Human Resource Management PDF

I. Introduction to Human Resource -Their primary responsibility is to design, Management implement, and manage the organization's compensation and benefits programs. 1.The basic func...

I. Introduction to Human Resource -Their primary responsibility is to design, Management implement, and manage the organization's compensation and benefits programs. 1.The basic functions of the 12. Embedded HR teams-the structure of management process: the HR services where an HR generalist Planning (P)-function of the has been assigned to another department management process requires a to provide HR management assistance as manager to establish goals and needed. standards and to develop rules and 13. Corporate HR teams-human resource procedures function involves dedicated HR members Organizing (O)-function of the that assist top management in issues such management process delegates as developing the personnel aspects of the authority for a project to the company's long-term strategic plan. subordinate. 14. Human capital-refers to the economic Leading (L)-function of the value of a worker's experience and skills. management process where it gets This includes assets like education, others to get the job done; training, intelligence, skills, health, and maintaining morale; motivating other things employers value such as subordinates. loyalty and punctuality. Controlling ( C )-function of the 15.On-demand workers-freelancers and management process when independent contractors work when they managers use metrics to assess can, on what they want to work on, and performance and then develop when the company needs them. strategies for corrective action. 16. Unbalanced labor force-The recent 2. Manager- the person responsible for trend where in some occupations (such as accomplishing an organization's goals by high-tech)unemployment rates are low, managing the efforts of the organization's while in others unemployment rates are people still very high and recruiters in many 3. Motivating subordinates-an activity companies can't find candidates, while in associated with the leading function in the others there's a wealth of candidates management process 17. The use of gaming features to 7. Personnel activities associated with enhance training and performance human resource management appraisal-best exemplifies recent trends A) Orienting and training new in technology that are affecting human employees resource management. B) Appraising employee performance 18. Evidence-based human resource C) Building employee commitment management relies on all of the 8. A line manager's human resource following types of evidence: responsibilities a) Scientific rigor A) Maintaining department morale b) Existing data B) Controlling labor costs c) Research studies C) Protecting employees' health 19. line managers in small 9. Recruiter- a position in an organization organizations- frequently handle all that maintains contacts within the local personnel duties without the assistance of community and travels to search for a human resource staff. qualified job applicants. 20. Two distinct functions carried out 10. Human resource managers- by human resource managers: generally exert line authority within the a) Line function-manager who is human resources department and staff authorized to direct the work of authority outside the human resources subordinates and is responsible for department. accomplishing the organization’s 11. Compensation manager- position in tasks. HR department in charge of developing b) Staff function-manager who the plans for how people are paid and how assists and advises line managers. the employee benefits program is run. Page 1 of 11 21. Corporate HR teams - Centralized 29. Job Enlargement - refers to HR units managing HR strategy and policy expanding a job's scope by adding more across the organization. tasks or responsibilities of a similar level of 22. HR Generalist - an HR employee complexity. It aims to provide employees who typically reports to an HR manager or with a broader range of duties within their director. HR employee that handle daily current role to enhance job satisfaction core HR functions, such as recruitment, and skill development. employee relations, compensation and 30. Job Enrichment - involves compliance. redesigning jobs to incorporate higher 23. Human Resource Planning - s the levels of responsibility, autonomy, continuous process of systematic planning decision-making authority, and complexity. to achieve optimum use of an The goal of this is to enhance the intrinsic organization's most valuable motivation and satisfaction of employees asset—quality employees. It ensures the by providing opportunities for growth, best fit between employees and jobs while challenge, and achievement within their avoiding manpower shortages or current roles. surpluses. 31. Job Specification - refers to a 24. Human Resources Forecasting - the statement that outlines the qualifications, process of predicting how a company’s skills, knowledge, abilities, and personal staffing needs change with time so that it attributes required to perform a specific can remain prepared to operate job effectively. successfully. It ensures a company will -It details the qualifications and have the right number of employees on characteristics that an ideal candidate staff. should possess to succeed in the role. 25. Human Resources Management - 32. Job Vacancy - An open position involves coordinating, managing, and within an organization or company that allocating human capital, or employees, in requires a qualified individual to fill it. ways that move an organization’s goals 33. Project Teams (Action Learning) - A forward. focuses on investing in temporary team, often consisting of people employees, ensuring their safety, and from different areas or functions, that managing all aspects of staffing from works on real projects. hiring to compensation and development. 