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| Question | Answer |
| Three branches of the federal government participate in regulating the way employers interact with their employees | 1. Congress (enacts legislation) 2. The Executive Branch (promulgates regulations) 3. The courts (adjudicates cases to clarify legislation and regulations created by the other two branches) |
| Enforcement agency of Civil rights | EEOC (Equal Employment Opportunity Commission) OFCCP (Office of Federal Contract Compliance Programs) |
| Enforcement agency of Executive Orders | OFCCP |
| Enforcement agency of Fair Credit | FTC (Federal Trade Commission) |
| Enforcement agency of Immigration | USCIS (U.S. Citizenship and Immigration Services) |
| Enforcement agency of mass layoffs | DOL (Department of Labor) |
| Enforcement agency of military service | DOL & OFCCP |
| Enforcement agency of polygraph | DOL |
| Enforcement agency of privacy | DOJ (Department of Justice) |
| Enforcement agency of sexual harrassment | EEOC |
| What is regarded as the milestone for modern equal employment opportunity? | the Civil Right Act of 1964 |
| How many times was Tittle VII of the Civil Rights Act of 1964 amended? | Three (1972, 1978, 1991) |
| Two concepts Title VII of the Civil Rights Act of 1964 | Protected classes Unlawful employment practices |
| Unlawful employment practices | Employment practices that have adverse impact on member of protected classes |
| Protected classes | A group of people who share common characteristics and are protected from discriminatory practices |
| Two types of unlawful practices | Disparate treatment Disparate impact |
| Disparate treatment | Happens when employers treat some candidates or employees differently, such as requiring women to take a driving test when they apply for a job but not requiring men to take the test when they apply for the same job |
| Disparate impact | Practices have disparate impact on members of protected class seem fair on their face but result in an adverse impact on members of protected class, such as requiring all candidates for firefighter position to be a certain height |
| BFOQ Bona fide occupational qualifications | Occur when religion, sex, or national origin is "reasonably necessary to the normal operation" of the business e.g. attendants for changing rooms for men have to be men |
| Amendment 1: Equal Employment Opportunity Act of 1972 | + Provides litigation authority to EEOC in the event that an acceptable conciliation agreement can't be reached + Extends coverage to education institutions, state and local government, and the federal government +Employers with 15 employees are covered |
| EEOC's guidance on processing a complaint | - Employer is notified within 10 days of receipt of a charge by EEOC - Findings are issued within 120 days of the charge being filed - EEOC can sue employers within 30 days of notice to employers if acceptable agreement can't be reached |
| PDA | Pregnancy Disability Act of 1978 |
| ADEA | Age Discrimination in Employment Act of 1967 Protects individuals 40 years of age and older Applies to employers with 20 or more employees The Older Workers Benefit Protection Act amended the ADEA in 1990. |
| Title VII and ADEA's exceptions | - BFOQs that are reasonably necessary to the business operations - Hiring of firefighters or police officers of state or local government - Retirement of employees age 65 or older who have been in executive positions for at least 2 years and are eligible for retirement benefits of at least $44,000 per year - Retirement of tenured employees of institutions of higher education at age 70 - Discharge or discipline for just case - Indian reservation/Indian tribes |
| ADA | Americans with Disabilities Act of 1990 Prohibits employment discrimination against qualified individuals with disabilities and applies to employers with 15 or more employees Was amended in 2008 to clarify the original intention of the ADA |
| ADA | - Requires covered entities to make reasonable accommodation to develop employment opportunities for qualified persons with disabilities in two areas: + Facilities should be accessible to persons with disabilities + Position requirements may be adjusted to accommodate qualified persons with disabiliities |
| Define a qualified individual with a disability | A person who meets legitimate skills, experience, education, or other requirement of an employment position that s/he seeks; and who can perform the essential functions of the position with or without reasonable accommodation |
| What is undue hardship? | An accommodation that places an excessive burden on the employer |
| ADA Amendments Act of 2008 | Americans with Disabilities Act Amendments Act of 2008 |
