Recruiting

Question 1

Recruiting process

Answer 1

Function and process

Question 2

Recruiting

Answer 2

Active process to fill a staff opening. Entice passive applicants to pursue open positions. Connect with applicants who are actively seeking opportunities. Validate credentials against open needs. Staff the right candidate into the right position at the right time.

Question 3

Applicant versus candidate

Answer 3

Applicant.
– individual who may be considered or who applies for an open
Candidate.
Individual likely to be selected for the opening

Question 4

Talent planning and acquisition funnel

Answer 4

From top
One talent planning – staffing requirements, forecasting, talent pools
2. Talent sourcing – employer branding, employer, value proposition, sourcing.
3. Recruiting – job advertising, applicant, tracking, selecting, assessments, interviewing, background, hiring.
4. Hr administration - immigration , relocation, onboarding

Question 5

Recruiting process

Answer 5

Talent sourcing process-> applicant tracking-> selection process-> talent assessments-> interview process -> hiring process-> pre hire inquires-> immigration process -> onboarding process

Question 6

Key legislation talent acquisition pre-1990

Answer 6

Eagle pay at 1963
ADEA 1967
The fair credit reporting act 1970
Pregnancy discrimination 1978
Uniform guidelines on employee selection procedures 1978 next line immigration reform and control act 1986

Question 7

Fair credit reporting act of 1970

Answer 7

Applies to all employers and all employees.
Provisions, regulates the collection dissemination and use of consumer information, including consumer credit information. Requires employers to provide written notification if a credit report may be used for employment decisions. Requires an employment employee must provide written authorization before consumer order is ordered. Protects the privacy of background investigation information. Providesmethods for enjoying that background information is accurate.
Compliance and employer must provide. Noticed that an address accident has been taken three days. Written in response to a request for a complete dispose of five days.

Question 8

Uniform guideline on employee selection procedures UGESP 1978

Answer 8

Applies to employers with 15 or more workers on the payroll next line employers covered by civil right act 1964.
Provisions – establishes consistent basis of selection, procedure, criteria and federal sector. Requires employers to prove that selection procedures are valid and predicting and measuring job performance. Validate selection, steps and tools are discrimination for disparate or adverse impact.
Compliance – enforced by EEOC, office of personnel management and department of justice and labor. Braided in the Code of Federal Regulations at 41CR 60–3. Among the least understood equal opportunity, laws

Question 9

Immigration reform and control act IRCA 1986

Answer 9

Applies to all employers next line provisions – prohibits discrimination based on national origin or citizenship. Place burden on employers to verify an employees identity and right to work. Requires employees to prove both identity and right to work in US. Prohibits employees from hiring legal immigrants.
Compliance – penalties for hiring a legal aliens. Creation of the form I-9.Most current form must be used, all documents must be unexpired, adhere to document retention requirement.

Question 10

Kayla just talent acquisition post 1990

Answer 10

ADA 1990
Worker opportunity tax credit 1996
Worker force investment act 1998
The fair and and accurate credit transactions 2003
Workforce innovation and opportunity act 2014

Question 11

Americans With Disabilities Act 1990

Answer 11

Applies to employees for 15 or more employees. Employment agencies, employment, labor organizations. Joint labor management committees.
Provisions, prohibits, employment, discrimination against qualified individuals with physical or mental disabilities. Interactive process between employers and employee should result in reasonable accommodation for the employee. Explanation about why making the accommodation would proven undue hardship on the employer.
Compliance door, enforcement authority, office of federal contract, compliance programs, equal opportunity, commission, determine appropriate reasonable accommodations

Question 12

Worker opportunity tax credit 1996

Answer 12

Applies to all employers.
Provisions provides tax credit to employers that hired from certain targeted groups of job seekers facing employment barriers. Credit amount is adjustable. Target groups can change.
Compliance – jointly administered by DOL in Department of treasury. Employment and training administration provides grant funding and policy guidance to state workforce agencies to administer the certification process. IRS administered tax related provision and require requirements.

