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Talent Acquisition Flashcards

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1
Q

Primary HR Concerns in Talent Acquisition

A
  • Addressing short and long term needs of staffingso requirements can be anticipated in timely manner
  • Workforce planning an employment strategies
  • Hiring for cultural fit
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2
Q

Staffing

A

Acts on human capital needs identified from workforce planning and attempts to provide an adequate supply of qualified individuals to complete the body of work necessary for the organization’s financial success

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3
Q

HR Professionals Involvement in Staffing

A

Has the responsibility of anticipating needs and balancing the needs with the actual talent supplies, taking into consideration the input from workforce planning activities. HR then attracts the hires the talent

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4
Q

Talent Acquisition Growth Strategies Types

A
  • Merger/Acquisition
  • Joint Venture
  • Greenfield Operation
  • Strategic Alliance
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5
Q

Merger/Acquisition Talent Acquisition Implications

A
  • New talent becomes part of the organization
  • Retention of key talent is a major issue
  • HR must provides due diligence to ensure all potential costs are identified beforehand
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6
Q

Joint Venture Talent Acquisition Implications

A
  • The tye of partnership it is
  • Ppeople the partner contributes (e.g., number of employees, skill sets) all influence talent acquisition.
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7
Q

Greenfield Operation Talent Acquisition Implications

A
  • New site needs all new staff
  • Due diligence to understand local laws and employment regulations
  • Can be huge effort, especially when local labor market is underdeveloped
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8
Q

Strategic Alliance Talent Acquisition Implications

A
  • Depending on type of alliance - can have no or a lot of impact on staffing
  • Typically employees remain with their own companies
  • If new venture if formed in alliance, then talent acquisition plans are directly affected
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9
Q

Global Talent Acquisition Challenges

A
  • Contractual and legal policies impacting employment are difficult to monitor
  • Culture
  • Difficult to contril widely dispersed locations and costs of correcting problems can be high
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10
Q

Maturity in Location in Talent Acquisition Includes

A
  • Experience
  • Local market development and set skills in a particular location.
  • Each location has its own history, tradition and patterns
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11
Q

Common Pattern of Maturity in Location in Talent Acquisition Includes

A
  • Local talent is not ready
    • Expatriates are used for staffing as local talent becomes ready for jobs
  • Percentage of local employees grow
    • Over time, local nationals are sent to other locations to fill staffing needs as the employees from headquarters did before them
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12
Q

Employment Brand

A

Persona organization presents to current or prospective employees to become “employer of choice”

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13
Q

Employment Branding

A

Process of positioning an organization as an “employer of choice” in the labor market.

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14
Q

Employment Branding Strategy Should

A
  • Create a positive, compelling image of the organization
  • Provide a clear and consistent message about what it is like to work at the organization
  • Encourage the best potential candidates to apply for jobs.
  • Reinforce the public’s image of the organization.
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15
Q

Employee value proposition (EVP)

A
  • Employees’ perceived value of the total rewards and tangible and intangible benefits they receive from the organization as part of employment
  • This drives unique and compelling organizational strategies for talent acquisition, retention and engagement
  • Answers the questions
    • Why would a talented person want to start working for an organization
    • Why would they want to continue to work for the organization
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16
Q

Employee value proposition (EVP) must

A
  • Be aligned with organizational strategic plan, vision, mission, and values and create image that attracts people
  • Provide accurate picture of employment (any inconsistencies may erode credibility)
  • Be consistent with organization’s external brand
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17
Q

Positive Recruitment Outcomes from Strong Employment Brand

A
  • Being known as an employer of choice with well-defined values.
  • Greater number of qualified candidates.
  • Promoting diversity as a value proposition.
  • Increase in the number of employee referrals of qualified candidates.
  • Facilitating the creation of critical talent pipelines in the employment market.
  • Increased candidate acceptance rates and more rapidly filled position
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18
Q