| What is disability by ADAA Act? | A physical or mental impairment that causes substantial limitation to one or more major life activities for an individual, a record of impairment for an individual, or an individual who is regarded as being impaired |
| What is major life activity? | Major life activity is defined in two areas: general activities and major bodily functions * General activity examples: caring for oneself, performing manual tasks, seeing, hearing, eating, sleeping, breathing, learning, reading, concentrating, thinking, communicating, working *Major bodily function examples: Functions of the immune system, normal cell growth, and functions of the digestive, bowel, bladder, neurological, brain, respiratory, circulatory, endocrine, and reproductive system |
| Examples of mitigating measures | Medication, prosthetics, hearing aids, mobility devices, and others ** Ordinary glasses or contact lenses are not mitigating measures *** Mitigating measures may not be used to limit the definition of disability for an individual |
| CRA | Civil Rights Act |
| CRA limits for total punitive and compensatory damages 15-100 employees | Maximum damage award $50,000 |
| CRA limits for total punitive and compensatory damages 101-200 employees | Maximum damage award $100,000 |
| CRA limits for total punitive and compensatory damages 201-500 employees | Maximum damage award $200,000 |
| CRA limits for total punitive and compensatory damage award 500+ employees | Maximum damage award $300,000 |
| GINA | Genetic Information Nondiscrimination Act of 2008 |
| What does GINA do? | GINA prohibits employers form unlawfully discriminating against employees or their family members in any of the terms and conditions of employment included in Title VII. It is unlawful for employers to request, require, or purchase genetic information but does not penalize them for inadvertently obtaining the information. |
| Rehabilitation Act of 1973, Sections 501, 503, and 505 | This was enacted to expand the opportunities available for persons with physical or mental disabilities |
| VEVRAA | - Vietnam Era Veterans' Readjustment Assistance Act of 1974 - Requires employers with Federal contracts or subcontracts of $25,000 or more provide equal opportunity and affirmation action for Vietnam era veterans, special disable veterans, and veterans who served on active duty during a war |
| Define executive orders | Executive orders are presidential proclamations that, when published in the Federal Register, become law after 30 days |
| Who enforce executive orders? | OFCCP |
| Executive Order 11246 | Prohibits employment discrimination on the basis of race, creed, color, or national origin and requires affirmative steps being taken in advertising jobs, recruiting, employing, training, promotion, compensation, and terminating employees |
| Executive order 11375 | Amended EO 11246, expanded coverage for protected classes to include discrimination on the basis of sex |
| Executive order 11478 | Expanded the scope of EO 11246 by adding handicapped individuals and persons 40 years of age or older to the list of protected classes |
| Executive order 12138 | + Created National Women's Enterprise Policy + Required federal contractors and subcontractors to take affirmative steps to promote and support women's business enterprises |
| Executive order 13087 | Expanded coverage to include sexual orientation |
| Executive order 13152 | Added "status as parents" to the list of protected classes Protects those who must care for an "individual who is under the age of 18 or who is 18 or older but is incapable of self-care because of a physical or mental disability" |
| Executive order 13279 | Limited the impact of EO 11246 on faith-based and community providing social services as federal contractors or subcontractors |
| Two levels of compliance by EOs | 1. Contractors are required to take affirmative actions in employment actions, applies to contract totaling of $10,000 or more in a 12-month period 2. Contractors with 50 or more employees who have contracts of $50,000 or more; requires a written AAP be developed within 120 days from the origination of the contract with the OFCCP. |
| When does EEO-1 form have to be file? | On or befor September 30 of each year using employment data from any pay period during July, August, or September of that year |
| Who is required to file EEO-1? | Private employers with 100 or more employees Federal contractors or subcontractors with more than 50 employees |
| Who are exempted from filing EEO-1? | - State and local governments - Primary and secondary school systems - Institutions of higher education - Indian tribes - Tax-exempt private membership clubs (other than labor organization) |
