Personnel Planning and Recruiting

Multiple Choice
1. _____ is the process of deciding what positions the firm will have to fill.
a. Recruitment
b. Selection
c. Personnel planning
d. Interviewing
e. None of the above
c! eas"! p. 1#$%
$. &ane must decide what positions the firm should fill in the ne't si' months.
(hat activit" is &ane wor)ing on*
a. Recruitment
b. Selection
c. Personnel planning
d. Interviewing
e. None of the above
c! eas"! p. 1#$%
+. (hen a compan" decides on how to fill top e'ecutive positions, the process
is called _____.
a. emplo"ment planning
b. succession planning
c. selection
d. interviewing
e. testing
b! moderate! p. 1#$%
-. (hen planning for emplo"ment re.uirements, what must be forecasted*
a. personnel needs
b. suppl" of inside candidates
c. suppl" of outside candidates
d. all of the above
e. none of the above
d! eas"! p. 1#+%
#. (hich term below means stud"ing variations in a firm/s emplo"ment levels
over time*
a. ratio anal"sis
b. trend anal"sis
c. graphical anal"sis
d. computer anal"sis
e. all of the above
b! eas"! p. 1#+%
1
0. 1rend anal"sis is limited in its usefulness, because _____.
a. it considers time but not other changes such as productivit"
b. it considers too man" possible influences
c. it onl" provides an initial estimate
d. it assumes constant increases in productivit"
e. all of the above
a! difficult! p. 1#+%
2. 1he process of ma)ing forecasts based on the ration between some causal
factor li)e sales volume and the number of emplo"ees re.uired is called
_____.
a. ratio anal"sis
b. trend anal"sis
c. graphical anal"sis
d. computer anal"sis
e. all of the above
a! eas"! p. 1#-%
3. Suppose a salesperson traditionall" generates 4#55,555 in sales and the
compan" wishes to increase sales b" 4- million dollars per "ear. 6sing
ratio anal"sis, how man" new salespeople are re.uired*
a. -
b. #
c. 0
d. 2
e. 3
e! difficult! p. 1#-%
7. 8 _____ shows graphicall" how two variables are related.
a. trend anal"sis
b. ratio anal"sis
c. scatter plot
d. productivit" chart
e. correlation anal"sis
c! eas"! p. 1#-%
15. (hat t"pe of data is needed to use computeri9ed forecasts for estimating
future personnel re.uirements*
a. labor hours re.uired to produce one unit of product
b. minimum sales pro:ection
c. ma'imum sales pro:ection
d. probable sales pro:ection
e. all of the above
e! moderate! p. 1##%
$
11. _____ contain data on emplo"ees/ performance records, educational
bac)ground, and promotion recommendations.
a. Computeri9ed information s"stems
b. Replacement charts
c. ;ualifications inventories
d. 1rend records
e. Personnel files
c! moderate! p. 1##%
1$. (hen managers need to determine which emplo"ees are available for
promotion or transfer, the" will use _____.
a. computeri9ed information s"stems
b. replacement charts
c. .ualifications inventories
d. trend records
e. personnel files
c! moderate! p. 1##%
1+. ;ualifications inventories can be trac)ed and maintained b" using _____.
a. personnel inventories
b. replacement charts
c. position replacement cards
d. computeri9ed information s"stems
e. all of the above
e! moderate! p. 1##%
1-. (hich tool below can be used in databases to protect the information*
a. passwords
b. encr"ption
c. access matrices
d. wor) e'perience codes
e. intranets
c! moderate! p. 1#2%
1#. Recruiting is necessar" to _____.
