Recruiting & Selection Flashcards
Employee Profiles
Profiles of a worker developed by studying an organization’s top performers to recruit similar types of people
Recruiting Process Outsourcing (RPO)
The practice of outsourcing an organization’s recruiting function to an outside firm
Internal labour markets
Labour markets in which workers are hired into entry-level jobs and higher levels are filled from within
Global sourcing
The business practice of searching for and utilizing goods and services, including labour, from around the world
Tight labour market
Low unemployment; might make recruiting more challenging and expensive
Branding
A company’s efforts to help existing and prospective workers understand why it is a desirable place to work
9-Box Grid
A comparative diagram that includes appraisal and assessment data to allow managers to easily see an employee’s actual and potential performance
Passive job seekers
People who are not looking for jobs but could be persuaded to take new ones given the right opportunity
Nepotism
A preference for hiring relatives of current employees
Rerecruiting
The process of keeping track of and maintaining relationships with former employees to see if they would be willing to return to the firm
Executive Search Firms
Headhunters; help employers find the right person; do not advertise; collect fee often of 20-40% of salary of position regardless of whether a replacement is found
Employee Leasing
The process of dismissing employees who are then hired by a leasing company (which handles all HR-related activities) and contracting with that company to lease back the employees
Realistic job preview (RJP)
Informing applicants about all aspects of the job, including both its desirable and undesirable facets
Time-to-fill Metric
The number of days from when a job opening is approved to the date the candidate is selected (Generally lower is better; but quality is also important)
Yield ratio
The percentage of applicants from a recruitment source that make it to the next stage of the selection process; can be used to find out which source produce qualified candidates
Applicant Tracking System (ATS)
A software application recruiters use to post job openings, screen resumes, contact potential candidates for interviews via email, and track the time and costs related to hiring people
Career Development
Systematically expanding the talent pool by matching individual and organizational needs
Job Progressions
The hierarchy of jobs a new employee might experience, ranging from a starting job to jobs that successively require more knowledge and skill
Career Paths
Lines of advancement in an occupational field within an organization
Promotion
A change of assignment to a job at a higher level in the organization; often categorized as merit, seniority, or pay
Transfer
Placement of an individual in another job for which the duties, responsibilities, status, and remuneration are approximately equal to those of the previous job
Relocation services
Services provided to an employee who is transferred to a new location, which might include help in moving, selling a home, orienting to a new culture, and/or learning a new language
Outplacement services
Services provided by organizations to help terminated employees find a new job.
Dual Tracks
Opportunities for promotion and advancement that do not include managerial responsibilities; common in IT, finance, marketing, and engineer; e.g. Software engineers at Microsoft
Boundaryless careers
Individuals who see themselves as self-directed free agents who develop a portfolio of employment opportunities by proactively moving from employer to employer, simultaneously developing and utilizing their marketable skills
Career Plateau
A situation in which, for either organizational or personal reasons, the probability of moving up the career ladder is low:
Sabbatical
An extended period of time in which an employee leaves an organization to pursue other activities and later returns to his or her job
Structural plateau
Marks the end of promotions
Content plateau
Occurs when a person has learned a job too well and is bored with day-to-day activities
Life plateau
More profound and comparable to a midlife crisis; often occurs when people have allowed work or some other factor to become the most significant aspect of the lives and they experience loss of identity and self-esteem when they are no longer advancing
Career counselling
The process of discussing with employees their current job activities and performance, personal and career interests and goals, personal skills, and suitable career objectives
Fast-track program
A program that encourages new managers with high potential to remain with an organization by enabling them to advance more rapidly than those with less potential
Mentors
Individuals who coach, advise, and encourage individuals of a lesser rank
Career networking
The process of establishing mutually beneficial relationships with other business people, including potential clients and customers
Job shadowing
The process of observing an employee in his or her work environment to obtain a better understanding of what the employee does
Selection
The process of choosing individuals who have relevant qualifications to fill existing or projected job openings
Reliability
The degree to which interviews, tests, and other selections procedures yield comparable data over time (CONSISTENCY)
Validity
The degree to which a test or selection procedure measures a person’s attributes; directly related to employee productivity and legally required under Employment Equity
Biographical Information Blank
A pre-selection questionnaire that requires applicants to provide detailed job-related information concerning their personal background and life experiences.
Weighted Application Blank
A formal method for quantitatively combining information from applicant blank items by assigning weights that reflect the value of each item in the prediction of job success.
Panel interview
An interview in which a board of interviewers questions and observes a single candidate; may result in increased fit and employee satisfaction
Sequential interview
A format in which a candidate is interviewed by multiple people, one right after the other
Preemployment Test
An objective and standardized measure of a sample behaviour that is used to gauge a person’s knowledge. skills, abilities, and other characteristics (KSAOs) relative to other individuals
Work Sample/Job Sample Tests
Requires the applicant to perform the tasks that are part of the work required on the job; can include in-basket tests for managers, but must test skills required OTJ
Assessment Centre
A process by which individuals are evaluated as they participate in a series of situations that resemble what they might need to handle the job; usually reserved for managers
Biodata tests
Collect biographical data that is correlated about OTJ success; candidates for example, may be asked how many books have you read in the past 6 months”; but seeks to understand behaviour by analyzing patterns to predict future behaviour
Medical examination
Given to ensure that the health of applicants is adequate to meet job requirements; can also be used as a baseline for future comparison; can only by conducted AFTER job offer
Criterion-related validity
The extent to which a selection tool predicts, or significantly correlates with, important elements of work behaviour (PREDICTS WORK BEHAVIOUR; e.g. Sales of a sales person)
Concurrent validity
Subtype of CR validity; the extent to which test scores, or other selection tools, match criterion data obtained at about the same time from current employees; requires obtaining criterion data from current employees at about the same time test scores are obtained
Predictive Validity
Subtype of CR validity; The extent to which an applicants’ test scores match criterion data obtained from those applicants after they have been on the job for an indefinite period (Testing pre- and post; effectively to see whether supervisor’s ratings match with applicants test scores)
Cross-Validation
Verifying the results obtained from a validation study by administering a test or test battery to a different sample (from same population); one way to do this is to adminster a test to current employees and create a benchmark score to compare applicant scores against
Content Validity
The extent to which a selection instrument/test adequately samples the KSAs needed to perform a particular job; does it measure what it is required to measure? The closer the content of the test is to actual work samples/behaviours, the greater it’s content validity
Construct Validity
The extent to which a selection tool measures a theoretical construct or trait; e.g. intelligence, mechanical comprehension, and anxiety; CV’ity measures whether the psychological trait is related to satisfactory job performance and that the test accurately measures the psychological trait
Compensatory Model
A selection decision model in which a high score in one area can make up for a low score in another area
Multiple Cutoff Model
A selection decision model that requires an applicant to achieve a minimum level of proficiency on all selection dimensions
Multiple Hurdle Model
A sequential strategy in which only the applicants with the highest scores at an initial test stage go on to subsequent stages (especially useful when later stages are lengthy/expensive)
Selection Ratio
The ratio of the number of applicants or candidates to be selected to the total number of applicants. (AKA the number of applicants compared to the number of people to be hired)
