Recruitment & Selection - Definitions Flashcards
1
Q
Talent Management
A
An organization’s commitment to recruit, retain and develop the most talented and superior employees
2
Q
HRIS
A
A computer-based system that tracks employee data, the needs of HR, and the requirements and competencies needed for different positions
3
Q
Recruitment
A
The generation of an applicant pool for a position or job in order to provide the required number of candidates for a selection or promotion program
4
Q
Selection
A
The choice of job candidates from a previously generated applicant pool in a way that will meet management goals and objectives, and legal requirements
5
Q
KSAO’s (Recruitment
A
The employer must identify the KSAOs that are required for job success, and measure there KSAOs of all job applicants.
- Knowledge
- Skills
- Abilities
- Other Attributes
6
Q
Constructs
A
Ideas or concepts constructed to explain relationships between observations. Constructs are collections of related behaviour
7
Q
Variables
A
How something or someone varies on the construct of interest. Variables allow you to make statements about constructs
8
Q
Reliability (Candidate Testing)
A
The degree to which observed scores are free from random measurement errors. It’s an indicator of the stability or dependability of a set of measurements over repeated applications of the measurement procedure
9
Q
True Score
A
The average score that an individual would earn on an infinite number of tries on the same test (or parallel versions of the same test)
10
Q
Error Score
A
The hypothetical difference between an observed score and a true score. Error scores are independent of the characteristic being measured. They are attributable to the measurement process (not the person)
11
Q
Measurement Error
A
The hypothetical difference between an observed score and a true score (it combines both random and systematic error)
12
Q
Standard Error Measurement
A
A statistical index that summarizes information related to measurement error
13
Q
Validity
A
The degree to which accumulated evidence and theory support specific interpretations of test scores in the context of the test’s proposed use. Or simply, the legitimacy or correctness of the inferences that are drawn
14
Q
Content Validity
A
Whether the items on a test appear to match the content or subject matter they are intended to assess. Provide evidence based on content
15
Q
Construct Validity
A
The degree to which a test or procedure assesses an underlying theoretical construct it is supposed to measure. Provide evidence based on content
16
Q
Criterion-Related Validity
A
The relationship between a predictor (test score) and an outcome measure. It provides evidence of validity based on relationships to other variables
17
Q
Face Validity
A
The degree to which the test takers view the content of a test as relevant to the context in which the test is being administered
18
Q
Predictive Validity
A
Strategies in which evidence is obtained about a correlation between predictor scores that are obtained before an applicant is hired, and criterion scores that are obtained at a later time
19
Q
Concurrent Validity
A
Strategies in which evidence is obtained about a correlation between predictor and criteria scores from information that is collected at approximately the same time from a specific group of workers
20
Q
Validity Generalization
A
The application of validity evidence, obtained through meta-analysis of data obtained from many situations, to other situations that are similar to those on which the meta-analysis is based
21
Q
Bias
A
Systematic errors in measurement or inferences made from those measurements, that are related to different identifiable group membership characteristics (age, sex, race)
22
Q
Fairness
A
The principle that every test taker should be assessed in an equitable manner. Fairness involves perceptions, not statistics
23
Q
Discrimination (Recruitment)
A
Any refusal to employ or to continue to employ any person, or to adversely affect any current employee, on the basis of that individual’s membership in a protected group
24
Q
Employment Equity
A
The elimination of discriminatory practices that prevent the entry or retention of members from designated groups in the workplace, and the elimination of unequal treatment in the workplace related to membership in a designated group
25
Public Service Employment Act (Recruitment)
Designates the Public Service Commission of Canada as the central staffing agency for the federal government.
