TM Test 2, Talent Management Exam 2
Why do some firms prefer to call groups of employees targeted for accelerated development "acceleration pools" rather than "high-potential pools"?
Because "high potential" pool implies the rest are of low potential.
Which of the following refers to the training of employees to extend their capabilities and prepare them to assume other jobs and roles in the firm?
Employee Development
An organization that is currently composed of primarily white males may discriminate against minorities and women if it uses which recruiting source?
Employee referral source
An HR manager trying to recruit for a number of key positions in a firm asks the best talent to recommend the best employees they've worked with in the past or employees they feel would be good performers. This is an example of ________.
Employee referrals
Spillover effects are a direct and intentional consequence of a firm's recruitment practices.
False, are not direct and intentional consequence
Succession management means identifying specific back-up candidates for specific senior management positions.
False, it is not identifying back-up candidates
Liking one's job but not liking the company one works for reflects poor person-group fit.
False, it is not poor person group fit
Job fairs are best for recruiting ________.
Active job seekers
Supplementary fit occurs when a person has characteristics which are very different from those that already exist in the organization.
False, it is not supplementary fit
More and richer information is usually available about external rather than internal job candidates.
False, it is not usually available about external
Evaluative assessment methods are used to narrow down a pool of job candidates to a smaller group of candidates.
False, methods are not used
Passive job seekers can be easy to find as they are constantly on the lookout for a better opportunity.
False, they are hard to find
Creating a simulation that visitors to the company's website can play to experience what a particular job at that company is like is an example of ________.
Gamifcation
Filling lower-level positions from the local labor market and higher-level positions from the regional or national labor market is an example of ________.
Geographic Targeting
Self-Assessments
Help identify areas in which employees feel they could benefit from additional coaching or development; people aren't always good judges of their own talents
Applicant Reactions
An important goal of recruitment is to give every applicant a positive feeling about the organization
A successful executive, who is happy with her current position, does not look for information about other jobs, but might be tempted by a great opportunity is a(n) ________.
Passive job seeker
Presenting both positive and potentially negative aspects of a job to recruits is a ________.
Realistic Job Preview
The ongoing process of recruiting, evaluating, developing, and preparing employees to assume other positions in the firm in the future is ________.
Succession Management
If an individual's goals, values, and work style clashes with the goals, values, and work style of his or her co-workers, which of the following is true?
The individual has low person-group fit.
Multisource assessments involve the employee's supervisor as well as other sources that are familiar with an employee's job performance.
True, MS assessments involve the employee's supervisor and more
Skills inventories are databases of the skills, competencies, and other relevant characteristics of each employee.
True, Skill inventories are databases
Well-designed assessment tools in hiring can affect the revenue and bottom line of a company.
True, affects revenue and bottom line
Distributive fairness is the perceived fairness of the hiring or promotion outcome.
True, distributive fairness
Becoming an employer of choice may increase the number of unqualified or inappropriate applicants.
True, increases the number of applicants
For firms whose talent philosophy supports promotion from within, internal sourcing is the core of the staffing system.
True, internal sourcing is the core
Unresponsive recruiters result in negative spillover effects.
True, negative spillover effects
Applicant flow is the number and type of applicants coming from each recruiting source.
True, number and type of applicants
Procedural fairness relates to people's beliefs that the policies and procedures that produced the hiring or promotion decision were fair.
True, relates to people's beliefs
Recruiters influence job seekers, depending on the degree to which they are seen as reliable signals, giving a realistic preview of what it would be like to work for that company.
True, reliable signals
True Positive
hiring people who become good performers
False Positive
hiring people who perform poorly
Search firms
independent companies that specialize in the recruitment and placement of particular types of talent
Spillover Effects
indirect or unintended consequences of an action (both positive and negative)
Biodata
information about candidates' interests, work experiences, training, and education
Job seekers often rate ________ as the most job-related selection procedure.
interviews
Behavioral Interviews
interviews that use information about what the applicants have done in the past to predict their future behaviors
An applicant who finds a recruiter to be rude and unhelpful is likely to perceive ________.
low interactional fairness
Assigning a new employee to regularly meet with a more senior, more experienced employee to further the career development of both employees is ________.
mentoring
Evaluative Assessment Methods
methods that evaluate the pool of job candidates to determine who will be hired
Screening Assessment Methods
methods that narrow a pool of job applicants down to a smaller group of job candidates
Contingent Assessment Methods
methods whereby a job offer is made contingent upon a candidate passing the assessment
False Negative
not hiring people who would have been good performers
True Negative
not hiring people who would have been poor performers
Selection Ratio
number of people hired divided by the number of applicants; if it's low, only a few applicants are being hired
Career sites
pages on an organization's Web site devoted to jobs and careers within the company
Walk-ins
people who apply directly with companies
Passive job seekers
people who are currently employed and are not actively seeking another job but could be tempted by the right opportunity
Semi-passive job seekers
people who are interested in a new position but only occasionally look actively for one
Active job seekers
people who need a job and are actively looking for information about job openings
Procedural Fairness
people's beliefs that the policies and procedures that resulted in the hiring or promotion decision were fair
Interactional Fairness
people's perceptions of the interpersonal treatment and amount of information they received during the hiring process
Multisource Assessments
performance reviews that involve an employee's supervisor as well as other people familiar with the employee's job performance
The fit between a person's abilities and the demands of the job and the fit between a person's desires and motivations and the attributes and rewards of a job is ________.
