L3 Flashcards
1
Q
Attracting people with the right qualifications (as determined in the job analysis) to apply for the job
A
Recruitment
2
Q
hiring someone from outside the company
A
External recruitment
3
Q
used to find new candidates that can bring in-demand skills or experience to the organization
A
External Recruitment
4
Q
promoting someone from within the organization
A
Internal recruitment
5
Q
require employees to apply and be evaluated against other candidates fostering a merit-based selection process.
A
Competitive
6
Q
do not involve a formal application process; employees are promoted without competing against others, often based on their current role and performance
A
Noncompetitive
7
Q
A
8
Q
A
9
Q
Recruitment Methods:
A
Media Advertisement
- newspaper
- Elctronic Media
Point of ourchase
Recruitment
- campus recruiters
- outside recruiters
Employee agencies and search firms
- employment agencies
- Executive search firms
Public employment agencies
Employee referrals
Direct mail
10
Q
includes channels such as television, radio, social media platforms, websites, emails, and other internet-based tools used to broadcast job advertisements and recruit potential candidates
A
Electronic Media
11
Q
a common method of recruiting employees considered as one of the least effective recruitment methods
A
Newspaper
12
Q
Applicants are asked when an organization wants to either quickly screen applicants or hear an applicant’s phone voice
A
Calling
13
Q
when they don’t want their phones tied up by applicants calling want the applicants to fill out a specific job application, or want to get a physical look at the applicant
A
Apply-in-person ads
14
Q
Applicants are asked to send a résumé directly to the company when the organization expects a large response and does not have the resources to speak with thousands of applicants.
A
Send-resume-ads
15
Q
On rare occasions, a company needs to terminate an employee without them knowing but wants first to find a replacement
A
Blind Box
16
Q
The organization doesn’t want its name in public to avoid a flood of applications, especially from unqualified candidates.
A
Blind Box
17
Q
The company might fear that people wouldn’t apply if they knew the name of the company.
A
Blind Box
18
Q
attract the greatest number of applicants, but ads that include the salary range and a company phone number attract the highest-quality applicant
A
Ads displaying the company emblem and using creative illustrations
19
Q
rather than information that is “too good to be true”
increase applicant attraction to the organization
A
Ads containing realistic information about the job
20
Q
These mediums are often used for positions that need to be filled quickly or for large-scale recruitment. However, they can be costly and are less targeted compared to other methods
A
Tv ads
Radio ads
Targeted audience
21
Q
principles used to market products to consumers. job vacancy notices are posted in places where customers, current employees, or passersby are likely to see them
A
Point of purchase Method
22
Q
(Point of Purchase Method) passersby are likely to see them:
A
store windows
bulletin boards
restaurant placemats
side of trucks
23
Q
it is inexpensive, and it is targeted toward people who frequent the business. only a limited number of people are exposed to the sign
A
Point of purchase method
24
Q
Companies send recruiters to colleges and universities to interview students and promote job opportunities.
A
Campus recruitment
25
typically recruit for entry-level positions and internships. This can be done in-person but due to cost considerations, many employers have cut back on the use of on campus recruiting. As a result, an increasing number of colleges are organizing virtual job fairs.
Campus Recruitement
26
More than 75% of organizations use such this sources as private employment agencies, public employment agencies, and executive search firms.
Outside recruitment
27
Private employment agencies and executive search firms are designed to make a profit from recruitment activities, whereas public employment agencies are operated by state and local public agencies and are strictly nonprofit
Outside Recruitment
28
operate in one of two ways: charge either the company or the applicant usually ranging from 10% to 30% of the applicant’s first-year salary. useful when HR departments are overloaded or lack recruitment expertise.
Employment Agencies
29
the disadvantage is that the company loses some control over its recruitment process and may end up with undesirable applicants
Employment Agencies
30
better known as “headhunters”
Executive search firms
31
differ from employment agencies in several ways. First, the jobs they represent tend to be higher-paying, non–entry level positions. Second, reputable executive search firms always charge their fees to organizations rather than to applicants. Third, fees charged by executive search firms tend to be about 30% of the applicant’s first- year salary.
