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pHCLE 202311 > 2. Talent Acquisition > Flashcards

2. Talent Acquisition Flashcards

1
Q

_________________ can reduce opportunities for subjectivity and bias in the interview process.

In contrast, small talk and differentiating questions can create opening

A

Using an interview rubric and consistent questions.

  • Standard: Talent Acquisition - Hiring Standard #2
  • Location: Course-Talent Acquisition, Lesson - Selection Methods
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2
Q

______________ relates to instances where employers can discriminate on the basis of religion, sex, or national origin if those they are essential for business operations.

A

Bona fide Occupational Qualification

  • Standard: Talent Acquisition #1
  • Location: Course - Talent Acquisition, Lesson - The Legal Side of Hiring
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3
Q

_____ ______ looks at what is necessary to perform a job, including competencies and physical demands.

Pay history is not necessary to know with respect to what is needed to perform a job.

Also, _______ _______ does not include information specific to the individuals who hold the job, such as their performance evaluations or resumes.

A

Job Analysis

  • Standard: Talent Acquisition - Planning & Preparation Standard #4
  • Location: Course-Talent Acquisition, lesson - Job Analysis
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4
Q

________ ________ ________. __________ suggests that adult learners benefit from learning experience that have immediate relevance and impact to their work or personal life.

A

Knowle’s Principal of Relevance

  • Standard: Talent Development - Training & Development Standard #2
  • Location: Course-Talent Development, Lesson - Designing Learning
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5
Q

_______ _______ includes a supply analysis and demand analysis, followed by a gap analysis.

A

Workforce Planning

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6
Q

_____ _______ ______ includes the value or benefits employees receive in return for their skills, capabilities, and experience they bring to your organization. It should convey why individuals should want to work at a certain organization.

A

Employee Value Proposition

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7
Q

_____________ is a way to sequence hiring activities based on cost and effort in order to maximize resources and efficiency.

A

Funneling

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8
Q

_______________ interview questions are future-oriented questions that are an applicant to consider how they would respond to a set of circumstances.

A

Situational

  • Standard: Talent Acquisition - Hiring Standard #2
  • Location: Course - Talent Acquisition, Lesson - Selection Methods
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9
Q

The _____________ involves allowing a positive trait to overshadow others.

A

Halo effect

  • Standard: Talent Acquisition - Hiring standard #2
  • Location: Course - Talent Acquisition, Lesson - Selection Methods
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10
Q

________________ involves uncovering future needs.

A

Demand Analysis

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11
Q

Workforce Planning

A

helps in identifying staffing needs to ensure talent acquisiton efforts meet those needs

  • Standard: Talent Aquisition - Planning and Preparation standard #1
  • Location: Course - Talent Aquisition, Lesson - Identifying Talent Needs
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12
Q

Talent Pipeline Management

A

may include both current and prospective staff

  • Standard: Talent Aquisition - Planning and Preparation standard #1
  • Location: Course - Talent Aquisition, Lesson - Identifying Talent Needs
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13
Q

Succession Planning

A

involves current staff

  • Standard: Talent Aquisition - Planning and Preparation standard #1
  • Location: Course - Talent Aquisition, Lesson - Identifying Talent Needs
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14
Q

Strategic Planning

A

not specfic to acquiring additional staff

  • Standard: Talent Aquisition - Planning and Preparation standard #1
  • Location: Course - Talent Aquisition, Lesson - Identifying Talent Needs
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15
Q

What question(s) should NOT be asked during the hiring process (Select all that apply)

A

Asking candidates where they were both or whether English is their native language are most likely not job related and are impermissible.

  • Standard: Talent Aquisition - Hiring standard #1
  • Location: Course - Talent Aquisition, Lesson - The Legal Side of Hiring
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16
Q

the process of analyzing, forecasting, and planning workforce supply & demand, assessing gaps, & determining target talent management.

Some refer to this process as HR or Human Resources

A

Workforce Planning

Course: Talent Aquisition
Lesson: Identifying Talent Needs
2 What is Workforce Planning

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17
Q

Why is Workforce Planning Important?

A

allows for leaders to embrace this opportunity to accelerate workforce strategy transformation.

Course: Talent Aquisition
Lesson: Identifying Talent Needs
2 What is Workforce Planning

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18
Q

Phases of Workforce Planning

A

Strategic Direction
Supply Analysis
Demand Analysis
Gap Analysis
Solution Implemetation
Monitoring Progress

Course: Talent Aquisition
Lesson: Identifying Talent Needs
2 What is Workforce Planning

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19
Q

involves understanding key mission goals & future objectives set by organization leadership & how the workforce needs to be aligned to achieve them.

A

Strategic Direction

Course: Talent Aquisition
Lesson: Identifying Talent Needs
2 What is Workforce Planning

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20
Q

5 Steps of Strategic Direction

A

1) Getting started: Determine where your organization is in the workforce planning process.
2) Make a compelling case for workforce planning
3) Learn stages in workforce planning
4) Engage your audience in action planning
5) Identify mission critical positions

Course: Talent Aquisition
Lesson: Identifying Talent Needs
2 What is Workforce Planning

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21
Q

involves understanding the current workforce & how it is projected to change over time, due to attrition & other trends.