Employer’s Brand Building Techniques

A
  • The organization’s website
  • Media ads (e.g., print, television, radio, Internet)
  • Social media
  • Collateral materials (e.g., brochures)
  • Marketing campaigns
  • Representation of the organization at traditional recruiting events (e.g., job fairs, educational institutions)
  • Presence at community events, sponsorships, etc.
  • Formal or informal word-of-mouth communication from employees, former employees, and retirees
  • Dialogue—making it easy to talk with current employees about what it’s like to work for the organization, in person or through virtual chats on the website or publicizing testimonials and results from external employee (pulse) surveys
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19
Q

Guidelines for Building an Employment Brand

A
  • Determine existing perceptions of organization in country or local area
  • Identify main competition of highly-qualifying employees
  • Assess organizational strengths and weaknesses
  • Develop employment brand (or modify/tailor existing materials)
  • Ensure brand is consistent
  • Test brands and make modifications
  • Execute brand
  • Reassess and revitalize brand
  • Reinforce brand
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20
Q

To determine ROI on investement of social media for employer branding, they need access to

A
  • What users say about the organization across the web
  • Where the organization’s audience is and how they use social media
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21
Q

Best Practices in Employer Branding Include

A
  • Brand pillar identification
  • Achievement of work environment awards
  • Personalized channels for external audiences
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22
Q

Brand pillar identification

A
  • Clear statements of the most important attributes and principles the organization wants to consistently communicate in all aspects of talent acquisition and talent management
    • Examples: Quality, expertise, passion, community involvement, honesty, learning environment, flexible environment, or other attributes and principles that convey the opportunities for an employee or applicant to succeed
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23
Q

Achievement of work environment awards

A
  • Award evaluation and high rankings that increase an organization’s exposure and credibility with employees and candidates and promote an organization as a positive place to work
    • Examples: Public recognition and rankings on lists such as best places to work, best places to launch a career, top places to intern, top organizations for diversity, best employers for workers over 50
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24
Q

Personalized channels for external audiences

A
  • Applications customizing and personalizing brand messaging to best fit user responses to profile questions
    • Examples: Website background music uniquely meaningful to potential interns or candidates just out of college, streaming online messages tailored to the experience level of the potential applicant
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25
Q

Job description and what does it include?

A
  • Document that describes a job and its essential functions and requirements
  • Includes
    • Knowledge
    • Skills
    • Abilities
    • Responsibilities
    • Reporting structure
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26
Q

Common Elements of Job Descriptions

A
  • Job identification
  • Position summary
  • Minimum qualifications
  • Duties and responsibilities
  • Success factors (competencies/behaviors)
  • Physical demands
  • Working conditions
  • Performance standards
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27
Q

Competencies

A
  • Clusters of highly interrelated attributes, including knowledge, skills, and abilities (KSAs), that give rise to the behaviors needed to perform a given job effectively.
  • Are personal to the employee and something they can take from project to project or one position to another or even employer to employer
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28
Q

Competency Model

A

A set of competencies defining the requirements for effective performance in a specific job, profession, or organization

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29
Q

How to identify competencies

A
  • Behavioral interviews
  • Referring to generic list of competencies that may exist for specific organizational roles - SHRM and other professional organizations publish these generic lists
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30
Q

Variations in Job Descriptions (elements that may be included in addition, or not at all)

A
  • Essential functions
  • Nonessential functions
  • Sign-off
  • Disclaimers
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31
Q

Essential Functions

A
  • Primary job duties that a qualified individual must be able to perform, with or without reasonable accommodation
  • Function is essential because it is required in a job or it is highly specialized
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32
Q

Reasonable Accommodation

A
  • Necessary, appropriate modifications or adjustments that do not put a disproportionate or undue burden on the employer
  • Doesn’t just include physical accomidations
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33
Q

Sign-off

A

Statement such as “The employee is expected to adhere to all company policies while employed” and “I have read and understand the contents of this job description” along with a signature and a date.

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34
Q

Job Description Disclaimers

A

Statements such as “Responsibilities and tasks outlined in this document are not exhaustive and may change as determined by the needs of the company.”

