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Human Resources Management In Canada 13th Canadian Edition Gary Dessler, Nita Chhinzer - Solutions
Should Pierre and Jennifer use the multiple-hurdle strategy? Why or why not? LO.1
How would you restructure LearnInMotion.com’s selection process? LO.1
In groups, discuss and compile examples of the worst interview experiences you’ve had. What was it about these interviews that made them so bad? How does that align with your learnings in this chapter? If time permits, discuss in class. LO.1
Using the NOC job description and the competency job analysis you created earlier in the course for either a university or college professor, develop two situational and two behavioural interview questions for either a college or university professor along with an outline of a “good” answer for
Create an offer of employment for a successful customer service representative at a call centre, outlining the terms and conditions of employment. Keep in mind that a copy of the letter should be signed and returned by the new hire and that a signed letter of offer becomes an employment contract.
After reviewing candidate résumés for characteristics and credentials that align with job requirements, the company you are working for invites candidates for a semi-structured interview. However, during the interview, you notice that no one is taking notes and there is no standard marking guide.
Describe strategies that you could use to (a) establish rapport with an extremely nervous candidate, (b) get an interviewee who is rambling “back on track,” (c) clarify a statement made by an applicant during an interview, and (d) obtain detailed reference information from an individual who
Assume that you have just been hired as the employment manager in a small manufacturing firm that has never done any selection testing. Write a memorandum to the CEO describing the types of tests that you would recommend the firm consider using in the future. Also list some of the legal and ethical
If you were asked to design an effective selection process for retail sales representatives working on a 100 percent commission basis, which of the steps described in this chapter would you include and why?Justify the omission of any steps and explain why the quality of the selection decision will
Why is the supervisory interview important in the selection process? LO.1
Briefly discuss any five common interviewing mistakes and explain how such errors can be avoided. LO.1
Explain the difference between situational and behavioural interviews. Give examples of situational and behavioural interview questions. LO.1
Name and describe the pros and cons of the three different types of interview structures. LO.1
Describe any four activities involved in a management assessment centre. LO.1
Describe five different types of testing that may be used in the selection process and give an example of each. LO.1
Explain the differences among criterion-related validity, content validity, and construct validity. LO.1
Reference checking is an important source of information about job candidates. Failure to check references can lead to negligent or wrongful-hiring lawsuits. When providing references, the legal concept of qualified privilege means that if honest, fair, and candid references are given, the
Selection interviewing can be unstructured, structured, or semi-structured. The content varies between situational interviews (focus on future behaviour)and behavioural interviews (focus on past behaviour).Interviews can be administered on a one-on-one basis, sequentially, or by using a panel. LO.1
The different types of tests used for selection include intelligence tests, emotional intelligence tests, aptitude tests, tests of motor and physical abilities, personality tests, interest inventories, achievement tests, the work-sampling technique, management assessment centres, situational
Reliability (the degree to which selection techniques are dependable, consistent, and stable) and validity(which relates to accuracy) of selection tests and interviews are critically important for effective selection of the best candidate and to satisfy legal requirements. LO.1
Selection is the process of choosing among individuals who have been recruited to fill existing or projected job openings. The purpose of selection is to find the “best” candidate. Because the quality of the company’s human resources is often a competitive advantage in achieving the
Upon receiving an anonymous email, Veritas Software launched an internal investigation which revealed that their chief financial officer, Kenneth E. Lonchar, did not hold an MBA from Stanford University or an accounting degree from Arizona State University as he had claimed.He soon resigned from
After just four months on the job, it was discovered that Yahoo CEO Scott Thompson padded his résumé and had never completed the computer science degree on his résumé. He soon resigned, but blamed the error on a headhunting firm he used a decade earlier.65 LO.1
Walmart hired David Tovar in 2006, who worked his way up to the role of the company’s chief spokesman by 2014. As he went up for another promotion, third-party screeners (a.k.a. reference checkers) found that Mr. Tovar had lied on his application and had never completed his degree from the
