Recruitment & Retention

Question 1

Availability analysis

Answer 1

The measurement of how many minorities and women are available to
work in the relevant labor market of an organization

Question 2

Consent decree

Answer 2

A legally enforced court ruling that specifies the affirmative action steps an
organization must take to remedy the effects of past discrimination

Question 3

Contingent workers

Answer 3

People hired with no implicit or explicit contract for long-term employment,
including “free agents,” independent contractors, and temporary workers, usually last 3-12 months

Question 4

Employee referrals

Answer 4

The process by which current employees inform their acquaintances about
openings and encourage them to apply

Question 5

Employee value proposition

Answer 5

A statement that summarizes what a potential employee will get
(money and otherwise) in exchange for bringing his or her skills and effort to an organization

Question 6

External labor market

Answer 6

The set of potential applicants who don’t currently work for a given organization

Question 7

Internal labor market

Answer 7

An organization’s current employees, which can be one source of applicants for open positions

Question 8

Job fair

Answer 8

An event in which several employers work together to provide information about
employment opportunities at their companies

Question 9

Job postings

Answer 9

A list of current job openings available to all employees in an organization

Question 10

Realistic job preview

Answer 10

An organization’s careful description of both the positive and negative
aspects of a job and the organization

Question 11

Recruitment

Answer 11

Searching for and obtaining qualified applicants to consider when filling job
openings

Question 12

Retention

Answer 12

All of an employer’s activities designed to encourage qualified and productive
employees to continue working for the organization

Question 13

Talent inventory

Answer 13

A database that contains information about the pool of current employees

Question 14

Utilization analysis

Answer 14

A study that determines the number of minorities and women employed
(utilized) in each type of job in an organization

Question 15

who should do recruiting

Answer 15

 HR recruiters or generalists (large firms)
 Managers and/or Supervisors (smaller firms)
 Work Teams
 Recruiting Process Outsourcing (RPO)

Question 16

recruitment and retention links to other HR Activities

Answer 16

Recruiting activities may affect other parts of the
system, and other parts of the system may affect
recruiting activities.
 Fairness & Legal Compliance.
 HR Planning & Change.
 Job Analysis & Competency Modeling.
 Training & Development.
 Benefits & Services

Question 17

Recruiting Sources & Methods

Answer 17

 Research shows no clear differences in employment
experiences of employees recruited from different
sources—internal or external.
 Advantages of using multiple sources
 Generates a larger pool of applicants
 Increases diversity

Question 18

labor costs due to bad recruiting

Answer 18

-lost productivity: Errors made by inexperienced employees
 Paperwork mistakes
 Damaged products
 Projects or contracts lost
 Lower morale among remaining employees
 Lost knowledge and business contacts

Question 19

improving productivity with recruiting

Answer 19

 Controlling costs while ensuring that the organization
can grow, diversify, expand internationally.
 Recruiting technical workers & senior management.
 Legal compliance.
 Involving employees in recruitment.

Question 20

internal recruiting benefits of promoting from within

Answer 20

Capitalizes on past investments (recruiting, selecting,
training, & developing) in current employees.
 Rewards past performance and encourages continued
commitment to the organization.
 Signals to employees that similar efforts by them will lead to promotion.
 Fosters advancement of members of designated within
an organization.
 Accurate record of past performance
 reduces labor costs

Question 21

disadvantages of recruiting from within

Answer 21

 Current employees may lack the knowledge, experience,
or skills needed for placement in the vacant/new position.
 The hazards of inbreeding of ideas and attitudes
(“employee cloning”) increase when no outsiders are
considered for hiring.
 The organization has exhausted its supply of viable
internal candidates & must seek additional employees in
the external job market.

Question 22

internal methods of locating qualified job candidates

Answer 22

 Database systems containing the records & qualifications
of each employee that can be accessed to identify &
screen candidates for an internal job opening.
 Identifying Talent through Performance Appraisals.
 Skills Inventories & Replacement Charts

Question 23

outside sources of recruitment

Answer 23

 Advertisements.
 Unsolicited applications
& resumes.
 Internet recruiting.
 Employee referrals.
 Executive search firms
 Educational institutions.
 Professional
organizations.
 Unions.
 Public employment
agencies.
 Private employment
agencies.