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35
Q

Job Descriptions Additional Purposes in Global Environment

A
  • Intracountry and cross-boarder transfers
    • Match employees with their skills and the right job
  • Career management and succession planning
  • Compensation studies
  • Statistic for job types across the organization
  • Comparison and alignment of business process across countries
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36
Q

Global Job Description Challenges

A
  • Lack of a global competency model
  • Varied interpretations of job functions
  • Varied expectations for similar jobs
  • Varied approaches to on-the-job development
  • Different work environments impositing different requirements for the same job
  • Varied compliance requirements that necessitate trhough due dilligence
  • Obtaining premission to work
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37
Q

Job specifications

A
  • Minimum qualifications necessary to preform a job
  • Reflects what is needed for satisfactory performance, not what the ideal candidate should have
  • Must be written to ensure compliance with local laws
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38
Q

Employment Categories Include

A
  • Exempt/non-exempt
  • Full-time, part-time,
  • Temporary
  • Seasonal
  • Remote/distant employees
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39
Q

Guidelines for Job Descriptions

A
  • Realistic and descriptive job titles.
  • Keep the summary short
    • (no more than four or five sentences).
  • List only the most important duties, tasks, or responsibilities.
  • Identify the essential job duties and responsibilities.
  • Review the KSAs to be sure they are job-related.
  • Secure approvals and dates.
  • Include any appropriate disclaimers.
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40
Q

Sourcing

A
  • Process of generating a pool of qualified job applicants
  • Involves internal and external advertising
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41
Q

Recruitment

A
  • Process of seeking out candidates and encouraging them to apply for job openings
  • Attracting the right quality, not quantity of candidates
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42
Q

Advantages of Internal Recruiting

A
  • Rewards good work of current employees
  • Capitalizes on “familiarity”
    • Candidates are already familiar with the organization’s goals and culture and the organization is familiar with the candidates’
  • KSAs and competencies
  • Potential to be more cost-effective than recruiting externally
  • Improves morale
  • Promotes career paths and adds to the EVP
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43
Q

Disadvantages of Internal Recruiting

A
  • Can produce organizational inbreeding
    • Candidates may have a limited perspective and/or no outside perspective
  • Puts burden on learning and development
  • May create a negative work environment as people compete for promotions
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44
Q

Advantages of External Recruiting

A
  • Brings new ideas/talent into the organization
  • Helps the organization gain needed competencies
  • Provides cross-industry insights
  • May reduce training costs (experienced hires)
  • Helps the organization promote a diverse and inclusive environment
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45
Q

Disadvantages of External Recruiting

A
  • May result in misplacements
  • May increase recruitment costs
  • May cause morale problems for internal candidates
  • Requires longer onboarding and orientation
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46
Q

Consederations when selecting a recruitment strategy (internal or external)

A
  • Depends on needs, culture and philisophy
  • Must be done consistency to avoid idea of inequities
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47
Q

Internal Recruiting Sources

A
  • Employee referrals
  • Inside moonlighting
  • Job bidding
  • Job posting
  • Nominations
  • Skill banks and skill tracking systems
  • Succession planning
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48
Q

Inside moonlighting

A
  • An employee who holds a second job outside of normal working hours.
  • Ideal when there is a short-term need and the amount of additional work is minimal.
  • Is common in some organizations that HR departments have had to establish moonlighting policies
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49
Q

Inside moonlighting is useful when

A

Ideal when there is a short-term need and the amount of additional work is minimal

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50
Q

Job bidding

A

This process allows employees to indicate an interest in a position before one becomes available.

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51
Q

Nominations

A

Managers nominate high-performing individuals as candidates for internal roles.

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52
Q

Skill banks and skill tracking systems

A

Computerized talent or skill inventories furnish lists of qualified people.

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53
Q

Succession planning

A

Potential talent in an organization is identified and developmental plans are established to help prepare individuals for promotional roles.

