Student

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Student: ___________________________________________________________________________
1. Recruitment is defined as the process of
A. finding and attracting capable individuals to apply for employment
B. locating and hiring new employees
C. interviewing and hiring
D. attracting and outsourcing employees
E. systematic layoffs

2. he recruiting process
A. is completed after new recruits are trained
B. begins when new recruits are sought and ends when their applications are submitted
C. begins with !ob analysis and ends when the new employee is hired
D. involves identifying candidates from a pool of applicants
E. begins by reviewing the applicants and ends with a !ob offer

". Recruiting specialists are #nown as
A. selectors
B. employment resource specialists
C. recruiters
D. selection specialists
E. interviewers

$. Recruitment can be done only
A. during business hours
B. after identification of !ob openings
C. after applicants have e%pressed an interest
D. following the selection process
E. if the organi&ation has a professional human resources department

'. After identifying !ob openings( the recruiter ne%t
A. publishes an ad in the employment section of the local newspaper
B. hires the best applicant
C. reviews !ob analysis information
D. selects people to be interviewed
E. determines what type of interview to conduct

). he #ey to success in recruitment is
A. getting people to apply for !obs regardless of fit
B. getting a very large number of people to apply
C. getting the right type of applicant
D. getting a lot of applicants at least cost
E. hiring the best person

*. Recruiting the best candidates today
A. can be a means of developing a competitive advantage
B. means increasing future recruiting and training e%penses
C. is too e%pensive to do most of the time
D. is done usually without trouble or e%pense
E. is illegal under employment e+uity legislation

,. he easiest positions to fill are
A. e%ecutive management
B. high tech employees
C. s#illed wor#ers
D. front line staff
E. uns#illed labour

-. Recruiting is becoming more challenging because of all of the following e%cept
A. aging population
B. stiff competition for talent
C. rising compensation costs
D. technological advances
E. rising aspiration levels among new entrants

1.. /ey recruitment decisions in strategic human resource planning include all the following e%cept
A. gaining competitive advantage from human capital
B. investing resources into recruitment
C. developing the benefits of a diverse wor#force
D. focusing on employee development
E. current sales and budget figures

11. 0hen applicants lac# necessary s#ills and aptitudes to be successful( additional resources must be spent in
all of the following areas e%cept
A. training and development
B. employee relations practices
C. operations management
D. employee communication systems
E. selection

12. 1iring from a large( diverse pool of candidates
A. ma#es the selection choices more difficult
B. can offer greater fle%ibility and capabilities
C. is an e%pensive recruiting plan
D. creates a lengthy recruiting process
E. is administratively very difficult to do

1". 0hen recruiting from within( benefits may include all the following e%cept
A. employee familiari&ation with the organi&ation
B. employee is a 2#nown2 +uantity
C. increased wor#force motivation
D. ac+uisition of s#ills current employees do not possess
E. possible lower recruiting costs

1$. 3nternal recruiting can offer advantages such as
A. more accurate prediction of the person4s chance of success
B. bringing in 2new blood2
C. usually creates a drop in employee morale by those who were passed over for promotion
D. new ideas introduced into the organi&ation
E. removing undesirable employees

1'. E%ternal recruiting offers possible advantages including
A. the ac+uisition of new s#ills and #nowledge
B. generally lower recruiting costs
C. e%tended training and orientation period
D. an automatic fit between the new employee and the organi&ation
E. increased morale and motivation among current employees

1). A significant cost of a 2bad hire2 that is difficult to +uantify in monetary terms is
A. total advertising costs
B. number of lost customers or resources
C. recruiter4s travel e%penses
D. time it ta#es to conduct reference chec#s
E. applicant testing costs

1*. Constraints on recruiting can include all the following e%cept
A. employment e+uity programs
B. government legislation
C. internal policies
D. recruiter habits
E. access to a large( s#illed applicant pool

1,. 5rgani&ational policies that can act as constraints on recruiting include all the below e%cept
A. compensation policies
B. promotion policies
C. !ob re+uirements
D. employment status policies
E. international hiring policies

1-. 3nternal factors that constrain the recruiting function include all the following e%cept
A. human resource plans
B. organi&ational policies
C. costs
D. environmental conditions
E. recruiter habits

2.. Recruiters who wish to do the very best they can still may find their actions restricted by
A. organi&ational policies
B. a large pool of applicants
C. !ob re+uirements that re+uire few complicated s#ills
D. top management support
E. a large recruiting budget

21. 0here employment e+uity programs e%ist( their impact on the recruiting function is
A. generally non6e%istent
B. there but fairly minimal
C. important only in that recruiters must be aware of them( though they have no direct impact
D. a constraint that must absolutely be ta#en into account
E. up to the recruiter

22. Recruiters( li#e all people( tend to develop wor# habits7 all the following are true of such habits e%cept
A. they can eliminate time6consuming deliberations that reach the same answers
B. they can perpetuate past mista#es
C. they can obscure more effective alternatives
D. they can have a ma!or impact on management6labour relations
E. they often come from previous recruitment successes

2". Environmental conditions that constrain the recruiting function include
A. the unemployment rate
C. no recruiting competition from other employers
D. recruiting costs
E. recruiter habits

2$. Because the economic environment can change +uic#ly( recruiters should monitor changing statistics and
conditions which include all of the following e%cept
A. employment statistics
B. leading economic indicators
C. cash flow
D. want ad inde%
E. predicted sales levels vs actual sales levels

2'. 3ssuing an instruction to recruiters to 2find the best and most e%perienced applicant you can2 can have all the
following problems e%cept
A. it can be e%pensive
B. if a high degree of e%perience is not actually needed there could be charges of discrimination
C. e%perienced people can become bored if the !ob doesn4t really re+uire them
D. the definition of 2most e%perienced2 can be somewhat vague for many !obs
E. contravenes human rights legislation

2). 3n one sense the recruiter for an organi&ation can be said to be li#e a
A. trainer
B. mar#eter
C. operations manager
D. systems analyst
E. financial officer

2*. 3n many cases one of the #ey !obs of the recruiter is
A. to sell the company to eligible recruits
B. to learn about eligible applicants and ma#e the !obs fit them
C. to encourage all applicants to apply( regardless of eligibility
D. to guarantee employment for good applicants
E. to develop !ob standards based upon the applicant pool

2,. o compete for good people( recruiters are often re+uired to offer inducements to potential recruits7 such
inducements could include all the following e%cept
A. hiring6on bonus
B. location life6style
C. paid professional membership or educational fees
D. free on6site par#ing
E. employee outsourcing

2-. Recruitment methods can include all the following e%cept
A. write6ins
B. wal#6ins
C. employee referrals
D. !ob description analysis
E. billboards

".. Advantages of employee referrals as a form of recruiting may include all the following e%cept
A. current employees may #now others with similar s#ills
B. new recruits will li#ely #now something about the organi&ation
C. people tend to refer friends who often have similar habits and attitudes
D. such recruits often tend to wor# hard in order to not let down the one who referred them
E. usually increases employee diversity

"1. A possible disadvantage of employee6referred candidates is
A. new candidates tend to reflect the demographic features of the current wor#force
B. candidates referred by current employees often tend to wor# too hard to prove themselves
C. employee6referred applicants4 #nowledge of the organi&ation is usually unofficial
D. good employees tend to refer other good people
E. referred applicants may come with the re+uired s#ill sets

"2. Concentrating on employee referrals as a form of recruiting
A. can lead to charges of direct or systemic discrimination
B. can be a costly recruiting method
C. will bring in employees that li#ely have different wor# habits to current employees
D. can and generally does substantially increase wor#place diversity
E. generally provides a very poor +uality of applicant

"". 0ant ads generally do all the following e%cept
A. describe the !ob
B. identify the employer
C. give information on how to apply
D. indicate re+uired s#ills and abilities
E. state the preferred se% of applicants

"$. Although among the most common of recruiting methods want ads can have drawbac#s such as
A. they tend not to attract many applications
B. they lac# a certain secrecy that may be re+uired on occasion
C. they can be relatively less e%pensive than other methods
D. they involve using print media
E. they can give a fair amount of detail if desired

"'. A blind ad is
A. one that a candidate must re+uest from the employer
B. a want ad without employer identity
C. an ad that only announces an available !ob but gives no information whatsoever
D. an ad that is not placed directly in the classified employment section of a newspaper
E. an ad that has not been written by the human resource department

"). 5ne advantage of blind ads includes
A. less internal 8to the organi&ation9 confidentiality
B. encouraging applications from people who want to wor# for that organi&ation
C. reduction of telephone in+uires
D. good 8and free9 organi&ational public relations
E. that they always attract only the best applicants

"*. :enerally( blind ads receive information from applicants via
A. telephone
B. internet
C. a post office or newspaper mailbo%
D. direct mail to the organi&ation4s human resource department
E. pony e%press

",. 3n preparing a resume( all the following are fairly important e%cept
A. grammar and synta%
B. using specific words
C. personal goals
D. previous addresses
E. education