| 7 reporting categories in EEO-1 | - Hispanic or Latino - White (not Hispanic or Latino) - Black or African-American (not Hispanic or Latino) - Native Hawaiian or Other Pacific Islander (not Hispanic or Latino) - Asian (not Hispanic or Latino) - American Indian or Alaska Native (not Hispanic or Latino) - Two or More Races ( not Hispanic or Latino) |
| Component of an AAP | 1. Organizational profile 2. Job group analysis 3. Placement of incumbents ability 4. Determination of availability 5. Comparison of incumbency to availability 6. Placement goals 7. Designation of the person responsible for implementation within the business 8. Identification of problem areas 9. Action-orientated programs 10. Periodic internal audits |
| Goals of strategic workforce planning | To ensure qualified employees are available when the organization needs them |
| Strategic workforce planning process | - Workforce goals and objectives that forecast the orgnization's future workforce needs - Job analysis and description that identifies the knowledge, skills, and abilities needed to meet the goals - Identification of qualified employees beginning with the organization's current workforce demographics - Translating the goals and objectives into tactical staffing plans to build the future workforce |
| What is the goal of reengineering? | To realign operations in a way that adds values to customers (it may mean eliminating jobs in some areas and adding jobs in others) |
| What is the goal of corporate restructuring? | To look at individual units in the organization to reduce or eliminate redundancy or bureaucratic processes to reduce costs and increase productions (reducing workforce or reassigning employees to new jobs) |
| What is the goal of mergers and acquisition? | To reduce labor costs as economies of scale allow jobs to be combined or eliminated |
| What is the goal of Divestitures? | To reduce the workforce of the divesting organization and, if appropriate, performing due diligence to determine whether to transfer employees to the new entity |
| What is the goal of offshoring/outsourcing? | To reduce workforce or transfer employees to other jobs |
| What does job analysis do? | To provide the foundation for identifying the knowledge, skills, and abilities needed to achieve specific results in an organization |
| What is the goal of job competencies? | To guide interviewers in formulating questions that elicit information beyond specific tasks and responsibilities assigned to a specific job |
| Three options for locating talent | 1. Internal transfer or promotion 2. External hires 3. Alternative staffing methods |
| What are alternative staffing methods? | 1. Telecommuting 2. Job sharing 3. Part-time employees 4. Internships 5. Temporary workers (Traditional arrangements, on-call workers, payrolling, seasonal workers) 6. Contract workers (independent contractors, contingent workforce) 7. Professional employer organization 8. Outsourcing |
| Three categories to determine whether an individual can be considered an independent contractor or an employee | 1. Behavioral controls (whether the organization has the right to direct and control tasks completed by the worker) 2. Financial controls (whether the organization controls the business aspects of the individual) 3. The type of relationships that exists between the parties |
| What is staffing needs analysis? | Identifies two key pieces of information: the work that needs to be done and how many people are needed to do it |
| What does labor market analysis look at? | 1. Economic Indicators 2. Industry Activity 3. Labor Market Categories (geographic, technical/professional skills, education) |
| What is sourcing candidates? | Sourcing provides names and contact information for potential candidates in the active and passive markets. |
| What is recruiting? | Recruiting is the process of creating interest about open positions in an organization and seeking candidates who possess the necessary qualifications to successfully fill them. |
| What are recruiting strategies? | 1.Employer Brands 2. Total Reward Packages |
| Two recruiting methods | 1. Internal Recruiting 2. External Recruiting |
| Internal recruiting methods | 1. Job postings 2. Job bidding |
| What is job bidding? | Job bidding provides a means by which interested employees express interest in a position before it’s available. |
| What is skills inventory? | col- lects information on special skills or knowledge, performance appraisals, fluency in foreign languages, educational qualifications, previous experience in or outside of the company, credentials or licenses that may be required, and any continuing education employees have obtained through training classes, seminars, or educational institutions. |
