Deck 6: Internal Recruitment

Question 1

Internal applicants are especially hard to work with in recruiting, because it's so hard to evaluate their performance compared to external applicants who have more objective markers of productive potential.

Answer 1

False

Question 2

Realistic job previews are potentially not necessary for internal recruiting because applicants may already be familiar with the jobs in question.

Answer 2

True

Question 3

Closed internal recruitment systems are an ideal choice if there are issues about perceived fairness and the organization want to make sure it isn't missing out on hidden talent.

Answer 3

False

Question 4

If only an external recruitment search is conducted, the morale of existing employees may be reduced when they feel that they have been passed over for a promotion.

Question 5

It is probably best to avoid listing who is eligible for open positions in a mobility policy, because it will just lock the organization in.

Question 6

As a result of rising recruiting, selection, training, and development costs, companies are increasingly looking externally to staff positions.

Question 7

To maintain employee motivation, alternative mobility paths may need to be supplemented with pay for skill development and counseling sessions.

Question 8

A major difference between internal and external recruitment is that external recruitment not only fills vacancies but also creates them.

Question 9

One hallmark of hierarchical mobility paths is an emphasis on pay for skill development and learning.

Question 10

A targeted message for internal recruits points out how the job matches the needs of the applicant.

Question 11

Hierarchical mobility paths make it very easy, from an administrative vantage point, to identify where to look for applicants in the organization.

Question 12

Word of mouth regarding internal job openings usually serves to provide additional opportunities to women and minorities.

Question 13

Under a closed internal recruitment system, employees are not made aware of job vacancies.

Question 14

When it comes down to it, most employees don't care very much about how decisions for internal job opportunities are made, they just care about the actual outcomes.

Question 15

Under a parallel track system, the job titles and salaries of technical specialists are treated as hierarchically arranged.

Question 16

Targeted recruiting messages are especially appropriate for internal applicants when they move to an unknown job, a newly created job, or a new geographic area, including an international assignment.

Question 17

Alternative mobility paths tend to be very difficult to administer.

Question 18

Perceived fairness of internal recruiting processes is extremely important because those who are not given job opportunities will still have an ongoing relationship with the organization.

Question 19

Closed internal recruitment systems are very efficient to administer.

Question 20

Under a hybrid system, neither open nor close steps are implemented.

Question 21

Research suggests that procedures followed for internal recruiting and other personnel practices can be almost as important as the outcome of the decisions themselves.

Question 22

According to the Supreme Court, an ADA related-reassignment request must prevail over an organization's seniority system.

Question 23

The "glass ceiling" refers to strong but invisible barriers for women and minorities to promotion in organizations.

Question 24

Most managers report that talent management systems have greatly simplified their work lives.

Question 25

A job posting may be announced through a bulletin board, newsletter, e-mail, or intranet.

Question 26

The degree to which an organization utilizes its own internal information on candidate qualifications and job performance will determine how qualified the applicants will be.

Question 27

Self-nomination is an especially important consideration in the internal recruitment of minorities and women.

Question 28

One problem with job postings is that employees may believe that someone has been selected before the job was posted and so will either not bother to apply or will believe the system is unfair.

Question 29

Research has shown that since the 1970's there has been a radical shift in top management in most organizations, with nearly half of all top executive positions being held by women.

Question 30

The Federal Glass Ceiling Commission study found that although men and women were nearly equally eager to move into management, women were much less optimistic about their chances of being promoted.

Question 31

The first stage of developing a talent management system is identifying the KSAOs required for all jobs in the organization.

Question 32

Internal temporary employees require more orientation to the organization than would external hires.

Question 33

It should not be assumed that just because job seekers come from inside the organization they will automatically know and understand the selection procedures.

Question 34

Succession planning techniques are important as the workforce increasingly approaches retirement.

Question 35

The Affirmative Action Programs Regulations specifically address internal recruitment as part of the federal contractor's AAP.

Question 36

The "glass ceiling" refers to the prevalence of policies and procedures that have resulted in reverse discrimination.