"-. 5ne feature of employment advertising on television is
A. it is ine%pensive
B. the target audience is usually too broad
C. that li#e readers of classified ads( viewers are specifically watching for !obs
D. it can often be offensive to viewers
E. it usually contravenes the e+uity employment legislation

$.. ransit advertising involves
A. want ads for bus and commuter train drivers
B. ads placed in transit camps
C. ads placed in buses( trains( and subways
D. ads placed on surveyors4 e+uipment
E. ads that are displayed for less than a wee#

$1. Among the fundamental ob!ectives of 1uman Resources and ;#ills Development Canada is
A. improve the standard of living and the +uality of life for all Canadians
B. directly enforcing employment e+uity legislation
C. permitting wor#ers to find wor# in the own communities regardless of cost
D. enforcing a safe( stable( fair( and productive wor# environment for all Canadians
E. promoting international labour legislation

$2. 1R;DC offers a variety of programs for both employers and prospective employees that include all of the
following e%cept
A. income security
B. social development
C. s#ills employment
D. wor#ers compensation
E. post secondary school loans and grants

$". 5ne very effective and virtually no6cost recruitment source for employers is
A. newspaper advertising
B. wal#6ins
C. 1R;DC information and data bases
D. private employment agencies
E. !ob fairs

$$. he <ob Ban# is an e%ample of a8n9
A. 1R;DC program
B. private internet site
C. private employment agency
D. government program run by =>5 8=inistry of >isheries and 5ceans9 to help Atlantic fishermen
E. program that the federal government posts available public service !obs

$'. ?rivate employment agencies 8usually9
A. hire permanent employees for organi&ations
B. advertise for( and provide to an employer( a stream of applicants
C. cash federal employment insurance che+ues at a discount for people
D. gather and screen applicants for themselves
E. are another name for human resource departments in private organi&ations

$). he biggest difference8s9 between a private employment agency and a professional search firm is
A. that professional search firms tend to be more speciali&ed
B. that search firms tend to see# out non6specific uns#illed recruits
C. that professional search firms do not charge the employer@client a fee for service
D. that private employment agencies are federally licensed
E. professional search firms do not recruit from among the employees of other firms

$*. Retainer search firms tend to be more popular with corporate human resource managers than do contingency
search firms mainly because
A. retainer search firms are always less e%pensive
B. retainer search firms tend to be more aggressive
C. contingency search firms can be tempted to fill a position at any cost( regardless of fit
D. retainer search firms are more prevalent in most urban areas
E. contingency search firms are always two to three times more e%pensive than retainer firms

$,. ;ome observers believe that the growing popularity of professional search firms is due to all the below
e%cept
A. search firms can be more ob!ective
B. there is a lower cost per recruit
C. an overall higher success rate in recruiting the right person
D. there is a higher cost per recruit
E. they free up time for the human resource department in the hiring organi&ation

$-. Research into campus recruiting has indicated that all the following aspects of recruiters are important to
students e%cept
A. well informed
B. honest
C. s#illed at their !ob
D. only play up the strengths of their organi&ation( even if e%aggeration
E. respect the interviewee

'.. ?roblem8s9 with campus recruiting include all the following e%cept
A. wasted time interviewing un+ualified applicants
B. difficulties in assessing candidates with little or no e%perience
C. applicants who give standardi&ed answers to interview +uestions
D. candidates with limited wor# history
E. dealing with overly enthusiastic young people

'1. ?rofessional associations can be a poor source for recruiters because
A. many such associations regard recruiting as an activity that is beneath them
B. members of professional associations tend to be less informed about developments in their field
C. publications of professional associations are legally forbidden to carry advertising of any type
D. such associations tend to represent people with relatively specific specialties
E. they normally provide only one type of professional !ob recruit

'2. ;ources for finding potential recruits can include all of the following e%cept
A. labour organi&ations
B. the 3nternet
C. departing employees
D. unemployment data bases
E. educational institutions

'". 3n the personnel@human resource profession the term 2buy6bac#2 refers to
A. ta#ing bac# pension benefits for cash
B. allowing an employee to purchase their company car at the end of its lease
C. convincing an employee who plans to resign to stay on by offering an increased wage or salary
D. buying bac# the contracts of leased wor#ers before the contract term has run out
E. buying a retiring employees company stoc# options

'$. Among possible outcome8s9 with offering a buy6bac# to a departing employee is that
A. overall employee morale generally rises within the organi&ation
B. other employees may e%pect similar raises
C. it is illegal in most provinces
D. it can result in the employee doing less
E. it is considered a form of personal harassment in many provinces

''. 5ne of the newest and increasingly popular tools for both !ob see#ers and recruiters is
A. television
B. the 3nternet
C. !ob fairs
D. video advertising
E. word6of6mouth

'). Applicant trac#ing systems( direct mail solicitations( and leased wor#ers are considered AAAAAAAAAA
recruitment methods
A. non6traditional
B. ineffective
C. ine%pensive
D. illegal
E. unacceptable

'*. Advantages of a formal !ob application form can include all the following e%cept
A. information is directly comparable between applicants
B. it is a sample of the applicants own wor#( unli#e a professionally prepared rBsumB
C. it collects the re+uired information
D. it can have a signature line attached to an authori&ation and an affirmation of truth of information
E. a description of the !ob

',. <ob application forms can as# for the following information e%cept
A. name
B. home address
C. age
D. personal phone number
E. past or current employment status

'-. A human resource department has a legitimate reason for as#ing for the following on a !ob application
A. place of birth
B. address
C. religion
D. national origin
E. marital status

).. 5ne advantage of the signature line on a !ob application form is
A. it provides permission from the applicant for the employer to verify information
B. verification that the applicant #nows how to read the application form
C. allows the applicant the opportunity to change information at a later date
D. ma#es the application form 2loo# professional2 to e%ternal applicants
E. re+uired under various provincial human rights acts

)1. 5nce set( the recruiting function in an organi&ation should
A. be evaluated on an on6going basis
B. be allowed to operate without constant evaluation
C. be evaluated only when problems appear
D. be evaluated no more than every two to three years in order not to confuse applicants
E. never be specifically evaluated for reasons of employee morale

)2. ;ome popular measures of the effectiveness of the recruiting function include the following e%cept
A. cost per hire
B. +uality of hires compared to costs and methods
C. +uality of !ob descriptions and standards
D. offers to applicants ratio
E. time ta#en to fill a position

)". ;ome of the more popular measures to determine the effectiveness of current recruiting procedures can
include all the below e%cept
A. turnover record of hires
B. performance rating of hires
C. total number of applications received
D. ratio of !ob offers accepted to the number of offers made
E. !ob specification terms

)$. Recruitment is the process of finding and attracting capable individuals to apply for employment.
rue >alse

)'. ?rofessional recruiters are #nown as employment analysts.
rue >alse

)). 5ne of a recruiter4s first steps after identifying !ob openings is to review !ob analysis information.
rue >alse

)*. A recruiter4s first step after being informed of a !ob opening is to search for applicants.
rue >alse

),. <ob re+uirements influence the recruiter4s method of finding satisfactory applicants.
rue >alse

)-. Recruiting is !ust getting people to apply for !obs( and its success is best measured by the number of
applications received for any particular !ob.
rue >alse

*.. 3n today4s global #nowledge economy highly s#illed and motivated wor#ers can be a real competitive
advantage.
rue >alse

*1. 1iring from a diverse pool of applicants pro!ects a better image of the firm to clients.
rue >alse

*2. he strategic choice of internal vs e%ternal recruitment has far reaching implications for a co.
rue >alse

*". 5ne advantage of internal recruiting is that the organi&ation is able to ac+uire s#ills and #nowledge that it
did not have access to.
rue >alse

*$. 5ne advantage of e%ternal recruiting is that newer ideas and novel ways of problem6solving may emerge.
rue >alse

*'. 3nternal recruiting has the advantage in many cases of improving morale and motivation.
rue >alse

*). he costs of recruiting are not !ust the direct costs of hiring but can also include the costs of a bad hire.
rue >alse

**. 5ne advantage of the recruiting function is that the costs of a mista#e 8a bad hire9 is easily measured.
rue >alse

*,. A successful recruiter is one who has ignored recruitment constraints placed in his@her way by the
organi&ation.
rue >alse

*-. Among environmental conditions that constrain recruiting are compensation and internal promotion
policies.
rue >alse
ain
,.. Establishing pay ranges helps reduce compensation policy constraints on recruiting.
rue >alse

,1. 3n a recent study( over '.C of Canadian wor#ers surveyed were unwilling to recommend their organi&ations
as one of the best places to wor#.
rue >alse

,2. he only part of the recruiter4s environment that does not create recruiting constraints is the organi&ation.
rue >alse

,". 3nternational hiring policies are seen as an organi&ational restraint on recruiting.
rue >alse

,$. A recruiter4s past successes can lead to habits which can then become a self6imposed constraint.
rue >alse

,'. E%ternal conditions usually have a minimal impact on recruiting unless the recruiter allows them to.
rue >alse

,). <ob re+uirements are considered an organi&ational constraint to recruiting.
rue >alse

