Title: Recruitment and Selection
Course: Question Banks

Q: Which of these recruitment practices is most likely to attract potential employees to a job?
- interview schedule changes (Incorrect. Changing scheduled interviews can frustrate and detract workers from job postings, as people don’t want prospective employers to waste their time.)
- posting unclear information about job duties (Incorrect. Unclear job duty and responsibility statements detract applicants, who may not know whether they are qualified for a position.)
- posting job descriptions and salaries as “flexible” (Incorrect. Job descriptions that clearly state job duties and compensation are more likely to attract applicants.)
- providing clear and consistent communication (Correct. Communication during the hiring process reflects on the company’s overall ability to communicate effectively with employees, so a clear posting will attract candidates.)
A: providing clear and consistent communication

Q: Each of these factors played a more significant role for women than men in influencing the decision to exit the recruitment process, EXCEPT:
- CEO misbehavior reports (Incorrect. CEO misbehavior reports are one of the factors that influence women, more than men, to exit the recruitment process.)
- poor customer service reviews (Incorrect. Poor customer service reviews play a significant role in influencing women’s exit decisions.)
- negative employee reviews (Incorrect. Negative employee reviews negatively impact recruitment, and factor into many women’s decisions to leave the recruitment process.)
- challenging job expectations (Correct. Challenging job expectations are ideal; unclear job expectations are not.)
A: challenging job expectations

Q: What is the primary goal of recruitment?
- to eliminate the need to check references (Incorrect. Checking references is a necessary part of the recruitment and hiring process.)
- to promote from within the company (Incorrect. Recruitment aims to find qualified candidates within and outside of a company, from which to make hiring decisions.)
- to evaluate worker performance (Incorrect. Recruiting is the process of finding a qualified candidate pool, which occurs before employees are hired.)
- to build a qualified candidate pool (Correct. The recruitment process is used to build a pool of qualified candidates from which to select employees.)
A: to build a qualified candidate pool

Q: When considering job postings, Jamal looks up information on each company’s reputation. Which of the following brand reputation factors is most likely to deter Jamal from seeking employment with a certain company?
- customer dissatisfaction (Incorrect. Customer dissatisfaction likely has an effect on a company’s brand image, but the most prominent factors are poor leadership, lack of job security, and dysfunctional teams.)
- poor fiscal performance last quarter (Incorrect. While poor fiscal performance may play some role, one quarter’s performance may not indicate an overall trend and isn’t a primary deterrent from a brand.)
- shrinking market share (Incorrect. This is not one of the primary deterrents from an employer’s brand cited in research, though it may impact some job seekers’ decision-making process.)
- poor leadership (Correct. Poor leadership is one of the main deterrents that contributes to a company’s bad reputation and detracts from an employer’s brand.)
A: poor leadership

Q: All of the following were identified as key factors in promoting a brand’s positive reputation, EXCEPT?
- stability (Incorrect. Stability is a key factor in a brand’s positive reputation.)
- opportunity for career growth (Incorrect. Opportunity for career growth is a key factor in perceiving a brand’s reputation in a positive light.)
- working with a high-performing team (Incorrect. Workplaces that have high-performing teams tend to have positive brand reputations, which attract prospective employees.)
- giving away free merchandise (Correct. This is an advertising tactic and can help boost awareness for a brand, but it’s not a key factor concerning a brand’s reputation as an employer.)
A: giving away free merchandise

Q: What is the monetary premium required to convince a new employee to join a company with a negative reputation?
- Roughly $10,000 per hire (Incorrect. This is about twice as much as the average required to overcome a negative reputation for new hires.)
- About 40% (Incorrect. Fortunately for companies trying to overcome a bad reputation, the premium is around 10%, not 40%.)
- About $1,000 per hire (Incorrect. The premium is quite a bit higher than this. At about a 10% premium, it costs a company around $4,725 per hire to overcome a negative reputation.)
- About 10% (Correct. The monetary premium to overcome a negative reputation and get new employees to join a company with a negative reputation is about 10%, or about $4,725 per hire.)
A: About 10%