Executive Search Firms
32
can pressure applicants to accept jobs that are offered, but candidates are not obligated to do so
Executive Search Firms
33
run by state and local governments to help unemployed individuals find work.
Public Employment Agencies
34
offer services like career advice and résumé preparation. help fill blue-collar and clerical jobs.
Public Employment Agencies
35
no cost involved, often government programs are also available that will help pay training costs. using job search kiosks in public places.
Public Employment Agencies
36
Applicants can use the kiosks to search for local job openings and get information on how they can apply for the jobs
Public Employment Agencies
37
Considered one of the excellent sources of recruitment due to higher retention rates and cultural fit
Employee Referrals
38
78% of private-sector companies rely on this
Employee Referrals
39
24% of employees refer candidates primarily for the monetary incentive. Others do it to help friends or improve their work environment
Employee Referrals
40
Employees tend to refer individuals who are similar to them in terms of gender, race, and nationality, which can limit workplace diversity.
Selection Bias
41
The company only provides the referral bonus if the referred candidate is hired and stays for the required duration
Incentives Apply Only to Successful Hires
42
involves sending personalized job invitations through email, physical mail, and even bank statement inserts.
Direct Mail Recruiting
43
Companies use this method to target passive job seekers who are not actively applying but may be interested in new opportunities
Direct Mail Recruiting
44
Sent 64,000 letters to potential candidates.
Received 500 responses.
Successfully hired 20 nurses.
Allstate Insurance
45
Needed 10 engineers.
Sent 3,300 recruitment postcards at a total cost of $5,000.
Received 100 responses.
Interviewed 30 candidates before filling the required
positions.
Union Special (Sewing Machine Manufacturer in Illinois)
46
Reaches passive candidates who may not be looking for jobs online.
Can be highly targeted based on industry, location, and job role.
Personalized approach makes candidates feel valued.
Advantages of Direct Mail
47
Lower response rates compared to digital recruitment.
Higher cost compared to job boards and social media advertising
Challenges of direct mail success stories
48
Many companies post job listings on their own websites. They use career pages, blog posts, and even YouTube recruitment videos to attract talent.
Employer-Based Websites
49
Most common platforms of job boards
Indeed
Glassdoor
Monster
LinkedIn
50
Companies use Facebook, Twitter, and LinkedIn for job postings. Blogs and podcasts are also used to engage and attract talent
Social Media Recruiting
51
Platforms like Glassdoor not only post job listings but also provide Employee reviews of companies, Salary insights, Workplace culture descriptions
Job Market Place
52
Benefits of Internet Recruiting:
Wider reach
Lower cost
Faster hiring process
53
are organized events where multiple employers gather to meet potential candidates
Job Fairs
54
Includes events held at colleges, universities, or Chamber of Commerce gatherings
Multi-employer job fair
55
Focused on particular fields, such as education or healthcare.
Industry-Specific Fairs
56
Hosted by a single company to recruit for its vacancies
Organization-Specific Job Fair
57
Focused on particular fields, such as education or healthcare.
Industry-Specific Fairs
58
Hosted by a single company to recruit for its vacancies
Organizer-Specific Job Fair
59
Recruitment channels that go beyond traditional job postings and fairs.
Nontraditional Recruitment Sources
60
Job fairs for previously incarcerated individuals
Second-Chance Hiring
61
Trucking companies hiring married couples
Unique Strategies
62
Determines quality versus cost.
Cost per Qualified applicants
63
64
Tracks representation from underrepresented groups
Diversity Metrics
65
Evaluates financial efficiency
Cost per applicant
66
are individuals not actively job-seeking but open to opportunities.
Passive applicants
67
Internal hires already understand the company culture.
Realistic Job Preview
68
Different sources attract different candidate types.
