Exam 2 Flashcards
the process of identifying potential employees, communicating job and organizational attributes to them, and convincing them to apply for available jobs
recruitment
when an individual is _____, he or she has the knowledge, skills, and abilities (KSAs)-the competencies-to do the job and help the firm achieve its organizational goals
qualified
two parts of a solid recruitment plan
knowing the best sources for recruitment and carefully crafting a recruitment message
two ways to recruit
internally and externally
the process of seeking job applicants from within the company
internal recruiting
six guidelines for successful internal recruiting
- develop and communicate job pathways for promotions and lateral moves within the company 2. develop a process for job postings that is accessible to all employees 3. ensure job ads clearly communicate job requirements and expectations 4. use employee records to identify potential candidates and invite them to apply 5. follow up with all internal applicants to acknowledge their app and keep them informed of progress of search 6. treat internal candidates with same level of care as external
the most frequently used technique for notifying current employees about job openings within the company
job postings
a searchable database that can be used to identify employees who meet certain job requirements
employee inventory
another internal way of recruiting that is not as good or as reliable
word of mouth
the process of recruiting employees from outside the organization
external recruiting
the geographic location in which one can reasonably expect to find a sufficient supply of qualified applicants
relevant labor market
two factors that have the greatest impact on where recruiting should take place
the skill level of the job (higher the skills level, the harder it is to find qualified candidates) and the harder it is to find qualified candidates, the broader the geographic area in which you must search
ways to do recruit externally
advertising, educational institutions (externships and internships), career fairs, employment agencies and employee search firms, professional associations, temporary employees, employee referrals, sourcing applicants, re-recruiting
ways for employers to connect with students in the workplace who could become future employees
externships and internships
an opportunity for employers to interact with a large number of potential applicants at one time
career fair
not-for-profit employment agencies affiliated with local, state, or federal governments
public employment agencies
an agency that provides job search assistance for a fee, and often select professions only
private employment agency
an employment agency used by employers with payment made as a flat fee or percentage of the new hire’s first-year salary, and paid only if the search is successful
contingency recruiting agency
an agency sued for recruiting high level positions, such as CEOs and vice presidents, with the agency paid a retainer for the work it does
retained search agency
executive search firm or headhunter
an agency that charges based on the time it spends recruiting rather than paying an amount per hire
on-demand recruiting service
an agency that contracts with an employer to administer some or all of the employer’s recruitment functions
recruiting process outsourcing (RPO)
a person hired to work for the company for a short period of time but who may become a permanent employee
temp-to-hire
an independent contractor, also known as a freelancer, hired by an employer on a temporary basis to perform specialized work
gig worker
one of the most successful external recruiting programs
employee referral programs
the process of identifying, attracting, and screening potential applicants who are not actively in the market for a new job
sourcing
the process of enticing qualified former employees to return to the company to work
re-recruiting
advantages of internal recruiting
more cost effective, existing employees know company operations and culture, advancement opportunities to motivate employees, performance data available on applicants
disadvantages of internal recruiting
creates a new vacancy, employees are too entrenched in current ops and culture to make needed changes, employees not selected may become problematic or leave, existing employees may not have the needed skills
advantages of external recruiting
brings new ideas into the company, can bring in employees who can help change the culture, can bring in needed skills, opportunity to change diversity profile
disadvantages of external recruiting
more expensive, new hires have to learn company ops and culture, lack of performance data, existing employees not selected may be resentful
a marketing concept used to design the advertising message in such a wya that potential applicants can differentiate what one company offers to its employees from what other companies offer
recruitment value proposition
developing a long-term strategy to manage how a firm’s stakeholders, including its current and future employees, perceive the company
employer branding
individuals are more attracted to jobs in which they have more _______ in the recruitment message and how you craft that message is extremely important
information