Similar-to-Me Bias Interviewers tend to provide more favourable ratings to candidates who possess demographic, personality, and attitudinal characteristics similar to their own, regardless of the value of those characteristics to the job.58 The result can be a lack of diversity in the organization
Too Much/Too Little Talking If the applicant is permitted to dominate the interview, the interviewer may not have a chance to ask his or her prepared questions and often learns very little about the candidate’s job-related skills. At the other extreme, some interviewers talk so much that the
Poor Knowledge of the Job Interviewers who do not know precisely what the job entails and what sort of candidate is best suited for it usually make their decisions based on incorrect stereotypes about what a good applicant is. Interviewers who have a clear understanding of what the job entails
Halo Effect It is also possible for a positive initial impression to distort an interviewer’s rating of a candidate, because subsequent information is judged with a positive bias.This is known as the halo effect. Having gained a positive impression of the candidate on one or more factors, the
Negative Emphasis Many interviewers seem to have a consistent negative bias. They are generally more influenced by unfavourable than favourable information about the candidate.Also, their impressions are much more likely to change from favourable to unfavourable than vice versa. Providing
Snap Judgments One of the most consistent literature findings is that interviewers tend to jump to conclusions—make snap judgments—during the first few minutes of the interview or even before the interview begins based on the candidates’ test scores or résumé data. Thus, candidates feel
Poor Planning Many selection interviews are simply not carefully planned and may be conducted without having prepared written questions in advance. Lack of planning often leads to a relatively unstructured interview, in which whatever comes up is discussed. The end result may be little or no
Does research suggest that first impressions of competency levels vary or that there is general consensus in how we are perceived? LO.1
Do we get treated differently based on others’ first impressions of us? LO.1
Our first impression of someone is essentially a snap judgment we make about them. Based on research, what aspects do we assess in our first impression? LO.1
To reduce absenteeism and accidents by identifying any health issues or concerns that need to be addressed, including communicable diseases of which the applicant may have been unaware. Medical exams are permitted only after a written offer of employment has been extended (except in the case of
To establish a record and baseline of the applicant’s health for the purpose of future insurance or compensation claims; and LO.1
To determine that the applicant qualifies for the physical requirements of the position and, if not, to document any accommodation requirements; LO.1
An interview. Most centres also require an interview between at least one of the expert assessors and each participant to evaluate interests, background, past performance, and motivation. LO.1
Objective tests. Candidates may be asked to complete paper and pencil or computer-based personality, aptitude, interest, or achievement tests. LO.1
Individual presentations. During oral presentations on an assigned topic, each participant’s communication skills and persuasiveness are evaluated. LO.1
Management games. Participants engage in realistic problem solving, usually as members of two or more simulated companies that are competing in the marketplace. Decisions might have to be made about issues such as how to advertise and manufacture and how much inventory to keep in stock. LO.1
A leaderless group discussion. A leaderless group is given a discussion question and told to arrive at a group decision. The raters evaluate each candidate’s interpersonal skills, acceptance by the group, leadership ability, and individual influence. LO.1
So far, we have spoken largely about external hires. Could a system like this be used for both internal and external hires? LO.1
How does HireVue use technology to make evidence-based decisions? LO.1
How has HireVue used technology to change the recruitment and selection process? LO.1
Reject applicants who make false statements on their application forms or résumés. LO.1
Save all records and information obtained about the applicant during each stage of the selection process. LO.1
Obtain written authorization for reference checking from prospective employees, and check references carefully. LO.1
Do not ask questions that would violate human rights legislation, either directly or indirectly. Questions cannot be asked about candidates’ marital status, childcare arrangements, ethnic background, or workers’ compensation history, for example. LO.1
Ensure that all selection criteria and strategies are based on the job description and the job specifications. LO.1
Develop candidate-specific questions. A few open-ended, job-related questions that are candidate specific should be planned, based on each candidate’s résumé and application form. LO.1