a. forecast the suppl" of outside candidates
b. develop an applicant pool
c. determine whether to use inside or outside candidates
d. develop .ualifications inventories
e. all of the above
b! moderate! p. 1#2%
+
10. (hich of the following is not a reason to recruit through a central office*
a. reduction of duplication of efforts
b. shared e'penses
c. development and availabilit" of recruitment e'perts
d. autonomous divisions
e. s"nergistic recruiting opportunities
d! moderate! p. 1#2%
12. (h" are large applicant pools considered desirable*
a. allow the firm the chance to be more selective
b. increase costs involved in screening applicants
c. e'tend time re.uired to fill vacant positions
d. costs of processing applicants outweighs benefits of selectivit"
e. provide an opportunit" to use prescreening computer software
a! difficult! p. 1#3%
13. (hen evaluating the effectiveness of recruitment sources, what should be
measured*
a. the cost of using each source
b. the number of applicants produced
c. the .ualit" of applicants produced
d. the time involved in using each source
e. both b and c
e! moderate! p. 105%
17. (hich of the following methods can be used to assess .ualit" of applicants*
a. wor) sample tests
b. structured interviews
c. grade point average
d. :ob )nowledge tests
e. all of the above
e! eas"! p. 105%
$5. (hich method listed below has the highest level of validit" for predicting :ob
performance*
a. wor) sample tests
b. biographical data
c. grade point average
d. S81 scores
e. ratings of training and e'perience
a! difficult! p. 105%
-
$1. 8 _____ can be used to calculate the number of applicants necessar" to result
in hiring the re.uired number of new emplo"ees.
a. trend anal"sis
b. ratio anal"sis
c. recruiting "ield p"ramid
d. computer information s"stem
e. log function
c! moderate! p. 101%
$$. (hat is a recruiting "ield p"ramid used for*
a. to calculate the number of applicants necessar" to result in hiring the
re.uired number of new emplo"ees
b. to decide what positions the firm will have to fill
c. to stud" variations in a firm/s emplo"ment levels over time
d. to forecast the number of new emplo"ees necessar" to generate a
predetermined level of productivit"
e. to determine which emplo"ees might be .ualified for pro:ected
openings
a! moderate! p. 101%
$+. (hich of the following is a disadvantage of using internal sources of
candidates to fill vacant positions*
a. )nowledge of candidates/ strengths and wea)nesses
b. potential to upset or lose emplo"ees who aren/t promoted
c. accurate view of s)ill sets
d. high commitment to the compan"
e. reduced training and orientation re.uired
b! eas"! p. 10$%
$-. &ob posting refers to all of the following e'cept
a. publici9ing the open :ob to emplo"ees
b. listing the :ob/s attributes
c. listing the :ob/s pa" rate
d. listing the :ob/s re.uired .ualifications
e. listing the number of desired applicants
e! eas"! p. 10$%
$#. 1he first step in succession planning is to _____.
a. create an applicant pool
b. assess candidates
c. identif" and anal"9e )e" :obs
d. select who will fill )e" positions
e. anal"9e the strengths of current emplo"ees
c! moderate! p. 10+%
#
$0. 1he second step in succession planning is to _____.
a. create an applicant pool
b. assess candidates
c. identif" and anal"9e )e" :obs
d. select who will fill )e" positions
e. anal"9e the strengths of current emplo"ees
b! moderate! p. 10+%
$2. 1he third step in succession planning is to _____.
a. create an applicant pool
b. assess candidates
c. identif" and anal"9e )e" :obs
d. select who will fill )e" positions
e. anal"9e the strengths of current emplo"ees
d! moderate! p. 10+%
$3. <ow can high potential emplo"ees be developed for future positions*
a. internal training
b. cross=functional e'perience
c. :ob rotation
d. e'ternal training
e. all of the above
e! moderate! p. 10+%
$7. (hich of the following methods is not used to recruit outside candidates*
a. advertising
b. :ob postings
c. emplo"ment agencies
d. e'ecutive recruiters
e. all are used to recruit outside candidates
b! difficult! p. 10+%
+5. 1he effectiveness of advertising for recruiting .ualified applicants depends
upon _____.
a. complementar" recruiting methods
b. graphical appeal
c. ad construction
d. corporate image
e. unemplo"ment rate
c! moderate! p. 10#%
0
+1. (hen constructing the ad, it is important to consider how to best _____.
a. attract attention to the ad
b. develop interest in the :ob
c. create desire for the :ob
d. prompt action
e. all of the above
e! eas"! p. 10#%
+$. 1he I in 8I>8 stands for _____.
a. interest
b. instructions
c. internal candidates
d. introspection
e. identification
a! eas"! p. 10#%
++. 1he > in 8I>8 stands for _____.
