REC/SEL EXAM REVIEW
CHAPTER 1
Why rec/sel matters?
-ethical treatment of job applicants, legally defensible (Human rights legis), reduces T/O and increased productivity, find best candidate based on KSAO’S. Keeps costs low by hiring the right person. Retains employees, increases motivation, contribute to org productivity & worker growth
RECRUITMENT: finding job applicants for open position
SELECTION: choice of job applicant pool who will meet management goals/objectives, legal requiremnts
SOCIAL/ECONOMIC FACTORS AFFECTING R/S GTC STORB
-global competition
- technology/internet (expected to be computer literate, companies now hiring online)
- change in work force demographics (abolition of retire @ 65 less room for entry level)
- supply & demand (of jobs & people, recessions)
-type of org( public  fed/provin formalized, private sector  will vary on size of business/industry
- org restructuring(w/f approaching retirement)
- redefining jobs (wide range of skills needed to accomplish job)
- best practices (rec/identifying/sel employees who contribute to overall effectiveness of org)
HR FUNTIONS: keep on top of developments in HR, latest legal requirements, implementing policies/procedures in accordance w/ accepted professional standards
CHRP EDGE
1. Common body of knowledge
2. Agreed performance standards
3. Representative of professional organization
4. External perception as a profession
5. Code of ethics
6. Certification procedure
CHAPTER 2
- SCIENCE VS. PRACTICE SELECTN
SCIENCE BASED
PRACTICE BASED
TYPE OF PROCESS
ANALYTICAL
• job analysis  KSAO’s
• validate analysts & assess effectiveness
• retain valid and useful predictors
INTUITIVE
• untested approaches
• fad-based selection system
• lack of reliable/valid tools
• sel procedures used are not validated
DECISION MAKING
• Rational
•Gut-feel
WHY IS IT USED?
• Structured procedures
• consistent
• maintains standards
• comfort w/ process
• flexibility & speed
• fits org culture
POTENTIAL OUTCOMES
• Defensibility of system
• ^ productivity
• effective employees
• human rights legis
• lack of competitiveness
• negligible employees

Reliability: indication of the stability/dependability of set measurements over repeated applications
FACTORS AFFECTING RELIABILITY: lack of standardization, change, gut-feel, temporary individual characteristics (fatigue, motivation, unsystematic errors in measurement process)
MAINTAINING RELIABILITY: test-retest, alternate forms, internal consistency
Validity: legitimacy of correctness of the conclusions that are drawn from set of measurements/other procedures  provide evidence based on test content. Evidence based on relationships to other variables
BIAS: systematic errors in measurement, related to different identifiable group membership characteristics such as age, sex, race, etc.
FAIRNESS: value judgements people make about decisions/outcomes that are based on measurements (every applicant should be assessed in an equitable manner)
FAIRNESS AS: opportunity to learn, equality in outcomes of tests, selection & prediction
CHAPTER 3 legal issues
- sources affecting Canadian employment practices
CONSITUTIONAL LAW: SUPREME LAW OF CANADA, Charter of rights/freedom. Every individual is equal under law, right to equal protection, equal benefits of the law w/o discrim based on sex, age, race, disability, religion, etc.
HUMAN RIGHTS LEGIS: prohibits discrimination in employment. Establishes Humanrights commissions. Outlines prohibited grounds of discrimination (marital status, sex pregnancy, childbirth, race/colour, physical/mental disability, age, religion, sexual orientation, family status, dependence on drugs/alcohol, ethnic origin, ancestry, language, political belief, criminal convictions
EMPLOYMENT EQUITY: elimination of discriminatory practices which prevent entry of members from designated groups (women, aboriginals, visible minorities, disabilities) into the workplace
-elimination of unequal treatment in the workplace