Develop interview questions to be asked of all candidates. Questions should be developed for each KSA to be assessed during the interview. Job-knowledge questions and worker-requirements questions to gauge the applicants’ motivation and willingness to perform under prevailing working conditions,
Determine assessment strategies and develop an evaluation form. Once the must and want criteria have been identified, appropriate strategies for learning about each should be specified. For some qualifications, especially those that are critically important, the team may decide to use several
Is it important for this company to have such a policy in place? If so, how can the employment (labour)standards act in your province/territory help in drafting a policy on appropriate computer use? LO.1
Do you agree with how Laura handled this situation? If so, why? If not, what would you have done differently? LO.1
Should Pierre and Jennifer put a “respectful workplace policy” in place? If so, develop a draft of this type of policy using the web resources listed throughout this chapter. LO.1
Is the Employment Standards Act applicable to this employer, as they are situated in Ontario? As Learn-InMotion.com’s management consultant, what areas of the act do you feel Jennifer and Pierre need to be aware of in regards to their current employee relations issues? Specifically, what areas
A supervisor has just approached you to indicate a concern she has with an employee. The supervisor indicates that the employee is often surfing the Internet while at work and fears that not only is this affecting productivity negatively, but it is also a violation of the company’s rules for
An employee who has been off for two months with a stress-related ailment has just contacted you indicating that she would like to return to work next week but won’t be able to work full time for another month or so. How would you handle this? LO.1
While organizations can hold employees responsible for behaviour in the workplace, the perception that employees are not accountable for their social media presence outside of the workplace is changing.For example, a crane operator at Tenaris Algoma Tubes Inc. posted about a co-worker (a
The organization you are working for is relatively new and growing and has no HR department. They have asked you to prepare a briefing about what can and cannot be asked during an employment interview.Given that it is a small organization, management usually conducts interviews. You notice a number
Working with a small group of classmates, search the web for a company in your community that has an antidiscriminatory employment program. Contact the company’s HR manager and request more information on the program. Prepare a brief report summarizing its key features. LO.1
Prepare a report outlining legally acceptable questions that may be asked at a selection interview with a young female engineer applying for the job of engineering project manager at an oil field in rural northern Alberta with an otherwise all-male group. (Refer to Appendix 7.1 on page 179 for
Go to your provincial or territorial employment(labour) standards website and determine the following:???????? minimum legal age to work in this jurisdiction???????? minimum hourly wages???????? maximum number of hours that can be worked in a week before overtime must be paid How does this
What is the role of privacy legislation in Canada?Describe the act that protects employees’ privacy. LO.1
Define the concepts of occupational segregation, underemployment, and the glass ceiling. LO.1
Define “sexual harassment” and describe five types of behaviour that could constitute such harassment. LO.1
Explain the purpose of employment standards legislation, and the concept of “the greater good” when assessing these minimums. LO.1
Provide five examples of prohibited grounds for discrimination in employment in Canadian jurisdictions. LO.1
Differentiate among the following types of discrimination and provide one example of each: direct, differential treatment, indirect, because of association, and systemic. LO.1
Describe the impact of the Charter of Rights and Freedoms on HRM. LO.1
Privacy legislation focuses on how to balance employee privacy rights with an employer’s need to monitor the use of technology-related tools in the workplace. The Personal Information Protection and Electronic Documents Act (PIPEDA) governs the collection, use, and disclosure of personal
Employment standards legislation establishes minimum terms and conditions for workplaces in each jurisdiction, and violations of these terms are identified in a complaint-based process, whereby the ministry of labour will investigate violations once an employee files a complaint. LO.1
All jurisdictions prohibit discrimination on the grounds of race, colour, sexual orientation, religion/creed, physical and mental disability, sex, age, and marital status. Employers are required to make reasonable accommodation for employees by adjusting employment policies and practices, so that