Q: Which of these is NOT one of the steps recommended in the brand building process?
- recruit and support brand ambassadors (Incorrect. Employees and representatives should have access to engaging, shareable content that can help engage others’ interest in the brand.)
- connect with your audience (Incorrect. Connecting with the right people with the right message over the right medium is essential to building a brand.)
- evaluate your brand (Incorrect. Evaluating your brand is an essential part of the brand building process, and involves surveying employees and prospective employees about brand perceptions.)
- re-brand to distance yourself from past misdeeds (Correct. Evaluating your brand does not necessarily mean re-branding. It may mean clarifying the brand or changing how ideas are communicated, but does not necessarily mean the whole brand must change.)
A: re-brand to distance yourself from past misdeeds

Q: Knowing what motivates workers to come to work every day, to show up and do their jobs effectively, is part of what step of building a brand?
- recruiting and supporting brand ambassadors (Incorrect. Recruiting and supporting brand ambassadors involves getting employees to share content, engaging them in the process of spreading the brand’s message and efforts.)
- evaluating your brand (Incorrect. Evaluating your brand involves surveying prospective employees’ opinions and perspectives concerning your brand and gaining insight into jobseekers’ concerns.)
- connecting with your audience (Incorrect. Connecting with your audience involves sending the right message to the right people, over the right medium.)
- identifying or clarifying employer proposition (Correct. Knowing what motivates workers helps communicate what a brand has to offer and build campaigns that showcase those positive attributes.)
A: identifying or clarifying employer proposition

Q: What is cited as the key difference between mediocre branding and great employer branding?
- effective sales techniques (Incorrect. Employer branding is more about employee engagement with the brand than about sales or training.)
- employee training (Incorrect. Employee training in the branding process may help increase engagement and buy-in, but by itself is not enough to make a significant impact on the brand’s success.)
- employee talent (Incorrect. Employers hire employees with potential, so talent shouldn’t be in question; brand engagement is a more important consideration, which executive involvement can enhance.)
- executive involvement (Correct. Involving company executives in the publishing and sharing process of branding is one of Burgess’s key recommendations in establishing solid employer branding, and shows buy-in at all levels of the company.)
A: executive involvement

Q: A job advertisement says, “We’re looking for people with boundless energy, intelligence, and an overwhelming need to achieve to join our team as we embark on the next chapter of our story.” How does this help the company find good candidates?
- Candidates apply to find out what the next chapter is. (Incorrect. The advertisement is looking for specific traits in candidates who apply for the position, inviting them to help write the company’s next chapter.)
- Candidates apply since anyone can do these things. (Incorrect. This advertisement targets high-achievers and go-getters. Not everybody wants a job that challenges them in a way this advertisement calls for, so it effectively communicates what kind of candidate will best fit the job.)
- It keeps introverts away. (Incorrect. This advertisement seeks enthusiastic, high-achieving people who fit these descriptions. It does not exclude introverts, as the traits listed are not exclusive to extroverts.)
- It helps candidates determine fit. (Correct. This is a worker-oriented or job specification approach, which identifies the knowledge, skills, and abilities (KSAs) needed for the job.)
A: It helps candidates determine fit.

Q: The results from job analysis are put into which two important documents?
- Statement of employee characteristics and statement of defined duties (Incorrect. Desired characteristics and defined duties are listed in the job advertisement and job specification documents.)
- Specification of education and responsibilities of the job (Incorrect. Job requirements and responsibilities are listed in job specifications.)
- Selection documentation and discrimination statements (Incorrect. A job analysis forms the basis of creating an effective advertisement and job specification listing. Selection documentation and discrimination statements would come after hiring.)
- Job advertisement and job specification (Correct. Job advertisements and job specifications are designed to communicate the specific job opening, and attract the desired candidates for a job opening, based on specific knowledge, skills, and abilities (KSAs).)
A: Job advertisement and job specification

Q: Which would be the BEST first step when developing a job advertisement?
- Write to keep requirements broad (Incorrect. Job advertisements should be as specific as possible to attract qualified candidates with the desired knowledge, skills, and abilities (KSAs).)
- Create a list of all possible KSAs (Incorrect. A job advertisement focuses on the human side of recruitment, appealing to interests and emotions. A job specification will focus on core KSAs)
- Review annual earnings (Incorrect. A good job advertisement will catch the attention of the job-seeker. While salary is certainly interesting, what makes the job unique, qualitatively, is a better place to start in an appeal to human emotion and motivation.)
- Write with a specific person in mind (Correct. Writing with a specific person in mind helps a job advertisement connect on an emotional level, with more detail and focus.)
A: Write with a specific person in mind