A

Supply Analysis

Course: Talent Aquisition
Lesson: Identifying Talent Needs
2 What is Workforce Planning

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22
Q

Supply Analysis Steps

A

1) Create a succession plan
2) Conduct a work analysis
3) Leverage workforce data to undertand your workforce
4) Identify staff competency needs
5) Engage & retain
6) Create transition plans to capture critical knowledge

Course: Talent Aquisition
Lesson: Identifying Talent Needs
2 What is Workforce Planning

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23
Q

comprehends an orgianizaiton’s current & future workforce reqirements or demands.

A

Demand Analysis

Course: Talent Aquisition
Lesson: Identifying Talent Needs
2 What is Workforce Planning

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24
Q

6 Steps of Demand Analysis

A

1) Create a succession plan
2) Conduct a work analysis
3) Conduct a position analysis to understand workforce needs
4) Leverage workforce data to identify future needs
5) Identify competencies needed to achieve the mission
6) Create transaction plans to capture critical knowledge

Course: Talent Aquisition
Lesson: Identifying Talent Needs
2 What is Workforce Planning

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25
invloves understanding the gaps between workforce supply & demand to define top priority gaps with the greatest impact on organizational performance.
Gap Analysis ## Footnote Course: Talent Aquisition Lesson: Identifying Talent Needs 2 What is Workforce Planning
26
6 Steps of Gap Analysis
1) Conduct work analysis 2) Leverage analytics to identify workforce gaps 3) Identify factors leading to separation 4) Engage & retain staff with stay interviews 5) Create an engagment plan 6) Identify competency gaps ## Footnote Course: Talent Aquisition Lesson: Identifying Talent Needs 2 What is Workforce Planning
27
the appropriate workforce interventions & activities to close identified workforce gaps & enable your organization to meet its strategic goals
Solution Implementation ## Footnote Course: Talent Aquisition Lesson: Identifying Talent Needs 2 What is Workforce Planning
28
4 Steps of Solution Implementation
1) Leverage the PPS (practical problem solving) action planning guide 2) Discover action planning opportunities 3) Leverage employee engagement action planning resources 4) Create transition plans to capture critical knowledge ## Footnote Course: Talent Aquisition Lesson: Identifying Talent Needs 2 What is Workforce Planning
29
ensures that everything is running smoothly.
Monitoring Progress ## Footnote Course: Talent Aquisition Lesson: Identifying Talent Needs 2 What is Workforce Planning
30
Tips for Effective Workforce Planning
* Designate - a specfic member or team of the HR department to manage the process * Find - a high-level executive to support the plan * Involve - key stakeholders in the planning process * Align - the plan with the company's strategic business plan * Coordinate - the workforce plan with succession planning & career developent initiatives * Continue - make workforce planning an ongoing activity with continuous evaluation of changes. ## Footnote Course: Talent Aquisition Lesson: Identifying Talent Needs 3 Workforce Planning Tips and Tricks
31
used to analyze its workforce & determine the steps it must take to prepare for future staffing needs
Workforce Planning ## Footnote Course: Talent Aquisition Lesson: Identifying Talent Needs 3 Workforce Planning Tips and Tricks
32
7 Steps to Successful Strategic Workforce Planning
1) Consider long-term goals of the organizatiion 2) Analyze current workforce 3) Find future skill gaps 4) Prepare for different scenarios 5) Ask for external advice, if applicable 6) Consider the organizational culture 7) Moitor & adapt ## Footnote Course: Talent Aquisition Lesson: Identifying Talent Needs 3 Workforce Planning Tips and Tricks
33
suggests that people, including managers & staff, can act based on biases without intending to do so.
Implicit Bias ## Footnote Course: Talent Aquisition Lesson: Identifying Talent Needs 3 Workforce Planning Tips and Tricks
34
10 Ways to Eliminate Bias in Workforce Planning
1) Be transparent 2) Support individuals from under-represented groups into senior roles 3) Review recruitment processes & materials for biases or exclusionary messaging 4) Review salaries & standardize pay 5) Provide training on unconscious bias 6) Have a clear policy on discrimination 7) Provide flexible working & de-stigmatize shared parental leave 8) Diversify the board 9) Promote a culture of meritocracy ## Footnote Course: Talent Aquisition Lesson: Identifying Talent Needs 3 Workforce Planning Tips and Tricks
35
This is essential for many HR/talent functions, including talent acquisition
a clear and thorough job description ## Footnote Course: Talent Aquisition Lesson: Supporting the Hiring Team
36
involves using your organization's brand to help current & prosepective employees see your organization as an employer of choice
Employer Branding ## Footnote Course: Talent Aquisition Lesson: Supporting the Hiring Team 3 Involving Staff and Others
37
a tool that provides candidates with accurate & complete information about a job & the work enviorment, including both positive & negative aspects of the position.
Realistic Job Previews ## Footnote Course: Talent Aquisition Lesson: Supporting the Hiring Team 3 Involving Staff and Others
38
Training & Support Areas
1) Compliance 2) Processes 3) Customer Focus 4) Mitigating Bias ## Footnote Course: Talent Aquisition Lesson: Supporting the Hiring Team 4 Training and Support
39
the process of studying jobs to gather, analyze, synthesize, & report information about job responsibilities & requirements & the conditions under which work is performed.
Job Analysis (JA) ## Footnote Course: Talent Aquisition Lesson: Job Analysis 2 What is Job Analysis? (Part 1)
40
Why is Job Analysis Important?
* Ensures up-to-date information is captured for an ever-evolving workplace * Assists in updating & creating job descriptions * Gives employees the opportunity to share details about their responsibilities * Clarifies reporting relationships, organization structures, title hierarchies, & personnel budgets/expenditures * Identifies areas of overlap or holes in projects or work * Aligns work to pay sturctures, ensuring internal equity ## Footnote Course: Talent Aquisition Lesson: Job Analysis 2 What is Job Analysis? (Part 1)
