aPHRi Associate Professional in Human Resources - International Questions and Answers

 Purpose of a Background Check:

Background checks verify a candidate’s personal and professional records, ensuring their qualifications, employment history, and criminal records (if applicable) meet organizational standards.

 Why Background Check is Correct:

This process confirms the accuracy of the information provided by the candidate and minimizes risks to the organization.

 Eliminating Incorrect Options:

A. Resume screening: Involves reviewing resumes to shortlist candidates but does not confirm records.

C. Behavioral interview: Evaluates behavioral traits, not factual records.

D. Employment investigation: This term is less commonly used and may imply a deeper, often internal, investigation.

 International HR References:

FCRA (U.S.): Provides guidelines on conducting lawful background checks.

A contingent search occurs when an organization pays a staffing agency only after successfully filling a position. This type of search is often used for single job placements or specific hiring needs.

Explanation of Other Options:

B. Online search: Refers to job postings or online recruitment efforts.

C. Retained search: Involves an upfront fee for exclusive recruitment services, not tied to filling a single position.

D. Reference search: Focuses on verifying candidate credentials, unrelated to agency hiring.

 Key Elements in an Employee Handbook:

An employee handbook provides essential policies, procedures, and expectations, including equal employment practices to ensure compliance with legal and ethical standards.

 Why Equal Employment Practices are Correct:

Including equal employment policies ensures transparency, fairness, and compliance with anti-discrimination laws.

 Eliminating Incorrect Options:

A. Job specification: This is part of job descriptions, not employee handbooks.

B. Employment contract: Typically a separate legal document, not part of the handbook.

D. Key performance indicators (KPIs): Related to performance management, not policy handbooks.

 International HR References:

Title VII of the Civil Rights Act (U.S.): Requires equal opportunity practices in the workplace.

ILO Discrimination (Employment and Occupation) Convention: Promotes equal treatment and non-discrimination.

Formula to Calculate Annual Turnover Rate:

Turnover Rate=(Number of Employees Who LeftAverage Number of Employees)×100\text{Turnover Rate} = \left( \frac{\text{Number of Employees Who Left}}{\text{Average Number of Employees}} \right) \times 100Turnover Rate=(Average Number of EmployeesNumber of Employees Who Left​)×100

Applying the Values:

Number of employees who left: 8

Average number of employees: 50

Turnover Rate=(850)×100=16%\text{Turnover Rate} = \left( \frac{8}{50} \right) \times 100 = 16\%Turnover Rate=(508​)×100=16%

Final Answer:

16%

International HR References:

SHRM Turnover Metrics Guidelines: Provides standardized formulas for turnover calculations.

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 Definition of Learning Management System (LMS):

An LMS is a platform used by organizations to manage, deliver, and track training and development programs.

 Why Tracking Employee Development is Correct:

The primary purpose of an LMS is to facilitate and monitor employee training, ensuring that skill development aligns with organizational goals.

 Eliminating Incorrect Options:

A. Verify employment eligibility: This is handled through I-9 verification or equivalent processes, not an LMS.

C. Record employee performance: Performance is typically tracked through performance management systems, not an LMS.

D. Check employment reference: This is part of recruitment, unrelated to an LMS.

 International HR References:

ISO 30401: Provides guidelines for knowledge management systems, including LMS.

 Definition of Contingent Employees:

Contingent employees include temporary workers, independent contractors, and on-call workers who are not part of an organization’s permanent workforce.

 Why Contingent Employees is Correct:

These workers are hired to address short-term or specific needs and often lack traditional employment benefits such as healthcare or job security.

 Eliminating Incorrect Options:

A. Diversity management: Focuses on fostering inclusivity and equity, not employment types.

C. Flexible work programs: Refers to alternative work arrangements (e.g., telecommuting, flex-time).

D. Part-time employment: Part-time workers are a subset of employees, not synonymous with contingent employees.

 International HR References:

ILO Non-Standard Employment Reports: Addresses contingent workforce practices.

Cost per hire is calculated as:

Cost per hire=Total recruitment costsNumber of hires\text{Cost per hire} = \frac{\text{Total recruitment costs}}{\text{Number of hires}}Cost per hire=Number of hiresTotal recruitment costs​

Given:

Total costs = 400 + 700 + 800 = 1,900

Number of hires = 10

Cost per hire=1,90010=190\text{Cost per hire} = \frac{1,900}{10} = 190Cost per hire=101,900​=190

SHRM - Strategic Planning Guidelines

CIPD - Compensation Management Best Practices

ILO - Effective Training Methods

Recruitment Metrics - Cost Per Hire Calculations

References:

 Primary Role in Onboarding:

The line manager is directly responsible for integrating new employees into their roles, teams, and workflows. They provide role-specific guidance, set expectations, and ensure the new hire has the tools and support needed to succeed.

 Why Line Manager is Correct:

Onboarding is most effective when the line manager takes ownership, as they have direct insights into the job responsibilities and team dynamics.

 Eliminating Incorrect Options:

A. HR manager: Facilitates the onboarding framework but is not primarily responsible for day-to-day integration.

C. Administration manager: Typically handles logistical aspects, not employee integration or engagement.

 International HR References:

SHRM Onboarding Essentials: Emphasizes the role of line managers in onboarding.