| What are external recruiting methods? | 1. Media Sources (newspaper, radio, TV) 2. Internet Job Boards and Community Sites 3. Social-Media Recruitment 4. Company Websites 5. Colleges and Universities 6. Job Fairs 7. Alumni Employees 8. Previous Applicants 9. Employee Referrals 10. Vendors and Suppliers 11. Labor Unions 12. Professional Associations 13. Employment Agencies 14. Walk-in Candidates |
| UGESP | Uniform Guidelines in Employee Selection Procedures |
| What are requirements for selection tools according to UGESP? | Any selection tool that has an adverse impact against a protected class is discriminatory unless the employer can show that the tool is both job-related and a valid predictor of success in the position. |
| When does an adverse impact occur? | An adverse impact occurs when the selection rate for a protected class is less than 4/5ths, or 80 percent, of the selection rate for the group with the highest selection rate. This is often referred to as the 4/5ths rule or the 80 percent rule. |
| What are screening tools? | 1. Resumes 2.Employment Applications 3. Screening Interviews |
| Types of application forms | 1. Short-Form Employment Application 2. Long-Form Employment Application 3. Job-Specific Employment Application 4. Weighted Employment Application |
| What is Weighted Employment Application? | The form is developed using the job description; aspects of the job that are more important for success are given higher weights than other, less critical requirements. Weighted applications tend to reduce bias in the screening process, but they’re expensive to maintain because they must be redesigned when- ever job requirements change. |
| What is the most common selection tool? | An in-depth interview conducted by hiring managers and others who know what the successful candidate will need to do in the position |
| Structures and steps for an effective interview process | 1. Select the Interview Team 2. Hold a Pre-interview Strategy Meeting 3. Complete Candidate Evaluation Forms 4. Conduct Interviews 5. Evaluate Candidates |
| Seven types of interviews | 1. Behavioral Interviews 2. Directive Interviews 3. Nondirective Interviews 4. Patterned Interviews 5. Panel Interviews 6. Structured Interviews 7. Stress Interviews |
| 15 types of interview biases | 1. Average/Central Tendency 2. Contrast 3. Cultural Noise 4. First Impression 5. Gut Feeling 6. Halo Effect 7. Harshness/Horn Effect 8. Knowledge-of-Predictor 9. Leniency 10. Negative Emphasis 11. Nonverbal Bias 12. Question Inconsistency 13. Recency 14. Similar-to-Me 15. Stereotyping |
| What is Realistic Job Preview? | A realistic job preview (RJP), designed to give candidates an accurate picture of a typical day on the job, provides an opportunity for them to self-select out if the job isn’t what they expected it would be. E.g. observing a current employee doing the job (as in a call center environment, for example), a simulated experience of the job, or a video presentation about the organization, work environment, and co-workers. A tour of the workplace is another way to provide candidates with an idea of what it would be like to work in the organization. |
| What is an In-Box Test? | An in-box test provides candidates with a number of documents describing problems that would typically be handled by an employee in the position, with instructions to prioritize the problems and/or decide how the problems should be handled. Candidates are evaluated on the appropri- ateness of their decisions as well as on the length of time it takes for them to complete the test. |
| What is Assessment center? | Assessment centers are characterized by multiple tests designed to measure different aspects of the job. Generally used to assess candidates for management potential and decision- making skills, they have been demonstrated to be valid predictors of success on the job. |
| Six candidate testing programs | 1 Aptitude Tests 2. Cognitive Ability Test (CAT) 3. Personality Test 4. Integrity Tests (honesty test) 5. Psychomotor Assessment Tests 6. Physical Assessment Tests |
| What are Aptitude Tests? | These tests are designed to measure an individual’s knowledge and ability to apply skills in various areas, such as mathematics, typing, language, and reasoning. Properly constructed aptitude tests have been shown to be valid predictors of job success. |
| What are Cognitive Ability Test (CAT)? | CATs measure an individual’s ability to analyze and solve problems and draw conclusions from a set of facts. They also measure an individual’s potential for learning, thinking, and remembering. |
| What are Psychomotor Assessment Tests ? | Psychomotor assessment tests an individual’s coordination and manual dexterity. |