a. development of the ad
b. detailed :ob .ualifications
c. desire for the position
d. defensive recruitment strategies
e. dominant wor) .ualifications
c! moderate! p. 10#%
+-. (hich of the following statements from a h"pothetical :ob advertisement is
intended to develop interest in a :ob*
a. ?@ou/ll thrive on challenging wor).A
b. ?Ideal candidates will possess a four="ear degree with an emphasis in
management.A
c. ?Schedule fle'ibilit" and familiarit" with various software applications
re.uired.A
d. ?Responsibilities include event planning and relationship
management.A
e. 8ll of the above
a! moderate! p. 10#%
+#. (hich of the following states has its own public, state=run emplo"ment
service agenc"*
a. North Carolina
b. New @or)
c. California
d. (isconsin
e. 8ll of the above
e! eas"! p. 100%
2
+0. 1he 6.S. >epartment of Babor operates a nationwide computeri9ed :ob ban)
called _____.
a. Monster.com
b. CareerCuilder
c. 1he National &ob Can)
d. Smartforce
e. None of the above
c! moderate! p. 100%
+2. Counselors in state=run emplo"ment agencies conduct all of the following
activities e'cept _____.
a. review the emplo"er/s :ob re.uirements
b. fill :obs
c. visit emplo"er wor) sites
d. write :ob descriptions
e. counselors perform all of these activities
e! moderate! p. 100%
+3. State=run emplo"ment agencies provide _____ to emplo"ers.
a. recruitment services
b. ta' credit information
c. training programs
d. all of the above
e. none of the above
d! moderate! p. 100%
+7. (ho is t"picall" responsible for pa"ing the fees charged b" private
emplo"ment agencies when the" place .ualified individuals in :obs*
a. 6.S. >epartment of Babor
b. the emplo"er
c. the emplo"ee
d. the state emplo"ment commission
e. there are no fees
b! eas"! p. 100%
-5. (hich of the following is not an advantage of using a private emplo"ment
agenc"*
a. it ma" be faster than in=house recruiting
b. it does not re.uire internal recruitment specialists
c. screening ma" not be as thorough
d. it ma" be better for attracting minorit" candidates
e. it is more comfortable when approaching candidates from competitors
c! moderate! p. 102%
3
-1. (hich of the following is not another term for contingent wor)ers*
a. part=time
b. :ust=in=time
c. collateral
d. temporar"
e. all are terms for contingent wor)ers
c! difficult! p. 102%
-$. Contingent wor)ers are used in _____ occupations.
a. clerical
b. engineering
c. medical
d. all of the above
e. none of the above
d! moderate! p. 102%
-+. &ac)ie wor)s as a nurse on temporar" assignment for hospitals throughout the
region on an as=needed basis. &ac)ie is _____.
a. a contingent wor)er
b. on :ob rotation
c. using :ob enlargement
d. all of the above
e. none of the above
a! eas"! p. 102%
--. 8ll of the following are disadvantages of using contingent wor)ers e'cept
a. higher productivit"
b. increased cost compared to permanent wor)ers
c. lower commitment to compan"
d. potential for legal ris)s
e. tendenc" to treat contingent wor)ers differentl" from permanent
wor)ers
a! moderate! p. 103%
-#. _____ are special emplo"ment agencies retained b" emplo"ers to see) out top
management talent for their clients.
a. State=run emplo"ment agencies
b. Private emplo"ment agencies
c. 1emporar" agencies
d. D'ecutive recruiters
e. &ob ban)s
d! eas"! p. 121%
7
-0. D'ecutive recruiters are also called _____.
a. headhunters
b. staffers
c. alternative staffing companies
d. contract technical recruiters
e. all of the above
a! moderate! p. 121%
-2. Recruiting services that provide short=term speciali9ed recruiting to support
specific pro:ects without the e'pense of retaining traditional search firms
are called _____.