26
Parliamentary Employment and Staff Relations Act
It provides a mechanism for collective bargaining between the federal government as employer and the various unions certified to represent federal workers. This legislation is administered by the Public Service Staff Relations Board (PSSRB)
27
Canadian Privacy Act
Governs the collection, use, and disclosure of personal information with respect to enterprises that fall under federal jurisdiction through various employment and labour laws
28
Personal Information Protection and Electronic Documents Act (PIPEDA)
Sets out the ground rules on how private enterprises under federal jurisdiction collect, use, or disclose personal information in the course of commercial activities across Canada
29
Adverse Effect Discrimination
a situation where an employer, in good faith, adopts a policy or practice that has an unintended, negative impact on members of a protected group. Also called indirect discrimination
30
Adverse Impact
Occurs when the selection rate for a protected group is lower than that for the relevant comparison group
31
Four-Fifths Rule (Adverse Impact)
If the selection rate for a certain group is less than 80 percent of that of the group with the highest selection rate, there is adverse impact on that group
32
Bona Fide Occupational Requirement (BFOR)
A procedure used to defend a discriminatory employment practice or policy on the grounds that the policy or practice was adopted in an honest and good-faith belief that it was reasonably necessary to assure the efficient and economical performance of the job without endangering employees or the general public
33
Accomidation
Where discrimination has occurred, the employer is under a duty to accommodate the complainant, short of undue hardship
34
Sufficient Risk
An argument that an occupational requirement that discriminates against a protected group is reasonably necessary to ensure that work will be performed successfully and in a manner that will not pose harm or danger to employees or the public
35
Outreach Recruiting
A recruitment practice where the employing organization makes a determined and persistent effort to make potential job applicants, including designated group members, aware of available positions within the employing organization
36
Undue Hardship
The limit beyond which employers and service providers are not expected to accommodate a member of a protected group. undue hardship usually occurs when an employer cannot bear the costs of the accommodation.
37
Work Analysis
Any systematic gathering, documenting, and analyzing of information about the content of work performed by people in organizations; the worker attributes related to work performance; or the context, both psychological and physical, in which the work is performed
38
Job Analysis
The process of collecting information about jobs. In its simplest terms, a job analysis is a systematic process for gathering, documenting, and analyzing data about the work required for a job
39
Job Specification
The KSAO’s or competencies that are needed by a job incumbent to perform well on the job
40
Job
A collection of positions that are similar in their significant duties
41
Position
A collection of duties assigned to individuals in an organization at a given time
42
Job Family
A set of different, but related, jobs that rely on the same set of KSAOs
43
Work-Oriented Job Analysis
Job analysis techniques that emphasize work outcomes and descriptions of the various tasks performed to accomplish those outcomes
44
Worker-Oriented Job Analysis
Job analysis techniques that emphasize general aspects of jobs, describing perceptual, interpersonal, sensory, cognitive, and physical activities. They tend more to characterize the generalized human behaviours involved
45
Task Statement
A discrete sentence containing one action verb that concisely describes a single observable activity performed by a job incumbent. Conducted after data collection in job analysis
46
Task Inventories
Work-oriented surveys that break down jobs into their component tasks.
They are efficient to use with large numbers of employees and are easily translated into quantifiable measurements
47
Functional Job Analysis (FJA)
An analyst convenes a focus group of approximately 6 job incumbents who have a broad range of experience in the position. The focus of the workshop is on obtaining two types of information:
- What a worker does
- How a task is performed
48
Critical Incident Technique (CIT)
Critical incidents are examples of effective and ineffective work behaviours that are related to superior or inferior performance.
The critical incident technique generates behaviourally focused descriptions of work activities
49
Position Analysis Questionnaire (PAQ)
a structured job analysis questionnaire designed to collect detailed information about the duties and responsibilities of the position
50
Worker Trait Inventories
Methods used to infer employee specifications from job analysis data. Worker traits inventories are designed to identify the traits or KSAOs that predict job success. It does not provide information on the job as a whole or any tasks associated with it, but only certain requirements needed to carry out the job
51
Fleishman Job Analysis Survey (F-JAS)
A system for identifying which and to what degree an array of empirically derived ability constructs are critical to perform a specific job effectively. The FJAS consists of a total of 73 knowledge and skill scales for a variety of abilities from the cognitive, the psychomotor and the sensory domain as well as interactive and social domains.
52
Competency
Groups of related behaviours or attributes that are needed for successful job performance in an organization
53
Competency Model
A collection of competencies that are relevant to performance in a particular job, job family, or functional area
54
Competency Framework
A broad framework for integrating, organizing, and aligning various competency models that are based on an organization’s strategy and vision
55
Core Competencies
Characteristics that every member of an organization, regardless of position, function, job, or level of responsibility within the organization, is expected to possess
56
Functional Competencies
Characteristics shared by different positions within an organization (i.e., a group of related or similar jobs).
57
Job-Specific Competencies
Characteristics that apply only to specific positions within the organization. Only those people in the position are expected to possess these competencies
58
Competency
A demonstrable characteristic and/or skill that enables and improves the efficiency or performance of a job
59
Proficiency Level
The level at which competency must be performed to ensure success in a given functional group or position
60
Proficiency Scales
A series of behavioural indicators expected at specific levels of a competency. A part of the competency dictionary
61
Competency Profile
A set of proficiency ratings related to a function, job, or employee.