Question 37

In the absence of a discriminatory intent, virtually any seniority system is likely to be bona fide, even if it causes adverse impact.

Question 38

There is not much research concerning perceptions of fairness in internal recruiting processes.

Question 39

Providing feedback to employees if they are not selected in a job posting system is a bad idea because it will just discourage them from responding in the future.

Question 40

Career development centers are a low cost way to increase employee interest in internal career paths.

Question 41

Unequal access to development experiences and internal selection systems have both contributed to the glass ceiling.

Question 42

Some of the features of hierarchical mobility paths include:

A) they are easier to administer
B) the prospect of promotions can motivate employees
C) they may not be useful in flat organizational structures
D) all of the above

Question 43

Formal mentoring, training, and flexible work hours all may reduce the problems of the glass ceiling.

Question 44

An internal placement policy should include which of the following elements to increase perceptions of procedural justice?

A) Minimal communication to avoid getting employee hopes up.
B) Clearly stated policies and procedures and objective criteria.
C) Heavy use of personal relationships as part of the organization's communication and hiring process, to facilitate networking.
D) It is unclear that there is much of anything an organization can do to increase perceived justice.

Question 45

Which of the following is true regarding mobility paths?

A) Hierarchical mobility paths are primarily lateral in direction.
B) Hierarchical mobility paths make it easy to identify where to look for applicants in an organization.
C) Alternative mobility paths may move in any direction.
D) Parallel tracks allow a person to pursue one primary career track and a second career track of less importance.

Question 46

Some of the advantages of a closed internal recruitment system include:

A) helps minimize favoritism
B) it can uncover hidden talent
C) it helps employees evaluate their qualifications for advancement
D) none of the above

Question 47

A well-defined mobility path should include all of the following except: ________.

A) clear communication of the intent of the policy
B) rules regarding compensation and advancement
C) encouragement for all individuals to apply
D) supervisors' responsibilities for employee development

Question 48

Under a closed internal recruitment system, which of the following is not likely to occur?

A) speed of decisions is faster than with open systems
B) contacted employees are immediately given preference under such a system
C) managers have less influence over the ultimate decision
D) overall effectiveness of the system in identifying qualified applicants will drop

Question 49

Organizations have become interested in alternative mobility paths because ________.

A) they are extremely easy to administer
B) they allow employees to specialize in technical work or management work and advance within either
C) they promote healthy competition to obtain rewards
D) unions find them more acceptable

Question 50

Which of the following is true of recruiting messages in internal recruiting?

A) supervisors can describe mobility paths in detail to internal candidates
B) peers can give internal recruits a realistic idea of what happens in internal promotions and transfers
C) word of mouth among internal employees can lead to inaccurate information
D) all of the above are true

Question 51

Which of the following is a disadvantage of alternative mobility paths?

A) they can discourage development of core disciplinary knowledge
B) they are seen as hostile to the advancement of women and minorities
C) they promote narrow skill sets
D) they often need to be supplemented with alternative reward systems to maintain motivation

Question 52

A lattice mobility path is ________.

A) characterized by upward, lateral, and downward movement
B) found mostly within the external recruitment process
C) used in conjunction with union contracts
D) concerned with management level recruitment only

Question 53

Which of the following is true regarding an open internal recruitment system?

A) employees are made aware of all job openings.
B) they use a job posting and job bidding system.
C) they often lead to uncovering "hidden talent."
D) all of the above are correct.

Question 54

An open system of internal recruitment can be expected to minimize ________.

A) competition among employees
B) scrutiny of job qualifications
C) overlooking talent
D) low morale among those not advanced

Question 55

Which of the following is true of realistic previews in internal recruiting?

A) they are even more important than for external recruiting
B) research suggests they can increase turnover
C) they are more necessary for newly created jobs or jobs in new locations
D) they cannot really be used for internal selection

Question 56

Seniority-based systems may need to be eliminated as a means of reducing the prevalence of glass ceiling effects.

Question 57

Which of the following is true regarding closed internal recruitment systems?

