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MGMT 405 Exam > MGMT 405 Exam > Flashcards

MGMT 405 Exam Flashcards

1
Q

BFOQ’s

A

Bona Fide Occupational Qualification:
employment qualifications that employers are allowed to consider while making decisions about hiring and retention of employees. The qualification should relate to an essential job duty and is considered necessary for operation of the business
- Nursing homes: granted to hire only female nurses because majority residents are female
- Male maximum security prison: can require all guards to be men
- Catholic Bookstore: can require all employees to be catholic

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2
Q

Onboarding vs. Orientation

A

Onboarding: conducted for every individual, employees ready to contribute, continuous process and series of events, thorough and in-depth introduction, intro to department
Orientation: in groups online/in person, ready for job specific activities, one-time process, formal introductions, intro to the company

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3
Q

Performance Management

A

the roadmap for developing, implementing, and evaluating performance management systems

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4
Q

types of employment tests

A
  • physical
  • cognitive
  • job knowledge
  • personality
  • integrity
  • situational judgement
  • work sample
  • assessment centers
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5
Q

Learning and Development

A

the formal, ongoing efforts that are made within the organization to improve the performance and self-fulfillment of their employees through a variety of educational methods and programs

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6
Q

Effective Interview Process

A
  1. ease into things
  2. take a gentle approach
  3. pose open-ended questions
  4. let your candidate talk
  5. stay engaged
  6. structure the interview
  7. study up
  8. do not ask close ended questions
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7
Q

What causes organizational productivity to stall?

A

Most firms do not know well their workforce can respond, adapt, and perform

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8
Q

In Person vs. Virtual Onboarding

A

In Person: this approach usually consists of meet and greets, training sessions, and printed materials, for the new starter to work through
Virtual: complements face-to-face introductions with self-led online learning that can be accessed when the starter needs to

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9
Q

Use of Social Media for Recruiting

A
  • post job advertisements
  • contact candidates/potential candidates
  • search for active/passive job candidates
  • create interest in jobs by posting useful information, photos, or videos
  • create a group/page to discuss
  • encourage employee referrals
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10
Q

Talent Acquisition

A

an ongoing HR process to acquire skilled workers in alignment with a company’s broader business goals

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11
Q

Illegal Interview Questions include:

A

age, disability, gender identity, marital or family status, race/color/ethnicity, or religion

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12
Q

Impact and Advantages of Onboarding

A
  • increase retention
  • improve productivity
  • drive revenue
  • boost customer satisfaction
  • improved job performance
  • reduce stress
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13
Q

Why is Workforce Planning important?

A

mitigates workforce changes such as impact of external forces, workforce additions and departures, changes in age, skills, diversity, values, and expectations, and competition for talent

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14
Q

Goals of Onboarding

A

to teach their employees about:
- their rules
- their norms and culture of company
- how they should behave

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15
Q

Employee Referrals

A

provide realistic job information and help candidates once hired

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16
Q

Skills of a Talent Acquisition Professional

A
  • candidate engagement
  • influencing
  • people analytics
  • strategic thinking
  • empathy
  • A.I/ML Technology implementation
  • sourcing
  • social networking and personal branding
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17
Q

Types of Enterprise Workforce Planning:

A
  • Operational Workforce Planning
  • Strategic Workforce Planning
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18
Q

Types of Interviews:

A
  1. Structured: uses a standard set of questions asked in the same order of all candidates
  2. Non-directive: flexible, more conversational, allows the candidates to the direct interview
  3. Situational: asks candidate how she/he would address a hypothetical situation
  4. Behavior description: asks candidate how she/he handled a real work situation
  5. Competency-based: tests if candidate has attributes, knowledge, and behaviors required for success on the job
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19
Q

Employee Onboarding

A

the process of helping new hires adjust to social and performance aspects of their jobs quickly and smoothly

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20
Q

Employer Branding

A
  • accurately states and effectively publicized leads to increased attention given to job advertisements
  • reputation as an employer of choice
  • increased number of job applicants
  • increased diversity of applicants
  • open positions filled more quickly
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21
Q

Sources for Finding Talent

A
  1. Referrals: best source
  2. ads on company site or other sites
  3. college and university fairs/visits and internships
  4. conferences
  5. temporary agencies
  6. executive search firms
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22
Q

Attracting Top Talent

A
  • great leaders
  • great company/job
  • great benefits/perks
  • job security
  • meaningful work
  • flexibility to balance work and life
  • workplace stress
  • location
  • organizational culture
  • training and development
  • relationships
23
Q

Results of Onboarding for Employees

A
  • self-efficacy
  • role clarity
  • social integration
  • knowledge of culture
24
Q

Three Horizons/Levels of Workforce Planning

A
  • Resource Planning
  • Operational Workforce Planning
  • Strategic Workforce Planning
25
Q

Why are Realistic Job Previews important:

A
  • more realistic expectations
  • new employee expectations are met
  • increased employee satisfaction or movement
  • increased employee productivity and commitment
  • employee is less likely to quit (voluntary turnover)
26
Q

Workforce optimization

A

the process of supplying the right number of people with the right competencies at the right location at the right cost (4 R’s) at a given time

27
Q

What is Selection/Staffing?