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54
Q

External Recruiting Sources

A
  • Advertising (print and non-print media)
  • Agencies (third-party recruiters)
  • Community awareness
  • Contract agencies
  • Educational institutions
  • Employer websites
  • Former employees
  • Geofencing
  • Government agencies
  • HR associations
  • International job boards (bulletin boards)
  • Internships
  • Intraregion recruiting
  • Online social networks and blogs
  • Open houses
  • Outplacement services
  • Personal networking
  • Referrals
  • Temporary agencies
  • Trade and professional organizations
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55
Q

Agencies (third-party recruiters)

A

Vendors contracted to seek out active and passive candidates and provide pre-screened, qualified candidates quickly

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56
Q

Contract agencies

A
  • Offer a pool of workers that are usually highly skilled
  • Supplied for long-term projects
  • Under contract between the organization and technical services firms
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57
Q

Geofencing

A
  • An advertising partnership that provides advertising in a certain area targeted to people who meet a certain criterion
    • Such as spending a certain amount of time in one geographical area
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58
Q

Government agencies

A

Online and on-site services connecting employers and job seekers

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59
Q

Intraregion recruiting

A

Sourcing for specific skills in a specific country for positions that cannot be filled by local hires

60
Q

Outplacement services

A

Services that maintain job sites or job boards for individuals displaced due to layoffs

61
Q

Temporary agencies

A

A contract relationship with an external staffing firm to supply talent through different service arrangements (either finite employment or temp-to-hire programs)

62
Q

Recruiting technology must

A
  • Deliver the speed, transparency, and frequency of communication that candidates expect.
  • Promote communication and outreach efforts that attract social and mobile workers.
  • Incorporate active and passive strategies into the talent acquisition process.
  • Ensure that the employment brand reflects the organization’s culture.
63
Q

Advantages of e-Recruiting

A
  • Widens recruitment sourcing to include active and passive candidates.
  • Provides faster response to job advertisements.
  • Increases the applicant pool.
  • Facilitates better candidate matching.
  • Allows more realistic previewing of the potential job and location.
  • Can target specialized skills.
  • Can target particular lifestyle or culture-fit groups.
64
Q

Disadvantages of e-Recruiting

A
  • High volume of responses, including unqualified candidates.
  • May require labor-intensive and costly filtering process to avoid responding to inappropriate or inadequate applications.
  • Data privacy regulations may restrict activities.
  • May exclude qualified candidates who would rather send a résumé.
  • May exclude populations in which technology is not readily available.
65
Q

How to recruit effectively

A
  • Be proactive
  • Brand
  • Use realistic profiles
  • Automate
  • Innovate
  • Interact - genuine interest in candidates
  • Promote
  • Adapt
  • Champion diversity
  • Be judicious
  • Be vigilant
66
Q

Costs of Position Open for Long Period of TIme

A

Costs directly attributable to the loss of the employee. Costs associated with acquiring, onboarding, and retaining a new employee. Lost opportunity costs (such as organizational income or revenue that is forgone or sacrificed while a position remains open).

67
Q

Workforce Reporting Includes

A
  • Headcount
  • Groups and subgroups (categories ex: executives, hourly employees, contractors)
  • Demographics
68
Q

Head Count

A

Number of people on an organization’s payroll at a particular moment in time.

69
Q

Cost of hire

A
  • Cost per hire = total costs/number of new hires
  • Can be skewed as it is the same metric for easier positions to fill along with hard positions to fill
70
Q

Total costs

A
  • All costs associated with recruiting
  • Includes: advertising costs, recruiter and agency costs, referral incentives, relocation bonuses, referral bonuses, screening costs, travel costs, and the costs associated with the salary and overhead of internal recruiting staff
71
Q

Cost per hire (CPH)

A
  • Measure of the effort exerted (in financial terms) to staff an open position in the organization
  • Accounts for how organizations operate differently
72
Q

Cost per hire (CPH) formula

A
73
Q

External costs

A
  • All sources of spending outside the organization on recruiting efforts during the time period in question.
    • Ex: third-party agency fees, advertising costs, job fair costs, and travel costs in the course of the recruiting effort.
74
Q

Internal costs

A
  • All sources of internal resources and costs used for staffing efforts during the time period in question.
    • Ex: salary and benefits of the recruiting team and fixed costs such as physical infrastructure (for example, talent acquisition system costs).
75
Q

Cost per hire, internal (CPHI)

A
  • Formula and methodology for creating the CPH measure for a single organization
  • Is not designed for comparison with other organizations’ CPH data
76
Q

Cost per hire, comparable (CPHC)

