Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

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
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

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

A

Workforce Planning

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

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

A

Funneling

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

________________ involves uncovering future needs.

A

Demand Analysis

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Succession Planning

A

involves current staff

  • Standard: Talent Aquisition - Planning and Preparation standard #1
  • Location: Course - Talent Aquisition, Lesson - Identifying Talent Needs
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

invloves understanding the gaps between workforce supply & demand to define top priority gaps with the greatest impact on organizational performance.

A

Gap Analysis

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

6 Steps of Gap Analysis

A

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

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

the appropriate workforce interventions & activities to close identified workforce gaps & enable your organization to meet its strategic goals

A

Solution Implementation

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

4 Steps of Solution Implementation

A

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

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

ensures that everything is running smoothly.

A

Monitoring Progress

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

Tips for Effective Workforce Planning

A
  • 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.

Course: Talent Aquisition
Lesson: Identifying Talent Needs
3 Workforce Planning Tips and Tricks

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

used to analyze its workforce & determine the steps it must take to prepare for future staffing needs

A

Workforce Planning

Course: Talent Aquisition
Lesson: Identifying Talent Needs
3 Workforce Planning Tips and Tricks

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

7 Steps to Successful Strategic Workforce Planning

A

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

Course: Talent Aquisition
Lesson: Identifying Talent Needs
3 Workforce Planning Tips and Tricks

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

suggests that people, including managers & staff, can act based on biases without intending to do so.

A

Implicit Bias

Course: Talent Aquisition
Lesson: Identifying Talent Needs
3 Workforce Planning Tips and Tricks

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q

10 Ways to Eliminate Bias in Workforce Planning

A

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

Course: Talent Aquisition
Lesson: Identifying Talent Needs
3 Workforce Planning Tips and Tricks

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
35
Q

This is essential for many HR/talent functions, including talent acquisition

A

a clear and thorough job description

Course: Talent Aquisition
Lesson: Supporting the Hiring Team

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
36
Q

involves using your organization’s brand to help current & prosepective employees see your organization as an employer of choice

A

Employer Branding

Course: Talent Aquisition
Lesson: Supporting the Hiring Team
3 Involving Staff and Others

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
37
Q

a tool that provides candidates with accurate & complete information about a job & the work enviorment, including both positive & negative aspects of the position.

A

Realistic Job Previews

Course: Talent Aquisition
Lesson: Supporting the Hiring Team
3 Involving Staff and Others

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
38
Q

Training & Support Areas

A

1) Compliance
2) Processes
3) Customer Focus
4) Mitigating Bias

Course: Talent Aquisition
Lesson: Supporting the Hiring Team
4 Training and Support

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
39
Q

the process of studying jobs to gather, analyze, synthesize, & report information about job responsibilities & requirements & the conditions under which work is performed.

A

Job Analysis (JA)

Course: Talent Aquisition
Lesson: Job Analysis
2 What is Job Analysis? (Part 1)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
40
Q

Why is Job Analysis Important?

A
  • 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

Course: Talent Aquisition
Lesson: Job Analysis
2 What is Job Analysis? (Part 1)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
41
Q
  • Should be performed first
  • Evaluation of a given job
  • An internal process
  • Attention given to small details
A

Job Analysis

Course: Talent Aquisition
Lesson: Job Analysis
2 What is Job Analysis? (Part 2)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
42
Q
  • A statement
  • Describes a position generally
  • Informed by a job analysis
  • Often used to advertise a job
A

Job Description

Course: Talent Aquisition
Lesson: Job Analysis
2 What is Job Analysis? (Part 2)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
43
Q

Components of Job Analysis

A

Tasks
Duties
Competencies

Course: Talent Aquisition
Lesson: Job Analysis
2 What is Job Analysis? (Part 2)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
44
Q

KSAs

A

Knowledge
Skills
Abilities

Course: Talent Aquisition
Lesson: Job Analysis
2 What is Job Analysis? (Part 2)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
45
Q