Question 13

Workforce investment act 1998

Answer 13

Applies to all businesses and individuals.
Provisions provides workforce investments, activities through statewide and local workforce investment systems. Increases employment, retention, and earnings of participants. Increases occupational skills attainment by participants. Increases coordination across the federal for force development and related programs. Encourages partnerships with local businesses to participate with the workforce development services on workforce investment boards. Majority of board required to represent business interest.
Compliant enacted to replace job training partnership act and certain other federal and job training laws with new workforce investment systems or workforce development. Repealed and replaced by workforce in innovation and opportunity act 2014.

Question 14

Fair and credit accurate credit transactions act 2003

Answer 14

Applies to all employers.
Provisions – amend the FCRA by eliminating the consent and disclosure requirements when a third-party investigates. Suspected misconduct. Violation of law regulations. Violation of any pre-existing written policies over the employer. Includes directives aimed at uncovering and preventing incidents of identity theft.
Compliance provides relief to employers using third parties for workplace investigations

Question 15

Workforce innovation and opportunity at 2014

Answer 15

Applies to all employers and individuals next line provisions – merge jobs training programs under the workforce investment at 1998. Expedite service levels to improve processes for clients to receive core, intensive, and training services sooner. Provides more services for people with disabilities into a single funding.
Compliance amended the Wagner Paiser act 1933. We authorize adult education and re-authorized programs under the rehab rehabilitation act 1973.

Question 16

Social recruiting processes

Answer 16

– Extend employer brand.
– create impactful messages.
– extend social outreach.
– connect on social channels.
– try innovative channels.
– engage employees
– entrance employees

Question 17

Extend employer brand

Answer 17

Present the company brand in image.
– communicate corporate values to show the company alignment.
– share ethics and beliefs to give a sense of the culture.
Highlight best qualities.
– make an emotional connection with applicants

Question 18

Create impactful messages

Answer 18

—– Identify Jobseeker hashtags
– narrow, generic tags to find target audience.
– use industry specific tags to find better top talent in the field.
—- create a recruiting #
—- CheckThat #AsUnique
–MakeItRelevantToTheBrand
– start trending the hashtag.
– focus on interesting contact.
– linked to informative post.
– comment on top post and share

Question 19

Extend social reach

Answer 19

– Consider paid advertising campaigns
– Extend audience with click through rates.
– control campaign on the flight to target desired results. Tweak audience demographic profile. Change messages as needed. Adjust budget to accurately estimate calls.
– Connect multiple social campaigns to deliver bus results.

Question 20

Connect on social channels
Top choice for job seekers, and posters

Answer 20

• Select ideal networks. LinkedIn leaves it at 87%. Facebook for a second at 55. Twitter trails at third at 47%.
  – Participate in groups. Attracts communities of experts in the field. Identify with both top talent and influencers.
  – Create articles. Can be highly specialized, humorous, or linked to your recruitment efforts. Publishing LinkedIn groups to increase reach. Maximize recognition authority and influence.

Question 21

Try innovative channels

Answer 21

– Instagram. Strong appeal by June 2018. 1000,000,000 monthly active users doubled from June 2016. Just under 50% users are ages 18 to 65. Over 60% of users login daily. Shows fun side of corporate culture
– live streaming services. Live streaming with audience participation. Builds engagement. Share real-time information, reveal behind-the-scenes footage, host Q&A sessions.
– Easy to use a personalized.
– tailored content for specific groups

Question 22

Connect with audiences

Answer 22

• Engage employees. Consider having employees involved in the recruitment process. Set up guidelines for the team. Be perspective.
  – enhance candidate experience keep top talent engaged. Send direct messages. Make video calls. Draw experience and talented professionals to the network.

