Test 2 Study Guide 2

5. What is nepotism (book)?

The practice of hiring relatives. Other employees may resent these employees.

4. North Carolina is an "At will" state. What does that mean (book)?

'At will' is an employment term used to describe contractual relationships in which an employee can be dismissed by an employer for any reason (without having to establish 'just cause') and without warning.

3. What are several steps a recruiter can take to have a positive impact on candidates (book)?

-

34. What is included in the written offer?

-Job description -An 'at will' statement unless it is contract -Explanation of compensation and benefits -Work schedule including the start date -Job contingencies -Employees signature

21. State all of the interviewing tips from the notes.

-Make sure the applicant does most of the talking -Be attentive and go beyond hearing-LISTEN!! -Show enthusiasm throughout the interview -"Read" non verbal messages -Show pride in your business and industry -Stay in control of the interview -Do not project the answer you want -Do not cut the interview short because the first ten minutes didn't go well -Note taking is important, but do not let it distract the flow of the interview -Read questions to the applicant -Add follow-up questions to explore "interesting" side issues -Go into interview with the intention of simply confirming that a pre-interview "favorite" is in the fact the best person for the position

9. What are some of the reasons employers initially eliminate applicants?

-Mistakes=Remove candidates that have spelling errors and such if you are hiring for a position that requires great accuracy and attention to detail -Behavior=Applicants who were not acting appropriate when you were "fishing". Either rude to receptionist or very improperly dressed. -No Phone #=or easy way to contact past supervisor. A candidate who didn't check all their references phone numbers to make certain they had not changed, probably didn't know their reference that well.

19. Fully describe first 4 steps of a good interview process as discussed in the notes.

1. Develop rapport-relax the applicant: setting the stage for a friendly open exchange of information. Goal is to bring the candidates stress level to that of a normal work day. This way you can judge them in their normal state. 2. Give applicant a job description-Be certain the applicant understands the job specifications and requirements. This way every applicant receives the same information and they can question aspect of the job they were unsure about. 3. Determine the accuracy of the application-Review the applicants training and education especially any that is pertinent to your position. Remember that taking a class is different from learning information. Pay attention to vague reasons for leaving position. 4. Ask open-ended questions-Be prepared for the interview with quality questions This way you avoid "reaching" for the next question. Remember, you are conducting an interview not an interrogation. Look at the time you have for this step. Now consider that it takes 3-5 min to answer each good question.

20. Fully describe last 5 steps of a good interview process as discussed in the notes.

5. Encourage the applicant to ask questions-Be sure to answer in a straightforward manner. Note the content of the question, the insight shown and follow-up questions. Pay particular attention to any hints about needs the applicant hopes to satisfy through this job. Be prepared for the question-why is this position open? 6. Summarize your mission, objectives, and business philosophy. Include an positive opportunities available to employees.-This is a selling step. You want applicants to have a good impression of your business even if they don't get an offer. Explain the positive aspects of you business. Stress the importance of employees in your business. Show pride in you have in former employees who have moved up in the industry. Explain any opportunities to learn new skills and any promotion opportunities. It will show that working for you will take them places, keep in mind the modern physiological contract. 7. Give applicant tour of your operation-An employee should give the tour, it gives the applicant a chance to ask some informal questions about what it is like to work for you. This also gives the current employee a chance to reinforce some of the points made during the formal interview. It gives the current employee a feeling a part of the process-good for moral. 8. Encourage the applicant to ask questions again-During the tour the employee may have brought up some issues they now have concerns with. By doing it a second time you emphasize your desire to be an open and effective communicator. It also shows your caring attitude. 9. Close with info about making the selection decision-Express your appreciation for his/her interest. Remember they had to go through a lot of work for the interview. Be specific about what happens next! When you will complete the interview process and contact the applicant. It is unprofessional to leave somebody wondering and reflects badly on your company. This also allows you to see if the applicants can follow simple directions.

11. Explain who should be involved in the interview and selection process.

A team approach is becoming more common. Should include not only individuals at supervisory level, but also employees who will be of equal rank—working with the person on a daily basis. They will provide input. →Advantages=broader base of opinions. Employees know what it takes to do their job often better than their managers. They will be able to ask specific questions. Orientation is smoother-"get to work with the person they helped select". Personal conflicts-other employees can weigh in. Respect-by involving a current employee, they are participating in forming the team.

13. Why should a team involvement approach to interviewing be considered?

A team approach is becoming more common. Should include not only individuals at supervisory level, but also employees who will be of equal rank—working with the person on a daily basis. They will provide input. →Advantages=broader base of opinions. Employees know what it takes to do their job often better than their managers. They will be able to ask specific questions. Orientation is smoother-"get to work with the person they helped select". Personal conflicts-other employees can weigh in. Respect-by involving a current employee, they are participating in forming the team.

30. Describe first impression selection bias that could occur during the selection process.

Allowing one's initial impression distort, or even ignore additional information. This bias is judging prematurely based on appearance, handshake, or voice. It is easy for a good candidate to mess this up if they are stressed (because they care) about the interview. AN EXCEPTION-when hiring a salesperson; first impression is the job.