Steps to Conduct a Job Analysis

A

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

Course: Talent Aquisition
Lesson: Job Analysis
3 Conducting a Job Analysis (Part 1)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
46
Q

Job Characteristics

A
  • 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

Course: Talent Aquisition
Lesson: Job Analysis
3 Conducting a Job Analysis (Part 1)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
47
Q

6 Data Sources for Collecting Information

A

1) Focus Groups
2) Interviews
3) Observation
4) Questionnaires
5) Critical Incidents
6) Task Inventory

Course: Talent Aquisition
Lesson: Job Analysis
3 Conducting a Job Analysis (Part 1)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
48
Q

Elements of a Job Description

A
  • General Position Information
  • Job Summary
  • Essential Tasks
  • Position Requirements
  • Knowledge, Skills, & Abilities
  • Work Environment
  • Supervisory Responsibility
  • Compensation

Course: Talent Aquisition
Lesson: Job Analysis
3.4 Conducting a Job Analysis (Part 3)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
49
Q

Establishes standards related to:
* Minimum wage
* Overtime pay
* Recordkeeping requirements
* Youth employment

A

The Fair Labor Standards Act
FLSA

Course: Talent Aquisition
Lesson: Job Analysis
3.4 Conducting a Job Analysis (Part 3)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
50
Q

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.

A

Exempt Employee

Course: Talent Aquisition
Lesson: Job Analysis
3.4 Conducting a Job Analysis (Part 3)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
51
Q

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.

A

NonExempt Employee

Course: Talent Aquisition
Lesson: Job Analysis
3.4 Conducting a Job Analysis (Part 3)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
52
Q

a detailed investigation into responsibilities & requirements for a given position.

A

Job Analysis

Course: Talent Aquisition
Lesson: Job Analysis
5 Summary and Next Steps

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
53
Q

5 Steps to Job Analysis

A

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

Course: Talent Aquisition
Lesson: Job Analysis
5 Summary and Next Steps

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
54
Q

a name, term, design, symbol, or any other feature that identifies one seller’s goods or service as distinct from those of other sellers.

A

Brand

Course: Talent Aquisition
Lesson: The Employer Brand
2 Brand

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
55
Q

using your brand to help current & prospective employees see your organization as employer of chocie - a place they want to work.

A

Employer Brand

Course: Talent Aquisition
Lesson: The Employer Brand
3 Brand & Employee Value Proposition

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
56
Q

the value or benefits employees receive in return for their skills, capabilities, & experience they bring to your organization

A

Employee Value Proposition

Course: Talent Aquisition
Lesson: The Employer Brand
3 Brand & Employee Value Proposition

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
57
Q

Your employer brand includes:

A
  • Designs, Themes, Slogans
  • Mission, Vision, Values
  • Key Messages & Storytelling
  • Your Organization or District Reputation

Course: Talent Aquisition
Lesson: The Employer Brand
4 Define your Brand

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
58
Q

A process to help you think about how to communicate your employee value proposition

A

Journey Mapping

Course: Talent Aquisition
Lesson: The Employer Brand
6 Journey Mapping

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
59
Q

7 Steps of Journey Mapping

A

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

Course: Talent Aquisition
Lesson: The Employer Brand
6 Journey Mapping

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
60
Q

Ingredients of Impactful Stories

A

Engage the senses
Build connections and draws us closer
Move us to feel
Inspire action

Course: Talent Aquisition
Lesson: The Employer Brand
9 Storytelling

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
61
Q

a way to gain a competitive advantage. Hiring the right (or wrong) personal may impact your culture & productivity.

A

Recruitment

Course: Talent Aquisition
Lesson: Inclusive Recruitment
2 Components of Recruitment

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
62
Q

Components of Recruitment

A

Assess the Need
Create a Strategy
Start the Search

Course: Talent Aquisition
Lesson: Inclusive Recruitment
2 Components of Recruitment

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
63
Q

Elements of a Job Description

A
  • General Position Information
  • Job Summary
  • Essential Tasks
  • Position Requirements
  • Knowledge, Skills, & Abililities
  • Work Environment
  • Supervisory Resonsibility
  • Compensation

Course: Talent Aquisition
Lesson: Inclusive Recruitment
2 Components of Recruitment

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
64
Q

in which individuals feel a sense of belonging. Every employee feels comfortable & supported by the organization when it comes to being their authentic selves.

