MOD 2 PHR Test 1
If an organization's hiring rate for white applicants is 15%, what is the minimum percentage of Asian-American applicants that should be hired to avoid adverse impact? 9% 10% 12% 15%
12% In order to avoid adverse impact, the selection rate for the protected group must be 80%, or four-fifths, of that of the group with the highest selection rate. Since the selection rate of the highest group is 15%, protected groups must be hired at a rate of 12% to avoid adverse impact. For more information, refer to Module 2, Responsibility 18, Section 3.
During the past year, the total number of employees for an organization was 960. There were 10 separations. What is the annualized employee turnover for the organization? 8% 8.3% 9.6% 12.5%
12.5% Turnover is a metric and is normally expressed using an annualized formula that tracks the number of separations and the total number of workforce employees per month. The annualized employee turnover percentage is calculated in two steps: Divide the total number of employees for the year (960) by 12 months. This yields an average monthly workforce of 80 employees. Divide the number of separations for the year (10) by the average number of employees per month (80). 10 = 12.5% 80 For more information, refer to Module 2, Responsibility 6, Section 5.
For a given position, 500 applications were received, but only 100 of the applicants were qualified. What is the yield ratio? 5% 10% 20% 25%
20% Yield ratios help quantify recruitment efforts at various stages in the recruitment process. They can be calculated at various stages in the recruitment process. In this case, the qualified applicants divided by the total number of applicants results in a 20% yield ratio. For more information, refer to Module 2, Responsibility 9, Section 7.
For some supervisory and managerial openings, recruiters use work samples of job situations that include individual and group activities, in-basket exercises, and work-related performance tests to evaluate a candidate's abilities. The results are reviewed by a panel of trained assessors. What is this technique known as? Aptitude test Assessment center Cognitive ability test Practical exercise
Assessment center Assessment centers are a method of evaluating candidates who are presented with content-valid workplace situations to which they respond and who are then evaluated on their responses. For more information, refer to Module 2, Responsibility 11, Section 9.
Which is an example of an indirect cost of turnover when an accounting manager responsible for the direction and supervision of four accounting employees leaves the organization? Increased unemployment tax Administrative costs for processing the separation Accrued vacation payment Disruptions to department operations
Disruptions to department operations Turnover cost indicates how much turnover is costing and its impact on organizational profitability. The cost of turnover includes direct and indirect costs. The indirect costs of turnover can be difficult to quantify and assign a dollar figure to, but these costs are very real and result in significant profitability decreases. For more information, refer to Module 2, Responsibility 15, Section 10.
What procedure BEST ensures the effectiveness of an organization's affirmative action program? Approval of the AAP by an "executive official" Establishment of an internal audit and reporting system Identification of problem areas Implementation of action-oriented programs
Establishment of an internal audit and reporting system An internal audit and reporting system best ensures that the nondiscriminatory policy is carried out. Identification of problem areas and action-oriented programs are also important but may not produce adequate results. A signature may provide credibility and accountability but does not really ensure actions under the scope of the AAP. For more information, refer to Module 2, Responsibility 18, Section 3.
Most personnel records, once filed into filing cabinets or saved to disk drives, are seldom referred to again. HR employees—especially those new on the job or temporary workers—waste time, even when there is a simple need to look for information. What could be done to correct this situation? Implement electronic records management. Limit information requests to only those that may have legal implications. Restrict information retrieval to supervisors and managers. Train all HR staff to ensure quality record-keeping practices.
Implement electronic records management. Electronic records management could facilitate more efficient and cost-effective storage, retrieval, and retention of records. In particular, creating a records filing and indexing system could help to ensure that both paper and electronic records can be easily found. For more information, refer to Module 2, Responsibility 19, Section 12.
Individuals who are free to render services to multiple organizations are BEST described by which of these flexible staffing options? Temp-to-lease help Independent contractors Traditional temporary help Contract technical workers
Independent contractors Independent contractors are self-employed individuals who are engaged on a contract basis and compensated on a contract or fee basis and who are issued Form 1099s. All the other examples represent some type of relationship between a temporary firm, a worker, and a client organization. For more information, refer to Module 2, Responsibility 7, Section 8.
Which of the following statements about the comparison of internal recruiting and external recruiting is true? External sources require more investment in training and development. Internal sources provide better protection of confidentiality. Internal sources are generally more cost-effective. External sources reduce the chance of misplacement.