A functional competency profile would include the proficiency levels for all of the core and functional competencies related to the occupational family that form the functional group.
62
Job performance
Behaviour (the observable things people do) that is relevant to accomplishing the goals of an organization
63
Criteria (Job Performance)
They are the performance standards for judging success or failure on the job.
Criteria also provide guidance on the standards that must be met by someone
64
Task Performance
Duties related to the direct production of goods and services and to the direct contribution to the efficient functioning of the organization that form part of a job. These duties are part of the worker’s formal job description.
65
Contextual Performance
The activities or behaviours that are not part of a worker’s formal job description but that remain important for organizational effectiveness
66
Adaptive Performance
A worker’s behavioural reactions to changes in a work system or work role.
67
Counterproductive Work Behaviours
Voluntary behaviours that violate significant organizational norms and in so doing threaten the well-being of an organization, its members, or both
68
Job Performance Domain
The set of job performance dimensions (i.e., behaviours) that is relevant to the goals of the organization, or the unit, in which a person works
69
Performance Dimensions
Sets of related behaviours that are derived from an organization’s goals and linked to successful job performance
70
Presenteeism
A measure of lost productivity that occurs when employees show up for work but are not fully engaged in their jobs because of personal health and life issues
71
Workplace Deviance
A voluntary violation of significant organizational norms in a way that threatens the well-being of the organization, coworkers, or both
72
Interpersonal Workplace Deviance
Acts of interpersonal workplace deviance are directed against people rather than the organization and generally involve coworkers, supervisors, or clients.
73
Criterion Deficiency
Those job performance behaviours or competencies that are not measured by the criterion
74
Criterion Contamination
The degree to which the criterion measure is influenced by, or measures, behaviours or competencies that are not part of job performance
75
Practicality (Measuring Performance)
The degree to which a criterion measure is available, plausible, and acceptable to organizational decision makers
76
Ultimate Criterion
The concept that a single criterion measure reflects overall job success
77
Maximum Performance (Job Performance)
Occurs in situations where individuals are aware that they are being observed or evaluated, or where they are under instructions to do their best.
78
Typical Performance (Job Performance)
When individuals are not aware that their performance is being observed and evaluated, in which they are not consciously attempting to perform to the best of their ability, and in which performance is monitored over an extended period of time.
79
Subjective Rating Systems (Performance Appraisal)
A subjective measurement (rating) system that compares the overall performance of one employee to that of others to establish a rank order of employee performance
80
Rank Order (Performance Appraisal)
The rater arranges the employees in order of their perceived overall performance level
81
Paired Comparisons (Performance Appraisal)
The rater compares the overall performance of each worker with that of every other worker who must be evaluated
82
Forced Distribution (Performance Appraisal)
The rater is forced to place a predetermined number or percentage of workers into each of the rating categories on the basis of a normal frequency distribution
83
Relative Percentile Method (RPM) (Performance Appraisal)
Allows raters to compare individuals on job performance dimensions that have been derived through job analytic procedures
RPM requires raters to use a 101-point scale (0 to 100)
84
Absolute Rating Systems
Compare the performance of one worker with an absolute standard of performance; can be used to assess performance on one dimension or to provide an overall assessment
85
Graphic Rating Scales
A performance appraisal method that lists desired traits and behaviours for each role, then rates workers on each of those on a numbered scale
86
Behaviourally Anchored Rating Scales (BARS)
Uses the critical incident technique to empirically derive job behaviours that are rated and then used to anchor the values placed on a rating scale
87
Behaviour Observation Scales (BOS)
An analysis of critical job incidents by those knowledgeable about the job to establish performance dimensions is done. Supervisors then monitor the frequency with which employees exhibit each behaviour over a standardized time period and the frequency data are reviewed through an item analysis, where the response to each item is correlated to a performance score for a dimension.
