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Sales Management - D099 > Module 7: Recruitment Process > Flashcards

Module 7: Recruitment Process Flashcards

1
Q

job description

A

A written statement that describes a job’s title, duties, tasks, and responsibilities

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2
Q

job analysis

A

The process of collecting information about the activities, tasks, and responsibilities of each job in the organization

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3
Q

Process for Writing a Job Analysis

A
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4
Q

job specification

A

A written statement of the attributes, skills, knowledge, and experience that a person must have to perform a particular job

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5
Q

KSAs

A

In the world of human resources and corporate education, the acronym “KSA” stands for knowledge, skills, and abilities. It is most often used to define the requirements of a job opening and compare candidates when making a final selection

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6
Q

job design

A

The modification of job duties and tasks to be more effective

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7
Q

essential guidelines to follow for creating an effective job description

A
  1. Identify the main duties and responsibilities of the sales role
  2. Be specific about the qualifications, skills, and experience required.
  3. Date the document.
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8
Q

disparate impact

A

Unintended discrimination against a protected group as a whole through the use of a particular requirement

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9
Q

The Lilly Ledbetter Fair Pay Act of 2009

A

gives victims the right to file a complaint within 180 days of their last discriminatory paycheck. The law is powerful in that it starts the statute of limitations over with each discriminatory paycheck.

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10
Q

disparate treatment

A

Treatment of an individual that is less favorable than treatment of others for discriminatory reasons (such as race, religion, national origin, sex, or disability)

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11
Q

Recruitment

A

A process that provides the organization with a pool of qualified job candidates from which to choose

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12
Q

Internal Forecasting Factors

A 
Budget constraints
Expected or trend of employee separations
Production levels
Sales increases or decreases
Global expansion plans
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13
Q

External Forecasting Factors

A 
Changes in technology
Changes in laws
Unemployment rates
Shifts in population
Shifts in urban, suburban, and rural areas
Competition
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14
Q

sales tasks

A

The activities and requirements of the sales position

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15
Q

the aspects of developing a recruitment strategy:

A
  1. Refer to a staffing plan.
  2. Confirm the job analysis is correct through questionnaires.
  3. Write the job description and job specifications.
  4. Have a bidding system to recruit and review internal and external candidate qualifications for possible promotions.
  5. Determine the best recruitment strategies for the position.
  6. Implement a recruiting strategy.
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16
Q

applicant pool

A

The total number of people who have applied for an open position

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17
Q

“Overview of the Steps to the Recruitment Process”

A
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18
Q

Yield Ratio

A

The percentage of applicants from one source who make it to the next stage in the selection process

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19
Q

Internal recruitment

A

A type of recruitment that refers to individuals who already work in the organization but are given the opportunity to apply for a vacant job within the organization

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20
Q

External recruitment

A

A type of recruitment that focuses resources on looking outside the organization for potential candidates and expanding the available talent pool

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21
Q

recruitment (staffing) firms

A

A company that recruits new talent for open positions in the workforce

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22
Q

headhunters

A

A person who identifies and approaches suitable candidates to fill open positions

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23
Q

3 Main types of Recruiters

A
  1. Staffing Firm
  2. Executive Search Firm
  3. Corporate Recruiter
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24
Q

Staffing firm

A

These companies specialize in filling open positions by finding candidates to match the job description and the organization. They usually conduct the search, initial screening, and negotiations of compensation and other matters on behalf of the hiring company. Staffing firms normally get paid a commission based on the yearly salary of the recruit, and fees vary widely from 6 to 20 percent.

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25
Q

Executive search firm

A

These organizations are focused on high-level positions, such as upper management, directors, and C-suite roles. They typically charge 10–20 percent of the first-year salary, so they can be quite expensive. However, they do much of the up-front work, sending candidates who meet the qualifications.

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26
Q

Corporate recruiter

A

A corporate recruiter is an employee within a company who focuses entirely on recruiting for his or her company. Corporate recruiters are employed by the company for which they are recruiting. This type of recruiter may be focused on a specific area, such as technical recruiting.

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27
Q

C-suite

A

The executive-level managers within a company

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28
Q

Most Common Sources of external recruiting

A

Referrals from employees, Former employees, Print advertisements, Internet advertising and career websites, College recruiting, Job fairs

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29
Q

Nepotism

A

A preference for hiring relatives of current employees

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30
Q

employee referral

A

A candidate recommended by an existing employee

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31
Q

Key Components to an effective employee referral program

A
  1. Communicate the program to existing employees.
  2. Track the success of the program using metrics of successful hires.
  3. Be aware of the administrative aspect and the time it takes to implement the program effectively.
  4. Set measurable goals up front for a specialized program.
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32
Q

social recruiting

A

Practice of using social media to recruit new employees

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33
Q

selection process

A

The process of determining which people in the applicant pool possess the qualifications necessary to be successful on the job