,*. 3nstructing a recruiter to 2find the best and most e%perienced applicant you can2 is an effective way to
remove constraints in filling many !obs.
rue >alse

,,. Demanding a high degree of e%perience in certain !obs could be seen as discriminating against some
applicants.
rue >alse

,-. 5ne golden rule when recruiting is that( regardless of the !ob( ten years of e%perience is better than one
year.
rue >alse

-.. Recruiting for several !ob openings simultaneously can increase recruiting costs.
rue >alse

-1. 5ne #ey to recruiting target people is to understand their needs and motivations and to offer inducements
that will appeal to them.
rue >alse

-2. ;ome recruiters employ databases where resumes are stored and easy access is provided through #ey word
searches.
rue >alse

-". 1uman rights legislation has made recruiting by use of employee referrals illegal due to its discriminatory
nature.
rue >alse

-$. Recruiting via employee referrals generally tends to be a popular and effective techni+ue.
rue >alse

-'. Recruiting by means of employee referrals could bring charges of discrimination under the 1uman Rights
Act.
rue >alse

-). Although advertising is ine%pensive it is ineffective as a means of see#ing !ob recruits.
rue >alse

-*. 0ant ads are an e%cellent means of generating !ob applicants that offer no ma!or drawbac#s to recruiters.
rue >alse

-,. he ma!or problem with blind ads is that they can encourage countless applicants to contact the organi&ation
directly for information.
rue >alse

--. <ob applicants should send either a resume or a cover letter but not both( to prospective employers.
rue >alse

1... 3t is always preferable to write recruitment advertisements from the point of view of the company.
rue >alse

1.1. Recruiting on radio or television is seldom done because the results rarely !ustify the e%pense.
rue >alse

1.2. he advantage of much transit advertising is that it can be seen by thousands of people per wee#.
rue >alse

1.". 5ne way to target potential recruits of specific demographic or ethnic groups could be specific transit
advertising placed at particular bus or subway stops.
rue >alse

1.$. wo services offered by 1R;DC are the <ob Ban# and Electronic Dabour E%change.
rue >alse

1.'. 0or# destinations website is particularly useful for people who desire to move and wor# in a regulated
company outside of Canada.
rue >alse

1.). 3n many provinces it is illegal for a private employment agency to charge applicants a fee.
rue >alse

1.*. ;ome private employment agencies screen applicants while others do not.
rue >alse

1.,. ?rofessional search firms are the same as private employment agencies e%cept that they are federally
licensed and regulated.
rue >alse

1.-. ?ublic employment agencies are sometimes called 2head hunters.2
rue >alse

11.. Enli#e placement agencies( search firms tend to be more speciali&ed in the s#ill level of people they loo#
for.
rue >alse

111. 1uman resource managers tend to prefer retainer search firms over contingency search firms.
rue >alse

112. 3t is not unusual for search firms to charge e%penses plus ".C of the candidate4s starting salary as their fees
for a successful hire.
rue >alse

11". ;earch firms often charge as much as *'C of a candidate4s starting salary plus e%penses for a successful
hire.
rue >alse

11$. ;tudies have indicated that the age and title of a recruiter may be factors in creating a favourable
impression in campus recruiting.
rue >alse

11'. 5ne problem with campus recruiting is the difficulty of assessing applicants who usually possess little or
no relevant e%perience.
rue >alse

11). Despite their perceived attractiveness as a source of potential applicants professional associations are never
of much use to recruiters regardless of the !ob to be filled.
rue >alse

11*. here are no circumstances under which a professional recruiter would loo# to a labour union as a source
of potential applicants see#ing !obs.
rue >alse

11,. Departing employees could be a source of !ob recruits if they could be persuaded to stay.
rue >alse

11-. Recruiting abroad is considered a non6traditional recruiting method.
rue >alse

12.. Recruiters regard a formal !ob application form as usually redundant and only useful for those applicants
who do not bring in their own written information.
rue >alse

121. Because most !ob applications are standardi&ed forms( it is difficult for a recruiter to match an applicant4s
ob!ective with the organi&ation4s needs.
rue >alse

122. E%perienced recruiters can use the wor# history section in a !ob application to determine if listed !ob duties
and responsibilities may have been e%aggerated.
rue >alse

12". As#ing an applicant to sign a !ob application form tends to serve no purpose and may be illegal.
rue >alse

12$. he costs of recruiting could out weigh the benefits.
rue >alse

12'. 5ne of the indices used to measure the recruiting function is 2+uality of hires and costs2 and that is based
on the number of hires compared with the direct costs of recruiting 8recruiter4s salary( travel e%penses and !ob
advertising costs9.
rue >alse

12). 5ne of the better indices to measure the recruiting function is 2offers6applicants ratio2 and this compares
the number of !ob offers e%tended with the total number of applicants received for each recruiting method.
rue >alse

12*. he process of finding and attracting capable individuals to apply for employment is called AAAAAAAAAA.
AAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAA

12,. ?eople who speciali&e in recruiting are called AAAAAAAAAA.

12-. he +uality of an organi&ation4s human resources depends on the +uality of AAAAAAAAA.

1".. After identifying an opening the recruiter should ne%t review AAAAAAAAAA AAAAAAAAAinformation.

1"1. 3n recruiting( the AAAAAAAAAA of applicants is far more important than the number of applications.

1"2. 5ne important decision that a human resource manager must ma#e in the conte%t of recruiting is that of
gaining AAAAAAAAAA AAAAAAAAAAAAA from human capital.

1"". 0hen recruiting( to focus on employee development as a source of candidates implies the development and
AAAAAAAAAA of current employees.

1"$. ?romoting an employee is a form of AAAAAAAAAA recruiting.

1"'. 1iring an outsider into the organi&ation is #nown as AAAAAAAAAA recruiting.

1"). A successful recruiter must be sensitive to the various possible AAAAAAAAAA on the recruitment process.

1"*. 5rgani&ational policies( employment e+uity programs( and environmental conditions are all fairly common
e%amples of the AAAAAAAAAA that can be placed on the recruitment process.

1",. ?romote6from6within and compensation policies are two e%amples of AAAAAAAAAA AAAAAAAA which can
constrain recruitment.

1"-. Despite their intention( employment e+uity programs can act as a AAAAAAAAAA on the recruiting process.

1$.. As is human nature( recruiters tend to rely on what has wor#ed well in the past and this type of constraint is
referred to as AAAAAAAAAA AAAAAAAAA.

1$1. E%ternal conditions strongly influence recruitment and recruiters need to #eep abreast of three fast
changing measures which includeF employment statistics( predicted vs actual sales numbers and AAAAAAAAA
AAAAAAAAA AAAAAAAA.

1$2. <ob re+uirements are a recruiting constraint as( for e%ample( highly s#illed wor#ers are usually
AAAAAAAAAA to find than uns#illed ones.

1$". A recruiter can be said to be a AAAAAAAAAA insofar as he or she is selling their organi&ation to eligible
recruits.

1$$. Attracting desirable applicants often involves recruiters stimulating their interest with a variety of
AAAAAAAAAA.

1$'. Employee referrals( advertising( and employment agencies are all methods used by AAAAAAAAAA.

1$). Employee referrals are an e%cellent and legal means of AAAAAAAAAA.

1$*. Blind ads are a special type of !ob AAAAAAAAAA designed to #eep the prospective employer4s name
confidential.

1$,. As much as possible( recruitment ads should be written from the point of view of the AAAAAAAAAA.

1$-. Advertising in buses( subways( and subway stations is called AAAAAAAAAA advertising.

1'.. A good want ad should ma#e a AAAAAAAAAA pro!ection of corporate image without boasting.

1'1. he <ob Ban# and the Electronic Dabour E%change are two programs@services provided by AAAAAAAAAA.

1'2. AAAAAAAAAAAA AAAAAAAAAAAA was created in 2..' to provide single6window access to a wide range of
:overnment of Canada programs.

1'". AAAAAAAAAA AAAAAAAAAAA AAAAAAAAhelp employers find capable applicants( both full6 and part6time( at all
wor# levels and can be found in every ma!or city in Canada.

1'$. AAAAAAAAAA AAAAAAAAAAA AAAAAAAAAAAare li#e private employment agencies but are much more
speciali&ed in the level of candidates they are see#ing.

1''. AAAAAAAAAA AAAAAAAAAAAA are a common source of student recruits( particularly for entry6level positions.

1'). he AAAAAAAAAA is becoming the most important tool to match !obs with candidates.

1'*. A AAAAAAAA AAAAAA occurs when an employer out bids a new !ob offer from another company that one of
their employees was going to accept.

1',. he form that an organi&ation uses to collect information about applicants in a uniform manner is called
the AAAAAAAAAA AAAAAAAAAA form.

1'-. An AAAAAAAAAAA and AAAAAAAAAAAAAA section on a !ob application is designed to uncover both abilities
and the type of personality of the applicant.

1).. 3n order to allow recruiters to confirm information on the !ob application form( a line for the applicant4s
AAAAAAAAAA should be included at the end.

1)1. he recruiting process is AAAAAAAAAAAA and must be continuously evaluated to !ustify its effectiveness.