A
  • Formula and methodology for creating the CPH measure for comparison across organizations.
  • Uses a similar methodology to CPHI, but it incorporates a subset of data that is more likely to be used across organizations
  • Helpful in building comparisons of costs between organizations.
77
Q

Days to Fill Influencing Factors

A
  • Type of employee
  • Level of employee
  • Role of employee
  • Legal compliance requirements
  • Labor market conditions
  • Total reward offerings
78
Q

New hire attrition costs

A
  • Direct - monetary
    • All the money lost from hiring the employee
  • Indirect - “invisible”
    • Hard to quantify financially
    • Damaging to goodwill and reputation
79
Q

Predictive Analytics can help staffing by

A
  • Identifying the traits that make for successful performance in a particular job.
  • Finding a broader range of candidates than provided by traditional methods.
  • Reducing search time.
  • Improving analysis of the quality of candidates.
  • Reducing time to fill.
80
Q

Selection

A

Process of evaluating the most suitable candidates for a position

81
Q

Selection is based upon

A

The position critera set during job analysis and job documentation

82
Q

Steps in Selection Process

A
  1. Screen
  2. Interview
  3. Assess and evaluate
  4. Select and offer
83
Q

Cost of poor selection

A
  • Sourcing costs
  • Time and salary of staff involved or the money paid to third-party recruiters
  • Miscellaneous costs associated with reference checking and testing
  • Time and expenses associated with onboarding and orientation all contribute to the cost of hiring.
84
Q

Selection screening of Selection Process

A

Analyzing candidates’ application forms, curricula vitae, and résumés to locate the most qualified candidates for an open job.

85
Q

Outcome of Screening in Selection

A
  • Identify applicants who fit the minimum selection criteria.
  • Provide a source of questions for subsequent interviews.
  • Provide information for reference checks.
  • Help to ensure that line management or other internal stakeholders spend time interviewing only qualified candidates.
86
Q

Application Form Elements

A
  • Basic personal data (name, address, phone number)
  • Education, training, and special skills
  • Work history (including dates of employment)
  • Previous application or work experience with employer
  • References (which can be checked at a later stage of the selection process)
  • Authorization to verify all information provided
  • Authorization to check references and perform background checks
  • Statement regarding truthfulness and completeness of information provided
  • Candidate signature
87
Q

Curriculum vitae (CV)

A
  • Detailed overview of a candidate’s accomplishments, especially with academia.
  • Typically used in the pursuit of a job in academia or research.
  • Needs to be updated frequently.
    • Because academic researchers are often working on many projects and fulfilling teaching responsibilities simultaneously
  • Two or three pages in length for new candidates; the number of CV pages for a more seasoned individual may run into the double digit
88
Q

Résumé

A
  • Concise and general introduction to a candidate’s experiences and skills.
  • Often modified for each position a candidate applies to emphasize those skills and experiences most relevant to the work associated with that position.
  • Usually one (maybe two) pages.
  • Usually sent with cover letter
89
Q

Application should be submitted in addition to a Resume or CV because

A
  • CV/Resume shows only what the cnaidate wants you to know; application shows what you want to know
  • Application can show if caidndate has exaggerated accomplishments in CV or resume
  • Signiture on application is legal verification that the info is correct and truthful
90
Q

Cover Letter

A
  • Provides a permanent written record of the résumé transmittal (to whom it is being sent, for what position, and who sent it).
  • Are called “letters of interest” and “motivation letters” in some countries.
91
Q

Selection interviews in Selection Process

A
  • Interviews designed to probe areas of interest to the interviewer in order to determine how well a job candidate meets the needs of the organizations
  • This tends to be relied on more than any other selection method
92
Q

Pre-Screening Interviews

A
  • Usually 20 minutes or less
  • Usually conducted by HR
  • Useful when an organization has a high volume of applicants for a job and face-to-face interviews are needed to judge pre-qualification factors
93
Q

In-Depth Interviews

A
  • Usually one hour or more
  • Usually conducted by line management
  • May be divided into several in-depth interviews by both line managers and potential colleagues
94
Q