34. Salary - refers to the fixed amount of 26. Job Compensation and Salary - money paid to an employee for performing Refers to the monetary and non-monetary a job role over a specific period, typically benefits offered to employees in exchange on a monthly or annual basis. for their work. It includes base salary, bonuses, incentives, benefits (like II. Training and Development healthcare and retirement plans), and 1. Employee orientation- meeting other perks that contribute to the overall with the HR manager and other compensation package. new employees about employee 27. Job Context - the broader benefits, packages, personnel environment or conditions in which a job is policies, and the structure of the performed. It includes factors such as the company. physical work environment, organizational 2. Goals of a firm's employee culture, relationships with coworkers and orientation program supervisors, tools and equipment used, A. Making new employees feel and any other relevant contextual like part of a team information. B. Helping new employees 28. Job Description - a written statement become socialized into the that outlines the duties, responsibilities, firm tasks, and requirements of a particular job. C. Teaching new employees It typically includes information such as job about the firm's history and title, job summary, essential functions, strategies qualifications, and reporting relationships. Page 2 of 11 3. Employee orientation programs DOES mentors or journeymen to develop NOT range from brief, informal practical skills and theoretical knowledge introductions to lengthy, formal courses. necessary for the job. 4 Hiring highly skilled employees with 13. OJT process great potential needs to have orientation A.Prepare the learner by familiarizing the and training. trainee with equipment, tools, and trade 5. Training-the methods used to give new terms or present employees the skills they need B. Prepare the operation: Go through the to perform their jobs. job 6. Strategic training needs C. Do a tryout: Have the learner do the job analysis-identifies the training employees gradually building up skill and speed will need to fill future job F. Follow-up: Correct faulty work patterns 7. Steps in the ADDIE training process before they become a habit. A. Analyzing the training need 14. Job instruction training-training B. Design the overall training method where jobs consist of a logical program. sequence of steps and are best taught C. Develop the course (actually step-by-step, assembling/creating the training 15. Achievement Testing - assessments materials). designed to measure an individual's D. Implement training, by actually knowledge, skills, or competencies in training the targeted employee specific areas that are relevant to their job group using methods such as performance. on-the-job or online training. 16. Buddy System - It is part of the E. Evaluate the course’s employee onboarding process in which a effectiveness. new hire is assigned a buddy who guides 8. To motivate the individuals who, attend the new hire on the different aspects of the training session job. It may include making him/her familiar A. Use as many visual aids as with the office environment and other possible during the session members of the team. B. Provide an overview of the material 16. Career Development - a formal to be covered approach used by the organization to C. Give information in logical, ensure that people with the proper meaningful section qualifications and experiences are 9. Employers will most likely use all of available when needed. the following methods to identify 17. Case Studies - Trainees are given training needs for new employees in-depth descriptions (5 to 30 pages) of A. Analyzing job descriptions the experiences of disguised B. Reviewing performance standards organizations. This allows them to see the C. Questioning current job holders experiences of numerous managers in a 10. Training sessions should be half-day short period of time. or three-fourths day in length rather 18. Coaching (Understudy Method) - In than a full day, because the learning curve this method, a superior gives training to a goes down late in the day. subordinate as his understudy like an 11. Job rotation-An employee will assistant to a manager or director. systematically move workers from one job 19. Employee Benefits Program - often to another each month for a nine-month referred to simply as benefits or perks, is a period of time. set of non-wage compensations provided 12. Apprenticeship training-a formalized to employees in addition to their regular program with a structured process by wages or salaries. which people become skilled workers -These benefits are designed to enhance through a combining on-the-job training the overall compensation package offered (OJT) with classroom instruction. by employers and typically include various -It is typically used in skilled trades and forms of insurance, retirement plans, professions, where apprentices (learners) wellness programs, and other fringe work under the guidance of experienced benefits. Page 3 of 11 20. Employee Development - a process organizational leaders to understand the of improving employees’ existing capabilities of their