A

Inclusive Workplace

Course: Talent Aquisition
Lesson: Inclusive Recruitment
2 Components of Recruitment

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
65
Q

the presence of individuals with different identities

A

Diversity

Course: Talent Aquisition
Lesson: Inclusive Recruitment
2 Components of Recruitment

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
66
Q

the culture & practices that make individuals of all backgrounds feel supported & accepted.

It creats an atmosphere where diversity is accepted & celebrated.

A

Inclusion

Course: Talent Aquisition
Lesson: Inclusive Recruitment
2 Components of Recruitment

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
67
Q

describes how organizaitons & job applicants interact.

A

Signaling Theory

Course: Talent Aquisition
Lesson: Inclusive Recruitment
3 Creating Inclusive Materials

68
Q

Appplicants are attracted to organizations that have the same values as them.

A

Attraction Selection Theory

Course: Talent Aquisition
Lesson: Inclusive Recruitment
3 Creating Inclusive Materials

69
Q

the value or benefits employees receive in return for the skills, capabilities, & experience they bring to your organization.

A

EVP (Employee Value Proposition)

Course: Talent Aquisition
Lesson: Inclusive Recruitment
3 Creating Inclusive Materials

70
Q

when internal candidates are considered for open positions.

A

Internal Recruitment

Course: Talent Aquisition
Lesson: Inclusive Recruitment
3 Types of Recruitment

71
Q

4 Key Advantages to choosing to recruit

A

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

Course: Talent Aquisition
Lesson: Inclusive Recruitment
4 Types of Recruitment

72
Q

Assess
Develop
Identify
Recruit
Assist

A

Succession Planning

Course: Talent Aquisition
Lesson: Inclusive Recruitment
4 Types of Recruitment

73
Q

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.

A

Grow Your Own (GYO)

Course: Talent Aquisition
Lesson: Inclusive Recruitment
4 Types of Recruitment

74
Q

when a special interest community & an organization work collaboratively to address issues of impact for the community in which they both reside.

A

Community Partnerships

Course: Talent Aquisition
Lesson: Inclusive Recruitment
4 Types of Recruitment

75
Q

Recruitment Metrics

A
  • 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

Course: Talent Aquisition
Lesson: Assessing Recruitment
2 Recruitment Metrics

76
Q

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.

A

Equal Employment Opportunity Commission
(EEOC)

Course: Talent Aquisition
Lesson: The Legal Side of Hiring
2 Laws & Guidelines

77
Q

compromises a set of hiring guidelines to ensure job applicants are selected on job related criteria without discrimination.

A

Uniform Guidelines on Employee Selection Procedures (UGESP)

Course: Talent Aquisition
Lesson: The Legal Side of Hiring
2 Laws & Guidelines

78
Q

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.

A

Americans with Disabilities Act (ADA)

Course: Talent Aquisition
Lesson: The Legal Side of Hiring
2 Laws & Guidelines

79
Q

An employer may never use genetic informaiton to make an employment decision - it is not relevant to an individual’s current ability to work.

A

Genetic Information Nondiscrimiation Act (GINA)

Course: Talent Aquisition
Lesson: The Legal Side of Hiring
2 Laws & Guidelines

80
Q

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.

A

Title VII of the Civil Rights Act of 1964

Course: Talent Aquisition
Lesson: The Legal Side of Hiring
2 Laws & Guidelines

81
Q

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.

A

Immigration Reform & Control Act (IRCA)

Course: Talent Aquisition
Lesson: The Legal Side of Hiring
2 Laws & Guidelines

82
Q

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.