Q: Darshan is posting a job opening at his company. Which of the following methods is likely to have the greatest reach?
- placing an advertisement in the newspaper (Incorrect. Only those with a subscription to the newspaper and an inclination to read classified ads are likely to encounter a job posted this way, limiting potential candidates.)
- setting up a booth at a job fair (Incorrect. This face-to-face method will only reach those who attend the job fair, limiting its reach.)
- advertising on an internal job board (Incorrect. This method may effectively reach talent within a company, but it doesn’t have the reach of the internet to spread the word to outside talent.)
- posting the job on social media sites (Correct. Posting the job on social media sites allows individuals to share the job posting to others, using the web’s wide reach to spread the word.)
A: posting the job on social media sites

Q: Each of the following statements regarding employee referrals is true, EXCEPT?
- Referrals tend to be more acceptable applicants. (Incorrect. This statement is true; employee referrals tend to be acceptable applicants, as employees likely only refer people they would like to work with.)
- Employee referrals may lead to nepotism. (Incorrect. Employee referrals are more likely to be close friends and family members, thereby increasing the risk for nepotism.)
- Employee referrals are more likely to accept an offer. (Incorrect. Employee referrals are more likely to accept offers, and once hired, stay in a job. Employees may stake their reputations on the success of their recommendations, so they will make them with care.)
- Employee referrals are less likely to reinforce the status quo. (Correct. Employee referrals may reinforce the status quo at a company, rather than diversifying the workforce and creative pool.)
A: Employee referrals are less likely to reinforce the status quo.

Q: Internal candidates offer all of the following potential advantages over outside hires, EXCEPT?
- Known talent already in the company has a chance to shine. (Incorrect. This is an advantage of hiring internal candidates. Employees who already possess the desired skill set, or who will require less training to learn a new job, are invaluable.)
- Hiring internal candidates builds employee loyalty. (Incorrect. If employees know there is potential for growth in their job, they are more likely to stay with their companies.)
- Hiring internal candidates may help reduce attrition to other jobs. (Incorrect. A company with a reputation for hiring internal candidates may experience less attrition, as employees do not view their jobs as “dead-ends.”)
- Internal candidates inevitably lead to company climate change. (Correct. Internal hiring is less likely to produce radical changes in a company’s climate. If hiring from within is a shift in policy, this may change the culture, but this is not inevitable.)
A: Internal candidates inevitably lead to company climate change.

Q: Technology best practice recommendations for recruiting include all of the following, EXCEPT?
- automate job board process (Incorrect. This is a best practice. Using capabilities such as predictive ranking can improve the effectiveness and efficiency of job screening.)
- build a talent pool (Incorrect. This is a best practice. Building a talent pool helps employers find candidates, reducing reliance on third-party job search providers and resume tools. It also helps build relationships with potential hires.)
- socialize the search (Incorrect. This is a best practice, encouraging employers to leverage social media and employee connections to spread the word.)
- automate job interview process (Correct. Technology can enhance job interviews, but should not replace or automate the interview process.)
A: automate job interview process

Q: What is a primary goal of integrating artificial intelligence (AI) into the recruiting process?
- Streamlining the recruitment process by removing the need for human input (Incorrect. AI helps reduce the need for human input on data analysis, and frees more time for the human aspect of recruitment.)
- Training people how to use machines as a more effective recruitment tool (Incorrect. AI looks for patterns, to train the machines what to look for.)
- Eliminating jobs by replacing humans with machines (Incorrect. AI analyzes large amounts of data that might become a bottleneck for a human worker, and frees workers for more “human” tasks.)
- Improving the recruitment process through adaptive learning (Correct. AI has the ability to recognize patterns and reproduce them, reducing the need for people to conduct repetitive tasks. AI trains machines what to look for.)
A: Improving the recruitment process through adaptive learning