a. retained e'ecutive searches
b. contingent=based searches
c. on demand
d. :ust in time
e. ad hoc services
c! moderate! p. 12+%
-3. (hat is the t"pical compensation structure for on demand recruiting services*
a. hourl" rate
b. +5E of each hire/s salar"
c. percentage fee
d. commission
e. menu of fees based on specific services
a! difficult! p. 12+%
-7. (hat percentage of a new hire/s salar" do traditional firms t"picall" charge
for recruitment services*
a. 1E
b. #E
c. 15E
d. +5E
e. #5E
d! moderate! p. 100%
#5. (hich of the following is a disadvantage of using an e'ecutive recruiter*
a. man" contacts in field
b. adept at contacting candidates who are not on the :ob mar)et
c. unfamiliar with compan" perceptions of ideal candidate
d. abilit" to )eep identit" of firm confidential
e. screening of man" applicants
c! moderate! p. 121%
15
#1. Pamlico River Productions is see)ing a top=level e'ecutive to serve in its
finance division. ;ualified candidates can be difficult to find because there
is more demand than suppl". Pamlico River Productions should consider
using an% _____ for recruitment.
a. state=run emplo"ment agenc"
b. e'ecutive recruiter
c. temporar" agenc"
d. internet=based :ob site
e. an" of the above
b! moderate! p. 121%
#$. 8 small biotech firm is see)ing several emplo"ees with e'perience in
pharmaceuticals and advanced degrees in life sciences. 1he firm is a small
one and cannot afford to pa" a traditional recruiting firm the e'pected fee
of +5E of salar" per hire. 1his firm should consider using an% _____.
a. on demand recruiting service
b. state=run emplo"ment agenc"
c. temporar" agenc"
d. internet=based :ob site
e. retained e'ecutive search firm
a! moderate! p. 12+%
#+. FPG Industries has hired an e'ecutive recruiter to recruit .ualified applicants
for its Chief Hinancial Ifficer position. 1he position pa"s a salar" of
412#,555 and FPG has agreed to pa" the fee whether the person hired is
found via the e'ecutive recruiter or through some other method. FPG is
using an% _____.
a. on demand recruiting service
b. retained e'ecutive search service
c. contingenc"=based recruiter
d. temporar" agenc"
e. National &ob Can)
b! moderate! p. 121%
#-. (hich of the following is an advantage of college recruiting*
a. access to a source of management trainees
b. schedules for recruitment visits set far ahead of time
c. access to candidates who are not loo)ing for :obs
d. abilit" to )eep identit" of compan" confidential
e. all of the above
a! moderate! p. 12+%
11
##. College recruiters t"picall" see) to _____.
a. determine whether a candidate is worth" of further consideration
b. fill the position
c. cut costs for the firm b" reducing the need to for on=site interviews
d. develop a pool of applicants for future screening
e. all of the above
a! difficult! p. 12+%
#0. Cesides determining whether a candidate is worth further consideration,
college recruiters also see) to _____.
a. fill the position
b. cut costs for the firm b" reducing the need to for on=site interviews
c. develop a pool of applicants for future screening
d. attract good candidates
e. all of the above
d! moderate! p. 12+%
#2. (hich tool or approach listed below is recommended for selling the emplo"er
to the interviewee*
a. informal attitude
b. attractive recruiters
c. emphasis on the :ob location
d. well written :ob descriptions
e. all of the above
a! difficult! p. 12-%
#3. SCJ8 Consulting plans to do some college recruiting to fill entr"=level
management positions this "ear. In choosing the colleges to visit, it should
consider _____.
a. school location
b. school reputation
c. cost to attend school
d. si9e of school
e. all of the above
b! difficult! p. 12-%
#7. Ine of the biggest challenges facing single parents in the :ob mar)et is
_____.
a. getting access to the Internet to search :ob sites
b. balancing wor) and famil" life
c. getting a sufficient salar"
d. finding permanent :ob positions
e. all of the above
b! moderate! p. 123%
1$
05. 1he fastest growing labor force segment in the 6nited States over the ne't
few "ears will be those from _____ "ears old.
