Talent Acquisition Flashcards

Question

Job description and what does it include?

Answer 1

* Document that describes a job and its essential functions and requirements * Includes * Knowledge * Skills * Abilities * Responsibilities * Reporting structure

Answer 2

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

Answer 3

* 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

Answer 4

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

Answer 5

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

Answer 6

* Essential functions * Nonessential functions * Sign-off * Disclaimers

Answer 7

* 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

Answer 8

* Necessary, appropriate modifications or adjustments that do not put a disproportionate or undue burden on the employer * Doesn't just include physical accomidations

Answer 9

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.

Answer 10

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

Answer 11

* 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

Answer 12

* 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

Answer 13

* 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

Answer 14

* Exempt/non-exempt * Full-time, part-time, * Temporary * Seasonal * Remote/distant employees

Answer 15

* 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.

Answer 16

* Process of generating a pool of qualified job applicants * Involves internal and external advertising

Answer 17

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

Answer 18

* 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

Answer 19

* 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

Answer 20

* 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

Answer 21

* May result in misplacements * May increase recruitment costs * May cause morale problems for internal candidates * Requires longer onboarding and orientation

Answer 22

* Depends on needs, culture and philisophy * Must be done consistency to avoid idea of inequities

Answer 23

* Employee referrals * Inside moonlighting * Job bidding * Job posting * Nominations * Skill banks and skill tracking systems * Succession planning

Answer 24

* 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

Answer 25

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

Answer 26

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

Answer 27

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

Answer 28

Computerized talent or skill inventories furnish lists of qualified people.

Answer 29

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

Answer 30

* 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

Answer 31

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

Answer 32

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

Answer 33

* 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

Answer 34

Online and on-site services connecting employers and job seekers

Answer 35

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

Answer 36

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

Answer 37

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

Answer 38

* 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.

Answer 39

* 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.

Answer 40

* 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.

Answer 41

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

Answer 42

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).

Answer 43

* Headcount * Groups and subgroups (categories ex: executives, hourly employees, contractors) * Demographics

Answer 44

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

Answer 45

* 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

Answer 46

* 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

Answer 47

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

Answer 48

* 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.

Answer 49

* 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).

Answer 50

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

Answer 51

* 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.

Answer 52

* Type of employee * Level of employee * Role of employee * Legal compliance requirements * Labor market conditions * Total reward offerings

Answer 53

* Direct - monetary * All the money lost from hiring the employee * Indirect - "invisible" * Hard to quantify financially * Damaging to goodwill and reputation

Answer 54

* 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.

Answer 55

Process of evaluating the most suitable candidates for a position

Answer 56

The position critera set during job analysis and job documentation

Answer 57

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

Answer 58

* 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.

Answer 59

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

Answer 60

* 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.

Answer 61

* 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

Answer 62

* 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

Answer 63

* 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

Answer 64

* 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

Answer 65

* 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.

Answer 66

* 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

Answer 67

* 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

Answer 68

* 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

Answer 69

* Structured interview * Unstructured interview * Behavior interview * Competency-based interview * Group interview * Stress interview

Answer 70

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

Answer 71

* 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.

Answer 72

* '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.

Answer 73

* 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.

Answer 74

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

Answer 75

* 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.

Answer 76

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

Answer 77

* A description of the situation or task * The action taken * The result or outcome

Answer 78

* 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.

Answer 79

* 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.

Answer 80

* Multiple job candidate being interviewed by one or more interviewers at a time * Fishbowl interview

Answer 81

* 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)

Answer 82

* 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.

Answer 83

* Saves time for employer and candidate but are threatening for candidate * Reduce threat by considering each person role and seating environment

Answer 84

* 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.

Answer 85

* 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.

Answer 86

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

Answer 87

* 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.

Answer 88

* 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

Answer 89

* Cognitive ability tests * Personality tests * Aptitude tests * Psychomotor tests * Assessment centers

Answer 90

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

Answer 91

* 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.

Answer 92

* 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.

Answer 93

* 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).

Answer 94

* 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.

Answer 95

* 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.

Answer 96

* 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

Answer 97

* 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.

Answer 98

Drug tests and Medical exams

Answer 99

* 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.

Answer 100

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

Answer 101

* 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

Answer 102

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

Answer 103

* 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.

Answer 104

* 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.

Answer 105

* 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.

Answer 106

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

Answer 107

* 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

Answer 108

* 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.

Answer 109

* 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

Answer 110

* 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.

Answer 111

* 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

Answer 112

* Unselected candidate should be notitifed promptly * Phone call or letter is preferred

Answer 113

* Sets expectations * Connects the employees with managers and coworkers * Puts employee on engaged trajectory

Answer 114

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

Answer 115

* 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

Answer 116

* 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

Answer 117

* 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.

Answer 118

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

Answer 119

* 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

Answer 120

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