41
* Should be performed first * Evaluation of a given job * An internal process * Attention given to small details
Job Analysis ## Footnote Course: Talent Aquisition Lesson: Job Analysis 2 What is Job Analysis? (Part 2)
42
* A statement * Describes a position generally * Informed by a job analysis * Often used to advertise a job
Job Description ## Footnote Course: Talent Aquisition Lesson: Job Analysis 2 What is Job Analysis? (Part 2)
43
Components of Job Analysis
Tasks Duties Competencies ## Footnote Course: Talent Aquisition Lesson: Job Analysis 2 What is Job Analysis? (Part 2)
44
KSAs
Knowledge Skills Abilities ## Footnote Course: Talent Aquisition Lesson: Job Analysis 2 What is Job Analysis? (Part 2)
45
Steps to Conduct a Job Analysis
1) Collect information about the job 2) List the tasks 3) Identify the essential tasks 4) Update the job description 5) Use job analysis as the standard ## Footnote Course: Talent Aquisition Lesson: Job Analysis 3 Conducting a Job Analysis (Part 1)
46
Job Characteristics
* General position information * Job summary * Essential job tasks/functions * Required education, licenses, certifications, etc. * Work-relatd experience needed to perform the job * KSAs needed to perform the job * Work enviornment & physical demands of the job * Supervisory responsibilities ## Footnote Course: Talent Aquisition Lesson: Job Analysis 3 Conducting a Job Analysis (Part 1)
47
6 Data Sources for Collecting Information
1) Focus Groups 2) Interviews 3) Observation 4) Questionnaires 5) Critical Incidents 6) Task Inventory ## Footnote Course: Talent Aquisition Lesson: Job Analysis 3 Conducting a Job Analysis (Part 1)
48
Elements of a Job Description
* General Position Information * Job Summary * Essential Tasks * Position Requirements * Knowledge, Skills, & Abilities * Work Environment * Supervisory Responsibility * Compensation ## Footnote Course: Talent Aquisition Lesson: Job Analysis 3.4 Conducting a Job Analysis (Part 3)
49
Establishes standards related to: * Minimum wage * Overtime pay * Recordkeeping requirements * Youth employment
The Fair Labor Standards Act FLSA ## Footnote Course: Talent Aquisition Lesson: Job Analysis 3.4 Conducting a Job Analysis (Part 3)
50
Employees who are not subject to the FLSA provisions for minimum wage & overtime. Generally must: * Meet certain tests regarding job duties - often referred to as "white collar" exceptions * Be paid at least $684/week on a salary basis.
Exempt Employee ## Footnote Course: Talent Aquisition Lesson: Job Analysis 3.4 Conducting a Job Analysis (Part 3)
51
Employees who are entitlted to overtime pay & must be paid at least the federal minimum wage. Most employees who do not have administrative or decision-making responsibilities.
NonExempt Employee ## Footnote Course: Talent Aquisition Lesson: Job Analysis 3.4 Conducting a Job Analysis (Part 3)
52
a detailed investigation into responsibilities & requirements for a given position.
Job Analysis ## Footnote Course: Talent Aquisition Lesson: Job Analysis 5 Summary and Next Steps
53
5 Steps to Job Analysis
1) Collect information about the job 2) List the tasks 3) Identify essential tasks 4) Udpate the job description 5) Use the job description as standard ## Footnote Course: Talent Aquisition Lesson: Job Analysis 5 Summary and Next Steps
54
a name, term, design, symbol, or any other feature that identifies one seller's goods or service as distinct from those of other sellers.
Brand ## Footnote Course: Talent Aquisition Lesson: The Employer Brand 2 Brand
55
using your brand to help current & prospective employees see your organization as employer of chocie - a place they want to work.
Employer Brand ## Footnote Course: Talent Aquisition Lesson: The Employer Brand 3 Brand & Employee Value Proposition
56
the value or benefits employees receive in return for their skills, capabilities, & experience they bring to your organization
Employee Value Proposition ## Footnote Course: Talent Aquisition Lesson: The Employer Brand 3 Brand & Employee Value Proposition
57
Your employer brand includes:
* Designs, Themes, Slogans * Mission, Vision, Values * Key Messages & Storytelling * Your Organization or District Reputation ## Footnote Course: Talent Aquisition Lesson: The Employer Brand 4 Define your Brand
58
A process to help you think about how to communicate your employee value proposition
Journey Mapping ## Footnote Course: Talent Aquisition Lesson: The Employer Brand 6 Journey Mapping
59
7 Steps of Journey Mapping
1) Identify big picture goals 2) Understand how stakeholders interact with your brand 3) Define target parsonas 4) Develop key messages 5) Set goals 6) Marketing plan 7) Track progress ## Footnote Course: Talent Aquisition Lesson: The Employer Brand 6 Journey Mapping
60
Ingredients of Impactful Stories
Engage the senses Build connections and draws us closer Move us to feel Inspire action ## Footnote Course: Talent Aquisition Lesson: The Employer Brand 9 Storytelling
61
a way to gain a competitive advantage. Hiring the right (or wrong) personal may impact your culture & productivity.
Recruitment ## Footnote Course: Talent Aquisition Lesson: Inclusive Recruitment 2 Components of Recruitment
62
Components of Recruitment
Assess the Need Create a Strategy Start the Search ## Footnote Course: Talent Aquisition Lesson: Inclusive Recruitment 2 Components of Recruitment
63
Elements of a Job Description
* General Position Information * Job Summary * Essential Tasks * Position Requirements * Knowledge, Skills, & Abililities * Work Environment * Supervisory Resonsibility * Compensation ## Footnote Course: Talent Aquisition Lesson: Inclusive Recruitment 2 Components of Recruitment
64
in which individuals feel a sense of belonging. Every employee feels comfortable & supported by the organization when it comes to being their authentic selves.
Inclusive Workplace ## Footnote Course: Talent Aquisition Lesson: Inclusive Recruitment 2 Components of Recruitment
65
the presence of individuals with different identities
Diversity ## Footnote Course: Talent Aquisition Lesson: Inclusive Recruitment 2 Components of Recruitment
66
