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22 Cards in this Set
- Front
- Back
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Applicant Service Providers |
These are organizations who manage web-based recruitment processes on an outsourced basis |
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Association of Canadian Search, Employment and Staffing Services |
A.C.S.E.S.S. |
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Certified Personal Consultant |
C.P.C. A designation awarded by the Association of Canadian Search, Employment and Staffing Services |
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National Occupational Classification |
N.O.C. A human resources development Canada created inventory of over 500 occupational unit groups and 30,000 job titles |
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Attract, Interest, Desire and Action |
A.I.D.A. The four outcomes of good recruiting program hopes to achieve |
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Negligent Hiring |
the liability of organizations when they hire an applicant who goes on to commit a criminal act as an employee. The company can be held liable if it can be shown that it was negligent in its review of the employee's application or in not undertaking a criminal record check where one should have been done. |
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Wrongful Hiring |
When an organization misrepresents a position to a candidate, who accepts the position only to find the job does not reflect the general nature or status that was represented during the interview process. The employee can sue the employer for wrongful hire, claiming monetary damages, usually arising from either leaving a previous job or turning down another one. |
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General Aptitude Test Battery |
a widely used multi - dimensional cognitive ability or aptitude test. |
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Realistic Job Preview |
an information sharing technique whereby applicants are given an honest, unvarnished and factual description of the job "warts and all" by an existing job incumbent or employee who is very familiar with the work. The applicant is then asked whether they wish to continue with their application |
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Career Planning |
The HRP process whereby employees are encouraged to identify their career goals within the organization and from that a realistic development, work assignment and career progression plan is developed for them |
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Career Development |
Is a dynamic process, which requires management support. It takes into account three components in order to link the organizational and individual needs: Organizational Needs, Issue, Individual Career Needs |
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Organizational Needs Review |
*Organize major strategic issues over next two years * Review skills * Verify staffing levels * Does the organization have the bench strength require to meet critical challenges |
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Issue Review |
* Employees develop themselves in a way that link personal effectiveness and satisfaction with the achievement of organizational strategic objectives |
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Individual Career Needs Review |
*How do you find career opportunities within the organization * How can you use your strengths * Is there an opportunity to gain challenges that meet your interests and development needs |
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Advantages to Career Development Programs |
*Increase skills to manage careers * Enhanced reputation as people developers |
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Development Programs |
Sucession Planning = a process through which senior - level openings are planned for and eventually filled |
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Methods to assist Organizational Succession Planning |
*Mentoring *Coaching *Action learning *Lateral transfers *Secondments *Cross-functional work Experience |
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Career |
all the jobs that are held durning one's working life |
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Career Path |
the sequential pattern of jobs that form one's career |
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Career Goals |
the future positions one strives to reach as part of a career. These goals serve as benchmarks along one's career path |
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Career Planning |
the process by which one selects career goals and the path to these goals |
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Career Development |
the ongoing process by which one undertakes personal improvement to achieve a personal career path |