a. 10=$$
b. $+=$7
c. +5=--
d. -#=0-
e. 0#K
d! moderate! p. 123%
01. People aged $# to +- will _____ in the ne't few "ears.
a. increase
b. decrease
c. remain the same
d. e'ceed those in the -#=0- age group
e. e'ceed those in the 13=$- age group
b! moderate! p. 127%
0$. (hich of the following is a main motivator for emplo"ees over 0#*
a. getting a raise
b. getting a promotion
c. schedule fle'ibilit"
d. wor)ing in a supportive environment
e. all of the above
c! moderate! p. 127%
0+. 8ll of the following are characteristics of older emplo"ees e'cept
a. lower absenteeism
b. higher reliabilit"
c. higher absenteeism
d. better wor) habits
e. desire for fle'ibilit"
c! difficult! p. 127%
0-. Smith Industries has set a goal of recruiting minorit" applicants. (hich
method listed below is li)el" to be the least successful for Smith
Industries*
a. emplo"ee referral campaigns
b. speciali9ed :ob search (eb sites
c. speciali9ed recruiters
d. e'ecutive recruiters
e. all are li)el" to be successful
d! difficult! p. 127%
1+
0#. 1he Hederal Personal Responsibilit" and (elfare Reconciliation 8ct of 1770
prompted man" emplo"ers to _____.
a. hire more minorit" wor)ers
b. implement welfare=to=wor) programs
c. offer fle'ible benefit plans
d. advertise training programs
e. all of the above
b! moderate! p. 135%
00. Ince a firm has a pool of applicants, the first step in pre=screening is the
_____.
a. in=person interview
b. on=site visit
c. application form
d. telephone interview
e. recommendation from recruiters
c! moderate! p. 131%
02. (hich of the following is not a t"pe of information that should be provided
b" application forms*
a. education
b. e'perience
c. wor) stabilit"
d. applicant/s age
e. previous progress and growth
d! difficult! p. 131%
03. (hich of the following could be perceived as discriminator" when as)ed on
an emplo"ment application form*
a. housing status
b. memberships in organi9ations
c. marital status
d. arrest record
e. all of the above
e! moderate! p. 131%
1-
07. Mandator" alternative dispute resolution agreements re.uire _____.
a. disgruntled emplo"ees to contact the local DDIC office prior to filing
formal complaints
b. applicants to agree to arbitrate certain legal disputes related to
emplo"ment or dismissal
c. applicants to ta)e unpaid leaves of absence during emplo"ment
disputes
d. emplo"ees to meet with human resources officials prior to submitting a
resignation
e. applicants agree not to dispute decisions of the compan" regarding
their emplo"ment
b! difficult! p. 13$%
25. (hen re.uesting information from applicants on an in=case of emergenc"
contact person, emplo"ers can as) all of the following e'cept _____.
a. name of contact
b. address of contact
c. relationship to applicant
d. telephone number of contact
e. all of the above should be re.uested
c! difficult! p. 131%
1rueL Halse
21. Dmplo"ment planning should be an integral part of a firm/s strategic and <R
planning process. 1! eas"! p. 1#$%
2$. Personnel planning rarel" utili9es techni.ues li)e ratio anal"sis or trend
anal"sis to estimate staffing needs. H! moderate! p. 1#+%
2+. 1rend anal"sis assumes the productivit" increases over time. H! difficult! p.
1#+%
2-. 1he assumption shared b" both trend anal"sis and ratio anal"sis is that
productivit" remains about the same from "ear to "ear. 1! moderate! p.
1#-%
2#. 8ccess matrices are used to define the rights of users to various )inds of
access for each element in a database. 1! moderate! p. 1#2%
20. 1he lower the rate of unemplo"ment, the easier it is to recruit personnel. H!
moderate! p. 1#2%
22. 1he <R manager who recruits for a vacant :ob is t"picall" the one who is
responsible for supervising the performance of that position. H! difficult!
p. 1#2%
23. Dffective recruiting results in a large number of applicants. H! difficult! p.
1#3%
27. General mental abilit" tests show higher validit" for predicting :ob
performance than tests of individuals/ level of conscientiousness. 1!
moderate! p. 105%
1#
35. Rehiring former emplo"ees could signal current emplo"ees that the best wa"
to get ahead is to leave the compan". 1! moderate! p. 10+%
31. 1he best medium for advertising vacant positions is the Internet. H! difficult!
p. 10-%
3$. Bocal newspapers are the best source for blue=collar help and clerical
emplo"ees. 1! eas"! p. 10-%
3+. Dver" state has a public, state=run emplo"ment service agenc". 1! moderate!