the culture & practices that make individuals of all backgrounds feel supported & accepted. It creats an atmosphere where diversity is accepted & celebrated.
Inclusion ## Footnote Course: Talent Aquisition Lesson: Inclusive Recruitment 2 Components of Recruitment
67
describes how organizaitons & job applicants interact.
Signaling Theory ## Footnote Course: Talent Aquisition Lesson: Inclusive Recruitment 3 Creating Inclusive Materials
68
Appplicants are attracted to organizations that have the same values as them.
Attraction Selection Theory ## Footnote Course: Talent Aquisition Lesson: Inclusive Recruitment 3 Creating Inclusive Materials
69
the value or benefits employees receive in return for the skills, capabilities, & experience they bring to your organization.
EVP (Employee Value Proposition) ## Footnote Course: Talent Aquisition Lesson: Inclusive Recruitment 3 Creating Inclusive Materials
70
when internal candidates are considered for open positions.
Internal Recruitment ## Footnote Course: Talent Aquisition Lesson: Inclusive Recruitment 3 Types of Recruitment
71
4 Key Advantages to choosing to recruit
1) Positive impact on the motivation of other employees 2) Less transition time 3) Greater likelihood of successfully filling the position 4) More information is known about the candidate ## Footnote Course: Talent Aquisition Lesson: Inclusive Recruitment 4 Types of Recruitment
72
Assess Develop Identify Recruit Assist
Succession Planning ## Footnote Course: Talent Aquisition Lesson: Inclusive Recruitment 4 Types of Recruitment
73
A partnership where school districts & educator preparation providers select community candidates to earn licensure & a degree to teach. These candidates earn their degree & license for free while being employed during their clinical/internship experience.
Grow Your Own (GYO) ## Footnote Course: Talent Aquisition Lesson: Inclusive Recruitment 4 Types of Recruitment
74
when a special interest community & an organization work collaboratively to address issues of impact for the community in which they both reside.
Community Partnerships ## Footnote Course: Talent Aquisition Lesson: Inclusive Recruitment 4 Types of Recruitment
75
Recruitment Metrics
* Time to hire * Time to fill * Customer satisfaction * Recruitment cost ratio * New hire productivity/quality of hire * Rehires * New hire retention * Number of vacancies * Recrutiment source potency ## Footnote Course: Talent Aquisition Lesson: Assessing Recruitment 2 Recruitment Metrics
76
oversees the federal laws that protect employees & job applicants against employment decisions based on race, color, religion, sex (including preganancy), national origin, age (40 or older), disability, or genetic information.
Equal Employment Opportunity Commission (EEOC) ## Footnote Course: Talent Aquisition Lesson: The Legal Side of Hiring 2 Laws & Guidelines
77
compromises a set of hiring guidelines to ensure job applicants are selected on job related criteria without discrimination.
Uniform Guidelines on Employee Selection Procedures (UGESP) ## Footnote Course: Talent Aquisition Lesson: The Legal Side of Hiring 2 Laws & Guidelines
78
prohibits discrimination against employees or job applicants who have disabilities & requires employers to make reasonable accommodations that allow individuals with disabilities to perform the necessary requirements of the job.
Americans with Disabilities Act (ADA) ## Footnote Course: Talent Aquisition Lesson: The Legal Side of Hiring 2 Laws & Guidelines
79
An employer may never use genetic informaiton to make an employment decision - it is not relevant to an individual's current ability to work.
Genetic Information Nondiscrimiation Act (GINA) ## Footnote Course: Talent Aquisition Lesson: The Legal Side of Hiring 2 Laws & Guidelines
80
prohibits not only intentional discrimiation (disparate treatment), but also practices that have the effect of discriminating against individuals because of their race, color, national origin, religion, or sex.
Title VII of the Civil Rights Act of 1964 ## Footnote Course: Talent Aquisition Lesson: The Legal Side of Hiring 2 Laws & Guidelines
81
requires employers to ensure are the individuals they hire are legally authorized to work in the US Employers must use the I9 form within 3 days of employment to certifiy an employee's identity & eligibility to work. Federal law prohibits employers form conducting the Form I9 & EVerify processes before the employee has accepted an offer of employment. Verification must be obtained for all employees.
Immigration Reform & Control Act (IRCA) ## Footnote Course: Talent Aquisition Lesson: The Legal Side of Hiring 2 Laws & Guidelines
82
if he or she satisfies skill, experience, education, & other job related requirements of the position held or desired, and who, with or without reasonable accommodation, can perform the essential functions of that position.
Qualified ## Footnote Course: Talent Aquisition Lesson: The Legal Side of Hiring 3 Implicatons for Hiring
83
may include, but is not limited to, making existing facilities used by the employees readily accessible to & usable by persons with disabilities; job restructuring; modification of work schedules; providing additional unpaid leave; reassignment to a vacant position; acquiring or modifying equipment or devices
Reasonable Accommodation ## Footnote Course: Talent Aquisition Lesson: The Legal Side of Hiring 3 Implicatons for Hiring
84
an action that requires significant difficulty or expense when considered in relation to factors such as a business' size, financial resources & the nature & structure of its operation
Undue Hardship ## Footnote Course: Talent Aquisition Lesson: The Legal Side of Hiring 3 Implicatons for Hiring
85
3 Basic Characteristics of Selection Tools
1) Costs 2) Validity 3) Group Differences ## Footnote Course: Talent Aquisition Lesson: Selection Methods Introduction
86
a hiring process that quickly sorts through applicants using low-cost, low effort methods in the preliminary stages to help preserve resources for use in screening & hiring the most promising cadidates for a position.
Funneling ## Footnote Course: Talent Aquisition Lesson: Selection Methods 2 Selection Tools and Costs, Part 1
87
Low-Cost/Low-Effort Tools