Question 23

Applicant tracking

Answer 23

• Applicants and or candidates are attracted as they move through the steps of the recruiting process.
• variety of systems are available based on the size of the organization

Paper base system, on premise software, web-based software, cloud software

Question 24

Applicant software
- Helps to electronically track and manage candidates
- recruiting software and applicant tracking system

Answer 24

Applicant tracking system – talent sourcing, résumé, pricing, manage, applicant, analytics, and rankings

Recruitment software – talent sourcing, résumé, pricing, management, applicant, analytics and rankings, post hire management

Benefit benefits improves cost per higher, assist in finding applicants, streamline, and automate processes, build updated database, customize filters, increases social out reach

Question 25

Communicating with the applicants
- Acknowledge receipt of electronic resumes and application applications

Answer 25

– Let candidates know that they will be contacted if selected for the interview process.
– many companies also respond via via email.
Mail or in person applications are usually acknowledged with pre-printed postcards

Question 26

Communicating with applicants.
– stay in contact with candidates to move forward in the process until they have been removed from consideration

Answer 26

– Send a final respectful communication that they’re no longer being considered.
– communications made be in writing

Question 27

Communicating with applicants.
– call candidates who personally have made it to the final rounds of interviews

Answer 27

Dash allows, job seeker to move forward in their job searches.
– leave them with a favorable impression of the HR department and organization

Question 28

Federal government contractor applicants

Answer 28

Must identify race, gender, ethnicity.
– obtained by paper or electronic, self identification, form, preferable, visual survey of applicants.
– used to evaluate differences in selection rates among different groups to determine if there is adverse impact

Question 29

Adverse impact

Answer 29

Often use interchangeably with the legal term disparate impact.
– specific activity that creates unintended actions.
– primary used in recruiting to show disparity in poor hiring practices that can arise against race, ethnicity or sex
– can spend all areas of employment practices, but a discriminatory effect on a protected group

Question 30

EEOC definition of 4/5 rule

Answer 30

A selection rate for any race, sex, or ethnic group, which is less than 4/5 of the rate of the group with the highest rate will generally be regarded by the federal enforcement agencies as evidence of at first impact.
– when adverse impacts exist employees are expected to either show that the selection process is valid related to job performance or stop using it. Process find an alternative process that has a less discriminatory effect.

Question 31

Illustration of adverse impact.
–

Answer 31

evidence of adverse impact is demonstrated when the percentage of any race or gender group passing the selection test is less than 4/5 of the highest group

Question 32

Selection process and organization

Answer 32

Making an informed hiring decision to depend largely on two basic principles of selection

– Understanding that past behavior is the best predictor of future behavior.
– collecting as much reliable and valid data is economically feasible.
– time and money put into the selection process should be balanced with the cost of making a poor hiring decision

Question 33

Selection reliability

Answer 33

– Refers to consistency of a measure or repeatability.
– all selection information should be reliable. Important issue in employee selection, it serves as a limiting constraint or validity.
– if measuring method is not reliable, we cannot be valid. Unreliable information cannot be used to protect job performance. The higher measuring methods reliability, the greater confidence that could be placed in the method.

Question 34

Major reasons for unreliability

Answer 34

– Selection method may be ambiguous and unclear.
– person using the method. Clear perception of the behavior being measured. Will define standard as the basis for the evaluation.
Dash behavior being evaluated may be an unstable phenomenon that changes from time to time personal feelings rather than a stable personality characteristic.

Question 35

Selection validity

Answer 35

– Construct validity. Degree to which a test measures a tear trait, such as intelligence. Measurements are done through detailed study of the test results and success of incumbents co on the job.
Content validity – agree to which a test measures attributes that are part of the job. Knowledge, skills, abilities.
– Criterion related validity. Correlation of test results to job performance, predictive, concurrent. Greater than overlap between the predictors and variables, the better the protector.

