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HRM 2440 > Week 6 > Flashcards

Week 6 Flashcards

1
Q

Selection Process 5 Steps

A
  1. Primary Applicant Screening
  2. Selection Testing
  3. Selection Interview
  4. Background Investigation/reference check
  5. Supervisory Interview and realistic job preview
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2
Q

Selection

A

Choosing individuals to fill job openings

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3
Q

Recruitment

A

searching out job applicants

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4
Q

Strategic Importance of Selection 3

A

Quality of HR, Ethical and appropriate selection, Legal Implications

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5
Q

Selection Ratio

A

of applicants hired / total # of applicants

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6
Q

Small Selection Ratio Indications (3) (1:4)

A

low # of applicants, low quality recruits, redo process

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7
Q

Large Indications (3) (1:400)

A

Vague job description, more resources for selection, automate process

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8
Q

Multiple Hurdle Selection Strategy

A

Selection involving series of successive steps/hurdles (phasing)

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9
Q

2 Criteria for selection

A

Determining Individual most qualified for the job
1. Must/Need 2. Want

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10
Q

Must

A

essential requirements for job, measurable standard of acceptability, screened initially on paper

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11
Q

Want

A

Desirable quality but not crucial, cannot be screened on paper etc verbal, communication, passion

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12
Q

Preliminary Applicant Screening

A
  • initial screening performed by HR by reviewing resumes and applications, candidates removed that don’t meet selection and rest move on to interview
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13
Q

Selection Testing
- what is it
- what type of tests
-the tests are designed to be(2)

A

Efficient method to screen large number of applicants
pre-made tests or develop in-house tests
reliable and valid

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14
Q

Reliability and it is the degree to (3)

A

yield comparable data over time
degree to dependability, consistency, stability

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15
Q

Validity and degree

A

predictor measures what it is intended to measure (accuracy)

separate validation studies for different subgroups

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16
Q

3 types of validity

A

criterion, content, construct

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17
Q

Types of Screening Selection Tests (9)

A

Cognitive Abilities
Physical Abilities
Personality
Interests
Achievement Tests
Management Assessment Centres
Situational Testing
Micro-Assessment, Physical Examination, Drug Testing, Polygraphs, Work Sampling

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18
Q

Cognitive Abilities (2) and how used in job selection

A

Intelligence: Predictor of Job Performance at chosen occupation
Emotional: Person’s ability to monitor emotions, knowledge and guide thoughts and actions.

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19
Q

Personality 2 tests - validity and reliability

A

Myers Briggs - lacks validity and reliability
Big 5 Personality - is valid and reliable

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20
Q

Interests Test for Job

A

Compare candidates interests with those of people already in various occupations

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21
Q

Achievement tests for jobs

A

knowledge (know about) and proficiency (know how)

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22
Q

Management Assessment Centres

A

Comprehensive procedures to assess management of potential groups of candidates

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23
Q

Management Assessment combine and are not

A

combine realistic experience, objective testings, presentations and are not a real place you go to

24
Q

Selection Interview Components (3)

A

Degree of Structure
Content
Administering Interview

25
Q

Degree of Structure (3)

A

Unstructured
Structured
Mixed/semi-structured

26
Q

Unstructured Interview (3)

A

Questions asked as they come to mind
Flexible
low reliability and validity

27
Q

Structured Interview (3)

A

Question are prepped or sent out
high reliability and validity
no flexibility, cannot pursue points of interest

28
Q

Content Components (2)

A

Situational
Behavioural

29
Q

Situational Content and Premise

A

individuals ability to project future behaviour in each situation
Premise: intentions predict behaviour

30
Q

Behavioural Content and Premise

A

asking interviewees how they behaved in the past to various situations
Premise: future performance is best predicted by past performance in similar situations

31
Q

Administering Interview 4 ways

A

one-on-one, sequentially or all at once (multiple interviewers, Face-to-face, technology

32
Q

Sequential

A

applicant interviewed by several persons in sequence

33
Q

Sequential Interview Unstructured
Sequential Interview Structured

A

Unstructured: interviewer provides their own input
Structured: standard evaluation form

34
Q

Panel Interview and etc

A

Simultaneously interviewed by group of interviewers, example Mass Interview

35
Q

Phone benefits

A

no appearance bias, spontaneous call

36
Q

Virtual Interview 2 types

A

Synchronistic or Asynchronistic

37
Q

Virtual Benefits (3)

A

Technology, reduced costs, biased reduced through training and administration

38
Q

Common Interview Mistake: Poor Planning

A

Questions not written in advance, no structure or admin

39
Q

Common Interview Mistake: Leading

A

Guiding Candidate directly or indirectly to right answer

40
Q

Common Interview Mistake: Too Much or Too Little Talk

A

Time is 70/30, 70% for applicant and 30% for interviewer

41
Q

Common Interview Mistake: Poor Knowledge of Job

A

Interviewers without accurate picture will rely on incorrect standards

42
Q

Common Interview Mistake: Gut Feeling

A

Interviewer prefers Gut feeling over quality and qualifications

43
Q

Common Interview Mistake: Influence of Non-Verbal Behaviour

A

eye contact, head moving, smiling

44
Q

Common Interview Mistake: Snap Judgements

A

Decisions based on first impressions

45
Q

Common Interview Mistake: Negative Emphases

A

more weight given to unfavourable characteristics

46
Q

Common Interview Mistake: Halo Effect

A

Subsequent ratings distorted by first impression

47
Q

Common Interview Mistake: Contrast/Rank Error

A

Distortion due to rating of prior candidate

48
Q

Common Interview Mistake: Similar-to-me

A

Distortion due to similarity in demographics, personality, attitudinal

49
Q

Common Interview Mistake: Stereotyping

A

being influenced by assumptions about an individual based on specific group

50
Q

Step 4: Background Investigation and Reference Check (2)

A

Verify Accuracy of information provided
Research to find applicant lies that lead to elimination

51
Q

Verify Accuracy of information provided (4)

A

criminal record check
credit check
past employment and education check
performance related references from past supervisors

52
Q

Research or Applicant lies that lead to elimination

A

overstating qualifications
attempting to hide negative information
Being Deliberately evasive or untruthful

53
Q

Step 5: Supervisory interview and realistic job preview (2)

A

Supervisory interview
Realistic Job Preview

54
Q

Supervisory interview

A

assess job, knowledge/skills, answer job questions, comfortable with new hire, assesses team fit

55
Q

Realistic Job Preview

A

provided applicants with realistic information, positive and negative

56
Q

Step 6: Hiring Decision and Candidate Notification
- what are the 6 steps of step 6

A
  • Compile info from techniques
  • evaluate info about each candidate
  • supervisor make hiring decision
  • offer specifies terms and conditions of employment
  • candidates have time to think and accept
  • notify candidate not selected

HRM 2440 (9 decks)

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