Applications Resumes Recommendatwons & Reference Checks ## Footnote Course: Talent Aquisition Lesson: Selection Methods 2 Selection Tools and Costs, Part 1
88
involves identifying which items on an application distinguish effective from ineffective applicants & assigning weights in accordance with which items are deemed most important to the organization.
Weighted Application Blanks ## Footnote Course: Talent Aquisition Lesson: Selection Methods 2 Selection Tools and Costs, Part 1
89
4 kinds of information obtainable from recommendatons & reference checks
1) Employment & education history 2) Evaluation of an applican'ts character, personality, & interpersonal competence 3) Evalution of an applicant's job performance ability 4) Willingness to rehire ## Footnote Course: Talent Aquisition Lesson: Selection Methods 2 Selection Tools and Costs, Part 1
90
Medium-Cost/Medium Effor Tools
* Cognitive Ability Tests * Personality Inventories * Remote Interviews ## Footnote Course: Talent Aquisition Lesson: Selection Methods 2 Selection Tools and Costs, Part 1
91
measures mental abilities such as logic, reading comprehension, verbal or mathematical reasoning, & perceptual abiities a strong predictor of job performace for jobs with primarily inconsistent tasks & unforeseen changes
Cognitive Ability Tests ## Footnote Course: Talent Aquisition Lesson: Selection Methods 2 Selection Tools and Costs, Part 1
92
Personality Inventories typically measure 5 robust factors of personality. Those include :
1) **Extroversion** - being socialable, gregarious, assertive, talkative, & active 2)** Neuroticism** - being anxious, depressed, angry, embarrased, emotional, worried, & insecure 3) **Agreeableness** - being curious, flexible, trusting, good-natured, cooperative, forgiving, softhearted, & tolerant 4) **Conscientiousness** - being dependable, hardworking, achievement oriented, & perservering 5) **Openness to Experience** - being imaginative, cultured, curious, original, broad minded, intelligent, & artistically sensitive ## Footnote Course: Talent Aquisition Lesson: Selection Methods 2 Selection Tools and Costs, Part 1
93
Which of the "Big 5" personality traits do you think is the best predictor of job performance across job types? A. Extraversion B. Neuroticism C. Agreeableness D. Conscientiousness E. Openess to Experience
D. Conscientiousness being dependable, hardworking, achivement oriented, & perservering - is the best predictor of job performance ## Footnote Course: Talent Aquisition Lesson: Selection Methods 2.1 Quetions: The Big Five
94
Best Practices for Remote Interviews
1. Communicate expectations & processes to candidates before the interview 2. Structure the interview similar to an in-person interview 3. Keep the technical challenges in mind when evaluating candidates ## Footnote Course: Talent Aquisition Lesson: Selection Methods 2.2 Selection Tools and Costs, Part 2
95
High-Cost / High-Effort Tools
Most useful when you have few applicants & are looking to make final hiring decisions. May include: * In-person Interviews * Situational Judgement Tests * Work Samples ## Footnote Course: Talent Aquisition Lesson: Selection Methods 2.2 Selection Tools and Costs, Part 2
96
interview style better at predicting job performance
Structured Interviews Standard set of questions & behavioral response anchors to evaluate candidates. Key to running an impactful & objective hiring process. ## Footnote Course: Talent Aquisition Lesson: Selection Methods 2.2 Selection Tools and Costs, Part 2
97
Common Types of Cognitive Bias
Primacy Effect Recency Effect Halo Effect Horn Effect Centrality Bias Leniency/Strictness Bias Similar-to-me Bias Confirmation Bias ## Footnote Course: Talent Aquisition Lesson: Selection Methods 2.5 Bias
98
Primacy Effect vs Recency Effect
Overall impression based on past behavior or outcomes. Disregard recent information. (First impressions error) vs Overall impression based on most recent behavior or outcomes. Diesregard past informaton. ## Footnote Course: Talent Aquisition Lesson: Selection Methods 2.5 Bias
99
Halo Effet vs. Horn Effect
Allowing a postitive trait to overshadow all other qualities vs. Allowing a negative trait to overshadow all other qualities. ## Footnote Course: Talent Aquisition Lesson: Selection Methods 2.5 Bias
100
Centrality Bias vs. Leniency/Strictness Bias
Tendency to rate most items in the middle of the scale regardless of differences in performance. vs. Tendency to rate items at the top or bottom of the scale regardless of differences in performance ## Footnote Course: Talent Aquisition Lesson: Selection Methods 2.5 Bias
101
Similar-to-me-Bias vs. Confirmation Bias
Tendency to favorably judge peopole who are perceived to be like you. vs. Focusing on information that supports what you already believe. ## Footnote Course: Talent Aquisition Lesson: Selection Methods 2.5 Bias
102
The candidate started the interview by making a joke and you remember their sense of humor more than the job-related responses they provided. This scenario best represents which common type of bias? A. Halo Effect B. Primacy Effect C. Reency Effect
B. Primacy Effect also known as the first impressions error, given that your first impression of the candidate overshadowed your ability to recall their job-related responses. ## Footnote Course: Talent Aquisition Lesson: Selection Methods 2.6 Quiz: Types of Bias
103
You notice your alma mater's logo on teh candidate's padfolio and rate them favorably on their interview responses. This scenario best represents which common type of bias? A. Confirmation Bias B. Halo Effect C. Similar-to-me-Bias
C. Similar-to-me-Bias because you allowed your mutual connection to your alma mater influence your ratings. ## Footnote Course: Talent Aquisition Lesson: Selection Methods 2.6 Quiz: Types of Bias
104
You're screening resumes & are impressed that a candidate went to Harvard. You allow this positive impression to distort your perception of the rest of the candidate's application. This scenario best represents which common type of bias? A. Leniency Bias B. Halo Effect C. Confirmation Bias
B. Halo Effect because you allowed your impression of the applicant's educational backgorund to overshadow all other qualities. ## Footnote Course: Talent Aquisition Lesson: Selection Methods 2.6 Quiz: Types of Bias
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You know that you need to fill a vacant position quickly, which prompts you to inflate several candidates' ratings. This scenario best represents which common type of bias? A. Leniency Bias B. Centrality Bias C. Strictness Bias
A. Leniency Bias becuase you inflated candidates' ratings. The opposite of leniency bias is strictness bias, which is a tendency to rate on the low end of the scale. ## Footnote Course: Talent Aquisition Lesson: Selection Methods 2.6 Quiz: Types of Bias
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Types of Interview Questions
* Behavior Based (Experenced Based) * Situational ## Footnote Course: Talent Aquisition Lesson: Selection Methods 2.8 Interview Question Types
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underlying assumption of this type of interview is that past performance predicts future performance "Can you tell me a time when..."
Behavioral Interviews ## Footnote Course: Talent Aquisition Lesson: Selection Methods 2.8 Interview Question Types
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future-oriented & ask an applicant to consider how they would respond to a set of circumstances. "What would you do if...?
Situational Questions ## Footnote Course: Talent Aquisition Lesson: Selection Methods 2.8 Interview Question Types
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Situational Judgement Tests (SJTs)
measure a variety of noncognitve skills by presenting individuals with short scenarios & ask what would be their most likely response or what they see as the most effetive response ## Footnote Course: Talent Aquisition Lesson: Selection Methods 2.11 Selection Tools and Costs, Part 3
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measure job skills using the actual performance of tasks that are similar to those performed on the job.
Work Samples ## Footnote Course: Talent Aquisition Lesson: Selection Methods 2.11 Selection Tools and Costs, Part 3Work Samples
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Work Samples
1) Demo Lesson 2) Leaderless Group Discussion 3) The In-Basket Test ## Footnote Course: Talent Aquisition Lesson: Selection Methods 2.11 Selection Tools and Costs, Part 3
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best aligns with actual performance on the job. A candidate plans & delivers a lesson plan to a group of students or a group of staff members posing as students.
Demo Lesson ## Footnote Course: Talent Aquisition Lesson: Selection Methods 2.11 Selection Tools and Costs, Part 3
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type of work sample that requires a group of participants to discuss a job-related topic, wherein no one is appointed leader. Instead of participating, raters observe and rate the performance of each participant.
Leaderless Group Discussion ## Footnote Course: Talent Aquisition Lesson: Selection Methods 2.11 Selection Tools and Costs, Part 3
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an individual work sample that assesses a candidate's ability to prioritize & complete tasks effectively. The candidate provides raters with notes which constitute a record of their behavior.
In-Basket Test ## Footnote Course: Talent Aquisition Lesson: Selection Methods 2.11 Selection Tools and Costs, Part 3
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the extent to which a data collection procedure measures what it is supposed to measure. tells us which tools are best at perdictine performance
Validity ## Footnote Course: Talent Aquisition Lesson: Selection Methods 3 Selection Tools and Validity
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a measure or test used to assess attributes identified as important for successful job performance
Predictor ## Footnote Course: Talent Aquisition Lesson: Selection Methods 3 Selection Tools and Validity
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an important or desirable attribute identified as important for successful job performance. Should be based on organizational needs & job analysis.
Criterion ## Footnote Course: Talent Aquisition Lesson: Selection Methods 3 Selection Tools and Validity
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a statistical measure ranging from 0 to 1.00 o fthe relationship between a predictor and criterion. Large numbers indicate more accurate prediction of job performance than lower numbers. tell us the predictive power of a selection tool.
Validity Coefficients ## Footnote Course: Talent Aquisition Lesson: Selection Methods 3 Selection Tools and Validity
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refers to the fact that some of the most valid predictors of job performance are also associated with large group differences. Higher numbers indicate a greater difference.
The Diversity-Validity Dilemma ## Footnote Course: Talent Aquisition Lesson: Selection Methods 4 Group Differences
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A significantly different rate of slection in hiring, promotion, or other employment decisions that negatively and disproportionately impacts members of a specific race, gender, or ethnic group.
Adverse Impact ## Footnote Course: Talent Aquisition Lesson: Selection Methods 4 Group Differences
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establishes federal guidance to help organizations develop selection procedures that comply with EEO laws recommend using the 4/5ths rule to uncover evidence of adverse impact in selection processes
Uniform Guidelines on Employee Selection Procedures ## Footnote Course: Talent Aquisition Lesson: Selection Methods 4 Group Differences
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4/5ths (or 80% Rule)
1. Selection Rates (calculate % slected for each group) 2. Identify Largest (which group has the highest selection rate) 3. Impact Rations (impact ratio = (selection rate of remaining group)/(highest slection rate) 4. Advese impact? (Are any impact ratios less than 4/5 (80%)? If yes, evidence of adverse impact) ## Footnote Course: Talent Aquisition Lesson: Selection Methods 4 Group Differences
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ethnic and/or gender minority candidates must be included in the interview pool for various senior-level positions.
Rooney Rule ## Footnote Course: Talent Aquisition Lesson: Selection Methods 4 Group Differences
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3 Basic Characteristics to consider when determining which selection tools are best suited for your organization
1) Cost 2) Validity 3) Group Differences ## Footnote Course: Talent Aquisition Lesson: Selection Methods 5 Summary and Next Steps
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used to ensure your seletion & hiring processes run efficiently, moving from low-cost/low-effort tools to hight cost/high-effort tools
Funneling ## Footnote Course: Talent Aquisition Lesson: Selection Methods 5 Summary and Next Steps
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Low-cost/Low-effort tools include:
* applications * resumes * recommendations * reference checks ## Footnote Course: Talent Aquisition Lesson: Selection Methods 5 Summary and Next Steps
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Medium-cost/medium-effort tools
* cognitive ability tests * personality inventories * remote interviews ## Footnote Course: Talent Aquisition Lesson: Selection Methods 5 Summary and Next Steps
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High-cost/high-effort tools
* in-person interviews * demo lessons * work samples ## Footnote Course: Talent Aquisition Lesson: Selection Methods 5 Summary and Next Steps
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3 Best Predictors of Job Performance
1) Work samples 2) Strutured Interviews 3) Cognitive Ability Tests ## Footnote Course: Talent Aquisition Lesson: Selection Methods 5 Summary and Next Steps
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an invitation of employment that hiring managers & human resources give to a job candidate
Job Offer ## Footnote Course: Talent Aquisition Lesson: Extending Offers 1 Introduction
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2 Types of Job Offers
1) Written 2) Verbal ## Footnote Course: Talent Aquisition Lesson: Extending Offers 1 Introduction
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offers a job to an applicant by summarizing the main terms & conditions of the position in a letter format. Provides information about the company to help the candidate make their decision (like salary, full-time/part-time)
Offer Letter ## Footnote Course: Talent Aquisition Lesson: Extending Offers 1 Introduction
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Procedures completed prior to employment to ensure a candidate can fully do their job. These include things like background checks, contacting references, & confirmingany relevant licensure.
Pre-Employment Activity ## Footnote Course: Talent Aquisition Lesson: Extending Offers 1 Introduction
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a legally binding document between an organization &job candidate stating the terms of employment such as job duties & whether the position is full-time/part-time
Employment Contract ## Footnote Course: Talent Aquisition Lesson: Extending Offers 1 Introduction
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activities that prepare the new hire & organization for their first day.
Post-Employment Activity ## Footnote Course: Talent Aquisition Lesson: Extending Offers 1 Introduction
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a notification from an employer to an applicant stating that they have been chosen for a position
Offer Letter ## Footnote Course: Talent Aquisition Lesson: Extending Offers 3 Verbal and Written Offers
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describes an employer offering a position verbally as opposed to a written letter or contract.
Verbal Job Offer ## Footnote Course: Talent Aquisition Lesson: Extending Offers 3 Verbal and Written Offers
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an official letter that offers a position to a job candidate.
Written Job Offer ## Footnote Course: Talent Aquisition Lesson: Extending Offers 3 Verbal and Written Offers
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a legally binding document between an organization & job candidate stating the terms of emplooyment such as job duties & whether the position is full-time/part-time
Employment Contract ## Footnote Course: Talent Aquisition Lesson: Extending Offers 4 Equity and Fairness in Employment Contracts
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the quality of being fair & impartial when resources are shared based on what each person needs in order to adequately level the playing field takes an individualized approach to make ure everyone has the tools, even though they may be different than others, to be successful
Equity ## Footnote Course: Talent Aquisition Lesson: Extending Offers 4 Equity and Fairness in Employment Contracts
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Impartial & just treatment or behavior without favortism or discrimination
Fairness ## Footnote Course: Talent Aquisition Lesson: Extending Offers 4 Equity and Fairness in Employment Contracts
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describes the concept of "providing everyone with the same amount of resources regardless of whether everyone needs them." provides sameness without addressing wheter someone needs it.
Equality ## Footnote Course: Talent Aquisition Lesson: Extending Offers 4 Equity and Fairness in Employment Contracts
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a statement describing an employee's work as property of the employer
Work for hire ## Footnote Course: Talent Aquisition Lesson: Extending Offers 4 Equity and Fairness in Employment Contracts
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Full name Address Contact information of both parties
Identification ## Footnote Course: Talent Aquisition Lesson: Extending Offers 4 Equity and Fairness in Employment Contracts
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number of hours & days employee must work
Extent of Services ## Footnote Course: Talent Aquisition Lesson: Extending Offers 4 Equity and Fairness in Employment Contracts
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describes which U.S. stte this contract is applicable in
Applicable Law ## Footnote Course: Talent Aquisition Lesson: Extending Offers 4 Equity and Fairness in Employment Contracts
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clause restricting a party from doing something during or after the term of the contract
Restrictive Covenant ## Footnote Course: Talent Aquisition Lesson: Extending Offers 4 Equity and Fairness in Employment Contracts
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3 Types of Restrictive Convenants
1) Non-compete agreement 2) Non-solicittion agreement 3) Confidentiality agreement ## Footnote Course: Talent Aquisition Lesson: Extending Offers 4 Equity and Fairness in Employment Contracts
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keeps employees from competing with employer during the term of the contract
Non-compete Agreement ## Footnote Course: Talent Aquisition Lesson: Extending Offers 4 Equity and Fairness in Employment Contracts
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an agreement that an employee won't take customers or employees away from the employer
Non-solicitation Agreement ## Footnote Course: Talent Aquisition Lesson: Extending Offers 4 Equity and Fairness in Employment Contracts
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an agreement to keep trade secrets, financial information, potential new products & private company information confidential
Confidentiality Agreement ## Footnote Course: Talent Aquisition Lesson: Extending Offers 4 Equity and Fairness in Employment Contracts
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a critical document that defines the terms on which the employer & employee will operate
Employment Contract ## Footnote Course: Talent Aquisition Lesson: Extending Offers 4 Equity and Fairness in Employment Contracts
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Items to include in Employment Contract
* Work for hire * Non-solicitation Agreement * Applicable Law * Identification * Confidentiality Agreement * Non-compete Agreement * Duties * Circumstances in which Termination can Occur * Process for Settling Disputes * Full-time Employment * Restrictive Covenant * Effective Date * Pay and Benefits * Extent of Services ## Footnote Course: Talent Aquisition Lesson: Extending Offers 4 Equity and Fairness in Employment Contracts
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prepare the new hire & organization for their 1st day. Considers things such as working with IT to develop an account/workstation, organizing onboarding activities, & notifying non-selected candidates. Often considered "housekeeping tasks"
Post Employment Activities ## Footnote Course: Talent Aquisition Lesson: Extending Offers 5 Post-employment Activities
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the action or process of integrating a new employee into an organization or familiarizing a new customer or client with one's products or services essential to introducing the new hire to the organization's culture
Onboarding ## Footnote Course: Talent Aquisition Lesson: Extending Offers 5 Post-employment Activities
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a month-long process of integrting the new hire into the organization
Integration Plan ## Footnote Course: Talent Aquisition Lesson: Extending Offers 5 Post-employment Activities
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essential to choosing the right employee
Pre-employment Activities ## Footnote Course: Talent Aquisition Lesson: Extending Offers 6 Summary and Next Steps
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used to reduce liabilities & workplace violence
Employee background checks ## Footnote Course: Talent Aquisition Lesson: Extending Offers 6 Summary and Next Steps
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informal & only legally binding under certain circumstances
Verbal Job Offers ## Footnote Course: Talent Aquisition Lesson: Extending Offers 6 Summary and Next Steps
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offical & legally binding
Written Job Offers ## Footnote Course: Talent Aquisition Lesson: Extending Offers 6 Summary and Next Steps
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legally binding & formally explain job duties
Employment Contracts ## Footnote Course: Talent Aquisition Lesson: Extending Offers 6 Summary and Next Steps
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ensure new hire's success at the organization
Post-Employment Activities ## Footnote Course: Talent Aquisition Lesson: Extending Offers 6 Summary and Next Steps
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hels new employees get acclimated to the organization, organizational culture, and their job responsibilities
Onboarding ## Footnote Course: Talent Aquisition Lesson: Extending Offers 6 Summary and Next Steps
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help new employees adjust to their new role with facility tours, introductions to people, &bonding with team members/coworkers.
Integration Plans ## Footnote Course: Talent Aquisition Lesson: Extending Offers 6 Summary and Next Steps
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the overall perception employees have of your organization based on their ongoing interactions over the duration of their relationship with you as an employer. All the events experienced by employees - from their first contact as a potential applicant until they exit the organization.
Employee Experience ## Footnote Course: Talent Aquisition Lesson: The Hiring Experience 2 What is Employee Experience?
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a representation of a segment of users with similar characteristics
Persona ## Footnote Course: Talent Aquisition Lesson: Extending Offers 6 Summary and Next Steps
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Candidate Hiring Journey
1) Awareness - getting to know who you are & what you do 2) Consideration - determining interest in working for your organization 3) Application - compoete application form for desired positon(s) 4) Selection/Hiring - advance through selection phases until decision is made 5) Orientation/Onboarding - discuss job responsibilities & activities. Introduce new hire to workplace. ## Footnote Course: Talent Aquisition Lesson: Extending Offers 6 Summary and Next Steps

pHCLE 202311 (11 decks)

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