Targeted Hiring
69
Employees referred by current staff often integrate better
Interpersonal Attraction
70
A recruitment tool that provides job applicants/job candidates with both positive and negative realistic information about the job and the organization they are applying to, so that they can have better insights into whether the role is a good fit for them.
Realistic Job Previews
71
They will ensure that candidates have the right expectations and provide a clear picture of what they can expect in terms of workload, job responsibilities, work environment, career growth, work-life balance, and also the compensation and benefits they will receive.
Realistic Previews
72
A type of assessment or test that evaluates the important aspects of the job, where the questions or tasks are relevant to the skills and knowledge required for the role
Content Validity
73
This is the type that evaluates how well a test predicts job performance. It is divided into two types: first is predictive validity, which measures how well a test can predict future performance; and concurrent validity, which measures current performance
Criterion Validity
74
It is a type that assesses whether an assessment accurately measures the concept or trait it claims to measure. Simply, it measures whether the results of the answers align with what is required for the job
Construct Validity
75
The extent to which a test or selection procedure appears to measure what it is supposed to measure, from the perspective of the test- taker.
Face Validity
76
Protecting the personal information and rights of job applicants and employees
Privacy
77
When a seemingly neutral employment practice disproportionately excludes members of a protected
group.
Adverse Impact
78
This refers to evaluating which option allows the organization to save more money. It focuses on choosing methods or tools that provide the best value without compromising quality, ensuring that resources are used wisely
Cost-effective or Cost-efficiency
79
There is a set of standardized questions asked in a specific order, and the same questions are asked to all candidates or applicants.
Structured
80
This one is more conversational and flexible. The flow and questions depend on the responses of the candidate or applicant
Unstructured
81
This is the most common type. It takes place in a specific location and happens live or in real-time.
Face-to-face
82
It takes place through video calls with people in different locations.
Video Conference
83
It is conducted through written communication, such as email or written questionnaire
Written
84
interaction between the interviewer and the interviewee.
One on one
85
This is where you meet several people in different positions within an organization on the same day, having a series of one-on- one meetings with individuals in various positions.
Serial
86
It’s similar to a serial interview, with a first and subsequent interviews. For example, in the first interview, you meet with HR. Then, the following week, you return for another interview but this time with the Vice President.
Return
87
This consists of several interviewers assessing one interviewee.
Panel
88
This is when a company interviews multiple people at
once.
Group
89
There are instances where interviewers tend to remembe candidates who were interviewed earlier, compared to those interviewed later.
Primacy effect
90
This refers to unconscious bias where two candidates are judged and compared against each other
Contrast effect
91
Interviewers tend to focus more on the negative information about an interviewee, even if there is positive information present
Negative information bias
92
Bias may occur when the interviewer and the interviewee share personal similarities, which can influence the interviewer’s evaluation.
Interviewer-interviewee similarities
93
Bias that occurs when a candidate is judged based on physical appearance rather than skills or qualifications, often favoring more attractive individuals.
Interviewee Appearance
94
Sometimes interviewers base their impressions on nonverbal behaviors such as eye contact, smiling, facial expressions, gestures, posture, and more.
Nonverbal Cues
95
Allow the interviewer to clarify information in the, résumé, cover letter, and application, fill in gaps, and obtain other necessary information. Because each applicant’s-résumé and cover letter are unique, specific clarifiers are not standard across applicants
Clarifiers
96
Are questions that must be answered a particular way or the applicant is disqualified
Disqualifiers
97
Determiners tap an interviewee’s level of expertise.
Skill-level
98
also called situational questions ask an applicant what she would do in a particular situation.
