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Talent and Acquisition Rewards > Unit 4 > Flashcards

Unit 4 Flashcards

1
Q

Common methods used to get information about an applicant

A
  1. Resumes
  2. Cover Letters
  3. Official Documents and Cover Letters
  4. Work Experience
  5. Reference Check
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2
Q

Resumes

A
  1. Main source of relevant information

2. Goal-directed summary of person’s experience and education

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3
Q

Cover Letters

A
  1. First impression of the candidate

2. Summary of the applicant skills and experience WITH THE CRITERIA in job posting

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4
Q

Official Documents and Qualifications

A
  1. Includes IC and Passport
  2. Academic certificates
  3. Rights to work documents such as Visa/Work Permit
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5
Q

Work Experience

A
  1. Extract from resume and cover letter
  2. Testimonial from previous employer
  3. Certificate of participation on projects/awards
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6
Q

Reference Check

A
  1. To clarify significant issues
  2. Gain more information on the applicant
  3. Uncover additional areas of inquiry
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7
Q

Tracking applicants and shortlisting

A
  1. Identify suitable candidates
  2. Forward to relevant departments for consideration
  3. Relevant Department head to shortlist candidates for interviews
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8
Q

How to identify for suitable candidates?

A
  1. Match of Job requirements and Experiences
  2. Authenticity of Qualifications and Experiences
  3. Red Alerts
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9
Q

Match of Job Requirements and Experiences

A

The higher the degree of match, the better the chances to get screening interview

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10
Q

Authenticity of Qualifications and Experiences

A

HR responsibility to check for the value of the certificates

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11
Q

Red Alerts

A

The missing or lack of information should be cause for alert as it a sign of discrepancies in work or education progress

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12
Q

Factors to consider when CHECKING Forms, Applicants, Documents and Credentials

A
  1. Match of Job Requirements and Experiences
  2. Authenticity of Qualifications and Experiences
  3. Causes for Alerts
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13
Q

Purpose To Verify Applicant’s Documents and Comparing Against Job Description

A
  1. Misleading Information
  2. Falsification of Documents Provided
  3. Comparison of Application Against Job Description
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14
Q

Misleading Information

A
  1. Minor exaggeration to falsification

2. The common misrepresentation are criminal history, work experience, education level and past salary

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15
Q

Falsification of Documents Provided

A
  1. To verify the authenticity of the supporting documents with past employers or document’s issuing authority
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16
Q

Comparison of Application Against Job Descriptions

A

The higher the degree of match with the job description the higher the chance to get an interview

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17
Q

Ways to Conduct Initial Screening of Candidates (10)

A
  1. Skills Testing
  2. Resume Screening
  3. Cover Letters
  4. Applicant Tracking System
  5. Reference Checking
  6. Checking Online
  7. Paid Trial Projects
  8. Phone Interviews
  9. Video Interviews
  10. One way Video Interviews
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18
Q

Skills Testing

A

Conduct pre-employment tests to see if candidate is a good fit by testing real-world skills and job

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19
Q

Resume Screening

A

Going through resume to consider if applicant is the right fit

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20
Q

Cover Letters

A

To present themselves but can be rather limiting

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21
Q

Applicant Tracking System

A

A software solution that run through resumes and find the best candidate

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22
Q

Reference Checking

A

To check how well applicant did with previous employer

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23
Q

Checking Online

A

To find out if candidate has a website, portfolio or social media profile to give a thing or two about who he/she really is

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24
Q

How can area of enquiry benefit the company?

A
  1. Learn what candidates find the most interesting about the company/role
  2. Identify well prepared candidates
  3. Seize the chance to sell your company
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25
Q

Importance of FAQs

A
  1. Job seekers do not need to fish around to find the answers they need to move forward
  2. Shorten the time to hire as talent do need to wait for recruiter to get back to them to their pressing questions
  3. Decrease the abandonment rate as if they know what is expected, they will have better understanding of whats required
  4. A key supporting part of a recruitment marketing content strategy
26
Q

Channels/Methods for HANDLING INQUIRY

A
  1. Phone
  2. Email
  3. Chatbots
  4. Social Media Platforms
27
Q

Phone

A

Reach HR by the common phone number provided

28
Q

Email

A

Company has designated email address to receive resume or handling inquiries

29
Q

Chatbots

A

Inquiries raised and answered built in AI query system

30
Q

Social Media Platforms

A

Strong presence on social media platforms can expect enquiries through these platforms

31
Q

Purpose of Job Interviews for Company

A
  1. Clarify Resume Issues
  2. Communication Skills
  3. Personality
  4. Introduce to team
32
Q

Purpose of Job Interviews for Applicant’s Perspective

A
  1. To find out the nature of the job

2. Feel of physical and social environment of the organisation

33
Q

Factors to consider when SCHEDULING inteviews

A
  1. Time
  2. Booking of Facilities, Equipment and Panel of Interviews
  3. Prepare Required Documents and Forms in Advance
34
Q

Time (3)

A
  1. Do not be ambitious and scheduled too many interviews in a day
  2. Dedicate specific time for interview without interruption by emails, telephone calls or colleagues
  3. Take into consideration internal discussion, staff lunch breaks and transition time
35
Q