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34
Q

Criteria development

A

The process of determining which sources of information will be used and how those sources will be scored during the interview

35
Q

Selection steps or hurdles for applicants

A
  1. Initial Screening
  2. Employment testing
  3. Selection Interview
  4. Background and Reference check
  5. Physical exams and drug testing
  6. Decision to hire
36
Q

validity

A

The degree of usefulness of a tool in measuring a person’s attributes for a specific job opening

37
Q

Biographical information blanks (BIBs)

A

A series of questions about a person’s history that may have shaped his or her behavior

38
Q

weighted application form

A

Involves selecting an employee characteristic to be measured and then identifying which questions on the application predict the desired behavior. Then scores are assigned to each predictor

39
Q

Reliability

A

The degree in which other selection techniques yield similar data over time

40
Q

Fit issues

A

Fit includes not only the right technical expertise, education, and experience but also alignment with the company and team culture. For example, a company culture may be one focused on customer service and the willingness of people to provide the best customer service in all aspects of the business.

41
Q

Reviewing résumés

A

Once the criteria for a specific job have been developed, the review process can begin. Everyone prefers to perform this differently. For example, all the hiring decision makers may review all résumés, list the people they would like to meet in person, and then compare the lists.

42
Q

Disparate Impact

A

Disparate impact is unintended discrimination against a protected group as a whole through the use of a particular requirement. Disparate impact may be present in the interviewing process, as well as other employment-related processes such as pay raises and promotions.

43
Q

Disparate treatment

A

Disparate treatment in hiring might include not interviewing a candidate because of one’s perception about the candidate’s age, race, or gender.

44
Q

internal candidate

A

Someone who already works within the organization

45
Q

external candidate

A

Someone who works outside the organization

46
Q

Possible Advantages and Disadvantages of Hiring an Internal versus an External Candidate

A
47
Q

Unstructured interview

A

With this interview, questions are changed to match the specific applicant; for example, questions about the candidates’ background in relation to their résumé might be used.

48
Q

Structured interview

A

With this format, there are a set of standardized questions based on the job analysis, not on individual candidates’ résumés. While a structured interview might seem the best option to find out about a particular candidate, the bigger concern is that the interview revolves around the specific job for which the candidate is interviewing.

49
Q

Types of Interviews

A
  1. Traditional interview
  2. Telephone interview
  3. Panel Interview
  4. Information Interview
  5. Meal Interview
  6. Group Interview
  7. Video Interview
  8. Nondirective Interview
50
Q

Traditional interview

A

This type of interview normally takes place in the office. It consists of the interviewer and the candidate, and a series of questions are asked and answered.

51
Q

Telephone interview

A

This type of interview is often used to narrow down the list of people receiving a traditional interview. It can be used to determine salary requirements or other data that might automatically rule out giving someone a traditional interview. For example, if you receive 200 résumés and narrow these down to 25, it is still unrealistic to interview 25 people in person. At this point, you may decide to conduct phone interviews of those 25, which could narrow down the in-person interviews to a more manageable 10 or so people.

52
Q

Panel interview

A

This type of interview occurs when several people are interviewing one candidate at the same time. While this type of interview can be nerve racking for the candidate, it can also be a more effective use of time. Consider some companies that require three to four people to interview candidates for a job. It would be unrealistic to ask the candidate to come in for three or four interviews, so it makes sense for them to be interviewed by everyone at once.

53
Q

Information interview

A

This type of interview is usually used when there is no specific job opening, but the candidate is exploring possibilities in a given career field. The advantage of conducting this type of interview is the ability to find great people ahead of a job opening.

54
Q

Meal interview

A

Many organizations offer to take the candidate to lunch or dinner for the interview. This can allow for a more casual meeting where, as the interviewer, you might be able to gather more information about the person, such as his or her manners and treatment of waitstaff. This type of interview might be considered an unstructured interview, since it would tend to be more of a conversation as opposed to a session consisting of specific questions and answers.

55
Q

Group interview

A

In this type of interview, two or more interviewers interview the candidate at the same time. This type of interview can be an excellent source of information if you need to know how the candidate may relate to other people in the job.

56
Q

Video interview

A

This type of interview is the same as the traditional interview, except that video technology is used. This can be cost saving if one or more of your candidates are from out of town. Skype, for example, allows free video calls. A video interview may not feel the same as a traditional interview, but the same information can be gathered about the candidate.

57
Q

Nondirective interview (sometimes called an unstructured interview)

A

In this type of interview, the candidate essentially leads the discussion. Some very general questions that are planned ahead of time may be asked, but the candidate spends more time talking than the interviewer. The questions may be more open ended; for example, instead of asking, “Do you like working with customers?” you may ask, “What did you like best about your last job?” The advantage of this type of interview is that it can give candidates a good chance to show their abilities; however, the downside is that it may be hard to compare potential candidates, since questions are not set in advance. It relies on more of a “gut feeling” approach.

