HR 120 Flashcards
(125 cards)
1
Q
What recruitment source should a big company use to fill 200 positions?
A
Social media
2
Q
What is the least appropriate source of recruiting for vacant jobs?
A
University placement offices
3
Q
What recruitment source should big companies avoid using to hire for entry-level positions?
A
Headhunters
4
Q
If the company is concerned with cost, what source of recruitment should it not consider as it
might be too expensive?
A
Private employment agencies
5
Q
If the new location is relative to the main location, the org should probably use which source of
recruitment?
A
External sources
6
Q
A planner notes that in a labour market that consists of 20 percent Indigenous people, 5 percent
of its employees are Indigenous. This comparison provides evidence of what?
A
Underutilization
7
Q
Succession planning systems help attract and retain talented employees by what?
A
Providing development opportunities.
8
Q
Employees the org believes can succeed in high-level positions (e.g., general manager of a
business unit or director of marketing) are called:
A
High-potential employees.
9
Q
Activities carried out by the org with the primary purpose of identifying and attracting potential employees is called:
A
Recruiting
10
Q
To become an “employer of choice”, companies may use a strategic approach of attaching a
visual, emotional, or cultural brand to an org called:
A
Employer branding
11
Q
Most direct applicants have done some research and concluded there is enough of a fit between
themselves and the vacant position to submit an application. This process is called:
A
Self-selection
12
Q
The hiring of relatives is called:
A
Nepotism
13
Q
True or False: The overall goal of workforce planning is to have the right people with the right skills in the right place at the right time:
A
True
14
Q
True or False: The primary goal of forecasting is to predict which areas of the org will experience downsizing.
A
False
15
Q
True or False: The most usual method for eliminating a labour shortage involves hiring permanent full-time
employees.
A
False
16
Q
True or False: Orgs that have a policy of external vs. internal recruiting signal to job applicants that the company provides opportunities for advancement for future vacancies.
A
False
17
Q
True or False: On Campus interviewing is the most important source of recruits for entry-level professional and
managerial vacancies.
A
True
18
Q
What is an example of a question that would be asked in a behavioural description interview?
A
In the past, how have you motivated an employee to perform a task that he or she did
not like?
19
Q
What type of interview typically has the highest validity in predicting job performance?
A
Behavioural description interview
20
Q
What are the features of computerized interviews:
A
Eliminates personal bias, discourages personal interaction, is useful for gathering
objective data, and is useful for collecting subjective data.
21
Q
What is the most effective way to select the best candidate for a job?
A
Learn how applicants have reacted in the past to similar situations as a way to predict
how they may perform in the job.
22
Q
What is true about non-directive interviews?
A
It includes open-ended questions, reveals a candidate’s career goals, identifies a candidate’s weaknesses, and reveals a candidate’s strengths.
23
Q
Orgs decide who will be chosen to fill job openings through what process?
A
Selection
24
Q
What is the first step in the selection process?
A
Screening applicants and resumes
25
The selection process should be set up in such a way that it lets the org identify people who
have the necessary what?
KSAO's (Knowledge, skills, abilities, and other characteristics)
26
When a selection measurement is free from random error, we say that it is:
Reliable
27
What is not normally requested on an employment application form?
Marital status, immigration status, ethnicity, religious values, etc.
28
What does the org check after it has determined that the applicant is a finalist for the job?
References
29
In what type of test might a candidate be presented with simulated emails and messages
describing the kinds of problems that confront a person in the job?
Job Performance Test
30
What type of test might include the following question: “if you could get into a movie without
paying and not get caught, would you do it?”
Honesty (or integrity) Test
31
What type of interviews include open-ended questions about the candidate’s strengths,
weaknesses, career goals and work experience?
Nondirective
32
What type of interviews may be particularly intimidating for people with ADHD, autism, and
other learning differences?
Panel
33
By having one person conduct the all 15 of the first-round interviews, there is consistency of the
rater during the interview process. This consistency is known as what?
Reliability
34
What interview technique could an org implement to most effectively limit their personal biases from the interview process?
Create a list of structured, standardized questions.
35
True or False: The process of selecting employees tends to be exactly the same in all orgs and for all jobs.
False
36
True or False: Orgs are more likely to make fair and unbiased hiring decisions when they rely solely on a single type of employment testing.