workforce and make competencies and skills and developing informed decisions related to talent newer ones to support the organization’s management, workforce planning, training goals. and development, and succession 21. Employee Engagement - level of planning. commitment workers make to their 28. Strictness - Being unduly critical of an employer, seen in their willingness to stay employee’s work performance. at the firm and to go beyond the call of 29. Talent Management Process - l the duty. the goal-oriented and integrated process 22. Employee Orientation - the process of planning, recruiting, developing, of introducing new hires to their jobs, managing and compensating employees. co-workers, responsibilities, and 30. Promotion - refers to advancement of workplace. the employees by evaluating their job 23. Induction - It is the process of performance. It is the process of shifting receiving and welcoming of the an employee from a lower position to a employees, after they have been selected higher position with more responsibilities, and providing them the required training remuneration, facilities, and status. needed to settle down adequately. 31. Training - l refers to the process of 24. Job Instruction Training - is a teaching specific skills and knowledge to structured training method suitable for jobs employees to improve their performance with clear and logical sequences of steps. in current roles. It typically involves It involves breaking down tasks into structured programs, workshops, smaller components, teaching each step seminars, or on-the-job training aimed at sequentially, and ensuring the trainee can developing technical, operational, or perform each task correctly before moving job-specific competencies. on to the next. This method is effective for 32. Training and Development - the quickly teaching specific job skills and process of equipping employees with the procedures. knowledge, skills, and competencies 25. Miniature Job Training - This refers required to perform their job effectively to a training approach where employees and to contribute to organizational are provided with condensed or success. abbreviated versions of job tasks or - It is a critical function within Human responsibilities to learn and practice. It Resources (HR) that focuses on allows individuals to gain practical enhancing employee performance, experience and skills relevant to their roles productivity, and engagement through in a controlled and manageable setting structured learning experiences. before performing the tasks independently 33. Training Specialist - a professional or in a real work environment. within the Human Resources (HR) 26. Sensitivity Training (T-groups) - A function who specializes in planning, psychological technique in which intensive implementing, and evaluating training group discussion and interaction are used programs for employees. to increase individual awareness of self 34. Understudy - is an individual who is and others; it is practiced in a variety of trained to take over the responsibilities of forms under such names as T-group, a specific position if the current job holder encounter group, human relations, and is unable to perform their duties (e.g., due group-dynamics training. to illness, vacation, or promotion). 27. Skill Inventories - are structured 35. Vestibule Training - a type of training databases or systems used by that involves creating a simulated work organizations to catalog and manage environment for employees to practice information about the skills, competencies, job-related tasks and skills. qualifications, and experiences of their employees. III. Personnel Planning and Recruitment -These inventories are valuable tools for human resources (HR) departments and Page 4 of 11  1. Recruitment and selection instead of relying on a dedicated process internal HR department or A.Deciding what positions to fill employee. B.Build a pool of job candidates 9. Recruiting-necessary to develop C.Have candidates complete application an applicant pool forms and perhaps undergo initial 10. Potential to lose employees who screening interviews. aren't promoted-primary D. Use selection tools like tests, disadvantage of using internal interviews, background checks, and sources of candidates to fill vacant physical exams to identify viable positions in a firm candidates. 11. Questions are relevant to the E. Decide to whom to make an offer. person who manages staff to F. Orient, train, and develop employees to decide on what to fill top provide them with the competencies they positions at new business with need to do their jobs. internal candidates G. Appraise employees to assess how A. What are the key managerial they’re doing. positions that are available at the H. Reward and compensate employees to new hotels? maintain their motivation. B. What skills, education, and training 2. Personnel planning- Manager have been provided to potential decides what positions the firm candidates? should fill in the next six months, C. What is the designated procedure 3. Succession planning-The for assessing and selecting process of deciding how to fill potential candidates? executive positions at a firm i 12. tool used by firms to recruit outside 4. Trend analysis-studying a firm's candidates past employment needs over a A. Newspaper advertising period of years to predict future B. Employment agencies need C. Online job boards 5. Ration analysis formula 13. Skills needed for the job-factors plays the greatest role in determining the best medium for a job advertisement 14. An employer will most likely use a private employment agency in order to fill a specific job opening quickly 15. the HR manager need to ensure that 6. Skills inventories-contains data applicants are screened properly which is regarding employees' education, why the manager need to provide the career development, and special private employment agency to recruit skills and is used by managers individuals for management positions when selecting inside candidates with an accurate job description. for promotion 16. Working as a contingent - managers need to determine which worker-temporary assignment for current employees are available for hospitals throughout the region on an promotion or transfer, as-needed basis. 