p. 100%
3-. 1he 6.S. >epartment of Babor maintains a nationwide computeri9ed :ob ban)
called the National &ob Can). 1! eas"! p. 100%
3#. 1he 1773 (or)force Investment 8ct re.uired states to give an" citi9en access
to one=stop=shop neighborhood training, emplo"ment, educational services
centers. 1! moderate! p. 100%
30. Contingent wor)ers are primaril" clerical positions filled with temps. H!
difficult! p. 102%
32. Some firms use contingent wor)ers as short=term chief financial officers. 1!
moderate! p. 102%
33. Contingent wor)ers are paid less than comparable permanent wor)ers. H!
difficult! p. 102%
37. Retained e'ecutive recruiters are paid whether or not the" eventuall" fill the
client/s vacant position. 1! eas"! p. 121%
75. Contingenc"=based recruiters focus on top management :ob searches with
salaries in the 41#5,555K range. H! moderate! p. 121%
71. 1he t"pical percentage fee charged b" traditional recruiting firms for an
e'ecutive search is 15E of the new hire/s salar". H! moderate! p. 121%
7$. Single mothers prefer a wor) environment the" perceive as supportive of
their challenge to balance wor) and famil" re.uirements. 1! eas"! p. 123%
7+. People/s occupational needs and preferences change as the" grow older. 1!
eas"! p. 127%
7-. Ilder wor)ers usuall" have higher absenteeism rates compared to "ounger
wor)ers due to illness. H! difficult! p. 127%
7#. 8 .uestion on an emplo"ment application form that re.uests the dates of
attendance and graduation from various schools ma" be illegal as it could
reflect an applicant/s age. 1! difficult! p. 131%
70. 1he DDIC is generall" opposed to the use of mandator" alternative dispute
resolution agreements which are re.uired b" man" emplo"ers. 1!
moderate! p. 13$%
72. 1he 6.S. Supreme Court has upheld the use of mandator" arbitration
agreements but individual agreements can be struc) down b" the courts
depending upon their merits. 1! difficult! p. 13$%
73. Hor a mandator" alternative dispute resolution agreement to be binding, it
simpl" needs to be a clause in the emplo"ment application. H! moderate!
p. 13$%
77. Hirms can predict :ob performance of applicants b" modeling the relationship
between success on the :ob and responses on the application form. 1!
difficult! p. 130%
10
155. (hen firms use the information on :ob application forms as a predictor of
:ob performance, the" are allowed to re.uest more information such as
age and tendenc" to attend religious services% on application forms. H!
moderate! p. 130%
Dssa"L Short 8nswer
151. (hat are the advantages and disadvantages of centrali9ing the recruitment
function* moderate! p. 1#7%
8nswerM Centrali9ing ma)es it easier to appl" the compan"/s strategic
priorities compan"=wide. It reduces duplication and ma)es it easier to
spread costs over more departments. It is a disadvantage to use centrali9ed
recruiting when the divisions are autonomous or when recruitment needs
are varied.
15$. D'plain wh" generating large applicant pools is not alwa"s desirable for a
firm. (hat implications e'ist for recruitment methods* difficult! p. 105%
8n emplo"er see)s to attract .ualified applicants rather than un.ualified
applicants. Some recruitment methods result in large pools but the
applicants are un.ualified. Barger pools raise costs of correspondence and
screening. It also e'tends the time necessar" to fill vacant positions
because of the additional time necessar" to sort through the large pool of
applicants. 1he implication is that managers should evaluate different
recruitment methods to determine which ones wor) best for the firm.
1hese methods should be evaluated in terms of the number of applicants
produced and the .ualit" of applicants.
15+. (h" are current emplo"ees often the best source of candidates for vacant
positions* moderate! p. 10$%
8nswerM 6sing internal sources of candidates means that the firm is
alread" aware of the candidates/ strengths and wea)nesses. Inside
candidates ma" also be more committed to the compan". Morale ma" rise
if emplo"ees see others promoted as rewards for lo"alt" and competence.
Inside candidates ma" also re.uire less orientation and training than
outsiders.
12
15-. (hat are the pros and cons associated with using public, state=run
emplo"ment agencies* moderate! p. 100%
8nswerM 8pplicants for unemplo"ment insurance must register and ma)e
themselves available for interviews. Some of these applicants ma" not be
interested in finding new emplo"ment. 8genc" counselors will visit an
emplo"er/s wor) site, review emplo"er/s :ob re.uirements, and even assist
the emplo"er in writing :ob descriptions.
