calculating average headcount over a year provides a representation of the average number of employees the organization requires.
38
Q

In-Depth Interviews

Selection Process

A
  • Usually one hour or more
  • Usually conducted by line management
  • May include interviews conducted by potential colleagues
39
Q

Internal Recruiting Methods

A
  • Employee Referrals
  • Inside moonlighting
  • Job bidding
  • Job posting
  • Nominations
  • Skill banks/skill tracking systems
  • Succession planning
40
Q

Interview Guidelines - Before

A
  • Become familiar with the position’s duties and requirement
  • Be prepared to answer general questions about the organization.
  • Formulate your questions.
  • Organize the questions (e.g., in the order to be asked).
  • Review the candidate’s application, CV, and/or résumé.
41
Q

Interview Guidelines - During

A
  • Establish rapport.
  • Listen carefully.
  • Make smooth transitions from one topic to another.
  • Observe nonverbal behavior.
  • Take notes.
  • Conclude the interview.
42
Q

Interview Question Focus

A
43
Q

Interview

Selection Process

A

Step 2 of the Selection Process

Selection interviews are designed to probe areas of interest to the interviewer in order to determine how well the candidate meets the needs of the organization.

  • Ask the candidate a series of questions
  • Qualify candidates more than any other procedure in the selection process
  • Require that interviewers are properly trained
44
Q

Job Competency

A

A cluster of highly interrelated attributes, including knowledge, skills, and abilities, that give rise to the behaviors needed to perform a given job effectively

45
Q

Job Competency Model

A

A set of competencies defining the requirements for effective performance in a specific job, profession, or organization

46
Q

Job Offers

A
  • Contingent Job Offer
  • Employment Offer
  • Employment Contract
47
Q

Job Specifications

A
48
Q

Joint Venture

Effect of Growth Strategies

A

Contributions of how much and what type of talent from each partner

49
Q

Merger / Acquisition

Effect of Growth Strategies

A
  • New sources for talent
  • Retention of talent
50
Q

Nonessential Functions

Job Descriptions Variations

A

Desirable but not necessary

51
Q

Onboarding

A
  • Encompasses orientation as well as first months of employee’s tenure.
  • Helps employees develop positive working relationships with their supervisor, coworkers, and others.
  • May be informal or formal.
52
Q

Orientation

A
  • Helps employees (new or rehired) become familiar with organization, department, coworkers, and job.
  • Generally lasts one to two days.
  • Helps employee develop realistic image of organization and/or job
53
Q

Prescreening

Selection Process

A
  • Usually less than 20 minutes
  • Usually conducted by HR
  • Useful for high volume of applicants
54
Q

Recruiting

A

Encourages candidates to apply

55
Q

Recruiting Effectiveness

A
  • Be proactive.
  • Brand.
  • Use realistic profiles.
  • Automate.
  • Innovate.
  • Interact.
  • Promote.
  • Adapt.
  • Champion diversity.
  • Be judicious.
  • Be vigilant.
56
Q

Recruitment Cost Ratio (RCR)

HR Metrics

A
57
Q

Reference Checks

A
  • Verify previous employment and provide information about the applicant’s aptitude and character
  • Involve contacting the applicant’s former employers, learning institutions, and personal references
58
Q

Resumes

A
  • Provide an overview of a person’s experience and other qualifications
  • Are country- and culture-specific

Typically a more concise and general introduction to a candidate’s experiences and skills; modified for each position a candidate applies for

59
Q

Screen

Selection Process

A

Step 1 of Selection Process

Selection screening involves analyzing the candidates’ application forms, curricula vitae, and resumes to locate the most qualified candidates for an open job.

  • Identifies applicants who fit minimum selection criteria
  • Provides a source of questions for subsequent interviews
  • Provides information for reference checks
  • Helps to ensure that managers or other internal stakeholders spend time interviewing only qualified candidates
60
Q

Select & Offer

Selection Process

A

Step 4 of Selection Process

  • Brings everything together to complete candidate evaluations
  • Should document results and be systematic
  • Ideally, the selection process yields a pool of qualified candidates (not just one)
61
Q

Selection Cost-Effectiveness

A

Do the costs of assessment and the entire selection program correlate with productive and successful hires?

62
Q

Selection Equity

A
  • Has the organization been successful in identifying and selecting a diverse, multifaceted workforce?
  • Do job applicants view the process and decisions as fair?
63
Q

Selection Process

A
  1. Screen
  2. Interview
  3. Assess & Evaluate
  4. Select & Offer
64
Q

Sign-off

Job Descriptions Variations

A

Documentation of employee understanding of job description

65
Q

Social Media in Recruiting - Disdvantages

A
  • Potential inaccuracy of information learned about candidates
  • Legal risks associated with what employer learns about prospective candidates and how information is used or managed
66
Q

Sourcing

A

Generates a pool of qualified applicants

67
Q

Sourcing & Recruiting

A
68
Q

Staffing

A

Attempts to provide an adequate supply of qualified individuals to complete the body of work necessary for the organization’s financial success

  • Acts on the organizational human capital needs identified through workforce planning
  • Anticipates organizational staffing needs and balances those needs with actual talent supplies
69
Q

Staffing Patterns in Global Organizations

A

Initial staffing may rely on assignees. Gradually they are replaced by local nationals. Eventually, the local nationals become global assignees themselves.

70
Q

Strategic Alliance

Effect of Growth Strategies

A

Staffing requirements if new venture is formed

71
Q

Stress Interviews

A

Interviewer puts the applicant under some degree of stress

  • Interviewer attitude
  • Puzzles
  • Case interviews and simulations
72
Q

Structured Interviews

A
  • Every candidate is asked the same questions
  • Repetitive interview
73
Q

Substantive (Pre-Employment) Assessments

Assessment Methods

A
  • Cognitive ability tests
  • Personality tests
  • Aptitude tests
  • Psychomotor tests
  • Assessment centers
74
Q

Unstructured Interviews

A
  • Process is more conversational, building on candidate’s responses
  • Non-directive interview
75
Q

Uses of Global Job Descriptions

A
  • Intra-country and cross-border transfers
  • Career management and succession planning
  • Compensation studies
  • Statistics for job types across organization
  • Comparison and alignment of business processes across countries
76
Q

Warning Signs in Application Forms, CVs, and Résumés

A
77
Q

Workforce Analytics

A
78
Q

Writing Job Descriptions & Specifications

A
  • Give jobs realistic and descriptive titles.
  • Keep the summary short (no more than four or five sentences).
  • List only the most important duties, tasks, or responsibilities.
  • Identify the essential job duties and responsibilities.
  • Review the KSAs to be sure they are job-related.
  • Secure approvals and dates.
  • Include any appropriate disclaimers.

Jobs change and necessitate regular reviews and updates

79
Q

Social Media in Recruiting - Advantages

A
  • Low-cost organizational publicity
  • Posting of vacancies
  • Branding
  • Targeting geographically diverse talent
  • Employment screening
  • Reduced recruiting costs and time to fill
  • Engagement of passive job candidates
80
Q

Yield Ratios

HR Metrics

A
  • Calculated at various stages in the recruitment
  • Determine which source or method produces the greatest yield and identify which areas need improvement

SHRM CP 2020 (19 decks)

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