7. Methods used by firms to 17. Applicants have received realistic develop high-potential job previews-advantage of using candidates for future positions employee referral campaigns A. Providing internal training 18. Job posting-Publicizing an open job B. Implementing job rotation to current employees through a firm's C. Offering global assignments intranet or bulletin board. 8. Outsourcing-the act of hiring an 19. Campus Recruitment - an external external firm to handle part or all of source of recruitment, where the your human resource needs educational institutions such as, colleges and universities make provision Page 5 of 11 of information to the students regarding applicable laws throughout the hiring employment opportunities. process. 20. Contingent Personnel - is someone 29. Online Job Boards - Websites or who performs tasks for an organization platforms where employers can post job without being formally hired as the openings to reach a wide audience of organization’s permanent potential candidates on the internet. employee. -Job seekers can search and apply for 21. Direct Recruitment - the external positions based on their skills and source of recruitment, where the preferences. recruitment of qualified candidates are 30. Recruiter - An HR professional carried out by putting a notice regarding responsible for finding and hiring qualified job vacancy on the notice board of the candidates. organization. 31. Recruitment - the process of 22. Employee Referrals - It is the process identifying, attracting, interviewing, of hiring new capitals through the selecting, hiring and onboarding references of the employees, who are employees. In other words, it involves currently employed within the everything from the identification of a organization. staffing need to filling it. 23. Employment Agencies - These are 32. Talent Specialist - an HR professional firms or organizations that assist who sources and screens employers in finding suitable candidates candidates that best fit the company's for job openings. future goals. Their duties include - They often have access to a pool of establishing hiring criteria, understanding pre-screened candidates and can help recruiting needs and finding the right with various aspects of the recruitment candidates. process. 24. Employment Exchanges - a IV. Performance Appraisal government entity, where the details of the 1. Appraisal Interview - a formal job seekers are deposited and given to the discussion process between an employers for filling the vacant positions. employee and his/her manager 25. Internal Recruiting - refers to the regarding performance and other process of identifying and filling job aspects of job role. vacancies within an organization from its -In this interview, the employer and existing workforce. Instead of hiring the employee discuss the external candidates, this involves performances of the individual and considering current employees for open the key areas of improvement and positions, whether they are within the how the employee can grow same department or elsewhere in the through a feedback mechanism. organization. 2. Performance appraisal-the 26. Intranet Job Postings - Involves process of evaluating an posting job openings on the organization's employee's current and/or past internal network or intranet. It is used to performance relative to his or her inform current employees about job performance standards opportunities within the company, 3. Motivate employees to remove encouraging internal mobility and career any performance deficiencies advancement. -primary purpose of providing 27. Job Posting - refers to the practice of employees with feedback during a publishing and displaying advertisements performance appraisal of an open job to the employees. 4. Reasons for appraising an 28. Legal Hiring Practices - refer to the employee's performance rules, regulations, and ethical standards A. Correcting any work-related that organizations must adhere to when deficiencies recruiting and selecting employees. B. Determining appropriate salary and -These practices are designed to ensure bonuses fairness, equality, and compliance with Page 6 of 11  C. Making decisions about the process of evaluating the staff's promotions performance. Through identifying the 4. Employee's direct supervisor- percentage of high performers, above primarily responsible for appraising an average performers, average performers, employee's performance. below average performers, and poor 5. Steps of performance appraisal performers. A.Setting work standards 14. Alternation ranking-the performance B.Assessing the employee’s actual appraisal method for employees where performance relative to those standards, assessor rank employees from best to C. Providing feedback to the employee worst on a trait or traits, choosing highest with the aim of helping him or her to than lowest based on certain trait/criterion eliminate performance deficiencies or to and ranks them accordingly. continue above par performance. 