Question 36

Selection methods

Answer 36

Category – assessment center. Method work samples. High reliability and validity.
Category talent assessments. Method – cognitive ability, test, physical ability, test, personality test. High reliability, moderate validity
category, interviews. Method – interviews, low reliability, and validity.
Category background method references, low reliability, and validity

Question 37

Cost of bed hires can reach up to 30%

Answer 37

Career builder reports at 74% of companies that hired the wrong person for position lost an average of $14,900 for each bad higher.
$240,000 a year lost for bad hires

10% orientation and training next line – 23% servants and unemployment
– 8% recruiter fee new hire.
– 4% interview time internal employees
– 24% salary health and benefits.
– 21% workload increase on vacancy.
– 10% recruiter fee, bad higher

Question 38

Applicant screening

Answer 38

– typically begins with an assessment. Match to job profile to candidate profile. Narrow the selection.
– newest trend is assessing applicant, social networking profiles.
Dash followed by a telephone interview.
– resulting with a list of top applicants.

Question 39

Screening forms

Answer 39

Form types – resumes, application forms (short forms, long forms, targeted application forms, weighted application forms)

Form uses
– pre-screening device.
– job related non-discriminatory data.
– attention to red flags

Question 40

Applicant system résumé format

Answer 40

– Reverse chronicle logical for work experience
– PDF file is universal will retain formatting.
– approved templates or similar resume layouts.
– common simple font. Bigger font sizes for headers, smaller font sizes for content, solid circle, or squared bullets to list highlighted achievements.
– label sections correctly with common terminology.
– Taylor resumes with the jobs keywords.

Question 41

Types of application forms

Answer 41

– short form. At least extensive, range from one to five pages, often used for transfers or pro promotions. Useful for prescreen and candidates and positions with minimal skill requirements.
– long form. Provide space for additional information related to the job requirements. Advanced degrees or longer employment histories.
– job specific can be designed to gather specific information related to the position or profession. Appropriate for teaching, scientific careers, volume hiring and similar professions.
– waited. Develop to assist recruiters and evaluate in candidate qualifications or developed using job descriptions tends to reduce bias in the screening process. Must be redesigned whenever job requirements changed expensive to maintain.

Question 42

Limitations of applications

Answer 42

– Impersonal selection procedure.
– asked for a limited amount of information.
– elicit biased information.
– mostly factual and fails to explain and individuals motives and situation.
– subject to interpretation of observer

Question 43

Talent assessments

Answer 43

– Provide objective and standardize measure of human characteristics.
– Measure characteristics important to successful job performance.
– choose test I can improve the job selection process.

Question 44

Common type types of talent assessments

Answer 44

– Behavior assessments. Provides an accurate depiction or pattern. Core drives, and size into needs and behaviors.
– cognitive assessments. Measures mental capabilities required to excel specific jobs. Solve problems, think would feed, reasoning, etc.
– Integrity, assessments, test, honesty, dependability, worthiness.

Question 45

Other types of assessments

Answer 45

Achievement – theoretical and practical knowledge
Interest – likes and dislikes
Personality – what drives you?
Aptitude – learning capacity
Intelligence – reasoning, verbal number, and memory.situational judgment – approach to problem-solving.

Question 46

Assessment centers

Answer 46

Typically used when a group of candidates has been considered for hiring or promotion to management physicians.
– participate in a series of activities that usually occur over two or three days.
– activities designed to replicate actual job task and responsibilities.
– excellent predictor of job performance

Question 47

Common assessment center activities five

Answer 47

• introduction/interview. Most common starting point. Candidates introduction with the teams and assessors. Provides initial impression of candidates, personality, motivation, and appearance.
  – group discussion. Integral part of most assessment centers. 4 to 6 participants are given a topic or must prepare presentation. Topic may relate to the business or current events.
  – In basket exercise. Classic task that has evolved from a basket on the desk to Email. Additionally emails, calls and other request from coworkers come in all of which require attention and prioritization next line – individual presentation. Usually the topic will be current politics, economic development, or an issue related to the business industries. Questions are following asked the presentation.
  – role-playing. Difficult task because there is no advanced preparation. Hypothetical conversation between the candidate and the assessors

Question 48

Legal and privacy issues three

Answer 48

– testing has been the target of many discrimination challenges
– pre-employment tests. If they have an adverse impact or illegal. Should not ask or potentially embarrassing questions that are not related to job performance. Are not perfectly reliable and invalid. Rejected some job applicants. He would’ve been excellent employees.
– reliable invalid tests are not illegal.