Internal sources are generally more cost-effective. Generally, internal recruitment is more cost-effective than external recruitment. It avoids the cost of media advertising and utilizes in-house recruitment tools that are already in place. For more information, refer to Module 2, Responsibility 8, Section 7.
An employee is transferring to a new position in an organization. Which of the following onboarding practices would be most important to support the employee and ensure a smooth transition? Organizational culture Career development opportunities Job tasks and performance standards Generational values and characteristics
Job tasks and performance standards Employees transitioning to a new role benefit from their knowledge of the organization and its culture as well as established relationships. However, the work environment, performance expectations, and tasks of their new position can differ significantly from those of their previous role. For more information, refer to Module 2, Responsibility 14, Section 10.
An employer concerned about protecting relationships with customers would most likely include which of the following in an employment contract? Confidentiality agreement Noncompete covenant Terms for resignation/termination Best efforts clause
Noncompete covenant Specific wording may vary, but in a noncompete clause the employee typically agrees that for a certain amount of time after he or she stops working for the employer, the employee will not work for a rival organization or any organization engaged in a similar type of business and the employee will not set up a business that will directly compete with the employer's business (or solicit the employer's customers). In cases of litigation, the courts attempt to balance the rights of individuals to seek work against the employer's need to protect its business. For more information, refer to Module 2, Responsibility 13, Section 9.
Which stage in the workforce analysis process results in a profile of current staff as it would exist in the future if no action is taken in recruiting, training, or outsourcing? Supply analysis Demand analysis Gap analysis Solution analysis
Supply analysis Supply analysis analyzes the organization as it currently exists—in other words, the supply of labor and skill sets that are vital to an organization. For more information, refer to Module 2, Responsibility 2, Section 5.
An organization competes for talent in a crowded labor market. What action can help HR to promote the organization's brand advantage over that of competitors? Focus on the organization's strategic goals and objectives. Survey current employees, former employees, and applicants who were not hired. Publicize employee reward and recognition programs on the organization's Web site. Imitate recruiting best practices of successful competitors.
Survey current employees, former employees, and applicants who were not hired. Working to shape an employment brand is critical to attracting and retaining top talent. Survey data could help to evaluate employment strengths and shortcomings. Incorporated in branding strategies, the data could be used to establish how the organization is different and ultimately better position the organization as an employer of choice in the labor market. For more information, refer to Module 2, Responsibility 10, Section 7.
Which of the following is true of severance packages? They require employees to sign a waiver that they will not sue the organization. They will increase an employer's unemployment tax contributions. They ensure that employees will not file suit against the organization. They are not required by federal law.
They are not required by federal law. Severance packages are offered at the discretion of the employer. Federal law does not require them, although some states may have laws regarding severance. While they may diminish the chance that an employee will file suit, there is no guarantee. Offering severance packages does not increase an employer's unemployment taxes; this is an outcome of laying off workers whether or not severance packages are added. For more information, refer to Module 2, Responsibility 17, Section 11.
Which of the following statements about well-written, accurate, and current job descriptions is true? They can provide a basis for job-related performance standards. They preclude litigation under the ADA. They serve as the starting point for reengineering efforts. They are necessary for a job analysis.
They can provide a basis for job-related performance standards. Job descriptions provide written definitions of jobs for employees. They establish standards that help to assess employee performance. For more information, refer to Module 2, Responsibility 5, Section 6.
Disparate treatment occurs when a manager asks only female applicants questions about child care. all applicants take a test that only white males perform well on. employees have equal access to training opportunities. an affirmative action plan is not established.
a manager asks only female applicants questions about child care. Disparate treatment discrimination occurs when employees in protected classes are intentionally treated differently from other employees or are evaluated by different standards. Examples include a manager who automatically rejects Mexican-American applicants on the grounds that they might be illegal aliens and having different entry requirements for women than for men. For more information, refer to Module 2, Responsibility 18, Section 3.
Under the ADA, if a legally blind applicant applies for a data entry position, the employer can refuse to hire the applicant if reasonable accommodation would cause an undue hardship. can reject the applicant for failure to perform all functions of the job. must provide special Braille materials whether or not requested by the applicant. must hire the applicant and make reasonable accommodation.
can refuse to hire the applicant if reasonable accommodation would cause an undue hardship The ADA does not require employers to take actions that involve undue hardship. Factors in deciding whether accommodation is necessary are the individual's needs and desires for accommodation, the individual's abilities and limitations in performing a specific job, the nature of the business and the job, the resources of the employer, the options for accommodation, and the extent of hardship for the employer in making the accommodation. For more information, refer to Module 2, Responsibility 1, Section 1.