In-Depth Interviews include

A
  • Structured interview
  • Unstructured interview
  • Behavior interview
  • Competency-based interview
  • Group interview
  • Stress interview
95
Q

Structured Interview (Repetitive Interviews)

A
  • The interviewer asks every candidate the same questions.
  • Follow-up questions may be different.
  • Interviewer stays in control of the interview.
96
Q

Structured Interview Benefits

A
  • Ensures that similar information is gathered from all candidates.
  • Gives each candidate the same opportunity to create a good impression.
  • Makes it possible to compare qualifications and reduce equity concerns.
97
Q

Unstructured Interview (Non-Directive Interviews)

A
  • ‘The interviewer talks with the candidate in a manner that is more like an everyday conversation.
  • Questions are not pre-set, but the interviewer may have certain pre-determined topics.
  • Interviewer asks questions based on a candidate’s responses and proceeds in a friendly, non-threatening manner.
98
Q

Unstructured Interview Benefits

A
  • Relies on social interaction between the interviewer and the candidate.
  • Gives each candidate the opportunity to develop answers.
  • Gives the interviewer the opportunity to pursue a topic, to explore with follow-up questions.
99
Q

Unstructured Interview Disadvantages

A

Interviews can go in several different directions and make comparison between interviews difficult

100
Q

Behavioral Interview

A
  • Idea that past performance is the best predictor of future performance
  • Focuses on how the candidate previously handled situations
    • (Real experiences, not hypothetical ones).
  • Interviewer asks very pointed questions to determine if the individual possesses the minimum qualifications necessary for the job.
101
Q

Behavioral Interview Advantages

A
  • Provides insight into how the candidate handled past job-related situations.
  • Allows the interviewer to probe more than with traditional interview questions.
102
Q

Behavioral Interview Questions and Looking For

A
  • A description of the situation or task
  • The action taken
  • The result or outcome
103
Q

Competency-Based Interview

A
  • The interviewer asks questions that are based on real situations related to the competencies for the position.
  • The interviewer asks the candidate to provide an example of a time he or she demonstrated the competency.
104
Q

Competency-Based Interview Advantages

A
  • Provides insight into the candidate’s proficiency in a particular competency.
  • Gathers information that is predictive of what the candidate’s behavior and performance are likely to be in the position.
105
Q

Group Interviews Include

A
  • Multiple job candidate being interviewed by one or more interviewers at a time
  • Fishbowl interview
106
Q

Fishbowl interviews include

A
  • Bring candidates together that would have to work with each other in true-to-life work setting
  • Pair applicants with groups of staff members to work on true-to-life work issues
  • Multiple interviewers for one job candidate (most common)
107
Q

Team/Panel Interview

A
  • Used in situations where the position relies heavily on team cooperation.
    • Supervisors, subordinates, and peers are usually part of a team interview process.
  • Structured questions are spread across the group.
    • The individual who is most competent in the relevant area usually asks the question
  • In some panel interviews, interviewers may play off each other and ask questions in a “tag-team” style.
108
Q

Group Interview Advantages

A
  • Saves time for employer and candidate but are threatening for candidate
  • Reduce threat by considering each person role and seating environment
109
Q

Stress Interview

A
  • Objective is to see how the candidate reacts under pressure.
  • Idea is that if a candidate who performs well under pressure in the interview they will handle work stress in a similar fashion.
110
Q

How to Prepare for an Interview

A
  • Become familiar with the duties and requirements of the open position.
  • Be prepared to answer general questions about the organization.
  • Formulate your questions.
  • Organize the questions in the order you will be asking them.
  • Review the candidate’s application, CV, and/or résumé.
111
Q

Guidelines for an Effective Interview

A
  • Establish rapport
  • Listen carefully
  • Make smooth transitions from one topic to another
  • Observe nonverbal behavior
  • Take notes
  • Conclude the interview
112
Q

Creating Interview Questions

A
  • Turn each desired skill set or characteristic of the job into a series of open-ended questions.
  • Facilitate the candidates’ sharing their experience and expertise through their responses.
  • Ask questions that lead a candidate to describe, in detail, his or her technical expertise, discuss core competencies, and demonstrate problem-solving behavior, learning and communication style, and other necessary attributes.
113
Q