Question 49

The interviewing process

Answer 49

Select the interview team, hold a pre-interview strategy meeting, conduct interviews, complete applicant evaluation forms, evaluate applicants, select candidates

Question 50

The interviewing team

Answer 50

Help the candidate make an informed decision, objectively, portray the job, preview the job using a variety of techniques.

– Workplace tours, interviews with job and Cubans, job, simulations, video or CDR presentations, automated job telephone information line

Question 51

Types of interviews four

Answer 51

– Patterned or structured. Most reliable for gathering information, useful for employment and research.
– semi structured. Not as reliable as patterned. More frequently for applicants. Requires less advanced preparation.
– behavioral. Test self-awareness by focusing on past experiences and how they were handled. Tries to uncover problem, solving techniques next line – stress – design to see whether people can think on their feet or in uncomfortable situations

Question 52

Multiple interviewers

Answer 52

• Board or panel interviewers. Allow several interviewers to obtain information about one individual once, saves times and interview.
  Group interview diagnosis group reactions, allows for multiple candidates, requires well functioning groups

Question 53

Special interviews

Answer 53

– Video interview. Allows for visual interaction, saves money and time on travel costs.
– meal interviews. Assesses fit with the team and social interactions.

Question 54

HR interviews

Answer 54

• phone screen. Initial contact to request more time, as basic qualifying questions.
  – Informational meeting. Investigative meetings to explore potential opportunities or fit. May or may not have a position open next line – non-directive meeting largely inappropriate for selection decisions. Very useful for counseling.

Question 55

Types of interview questions three

Answer 55

– Skill, base questions. Related to experience with tools, technologies, and industry standards. Help find the difference between theoretical and practical knowledge.
– behavioral questions. Show candidates aptitude and approach to a task, based on experience. Useful for revealing soft skills like trustworthiness attitude and work ethic.
– situational questions. See how a candidate would react to a specific scenario. Give sneak peek into a candidate instincts, confidence, and decision-making abilities.

Question 56

Types of interview questions three

Answer 56

– Skill, base questions. Related to experience with tools, technologies, and industry standards. Help find the difference between theoretical and practical knowledge.
– behavioral questions. Show candidates aptitude and approach to a task, based on experience. Useful for revealing soft skills like trustworthiness attitude and work ethic.
– situational questions. See how a candidate would react to a specific scenario. Give sneak peek into a candidate instincts, confidence, and decision-making abilities.

Question 57

interviewing challenges

Answer 57

– Interview questions. Asking the right types of questions and in the right way next.
– rater bias. Trained to recognize a different types.
– notetaking keep comments related to fit job.

Question 58

Question guidelines
The EEOC cautions employers about obtaining certain kinds of information unless they can demonstrate a business necessity

Answer 58

– English language skills.
– names of friends are relatives.
– citizenship.
– educational level
– military discharge
– past work for employer.
– marital status next line – previous use of medical leave disabilities.
– height and weight.
– arrested conviction
– economic statics
– availability to work weekend

Question 59

Interviewer bias

Answer 59

– Stereotyping. Forming an opinion of someone based on gender, religion, race, appearance, or another type of character characteristic.
– Inconsistent questioning. Preference to certain questions may tilt the interviewer otherwise gain a distorted view of the candidate.
– first impression. Making judgments about an interview based on our first impression being positive or negative
– negative emphasis. Receiving a small amount of negative information and using it as the basis for the final decision
– halo/horn effect. Halo is letting one positive factor over shadow everything else. Horn is the opposite and allows a weak factor to influence everything else.
– nonverbal bias. Based on body language or nonverbal Q such as a handshake.
– contrast effect. Stronger candidate interviews after a weaker candidate and may appear more qualified because of the contrast between the two
– similar to me, error. Thinking highly of someone who has a similar mindset or personality to the interviewer.
– cultural noise. Ability to distinguish between a socially acceptable answer rather than revealing their true opinion.