False
37
True or False: When an applicant provides their signature or verification on an application, they are indicating they have provided true and complete information.
True
38
True or False: The usual way applicants introduce themselves to a potential employer is by submitting a resume (or LinkedIn profile)
True
39
True or False: References are considered an unbiased source of information about job applicants.
False
40
True or False: Medical examinations may be given at any stage of the selection process.
False
41
True or False: A panel interview may reduce the effect of personal biases in selection decisions if the members of the interview do not have similar backgrounds or experience of groupthink.
True
42
What is the definition of Job Analysis?
Is the process of obtaining information about the jobs in the org. This analysis forms the
base, or the building block, for making objective and legally defensible decisions in
managing HR. Job analysis influences every HR activity including job design techniques
that increase job satisfaction while improving org performance.
43
Workflow Analysis: What are raw inputs?
Questions what materials, data, and information are needed
44
Workflow Analysis: What is equipment?
Questions what special, equipment, facilities, and systems are needed
45
Workflow Analysis: What is HR?
Questions what competencies (knowledge, skills, abilities, and other characteristics) are needed by those performing the tasks.
46
Workflow Analysis: What is an activity?
Questions what tasks are required in the production of the output
47
Workflow Analysis: what is output?
Questions what product, information, or service is provided and how the output measured.
48
What is a Job Description?
A written document that provides not only a brief summary of the job, but the job title,
the identification of the job, the job duties, and job specifications. There is no standardized form. JD’s are of value to both management and the employee.
49
What is job specification?
The qualifications a person must possess for a particular job – that is the knowledge,
skills, and abilities (KSAs), or in broader terms, the competencies required for the job.
This portion of the JD also includes the physical demands of the job, such as walking,
standing, lifting, and reaching.
50
How can ergonomics create a “safe” job?
a. Ergonomics is concerned with designing and shaping jobs to fit the physical abilities and
characteristics of individuals so that they can perform their jobs effectively. It helps employers to design jobs so that workers’ physical ability and job demands are balanced.
b. Bottom line is that ergonomics in the workplace is an issue that most companies must address. Driven by the need to prevent injuries, improve productivity, retain employees, or comply with legislated requirements.
51
Job design includes considering the worker’s mental capacity. This includes:
a. Reducing the information processing requirement of the job
b. Limiting amount of information and memorization that the job requires
c. Improving lighting, adding easy to read equipment, providing simple to operate equipment and clear instructions.
52
What is the legal framework for Canadian human resource management?
a. Federal Law
i. Canada Labour Code
ii. Canadian Human Rights Act
iii. Personal Information Protection and Electronic Documents Act (PIPEDA)
iv. Employment Equity Act
b. Provincial Law (Saskatchewan):
i. Labour Standards Act
ii. Trade Union Act
iii. Occupational Health and Safety Act
iv. Saskatchewan Human Rights Code
53
The federal prohibited grounds of discrimination in employment are covered by the Canadian Human Rights Act are:
i. Age
ii. Race or colour
iii. Religion or religious creed
iv. Physical or mental disability
v. Sex (including pregnancy and childbearing)
vi. Marital status
vii. Family status
viii. Sexual orientation
ix. National or ethnic origin
x. Pardoned conviction
54
What ways can we meet employers duty to accommodate?
a. Employers must prevent discrimination by accommodating differences.
b. It is not acceptable for an employer to assume that all employees will “fit” to the
workplace without recognition that some individuals have special needs.
c. Employers must alter the workplace to meet the needs of the employee to the point of
“undue hardship”.
55
What does reasonable accommodation include?
a. Redesigning job duties, providing technical support, and workplace modifications for
people with physical disabilities
b. Providing child care expenses for single parents who are required to take company-
sponsored training, and flexible work schedules for Aboriginal people in northern Canada to allow them to take part in the traditional hunting and fishing practices.
56
How does equity support diversity?
a. The employment equity act was inspired by a report written in 1984 by Justice Rosalie Abella. The report recognized four designated groups who have been historically
disadvantaged in their employment relationships. The groups are:
i. Women
ii. Members of visible minorities (e.g., Aboriginals, non-Caucasian in race)
iii. Persons with disabilities
b. The Employment Equity Act requires that the federal government, federal agencies, and
Crown corporations with 100 employees or more must implement employment equity
and report on their results. Employers are required to develop plans to better represent
the designated groups by identifying and removing any employment barriers. They must
also provide a timetable to achieve the changes.