Question 24

labor market

Answer 24

Area from which applicants are to be recruited

Question 25

tight labor market

Answer 25

high employment, few available workers

Question 26

loose labor market

Answer 26

low employment, many available workers

Question 27

factors determining relevant labor market

Answer 27

 Skills & knowledge required for a job
 Level of compensation offered for a job
 Reluctance of job seekers to relocate
 Ease of commuting to workplace
 Location of job (urban or nonurban).

Question 28

requirements for effective recruiters

Answer 28

 Knowledge of the recruited job’s requirements & of
the organization.
 Training as an interviewer.
 Personable & competent to represent the organization

Question 29

selecting an executive search firm

Answer 29

understand weaknesses of firm, investigate firm’s completion rate, know restrictions the firm is under, understand the fee structure, understand search process (lions vs squirrels)

Question 30

employing foreign workers

Answer 30

Publicize job openings in foreign labor markets using methods that are
culturally appropriate to the location.
Monitor the salaries and benefits of foreign and domestic workers.
Provide relocation support to foreign employees, including assistance
with immigration, travel, permanent residence applications, visa renewals,
bank accounts, credit cards, drivers’ licenses, and so on.
Develop & provide training & acculturation programs for both domestic &
foreign employees.
Assist foreign employees with the process of repatriation into their home
country at the end of their employment assignment.

Question 31

HR triad role for recruiting/retaining employees

Answer 31

line managers: develop objectives with HR, disseminate info to internal candidates, facilitate retention
HR professional: design recruitment, evaluate outcomes, provide training, use exit interviews
Employees: participate in recruitment & diversity efforts, seek info on company openings, openly discuss objectives

Question 32

contingent worker advantages and disadvantages

Answer 32

Advantages
 Employees have
flexibility.
 Workers can preview jobs
and organizations.
 Easier to give regular
employees temporary
leaves.
 Compensation may be
higher than regular
employees.
Disadvantages
 Contingent workers may
have less commitment.
 Conflict common
between regular &
temporary workers.

Question 33

rehires and recalls

Answer 33

Used to cope with seasonal fluctuations
Advantages
 Inexpensive & effective way to recruit.
 Freedom to work on their own
schedule.
 Disadvantages
 Lack of commitment.
 Distrust over pay.

Question 34

effectiveness of recruiting

Answer 34

surveys, recruiting metrics, realistic job previews

Question 35

time to fill

Answer 35

The number of days from when a job opening is

approved to the date the candidate is selected

Question 36

yield ratios

Answer 36

The percentage of applicants from a recruitment source

that make it to the next stage of the selection process.

Question 37

branding

Answer 37

An organization’s efforts to help existing & prospective workers understand why it is a
desirable place to work.

Question 38

becoming an employer of choice

Answer 38

benefits offered, how to communicate to public- investment required, benchmarking may highlight deficiencies, may raise employee expectations & awareness

Question 39

recruitment experience

Answer 39

needs to be easy and fast - recruiters should make good impressions

Question 40

making an offer applicants will accept

Answer 40

Most job seekers are looking for “acceptable,” rather
than “ideal” job.
 Location, job, company, & match with organization’s
values are all important to the applicant- pay, benefits

Question 41

non compensatory reservation wage

Answer 41

minimum
pay to make an offer acceptable, frequently based on:
 Prior compensation
 Length of unemployment
 Availability of salary information
 Generally higher for males than females

Question 42

recruiting ethics

Answer 42

honesty pays

Question 43

glass ceiling audits

Answer 43

 Upper-level management & executive training.
 Rotational assignments International assignments.
 Opportunities for promotion.
 Opportunities for executive development programs
at universities.
 Desirable compensation packages.
 Opportunities to participate on high-profile project
teams.
 Upper-level special assignments

Question 44

recruiting practices that may create glass ceiling

Answer 44

executive search firms, reliance on networking (word of mouth & employee referrals)

Question 45

managing layoffs

Answer 45

Consequences of Layoffs
 Having to rehire same people
 Having to compete for new workers
 Loss of trust in management by investors.
 Avoiding Layoffs
 Keep the long-term view in mind.
 Assisting Displaced Employees
 Treat people with respect.
 Timelines for Layoffs
 WARN.