88
Management by Objective (MBO)
A performance measurement system that emphasizes completion of goals that are defined in terms of objective criteria
89
Balanced Scorecard
Organizational effectiveness is a multidimensional concept and that the major elements of the system, including individual performance, must be in alignment with accepted organizational objectives
90
Applicant Pool
The set of potential candidates who may be interested in, and who are likely to apply for, a specific job
91
Person–Job (P-J) Fit
It concerns whether the job applicant has the knowledge, skills, abilities, or other attributes and competencies required by the job
92
Person–Organization (P-O) Fit
The recruiter’s belief that the candidate fits with the organization’s values and culture; that is, the candidate has the contextual attributes that the company is looking for
93
Realistic Job Preview (RJP)
A procedure designed to reduce turnover and increase satisfaction among newcomers to an organization by providing job candidates with accurate information about the job and the organization
94
Designated Targeted Groups
The four groups (women, visible minorities, Aboriginal people, and people with disabilities) designated in the federal government’s Employment Equity Act that receive legal “protection” in employment policies and practices because of their underrepresentation in the workforce
95
False Positives (Screening)
Individuals who, based on their screening outcomes, are expected to perform well in the target job, but who do not
96
False Negative (Screening)
Individuals who, based on their screening outcomes, are expected to be unsuccessful in the job, but who nonetheless would have performed satisfactorily if given the chance
97
Application Blank
A form completed by job candidates that provides a prospective employer with basic information concerning things such as applicant knowledge, skills, education, and previous work experience
98
Weighted Application Blank (WAB)
A formal method for quantitatively combining information from application blank items by assigning weights that reflect the value of each item in the prediction of job success
99
Criterion Measures
Measures of employee job-related outcomes important to the employer (e.g., absenteeism, turnover, and supervisory ratings of performance) used to establish the validity (i.e., the appropriateness and meaningfulness) of screening and selection tools
100
Biodata
Biographical data gathered from applicant Biographical Information Blanks, application blanks, or other sources
101
Biographical Information Blank (BIB)
A pre-selection questionnaire that requires applicants to provide detailed job-related information concerning their personal background and life experiences
102
Negligent Hiring
Refers to a circumstance wherein an employer places an employee in an employment situation that causes harm or injury to another person. Liability is determined on the basis of whether the employer knew or should have known that the employee was unfit for the job at the time of hiring
103
Abilities
Enduring, general traits or characteristics on which people differ and which they bring to a work situation
104
Skill
An individual’s degree of proficiency or competency on a given task, which develops through performing the task
105
Aptitude
A specific, narrow ability or skill that may be used to predict job performance
106
Cognitive Abilities
Intelligence, general mental ability, or intellectual ability. Thought to be the primary ability underlying intellectual capacity
107
Practical Intelligence
The ability to apply ideas in “real world” contexts. Practical knowledge is related to knowing how to get things done
108
Tacit Knowledge
Knowledge that is derived from experience when learning is not the primary objective
109
Job Knowledge
Knowledgeable of issues and/or procedures deemed essential for successful job performance
110
Emotional Intelligence (EQ)
The ability to accurately perceive and appraise emotion in oneself and others, and to appropriately regulate and express emotion
111
Psychomotor Abilities
Traits or characteristics that involve the control of muscle movements
112
Sensory/Perceptual Abilities
Traits or characteristics that involve different aspects of vision and audition, as well as the other senses
113
Genetic Testing
The testing or monitoring of genetic material to determine a genetic propensity or susceptibility to illness resulting from various workplace chemicals or substances.
114
Work Samples and Simulations
Testing procedures that require job candidates to produce behaviours related to job performance under controlled conditions that approximate those found in the job
115
Situational Exercises
Assess aptitude or proficiency in performing important job tasks by using tasks that are abstract and less realistic than those performed on the actual job
116
Situational Judgment Test (SJT)
Type of situational exercise designed to measure an applicant’s judgment in work-place or professional situations.
117
Assessment Centre (AC)
A standardized procedure that involves the use of multiple measurement techniques and multiple assessors to evaluate candidates for selection, classification, and promotion
118
Personality
A set of characteristics or properties that influence, or help to explain, an individual’s behaviour
119
Personality Traits
Stable, measurable characteristics that help explain ways in which people vary
120
Self-Report (Personality) Inventories
Short statements reflecting various personality traits which individuals rate on the degree to which they are self-descriptive
121
Screening Interview
Preliminary interviews designed to fill gaps left on the candidate’s application form or résumé, sometimes serving recruitment as well as selection functions
122
Speed Interviewing
A series of short (5–15 minute), consecutive interviews
123
Knowledge Structures
Interviewers’ beliefs about the requirements of the job and the characteristics of applicants
124
Impression Management
Attempts by applicants to create a favourable impression by monitoring interviewer reactions and responding accordingly
125
Structured Interviews
Interviews consisting of a standardized set of job-relevant questions; a scoring guide is used
126
Serial Interviews
A series of interviews where the applicant is interviewed separately by each of two or more interviewers. Also known as “Sequential Interviews”
127
Situational Interview (SI)
A highly structured interview in which important or decisive situations employees are likely to encounter on the job are described and applicants are asked what they would do in these situations
128
Dilemna
A choice in an interview question between two alternatives that appear equally desirable or undesirable
129
Scoring Guide
A behavioural rating scale consisting of sample answers to each question that is used by the interviewer to evaluate and score the applicant’s answers
130
Behaviour Description Interview (BI)
A structured interview in which the applicant is asked to describe what he did in given situations in the past
131
Probes
Follow-up questions or prompts used by the interviewer to guide the applicant’s descriptions of situations or events or to provide scorable elaboration of answers
132
Experience-Based Interview (EBI)
Experience-based interview assesses applicant qualifications such as work experience and education using job knowledge or work sample questions
133
Frame-of-Reference (FOR) (Interviewing)
helping interviewers understand the performance dimensions they are assessing, defines and describes behavioural examples of different performance levels for each dimension or interview question, and provides opportunity for practice and feedback
134
Satisficing
Making an acceptable or adequate choice rather than the best or optimal choice
135
Organizational Fit
Applicants’ overall suitability for the organization and its culture
136
Implicit Theories
Personal beliefs that are held about how people or things function, without objective evidence and often without conscious awareness.