Booking of Facilities, Equipment and Panel of Interviews (4)

A
  1. Select suitable location located centrally or within headquarter
  2. Resources such as laptop/stationeries may required
  3. Tables and chair must be arranged in a conducive manner for interaction
  4. Ensure to send an email invite for interview date and time
36
Q

Prepare Required Documents and Forms in Advance (2)

A
  1. Have a hardcopy of candidate resume and job description

2. As well as application form and healthcare declaration

37
Q

Situations by employers

A
  1. Handling Delays
  2. Handling Cancellations
  3. Handling Candidates with Diverse Backgrounds
  4. Handling Candidates with Special needs
38
Q

Situations by candidates

A
  1. Handling Delays
  2. Handling Cancellations
  3. Handling No-Shows
39
Q

Handling Delays by employers (3)

A
  1. See if any staff can act as replacement
  2. Coordinate new interview
  3. Send Confirmation to both interviewer and candidate via Email/SMS on the new date and time
40
Q

Handling Cancellations by employers (3)

A
  1. Check if interviewer can provide an alternate dates and times
  2. Call candidate to inform about changes
  3. Send Confirmation of to both about the new date and time
41
Q

Handling Candidates with Diverse Backgrounds (3)

A
  1. Inform and explain politely
  2. Check if candidate still comfortable in the minimum job requirement
  3. Inform or reject candidates accordingly
42
Q

Handling Candidates with Special Needs (6)

A
  1. Alert interviewer discreetly
  2. Treat candidates fairly and equally but try to make slight amendments to accommodate smooth transitions
  3. Do not belittle
  4. Do not make snide remarks
  5. Watch the body language
  6. Be polite and considerate
43
Q

Handling Delays by Candidates

A
  1. Check to see if interviewer’s time can be amended if not provide an alternate date and time
  2. Call candidate to inform of changes
  3. Send Confirmation to both parties on the new time and date
  4. Call other candidate to see if they can take up empty slot
  5. Inform interviewer if there is an empty slot so he/she can attend other matters instead
44
Q

Handling Cancellations by Candidates

A
  1. Check for reason why he/she is not turning up

2. Check if other candidate can take up the empty time slot

45
Q

Handling No-Shows

A
  1. Check for reason why he/she did not turn up
  2. Customise solution accordingly
  3. Update the interviewer
46
Q

Types of Interviews (7)

A
  1. Face-To-Face Interview
  2. Telephone/Online Interview
  3. Scenario-Based Interview
  4. Small Group or Committee Interview
  5. The Second or On-Site Interview
  6. Behavioural-Based Interview
  7. Task Oriented or Testing Interview
47
Q

Face to Face Interview

A
  1. Most common type of interview

2. To observe body language, etiquettes and personal traits

48
Q

Telephone Interview

A
  1. Most cost effective
  2. Difficult to see body language and usually hired rely on candidate positive and sharp answers delivered with enthusiasm
49
Q

Scenario-Based Interview

A
  1. Candidates are asked to describe how they might respond to HYPOTHETICAL situation
  2. Interviews look for candidates thought processes
  3. Assess based on skills, knowledge and ability
50
Q

Second/On-Site Interview

A
  1. Candidates have been successful on the first occasion and the company would like to know more
  2. Last longer and include a site tour
51
Q

Behavioural-Based Interview

A
  1. To predict future performance

2. Probes much deeper than usual interview

52
Q

Task Oriented or Testing Interviews

A
  1. Demonstrate candidates creative and analytical abilities through varied tasks
53
Q

Importance of Reference Checks (PAST EMPLOYERS)

A
  1. Judgement On Skills
  2. Fact Check On Sharing during interviews
  3. Applicant’s behaviour in the office
54
Q

Types and Purposes of Assessments (5)

A
  1. Cognitive ability tests
  2. Personality tests
  3. Job Knowledge tests
  4. Physical ability tests
  5. Work sample test
55
Q

Cognitive ability tests

A

Measure mental abilities such as verbal/mathematical ability

56
Q

Personality Tests

A

Assess traits relevant to job performance

57
Q

Job Knowledge Tests

A

Measure critical and technical knowledge to perform a job effectively

58
Q

Physical Ability tests

A
  1. For physical demanding jobs

2. Require to perform actual job tasks to determine whether they can perform physical requirements of a job

59
Q

Work Sample Tests

A

Mirror the tasks that are required to perform on the job

60
Q

Types of ethical issues and questions

A
  1. TAFEP Recommendations

2. Industry Practices

61
Q

Five principles of Fair Employment Practices (TAFEP)

A
  1. Recruit and Select employees based on merit regardless of age, gender, marital status etc
  2. Abide by labour laws and adopt Tripartite guidelines on fair employment practices
  3. Reward employees fairly based on Performance, Ability, Contribution, Experience
  4. Treat employees fairly and respect
  5. Provide employees with equal opportunity to be considered for training and development based on strengths and needs
62
Q

Industry Practices

A
  1. MOM work together with Tripartite Alliance for Dispute Management to ensure fair practices, provide advisory and mediation to resolve salary related claims
  2. Repeated violators are subject to sign up for tripartite standards and post an apology and work pass privileges suspension for 6-12 months

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