| Two UGESP requirements about selection tests | 1. Reliability 2. Validity |
| What is reliability? | Reliability measures whether a test or other measurement produces consistent results so that, over time, the scores won’t vary greatly. Test reliability is enhanced by several factors, including wording instructions and test questions clearly. |
| What is validity? | Validity considers the characteristics being measured by a test and whether the test is mea- suring the characteristic accurately. |
| Three types of selection test validity | 1. Content validity 2. Construct validity 3. Criterion validity |
| What is content validity? | Content validity is the simplest of the three validation measures. Job analysis is a key element of the content-validity process, which confirms that a selection procedure samples significant parts of the job being tested. n other words, test items should be relevant to and measure directly important requirements and qualifications for the job. E.g. a typing test would be high validation support for a secretarial position, assuming much typing is required each day |
| What is construct validity? | Construct validity determines whether a test measures the connection between candidate characteristics and successful performance on the job. According to the DOL, construct validity is a method of testing that measures an applicant’s abstract future behaviors. |
| What is criterion validity? | A criterion is a trait or work behavior that is predicted by a test. Criterion validity is established when the test or measure either predicts or correlates the behavior. In other words, individuals who score high on the test tend to perform better on the job than those who score low on the test. |
| Two types of criterion validity | 1. Predictive Validity 2. Concurrent Validity |
| What is Predictive Validity ? | Predictive validity compares the test scores of a test given at the beginning of a job before new employees have experience to the same criterion collected at some future time. When the employees have had some experience (for example, 6 months or 1 year) with the job, the manager evaluates their performance. The original test scores are then measured against the criterion (the evaluation ratings), and the test is validated if they’re similar. |
| What is Concurrent Validity? | The assessment instrument and the criterion are measured at about the same time E.g. For example, an employment test may be administered to a group of workers and then the test scores can be correlated with the ratings of the workers' supervisors taken on the same day or in the same week. The resulting correlation would be a concurrent validity coefficient. This type of evidence might be used to support the use of the employment test for future selection of employees. |
| Concurrent validity # Predictive validity | the time at which two measures are administered |
| Five preemployment inquiries | 1. Reference checks 2. Criminal Record Checks 3. Polygraph Tests 4. Medical Examinations 5. Drug-Screening Tests |
| What is the purpose of Pre-employment Inquiries? | Pre-employment inquiries or background checks cover a range of activities designed to ensure that candidates who receive employment offers are who they represent themselves to be during the selection process. |
| FACT Act | Fair and Accurate Credit Transaction Act |
| FCRA | Fair Credit Reporting Act |
| Three types of reference checks | 1. Employment References 2. Educational References 3. Financial References (When required, financial references, generally provided by credit-reporting agencies, are subject to require- ments of the federal FCRA) |
| Who is consumer reporting agency (CRA)? | An individual, a business, or a nonprofit association that gathers information about individuals with the intent of supplying that information to a third party. |
| What is a consumer report? | A written document produced by a CRA containing information about an individual’s character, reputation, lifestyle, or credit history for use by an employer in determining that person’s suitability for employment |
| What is an investigative consumer report? | A written document produced by a CRA for the same purpose as a consumer report but is based on information gathered through personal interviews with friends, co-workers, employers, and others who are acquainted with the individual |
| What do Criminal Record Checks do? | Uncover information about substance abuse, violent behavior, and property crimes such as theft and embezzlement |
| EPPA | Employee Polygraph Protection Act |
| What does EPPA apply to? | The act applies to private employers but not federal, state, or local governments and is administered by the Wage and Hour Division of the DOL. |