15. Behaviorally Anchored Rating Scale 6. Ratings are higher than when (BARS) Method - a performance provided by supervisors-occurs when appraisal method that combines elements employees rate themselves for of the traditional rating scales and critical performance appraisals incident methods; various performance 7. Upward feedback-a process where levels are shown along a scale with each subordinates or employees provide described in terms of an employee’s anonymous feedback on their supervisor's specific job behavior. performance. 16. Management by objectives- requires - This feedback mechanism allows a manager to set specific measurable, employees to share their perspectives on organizationally relevant goals with each their supervisor's leadership, employee and then periodically discuss communication, management style, and the employee's progress toward these other relevant aspects of their role. goals. 8. 360-degree feedback-- a popular 17. Bonuses - additional monetary performance appraisal method that rewards given to employees on top of their involves evaluation input from multiple base salary, typically based on individual, levels within the firm as well as external team, or organizational performance. sources. 18. Central Tendency Error - an -performance appraisal based on surveys evaluation appraisal error that occurs from peers, supervisors, subordinates, when employees are incorrectly rated near and customers the average or middle of a scale. 9. Supervisors should provide 19. Critical Incident Method - is a employees with feedback, performance appraisal method that development, and incentives necessary requires keeping written records of highly to help employees eliminate favorable and unfavorable employee work performance deficiencies or to actions. continue to perform well. 20. Essay Method - a performance 10. The HR department monitors the appraisal method in which the rater writes performance appraisal system, but it is a brief narrative describing the employee’s typically not involved in rating performance. employees. -This method tends to focus on extreme 11. Line supervisor, should make sure behavior in the employee’s work rather to schedule a feedback session to than on routine day-to-day performance. address each subordinate's 21. Forced Distribution Method - performance,progress, and future method of performance appraisal requires development plans to ensure that the rater to assign individuals in a work performance appraisals are effective. group to a limited number of categories, 12. Graphic rating scale-the easiest and similar to a normal frequency distribution. most popular technique for appraising -The purpose of is to keep managers from employee performance. being excessively lenient and having 13. Forced distribution- tools use by the disproportionate number of employees in supervisor of the department at a firm in the “superior” Page 7 of 11 22. Ranking Method - a performance 3. Types of information will most appraisal method in which the rater ranks likely be collected by a human all employees from a group in order of resources specialist through a overall performance. job analysis 23. Rating Scales Method - performance A. Job description appraisal method that rates employees B. Job specification according to defined factors. C. Job context 24. Rewards and Incentives - 4. Types of information will most likely mechanisms used by organizations to be collected by a human resources recognize, motivate, and reward specialist through a job analysis employees for their contributions, efforts, A. Work activities achievements, and behaviors that align B. Human behaviors with organizational goals and values. C. Employee benefits options 25. Performance Appraisal - l, is a 5. Step in the process conducting a job systematic process used by organizations analysis to assess and evaluate the job A. Decide how you’ll use the performance of employees. It involves information gathering and analyzing information about B. Review relevant background employees' performance, information such as organization accomplishments, strengths, weaknesses, charts, process charts, and job and areas for improvement. descriptions 26. Performance Appraisal System - is a C. Select representative positions structured process used by organizations D. D.Actually analyze the job—by to assess and evaluate employees' job collecting data on job activities, performance, contributions, and working conditions, and human achievements within a specific period traits and abilities needed to 27. Performance Management - refers to perform the job the continuous process of setting E. Verify the job analysis information objectives, assessing progress, and with the worker performing the job providing feedback to employees to and with his or her immediate ensure that organizational goals are met supervisor effectively and efficiently. F. Develop a job description and job 28. Self- Appraisal - the process when an specification employee evaluates their performance. 6. Requirements that are typically Employees are given a chance to examine addressed in job specifications their performance and determine their A. Required education levels strengths and flaws during this process. B. Necessary experience 29. Work Standards Method - a C. Working conditions performance appraisal method that 7. Organizational chart- the division of compares each employee’s performance work within a firm and the lines of authority to a predetermined standard or expected and communication level of output. 