A

Qualified

Course: Talent Aquisition
Lesson: The Legal Side of Hiring
3 Implicatons for Hiring

83
Q

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

A

Reasonable Accommodation

Course: Talent Aquisition
Lesson: The Legal Side of Hiring
3 Implicatons for Hiring

84
Q

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

A

Undue Hardship

Course: Talent Aquisition
Lesson: The Legal Side of Hiring
3 Implicatons for Hiring

85
Q

3 Basic Characteristics of Selection Tools

A

1) Costs
2) Validity
3) Group Differences

Course: Talent Aquisition
Lesson: Selection Methods
Introduction

86
Q

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.

A

Funneling

Course: Talent Aquisition
Lesson: Selection Methods
2 Selection Tools and Costs, Part 1

87
Q

Low-Cost/Low-Effort Tools

A

Applications
Resumes
Recommendatwons & Reference Checks

Course: Talent Aquisition
Lesson: Selection Methods
2 Selection Tools and Costs, Part 1

88
Q

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.

A

Weighted Application Blanks

Course: Talent Aquisition
Lesson: Selection Methods
2 Selection Tools and Costs, Part 1

89
Q

4 kinds of information obtainable from recommendatons & reference checks

A

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

Course: Talent Aquisition
Lesson: Selection Methods
2 Selection Tools and Costs, Part 1

90
Q

Medium-Cost/Medium Effor Tools

A
  • Cognitive Ability Tests
  • Personality Inventories
  • Remote Interviews

Course: Talent Aquisition
Lesson: Selection Methods
2 Selection Tools and Costs, Part 1

91
Q

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

A

Cognitive Ability Tests

Course: Talent Aquisition
Lesson: Selection Methods
2 Selection Tools and Costs, Part 1

92
Q

Personality Inventories typically measure 5 robust factors of personality. Those include :

A

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

Course: Talent Aquisition
Lesson: Selection Methods
2 Selection Tools and Costs, Part 1

93
Q

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

A

D. Conscientiousness
being dependable, hardworking, achivement oriented, & perservering - is the best predictor of job performance

Course: Talent Aquisition
Lesson: Selection Methods
2.1 Quetions: The Big Five

94
Q

Best Practices for Remote Interviews

A
  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

Course: Talent Aquisition
Lesson: Selection Methods
2.2 Selection Tools and Costs, Part 2

95
Q

High-Cost / High-Effort Tools

A

Most useful when you have few applicants & are looking to make final hiring decisions. May include:
* In-person Interviews
* Situational Judgement Tests
* Work Samples

Course: Talent Aquisition
Lesson: Selection Methods
2.2 Selection Tools and Costs, Part 2

96
Q

interview style better at predicting job performance

A

Structured Interviews
Standard set of questions & behavioral response anchors to evaluate candidates. Key to running an impactful & objective hiring process.

Course: Talent Aquisition
Lesson: Selection Methods
2.2 Selection Tools and Costs, Part 2

97
Q

Common Types of Cognitive Bias

A

Primacy Effect
Recency Effect
Halo Effect
Horn Effect
Centrality Bias
Leniency/Strictness Bias
Similar-to-me Bias
Confirmation Bias

Course: Talent Aquisition
Lesson: Selection Methods
2.5 Bias

98
Q

Primacy Effect
vs
Recency Effect

A

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.

Course: Talent Aquisition
Lesson: Selection Methods
2.5 Bias

99
Q

Halo Effet
vs.
Horn Effect

A

Allowing a postitive trait to overshadow all other qualities
vs.
Allowing a negative trait to overshadow all other qualities.

Course: Talent Aquisition
Lesson: Selection Methods
2.5 Bias

100
Q

Centrality Bias
vs.
Leniency/Strictness Bias

A

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

Course: Talent Aquisition
Lesson: Selection Methods
2.5 Bias

101
Q

Similar-to-me-Bias
vs.
Confirmation Bias

A

Tendency to favorably judge peopole who are perceived to be like you.
vs.
Focusing on information that supports what you already believe.