| What is the fine for violation of the EPPA? | $10,000/employer |
| What are Medical Examinations allowed to be conducted? | Only after extending a job offer or conditional job offer if their purpose is job related and they’re required of all candidates. |
| When may Drug-Screening Tests be required by employers? | They may be required prior to extending an offer. |
| Standards clauses in an employment contract | 1. Terms and Conditions of Employment 2. Scope of Duties 3. Compensation 4. Benefits and Expense Reimbursements 5. Nondisclosure of Proprietary Information 6. Nonsolicitation Agreement 7. Advice of Counsel 8. Disability or Death 9. Termination Clause 10. Change of Control |
| INA | Immigration and Nationality Act |
| IRCA | Immigration Reform and Control Act (applied to businesses with four or more employees and made it illegal to knowingly hire or continue to employ individuals who weren’t legally authorized to work in the United States.) |
| How long is I-9 form required to maintain for? | IRCA requires employers to maintain I-9 files for 3 years from the date of hire or 1 year after the date of termination, whichever is later |
| Three types of allowable media to store I-9 forms | paper, microfilm, or microfiche |
| When is employer allowed to terminate an employee with a TNC? | Only when they receive a final nonconfirmation that an employer may terminate under E-Verify |
| How can an employer start using E-Verify? | An employer must first enroll their company, sign a Memorandum of Understanding (MOU) reviewing their obligations and acknowledging their understanding of the terms of enrollment, and commit to using E-Verify for every new employee at the affected hiring site. |
| What is Immigration Act of 1990 about? | 1. Require that a prevailing wage be paid to H-1B immigrants to ensure that U.S. citizens didn’t lose jobs to lower-paid immigrant workers. 2. Restricts to 65,000 annually the number of immigrants allowed under the H-1B category 3. Created additional categories for employment visas |
| H-1B | Specialty occupations, DOD workers, fashion models |
| H-1C | Nurses going to work for up to three years in health professional shortage areas |
| H-2A | Temporary agricultural worker |
| H-2B | Temporary worker: skilled and unskilled |
| H-3 | Trainee |
| J-1 | Visas for exchange visitors Visas for intracompany transfers |
| L-1A | Executive, managerial |
| L-1B | Specialized knowledge |
| L-2 | Spouse or child of L-1 |
| O-1 | Visas for Workers with Extraordinary Abilities (sciences, arts, education, business, or athletics) |
| P-1 | Visas for Individual or team athletes Entertainment groups |
| P-2 | Artists and entertainers in reciprocal exchange programs |
| P-3 | Artists and entertainers in culturally unique programs |
| R-1 | Religious workers |
| TN | Trade visas for Canadians and Mexicans |
| IIRIRA | Illegal Immigration Reform and Immigrant Responsibility Act |
| What did IIRIRA do? | Reduced the number and types of documents allowable to prove identity, employment eligibility, or both in the hiring process and established pilot programs for verification of employment eligibility. |
| What is on-boarding? | On-boarding refers to a system of organizational behaviors at the time of hire focused on the retention of new employees. It consists of both short-term and long-term behaviors that help to integrate employees into their new work environment. On-boarding programs exist to reduce the length of time it takes new employees to become productive team members. |
| Two types of organization exit | 1. Voluntary Exit Processes (resigning or retiring) 2. Involuntary Exit Processes (occur as the result of either performance problems or changing business needs) |
| What notices must be provided to departing employees? | COBRA & HIPPA notices |
| WARN Act | Worker Adjustment and Retraining Notification Act |
| Who does WARN Act provide protection to? | Workers in the event of mass layoffs or plant closings |
| Why does WARN require a advance notice of 60 days o either the individual workers or their union representatives? | To provide time for workers to obtain new employment or training before the loss of their jobs occurred. |
| Which agency administer WARN Act? | DOL |
| Which employers are subject to WARN Act? | - Employers with 100 or more full-time employees - Employers with 100 or more full- and part-time employees who work in the aggregate 4,000 hours or more per week |
| What is a mass-layoff under WARN Act? | A mass layoff occurs when either 500 employees are laid off or 33 percent of the workforce and at least 50 employees are laid off. |