Q: Which of these is NOT an advantage of automated screening over manual screening?
- Dashboard views integrate information from multiple platforms (Incorrect. Recruiting dashboards provide the advantage of integrating information across multiple platforms.)
- Consistent standards of candidate screening (Incorrect. Automated screening can apply clear rules for consistent standards for screening candidates, making screening more equitable and unbiased.)
- Easier dissemination of information across multiple platforms (Incorrect. Recruiting dashboards integrate information across multiple platforms, and enable dissemination of information across those platforms, as well.)
- Increasing the amount of time a human spends finding key words (Correct. Automated screening allows people to spend more time focused on candidates rather than keywords.)
A: Increasing the amount of time a human spends finding key words

Q: What is the major difference between disparate treatment and disparate impact measures?
- Disparate treatment indirectly affects minority populations, while disparate impact measures test things not directly related to job responsibilities (Incorrect. Disparate treatment involves direct discrimination, while disparate impact measures may ostensibly test job-related concepts, but tend to screen out certain groups more than others.)
- Disparate treatment involves direct discriminatory practices, while disparate impact measures are a matter of interpretation. (Incorrect. Disparate treatment is direct discrimination, but disparate impact measures screen out certain groups more than others. This may not be obvious, but it’s not up to interpretation if it filters out a particular group.)
- Disparate treatment is based on interpretation, while disparate impact measures use racially sensitive language. (Incorrect. Disparate treatment is straightforwardly discriminatory. Disparate impact measures unfairly screen out candidates of a particular group.)
- Disparate treatment is direct discrimination, while disparate impact measures indirectly impact certain groups more than others (Correct. Disparate treatment involves direct discriminatory measures, while disparate impact measures may be superficially intended to test other job-related duties, but would disproportionately screen out some groups more than others, constituting discrimination.)
A: Disparate treatment is direct discrimination, while disparate impact measures indirectly impact certain groups more than others

Q: Which of these job advertisement lines contains an illegal statement?
- Seeking go-getters and self-starters (Incorrect. Anybody can be a self-starter or a go-getter. This advertisement doesn’t favor one protected group of people over another; it lists desired personality attributes.)
- Looking for career advancement? Look here. (Incorrect. This advertisement informs job seekers that the job provides room for growth, or that the job itself is an advancement from another career area.)
- We’re seeking enthusiastic team members (Incorrect. Enthusiasm comes in all forms, so this statement does not exclude anyone based on a protected status.)
- If you’re young and active, apply now! (Correct. This advertisement line is ageist and ableist, as it implies that older people and those who are not physically active are not invited to apply for this job.)
A: If you’re young and active, apply now!

Q: Which of these practices is MOST likely to result in a workforce with insufficient diversity?
- masking biographical information on resumes (Incorrect. Masking biographical information on resumes is a common practice designed to remove any bias associated with a person’s gender, name, age, etc.)
- posting a job advertisement on a variety of websites (Incorrect. Although a web advertisement doesn’t reach every potential job seeker, posting on a variety of websites still casts a wide, diversity-promoting net.)
- administering a competency test for work-related tasks (Incorrect. Competency tests are legal, provided they have relevance to the job skills and do not show preference for one group over another.)
- employee word-of-mouth recruitment (Correct. Relying on employee referrals and word-of-mouth recruitment may help build a reliable workforce, but employers must balance this with the risk of having a homogeneous workforce.)
A: employee word-of-mouth recruitment

Q: Conducting a phone interview falls under which step of the selection process?
- evaluation by association (Incorrect. This is the first step in the selection process; this involves checking where an application comes from as an initial screen. For example, an applicant who applied via a relevant professional association’s website is probably affiliated with that association.)
- assessment (Incorrect. Assessment comes after application and before a screening interview. It is generally in the best interest of a hiring entity to ascertain whether the candidate possesses the basic skills required before spending time on a phone interview.)
- external verification (Incorrect. External verification, the last step of the selection process, involves contacting references and checking credentials. This step usually involves phone calls, but to professional references, not the applicant.)
- screening interview (Correct. A phone interview is a typical screening interview procedure, meant to get an initial feel for a candidate and assess whether they should move forward in the interview process.)
A: screening interview