a message that provide positive information about the job and company, as well as information that is likely to be less favorable to some potential applicants
realistic job preview (RJP)
what is one step in the recruiting process that it is extremely important not to forget even if these people don’t get jobs
recruitment follow-up
what three things send signals not only to potential employees but also to the world at large
value proposition (also ethics of the company), truth-in-hiring, and the groups they target
a tool that provides a metric of effectiveness of recruitment sources
yield ratio
the costs related to the recruitment part of hiring a new employee
cost-per-hire
a measure of the length of time it takes from the time when a job opening is announced until someone begins work in the job
time-to-fill rate
the firm’s total recruiting costs divided by the total starting compensation of new hires
staffing efficiency ratio
gauges performance of the employee and is a way to measure employee contribution to the company
quality of hire
the hiring manager satisfaction with the performance of the firm’s recruiters and his or her new employees
hiring manager satisfaction
the number of employees who leave a firm divided by the firm’s total number of employees in a year
first-year turnover
captures information about where applicant learned about job and which sources result in most and highest quality hires
referral rates from various sources
involves identifying the strategies used by other organizations in your industry that are similar in size and location
benchmarking
what does recruitment focus on
focuses on finding a sufficient number of qualified applicants to choose from
what does recruitment involve
all the activities involved in sourcing potential candidates short of selection
what is important to understand before you begin recruiting
why you are recruiting and the type of employees needed
external recruitment involves identifying the ____
relevant labor market
which recruitment source has the highest first year survival rate?
employee referrals
an important factor that determines applicant attraction to the company and job
the recruiter
the systematic process of deciding which applicants to hire
selection
making a determination about how likely it is that candidates selected will be successful in the job based on their current ability to do the job or the potential they have to able to learn to do the job and do it well
prediction
selection is about ___
prediction
three primary decisions of selection
- which applicants should be hired as new employees 2. which employees should be promoted 3. which employees should be moved to other jobs within the company that do not involve a promotion
the extent to which there is a good match between the characteristics of a potential employee, such as knowledge, skills, values, and the requirements of the job
person-job fit
the extent to which a selection measure yields consistent results over time or across raters
reliability
at a minimum, all parts of the selection process need to be
reliable, valid, and unbiased
what kind of fit is harder to assess and/or put into words
person-culture fit
most people are cut because they are not a good _____ fit
culture
questions recruiters are trying to get answers to
- can this person do the job (ability) 2. will you like the job (motivation) 3. will we enjoy working with you (culture fit)
is focused on using selection methods that are both reliable and valid
psychometrics
two types of reliability
test-retest reliability and inter-rater reliability
shows consistency over time; can the same person get a similar score at different times
test-retest reliabilty
a high correlation between the two tests (r value) means that the test is
reliable
if three people interview an applicant for a job and are using similar questions and the same scoring, they should evaluate them in a similar manner
inter-rater reliability
________ reliability is typically lower
inter-rater reliability
the extent to which a selection method measures what it is supposed to measure and how well it does so
validity
when one’s personal views are allowed to affect the outcome of the decision-making process
selection bias
4 common types of bias
- influence of personal characteristics 2. the contrast effect 3. the halo/devil’s horn effect 4. impression management
4 types of validity
content validity, concurrent criterion related validity, predictive criterion related validity, construct validity
the extent to which the selection test focuses on job relevant information that mirrors aspects of the job; face validity
content validity
provides additional evidence of the validity of a measure by establishing a statistical relationship between the selection test and some measure of job performance; evidence you establish by collecting two sets of data at the same time and look at the correlation
concurrent criterion related validity
a type of criterion related validity that involves examining the relationship between selection measure scores taken prehire and performance scores collected at a later date; administer test to sample and then measure on the job performance after a few months
predictive criterion related validity
bias that results when an evaluation of one or more job applicants is artificially inflated or deflated compared to another job applicant