1)2. 5ne way to evaluate the effectiveness of a recruiting process would be to compare the +uality and
performance of hires with the AAAAAAAAAA of recruiting them.

1)". Diagram and very briefly describe the ma!or steps in the recruitment process.

1)$. :ive two e%amples of how environmental conditions influence the recruitment process. 1ow do these
affect a recruiter4s actionsG

1)'. Describe ' of the most popular methods of recruiting used by organi&ations today.

1)). Ender what conditions is a blind ad an effective recruiting strategyG

1)*. 0hat are the ma!or employment related services provided by 1uman Resources and ;ocial Development
Canada officesG Discuss the role of the Hational <ob Ban#( and the Electronic Dabour E%change.

1),. 0hat are some of the latest approaches in recruitingG Discuss their advantages and disadvantages.

1)-. 1ow effective is recruiting on the 0ebG Discuss.

1*.. 0hat are the #ey sections on a !ob application form and what does the recruiter understand and gain from
the information the applicant has provided.

1*1. 1ow can the effectiveness of the recruiting function be evaluatedG

c' /ey

1. (p. 174) Recruitment is defined as the process of
A. finding and attracting capable individuals to apply for employment
B. locating and hiring new employees
C. interviewing and hiring
D. attracting and outsourcing employees
E. systematic layoffs

Difficulty: Medium
Objective: #1
Schwind !h"pte# $% #1

2. (p. 174) he recruiting process
A. is completed after new recruits are trained
B. begins when new recruits are sought and ends when their applications are submitted
C. begins with !ob analysis and ends when the new employee is hired
D. involves identifying candidates from a pool of applicants
E. begins by reviewing the applicants and ends with a !ob offer

Difficulty: Medium
Objective: #1
Schwind !h"pte# $% #&

". (p. 174) Recruiting specialists are #nown as
A. selectors
B. employment resource specialists
C. recruiters
D. selection specialists
E. interviewers

Difficulty: '"(y
Objective: #1
Schwind !h"pte# $% #)

$. (p. 174) Recruitment can be done only
A. during business hours
B. after identification of !ob openings
C. after applicants have e%pressed an interest
D. following the selection process
E. if the organi&ation has a professional human resources department

Difficulty: Medium
Objective: #1

'. (p. 174) After identifying !ob openings( the recruiter ne%t
A. publishes an ad in the employment section of the local newspaper
B. hires the best applicant
C. reviews !ob analysis information
D. selects people to be interviewed
E. determines what type of interview to conduct

Difficulty: Medium
Objective: #1
Schwind !h"pte# $% #%

). (p. 17%) he #ey to success in recruitment is
A. getting people to apply for !obs regardless of fit
B. getting a very large number of people to apply
C. getting the right type of applicant
D. getting a lot of applicants at least cost
E. hiring the best person

Difficulty: '"(y
Objective: #1
Schwind !h"pte# $% #*

*. (p. 17%) Recruiting the best candidates today
A. can be a means of developing a competitive advantage
B. means increasing future recruiting and training e%penses
C. is too e%pensive to do most of the time
D. is done usually without trouble or e%pense
E. is illegal under employment e+uity legislation

Difficulty: Medium
Objective: #1

,. (p. 17%) he easiest positions to fill are
A. e%ecutive management
B. high tech employees
C. s#illed wor#ers
D. front line staff
E. uns#illed labour

Difficulty: '"(y
Objective: #1
Schwind !h"pte# $% #+

-. (p. 17%) Recruiting is becoming more challenging because of all of the following e%cept
A. aging population
B. stiff competition for talent
C. rising compensation costs
D. technological advances
E. rising aspiration levels among new entrants

Difficulty: Medium
Objective: #1
Schwind !h"pte# $% #,

1.. (p. 17%17*) /ey recruitment decisions in strategic human resource planning include all the following e%cept
A. gaining competitive advantage from human capital
B. investing resources into recruitment
C. developing the benefits of a diverse wor#force
D. focusing on employee development
E. current sales and budget figures

Difficulty: Medium
Objective: #1
Schwind !h"pte# $% #1$

11. (p. 17*) 0hen applicants lac# necessary s#ills and aptitudes to be successful( additional resources must be
spent in all of the following areas e%cept
A. training and development
B. employee relations practices
C. operations management
D. employee communication systems
E. selection

Difficulty: Medium
Objective: #1

12. (p. 17*) 1iring from a large( diverse pool of candidates
A. ma#es the selection choices more difficult
B. can offer greater fle%ibility and capabilities
C. is an e%pensive recruiting plan
D. creates a lengthy recruiting process
E. is administratively very difficult to do

Difficulty: Medium
Objective: #1
Schwind !h"pte# $% #1&

1". (p. 177 -i. %&) 0hen recruiting from within( benefits may include all the following e%cept
A. employee familiari&ation with the organi&ation
B. employee is a 2#nown2 +uantity
C. increased wor#force motivation
D. ac+uisition of s#ills current employees do not possess
E. possible lower recruiting costs

Difficulty: Medium
Objective: #1
Schwind !h"pte# $% #1)

1$. (p. 177 -i. %&) 3nternal recruiting can offer advantages such as
A. more accurate prediction of the person4s chance of success
B. bringing in 2new blood2
C. usually creates a drop in employee morale by those who were passed over for promotion
D. new ideas introduced into the organi&ation
E. removing undesirable employees

Difficulty: /"#d
Objective: #1

1'. (p. 177 -i. %&) E%ternal recruiting offers possible advantages including
A. the ac+uisition of new s#ills and #nowledge
B. generally lower recruiting costs
C. e%tended training and orientation period
D. an automatic fit between the new employee and the organi&ation
E. increased morale and motivation among current employees

Difficulty: /"#d
Objective: #1
Schwind !h"pte# $% #1%

1). (p. 17*) A significant cost of a 2bad hire2 that is difficult to +uantify in monetary terms is
A. total advertising costs
B. number of lost customers or resources
C. recruiter4s travel e%penses
D. time it ta#es to conduct reference chec#s
E. applicant testing costs

Difficulty: Medium
Objective: #1
Schwind !h"pte# $% #1*

1*. (p. 177) Constraints on recruiting can include all the following e%cept
A. employment e+uity programs
B. government legislation
C. internal policies
D. recruiter habits
E. access to a large( s#illed applicant pool

Difficulty: '"(y
Objective: #&

1,. (p. 17+) 5rgani&ational policies that can act as constraints on recruiting include all the below e%cept
A. compensation policies
B. promotion policies
C. !ob re+uirements
D. employment status policies
E. international hiring policies

Difficulty: Medium
Objective: #&
Schwind !h"pte# $% #1+

1-. (p. 177) 3nternal factors that constrain the recruiting function include all the following e%cept
A. human resource plans
C. costs
D. environmental conditions
E. recruiter habits

Difficulty: '"(y
Objective: #&
Schwind !h"pte# $% #1,

2.. (p. 17+) Recruiters who wish to do the very best they can still may find their actions restricted by
A. organi&ational policies
B. a large pool of applicants
C. !ob re+uirements that re+uire few complicated s#ills
D. top management support
E. a large recruiting budget

Difficulty: Medium
Objective: #&
Schwind !h"pte# $% #&$

21. (p. 17+) 0here employment e+uity programs e%ist( their impact on the recruiting function is
A. generally non6e%istent
B. there but fairly minimal
C. important only in that recruiters must be aware of them( though they have no direct impact
D. a constraint that must absolutely be ta#en into account
E. up to the recruiter

Difficulty: Medium
Objective: #&
Schwind !h"pte# $% #&1

22. (p. 17,) Recruiters( li#e all people( tend to develop wor# habits7 all the following are true of such habits e%cept
A. they can eliminate time6consuming deliberations that reach the same answers
B. they can perpetuate past mista#es
C. they can obscure more effective alternatives
D. they can have a ma!or impact on management6labour relations
E. they often come from previous recruitment successes

Difficulty: /"#d
Objective: #&
Schwind !h"pte# $% #&&

2". (p. 17,1+$) Environmental conditions that constrain the recruiting function include
A. the unemployment rate
C. no recruiting competition from other employers
D. recruiting costs
E. recruiter habits

Difficulty: '"(y
Objective: #&
Schwind !h"pte# $% #&)

2$. (p. 1+$) Because the economic environment can change +uic#ly( recruiters should monitor changing statistics
and conditions which include all of the following e%cept
A. employment statistics
B. leading economic indicators
C. cash flow
D. want ad inde%
E. predicted sales levels vs actual sales levels

Difficulty: /"#d
Objective: #&

2'. (p. 1+$1+1) 3ssuing an instruction to recruiters to 2find the best and most e%perienced applicant you can2 can
have all the following problems e%cept
A. it can be e%pensive
B. if a high degree of e%perience is not actually needed there could be charges of discrimination
C. e%perienced people can become bored if the !ob doesn4t really re+uire them
D. the definition of 2most e%perienced2 can be somewhat vague for many !obs
E. contravenes human rights legislation