8. Using computerized systems to combine separate tasks- an example of V. Job Analysis and Talent Management business process reengineering. Process 9. Conducting the job analysis is NOT the 1. In an effective talent sole responsibility of the HR specialist. management system, an 10. Holding a group interview with a employee's performance supervisor-manager at company needs appraisal would initiate training to gather job analysis information from a and development opportunities. large number of employees who perform 2. Effective talent management similar work. focuses on developing 11. Reactivity-One of the problems with employee competencies that direct observation, which is when workers align with strategic goals. alter their normal activities because they are being watched. Page 8 of 11 12. Informal interviews does NOT provide used to assess managerial potential or quantitative job analysis information, leadership qualities in individuals. It which is why they are NOT frequently typically involves a series of simulations, used by managers who need to determine exercises, and interviews designed to the relative worth of a job for pay evaluate skills such as leadership, purposes. decision-making, communication, and 13. Diaries- approaches to job analysis problem-solving in a controlled setting. data collection where every activity in 21. Stereotyping - Occurs when which the employee participates at work managers allow individual differences to along with the time it takes to complete affect the ratings they give. These each activity. differences are gender, race, or age. 14. Benchmarking Jobs - involve 22. Transfer - refers to the process of comparing job roles and responsibilities interchanging from one job to another within an organization or across different without any change in the designation and organizations to determine the relative responsibilities. value and pay structure for similar jobs in - It can also be the shifting of the the job market. employees from one department to -It helps in establishing competitive another department or from one location compensation and benefits packages. to another, depending upon the 15. Competency Model - a framework for requirement of the position. defining the skill and knowledge 23. Work Sampling Event - This refers to requirements of a job. a method used in industrial and -It is a collection of competencies that organizational psychology to assess how define the skills and abilities that enable employees spend their time on various successful job performance. tasks. 16. Employee Matrix - a matrix -It involves taking random samples of work organizational structure, is a management activities to gain insights into work structure where employees are grouped patterns, efficiency, and productivity. simultaneously by two different operational 24. Leniency - Giving undeserved high dimensions. ratings to an employee. -Typically, this involves employees reporting to both a functional manager VI. Employee Testing and Selection (based on their expertise or specialization) 1. Consistent scores when a and a project manager (based on the person takes two alternate specific project they are working on). forms of the test- A reliable 17. Halo - occurs when a manager employment test will most likely generalizes one positive performance yield feature or incident to all aspects of 2. Validity-the accuracy with which a employee performance, resulting in a test fulfills the function for which it higher rating. was designed 18. Job Analysis - is a procedure through 3. Selection tests-should be used as which you determine the duties of the supplements to other tools like positions and the characteristics of the interviews and background checks. people to hire them. 4. Motor ability-being measured as 19. Job Analyst - position that work in the part of the selection process for a human resources (HR) department of a position an applicant was asked to company or organization, conducting lift weights and jump rope. in-depth research about occupations and 5. Physical abilities test-selection job descriptions. test for a position wherein the test - They focus on worker classification will measured the finger dexterity systems while studying the effects of and reaction time. industry and occupational trends upon 6. The Big Five personality worker relationships. dimensions 20. Management Assessment Center - A. Neuroticism This is a structured evaluation method B. Extroversion Page 9 of 11  C. Conscientiousness 14. Cognitive Ability Test - It measures 7. Miniature job training- This refers to a the candidate’s ability to solve problems training approach where employees are and think critically. provided with condensed or abbreviated 15. Depth Interview - a semi-structured versions of job tasks or responsibilities to interview, where the candidates have to learn and practice. It allows individuals to give detailed information about their gain practical experience and skills educational qualifications, work relevant to their roles in a controlled and experience, special interests, skills, manageable setting before performing aptitude and so forth. the tasks independently or in a real work 16. Employee Selection - the process by environment. which organizations choose individuals 8. Uncover false information-primary from a pool of job applicants to fill job reason that firms conduct background vacancies. investigations of job applicants - It is a critical aspect of human resource 9. Management assessment center-day management aimed at identifying and simulation in which candidates perform hiring candidates who are most likely to realistic tasks in hypothetical situations succeed in the job and contribute and are scored on their performance. effectively to the organization's goals. 