Q: Contacting a candidate’s references falls under which step of the selection process?
- screening interview (Incorrect. A phone interview is a typical screening interview procedure, meant to get an initial feel for a candidate and assess whether they should move forward in the interview process.)
- evaluation by association (Incorrect. This is the first step in the selection process; this involves checking where an application comes from as an initial screen. For example, an applicant who applied via a relevant professional association’s website is probably affiliated with that association.)
- assessment (Incorrect. Assessment comes after application and before a screening interview. It is generally in the best interest of a hiring entity to ascertain whether the candidate possesses the basic skills required before spending time on a phone interview.)
- external verification (Correct. External verification, the last step of the selection process, involves contacting references and checking credentials. This step usually involves phone calls, but to professional references, not the applicant.)
A: external verification

Q: Which of these is NOT a benefit of automated screening?
- reduced time to hire (Incorrect. Automated screening tools can scan more resumes in a shorter amount of time, narrowing the field of candidates more quickly than manual screening. This may save a company from losing a potential hire to another, faster company.)
- higher candidate quality (Incorrect. Automated processing allows employers to quickly review and rank resumes according to a set of rules, making it easier to find the most qualified candidates.)
- improved candidate experience (Incorrect. Feedback is key to a good candidate experience; automated processing can provide feedback much more quickly than manual processing, both for those selected and not selected.)
- data entry form errors (Correct. Automated screening tools are only as good as the data entered into them. A resume’s formatting could import into the tool incorrectly and not accurately represent the candidate’s qualifications.)
A: data entry form errors

Q: Which of these tasks is NOT performed during the application step in the selection process?
- Conduct an initial assessment based on resume, cover letter, and application (Incorrect. Reviewing application documents is part of the application step of the selection process.)
- Incorporate pre-screening questions that confirm a candidate meets minimum qualifications (Incorrect. Pre-screening questions often ask a candidate to verify that they meet the minimum qualifications, as part of the application step.)
- Eliminate candidates who have unrealistic salary or schedule expectations for the job (Incorrect. This part of the application step separates candidates who are likely to accept a position and salary from those who have conflicting interests.)
- Calling candidates’ references for verification of qualifications (Correct. Calling references for verification of qualifications is part of the external verification step, the last step in the selection process.)
A: Calling candidates’ references for verification of qualifications

Q: Anti-discrimination guidelines outlined in the EEOC’s Uniform Guidelines on Employee Selection Procedures apply to all of these employers, EXCEPT?
- Most state and local government employees (Incorrect. Most state and local government employees are protected by the EEOC’s guidelines. The guidelines do not apply to most employees of the federal government.)
- Federal government contractors (Incorrect. Federal government contractors and subcontractors work for the government through other companies, so the guidelines apply.)
- Labor organizations (Incorrect. Guidelines apply to labor organizations.)
- The armed forces (Correct. Guidelines apply to most private and public employers, including labor organizations, employment agencies, state and local governments, and federal government contractors and subcontractors. The military is an exception.)
A: The armed forces

Q: In California anti-discrimination law, adverse impact of test measurements is determined by what standard?
- Business expediency (Incorrect. An employer may only use a measure shown to be discriminatory if they can justify business necessity, not just expediency.)
- The 50 percent rule (Incorrect. California anti-discrimination law uses the 80 percent rule, where a comparison group must score at least 80 percent of the highest group’s score to be considered fair.)
- The 3/5ths rule (Incorrect. The 80 percent (or 4/5ths) rule is the standard for measuring a testing procedure’s fairness.)
- The 80 percent rule (Correct. The 80 percent rule states that if a comparison group does not have a passing rate of at least 80 percent of the highest group’s pass rate, the measure is discriminatory.)
A: The 80 percent rule

Q: If a selection measure screens out a protected group, what should the employer do?
- Administer another test casually, to test its effectiveness (Incorrect. Measures should not be administered casually, but with a clear understanding of how they relate to job-specific duties.)
- Stop administering the test to the protected group the measure screens out (Incorrect. This doesn’t solve the problem of the measure’s unfair selection method; this reinforces inequality.)
- Make the selection test easier so it does not screen out the targeted group (Incorrect. A selection test should measure how well a person can perform a specific job, so the test should not be modified to be “easier.” This does not address the underlying problem: that the test screens out a protected group.)
- Find and adopt an equally effective alternative selection procedure (Correct. Employers should search for an equally effective alternative selection procedure that doesn’t screen out a protected group. If there is one, they should use that measure instead.)
A: Find and adopt an equally effective alternative selection procedure