| What is a plant closing under WARN Act? | When 50 or more full-time employees lose their jobs because a single facility shuts down, either permanently or temporarily. |
| Three situations in which 60-day notice is not required under WARN Act | 1. The faltering company exception 2. The unforeseeable business circumstance exception 3. The natural disaster exception |
| When does the faltering company exemption apply? | Only to plant closures in situations where the company is actively seeking additional funding and has a reasonable expectation that it will be forthcoming in an amount sufficient to preclude the layoff or closure and that giving the notice would negatively affect the ability of the company to obtain the funding |
| When does the unforeseeable business circumstance exception apply? | Applies to plant closings and mass layoffs and occurs when circumstances take a sudden and unexpected negative change that couldn’t have reasonably been predicted, such as the cancellation of a major contract without previous warning. |
| When does the natural disaster exception apply? | Applies to both plant closings and mass layoffs occurring as the result of a natural disaster, such as a flood, an earthquake, or a fire |
| Severance | Offering a severance package to departing employees helps ease the shock of unemployment. Severance packages must be consistent, based on a rationale that ensures equity to all departing employees. Severance amounts can be based on seniority, employee classes, or some combination of the two. |
| Outplacement services | Are used to transition employees who are leaving the company, most often as the result of a downsizing or layoff. |
| WIA | Workforce Investment Act |
| TAA Act | Trade Adjustment and Assistance Act |
| Two federal programs provide training or retraining displaced workers | 1. Workforce Investment Act 2. Trade Adjustment and Assistance Act |
| Three goals of WIA | 1. Improve workforce quality 2. Enhance national productivity and competitive ability 3. Reduce reliance on welfare |
| Eligibility for the TAA | A group of three or more workers to submit an application to the DOL Division of Trade Adjustment Assistance (DTAA) and must meet with requirements of: 1. Workers must have been laid off or had their hours and pay reduced by 20 percent or more. 2. The employer’s sales and/or production levels must have declined. 3. The loss of jobs must be due in large part to increased imports. |
| If get approved under TAA, what training/benefits will eligible workers get? | 1. Up to 104 weeks of training 2. Trade readjustment allowances (TRAs) for up to 52 weeks of training after unemployment benefits are exhausted 3. Reimbursement of job- search expenses 4. Relocation allowances |
| Life cycle of record management | 1. Establishing the Policy 2. Proper Disposal 3. Electronic Storage |
| What does the Civil Rights of 1964 require about employee record retention? | - Applies to employers with at least 15 employees - Retain applications and other personnel records for 1 year from making the records or taking the personnel actions. |
| What is FTC's requirement for destruction of consumer information? | - Burn, pulverize, or shred papers containing consumer report information so that the information cannot be read or reconstructed; - Destroy or erase electronic files or media containing consumer report information so that the information cannot be read or reconstructed; - Conduct due diligence and hire a document destruction contractor to dispose of material specifically identified as consumer report information consistent with the Rule... |
| Two metrics for measuring results in workforce planning and employment | 1. Business Impact Measures 2. Tactical Accountability Measures |
| Six metrics for Tactical Accountability Measures | 1. Accession Rate 2. Quality of Hire 3. Cost per Hire 4. Time to Hire 5. Replacement Cost 6. Turnover Analysis |
| What does Accession Rate measure? | The accession rate measures the number of new employees against the total number of employees. This measurement is useful for determining the types of HR programs needed to manage and support the workforce. Accession rate is calculated by dividing the total number of new employees by the number of employees at the end of the previous measurement period. |
| How is cost per hire calculated? | By dividing the total costs by the number of hires for the measurement period |
| How is turnover rate calculated? | By dividing the average number of total employees for the measurement period by the number of employees who exited the organization |
| Five protected classes originally defined by title VII | 1. Race 2. Color 3. Religion 4. National origin 5. Sex |
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