person-job fit
Sourcing plan
prioritizes which recruiting sources should be used to staff a given position to best meet staffing goals
3 Types of Fairness
procedural distributive interactional
Realistic Job Preview
provide both positive and potentially negative information to job candidates
Unstructured Interview
questions that vary between candidates and that differ across interviewers
Resume databases
searchable collections of prescreened resumes submitted to the company
Internet data mining
searching the Internet to locate passive job seekers with the characteristics and qualifications needed for a position
Asking a candidate during an interview to indicate how she would respond to an irate customer is an example of which external assessment method?
situational interview
Job fairs
sourcing and recruiting events at which multiple employers and recruits meet with each other to discuss employment opportunities
Global sourcing
sourcing employees on a global basis
Geographic targeting
sourcing recruits based on where they live; lower-level positions in an organization are typically filled from the local labor market, and the geographic boundaries tend to widen as the position moves up the organization's hierarchy
Which of the following raters is often the most controversial feature of a multisource assessment?
subordinates
The ongoing process of systematically identifying, assessing and developing organizational leadership to enhance performance is ________.
succession management
When a restaurant hires a server who has similar competencies to the existing servers, this is an example of ________.
supplementary fit
Internal job posting systems
systems that publicize a firm's open jobs to the company's employees
Cognitive Ability Tests
tests that assess a person's general mental abilities, verbal/mathematical reasoning, logic, and perceptual abilities
Person-Vocation/Occupation Fit
the fit between a person's interests, abilities, values, and personality and his or her occupation
Person-Organization Fit
the fit between an individual's values, beliefs, attitudes, personality and the values, norms, and organization's culture
Person-Group Fit
the match between an individual and his or her work group, including the supervisor
Succession management
the ongoing process of recruiting, evaluating, developing, and preparing employees to assume other positions in the firm in the future
Distributive Fairness
the perceived fairness of the hiring or promotion outcome
Poaching/raiding competitors
the practice of hiring top talent away from competitors
Replacement Planning
the process of creating backup candidates for specific senior management positions
Observation
watching people working in similar jobs for other companies to evaluate their potential fit with your organization
Complementary Fit
when a person adds something that is missing in the organization or work group by being different from others
Supplementary Fit
when a person has characteristics that are similar to those that already exist in the organization
Adverse Impact
when an action has a disproportionate effect on a protected group, regardless of the employer's intent
Validity
whether the assessment method predicts relevant components of job performance
Interactional fairness
A cold, distant recruiter has a greater likelihood of being perceived as low in which type of fairness?
Recruiting Plan
A formal document that details the process to be followed in recruiting for an open position
Which type of fairness is perceived to be low by most job applicants who are not selected for a particular job?
Distributive Fairness
Signaling
In the absence of objective information they may rely on the recruiter's traits and behaviors as signals of aspects of both the company and the job opportunity
Internet job boards
Internet sites that allow employers to post jobs and job seekers to post resumes and use a search engine to find one another
Career Planning
a continuous process of career-oriented self-assessment and goal-setting
Mentoring
a dynamic, reciprocal relationship between a more-experienced employee (mentor) and a more junior employee (protege) aimed at promoting the career development of both
Organizational Image
a general impression based on both feelings and facts
Weighted Application Blank
a job application with different information receiving different weights
When an employee quits because he/she is passed over for promotion, what has occurred?
a negative stakeholder reaction
Employee referrals
a practice by which current employees identify and refer promising recruits
Employee profiling
a process that helps a firm identify what its successful current employees like to do and how people like them can be recruited
STAR
a technique for answering behavioral interview questions [Situation, Task, Action, Results]
Succession management
an ongoing process of systematically identifying, assessing, and developing an organization's leadership capabilities to enhance its performance
Situational Interviews
asking people how they might react to hypothetical situations
Clinical Assessment
assessments that rely on trained psychologists to subjectively analyze a candidate's attributes, values, and styles in the context of a particular job
Employer Image
attitudes toward and perceptions of the organization as an employer
An HR manager asked every candidate during an interview to describe a situation in the past in which they had to display their leadership abilities even though they were not a formal leader, discuss what they did, and describe the result. This is an example of which external assessment method?
behavioral interview
________ rely on trained psychologists to subjectively analyze a candidate's attributes, values, and styles in the context of a particular job.
clinical assessments