A

Hiring the most qualified candidate(s)

28
Q

What happens during onboarding:

A
  • impression
  • induction
  • integration
  • immersion
  • independence
29
Q

Reliability vs. Validity

A
  • Reliability: indicates how well a selection measure yields consistent results over time or across raters
  • Validity: the extent to which a selection method measures what it is supposed to measure and how well it does
30
Q

Different strategies for reaching a selection decision:

A
  1. Clinical approach: decision makers review all of the collected data about applicants and job and make decision
  2. Statistical Approach: identifies valid predictors and weights, decision made through stats like multiple regression
  3. Compensatory model: a high score in one area makes up for a low score in another area
  4. Multiple cutoff: the applicant must meet a minimum score/level of performance to pass the next level
  5. Multiple hurdle: the applicant must meet a minimum score/level of performance to pass the next level and be one of the top scorers to pass to next level
31
Q

Workforce Planning

A

A tool to establish staffing levels and support company budgets that enable the company to meet its business objectives

32
Q

Steps/Phases of Workforce Planning

A
  1. Strategic Direction
  2. Supply Analysis
  3. Demand Analysis
  4. Gap Analysis
  5. Solution Implementation
  6. Monitoring Progress
33
Q

Why is talent management important?

A

aimed at improving business performance through practices that help employees to be more productive

34
Q

How has COVID impacted organizations and their workforce planning?

A
  • dynamic planning assumptions
  • talent anywhere
  • compensation flexibility
  • skill clusters determine capability
  • digital imperatives
35
Q

the Candidates Experience

A

the employers experience and impression of the company begins with recruiting and continues through the different aspects of onboarding:
- realistic job previews
- orientation
- coaching and support
- training online tools and more

36
Q

The Four C’s of Onboarding

A
  • Culture: providing employees a sense of formal and informal norms
  • Clarification: employees understand their new jobs and expectations
  • Compliance: teaching employees legal and policy related rules and regulations
  • Connection: establishing key relationships and networks that employees need
37
Q

Talent Acquisition Strategy

A

-» Onboarding -> Plan -> Approvals -> Source -> Screen -> Select -»

38
Q

Things to do before a new hire’s first day

A
  1. Packet
  2. Paperwork
  3. Culture video
  4. company directory
  5. learning plan
  6. assign a mentor
  7. Questionnaire
39
Q

Employee Journey

A

Contract -> About to start -> First day of work -> Introduction day -> First Week -> First Month -> Day 60/100

40
Q

Succession Planning

A

Strategy and process for identifying and developing new leaders who can replace those who leave, retire, or pass away

41
Q

Selection Process

A
  1. Sourcing
  2. Screening
  3. Assessing
  4. Interviewing
  5. Verifying
  6. Offering
  7. Hiring
42
Q

Benefits of Hiring and Engaging Employees

A
  • increasing productivity
  • higher retention rate
  • rise in profitability
  • decrease in absenteeism
  • customer satisfaction
43
Q

Employee Value Proposition (EVP)

A

describes the organization’s intentions for creating value for both the employees and employer sides of the psychological contract

44
Q

U.S. Labor and other HR Laws

A
  1. Fair Labor Standards Act: defines a 40-hour work week; requires overtime pay for non-exempt employees who work over 40 hours; sets minimum wage; and defines protections for child labor
  2. Occupational Health and Safety Act (OSHA): sets standards that companies within different industries to provide their employees with work and a workplace free from recognized, serious hazards
  3. Worker’s Compensation: Defines requirement that companies need to meet for workers who have been hurt on the job
  4. Employment at Will and Wrongful Termination Laws: defines regulations for termination and resignations as well as protects employees from being terminated for illegal reasons
  5. Equal Employment Opportunity Laws: prevent against a job applicant/employee because of their race, age, color, religion, sex, origin, or disability
  6. Sexual Harassment Laws: protect from unwelcome sexual advances and conduct on the job
45
Q

Best Onboarding Practices

A
  • make onboarding a part of recruitment process
  • link design to culture
  • design a process, not an event
  • make it timely
  • make it fresh
  • design something memorable
  • create a good first impression
  • get executives, HR, and hiring managers invovled
  • design to be inclusive
  • use a blended approach
46
Q

Methods of Collecting Information during Selection Process

A
  1. Application forms
  2. resumes and cover letters
  3. portfolios
  4. background checks
  5. initial screening interviews
  6. multiple follow-up interviews with leaders and team
  7. job sample tests
  8. job knowledge tests
  9. personality tests
  10. drug test
  11. medical and physical exams
47
Q

Onboarding Checklists and Engagement Strategy for the First Year

A
  1. Communicate purpose
  2. make a great first impression
  3. check in frequently
  4. set clear goals
  5. stay the course
  6. show appreciation
48
Q

Executive Onboarding

A

different from higher level employers than hourly workers
- executives have more stakeholders
- normally brought in to help with strategic initiatives that may require changing the status quo rather than fixing it
- often are confronted with unique and challenging situations that require unique solutions

49
Q

Hiring Bias and Ways to Reduce

A
  1. Use the same interview questions
  2. Behavior based questions rather than hypothetical situations
  3. have diverse teams conduct interviews and make hiring decisions
  4. train manager to use objective, fact-based hiring techniques
  5. hold hiring managers and supervisors accountable for diversity in hiring
50
Q

What is recruiting?

A

building a pool of qualified candidates

51
Q

Talent Management

A

the full scope of HR processes to attract, onboard, develop, motivate, and retain high-performance employees

52
Q

Job Analysis

A

the process of studying a job to determine which activities and responsibilities it includes, its relative importance to other jobs, the qualifications necessary for performance of the job and the conditions under which the work is performed

53
Q

Job Specifications and Key Sections

A

A statement of the needed knowledge, skills, and abilities (KSA’s)
- qualifications a person needs
- skills required to perform a job
- physical demands

MGMT 405 Exam (2 decks)

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