contrast effect
a positive or negative characteristic of a job candidate that has more influence on the outcome of the evaluation than do other attributes considered
halo/devil’s horn effect
occurs when job applicants engage in actions to present themselves in a positive light to the interviewer with the idea of biasing the outcome of the interview in their favor
impression mangement
preliminary review of the information provided by job applicants and the collection of additional information to decide which applicants are worthy or more serious consideration for the job
initial screening
taking a more in depth look at the applicants who make it through the initial screening prior to hiring them, including reviewing references, conducting background checks, and conducting additional interviews
final screening
a standardized form used by employers to collect job-related information about applicants
application
an overview of an applicant’s qualifications including education, previous work experience, and special skills and interests
resume
a short interview, typically conducted by telephone, to confirm the applicant is still interested in the position and to verify information provided by the firm
screening interview
a test that measures general intelligence or levels of specific aptitudes, such as numeric fluency, general reasoning, verbal comprehension, mechanical reasoning, logical evaluation, and memory span
cognitive ability test
a test that focuses on physical attributes of job candidates, such as endurance, strength, and general fitness
physical ability
a measure of an applicant’s current knowledge or skill level in relation to the job requirements
achievement test (or competency test)
a test in which the person actually performs some or all aspects of a job
work sample
measures the extent to which an applicant has mastered the subject matter required to do a job
knowledge test
a selection measure that identifies the extent to which an applicant possesses certain characteristics, such as assertiveness, self-confidence, conscientiousness, motivation, and interpersonal attributes
personality inventory
a type of interview process in which several people interview an applicant at the same time
panel interview
a type of interview in which questions are asked without a defined formate, and the same type of information is not collected from all interviewees
unstructured interview
a type of interview that uses a set of predetermined questions related to the job and usually includes a scoring system to track and compare applicant responses
structured interview
a type of interview based on the premise that past behavior is the best predictor of future behavior; involves asking job candidates to respond to questions about how they have handled specific job-related types of situations in the past
behavioral interview
contacting individuals whose names are provided by job applicants for the purpose of verifying employment information and gathering other job related data about an applicant to use in making the hiring decision
reference check
occurs when someone makes written or verbal comments about a person and those comments are not true and cause harm to the individual, such as causing the person to be rejected for the job
defamation of character
a hiring process in which an employer does not conduct a background check on an employee and that person commits a crime at work similar to the crime he or she committed in the past
negligent hiring
an action taken against an applicant, such as turning the applicant down for the job
adverse action
a process of engaging job candidates in a series of simulations designed to evaluate their ability to perform aspects of the jobs they are seeking
assessment center
a shortened name for biographical data; refers to a standardized questionnaire that asks applicants to provide personal and biographical information to be compared with the same information for successful employees
biodata
an individual with the skills, knowledge, and expertise related to a particular job
subject matter expert (SME)
how well a selection tool, such as a test, measures the job related characteristics that it claims to measure
construct validity
weighing each application question and tally all responses to come to an overall score
weighted application blank (WAB)
three types of employee tests
ability tests, achievement/competency tests, and personality inventories
two types of honesty tests
overt honesty test and personality test
the ADA specifies that a medical examination can be required only after
an offer of employment has been made
how high should the reliability coefficient be in order for the test to be considered reliable
0.85 at least and preferably 0.9
is it legal to use IQ tests in selection
it depends but mostly no
4 possibly parts of initial screening
applications, resumes, behavioral assessments, and screening interviews
what act limits how you can do and use credit checks
the Fair Credit Reporting Act (FCRA)
what do assessment centers usually focus on _____ and they involve____
internal promotions
in basket exercises, leadership group discussions, and role play
can you do drug tests
yes; Drug Free Workplace Act of 1988
are recovering drug and alcohol users protected
yes under the ADA
brain teasers?