Future-focused, questions
99
Sometimes referred to as patterned behavior description interviews (PBDIs) Differ from situational interview questions by focusing on previous behavior rather than future intended behavior. That is, applicants are asked to provide specific examples of how they demonstrated job-related skills in previous jobs
Past-focused questions
100
Tap the extent to which an applicant will fit into the culture of an organization or with the leadership style of a particular supervisor. Questions about the candidate's work style, preferred environment, values, and how they handle challenges
Organizational fit questions
101
Is a method of evaluating responses based on how closely they match a standard or commonly accepted answer. It is used to ensure fairness and consistency assessments such as tests, surveys, and automated grading system
Typical Answer Scoring
102
It means to create good relationship by being friendly, rspectful, and showing understanding.
Build rapport
103
Means to pose an inquiry in order to obtain information.
Ask the question
104
Telling someone what to expect what will happen next.
Explaining the process and the agenda
105
Assign a rating or points to each response based on your scoring criteria, and then immediately write down any observations, comments, or feedback pertaining to that questions
Score the answer and take notes after each question
106
Sharing key details such as the salary, benefits, and work environment to help candidates to understand the role and the company.
Provide information about the job and the organization (e.g., salary, benefits, climate)
107
Responding Clearly to any queries the candidate has to ensure they have all the information they need.
Answer the intervieew’s questions
108
Means to wrap up politely by thanking the candidate summarizing nest steps, and leaving a positive friendly impression
End the interview in a pleasant note
109
It means setting up a date, time, and place for the interview and coordinating everyone’s availability.
Scheduling the interview
110
Preparing by reviewing the job description and candidate’s resume, arranging the interview space or virtual setup, and ensuring all materials and technology are ready.
Before the interview
111
Asking planned questions, listening carefully, evaluating responses, and recording observations.
During the interview
112
Means reviewing notes, scoring rsponses, discussing the candidate with the team if needed, and deciding on next steps
After the interview
113
possible, get the name of the person to whom you want to direct the letter
Salutation
114
The opening paragraph should be one or two sentences long and communicate three pieces of information: the fact that your résumé is enclosed, the name of the job you are applying for, and how you know about the job opening
Paragraph
115
The second paragraph states that you are qualified for the job and provides about three reasons why. This paragraph should be only four or five sentences in length,and should not rehash the content of your résumé.
Paragraph
116
The third paragraph explains why you are interested in the particular company to which you are applying. The final paragraph closes your letter and provides information on how you can best be reached
Paragraph
117
Above your signature, use words such as “cordially” or “sincerely.” “Yours truly” is not advised And words such as “Love” ”Peace,” or “Hugs and snuggles” are strongly discouraged
Signature
118
Are summaries of an applicant’s professional and educational background. Although résumés are commonly requested by employers, little is known about their value in predicting employee performance Résumés may not predict performance partly because they are intended to be advertisements for an Applicant.
Resume
119
Résumés written as a history of one’s life tend to be long and to list every job ever worked, as well as personal information such as hobbies, marital status, and personal health
History of your life
120
Résumés written as an advertisement of skills tend to be shorter and contain only information that is both positive and relevant to a job seeker’s desired career
Advertisement of your skills
121
To achieve this, try to leave at least a 1-inch margin on all sides, and allow plenty of white space; that is, do not “pack” information into the résume
The résumé must be attractive and easy to read.
122
This is an important rule in determining what information should be included. If including hobbies, summer jobs, and lists of courses will make you look more qualified for this particular job, then by all means, include them
The résumé should make the applicant look as qualified as possible—without lying
123
List previous jobs in order from the most to the least recent. This type of résumé is useful for applicants whose previous jobs were related to their future plans and whose work histories do not contain gaps
Chronological Resume
124
Organizes jobs based on the skills required to perform them rather than the order in which they were worked. Functional résumés are especially useful for applicants who are either changing careers or have gaps in their work histories
Functional resume
125
preparing the reader for what is to come
Priming
126
early impressions are most important
Primacy
127
should be included when possible, as people pay more attention to it than to typical information. the information must also be positive.
Unusual Information
128
which implies that activity quality is more important than quantity
Anderson’s (1965) averaging versus adding model of impression formation