Difficulty: Medium
Objective: #&
Schwind !h"pte# $% #&%

2). (p. 1+1) 3n one sense the recruiter for an organi&ation can be said to be li#e a
A. trainer
B. mar#eter
C. operations manager
D. systems analyst
E. financial officer

Difficulty: '"(y
Objective: #&
Schwind !h"pte# $% #&*

2*. (p. 1+1) 3n many cases one of the #ey !obs of the recruiter is
A. to sell the company to eligible recruits
B. to learn about eligible applicants and ma#e the !obs fit them
C. to encourage all applicants to apply( regardless of eligibility
D. to guarantee employment for good applicants
E. to develop !ob standards based upon the applicant pool

Difficulty: Medium
Objective: #&

2,. (p. 1+11+&) o compete for good people( recruiters are often re+uired to offer inducements to potential recruits7
such inducements could include all the following e%cept
A. hiring6on bonus
B. location life6style
C. paid professional membership or educational fees
D. free on6site par#ing
E. employee outsourcing

Difficulty: '"(y
Objective: #&
Schwind !h"pte# $% #&+

2-. (p. 1+&1+7) Recruitment methods can include all the following e%cept
A. write6ins
B. wal#6ins
C. employee referrals
D. !ob description analysis
E. billboards

Difficulty: '"(y
Objective: #)
Schwind !h"pte# $% #&,

".. (p. 1+&1+)) Advantages of employee referrals as a form of recruiting may include all the following e%cept
A. current employees may #now others with similar s#ills
B. new recruits will li#ely #now something about the organi&ation
C. people tend to refer friends who often have similar habits and attitudes
D. such recruits often tend to wor# hard in order to not let down the one who referred them
E. usually increases employee diversity

Difficulty: Medium
Objective: #)
Schwind !h"pte# $% #)$

"1. (p. 1+)) A possible disadvantage of employee6referred candidates is
A. new candidates tend to reflect the demographic features of the current wor#force
B. candidates referred by current employees often tend to wor# too hard to prove themselves
C. employee6referred applicants4 #nowledge of the organi&ation is usually unofficial
D. good employees tend to refer other good people
E. referred applicants may come with the re+uired s#ill sets

Difficulty: /"#d
Objective: #)
Schwind !h"pte# $% #)1

"2. (p. 1+)) Concentrating on employee referrals as a form of recruiting
A. can lead to charges of direct or systemic discrimination
B. can be a costly recruiting method
C. will bring in employees that li#ely have different wor# habits to current employees
D. can and generally does substantially increase wor#place diversity
E. generally provides a very poor +uality of applicant

Difficulty: /"#d
Objective: #)
Schwind !h"pte# $% #)&

"". (p. 1+)) 0ant ads generally do all the following e%cept
A. describe the !ob
B. identify the employer
C. give information on how to apply
D. indicate re+uired s#ills and abilities
E. state the preferred se% of applicants

Difficulty: '"(y
Objective: #)
Schwind !h"pte# $% #))

"$. (p. 1+)) Although among the most common of recruiting methods want ads can have drawbac#s such as
A. they tend not to attract many applications
B. they lac# a certain secrecy that may be re+uired on occasion
C. they can be relatively less e%pensive than other methods
D. they involve using print media
E. they can give a fair amount of detail if desired

Difficulty: Medium
Objective: #)

"'. (p. 1+)) A blind ad is
A. one that a candidate must re+uest from the employer
B. a want ad without employer identity
C. an ad that only announces an available !ob but gives no information whatsoever
D. an ad that is not placed directly in the classified employment section of a newspaper
E. an ad that has not been written by the human resource department

Difficulty: Medium
Objective: #)
Schwind !h"pte# $% #)%

"). (p. 1+)) 5ne advantage of blind ads includes
A. less internal 8to the organi&ation9 confidentiality
B. encouraging applications from people who want to wor# for that organi&ation
C. reduction of telephone in+uires
D. good 8and free9 organi&ational public relations
E. that they always attract only the best applicants

Difficulty: Medium
Objective: #)
Schwind !h"pte# $% #)*

"*. (p. 1+)) :enerally( blind ads receive information from applicants via
A. telephone
B. internet
C. a post office or newspaper mailbo%
D. direct mail to the organi&ation4s human resource department
E. pony e%press

Difficulty: '"(y
Objective: #)

",. (p. 1+41+% -i.%)) 3n preparing a resume( all the following are fairly important e%cept
A. grammar and synta%
B. using specific words
C. personal goals
D. previous addresses
E. education

Difficulty: Medium
Objective: #)
Schwind !h"pte# $% #)+

"-. (p. 1+*) 5ne feature of employment advertising on television is
A. it is ine%pensive
B. the target audience is usually too broad
C. that li#e readers of classified ads( viewers are specifically watching for !obs
D. it can often be offensive to viewers
E. it usually contravenes the e+uity employment legislation

Difficulty: Medium
Objective: #)
Schwind !h"pte# $% #),

$.. (p. 1+*) ransit advertising involves
A. want ads for bus and commuter train drivers
B. ads placed in transit camps
C. ads placed in buses( trains( and subways
D. ads placed on surveyors4 e+uipment
E. ads that are displayed for less than a wee#

Difficulty: '"(y
Objective: #)

$1. (p. 1++) Among the fundamental ob!ectives of 1uman Resources and ;#ills Development Canada is
A. improve the standard of living and the +uality of life for all Canadians
B. directly enforcing employment e+uity legislation
C. permitting wor#ers to find wor# in the own communities regardless of cost
D. enforcing a safe( stable( fair( and productive wor# environment for all Canadians
E. promoting international labour legislation

Difficulty: Medium
Objective: #)

$2. (p. 1++) 1R;DC offers a variety of programs for both employers and prospective employees that include all of
the following e%cept
A. income security
B. social development
C. s#ills employment
D. wor#ers compensation
E. post secondary school loans and grants

Difficulty: Medium
Objective: #)

$". (p. 1+,) 5ne very effective and virtually no6cost recruitment source for employers is
A. newspaper advertising
B. wal#6ins
C. 1R;DC information and data bases
D. private employment agencies
E. !ob fairs

Difficulty: Medium
Objective: #)

$$. (p. 1++) he <ob Ban# is an e%ample of a8n9
A. 1R;DC program
B. private internet site
C. private employment agency
D. government program run by =>5 8=inistry of >isheries and 5ceans9 to help Atlantic fishermen
E. program that the federal government posts available public service !obs

Difficulty: Medium
Objective: #)

$'. (p. 1+,) ?rivate employment agencies 8usually9
A. hire permanent employees for organi&ations
B. advertise for( and provide to an employer( a stream of applicants
C. cash federal employment insurance che+ues at a discount for people
D. gather and screen applicants for themselves
E. are another name for human resource departments in private organi&ations

Difficulty: Medium
Objective: #)

$). (p. 1+,1,$) he biggest difference8s9 between a private employment agency and a professional search firm is
A. that professional search firms tend to be more speciali&ed
B. that search firms tend to see# out non6specific uns#illed recruits
C. that professional search firms do not charge the employer@client a fee for service
D. that private employment agencies are federally licensed
E. professional search firms do not recruit from among the employees of other firms

Difficulty: Medium
Objective: #)

$*. (p. 1,$) Retainer search firms tend to be more popular with corporate human resource managers than do
contingency search firms mainly because
A. retainer search firms are always less e%pensive
B. retainer search firms tend to be more aggressive
C. contingency search firms can be tempted to fill a position at any cost( regardless of fit
D. retainer search firms are more prevalent in most urban areas
E. contingency search firms are always two to three times more e%pensive than retainer firms

Difficulty: /"#d
Objective: #)

$,. (p. 1,$) ;ome observers believe that the growing popularity of professional search firms is due to all the below
e%cept
A. search firms can be more ob!ective
B. there is a lower cost per recruit
C. an overall higher success rate in recruiting the right person
D. there is a higher cost per recruit
E. they free up time for the human resource department in the hiring organi&ation

Difficulty: /"#d
Objective: #)

$-. (p. 1,1) Research into campus recruiting has indicated that all the following aspects of recruiters are important
to students e%cept
A. well informed
B. honest
C. s#illed at their !ob
D. only play up the strengths of their organi&ation( even if e%aggeration
E. respect the interviewee

Difficulty: '"(y
Objective: #)

'.. (p. 1,1) ?roblem8s9 with campus recruiting include all the following e%cept
A. wasted time interviewing un+ualified applicants
B. difficulties in assessing candidates with little or no e%perience
C. applicants who give standardi&ed answers to interview +uestions
D. candidates with limited wor# history
E. dealing with overly enthusiastic young people

Difficulty: Medium
Objective: #)
Schwind !h"pte# $% #%$

'1. (p. 1,&) ?rofessional associations can be a poor source for recruiters because
A. many such associations regard recruiting as an activity that is beneath them
B. members of professional associations tend to be less informed about developments in their field
C. publications of professional associations are legally forbidden to carry advertising of any type
D. such associations tend to represent people with relatively specific specialties
E. they normally provide only one type of professional !ob recruit