A test's ability to accurately measure a key trait related to job performance is known as construct validity. content validity. reliability. criterion validity.
construct validity. Construct validity is the extent to which a selection device measures the theoretical construct or trait. Typical constructs are intelligence or mechanical comprehension; personality traits include characteristics like anxiety. Organizations measuring construct validity are required to demonstrate that the trait is related to job performance and that the test accurately measures the trait. For more information, refer to Module 2, Responsibility 11, Section 9.
A supervisor develops a personal dislike of an employee. The supervisor gives the employee poor assignments and makes disparaging comments about the employee to other department members until finally the employee resigns. This is an example of involuntary discharge. constructive discharge. retaliatory discharge. performance discharge.
constructive discharge. Constructive discharge occurs when the employer makes working conditions so intolerable that the employee has no choice but to resign. Some courts hold that the standard for determining whether an employee has been constructively discharged is whether a reasonable person in the employee's place would have felt forced to resign. In other courts, a specific intent to force the person to leave must be proven. Constructive discharge, by itself, does not create liability for an employer. However, a constructive discharge will be deemed a termination, and if the termination was unlawful, the employer would be liable. For more information, refer to Module 2, Responsibility 1, Section 11.
A form of interview bias in which strong candidates who interview after weak ones appear more qualified is known as cultural noise. contrast effect. negative emphasis. halo effect.
contrast effect. When strong candidates who interview after weak ones appear even more qualified than they actually are, it is called the contrast effect. For more information, refer to Module 2, Responsibility 11, Section 9.
A job description includes the following statement in the physical demands category: Constant use of both hands/arms in reaching/handling/grasping/fingering while keyboarding, using phone, calculator, copier, and other office equipment, writing instructions, filing, and performing other administrative duties. This statement describes a(n) job competency. performance standard. essential function. work condition.
essential function. Essential functions are fundamental job duties of the employment position. For this position, the amount of time spent on the job constantly using both hands and arms makes the function essential. An applicant or employee must be able to perform essential functions with or without reasonable accommodation. For more information, refer to Module 2, Responsibility 4, Section 6.
An employer may be sued for negligent hiring if it quotes salary terms in an offer letter. includes waivers of employee rights in an employment contract. provides applicants with an unrealistic job preview. fails to conduct past employment and criminal background checks.
fails to conduct past employment and criminal background checks. Every employer has a legal duty to exercise due diligence in hiring. An employer may be sued for negligent hiring if it hires someone who it knew, or in the exercise of reasonable care should have known, was dangerous, unsafe, dishonest, or unfit for a particular job. For more information, refer to Module 2, Responsibility 12, Section 9.
The PRIMARY role of HR during an EEOC complaint process is to provide depositions and testify in court, generally for both parties. interview and hire an independent third-party mediator. help the organization's attorney investigate charges and provide supporting documentation. secure depositions from both parties.
help the organization's attorney investigate charges and provide supporting documentation. HR plays a critical role in responding promptly and fully to an attorney's request for information and documents. With adequate documentation, HR has superior knowledge related to EEOC-filed cases. Testimony may be involved. But the information and documentation aspects are more representative of primary responsibilities. For more information, refer to Module 2, Responsibility 1, Section 1.
An HR manager is reviewing the job responsibilities of current information technology employees, researching sample job descriptions online for similar jobs, and evaluating the work duties, tasks, and responsibilities that need to be accomplished by incumbents. These activities are part of supply analysis. job analysis. the theory of constraints. Six Sigma.
job analysis. Job analysis is a systematic study of jobs to determine what activities (tasks) and responsibilities they include, the personal qualifications necessary for performance of the jobs, the conditions under which the work is performed, and the reporting structure. For more information, refer to Module 2, Responsibility 3, Section 6.
An employer can best obtain information on an applicant's ethnicity for EEO purposes by anonymously surveying applicants after they have been hired. requesting applicants to complete a voluntary self-identification form. conducting an availability analysis. asking interviewers to note the applicant's ethnicity in the files.
requesting applicants to complete a voluntary self-identification form. Under EEO regulations, employers may be required to show that they do not discriminate against minorities or other protected classes in their hiring practices. In order to do so, organizations track applicant flow data. Data about an applicant's race and gender can be obtained by having applicants fill out a voluntary self-identification form or by conducting a visual survey of applicants. The visual survey is less preferable. For more information, refer to Module 2, Responsibility 1, Section 3.