15#. (h" do emplo"ers turn to private emplo"ment agencies for assistance in
recruiting* Provide at least four reasons for the use of such emplo"ment
agencies. moderate! p. 102%
8nswerM 1here are si' )e" reasons for using an emplo"ment agenc". 1he
firm does not have to have internal human resource specialists for
recruiting and screening. 1he firm ma" have had difficulties in the past
recruiting a .ualified pool of applicants. 1he firm ma" need the position
filled ver" .uic)l". 1here is a perceived need to recruit more minorit" and
female applicants. (hen the best candidates are emplo"ed elsewhere, it is
more comfortable to have an agenc" approach the candidates. 6se of an
agenc" reduced recruiting time.
150. (hat are the primar" concerns reported b" temporar" wor)ers* <ow can
these concerns be addressed b" companies using contingent wor)ers*
moderate! p. 102%
8nswerM In one surve", si' )e" concerns were reported b" temporar"
wor)ers. 1hese wor)ers said that the" were 1% treated in a dehumani9ing,
impersonal, and discouraging wa"! $% insecure about their emplo"ment
and pessimistic about the future! +% worried about their lac) of insurance
and pension benefits! -% misled about :ob assignments! #% underemplo"ed!
and 0% angr" toward the corporate world. Companies should first see) to
understand wh" contingent emplo"ees ma" feel this wa". 1reating
contingent wor)ers fairl" and e.uitabl" compared to permanent emplo"ees
will be important. Companies should also be sure to deal with the
temporar" agenc" regarding training, :ob assignments, and pa"
negotiations.
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152. (hat policies and procedures are critical for companies using temporar"
agencies for contingent wor)ers* moderate! p. 102%
8nswerM Companies should get a sample cop" of the agenc"/s invoice to
ensure that the invoice fits the compan" needs. 1ime sheets should be used
because the" provide a verification of hours wor)ed and an agreement to
pa" the agenc"/s fees. 1he compan" should find out what policies guide
the hiring of an agenc" temp as a permanent emplo"ee. 1he compan"
should also find out how the agenc" recruits emplo"ees and what )ind of
benefits it pa"s. 1he compan" should specif" its dress code at each
location to the agenc". 1he compan" should insist on getting a document
from the agenc" stating that it is not discriminating when filling temp
orders. Hinall", ma)e sure that the agenc" has the proper information
regarding what is re.uired to ade.uatel" fill each :ob position.
153. (hat are the two t"pes of e'ecutive recruiters* D'plain the difference
between them. eas"! p. 121%
8nswerM D'ecutive recruiters ma" be contingent or retained. Retained
recruiters are paid whether or not the emplo"er eventuall" hires the
e'ecutive through the efforts of the search firm. 1hese recruiters tend to
focus on e'ecutive positions pa"ing 41#5,555 or more. Contingenc"=based
recruiters tend to handle :unior to middle level management :ob searches
in the 4#5,555 = 41#5,555 range.
157. (hat are the advantages and disadvantages of using an emplo"ee referral
campaign for recruitment purposes* moderate! p. 12-%
8nswerM Dmplo"ee referral campaigns offer incentives and rewards to
emplo"ees who refer .ualified applicants. Dmplo"ees li)e the opportunit"
to earn e'tra mone" while recommending friends and colleagues. Current
emplo"ees can and usuall" will provide accurate information about :ob
applicants the" refer. 1he new emplo"ees t"picall" come with a realistic
picture of what wor)ing in the firm is li)e. It can also be useful for hiring
wor)ers with diverse bac)grounds. <owever, the program can result in
poor morale if someone/s friend is re:ected. Hurther, the program can
result in a discriminator" situation if most current emplo"ees are white
males.
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115.(hat four t"pes of information can be learned about a :ob candidate from the
application form* moderate! p. 131%
8nswerM Ine can determine whether the applicant has the education and
e'perience necessar" to do the :ob. Ine can draw conclusions about the
applicant/s previous progress and growth. Ine can draw conclusions about
the applicant/s stabilit" based on previous wor) record. Ine ma" be able
to use the information provided to predict which candidates will succeed
on the :ob and who will not.
$5