Question 60

Note taking advice

Answer 60

Interviewer notes – factual, job related info, no opinions or personal biases.
Marginal notes – no comments on protected categories, nothing you wouldn’t say directly to the person

Question 61

Legal, implications, impacting hiring

Answer 61

– Social media
Nepotism
– qualified privileged doctrine.
– negligent hiring

Question 62

Social media

Answer 62

– Trending practice, and need to be cautious. Guard against allegations as foundation for discrimination. Perform checks at the same point in the process for everyone. Normally after applicants are interview and judge to be viable candidates.

Question 63

Nepotism

Answer 63

– Giving preferential treatment to family and friends, whether they have the correct qualifications.
– controversial, but not illegal unless it creates a discriminatory practice.
–

Question 64

Qualified privileged doctrine

Answer 64

– Allow past employers to share former employees work records with prospective employers.
– information must be factual and relevant and serve a legitimate business purpose

Question 65

Negligent hiring

Answer 65

Hiring a candidate and ignoring background information that later poses a risk.
– employer can be liable for the harm that employee causes on a third-party when it is believed that the employer knew or should’ve known about the potential harmful risk or risk could have been uncovered by a reasonable investigation

Question 66

Extending offers

Answer 66

– Candidate selected – HR is responsible for extending an offer of an employment. Need for negotiation skills when arriving at the total compensation decision. Logistics of the role help report relationship and hours of work – an offer letter is often extended. HR must take care to not unintentionally create an employment contract with the new hire. Firmly communicate at will status of unemployment

Question 67

Negotiations

Answer 67

– Skills. HR managers need to master the art of give-and-take. Negotiate labor agreements, convey and manage compensation, discussions, resolve conflicts, separate emotions from issues.
– Pym Siddens. Set priorities, prepare thoroughly, a certain what is really driving the other side agenda, keep an open mind, never say never, strive for win-win solutions.

Question 68

Negotiation, skills and techniques

Answer 68

– Good negotiating attempts to satisfy the needs of both parties.
– both sides should leave the bargaining table feeling satisfied with the agreement and pleased with the working arrangement next line.

– Analyze the interest of both parties – plan the negotiation strategy – gather information – be creative – avoid making unilateral concessions – no one to walk away

Question 69

Employment offer letter

Answer 69

Formally communicated through an offer letter informally vehicle. Clearly states terms of the offer. Avoids language that implies a contract, clarifies contingencies, clarified acceptance, details and deadline.

Question 70

Employment at Will

Answer 70

Condition that all employment may be terminated at any time and for any reason by either party and employment.

It mitigates the need for just cause or a specific reason for terminating an employee

Employment at will is significantly diluted by three exceptions . Duty of good faith and fair dealing, implied contract, public policy

Question 71

Contingent job offerfour

Answer 71

– Background assessments. Employment, educational, financial, criminal.
– drug testing. Job related, consistent with business necessity.
– immigration verification. If required.
– medical examinations. Job related, consistent with business necessity.

Question 72

Employment agreements

Answer 72

– Useful for certain positions, particularly at an executive level.
– when an employee is a party to a contract will include terms and conditions of employment, scope of duties, conversation and benefits, expense, reimbursement, termination clause

Question 73

Contingent assessments

Answer 73

– Criteria, which must be met before an offer becomes final
– Written permission is required from the candidate to access the information.
– if the results require rescinding the offer as consult with an attorney

Question 74

Common types of contingent assessments

Answer 74

Background assessment
drug testing.
Medical examination

Question 75

Background assessments

Answer 75

– Previous employment
– education credentials
– Criminal activities
- credit card
-general character