58
Q

Types of Illegal Interview questions

A

National origin, age, marital status, religion, disabilities, criminal record, personal questions.

59
Q

Interviewer Biases

A

Halo effect or reverse halo effect, interview bias, contrast bias, gut feeling bias, generalization bias, cultural noise bias, nonverbal behavior bias, similar to me bias, recency bias

60
Q

Halo effect or reverse halo effect

A

This occurs when an interviewer becomes biased because of one positive or negative trait a candidate possesses.

61
Q

Interview bias

A

This is when an interviewer makes assumptions about the candidate that may not be accurate. These assumptions can be detrimental to an interview process.

62
Q

Contrast bias

A

This is a type of bias that occurs when comparing one candidate to others. It can result in one person looking particularly strong in an area, when in fact he or she looks strong compared to the other candidates.

63
Q

Gut feeling bias

A

This is when an interviewer relies on an intuitive feeling about a candidate.

64
Q

Generalization bias

A

This occurs when an interviewer assumes that how someone behaves in an interview is how he or she always behaves. For example, if a candidate is very nervous and stutters while talking, an assumption may be made that he or she always stutters.

65
Q

Cultural noise bias

A

This type of bias occurs when a candidate thinks he or she knows what the interviewer wants to hear and answers the questions based on that assumption.

66
Q

Nonverbal behavior bias

A

This occurs when an interviewer likes an answer and smiles and nods, sending the wrong signal to the candidate.

67
Q

Similar to me bias

A

Considered to be discriminatory, this occurs when an interviewer has a preference for a candidate because he or she views that person as having similar attributes as himself or herself.

68
Q

Recency bias

A

This occurs when the interviewer remembers candidates interviewed most recently more so than the other candidates.1

69
Q

The interviewing plan

A
  1. Recruit new candidates.
    2 Establish criteria for which candidates will be rated.
    3 Develop interview questions based on the analysis.
    4 Set a timeline for interviewing and decision-making.
    5 Connect schedules with others involved in the interview process.
    6 Set up the interviews with candidates and set up any testing procedures.
    7 Interview the candidates and perform any necessary testing.
    8 Once all results are back, meet with the hiring team to discuss each candidate and make a decision based on the established criteria.
    9 Put together an offer for the candidate.
70
Q

Major Categories of Testing to gauge a person’s KSAOs

A
  1. Cognitive ability tests
  2. Personality tests
  3. Job knowledge tests
  4. Work sample
71
Q

cognitive ability test

A

A type of test that measures reasoning skills, math skills, and verbal skills

72
Q

aptitude test

A

A type of test that measures a person’s ability to learn new skills

73
Q

achievement test

A

A type of test that measures someone’s current knowledge

74
Q

Work sample tests

A

With this type of test, candidates are asked to show examples of work they have already done. In the advertising business, this may include a portfolio of designs, or for a project manager, this can include past project plans or budgets.

75
Q

brag book

A

A list of recommendation letters, awards, and achievements that the candidate shares with the interviewer

76
Q

Types of Validity

A

Content validity, construct validity, and criterion validity.

77
Q

Content validity

A

This refers to how comprehensively the measure assesses the underlying construct that it claims to assess. As an example, look at a job interview for a position as a banker. This measure would have low content validity if it assessed whether the candidate was comfortable talking to many different people but not whether they were comfortable with math, because the candidate would not have been thoroughly evaluated on every facet of being a banker. The measure did not cover the full breadth of what the job requires.

78
Q

Construct validity

A

This refers to whether the measure accurately assesses the underlying construct that it claims to assess. This can be evaluated by examining correlations with other measures that purport to assess the same construct. When you ask if a measure has good construct validity, you are asking, “does this test the thing we are interested in testing?” An example of a measure with debatable construct validity is IQ testing. It is intended to measure intelligence, but there is disagreement about whether it measures intelligence, as it claims, or merely one type of skill.

79
Q

Criterion validity

A

This examines how well the construct correlates with one’s behavior in the real world across multiple situations and manifestations. For instance, does the measure adequately capture the construct (e.g., work ethic) as it presents in real life (e.g., getting assignments done on time, coming in to work on time, not leaving early, etc.)?4

80
Q

clinical selection approach

A

A selection approach where decision makers review the data and, based on what they learn from the candidate and the information available to them, decide who should be hired for a job

81
Q

statistical method

A

A selection model that assigns scores and gives more weight to specific factors, if necessary

82
Q

compensatory model

A

A type of statistical approach that permits a high score in an important area to make up for a lower score in another area

83
Q

multiple cutoff model

A

A type of statistical approach that requires that a candidate have a minimum score level on all selection criteria

84
Q

multiple hurdle model

A

A type of statistical approach that requires only candidates with high (preset) scores go to the next stages of the selection process

Sales Management - D099 (12 decks)

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