Difficulty: Medium
Objective: #)
Schwind !h"pte# $% #%1

'2. (p. 1,&1,4) ;ources for finding potential recruits can include all of the following e%cept
A. labour organi&ations
B. the 3nternet
C. departing employees
D. unemployment data bases
E. educational institutions

Difficulty: '"(y
Objective: #)
Schwind !h"pte# $% #%&

'". (p. 1,)) 3n the personnel@human resource profession the term 2buy6bac#2 refers to
A. ta#ing bac# pension benefits for cash
B. allowing an employee to purchase their company car at the end of its lease
C. convincing an employee who plans to resign to stay on by offering an increased wage or salary
D. buying bac# the contracts of leased wor#ers before the contract term has run out
E. buying a retiring employees company stoc# options

Difficulty: Medium
Objective: #)
Schwind !h"pte# $% #%)

'$. (p. 1,)) Among possible outcome8s9 with offering a buy6bac# to a departing employee is that
A. overall employee morale generally rises within the organi&ation
B. other employees may e%pect similar raises
C. it is illegal in most provinces
D. it can result in the employee doing less
E. it is considered a form of personal harassment in many provinces

Difficulty: Medium
Objective: #)

''. (p. 1,4) 5ne of the newest and increasingly popular tools for both !ob see#ers and recruiters is
A. television
B. the 3nternet
C. !ob fairs
D. video advertising
E. word6of6mouth

Difficulty: '"(y
Objective: #)
Schwind !h"pte# $% #%%

'). (p. 1,*1,7) Applicant trac#ing systems( direct mail solicitations( and leased wor#ers are considered
AAAAAAAAAA recruitment methods
A. non6traditional
B. ineffective
C. ine%pensive
D. illegal
E. unacceptable

Difficulty: Medium
Objective: #)
Schwind !h"pte# $% #%*

'*. (p. 1,+&$1) Advantages of a formal !ob application form can include all the following e%cept
A. information is directly comparable between applicants
B. it is a sample of the applicants own wor#( unli#e a professionally prepared rBsumB
C. it collects the re+uired information
D. it can have a signature line attached to an authori&ation and an affirmation of truth of information
E. a description of the !ob

Difficulty: Medium
Objective: #4

',. (p. 1,,&$$ -i. %+) <ob application forms can as# for the following information e%cept
A. name
B. home address
C. age
D. personal phone number
E. past or current employment status

Difficulty: '"(y
Objective: #4
Schwind !h"pte# $% #%+

'-. (p. &$$) A human resource department has a legitimate reason for as#ing for the following on a !ob application
A. place of birth
B. address
C. religion
D. national origin
E. marital status

Difficulty: Medium
Objective: #4
Schwind !h"pte# $% #%,

).. (p. &$1) 5ne advantage of the signature line on a !ob application form is
A. it provides permission from the applicant for the employer to verify information
B. verification that the applicant #nows how to read the application form
C. allows the applicant the opportunity to change information at a later date
D. ma#es the application form 2loo# professional2 to e%ternal applicants
E. re+uired under various provincial human rights acts

Difficulty: Medium
Objective: #4
Schwind !h"pte# $% #*$

)1. (p. &$&) 5nce set( the recruiting function in an organi&ation should
A. be evaluated on an on6going basis
B. be allowed to operate without constant evaluation
C. be evaluated only when problems appear
D. be evaluated no more than every two to three years in order not to confuse applicants
E. never be specifically evaluated for reasons of employee morale

Difficulty: Medium
Objective: #%
Schwind !h"pte# $% #*1

)2. (p. &$&&$)) ;ome popular measures of the effectiveness of the recruiting function include the following e%cept
A. cost per hire
B. +uality of hires compared to costs and methods
C. +uality of !ob descriptions and standards
D. offers to applicants ratio
E. time ta#en to fill a position

Difficulty: Medium
Objective: #%
Schwind !h"pte# $% #*&

)". (p. &$) -i. %,) ;ome of the more popular measures to determine the effectiveness of current recruiting
procedures can include all the below e%cept
A. turnover record of hires
B. performance rating of hires
C. total number of applications received
D. ratio of !ob offers accepted to the number of offers made
E. !ob specification terms

Difficulty: '"(y
Objective: #%
Schwind !h"pte# $% #*)

)$. (p. 174) Recruitment is the process of finding and attracting capable individuals to apply for employment.
TRUE

Difficulty: '"(y
Objective: #1

)'. (p. 174) ?rofessional recruiters are #nown as employment analysts.
FALSE

Difficulty: Medium
Objective: #1
Schwind !h"pte# $% #*%

)). (p. 174) 5ne of a recruiter4s first steps after identifying !ob openings is to review !ob analysis information.
TRUE

Difficulty: Medium
Objective: #1
Schwind !h"pte# $% #**

)*. (p. 174) A recruiter4s first step after being informed of a !ob opening is to search for applicants.
FALSE

Difficulty: Medium
Objective: #1

),. (p. 17%) <ob re+uirements influence the recruiter4s method of finding satisfactory applicants.
TRUE

Difficulty: Medium
Objective: #1
Schwind !h"pte# $% #*+

)-. (p. 17%) Recruiting is !ust getting people to apply for !obs( and its success is best measured by the number of
applications received for any particular !ob.
FALSE

Difficulty: '"(y
Objective: #1
Schwind !h"pte# $% #*,

*.. (p. 17%) 3n today4s global #nowledge economy highly s#illed and motivated wor#ers can be a real competitive
advantage.
TRUE

Difficulty: '"(y
Objective: #1

*1. (p. 17*) 1iring from a diverse pool of applicants pro!ects a better image of the firm to clients.
TRUE

Difficulty: Medium
Objective: #1

*2. (p. 17*) he strategic choice of internal vs e%ternal recruitment has far reaching implications for a co.
TRUE

Difficulty: Medium
Objective: #1

*". (p. 177 -i. %&) 5ne advantage of internal recruiting is that the organi&ation is able to ac+uire s#ills and
#nowledge that it did not have access to.
FALSE

Difficulty: Medium
Objective: #1

*$. (p. 177 -i. %&) 5ne advantage of e%ternal recruiting is that newer ideas and novel ways of problem6solving may
emerge.
TRUE

Difficulty: Medium
Objective: #1

*'. (p. 177 -i. %&) 3nternal recruiting has the advantage in many cases of improving morale and motivation.
TRUE

Difficulty: '"(y
Objective: #1

*). (p. 17*) he costs of recruiting are not !ust the direct costs of hiring but can also include the costs of a bad
hire.
TRUE

Difficulty: Medium
Objective: #1

**. (p. 17*) 5ne advantage of the recruiting function is that the costs of a mista#e 8a bad hire9 is easily measured.
FALSE

Difficulty: Medium
Objective: #1

*,. (p. 177) A successful recruiter is one who has ignored recruitment constraints placed in his@her way by the
organi&ation.
FALSE

Difficulty: Medium
Objective: #&

*-. (p. 17,1+$) Among environmental conditions that constrain recruiting are compensation and internal promotion
policies.
FALSE

Difficulty: Medium
Objective: #&

,.. (p. 17+) Establishing pay ranges helps reduce compensation policy constraints on recruiting.
FALSE

Difficulty: Medium
Objective: #&
Schwind !h"pte# $% #+$

,1. (p. 17+) 3n a recent study( over '.C of Canadian wor#ers surveyed were unwilling to recommend their
organi&ations as one of the best places to wor#.
TRUE

Difficulty: /"#d
Objective: #&
Schwind !h"pte# $% #+1

,2. (p. 17+) he only part of the recruiter4s environment that does not create recruiting constraints is the
organi&ation.
FALSE

Difficulty: Medium
Objective: #&
Schwind !h"pte# $% #+&

,". (p. 17+) 3nternational hiring policies are seen as an organi&ational restraint on recruiting.
TRUE

Difficulty: Medium
Objective: #&
Schwind !h"pte# $% #+)

,$. (p. 17,) A recruiter4s past successes can lead to habits which can then become a self6imposed constraint.
TRUE

Difficulty: Medium
Objective: #&

,'. (p. 17,) E%ternal conditions usually have a minimal impact on recruiting unless the recruiter allows them to.
FALSE

Difficulty: Medium
Objective: #&
Schwind !h"pte# $% #+%

,). (p. 1+$) <ob re+uirements are considered an organi&ational constraint to recruiting.
FALSE

Difficulty: Medium
Objective: #&
Schwind !h"pte# $% #+*

,*. (p. 1+$) 3nstructing a recruiter to 2find the best and most e%perienced applicant you can2 is an effective way to
remove constraints in filling many !obs.
FALSE

Difficulty: /"#d
Objective: #&

,,. (p. 1+1) Demanding a high degree of e%perience in certain !obs could be seen as discriminating against some
applicants.
TRUE

Difficulty: Medium
Objective: #&
Schwind !h"pte# $% #++

,-. (p. 1+1) 5ne golden rule when recruiting is that( regardless of the !ob( ten years of e%perience is better than one
year.
FALSE