57
What are the eight duties/responsibilities of the employer as it relates to workplace safety?
a. Ensure the workplace is hazard-free
b. Comply with the applicable acts and regulations (including setting up a joint health and
safety committee)
c. Supply personal protective equipment and ensure workers know how to use it
d. Inform employees about health and safety requirements, this includes identifying and
providing workplace safety training.
e. Determine hazards and ensure employee awareness
f. Keep records of reported work-related injuries and illnesses
g. Report any accidents that cause injuries and diseases to the Workers Compensation
Board
h. Discipline employees who do not comply with safety rules.
58
Three duties/responsibilities of workers as it relates to workplace safety?
a. Comply with all applicable acts and regulations
b. Report hazardous conditions or defective equipment
c. Follow all employer safety and health rules and regulations
59
What are the three workers rights as it relates to workplace safety?
a. The right to know
b. The right to participate
c. The right to refuse
60
Why should you care about WHMIS?
WHMIS is related to the workers right to know. It is Canada’s national hazard communication program consisting of symbols and warning labels for consumers and safety sheets that guide the handling of dangerous substances in the workplace.
61
What is the definition of HR Management?
Refers to the management of people in orgs to drive successful performance in achieving the org’s strategic goals.
62
What does HR Management involve?
a. They involve developing and implementing systems such as recruitment, performance
appraisal and compensation that are aligned with the org’s strategy to ensure the workplace has required competencies and behaviours to achieve its objectives.
b. HRM must be aware of economic, technological, social, and legal issues and understand
the impact these may have on the org.
63
What are three major objectives of HRM function?
a. To contribute to organizational effectiveness
b. To be responsive to larger societal concerns
c. To meet the personal needs of its employees
64
What four competencies encompass core business issues and give HR reps the knowledge to help an org build sustained competitive advantage?
a. Business mastery – understanding a firm’s economic and financial capabilities to
develop strategic direction.
b. HR mastery – development, appraisals, rewards, team building, and communication
c. Change mastery – interpersonal and problem-solving skills to manage change processes.
d. Personal credibility – developing personal relationships with one’s customers (e.g.,
earning trust by being fair, equitable, and consistent when dealing with others while
demonstrating the values of the firm.
65
What principles are HR professionals bound by?
Bound by principles of ethical behaviour; the fundamentals of right from wrong. This
involves the greatest good for the greatest number, respect for basic human rights, and to be fair and equitable.
66
HR’s role of supervisors and managers:
HR ensures that supervisors and managers are familiar with the basics of human
resource management because as indicated in the example above, they are responsible
for HR functions. Supervisors are required to analyze work, interview, and select job
candidates, provide training, conduct performance appraisals, and recommend pay
increases.
67
What does training consist of?
an org's planned efforts to help employee acquire job-related knowledge, skills, and
behaviours with the goal of applying these on the job.
68
What is formal training?
refers talent development
programs, courses, and events that are developed and organized by an org. Typically employees are
required to attend or complete these programs, which can include face-to-face training programs (such as instructor-led courses) as well as online programs.
69
What is informal learning and why is it important?
Informal learning is important for facilitating knowledge and skill acquisition. Informal learning refers to learning that is learner-initiated, involves action and doing, is motivated by an intent to develop, and does not occur in a formal learning setting.
Informal learning occurs without an instructor, and its breadth, depth, and timing are controlled by the employee. It occurs on an as needed basis and may involve an employee learning alone or through face to face or technology aided interactions.
70
How can informal learning occur?
Informal learning can occur through many different ways such as casual unplanned interactions with peers, informal mentoring or company-developed or publicly available social networking websites.
71
What is learning culture?
an “organizational commitment to ongoing learning, and the process of sharing, support, communication, and understanding that move the org forward.” Orgs with a learning culture are likely to engage in continuous learning.
72
What is continuous learning?
refers to a learning system that requires employees to understand the entire work system, acquire new skills, apply them on the job, and share what they have learned with other employees.
73
What does a Diversity, Equity, Inclusion, and Belongingness (DEIB) focused culture require leaders to demonstrate?