ISO 30414: Highlights onboarding as a collaborative process with line managers playing a key role.

Comprehensive Detailed Explanation:

Succession planning: Developing a membership program supports identifying and nurturing talent for future leadership roles.

Career development: Membership programs often provide resources and opportunities to enhance employees’ skills and advance their careers.

Explanation of Other Options:

A. Performance appraisals: Focuses on evaluation, not membership programs.

C. Reward and discipline: Membership programs are not related to managing behavior.

E. Reduce absenteeism: Indirectly impacted but not the primary goal.

 Importance of Initial Screening of Applications:

The initial screening process is crucial for identifying candidates who meet the basic requirements of the job. This ensures that only qualified candidates proceed to later stages, saving time and resources.

 Why Employment History is Key:

C. Employment history provides insight into a candidate's work experience, tenure, career progression, and relevance of their past roles to the current job.

It helps identify patterns such as frequent job changes, gaps in employment, or inconsistencies in their career trajectory that may need further investigation.

Employment history also allows employers to align candidate experience with job requirements, ensuring a better fit.

 Eliminating Incorrect Options:

A. Health status: Considering a candidate's health status at the initial screening is inappropriate and could violate anti-discrimination laws such as the Americans with Disabilities Act (ADA) or equivalent international regulations.

B. Reference checks: Reference checks are typically conducted later in the hiring process, not during the initial screening.

D. Salary expectations: While relevant at some stage, salary expectations are usually addressed during interviews or negotiation phases, not during initial screening.

 International HR References:

Title VII of the Civil Rights Act (U.S.): Prohibits discrimination based on protected characteristics during hiring.

Equality Act 2010 (UK): Protects candidates from discrimination in employment processes.

Compensation surveys are designed to:

Collect data on salaries, benefits, and other compensation components across similar organizations or industries.

Help organizations compare and align their pay structures with competitors to remain competitive in attracting and retaining talent.

Explanation of Other Options:

B. Identify hiring trends: Typically analyzed through labor market studies, not compensation surveys.

C. Calculate ROI: Involves financial performance metrics, unrelated to compensation surveys.

D. Review benefits programs: May be included in surveys but is not the primary purpose.

SHRM - Employee Termination Best Practices

CIPD - Compensation and Benefits Analysis

ILO - Guidelines for Termination

McKinsey - Employee Skill Development Trends

References:

 Definition of Performance Appraisal:

Performance appraisal is a systematic process where employee performance is evaluated against pre-established expectations, such as goals, competencies, and job responsibilities.

 Why Performance Appraisal is Correct:

It provides a structured approach to assess results, offer feedback, and identify areas for improvement or recognition. This process directly compares outcomes to expectations.

 Eliminating Incorrect Options:

A. Gap analysis: Focuses on identifying gaps between current and desired performance at an organizational or process level.

B. Job analysis: Analyzes job duties, not employee performance.

D. Multirotor feedback: Refers to a feedback process involving multiple sources but does not inherently evaluate results against expectations.

 International HR References:

ISO 30414: Encourages structured performance evaluation systems.

SHRM Performance Management Resources: Best practices for appraisals.

Business stakeholders include any group or individual who is impacted by or has an interest in the operations and success of an organization. This includes investors, customers, employees, partners, and regulators.

Explanation of Other Options:

A. Human capital: Refers specifically to the workforce and their value.

B. External advisers: Narrower category, not encompassing all stakeholders.

D. Organization shareholders: Refers only to owners or investors, not the broader stakeholder group.

Online Training:

Provides employees with access to updated skills and knowledge aligned with business trends.

Scalable and customizable to individual and organizational needs.

Knowledge Sharing:

Encourages collaboration and dissemination of industry trends and innovations among employees, ensuring continuous learning and adaptability.

Explanation of Other Options:

A. Team bonding: Improves teamwork but does not address skill relevance.

C. Career planning: Focuses on long-term growth rather than immediate skill relevance.

D. Salary increases: Motivates employees but does not ensure skill improvement.

Employer Responsibility in Health and Safety Training:Employers have a legal and ethical duty to ensure the health and safety of their employees. This includes scheduling, organizing, and funding health and safety training programs as part of their obligations under various workplace safety laws and regulations globally.

Global Legal Frameworks and Obligations:

Occupational Safety and Health Administration (OSHA) - United States:The employer is required to provide health and safety training under OSHA's General Duty Clause (Section 5(a)(1)). This mandates employers to furnish a workplace free from recognized hazards and to provide adequate training on safety procedures.

Health and Safety at Work Act (1974) - United Kingdom:Employers must ensure that their employees receive training and supervision to perform their work safely (Section 2). This explicitly puts the responsibility for scheduling and managing training on employers.

International Labour Organization (ILO) Standards:The ILO's Occupational Safety and Health Convention, 1981 (No. 155) emphasizes that employers are responsible for organizing ongoing training to ensure a safe working environment.