Substantive Assessment Methods (pre-employment tests)

A
  • Help to reduce the candidate pool to finalists for the job.
  • Generally facilitate more precise decisions about applicants—those who meet minimum qualifications for the job and are the most likely to be high performers if hired
114
Q

Types of Substantive Assessment Methods

A
  • Cognitive ability tests
  • Personality tests
  • Aptitude tests
  • Psychomotor tests
  • Assessment centers
115
Q

Substantive Assessment Methods in Global Environment

A

Can be helpful as interpreting skills sets across different cultures can be difficulat

116
Q

Cognitive ability tests

A
  • Assess skills the candidate has already learned.
  • Measure a variety of mental abilities
    • Ex: verbal and mathematical skills, logic, reasoning, and reading comprehension.
  • Typically multiple-choice and are administered via a paper-and-pencil instrument or computer.
    • Examples: Performance tests or work sample tests that require candidates to complete an actual work task in a controlled situation may be administered.
117
Q

Personality tests

A
  • Attempt to measure a person’s social interaction skills and patterns of behavior.
  • Report what might be described as traits, temperaments, or dispositions.
  • Typically administered in a paper-and-pencil or computer format.
    • Examples: Inventories consisting of several multiple-choice or true/false items measure personality factors such as conscientiousness, extraversion, agreeableness, openness to experience, and emotional stability.
118
Q

Aptitude tests

A
  • Measure the general ability or capacity to learn or acquire a new skill.
  • Look at a person’s innate capacity to function.
  • Predict learning and training success.
    • Example: A test measures the natural aptitude for computers and problem solving for computer professions (e.g., systems analyst, programmer, network manager).
119
Q

Psychomotor tests

A
  • Require a candidate to demonstrate a minimum degree of strength, physical dexterity, and coordination in a specialized skill area.
  • Based on key job duties and responsibilities; they are appropriate only if the primary duties and responsibilities of the job require such abilities.
  • Example: A manual dexterity test is administered to a candidate for a factory assembly job.
120
Q

Assessment centers

A
  • Not necessarily a place but rather a method of assessing higher-level managerial and supervisory competencies.
  • Require candidates to complete a series of exercises that simulate actual situations, problems, and tasks they would face on the job for which they are being considered.
  • Usually last at least a day and up to several days. Trained assessors observe the performance of candidates during the assessment process and evaluate them on a standardized rating.
    • Example: Candidates go through a battery of standardized tests and exercises such as pencil-and-paper tests, comprehensive interviews, individual and/or group role-play exercises, in-basket exercises, and work-related performance tests.
121
Q

Discretionary Assessment Methods

A
  • Subjective and should be used with other substantive methods
  • Used in some circumstances to separate those who receive job offers from the list of finalists (assuming that each finalist is considered fully qualified for position)
  • Sometimes discretionary methods are not used because all finalists may receive job offers.
  • Subjective and rely heavily on the intuition of the decision maker.
  • Organizations intent on maintaining strong cultures may consider assessing the person/organization match
122
Q

Contingent Assessment Methods

A
  • Use depends depends on the nature of the job and legal mandates.
  • They are not always needed.
  • May be done at different points in the selection process.
123
Q

Contingent Assessments Types

A

Drug tests and Medical exams

124
Q

Medical exams

A
  • Often used to identify potential health or fitness risks in job candidates.
  • Care must be taken to ensure that medical exams are
    • Used only when a compelling reason for them exists (e.g., they must be job-related and individuals with disabilities unrelated to job performance must not be screened out)
    • Performed at the correct time during the hiring process as prescribed by law.
  • Reasons for rejecting an applicant on the basis of the exam must be job-related.
125
Q

Cross-Cultural Assessment Tools Include

A
  • Cross-Cultural Adaptability Inventory (CCAI)
  • Cultural Orientations Indicator®(COI®)
  • Intercultural Development Inventory (IDI)
  • SAGE (Self-Assessment for Global Endeavors)
126
Q

Cross-Cultural Adaptability Inventory (CCAI)