A Diversity, Equity, Inclusion, and Belongingness (DEIB) focused culture that is empathetic, collaborative, self-aware, innovative, profitable, and values everyone requires leaders to demonstrate a variety of skills that are not unlike what might be expected of any great leader but require ongoing development
and learning in addition to consistent effort and intentionality. Diversity can be considered to be any dimension that differentiates one person from another. Diversity is a reality in labour and customer markets and is a social expectation and value.
74
What does DEIB education and training refer to?
refers to learning efforts designed to support positive attitudes about diversity, uncover specific needs of underrepresented groups and develop skills needed to foster inclusiveness.
75
What is onboarding?
is a “process that focuses on transferring organizational, team, and role-specific knowledge” to new employees. When done well, onboarding can improve productivity and new hire retention.
76
What are the four goals for a Gour-Stage Onboarding Process?
1. Compliance: understand company policies, rules, and regulations
2. Clarification: Understand job and performance expectations
3. Culture: understand company history, traditions, values, norms and mission.
4. Connection: understand and develop working and interpersonal relations.
77
What is instructional design?
a process of systematically developing training to meet specified needs.
78
What steps are included in a complete instructional design process?
1. It begins with an assessment of needs (what the org requires that its people learn).
2. The org ensures that the employees are ready in terms of their mindset (set of attitudes),
motivation, basic skills, and work environment.
3. Plan the program, including the program’s objectives, instructors, and methods.
4. The org implements the program.
5. Evaluate results which provides feedback for planning future programs.
79
What three broad areas does a needs assessment refer to? What questions do they answer?
1. Organization – what is the context in which learning will occur?
2. Person – who needs the learning?
3. Task – what topics should be covered?
80
What is an organizational analysis?
Usually, the needs assessment begins with the organization analysis. This is a process for determining the appropriateness of training by evaluating the characteristics of the org. The org analysis looks at training needs in light of the org’s strategy, resources available, and management’s support for learning activities.
81
Training needs will vary depending on what?
Training needs will vary depending on whether the org’s strategy is based on growing or shrinking its workforce, whether it is seeking to serve a broad customer base or focusing on the specific needs of a narrow market segment, and various other strategic scenarios.
82
Following the org assessment, the needs assessment turns to what remaining areas of analysis?
Person and task analysis
83
What is a person analysis and what questions does it answer?
The person analysis is a process for determining individuals’ needs and readiness for learning. It
involves answering several questions:
* Do performance gaps result from a lack of knowledge, skill or ability?
* Who needs training?
* Are these employees ready?
The answers to these questions help the manager identify whether training is appropriate and which employees need training.
84
What is task analysis?
the process of identifying the tasks, knowledge, skills, and behaviours that training should emphasize. Usually, task analysis is conducted along with person analysis. Understanding shortcomings in performance usually requires knowledge about the tasks and work environment as well as the employee.
85
What conditions do HR professionals look for to carry out task analysis?
These conditions include the equipment and environment of the job, time constraints (e.g., deadlines), safety considerations, and performance standards. These observations form the basis for a description of work activities, or the tasks required by the person’s job. For a selected job, the analyst interviews employees and their supervisors to prepare a list of tasks performed in that job.
86
What does effective training require?
Effective training requires not only a program that addresses real needs but also a condition of
employee readiness.
87
What is readiness for learning?
Readiness for learning is a combination of employee characteristics and positive
work environment that permit learning. It exists when employees are able and eager to learn and their org encourages learning.
To be ready to learn, employees need basic learning skills, especially cognitive ability, which includes being able to use written and spoken language, solve math problems, and use reasoning to solve problems.
88
True or False: employees learn more when they are highly motivated to learn?
True. That is, when they really want to learn the content of the training program.
89
What two broad characteristics of the work environment does Readiness also depend on?
situational constraints and social support.
90
What are situational constraints?
Situational constraints are the limits on training’s effectiveness that arise from the situation or the conditions within the org.
Constraints can include a lack of money for training, lack of
time for training or practicing, and failure to provide proper tools and materials for learning or applying
the lessons of training.
Conversely, trainees are likely to apply what they learn if the org gives them opportunities to use their new skills and if it rewards them for doing so.
91
What is social support?
refers to the ways the org’s people encourage training, including giving trainees positive feedback and encouragement, sharing information about participating in training programs, and expressing positive attitudes toward the org’s training programs. Support can also come from employees’ peers.