Difficulty: Medium
Objective: #&
Schwind !h"pte# $% #+,

-.. (p. 1+1) Recruiting for several !ob openings simultaneously can increase recruiting costs.
FALSE

Difficulty: Medium
Objective: #&
Schwind !h"pte# $% #,$

-1. (p. 1+11+&) 5ne #ey to recruiting target people is to understand their needs and motivations and to offer
inducements that will appeal to them.
TRUE

Difficulty: '"(y
Objective: #)
Schwind !h"pte# $% #,1

-2. (p. 1+&) ;ome recruiters employ databases where resumes are stored and easy access is provided through #ey
word searches.
TRUE

Difficulty: Medium
Objective: #)
Schwind !h"pte# $% #,&

-". (p. 1+)) 1uman rights legislation has made recruiting by use of employee referrals illegal due to its
discriminatory nature.
FALSE

Difficulty: Medium
Objective: #)
Schwind !h"pte# $% #,)

-$. (p. 1+&1+)) Recruiting via employee referrals generally tends to be a popular and effective techni+ue.
TRUE

Difficulty: Medium
Objective: #)

-'. (p. 1+)) Recruiting by means of employee referrals could bring charges of discrimination under the 1uman
Rights Act.
TRUE

Difficulty: Medium
Objective: #)
Schwind !h"pte# $% #,%

-). (p. 1+)1+7) Although advertising is ine%pensive it is ineffective as a means of see#ing !ob recruits.
FALSE

Difficulty: Medium
Objective: #)
Schwind !h"pte# $% #,*

-*. (p. 1+)) 0ant ads are an e%cellent means of generating !ob applicants that offer no ma!or drawbac#s to
recruiters.
FALSE

Difficulty: Medium
Objective: #)

-,. (p. 1+)) he ma!or problem with blind ads is that they can encourage countless applicants to contact the
organi&ation directly for information.
FALSE

Difficulty: /"#d
Objective: #)
Schwind !h"pte# $% #,+

--. (p. 1+41+% -i. %)) <ob applicants should send either a resume or a cover letter but not both( to prospective
employers.
FALSE

Difficulty: Medium
Objective: #)
Schwind !h"pte# $% #,,

1... (p. 1+%) 3t is always preferable to write recruitment advertisements from the point of view of the company.
FALSE

Difficulty: /"#d
Objective: #)
Schwind !h"pte# $% #1$$

1.1. (p. 1+*) Recruiting on radio or television is seldom done because the results rarely !ustify the e%pense.
TRUE

Difficulty: '"(y
Objective: #)
Schwind !h"pte# $% #1$1

1.2. (p. 1+*1+7) he advantage of much transit advertising is that it can be seen by thousands of people per wee#.
TRUE

Difficulty: '"(y
Objective: #)
Schwind !h"pte# $% #1$&

1.". (p. 1+7) 5ne way to target potential recruits of specific demographic or ethnic groups could be specific transit
advertising placed at particular bus or subway stops.
TRUE

Difficulty: '"(y
Objective: #)
Schwind !h"pte# $% #1$)

1.$. (p. 1++) wo services offered by 1R;DC are the <ob Ban# and Electronic Dabour E%change.
TRUE

Difficulty: Medium
Objective: #)

1.'. (p. 1+,) 0or# destinations website is particularly useful for people who desire to move and wor# in a
regulated company outside of Canada.
FALSE

Difficulty: Medium
Objective: #)
Schwind !h"pte# $% #1$%

1.). (p. 1+,) 3n many provinces it is illegal for a private employment agency to charge applicants a fee.
TRUE

Difficulty: Medium
Objective: #)
Schwind !h"pte# $% #1$*

1.*. (p. 1+,) ;ome private employment agencies screen applicants while others do not.
TRUE

Difficulty: Medium
Objective: #)

1.,. (p. 1+,) ?rofessional search firms are the same as private employment agencies e%cept that they are federally
licensed and regulated.
FALSE

Difficulty: /"#d
Objective: #)
Schwind !h"pte# $% #1$+

1.-. (p. 1+,) ?ublic employment agencies are sometimes called 2head hunters.2
FALSE

Difficulty: Medium
Objective: #)
Schwind !h"pte# $% #1$,

11.. (p. 1+,) Enli#e placement agencies( search firms tend to be more speciali&ed in the s#ill level of people they
loo# for.
TRUE

Difficulty: Medium
Objective: #)

111. (p. 1,$) 1uman resource managers tend to prefer retainer search firms over contingency search firms.
TRUE

Difficulty: /"#d
Objective: #)

112. (p. 1,$) 3t is not unusual for search firms to charge e%penses plus ".C of the candidate4s starting salary as
their fees for a successful hire.
TRUE

Difficulty: Medium
Objective: #)

11". (p. 1,$) ;earch firms often charge as much as *'C of a candidate4s starting salary plus e%penses for a
successful hire.
FALSE

Difficulty: Medium
Objective: #)

11$. (p. 1,1) ;tudies have indicated that the age and title of a recruiter may be factors in creating a favourable
impression in campus recruiting.
TRUE

Difficulty: Medium
Objective: #)

11'. (p. 1,1) 5ne problem with campus recruiting is the difficulty of assessing applicants who usually possess
little or no relevant e%perience.
TRUE

Difficulty: '"(y
Objective: #)

11). (p. 1,&) Despite their perceived attractiveness as a source of potential applicants professional associations are
never of much use to recruiters regardless of the !ob to be filled.
FALSE

Difficulty: Medium
Objective: #)

11*. (p. 1,&) here are no circumstances under which a professional recruiter would loo# to a labour union as a
source of potential applicants see#ing !obs.
FALSE

Difficulty: Medium
Objective: #)

11,. (p. 1,)) Departing employees could be a source of !ob recruits if they could be persuaded to stay.
TRUE

Difficulty: Medium
Objective: #)

11-. (p. 1,7) Recruiting abroad is considered a non6traditional recruiting method.
TRUE

Difficulty: '"(y
Objective: #)

12.. (p. 1,+) Recruiters regard a formal !ob application form as usually redundant and only useful for those
applicants who do not bring in their own written information.
FALSE

Difficulty: Medium
Objective: #4
Schwind !h"pte# $% #1&$

121. (p. 1,+) Because most !ob applications are standardi&ed forms( it is difficult for a recruiter to match an
applicant4s ob!ective with the organi&ation4s needs.
FALSE

Difficulty: Medium
Objective: #4
Schwind !h"pte# $% #1&1

122. (p. &$1) E%perienced recruiters can use the wor# history section in a !ob application to determine if listed !ob
duties and responsibilities may have been e%aggerated.
TRUE

Difficulty: Medium
Objective: #4
Schwind !h"pte# $% #1&&

12". (p. &$1) As#ing an applicant to sign a !ob application form tends to serve no purpose and may be illegal.
FALSE

Difficulty: Medium
Objective: #4
Schwind !h"pte# $% #1&)

12$. (p. &$&) he costs of recruiting could out weigh the benefits.
TRUE

Difficulty: Medium
Objective: #%

12'. (p. &$&) 5ne of the indices used to measure the recruiting function is 2+uality of hires and costs2 and that is
based on the number of hires compared with the direct costs of recruiting 8recruiter4s salary( travel e%penses and
!ob advertising costs9.
FALSE

Difficulty: Medium
Objective: #%
Schwind !h"pte# $% #1&%

12). (p. &$&) 5ne of the better indices to measure the recruiting function is 2offers6applicants ratio2 and this
compares the number of !ob offers e%tended with the total number of applicants received for each recruiting
method.
TRUE

Difficulty: Medium
Objective: #%
Schwind !h"pte# $% #1&*

12*. (p. 174) he process of finding and attracting capable individuals to apply for employment is called
AAAAAAAAAA.
recruitment

Difficulty: '"(y
Objective: #1

12,. (p. 174) ?eople who speciali&e in recruiting are called AAAAAAAAAA.
recruiters

Difficulty: '"(y
Objective: #1
Schwind !h"pte# $% #1&+

12-. (p. 174) he +uality of an organi&ation4s human resources depends on the +uality of AAAAAAAAA.
recruits

Difficulty: '"(y
Objective: #1
Schwind !h"pte# $% #1&,

1".. (p. 174) After identifying an opening the recruiter should ne%t review AAAAAAAAAA AAAAAAAAAinformation.
job analysis

Difficulty: '"(y
Objective: #1
Schwind !h"pte# $% #1)$

1"1. (p. 17%) 3n recruiting( the AAAAAAAAAA of applicants is far more important than the number of applications.
right tye or !uality

Difficulty: '"(y
Objective: #1
Schwind !h"pte# $% #1)1

1"2. (p. 17%) 5ne important decision that a human resource manager must ma#e in the conte%t of recruiting is that
of gaining AAAAAAAAAA AAAAAAAAAAAAA from human capital.
cometiti"e a#"antage

Difficulty: '"(y
Objective: #1
Schwind !h"pte# $% #1)&

1"". (p. 17*) 0hen recruiting( to focus on employee development as a source of candidates implies the
development and AAAAAAAAAA of current employees.
romotion