137
False Positive Error
Occurs when an applicant who is assessed favourably turns out to be a poor choice
138
False Negative Error
Occurs when an applicant who is rejected would have been a good choice
139
Pure Judgment Approach
An approach in which judgmental data are combined in a judgmental manner
140
Trait Rating Approach (Applicant Data)
An approach in which judgmental data are combined statistically. The ratings are combined using a mathematical formula, which produces an overall score for each applicant
141
Profile Interpretation
An approach in which statistical data are combined in a judgmental manner
142
Pure Statistical Approach
An approach in which data are combined statistically. A formula or regression equation is used, which produces an overall combined score. Applicants are then selected in order of their scores
143
Judgemental Composite
An approach in which judgmental and statistical data are combined in a judgmental manner
144
Statistical Composite
An approach in which judgmental and statistical data are combined statistically
145
Incremental Validity
The value in terms of increased validity of adding a particular predictor to an existing selection system. Each predictor adds value to the selection system, and the validity of the system increases
146
Cutoff Score
A threshold; those scoring at or above the cutoff score pass, those scoring below fail
147
Selection Ratio
The proportion of applicants for one or more positions who are hired
148
Unit Weighting (Decision-Making)
when you add together the scores applicants received on the various selection tools that were used and give each score the same weighting
149
Rational Weighting
When you have managers or other subject-matter experts determine the appropriate weights in a rational or logical way based on their experience
150
Multiple Regression Model
The applicant’s scores on each predictor (e.g., tests) are also weighted and summed to yield a total score (e.g., predicted job performance)/ Weights are determined through prior research
151
Multiple Cutoff Model
Applicants are rejected if their scores on any of the predictors fall below the cutoff scores
152
Multiple Hurdle Model
Applicants must pass the minimum cutoff for each predictor, in turn, before being assessed on the next predictor.
153
Multiple Cutoff Combination Model
A combination of multiple cutoff and regression approaches
154
Multiple Hurdle Combination Model
A combination of multiple hurdle and regression approaches
155
Profile Matching Model
Current employees who are considered successful on the job are assessed on several predictors. Their average scores on each predictor are used to form an ideal profile of scores required for successful job performance.
156
Correlation Method
Correlating an applicant’s scores on the predictors with the predictor scores of the ideal profile
157
D2 Method
calculating differences between an applicant’s scores and ideal profile scores on each predictor, squaring the differences, and summing the squared differences to yield D2. The larger the D2, the poorer the match
158
Top-Down Selection
Ranking applicants on the basis of their total scores and selecting from the top down until the desired number of candidates has been selected
159
Banding
Grouping applicants based on ranges of scores
160
Inter-Rater Reliability (Estimating Reliability)
The degree of agreement among independent observers who rate, code, or assess the same phenomenon. (e.g. 2 raters score a candidate consistently)
161
Split-half Reliability/Internal consistency Reliability (Estimating Reliability)
A test for a single knowledge area is split into two parts and then both parts given to one group of students at the same time
162
Test-Retest Reliability (Estimating Reliability)
When a person achieves the same score when tested twice using the same test.
163
Systematic Discrimination
Patterns of behaviour, policies or practices that are part of the structures of an organization, and which create or perpetuate disadvantage for racialized persons
164
PIPEDA
It governs how private sector organizations collect, use and disclose personal information in the course of commercial business