Readiness for learning is greater in an org where employees share knowledge, encourage one another to learn, and have a positive attitude about carrying the extra load when co-workers are attending class.
92
What are the benefits of formally establishing objectives for a training program?
First, a training program
based on clear objectives will be more focused and more likely to succeed. Employees learn best when they know what the training is supposed to accomplish. Finally, down the road, establishing objectives provides a basis for measuring whether the program succeeded.
93
What 3 components does effective training objectives have?
* They include a statement of what the employee is expected to do, the quality or level of performance that is acceptable, and the conditions under which the employee is to apply what
they learned ( e.g., physical conditions, mental stresses, or equipment failure)
* They include performance standards that are measurable.
* They identify the resources needed to carry out the desired performance or outcome. Successful learning requires employees to learn but also requires employers to provide necessary resources.
94
What three broad categories do training methods fall into?
presentation, hands-on, and group-or team-building methods.
95
What is distance learning?
With distance learning, trainees at different locations attend programs online, using
their computers or mobile devices to view lectures, participate in discussions, and share documents.
Technology used in distance learning may include videoconferencing (e.g., Zoom), e-mail, instant messaging, document-sharing software, and web cameras.
96
What is e-learning?
involves receiving training through the Internet or the org’s intranet, typically, through some combination of web-based training modules, distance learning, and virtual classrooms. E-learning uses electronic networks for delivering and sharing information, and it
offers tools and information for helping trainees improve performance.
The e-learning system may also process enrolments, test and evaluate participants, and monitor progress. The system may embed data analytics and learning science to provide personalized or adaptive learning capabilities. Instructional content can be personalized to respond to individual learners’ actions and outcomes.
97
What are electronic performance support systems (EPSS)?
computer applications that provide access to skills training, information, and expert advice when a problem occurs on the job.
98
What is on the job training (OJT)?
refers to methods in which a person with job experience and skill guides learners in practicing job skills at the workplace. This type of training takes various forms including apprenticeships and internships.
99
What is an apprenticeship?
work-study training method that teaches job skills through a combination of on the job training and classroom training.
100
What is an internship?
is on the job training by an educational institution as a component of an academic
program. Students are placed in paid positions where they can gain experience related to their area of study.
101
What is Co-operative education?
is a plan of higher education that incorporates paid work experience as an important component of academic studies.
102
What is a simulation training method?
represents a real-life situation, with learners’ decisions resulting
in outcomes that mirror what would happen if they were on the job. Simulations, which allow trainees to see the impact of their decisions in an artificial, risk-free environment, are used to teach production and process skills as well as management and interpersonal skills.
Simulators must have elements identical to those found in the work environment. The simulator needs to respond exactly as equipment would under the conditions and response given by the trainee. For this reason, simulators are expensive to develop and need constant updating as new information about the work environment becomes available. Still, they are an excellent training method when the risks of a mistake on the job are great.
103
What ways do employees learn best?
In general, effective
communication learning objectives clearly, presents information in distinctive and memorable ways, and
helps learners link the subject matter to their jobs.
104
What is the goal of implementation?
Ultimately, the goal of implementation is transfer of learning, or on the job use of knowledge, skills and
behaviours learned in training.
105
Some orgs rely of efficiency measures as evaluation. Supply examples that may be included:
* Number of employees trained by each training, learning and development staff member;
* Total number of employees trained annually; and,
* Time to implement a new learning initiative.
106
How do orgs strive to measure effectiveness(most commonly used)?
Depending on the objectives, the evaluation can use one or more measures: trainee satisfaction with the program, knowledge or abilities gained, use of new skills and behaviour on the job (transfer of learning), improvements in individual and org performance, and return on investment.
107
What is the pupose of evaluating trainig?
to help with future decisions about the org’s training programs.
Using the evaluation, the org may identify a need to modify the training and gain info about the kinds of changes needed. The org may decide to expand successful areas of training and cut back on training that has not delivered significant benefits.
108
What is a protean career?
a person frequently changes based on changes in person’s interests, abilities, and values in the work environment. Employees look for orgs to provide not job security and a career ladder to climb but, instead, development opportunities and flexible work arrangements.
For the employee, success in a protean career requires continuous learning,
coupled with a willingness to embrace change, even moving across the boundaries that separate functions and industries.