Question 76

Background assessment exclusions

Answer 76

– The FCRA says the following cannot be reported – bankruptcy after 10 years, civil suits, civil judgments, and a rest of record, from date of entry after seven years, paid tax after seven years, accounts placed for collections after seven years, any other negative information except criminal and convictions after seven years
– restrictions do not apply to jobs with an annual salary of $75,000 or more a year

Question 77

Background assessment exclusions

Answer 77

– The FCRA says the following cannot be reported – bankruptcy after 10 years, civil suits, civil judgments, and a rest of record, from date of entry after seven years, paid tax after seven years, accounts placed for collections after seven years, any other negative information except criminal and convictions after seven years
– restrictions do not apply to jobs with an annual salary of $75,000 or more a year

Answer 78

Credit reporting agencies provide a modified version of the credit report called an employment report.
– similar to standard credit report.
– does not include credit score, date of birth or inquiry on credit file

Question 79

Drug testing
– testing must be non-discriminatory

Answer 79

– Pre-employment. Can be legally required as a condition for employment. Candidates who fail can be eliminated from the pool but can challenge the test results.
– employment. Private employers. Relatively unrestricted in the type of testing program they may lawfully adopt. Employees who fail should have an opportunity to explain their positive results and should be offered rehab rehabilitation.
– public employees protection under the fourth amendment.

Question 80

Drug testing
– testing must be non-discriminatory

Answer 80

– Pre-employment. Can be legally required as a condition for employment. Candidates who fail can be eliminated from the pool but can challenge the test results.
– employment. Private employers. Relatively unrestricted in the type of testing program they may lawfully adopt. Employees who fail should have an opportunity to explain their positive results and should be offered rehab rehabilitation.
– public employees protection under the fourth amendment.

Question 81

Medical examinations

Answer 81

– Must be applied uniformly for all employees in the same job category.
– can be used only to assess a candidates ability to perform specific job duties. Hearing vision reflexes or check for an underlying condition such as a heart problem.
– with some exception health information privacy laws apply. Information is required to reasonably accommodate a disability or health condition. Employee requires emergency treatment or maybe require assistance during an emergency evacuation because of a health condition.

Question 82

Sensitive information

Answer 82

– Proper disposal. Any sensitive information obtained from a consumer reporting agency, credit reports, credit scores, background assessments.
– reasonable measures burning, pulverizing or shredding papers. Destroying or erasing electronic files or media hiring a full fully vetted, document destruction, contractor.

Question 83

Pre-employment activities

Answer 83

– Immigration
– relocation

Question 84

Foreign nationals

Answer 84

– Employment related visa. Authorized to temporarily live in the US and work for a specific employer
– employment authorization document. Authorize to live in the US and work for a specified.
– Permanent resident card authorized to permanently live, and work in the US

Question 85

Work visas

Answer 85

-Legally required for foreign nationals to legally travel to and work in the Us
- Each work visa has different eligibility and guidelines for applying. Type of work to be performed, relationship with employer, country of origin, duration.
– Does not guarantee entry into the US

Question 86

US immigration process

Answer 86

Employer extends offer – candidate accepts offer and advises immigration status – employer contact attorney to determine type of work visa required – employer gathers job related information for attorney – candidate gathers, personal and professional documents – attorney files labor certification with USCIS – attorney notified employer of USCIS decision – employer communicates with candidate – SCIS mails documentation – candidate can travel if required – employee reports for on boarding – candidate requires valid, work permit and passport to complete form I-9

Question 87

Work permit

Answer 87

– Prove eligibility to work in the US
– require prospective employer to first file non-immigrant visa permanent residence petition with US citizenship and immigration services USCIS
– Require approval petition

Question 88

Relocation

Answer 88

– Also known as global mobility and corporate relocation.
– helps manage and move employees across town or the globe to work for an employer.
– allows employers to remain competitive and secure top talent

Question 89

Relocation

Answer 89

– Also known as global mobility and corporate relocation.
– helps manage and move employees across town or the globe to work for an employer.
– allows employers to remain competitive and secure top talent

Question 90

Types of relocation 5

Answer 90

– Non-exempt relocation. Support driven by union negotiations independent on terms and reasons for relocation.
– lump sum. Calculated based on salary independent on job grade level
– managed move. Cafeteria style plan that has 10 or more components dependent on managers discretion and employee need.
– tiered relocation. Different amounts of support, depending on job level or job status.
– full relocation employees. All expenses covered for all employees.

