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Staffing
| Staffing-Q | Staffing-A |
|---|---|
| ACSESS | The Association of Canadian Search, Employment & Staffing Services. |
| Accommodation | Refers to a requirement that may result in the modification of work practices, job procedures, policies, hours of work & work schedules, or facilities such that the target individual is able to perform the work. |
| Adverse Impact | Occurs when the selection rate of a protected or target group is lower than that for the relative comparison group. |
| Assessment Centers | Use of multiple assessors & multiple approaches to assess managers. They are costly with mixed results due to lack of standardization. |
| Attribution bias | An interview situation whereby an acknowledged competency in an area unrelated to the work - e.g. playing chess - results in the interviewer falsely attributing a competency - e.g. strategic planning - to the candidate. |
| Attrition | A form of “natural” turnover in that it refers to unforced employee departures due to “natural” causes such as: retirement, death, disability or spousal transfer |
| BARS | Behaviorally Anchored Rating Scales |
| Behavioral description interview | Uses questions relating to past behaviors. Underlying assumption is that the best predictor of future performance is past performance. Research has shown this type of interviewing to be more effective than others. |
| Biographical information blank (BIB) | A pre-selection questionnaire in which applicants are asked to provide job-related information on their personal background & life experiences. |
| Bona fide occupational requirement | Are a basis for discriminatory practices on the grounds that the practice or requirement was adopted in good faith & is necessary in order to have properly qualified persons in the position for which the recruitment & selection is taking place. |
| Career planning | Is the HRP process whereby employees are encouraged to identify their career goals within the organization & a realistic development, work assignment & career progression plan is developed for each employee. |
| Competencies | They are the skills, knowledge, attitudes & motivations of employees, expressed as observable behaviors. |
| Construct validity | The degree to which a given test successfully measures an abstract trait (e.g. personality or IQ) |
| Content validity | The degree to which the content of the test is representative of the competency that it is intended to measure. |
| Contrast or context bias | Can occur in an interview situation where the candidate is only assessed in relation with other candidates rather than an absolute standard of competency. |
| Criterion-related validity | The degree to which a particular selection device accurately predicts the important elements of work behaviour (e.g. the relationships between a test score & job performance). |
| Differential validity | Gaining more prominence due to its human rights implications. Issue: whether the test or selection method is valid for only 1 demographic group eg. white males, but not members of more target groups, therefore represents a form of systemic discrimination. |
| Direct discrimination | May be “malicious” or “non-malicious” depending on the intentions of those responsible for the discrimination. Some — such as not having male guards for female prisoners or baring vision impaired individuals from work as airline pilots is permitted. |
| Employment equity | Legislation designed to eliminate historical employment discrimination against 4 “target groups”: women, aboriginals, people with disabilities & members of visible minorities. |
| False Positives | When the selection technique identifies an applicant posses a competency when her/she does not. |
| 1st impression bias | An interviewer shortcoming whereby a characteristic of the candidate creates a favourable 1st impression on the interviewer who then unconsciously leads the interview in a way that supports the 1st impression. |
| GATB | General Aptitude Test Battery, a widely used multidimensional cognitive ability or aptitude test. |
| Halo bias | An assessment shortcoming whereby other attributes not required for the job such as looks, athletic achievement or accomplishment influence the interviewer. |
| Headcount analysis | The process of analyzing employee numbers; can include data collection & analysis on a wide variety of areas, such as: demographics, skill levels, turnover, training activities, movement, etc. |
| inter-rater reliability | Measures consistency between 2 raters. |
| Internal consistency | On a test, where there are a number of questions designed to measure one competency or vocational interest, the results for each of the questions should be similar. |
| Job/work sharing | Where employees, with the agreement of management, voluntarily agree to share the work involved in a job & receive pay & benefits in proportion to their share of the job. |
| Markov analysis | A form of headcount analysis that estimates the internal supply of possible candidates based upon tracking the internal movement of employees & developing a transitional probability matrix. |
| Meiorin ruling | Established an important precedent concerning the duty to accommodate. It is a Supreme Court decision involving a female Attack Forest Fire Fighter |
| NOC | A Human Resources Development Canada (HRDC) created inventory of over 500 occupational unit groups & 30,000 job titles. |
| Notice | Amount of time between the time employees are informed of their termination & the actual date. There's a statutory requirement under labour stanards in Canada, but due to common law court decisions most companies provide a greater amount [or severence]. |
| Outplacement/Downsizing/Rightsizing | Is the process of reducing employee headcount through non-voluntary termination of employment. Generally, it is accompanied by the payment of severance pay & the provision of relocation counselling. |
| Personality assessments | Assessment device for predicting job performance consists of: conscientiousness, emotional stability, openness to new experiences, agreeableness, & extroversion. These are sometimes referred to as the “big 5”. |
| Reliability | A measure of whether a selection tool is dependable or consistent from one time to another if used with the same group of individuals |
| Replacement charts | A succession/HR planning tool that identifies positions in the organization the same as an organizational chart, but in terms of the potential c&idates for succession to those positions. |
| RJP | An information sharing technique whereby applicants are given an honest, unvarnished & factual description of the job “warts & all” - by an existing job incumbent or employee who is very familiar with the work - & are then asked whether they wish to conti |
| Severance pay | The amount of salary or pay continuance a company provides to terminated employees in lieu of notice. It is usually determined by the employee’s length of services with the organization, age & position. |
| Situational response interview | Uses questions related to hypothetical job situations & asks c&idates how they would respond. |
| Socialization | An ongoing; process & an important activity for successfully reinforcing the values, attitudes & st&ards expected by the organization. Orientation is one component of this process. |
| Succession planning | Is the HRP process whereby key positions in the organization are identified along with potential c&idates from within the organization who can succeed to these positions. |
| Supplemental unemployment benefits (SUBs) | These are the benefits an employee would receive in addition to what they are eligible through government employment Insurance (El) programs. They usually represent the difference between what an employee receives from El & their normal salary. |
| Survivor syndrome | The psycho-sociological phenomenon that occurs with employees who are retained by the organization when there has been a termination or a number of terminations within their employee group. It is characterized by feelings of guilt, betrayal, detachment, a |
| Systemic discrimination | Occurs when an organization adopts a policy, in good faith, that indirectly leads to discriminatory practices. This form of discrimination is much harder to detect because it is “built into” a company’s recruitment & selection practices. |
| Target group | Generally associated with Federal Employment Equity requirements, the 4 groups targeted for reducing inequities are: women, persons with disabilities, aboriginals & visible minorities. |
| Turnover | An important concept in the HRP process; the rate at which employees leave the company (or organizational unit) relative to the number of employees who stay with the organization. Within this definition, there are 2 kinds — good & bad. |
| Undue hardship | When determining whether the duty to accommodate results, the following are considered: costs relative to the size of the workforce, administrative & supervisory burden, economic benefits that the employer recovers, disruption or legal liability to other |
| Validity coefficient | Expressed as either a positive or negative number, where a minus 1.00 means there is a perfect, negative correlation in the validity between the test & what it is trying to predict & a plus 1.00 means there is a perfect, positive correlation. |
| Weighted assessments/weighted application blanks (WAB) | Assigns values to different elements of the application form that are most strongly required to perform the job successfully. |
| Wrongful hiring | Refers to the liability of organizations when they hire an applicant who goes on to commit a criminal act as an employee. The company can be held liable if it is shown that it was negligent in its review of the employee’s application or in not undertaking |
| Yield ratios | Can be used to indicate the percentage of applicants that proceed to the next stage of the selection process. |
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smczim
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