10. Advanced Interviewing - strategic 17. Employee Testing - the process of approach used by organizations to assessing job applicants or current thoroughly assess candidates for employees through various types of tests employment beyond the traditional and assessments. interview process. -These tests are designed to evaluate -This method aims to gather specific skills, abilities, knowledge, comprehensive insights into candidates' personality traits, or other attributes skills, competencies, experiences, and relevant to the job or organizational potential contributions to the organization. requirements. 11. Applicant Personality Test - Also 18. Equal Employment Opportunity known as a personality assessment or Commission - It is an organization that is personality inventory, this test is used to responsible for the enforcement of federal evaluate the personality traits, laws that prohibit organizations from characteristics, and preferences of job discriminating against employees on the applicants. basis of multiple factors including race, -It aims to predict how well an individual color, nationality, religion, gender, etc. might fit into a specific role or 20. Exit Interview - conducted for those organizational culture based on their employees, who want to leave the personality profile. organization. 12. Background Check - It is a part of the -The significance of this to ascertain the hiring process in which an investigation is reasons behind leaving the job. carried out to check a potential 21. Formal Interview - is organized in an employee’s background, based on criteria informal manner, i.e., the candidate will be such as education, criminal records, past aware about the dates and timings of the work experiences, etc. interview well in advance and the -This verification is done because interviewer plans and prepares the organizations often need to confirm if the questions for the interview. information provided by the 22. Group Interview - In this type of candidate is true or not. interview, all the candidates or a group of 13. Candidates - An individual seeking candidates are interviewed together. employment or appointment to a particular 23. In-basket Exercises - exercise job, role, or office. designed to assess a candidate's adaptive -They manifest interest by submitting an thinking, problem-solving, judgement, application, usually accompanied by a administrative abilities, planning, resume or curriculum vitae. organizing, delegating, and integrative skills while dealing with memos, e-mails, Page 10 of 11 requests, messages, handwritten notes, -It presents hypothetical scenarios and other items while under pressure. relevant to the job and asks respondents 24. Individual Interview - the interview to choose the most appropriate action or takes place on a one to one basis. In this decision from a set of options. SJTs case, there will be a verbal and a visual assess judgment, problem-solving interaction between two people, an abilities, and decision-making skills in interviewer and a candidate. specific contexts. 25. Informal Interview - Such interviews 34. Succession Planning - proactive are conducted in an informal way, i.e., the process of identifying and developing interview will be stable without any written potential future leaders or key employees communication and can be arranged at within an organization to fill key roles any place. when they become vacant. The primary 26. Interviews - involve one-on-one or goal of succession planning is to ensure a group discussions between a job analyst smooth transition of leadership and critical (interviewer) and employees, supervisors, positions to minimize disruptions and or subject matter experts. During maintain organizational stability. this, the analyst asks structured or 35. Unstructured Interview - This type of semi-structured questions to gather interview is an unexpected one, where the information about job duties, skills interview questionnaire is not prepared. required, work conditions, and other The interviewers are not well prepared aspects relevant to job roles. regarding the questions that are to be 27. Onboarding - the process of moving a asked and in obtaining accurate answers. new hire from applicant to employee status, ensuring that paperwork is done and orientation is completed. 28. Panel Interview - being conducted by a group of people. In this type of interview, three to five members of the selection committee will be asking questions to the candidates on various concepts. 29. Screening - the process of evaluating job applications, scanning resumes and selecting suitable candidates that match with the job description. 30. Stress Interview - conducted to ascertain how a candidate would react during the time of stress and cope up with problems. In this type of interview, the interviewer will come to know whether the candidate can deal in an effective manner with the demands and needs of a complicated job. 31. Structured Interview - In this type, the interview is planned, designed and detailed in advance. Interview that is pre-planned, precise, and reliable in hiring the candidates. 32. Staffing - the process of hiring eligible candidates in the organization or company for specific positions. 33. Situational Judgment Test (SJT) - This is a type of psychological test used in the assessment of candidates or employees. Page 11 of 11