Course: Talent Aquisition
Lesson: Selection Methods
2.5 Bias

102
Q

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

A

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.

Course: Talent Aquisition
Lesson: Selection Methods
2.6 Quiz: Types of Bias

103
Q

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

A

C. Similar-to-me-Bias
because you allowed your mutual connection to your alma mater influence your ratings.

Course: Talent Aquisition
Lesson: Selection Methods
2.6 Quiz: Types of Bias

104
Q

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

A

B. Halo Effect

because you allowed your impression of the applicant’s educational backgorund to overshadow all other qualities.

Course: Talent Aquisition
Lesson: Selection Methods
2.6 Quiz: Types of Bias

105
Q

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

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.

Course: Talent Aquisition
Lesson: Selection Methods
2.6 Quiz: Types of Bias

106
Q

Types of Interview Questions

A
  • Behavior Based (Experenced Based)
  • Situational

Course: Talent Aquisition
Lesson: Selection Methods
2.8 Interview Question Types

107
Q

underlying assumption of this type of interview is that past performance predicts future performance

“Can you tell me a time when…”

A

Behavioral Interviews

Course: Talent Aquisition
Lesson: Selection Methods
2.8 Interview Question Types

108
Q

future-oriented & ask an applicant to consider how they would respond to a set of circumstances.

“What would you do if…?

A

Situational Questions

Course: Talent Aquisition
Lesson: Selection Methods
2.8 Interview Question Types

109
Q

Situational Judgement Tests (SJTs)

A

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

Course: Talent Aquisition
Lesson: Selection Methods
2.11 Selection Tools and Costs, Part 3

110
Q

measure job skills using the actual performance of tasks that are similar to those performed on the job.

A

Work Samples

Course: Talent Aquisition
Lesson: Selection Methods
2.11 Selection Tools and Costs, Part 3Work Samples

111
Q

Work Samples

A

1) Demo Lesson
2) Leaderless Group Discussion
3) The In-Basket Test

Course: Talent Aquisition
Lesson: Selection Methods
2.11 Selection Tools and Costs, Part 3

112
Q

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.

A

Demo Lesson

Course: Talent Aquisition
Lesson: Selection Methods
2.11 Selection Tools and Costs, Part 3

113
Q

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.

A

Leaderless Group Discussion

Course: Talent Aquisition
Lesson: Selection Methods
2.11 Selection Tools and Costs, Part 3

114
Q

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.

A

In-Basket Test

Course: Talent Aquisition
Lesson: Selection Methods
2.11 Selection Tools and Costs, Part 3

115
Q

the extent to which a data collection procedure measures what it is supposed to measure.

tells us which tools are best at perdictine performance

A

Validity

Course: Talent Aquisition
Lesson: Selection Methods
3 Selection Tools and Validity

116
Q

a measure or test used to assess attributes identified as important for successful job performance

A

Predictor

Course: Talent Aquisition
Lesson: Selection Methods
3 Selection Tools and Validity

117
Q

an important or desirable attribute identified as important for successful job performance.

Should be based on organizational needs & job analysis.

A

Criterion

Course: Talent Aquisition
Lesson: Selection Methods
3 Selection Tools and Validity

118
Q

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.

A

Validity Coefficients

Course: Talent Aquisition
Lesson: Selection Methods
3 Selection Tools and Validity

119
Q

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.

A

The Diversity-Validity Dilemma

Course: Talent Aquisition
Lesson: Selection Methods
4 Group Differences

120
Q

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.

A

Adverse Impact

Course: Talent Aquisition
Lesson: Selection Methods
4 Group Differences

121
Q

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

A

Uniform Guidelines on Employee Selection Procedures

Course: Talent Aquisition
Lesson: Selection Methods
4 Group Differences

122
Q

4/5ths (or 80% Rule)

A
  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)

Course: Talent Aquisition
Lesson: Selection Methods
4 Group Differences

123
Q

ethnic and/or gender minority candidates must be included in the interview pool for various senior-level positions.