A
  • A self-scoring assessment instrument that can help individuals or groups identify their current strengths and weaknesses within four critical skill areas important for effective cross-cultural communication and interaction
127
Q

Cross-Cultural Adaptability Inventory (CCAI) critical areas of skill

A
  • Adapting to new situations
  • Interacting with people different from oneself
  • Tolerating ambiguity
  • Maintaining a sense of self in new or different surroundings.
128
Q

Cultural Orientations Indicator®(COI®)

A
  • Web-based cross-cultural assessment tool that allows individuals to assess their work style and cultural preferences.
  • Provides respondents with recommendations and suggests relevant resources for building effective skills and cultural agility.
129
Q

Intercultural Development Inventory (IDI)

A
  • Statistically reliable, valid measure of intercultural competence
  • 50-item inventory based on Development Model of Intercultural Sensitivity (DMIS) to assess the extent of an individual’s intercultural development along a continuum.
130
Q

SAGE (Self-Assessment for Global Endeavors)

A
  • Assessment tool organizations can use to assist in decision making for employees contemplating a global assignment.
  • Can also be used by candidates to evaluate three areas (self, career, and family) before making the decision to accept a global assignment.
  • Includes a version for spouses/partners to identify strengths and areas of challenge that may confront them on an international assignment.
131
Q

Decision Process Steps

A
  1. Organize and summarize information in terms of selection criteria
  2. Identify and rank candidates
  3. Collect additional information as necessary
  4. Make offer to top candidate
132
Q

Contingent job offer

A
  • Organizations may make a job offer that is contingent on the candidate passing certain tests or meeting certain requirements.
  • May include a medical examination, a physical fitness test, and/or a psychological test
133
Q

Employment offer

A
  • An oral or written communication that formally offers the applicant the job.
  • Should quickly follow the selection of the most-qualified candidate.
  • Mishandling this process can lose the candidate to another organization or can give the employment relationship a negative start even if the candidate accepts the position.
134
Q

Employment offers should

A
  • Use standard letterhead approved by legal counsel
  • Clearly state terms of offer and any cintingencies
  • Establish reasonable acceptance deadline
  • Clearly state acceptance details
    • Ex: signiture on duplicate letter
135
Q

Employment contract

A
  • Written agreement between the organization and an employee that explains the employment relationship
  • Helps clarify employment terms.
  • If contract is used and its specific terms will vary based on the organization, the job, and applicable local laws.
136
Q

Difference between offer and contract

A
  • Legal distinction which varies from country to country
  • Offer
    • Not legally binding and can be retracted at any time
  • Contract
    • Legal obligations to organization and employee
137
Q

Handling Nonselected Candidates

A
  • Unselected candidate should be notitifed promptly
  • Phone call or letter is preferred
138
Q

Effective orientation

A
  • Sets expectations
  • Connects the employees with managers and coworkers
  • Puts employee on engaged trajectory
139
Q

Engagement factors through talent acqusition

A
  1. Make job hunt simple, seamless and informative
  2. Create accurate first impressions
  3. Make first day count
  4. Give employees a structured onboarding experience
  5. Provide a “buddy”
  6. Show employees a path to success
140
Q

Orientation

A
  • Process by which new employees become familiar with the organization and with their specific department, coworkers, and job.
  • Lasts 1-2 days and helps employees get a realistic picture of the organization/job
141
Q

Onboarding

A
  • Process of assimilating new employees into an organization through orientation programs and their experiences in their first months of employment
  • Helps employees develop positive working relationships
142
Q

Informal Onboarding

A
  • Employee learns about his or her job without a structured plan.
  • Much of the acclimation process is left up to the employee to figure out.
143
Q

Formal Oboarding

A
  • Starts during recruitment/selecation and goes on for several months or years
  • Structured oriention activities
  • Involves HR, supervisors and collegues
144
Q

Intent of onboarding

A
  • Teach new employee about his or her role regarding tasks and socialization
  • Integrate employee into organizational culture and norms
  • Build relationships to create sence of acceptance for new employee
145
Q

Benefits of Onboarding

A
  • Reduction in turnover rate
  • New employees experience less job stress and develop stronger commitment to the organization faster

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