Harassment includes a wide range of behaviours that a reasonable person ought to know are unwelcome.Employers and managers have a responsibility to provide a safe and healthy working environment. If harassment is occurring and they are aware or ought to have been aware, they can be charged along
The responsibility for employment-related law resides with the provinces and territories; however, employees of the federal civil service, Crown corporations and agencies, and businesses engaged in transportation, banking, and communications are federally regulated. So there are 14 jurisdictions
The legal framework in Canada attempts to balance employee and employer rights using multiple overlapping legislative pieces, including legislation aimed at protecting the general public (the Charter of Rights and Freedoms, human rights legislation) as well as more specific legislation (employment
Discrimination in a substantive sense: Does the differential treatment discriminate by imposing a burden upon or withholding a benefit from a person? Does the differential treatment amount to discrimination because it makes distinctions that are offensive to human dignity? LO.1
An enumerated ground (a condition or clause that is explicitly protected by legislation):Was the differential treatment based on an enumerated ground? LO.1
Differential treatment: Was there substantively differential treatment due to a distinction, exclusion, or preference or because of a failure to take into account the complainant’s already disadvantaged position within Canadian society? LO.1
How has the workplace failed at securing equal opportunities or wages for women? LO.1
Why do we need legislation to protect women in the workplace? LO.1
How have women traditionally been disenfranchised in the workplace? LO.1
Question of reasonable necessity: Was it impossible to accommodate those who have been discriminated against without imposing undue hardship on the employer? LO.1
Question of good faith: Did the decision makers or other agents of the organization honestly believe that the requirement was necessary to fulfill the requirements of the role? LO.1
Question of rationale: Was the policy or procedure that resulted in the discrimination based on a legitimate, work-related purpose? LO.1
Even more specific is the issue of contract law, which governs collective agreements and individual employment contracts. Contract law imposes specific requirements and constraints on management and employee policies, procedures, and practices.For example, a collective bargaining agreement is a
In Canada, employers and employees must abide by a series of employment-specific legislation, such as employment standards acts, which vary slightly by jurisdiction.There is a great deal of commonality to the legislation across jurisdictions, but there are also some differences. For example,
Provincial/Territorial human rights codes ensure that the rights of every Canadian are protected and that all persons are treated with equality and respect. Discrimination based on protected grounds highlighted in the legislation is prohibited in not only the employment relationship but also the
As highlighted in Figure 2.2, at the broadest level all persons residing in Canada are guaranteed protection under constitutional law, particularly the Charter of Rights and Freedoms. The regulations set forth in the Charter are not employment specific, but all employers must abide by them because
Based on your experience, what areas of concern are most overlooked by employers? LO.1
In your opinion, who is responsible for compliance with employment laws within an organization? LO.1
While the focus of employment law in Canada is to protect both employer and employees rights, most of what we read or hear is focused on protecting employees. What are some of the core legal obligations employees have to their employers? LO.1
Manage human resources information in compliance with legal requirements using appropriate tools and procedures in order to support decision-making and inform leaders about progress toward organizational objectives. LO.1
Interpret legislation, collective agreements (where applicable), and policies consistent with legal requirements and organizational values to treat employees in a fair and consistent manner and manage the risk of litigation and conflict. LO.1
Promote an evidence-based approach to the development of human resources policies and practices using current professional resources to provide a sound basis for human resources decision-making. LO.1
Recommend ethical solutions to the organization’s leadership by analyzing the variety of issues and options to ensure responsible corporate governance and manage risk. LO.1
Adhere to legal requirements as they pertain to human resources policies and practices to promote organizational values and manage risk. LO.1
Conduct human resources responsibilities and build productive relationships consistent with standards of practice with due diligence and integrity to balance the interests of all parties. LO.1
Promote an evidence-based approach to the development of human resources policies and practices using current professional resources to provide a sound basis for human resources decision-making. LO.1
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