A

Rooney Rule

Course: Talent Aquisition
Lesson: Selection Methods
4 Group Differences

124
Q

3 Basic Characteristics to consider when determining which selection tools are best suited for your organization

A

1) Cost
2) Validity
3) Group Differences

Course: Talent Aquisition
Lesson: Selection Methods
5 Summary and Next Steps

125
Q

used to ensure your seletion & hiring processes run efficiently, moving from low-cost/low-effort tools to hight cost/high-effort tools

A

Funneling

Course: Talent Aquisition
Lesson: Selection Methods
5 Summary and Next Steps

126
Q

Low-cost/Low-effort tools include:

A
  • applications
  • resumes
  • recommendations
  • reference checks

Course: Talent Aquisition
Lesson: Selection Methods
5 Summary and Next Steps

127
Q

Medium-cost/medium-effort tools

A
  • cognitive ability tests
  • personality inventories
  • remote interviews

Course: Talent Aquisition
Lesson: Selection Methods
5 Summary and Next Steps

128
Q

High-cost/high-effort tools

A
  • in-person interviews
  • demo lessons
  • work samples

Course: Talent Aquisition
Lesson: Selection Methods
5 Summary and Next Steps

129
Q

3 Best Predictors of Job Performance

A

1) Work samples
2) Strutured Interviews
3) Cognitive Ability Tests

Course: Talent Aquisition
Lesson: Selection Methods
5 Summary and Next Steps

130
Q

an invitation of employment that hiring managers & human resources give to a job candidate

A

Job Offer

Course: Talent Aquisition
Lesson: Extending Offers
1 Introduction

131
Q

2 Types of Job Offers

A

1) Written
2) Verbal

Course: Talent Aquisition
Lesson: Extending Offers
1 Introduction

132
Q

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)

A

Offer Letter

Course: Talent Aquisition
Lesson: Extending Offers
1 Introduction

133
Q

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.

A

Pre-Employment Activity

Course: Talent Aquisition
Lesson: Extending Offers
1 Introduction

134
Q

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

A

Employment Contract

Course: Talent Aquisition
Lesson: Extending Offers
1 Introduction

135
Q

activities that prepare the new hire & organization for their first day.

A

Post-Employment Activity

Course: Talent Aquisition
Lesson: Extending Offers
1 Introduction

136
Q

a notification from an employer to an applicant stating that they have been chosen for a position

A

Offer Letter

Course: Talent Aquisition
Lesson: Extending Offers
3 Verbal and Written Offers

137
Q

describes an employer offering a position verbally as opposed to a written letter or contract.

A

Verbal Job Offer

Course: Talent Aquisition
Lesson: Extending Offers
3 Verbal and Written Offers

138
Q

an official letter that offers a position to a job candidate.

A

Written Job Offer

Course: Talent Aquisition
Lesson: Extending Offers
3 Verbal and Written Offers

139
Q

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

A

Employment Contract

Course: Talent Aquisition
Lesson: Extending Offers
4 Equity and Fairness in Employment Contracts

140
Q

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

A

Equity

Course: Talent Aquisition
Lesson: Extending Offers
4 Equity and Fairness in Employment Contracts

141
Q

Impartial & just treatment or behavior without favortism or discrimination

A

Fairness

Course: Talent Aquisition
Lesson: Extending Offers
4 Equity and Fairness in Employment Contracts

142
Q

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.

A

Equality

Course: Talent Aquisition
Lesson: Extending Offers
4 Equity and Fairness in Employment Contracts

143
Q

a statement describing an employee’s work as property of the employer

A

Work for hire

Course: Talent Aquisition
Lesson: Extending Offers
4 Equity and Fairness in Employment Contracts

144
Q

Full name
Address
Contact information of both parties

A

Identification

Course: Talent Aquisition
Lesson: Extending Offers
4 Equity and Fairness in Employment Contracts

145
Q

number of hours & days employee must work

A

Extent of Services

Course: Talent Aquisition
Lesson: Extending Offers
4 Equity and Fairness in Employment Contracts