Difficulty: '"(y
Objective: #1
Schwind !h"pte# $% #1))

1"$. (p. 17*) ?romoting an employee is a form of AAAAAAAAAA recruiting.
internal

Difficulty: '"(y
Objective: #1

1"'. (p. 17*) 1iring an outsider into the organi&ation is #nown as AAAAAAAAAA recruiting.
e$ternal

Difficulty: '"(y
Objective: #1
Schwind !h"pte# $% #1)%

1"). (p. 177) A successful recruiter must be sensitive to the various possible AAAAAAAAAA on the recruitment
process.
constraints

Difficulty: '"(y
Objective: #&
Schwind !h"pte# $% #1)*

1"*. (p. 177) 5rgani&ational policies( employment e+uity programs( and environmental conditions are all fairly
common e%amples of the AAAAAAAAAA that can be placed on the recruitment process.
constraints

Difficulty: '"(y
Objective: #&

1",. (p. 17+) ?romote6from6within and compensation policies are two e%amples of AAAAAAAAAA AAAAAAAA which
can constrain recruitment.
organi%ational olicies

Difficulty: '"(y
Objective: #&
Schwind !h"pte# $% #1)+

1"-. (p. 17,) Despite their intention( employment e+uity programs can act as a AAAAAAAAAA on the recruiting
process.
constraint

Difficulty: '"(y
Objective: #&
Schwind !h"pte# $% #1),

1$.. (p. 17,) As is human nature( recruiters tend to rely on what has wor#ed well in the past and this type of
constraint is referred to as AAAAAAAAAA AAAAAAAAA.
recruiter habits

Difficulty: '"(y
Objective: #&

1$1. (p. 1+$) E%ternal conditions strongly influence recruitment and recruiters need to #eep abreast of three fast
changing measures which includeF employment statistics( predicted vs actual sales numbers and AAAAAAAAA
AAAAAAAAA AAAAAAAA.
lea#ing economic in#icators

Difficulty: '"(y
Objective: #&

1$2. (p. 1+$) <ob re+uirements are a recruiting constraint as( for e%ample( highly s#illed wor#ers are usually
AAAAAAAAAA to find than uns#illed ones.
har#er&more #i''icult

Difficulty: '"(y
Objective: #&

1$". (p. 1+1) A recruiter can be said to be a AAAAAAAAAA insofar as he or she is selling their organi&ation to eligible
recruits.
mar(eter&ublic relations

Difficulty: '"(y
Objective: #&

1$$. (p. 1+1) Attracting desirable applicants often involves recruiters stimulating their interest with a variety of
AAAAAAAAAA.
in#ucements or incenti"es

Difficulty: '"(y
Objective: #&

1$'. (p. 1+&1+,) Employee referrals( advertising( and employment agencies are all methods used by AAAAAAAAAA.
recruiters

Difficulty: '"(y
Objective: #)

1$). (p. 1+)) Employee referrals are an e%cellent and legal means of AAAAAAAAAA.
recruitment

Difficulty: '"(y
Objective: #)

1$*. (p. 1+)) Blind ads are a special type of !ob AAAAAAAAAA designed to #eep the prospective employer4s name
confidential.
a#s&a#"ertisements

Difficulty: '"(y
Objective: #)

1$,. (p. 1+%) As much as possible( recruitment ads should be written from the point of view of the AAAAAAAAAA.
alicant

Difficulty: '"(y
Objective: #)

1$-. (p. 1+*) Advertising in buses( subways( and subway stations is called AAAAAAAAAA advertising.
transit

Difficulty: '"(y
Objective: #)

1'.. (p. 1+* -i. %%) A good want ad should ma#e a AAAAAAAAAA pro!ection of corporate image without boasting.
'a"ourable

Difficulty: '"(y
Objective: #)
Schwind !h"pte# $% #1%$

1'1. (p. 1++) he <ob Ban# and the Electronic Dabour E%change are two programs@services provided by
AAAAAAAAAA.
hrs#c )or 'ull name*

Difficulty: '"(y
Objective: #)
Schwind !h"pte# $% #1%1

1'2. (p. 1++) AAAAAAAAAAAA AAAAAAAAAAAA was created in 2..' to provide single6window access to a wide range
of :overnment of Canada programs.
ser"ice cana#a

Difficulty: '"(y
Objective: #)
Schwind !h"pte# $% #1%&

1'". (p. 1+,) AAAAAAAAAA AAAAAAAAAAA AAAAAAAAhelp employers find capable applicants( both full6 and part6time(
at all wor# levels and can be found in every ma!or city in Canada.
ri"ate emloyment agencies

Difficulty: '"(y
Objective: #)
Schwind !h"pte# $% #1%)

1'$. (p. 1+,) AAAAAAAAAA AAAAAAAAAAA AAAAAAAAAAAare li#e private employment agencies but are much more
speciali&ed in the level of candidates they are see#ing.
ro'essional search 'irms

Difficulty: '"(y
Objective: #)

1''. (p. 1,$) AAAAAAAAAA AAAAAAAAAAAA are a common source of student recruits( particularly for entry6level
positions.
e#ucational institutions

Difficulty: '"(y
Objective: #)
Schwind !h"pte# $% #1%%

1'). (p. 1,4) he AAAAAAAAAA is becoming the most important tool to match !obs with candidates.
internet

Difficulty: '"(y
Objective: #)
Schwind !h"pte# $% #1%*

1'*. (p. 1,)) A AAAAAAAA AAAAAA occurs when an employer out bids a new !ob offer from another company that
one of their employees was going to accept.
buy bac(

Difficulty: '"(y
Objective: #)

1',. (p. 1,+) he form that an organi&ation uses to collect information about applicants in a uniform manner is
called the AAAAAAAAAA AAAAAAAAAA form.
job alication

Difficulty: '"(y
Objective: #4
Schwind !h"pte# $% #1%+

1'-. (p. &$$) An AAAAAAAAAAA and AAAAAAAAAAAAAA section on a !ob application is designed to uncover both
abilities and the type of personality of the applicant.
e#ucation&s(ills

Difficulty: '"(y
Objective: #4
Schwind !h"pte# $% #1%,

1).. (p. &$1) 3n order to allow recruiters to confirm information on the !ob application form( a line for the
applicant4s AAAAAAAAAA should be included at the end.
signature

Difficulty: '"(y
Objective: #4
Schwind !h"pte# $% #1*$

1)1. (p. &$&) he recruiting process is AAAAAAAAAAAA and must be continuously evaluated to !ustify its
effectiveness.
e$ensi"e

Difficulty: '"(y
Objective: #%
Schwind !h"pte# $% #1*1

1)2. (p. &$&) 5ne way to evaluate the effectiveness of a recruiting process would be to compare the +uality and
performance of hires with the AAAAAAAAAA of recruiting them.
costs

Difficulty: '"(y
Objective: #%
Schwind !h"pte# $% #1*&

1)". (p. 174 -i. %1) Diagram and very briefly describe the ma!or steps in the recruitment process.
Answers will vary

Difficulty: Medium
Objective: #1
Schwind !h"pte# $% #1*)

1)$. (p. 17,1+$) :ive two e%amples of how environmental conditions influence the recruitment process. 1ow do
these affect a recruiter4s actionsG
Answers will vary

Difficulty: Medium
Objective: #&

1)'. (p. 1+&1,,) Describe ' of the most popular methods of recruiting used by organi&ations today.
Answers will vary

Difficulty: Medium
Objective: #)
Schwind !h"pte# $% #1*%

1)). (p. 1+)) Ender what conditions is a blind ad an effective recruiting strategyG
Answers will vary

Difficulty: Medium
Objective: #)
Schwind !h"pte# $% #1**

1)*. (p. 1++1+,) 0hat are the ma!or employment related services provided by 1uman Resources and ;ocial
Development Canada officesG Discuss the role of the Hational <ob Ban#( and the Electronic Dabour E%change.
Answers will vary

Difficulty: Medium
Objective: #)

1),. (p. 1,)1,7) 0hat are some of the latest approaches in recruitingG Discuss their advantages and disadvantages.
Answers will vary

Difficulty: Medium
Objective: #)
Schwind !h"pte# $% #1*+

1)-. (p. 1,41,%) 1ow effective is recruiting on the 0ebG Discuss.
Answers will vary

Difficulty: Medium
Objective: #)
Schwind !h"pte# $% #1*,

1*.. (p. 1,+&$1) 0hat are the #ey sections on a !ob application form and what does the recruiter understand and
gain from the information the applicant has provided.
Answers will vary

Difficulty: Medium
Objective: #4

1*1. (p. &$&&$)) 1ow can the effectiveness of the recruiting function be evaluatedG
Answers will vary

Difficulty: Medium
Objective: #%

c' ;ummary
!"te.0#y # 0f 1ue(ti0n(
DifficultyF Easy )"
DifficultyF 1ard 1$
DifficultyF =edium -$
5b!ectiveF I1 $.
5b!ectiveF I2 "'
5b!ectiveF I" *'
5b!ectiveF I$ 12
5b!ectiveF I' -
;chwind 6 Chapter .' 1*1

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