31. Describe projection selection bias that could occur during the selection process.

Attributing one's own motives, feelings, or values to others. If I am in a good mood with the first candidate and not with the next, then I might assume the first candidate was better.

17. Describe the difference between Behavioral/Situational/Informational interview questions.

Behavioral=ask candidate to explain what they actually did in a situation. This info is fairly valid in predicting future performance. Situational=ask a candidate what they would do in a particular situation. They require the candidate to imagine, create solutions, and explain their would be actions. (Down side is that there is often a difference between what somebody believes they would do and what they actually do in a situation. Informational=should be during the phone interview and application and limited during face to face interview. They are time consuming and rapid fire questions that don't provide any information on personality characteristics.

35. How do we let unsuccessful candidates know they didn't get the job?

Best way is through a form letter. It should state factual information and should also state that there was a strong field of applicants but they were not selected. Thank them for their time to apply for the position. Do not apologize or give specifics.

1. How can you create luck?

By giving yourself the opportunity to be lucky. You would have zero luck sitting on the couch. Create opportunities for yourself-never hurts to ask.

24. Explain personality testing

Determines personal characteristics, Myers Briggs tests. Do not have a right or wrong answer, but rather determine if a person would be happier working in teams or independently. Both results can make a company profit.

33. Describe staleness selection bias that could occur during the selection process.

Discounts individuals who were interviewed early in the process in favor of those who interviewed just before the selection is made. Human nature is to buy what is in front of us and not necessarily the best.

12. When constructing a resume what is the main question you should be answering for a potential employer?

How are you going to make the company money?

22. Explain cognitive testing.

Measure knowledge of a topic. Three kinds=aptitude, achievement, and reasoning. Aptitude-is important if the new employee is expected to learn what they need on the job. Must have a solid training program. Achievement=important if you expect them to be productive on day one and bring all their skills with them. Reasoning=important for employees that are expected to work independently, solve their own problems and develop new ideas.

23. Explain performance testing

Measures ability to perform a job correctly. A sales firm could have an applicant answer mock customer service phone calls.

32. Describe contrast selection bias that could occur during the selection process.

Measuring an individual solely against the last person interviewed and not the entire field. (For example=on a scale of 1-10 a 2 candidate is interviewed followed by a 7 and then an 8. The 8 was only a little better than the 7, so you hire the 7 since there was a greater jump in quality.) Obviously you will need to contrast and compare candidates; the flaw here is using only the one before and after and not the entire field.

Describe concerns about libel and slander as it applies to giving references.

Past employers are less likely to put their true feelings in writing for fear of libel lawsuits or political backlash—there are things you say that you would never write down and sign. It is difficult to prove in court that an employee was "Bad"; it is a subjective term.

25. Explain medical testing.

Pre existing conditions or drug use. Physical testing can also be used to set a benchmark of health problems. This will reduce liability to the company for injuries sustained before employment. All should be paid for by the employer.

29. Describe halo effect selection bias that could occur during the selection process.

Regarding highly an individual who has one characteristic you particularly like and ignoring the other facts. Just because a candidate does one thing well don't ignore a bad reference or inability to perform certain aspects of the job. This person will need to do all aspects of the job so consider the entire package.

According to new precedence cases what shouldn't be asked for on an application? WHY?

SS#, birthdates, abilities. The information could be used to discriminate against age, nationality, and disability.

16. What are advantages of sequential interviews over Panel interviews and vise versa?

Sequential is one on one interview with each person where a panel interview has everyone in the same room at the same time. Sequential--allow for greater focus and structure between the interviewer and interviewee. Follow up questions can be asked on topic. A disadvantage is one interviewer cant generate questions from the information presented to another. Panel--allow for candidate to establish how employees interact with each other, and the interviewer can establish how the candidate reacts to a team environment. less experienced interviewers can be guided by others.

14. Describe the difference between Structured/Unstructured interview questions.

Structured interviews use a predetermined set of questions, which creates more scientific control between candidates. Follow up questions become limited but so does wasting time on tangents. Unstructured is more of a conversation, may not get all answers you are looking for.

8. Why insist that applications are completed at your business and not taken home?

The lazy candidate will not drive all the way to the office—the person collecting unemployment only looking to fill out their quota of applications will chose to find a different job with an online applications. The ones that will come to your business are the ones that are serious about the job. →Most applicants have not memorized this information allowing managers to put applicants into three categories 1. Prepared and serious-applicant brings info with them bc they anticipated the question 2. Serious-this applicant didn't bring the info, but will take the time to get it and return to complete the form 3. Not prepared or serious-leaves the info blank. Can easily eliminate. → Then you are absolutely certain the applicant was the person who completed the application. Candidates ability to read and write can be assessed along with the quality of the handwriting. Applicants find it harder to lie in person.

18. How do we treat an interview like a science experiment?

The more controls that are in place to isolate the only changing factor (the human) the more accurate the results. Using structured interview questions will further this control, as well as choosing a private and comfortable. Should resemble a conversation more than an interrogation.