Question 91

On boarding process

Answer 91

– Pre-boarding.
– orientation
– on boarding

Question 92

Pre-boarding

Answer 92

–. Between offer acceptance and first day.
– helps to inspire employee royalty.
– reduces the number of potential of no-shows

Question 93

Preparing for new arrivals

Answer 93

Make it an event.
Set up corporate sets.
Collect personal information.
Share information.
Plan for a great first week

Question 94

Orientation

Answer 94

Organizational socialization – business and operations, safety measures and regulations and facilities tour.

Employee socialization – HR policies, employee, benefits, administrative details

Question 95

Employment eligibility verification

Answer 95

– Employees are required to sign an I-9 form. Proof of identity, evidence of employment authorization, option to use the free verified tool for online verification.
– prohibits discrimination based on citizenship and national origin.
– establishes criminal and civil sanctions for hiring individuals who don’t have the legal right to work in the US

Question 96

Completing the form I-9

Answer 96

– Excluded workers. Independent contractors, temporary workers hired through an agency, individuals employed for casual domestic work in a private home owner sporadic or regular or intermittent basis, employees not working on US soil.
– unfamiliar errors. No employee middle initial use a, illegal for employer to advise employee which documentation to present, employee complete and must sign the documentation employer should be authorized representative.

Question 97

On boarding

Answer 97

– Compliance. Rules and regulations lowest level.
– clarification. Expectations.
– connection. Interpersonal relationships, information networks.
– culture. Formal and informal organizational norms.

Question 98

Orientation versus on boarding programs

Answer 98

Orientation – roll within the company, one time event half to three days, classroom or online, general overview, prepared to start working.
On boarding – roll within the department, ongoing one to 12 months, on the job, tailored, become productive

Question 99

Yield metrics

Answer 99

Pro – provide in-depth picture of hiring process. Measure the number of candidates hired from a total number of applications. Determine if recruiting strategies and sources are effective.

Question 100

American National Standards Institute ANSI standards for hiring

Answer 100

Cost per higher

Recruiting cost ratio

Question 101

Yield ratio
Shows the efficiency of hiring process

Answer 101

Recruitment yield ratio

Question 102

Measurements and metrics of staffing

Answer 102

– Headcount. Allows HR to effectively manage compliance issues and properly forecast HR budgets.
– recruiting efficiency. Time to collect qualified applicants, and process them through interviews and fill positions next.
Dash quality of higher. Looks at the value added by the new employee.
– New hire response time. Length of time from the authorization to hire until on boarded. Can be monitored separately for different sources.
– adverse impact. Statistical measure of potential employer discriminatory practices.
– employee retention. Looks at the percentage of new hires that are retained for any other designated period

Question 103

Which program was not part of the alignment of the workforce innovation and opportunity act of 2014

Answer 103

Worker opportunity tax credit

Question 104

Which feature is not part of an applicant tracking system or ATS

Answer 104

Post hire management

Question 105

On an employment application, which components are part of the vital statistics section

Answer 105

Address, name

Question 106

Which legal implication involves hiring an employee and ignoring background information that could later pose a risk?

Answer 106

Negligent high

Question 107

Good negotiations involves both skills and principles what are two principles of negotiations?

Answer 107

One setting priorities and to keeping an open mind

Question 108

Which steps of the selection process are performed by the recruiter

Answer 108

Review candidate sources, screen, shortlist, applicants, assign employment test, if require required