Role of Other Parties:

B. Regulatory Body:Regulatory bodies (e.g., OSHA, HSE) provide guidelines, compliance standards, and sometimes offer resources or inspections, but they do not schedule training for organizations. Their role is supervisory and advisory.

C. Safety Consultant:Safety consultants may assist in designing or delivering training programs, but they act as external advisors. The responsibility for scheduling rests with the employer.

D. Independent Auditor:Independent auditors evaluate compliance with safety standards and may recommend training. However, they are not involved in planning or scheduling training programs.

Best Practices for Employers:Employers must:

Conduct a needs analysis to identify specific training requirements based on industry risks.

Develop a training calendar and ensure sessions are scheduled for all employees, including new hires and those requiring refresher training.

Keep documentation of training provided to comply with legal requirements and audits.

Occupational Safety and Health Administration (OSHA), United States: OSHA Training Requirements

Health and Safety Executive (HSE), United Kingdom: HSE Legal Duties

International Labour Organization (ILO): ILO C155 - Occupational Safety and Health Convention

Canadian Centre for Occupational Health and Safety (CCOHS): Employer Responsibilities in Training

References:==========

they provide access to networks of industry professionals who may not be actively job-hunting but are engaged in their fields.

This repeats Question No. 63, and the same reasoning applies.

SHRM - Performance Appraisal Biases

WorldatWork - Short-term vs. Long-term Incentive Plans

Harvard Business Review - Sourcing Passive Talent Strategies

References:

When an employee willingly leaves an organization, it is referred to as a resignation. The employee voluntarily informs the organization of their intent to leave, typically providing a notice period.

Explanation of Other Options:

A. Layout: Incorrect term, likely a typo for "layoff," which is involuntary.

C. Separation: A broader term that can include voluntary and involuntary departures.

D. Termination: Implies the organization initiated the employee's departure.

SHRM - Candidate Selection Guidelines

CIPD - Stakeholder Analysis and Definitions

ILO - Job Competencies Framework

Harvard Business Review - Resignation Best Practices and Management

References:

A compensation philosophy serves as the foundation for designing and administering a pay system. It defines the organization's stance on pay competitiveness, equity, and structure relative to the market.

Explanation of Other Options:

A. Corporate budget strategy: Guides overall financial planning, not specific to pay systems.

B. Accounting policy: Focuses on financial reporting and compliance, unrelated to pay system design.

D. Sales incentive strategy: Targets specific performance bonuses, not the entire pay system.

A market-based job evaluation assesses salary levels by comparing them to external market factors, such as industry salary surveys, to ensure competitive compensation. This approach aligns an organization’s pay practices with external market standards.

Explanation of Other Options:

A. Ranking: Compares jobs internally within an organization.

B. Pay grade: Groups jobs into pay bands but doesn't assess external market factors.

D. Content-based: Focuses on job responsibilities and skills rather than external factors.

Professional associations are one of the most common ways to source passive job candidates, as they often house directories, forums, and networking opportunities for experienced professionals who are not actively seeking jobs but are open to discussions.

Why Professional Associations (A) is Correct:

Professional associations are one of the most effective ways to source passive candidates, as they are typically composed of individuals who are already employed and engaged in their respective industries or professions. These associations provide networking opportunities, industry events, and specialized job boards where recruiters can identify and connect with high-caliber talent who may not be actively looking for new roles.

 Purpose of Disciplinary Procedures:

Employee disciplinary procedures aim to correct inappropriate behavior, ensure accountability, and promote adherence to workplace policies.

 Why Correcting Behavior is Correct:

The goal is not punitive but rehabilitative, helping employees align their actions with organizational expectations.

 Eliminating Incorrect Options:

B. Punish the employee: Modern HR practices focus on improvement, not punishment.

C. Develop the employee: Development is a broader concept linked to training, not discipline.

D. Clarify policies: While policies may be reinforced, the primary focus is correcting behavior.

 International HR References:

ACAS Code of Practice (UK): Emphasizes corrective measures in disciplinary actions.

Downsizing is a short-term solution used to immediately reduce overhead costs by eliminating positions. However, it often negatively impacts employee morale due to job insecurity and loss of colleagues.

Explanation of Other Options:

B. Hiring freeze: Prevents new hires but doesn’t reduce existing costs.

C. Restructuring: Focuses on long-term operational improvements, not immediate cost reduction.

 Definition of Short-Term Incentive:

Short-term incentives are rewards given for outstanding performance within a specific period, such as bonuses, commissions, or other financial rewards.

 Why Short-Term Incentive is Correct:

It directly acknowledges and rewards top performance, motivating employees to maintain high standards.

 Eliminating Incorrect Options:

A. Long service incentive: Recognizes tenure, not performance.

C. Guaranteed annual bonus: Is not tied to performance but often contractual.

D. Pension contributions: Are long-term benefits unrelated to performance recognition.

 International HR References:

SHRM Compensation Guidelines: Discusses short-term incentives for rewarding exceptional performance.

The manager should first gather information to understand the context, as there could be legitimate reasons (e.g., a break or health issue) for the employee’s behavior. HRCI advises that managers should investigate and understand the full context before making any disciplinary decisions.