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SHRM CP > Talent Acquisition > Flashcards

Talent Acquisition Flashcards

1
Q

HR function that acts on the org human capital needs identified through workforce planning and attempts to provide an adequate supply of qualified individuals

A

Staffing

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2
Q

The value an org promises about the total employment experience

A

Employment Brand

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3
Q

Answers why would a talented person want to start working for an org, and why would they want to continue working for the org

A

Employee Value Proposition

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4
Q

What is essential for an employee value proposition?

A
  • aligned with org’s strategic plan, vision, mission, and values
  • provides an accurate picture of employment
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5
Q

9 Steps to Build an Employment Brand

A
  1. Determine existing perceptions of org in local area
  2. Identify main competition for high-quality employees
  3. Assess org strengths and weaknesses
  4. Develop employment brand
  5. Ensure that brand is consistent
  6. Test brand and make modifications
  7. Execute brand
  8. Re-assess and revitalize brand
  9. Reinforce brand
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6
Q

Most important when using social media to attract talent

A

Have 1 coherent message, then adapt messaging depending on platform of choice

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7
Q

Elements of a job description

A
  • job identification
  • position summary
  • minimum qualifications
  • duties and responsibilities
  • success factors
  • physical demands
  • working conditions
  • performance standards
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8
Q

Cluster of highly interrelated attributes, including knowledge, skills, and abilities that give rise to the behaviors needed to perform a given job effectively

A

Competencies

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9
Q

Minimum qualifications necessary to perform job

A

Job Specifications

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10
Q

Necessary, appropriate modifications or adjustments that do not impose a disproportionate burden on employer

A

Reasonable Accomotation

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11
Q

Important in a global org to provide common language within an org to communicate about and make decisions on jobs

A

Clearly defined, consistent job descriptions

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12
Q

Systemic study of jobs to determine what tasks and responsibilities they include, the personal qualifications necessary for performance of jobs, and the conditions the work is performed

A

Job Analysis

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13
Q

What observation as a job analysis method works best for

A

Short-cycle jobs in production

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14
Q

What interview as a job analysis method works best for

A

Professional jobs

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15
Q

Provides enormous amount of data, works best for task or process-oriented jobs

A

Work Diary/Log

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16
Q

Generates a complete picture of everything a person in position must do, and breaks down by difficulty and importance, allowing for prioritization of specifications

A

Task Inventory

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17
Q

Examines actual situations that occurred and what KSA’s resulted in success or failure

A

Critical Incident Technique

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18
Q

Helps in conducting quantified job analysis, inexpensive, quick, and able to be used widely

A

Position Analysis Questionnaire

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19
Q

4 Best practices for job descriptions

A
  1. reviewed and updated regularly
  2. jobs given realistic and descriptive titles
  3. summaries should be kept short
  4. only most important duties, tasks, and responsibilities should be listed
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20
Q

Generates pool of qualified and diverse applicants

A

Sourcing

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21
Q

Process of encouraging candidates to apply for job openings

A

Recruitment

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22
Q

What TA metrics must demonstrate

A

Results against strategic objectives, and provide insights that can improve talent management decisions that in turn improve org effectiveness

23
Q

Cost per Hire

A

(sum of internal costs) + (sum of external costs) / total number of hires in a time period

24
Q

Yield Ratios

A

determine effectiveness at each point in the talent acquisition process, ex. qualified apps / total apps, or interview offers / qualified apps

25
Q

Time to fill speed risks

A

Speed may increase recruitment costs and decrease quality

26
Q

Using predictive analytics in hiring helps

A

Improve candidate selection and helps orgs become more competitive and successful

27
Q

4 Steps of Talent Selection process

A
  1. Screen
  2. Interview
  3. Assess and Evaluate
  4. Select and Offer
28
Q

Advantages of an ATS

A

reduces time, helps build a database of potential candidates

29
Q

Detailed overview of candidates accomplishments, especially those relevant to realm of academia

A

Curriculum Vitae (CV)

30
Q

Interviewer stays in control of interview, asks every candidate the same questions

A

Structured Interview

31
Q

Everyday conversation, questions are not pre-set, but interviewer may have predetermined topics. Relies on social interaction.

A

Unstructured Interview

32
Q

Interviewer focuses on how candidate previously handled real-life situations, pointed questions to determine if they possess necessary qualifications

A

Behavioral Interview

33
Q

Thesis of a behavioral interview

A

Past behavior is a predictor of future behavior

34
Q

Asks candidates to provide examples of times they demonstrated the competencies of a position

A

Competency-based Interview

35
Q

Puts candidate on defensive to see how they will react under pressure

A

Stress Interview

36
Q

Used to reduce candidate pool to finalists for job and facilitate more precise decisions about applicants

A

Substantive Assessment Methods

37
Q

Assess skills candidate already learned

A

Cognitive Ability Tests

38
Q

Assess social interaction skills and patterns of behavior

A

Personality Tests

39
Q

Assess ability to learn/acquire a new skill

A

Aptitude Tests

40
Q

Demonstrate degree of strength, physical dexterity, and coordination

A

Psychomotor Tests

41
Q

Series of simulated exercises, for higher-level managerial competencies

A

Assessment Centers

42
Q

Used to separate those who receive offers out of finalists, subjective, characteristics-focused

A

Discretionary Assessment Methods

43
Q

Depend on the nature of the job and legal mandates

A

Contingent Assessment Methods - drug tests, medical exams

44
Q

Assessment methods used for global operations

A

Cross-Cultural Assessment Tools

45
Q

What is important to establish when it comes to assessments

A

Equity and cost-effectiveness

46
Q

4 Steps of the selection and offer process

A
  1. organize/summarize info in terms of selection criteria
  2. identify and rank acceptable candidates
  3. collect additional info as necessary
  4. make offer to top candidate(s)
47
Q

Important factors to providing a positive candidate experience

A

Speed, transparency, and appreciation

48
Q

Effective orientation should…

A

set expectations, connect the employee with managers and coworkers, and put employee on engaged trajectory

49
Q

3 items that can solidify engagement of a new hire

A

regular feedback, learning opportunities, and competency-based compensation plans

50
Q

Role of a new hire “buddy”

A

make the employee feel welcome, answer questions, and help in navigating the org’s culture

51
Q

Goals of onboarding

A
  • teach the employee about their role in terms of tasks and socialization
  • integrate the new employee into the org culture and norms
  • build relationships and create sense of acceptance for the new employee
  • provide a strategy for the employee to succeed
52
Q

1 or 2 days, introduces employee to job, manager, coworkers, and org

A

Orientation

53
Q

Encompasses orientation and the first few months

A

Onboarding

54
Q

Recruitment Cost Ratio

A

((External costs + internal costs) / annual compensation) x 100

SHRM CP (23 decks)

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