Q: What rule should hiring managers follow when interviewing applicants in order to avoid making a judgment based on a first impression?
- Try to confirm their initial judgments in the interview (Incorrect. Berkowitz, of IBM business development, recommended hiring managers do the opposite; try to disprove their initial judgments (good or bad) in the interview.)
- Try to make an informed first impression in the first five minutes (Incorrect. First impressions are hard to break; a hiring manager should use active listening skills to try not to form a hasty first impression.)
- Bring the candidate’s resume and qualifications to mind (Incorrect. Documents a hiring manager has viewed prior to conducting an interview may bias perceptions of candidates and lead to errors in judgment.)
- Try to disprove their initial judgment in the interview (Correct. This tactic, recommended by IBM business development executive, Jason Berkowitz, is designed to remove biases hiring managers may have informed with initial judgments.)
A: Try to disprove their initial judgment in the interview

Q: What combination of approaches best addresses and combats unconscious bias?
- Audio-only and visually screened interviews (Incorrect. While this approach was an effective solution for orchestras, not all jobs will be able to accomodate the same screening processes.)
- Believing in a meritocracy and fairness (Incorrect. Believing in fairness does not make a person fair. Identifying one’s biases and working to combat them can help eliminate unconscious biases from decision-making.)
- Consider professional profiles only (Incorrect. Viewing professional profiles, like LinkedIn accounts, typically reveals demographic information about a candidate with a profile picture. Profiles in any social media network reveal information that could potentially bias a hiring manager.)
- Awareness and design (Correct. Hiring managers must be aware of unconscious biases that are likely to affect their perception of candidates. Being aware of these biases and structuring the selection process to keep the interviewer aware of biases helps combat the biases’ effects.)
A: Awareness and design

Q: Which of these factors is MOST likely to inaccurately skew an interviewer’s perception of a candidate’s qualifications?
- Test scores (Incorrect. Test scores may help reveal job-related competencies that are not apparent in a typical resume.)
- Active listening (Incorrect. An interviewer engaging in active listening is less likely to rely on initial impressions of likeability, and instead focus on the candidate’s qualifications.)
- Job history (Incorrect. A candidate’s job history lets the hiring manager know what their prior experience is, and helps to accurately gauge their qualifications for a job.)
- Likeability (Correct. First impressions, or likeability, are often inaccurate, and confidence can lead an interviewer to believe the candidate is more qualified than is accurate.)
A: Likeability

Q: Which of these basic recommendations for forming interview questions BEST addresses the need for fairness in interviewing all candidates?
- Questions should focus on job duties (Incorrect. While questions should focus on job duties, asking a consistent set of questions across candidates addresses the need for fairness.)
- Questions should reflect the realities of the position (Incorrect. Reality in advertising and interviewing is a must. All candidates should be treated to the same questions and the same realities about the job.)
- Questions should reflect the business environment (Incorrect. Questions should reflect the business environment and all candidates should have the opportunity to answer the same questions, in the interest of fairness.)
- Questions asked should be consistent across candidates (Correct. Fair interviews ask candidates a reliable series of questions, giving each candidate the same opportunities to answer similar questions.)
A: Questions asked should be consistent across candidates

Q: Which of these is NOT a standard interview technique?
- one-on-one (Incorrect. One-on-one interviews are the most common form of interview.)
- panel (Incorrect. Panel interviews involve multiple people interviewing one candidate, and are common in academic settings.)
- series (Incorrect. Series interviews are multiple one-on-one interviews conducted in sequence, usually as a progressive process.)
- simultaneous (Correct. Standard interview techniques are: one-on-one, panel, and sequential. Simultaneous implies multiple interviews are occurring at once, which is similar to a panel interview.)
A: simultaneous

Q: Interview questions about all of the following are illegal, EXCEPT?
- Religious background (Incorrect. Questions about religious background are illegal because they may serve as a basis for discriminatory hiring, so they should not be asked.)
- Sexual orientation (Incorrect. Questions about sexual orientation are illegal and irrelevant to one’s ability to perform a job.)
- Disability status (Incorrect. Disability status is an illegal question, as this can serve as a basis for discrimination.)
- Work experience (Correct. Work experience is a legal, reasonable topic to ask about in an interview.)
A: Work experience