A) employees are made aware of all job openings.
B) they are very inefficient.
C) they are not costly to implement.
D) they are very time-consuming to implement.

Question 58

Informal promotion policies increase the ability of women and minorities to get ahead in most businesses.

Question 59

Because they are already embedded in the organization, internal applicants will be more sensitive to which of the following?

A) The future features of the potential job for years to come
B) The immediate features of the potential job
C) The demographic characteristics of the person communicating about job openings
D) It is unclear that there is much of anything an organization can do to increase perceived justice

Question 60

In developing career path policies, a good approach for promotion would not include which of the following?

A) communication of management's intentions.
B) reasons why external sources are preferred.
C) rules regarding compensation.
D) rules concerning fringe benefits.

Question 61

Job postings are effective internal recruitment tools because they ________.

A) resemble and support external messages
B) are efficient in matching employees to organizational needs
C) reduce record keeping
D) are far easier to prepare than external messages

Question 62

Key metrics for evaluating an internal staffing system include:

A) cost
B) quantity
C) quality
D) all of the above

Question 63

Which of the following have contributed to the Glass Ceiling?

A) rising interest rates
B) lack of outreach recruitment practices
C) frequent updating of organizational records
D) legal definition contradictions

Question 64

KSAOs which are used in making advancement decisions are stored in ________.

A) job descriptions
B) job specifications
C) talent management systems
D) ability inventories

Question 65

Why might an organization use internal temporary pools?

A) to decrease accountability for personnel errors
B) to avoid paying agency feels to temporary help agencies
C) to provide a buffer against lawsuits
D) both to decrease accountability for personnel errors and to provide a buffer against lawsuits

Question 66

A company's internal e-mail and internet capabilities ________.

A) make it easy and inexpensive to disseminate internal recruiting messages
B) tend to be very time-consuming ways to send messages about recruiting
C) cannot effectively complement internal recruiting methods
D) are used by 100% of organizations looking to recruit internally

Question 67

A ________ provides employees with opportunities to fill out interest inventories, explore career options, and discuss plans with counselors.

A) job-talk center
B) succession plan
C) lattice career path
D) career development center

Question 68

The combination of factors that tend to place women and minorities in fewer top management positions are collectively termed ________.

A) res ipsa loquitor
B) Jacob's ladder
C) the broken elevator
D) the glass ceiling

Question 69

Which of the following statements regarding talent management systems is(are) true?

A) talent management systems are maintained by the employee
B) talent management systems simplify record keeping
C) talent management systems reduce the need for supervisory judgment in promotion decisions
D) talent management systems require a user-friendly data base for effective use

Question 70

From a legal standpoint, it can be said that ________.

A) the EEOC is more concerned about external recruitment procedures than internal ones
B) revised Order No. 4 does not deal with seniority
C) promotions based on subjective assessments of who is more senior are not likely to be supported in court
D) existence of "bona fide" seniority systems facilitates compliance on EEO/AA matters

Question 71

A bona fide seniority system is ________.

A) typically banned by the EEOC
B) permitted in most cases under EEOC law even if it results in adverse impact
C) carefully defined by the law
D) based on a mix of factors include perceived loyalty, commitment, and KSAO sets in the workforce

Question 72

Formal policies for promotion and other internal recruiting activities can enhance:

A) interpretive justice
B) procedural justice
C) psychological contract violations
D) extrinsic discouragement

Question 73

Which of the following are important components of ensuring sufficient quality in an internal recruiting system:

A) internal job posting systems
B) regular performance appraisals of all employees
C) systematic review of the employee value proposition
D) all of the above

Question 74

Job postings influence the recruitment process by ________.

A) clarifying requirements of the job
B) reducing competition for the job
C) eliminating external sources from consideration
D) reducing the need for formal applications

Question 75

Which of the following statements regarding talent management systems is true?

A) they are usually based on paper files
B) they are seen as a historical tool that is not used much any more
C) they are increasingly integrated with all of an organization's human resources information systems
D) they are almost always cheap and easy to maintain