28. Describe stereotyping selection bias that could occur during the selection process.

The tendency to attribute certain characteristics to a particular group of people. Just because a persons parents were agricultural producers, doesn't instantly mean that they know everything about farming. Avoid this by sticking to the information you learned from the application, interview, and reference check.

10. Describe the value of using a phone interview for candidates.

They can be done quickly and easily. Allows companies to acquire more information from several candidates beyond their resume before eliminating all be a few for face to face—not wasting time and money by flying a candidate out only to find that they are not even a close match.

26. Why are phone calls or personal visits the most productive way to check references?

Written letters take too much time, people prefer phone calls. Exception occurs when letters need to be filed for state record. Past employers are less likely to put their true feelings in writing for fear of libel lawsuits or political backlash.

15. Explain each of the five criteria for evaluating a selection method discussed in the book. Most managers mistakenly don't consider their selection method

so I would like a detailed answer. You will not find this answer skimming the chapters. You need to read and it will jump out., Asdfasd

6. Describe sources of applicants. Give a complete description. (Really long answer)

→ Promote from within—filling an entry position with an employee from a lower position. Advantages—the opportunity of promotion causes entry positions to be more attractive. New manager will have knowledge of company culture. Will have understanding and empathy for their subordinates jobs because they have done them. No relocation expenses and reduced training costs. Employee doesn't leave to take promotion with a new company. Disadvantages=have to hire a replacement for the lower position. New ideas cant be introduced from outside hires. New managers authority may not be widely accepted at first. → Suggestions from current employees—companies may ask current employees to help them search for new employees. This can be done by formally offering reward programs or informally by making them aware of an opening and encouraging them to share this with those who they feel are qualified. Advantages=employees know people in your community in several social circles. Employees who are working the job know the specification requirements to fill. New employee would be working with someone they already know becoming part of team quicker. May feel obligated to work hard to protect their friends good word. Employees feel empowered to make a difference in their company and in their social circle. Disadvantages=an applicant who was suggested by an employee should get the same treatment as the one who responded to help wanted ad. Problem could arise if an employee suggested family member or bff who was not hired. If family or a friend is hired and it doesn't work out, then a good employee could turn sour over the whole ordeal. Must not be only form of recruitment. → Professional contacts—People in the industry know whos lookin and whose needin. Talk w people at the local coffee shop, input supplies, and distributors. Particularly those who travel from business to business. →Educational institutions—Career services=Employers can submit job descriptions and specifications and then the instiutions will select students near their database who best match. Career fairs=companies may advertise positions simultaneously at individual booths and is most often seen at uni or college. Can reach huge audience of unemployed well educated employees before they hit the job market. Instructors=Teachers know their students and know they must protect their reputation. Managers often return to their past teachers to ask if they know any good students that match. Teachers are in constant contact with students and can often provide a lot more information about a potential employee than a 60 minute interview. →Public advertisements—Print newspapers=Print paper allows you to target a small market area. Can also advertise in many languages if desired. Internet=job posting services, company websites, etc. →Government job services—Almost every state has a job service program and most have county or local offices. They have counselors that can help you write job descriptions and announcements. They can also help you screen applicants that are just trying to fill an application quota. →Head hunters or search firms—Track down people suited for high level positions like CEOs. Professional networker who understands confidentiality. Cant go looking or stock prices will be effected and you will soon be fired.

2. What affects your ability to recruit? (Long answer)

→Recruiting efforts—Use a variety of techniques. Don't make it a low priority relative to other challenges. →Wage and benefits—The less you offer the lower the quality, however the opposite is not true. A manager must offer compensation that is competitive or they will get the employees that couldn't get a job elsewhere (leftovers). →Reputation of your business-If you are unethical, you will only be able to recruit leftover employees who couldn't get/keep a job with your competitors. →Local labor market—Who are you competing with for employees? Go back to your job analysis and consider the skills necessary to perform the tasks required to produce your product/service. When considering who else is looking for those skill sets don't forget to look outside of your industry. →Labor regulations—Area is constantly changing. Read the newspaper, watch the news, attend extension meetings, take advantage of learning opportunities. Know the difference between "talking about change and actual change." Prepare for change but don't waste too much effort on a bill that hasn't been signed into law. →Growth potential—Hard for small business. How far can an employee advance in a 2 person company? Good candidates who want to make money and advance in their careers are thinking about this. Don't pretend the issue doesn't exist. Educate them that small now doesn't mean small later. Get in on the ground floor—the new hire could be the leader of the new team, head of a new division, or other opportunities as your business expands. →Current economic conditions—Small doesn't mean not effected. A small business must be aware of the current state of the local and national economy. In a growing economy you will need to pay more and look sooner for good employees. In a shrinking economy you will get to pay less, but will need to spend more time looking through the large number of candidates. →Location—The location of your company will have a great impact on the type of candidate the applies and the compensation you must offer. Cost of living, living environment, access to other jobs.