TM Test 2, Talent Management Exam 2

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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


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