A career path that once would have been criticized as “job hopping” may now be praised as increasing one’s value in the labour force.
109
What four broad categories do employee development approaches fall into?
formal education, assessment, job experiences, and interpersonal relationships. Many orgs use these approaches.
110
What is the most widely used asessment?
the Myers-Briggs Type
Indicator.
111
What is the Myers-Briggs Type
Indicator?
identifies individuals’ preferences for source of energy, means of
information gathering, way of decision making and lifestyle. It consists of more than 100 questions about how the person feels or prefers to behave in different situations.
112
The Myers-Briggs Type Indicator describes individuals in what four areas?
* The energy dimension indicates where individuals gain interpersonal strength and vitality,
measured as their degree of introversion or extroversion. Extroverted types gain energy through
interpersonal relationships. Introverted types gain energy by focusing on inner thoughts and
feelings.
* The information-gathering dimension relates to the preparations individuals make before
making decisions. Individuals with a Sensing preference tend to gather the facts and details to
prepare for a decision. Intuitive types tend to focus less on the facts and more on possibilities
and relationships among them.
* In decision making, individuals differ in the amount of consideration they give to their own and
others’ values and feelings, as opposed to the hard facts of a situation. Individuals with a
Thinking preference try always to be objective in making decisions. Individuals with a Feeling
preference tend to evaluate the impact of the alternatives on others, as well as their own
feelings; they are more subjective.
* The lifestyle dimension describes an individual’s tendency to be either flexible or structured.
Individuals with a Judging preference focus on goals, establish deadlines, and prefer to be
conclusive. Individuals with a Perceiving preference enjoy surprises, are comfortable with
changing a decision, and dislike deadlines.
113
What are job experiences?
the combination of relationships,
problems, demands, tasks, and other features of an employee’s job. Using job experiences for employee development assumes that development is most likely to occur when the employee’s skills and experiences do not entirely match the skills required for the employee’s current job. To succeed, employees must stretch their skills. In other words, they must learn new skills, apply their skills and knowledge in new ways, and master new experiences.
114
What four steps does a basic career management system involve?
data gathering, feedback, goal setting, and action planning and follow-up.
115
What is data gathering's criteria for success?
focuses on competencies needed for career success. Include a variety of measures.
116
What is feedback's criteria for success?
maintains confidentiality. Focuses on specific success factors, strengths, and improvement areas.
117
What is goal setting's criteria for success?
Involves management and coaches/mentors. Specifies competencies and knowledge to be developed and specific developmental methods.
118
What are action planning and follow up's criteria for success?
Involve management and coaches/mentors. Measure
success and adjust plans as needed. Verify that pace of development is realistic.
119
Self-Assessment tools often include psychological tests such as what?
the Myers-Briggs Type Indicator, the Strong Campbell Interest Inventory, and the Self-Directed Search
120
What is the Strong Campbell inventory?
Inventory helps employees identify their occupational and job interests.
121
What is The Self-Directed Search?
identifies employees’ preferences for working in different kinds of environments – sales, counselling, and so on. Tests may help employees identify the relative value they place on work and leisure activities.
122
Goal setting usuallly involves one or more cateogies. Name these categories:
* Desired roles, such as becoming a team leader within two years.
* Level of skill to apply; for example, to apply one’s budgeting skills to improve the unit’s cash
flow problems.
* Work setting: for example, to move to corporate marketing within the next 12 months.
* Skill acquisition: such as learning how to use data analytics to interpret and enhance client
experience.
123
The outcome of action planning often takes the form of what?
A development plan
124
What do development plans usually include?
descriptions of strengths and areas for development, career goals, and training, learning, and
development activities for reaching each goal.
125
What are the three stages to an effective program for developing high-potential employees?
1. Selection of employees: Orgs may select outstanding performers and employees who have completed elite academic programs, such as earning a master’s degree in business
administration. Orgs may also use the results of psychological tests such as assessment centres.
2. Developmental experiences: As employees participate in developmental experiences, the org identifies those who succeed in the experiences. The org looks for employees who continue to
show qualities associated with success in senior roles, such as communication skills, leadership
talent, and inclusivity.
3. Active involvement with senior leadership: identified employees become actively involved with
senior leadership in the org, providing them with a greater understanding of the org’s culture.