most managers who use these are narcissistic and incompetent and use them to feel powerful
two AI hiring companies
HireVue and deepsense
interview best practices
structured format, behavioral questions, systematic scoring, multiple interviewers, interviewer training, implicit bias training
STAR
situation, task, action, results
a process for deriving a final score for each candidate in the selection process by weighting outcomes on multiple selection measures differently so that some items are weighted more heavily than others and a high score on one part can offset a low score on another
compensatory approach
an approach in which applicants have to pass each step (hurdle) successfully to continue in the selection process
multiple hurdle approach
an approach in which an applicant performs all the measures of the job assessment process and has to reach a minimum score on each one to remain in the running for a particular job
multiple cutoff approach
the process of managing two related activities; 1. effectively evaluating the performance of your employees against the standards set for them 2. helping them develop action plans to improve their performance
performance management
the use of a single score to reflect an individual employee’s overall performance
global performance measure
the specific tasks and activities employees must perform to do their jobs, and the competencies employees need to successfully perform those tasks and activities
performance dimensions
an incomplete appraisal of an individual’s performance, in which important aspects are not measured
deficient performance measure
a performance measure that is irrelevant to an individual’s actual job performance
contaminated performance measure
the level of expected performance
performance standards
the clarity of performance standards
specificity
an evaluation approach in which employees are evaluated from best to worst along some performance dimension or by virtue of their overall performance
ranking approach
an evaluation approach in which each employee in a business unit is compared to every other employee in the unit
paired comparison
a form of individual comparison whereby managers are forced to distribute employees into one of several predetermined categoreis
forced distribution
the evaluation of employees’ performance by comparing employees against certain “absolute” standards along a number of performance dimensions; each evaluation is independent of others and looks at traits, behaviors, and attributes
absolute approach
a method of evaluating employees based on various traits or attributes they possess that are relevant to their performance
graphic rating scale
a behavior based evaluation where the evaluation criteria consist of statements or examples of exceptionally good or poor performance employees display over the course of the evaluation period
critical incident approach
a behavior based evaluation approach where managers must choose among a set of alternative statements regarding the person being rated
forced choice
a behavior based evaluation approach where raters must evaluate individuals along a number of performance dimensions with each performance rating standard anchored by a behavioral example
behaviorally anchored rating scale (BARS)
a behavior based evaluation approach that requires raters to evaluate how often an employee displays certain behaviors on the job
behavioral observation scale (BOS)
a results based evaluation approach in which managers measure the outcomes of employees’ work such as their sales, productivity, or absenteeism
direct measures approach
a results based evaluation approach where managers meet with their employees and jointly set goals for the employees to accomplish during a particular time period
management by objectives (MBO)
the process of an employee evaluating his or her own performance
self-appraisal
a comprehensive measurement approach that involves gathering performance data from as many sources as possible - supervisors, peers, subordinates, and customers
360 degree appraisal
a bias that occurs when a rater’s earlier impressions of an individual bias his or her later evaluations of the person
primacy error
a bias that occurs when a rater narrowly focuses on an employee’s performance that occurs near the time of the evaluation
recency error
a bias that occurs when evaluators rate employees who resemble them in some way more highly than they rate employees who are dissimilar
similar-to-me errors
a bias that occurs when a rater consistently rates employees on the low end of an evaluation scale
strictness error
a bias that occurs when raters are unwilling to rate individuals as very. high or very low on an evaluation scale
error of central tendancy
training that aims to help raters understand performance standards and performance dimensions
frame-of-reference training
what does a performance management system help with
it helps direct and motivate employees to maximize their efforts on behalf of the organization
5 steps in the performance management process
- identifying performance dimensions 2. developing performance measures 3. evaluating performance 4. providing feedback 5. developing action plans to improve performance
3 types of performance appraisal formats
comparative, results based, and absolute standards
3 comparative appraisal formats
straight ranking, paired comparison, and forced distribution
two results based formats
management by objective and direct index
3 absolute standards formats
graphic rating scales, behaviorally anchored rating scales, and behavioral observation scales
overall positive or negative view of employees’ performance biases the ratings given on individual criteria
halo/horn error
manager artificially inflate or deflates an employees rating after comparing employee to another individual
contrast effect