146
Q

describes which U.S. stte this contract is applicable in

A

Applicable Law

Course: Talent Aquisition
Lesson: Extending Offers
4 Equity and Fairness in Employment Contracts

147
Q

clause restricting a party from doing something during or after the term of the contract

A

Restrictive Covenant

Course: Talent Aquisition
Lesson: Extending Offers
4 Equity and Fairness in Employment Contracts

148
Q

3 Types of Restrictive Convenants

A

1) Non-compete agreement
2) Non-solicittion agreement
3) Confidentiality agreement

Course: Talent Aquisition
Lesson: Extending Offers
4 Equity and Fairness in Employment Contracts

149
Q

keeps employees from competing with employer during the term of the contract

A

Non-compete Agreement

Course: Talent Aquisition
Lesson: Extending Offers
4 Equity and Fairness in Employment Contracts

150
Q

an agreement that an employee won’t take customers or employees away from the employer

A

Non-solicitation Agreement

Course: Talent Aquisition
Lesson: Extending Offers
4 Equity and Fairness in Employment Contracts

151
Q

an agreement to keep trade secrets, financial information, potential new products & private company information confidential

A

Confidentiality Agreement

Course: Talent Aquisition
Lesson: Extending Offers
4 Equity and Fairness in Employment Contracts

152
Q

a critical document that defines the terms on which the employer & employee will operate

A

Employment Contract

Course: Talent Aquisition
Lesson: Extending Offers
4 Equity and Fairness in Employment Contracts

153
Q

Items to include in Employment Contract

A
  • 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

Course: Talent Aquisition
Lesson: Extending Offers
4 Equity and Fairness in Employment Contracts

154
Q

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”

A

Post Employment Activities

Course: Talent Aquisition
Lesson: Extending Offers
5 Post-employment Activities

155
Q

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

A

Onboarding

Course: Talent Aquisition
Lesson: Extending Offers
5 Post-employment Activities

156
Q

a month-long process of integrting the new hire into the organization

A

Integration Plan

Course: Talent Aquisition
Lesson: Extending Offers
5 Post-employment Activities

157
Q

essential to choosing the right employee

A

Pre-employment Activities

Course: Talent Aquisition
Lesson: Extending Offers
6 Summary and Next Steps

158
Q

used to reduce liabilities & workplace violence

A

Employee background checks

Course: Talent Aquisition
Lesson: Extending Offers
6 Summary and Next Steps

159
Q

informal & only legally binding under certain circumstances

A

Verbal Job Offers

Course: Talent Aquisition
Lesson: Extending Offers
6 Summary and Next Steps

160
Q

offical & legally binding

A

Written Job Offers

Course: Talent Aquisition
Lesson: Extending Offers
6 Summary and Next Steps

161
Q

legally binding & formally explain job duties

A

Employment Contracts

Course: Talent Aquisition
Lesson: Extending Offers
6 Summary and Next Steps

162
Q

ensure new hire’s success at the organization

A

Post-Employment Activities

Course: Talent Aquisition
Lesson: Extending Offers
6 Summary and Next Steps

163
Q

hels new employees get acclimated to the organization, organizational culture, and their job responsibilities

A

Onboarding

Course: Talent Aquisition
Lesson: Extending Offers
6 Summary and Next Steps

164
Q

help new employees adjust to their new role with facility tours, introductions to people, &bonding with team members/coworkers.

A

Integration Plans

Course: Talent Aquisition
Lesson: Extending Offers
6 Summary and Next Steps

165
Q

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.

A

Employee Experience

Course: Talent Aquisition
Lesson: The Hiring Experience
2 What is Employee Experience?

166
Q

a representation of a segment of users with similar characteristics

A

Persona

Course: Talent Aquisition
Lesson: Extending Offers
6 Summary and Next Steps

167
Q

Candidate Hiring Journey

A

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.

Course: Talent Aquisition
Lesson: Extending Offers
6 Summary and Next Steps

pHCLE 202311 (11 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions