The document discusses various topics related to applicant testing and selection for hiring employees. It provides guidelines for establishing a valid testing program, including using tests as supplements, validating tests, monitoring the program, keeping accurate records, and revalidating periodically. It also discusses different types of tests that can be used, such as cognitive, physical ability, personality, and criminal background checks. The document emphasizes the importance of ensuring tests are job-related, administered properly, and do not discriminate based on protected characteristics such as race or disability.
Criminal Background Checks in the Hiring Process: The Escalating Risks CT
Employers’ use of criminal background checks in the hiring process is creating growing exposure to liability on several fronts. The Equal Employment Opportunity Commission (EEOC) is pursuing the issue aggressively as a centerpiece of its enforcement initiatives, asserting that the practice has a disparate impact on minority applicants, which violates Title VII of the Civil Rights Act of 1964.
Through our tenure as the leader in business and legal compliance, CT has amassed an unsurpassed wealth of knowledge. We share this institutional expertise with you with our live seminars and webinars.
Recruitment, Definition of Recruitment,Internal & External Recruitment Advantages & Disadvantages, Stages of Recruitment
References:
Payos, Ranulfo P., LLB, FPM (2010). Human Resource Management. Manila, Philippines: Rex Bookstore Inc. ISBN 978-971-23-5643-8
Heneman III, Herbert.; Judge, Timothy A (2005). Staffing Organizations. USA: McGraw-Hill. ISBN 0072987227.
Criminal Background Checks in the Hiring Process: The Escalating Risks CT
Employers’ use of criminal background checks in the hiring process is creating growing exposure to liability on several fronts. The Equal Employment Opportunity Commission (EEOC) is pursuing the issue aggressively as a centerpiece of its enforcement initiatives, asserting that the practice has a disparate impact on minority applicants, which violates Title VII of the Civil Rights Act of 1964.
Through our tenure as the leader in business and legal compliance, CT has amassed an unsurpassed wealth of knowledge. We share this institutional expertise with you with our live seminars and webinars.
Recruitment, Definition of Recruitment,Internal & External Recruitment Advantages & Disadvantages, Stages of Recruitment
References:
Payos, Ranulfo P., LLB, FPM (2010). Human Resource Management. Manila, Philippines: Rex Bookstore Inc. ISBN 978-971-23-5643-8
Heneman III, Herbert.; Judge, Timothy A (2005). Staffing Organizations. USA: McGraw-Hill. ISBN 0072987227.
The Selection Processinitial screening.docxssusera34210
The Selection Process
initial screening
completed application
employment test
comprehensive interview
conditional
job offer
medical/physical examination
(conditional job offer made)
permanent
job offer
reject applicant
background examination
if required
Passed
Passed
Able to perform essential elements of the job
Passed
Passed
Passed
Problems encountered
Failed to impress interviewer and/or
meet job expectations
Failed test
Failed to complete application or
failed job specifications
Failed to meet minimum qualifications
Unfit to do essential
elements of job
The selection process typically consists of eight steps.
The Selection Process
initial screening
interview
weeding out of applicants who don’t meet general job requirements
screening interviews help candidates decide if position is suitable
Job description information is shared
along with a salary range.
The Selection Process
completing
the application
Gives a job-performance-related synopsis of what applicants have been doing, their skills and accomplishments.
Legal considerations
1. omit items that are not job-related; e.g., sex, religion
2. includes statement giving employer the right to
dismiss an employee for falsifying information
3. asks for permission to check work references
4. typically includes “employment-at-will” statement
The Selection Process
Weighted application forms
individual pieces of information are validated against performance and turnover measures and given appropriate weights
data must be collected for each job to determine how well a particular item (e.g., years of schooling, tenure on last job) predicts success on target job
completing
the application
The Selection Process
information collected on application forms can be highly predictive of successful job performance
forms must be validated and continuously reviewed and updated
data should be verified through background investigations
completing
the application
The Selection Process
performance simulation tests require applicants to engage in job behaviors necessary for doing the job successfully
work sampling uses job analysis to develop a miniature replica of the job so the applicant can demonstrate his/her skills
assessment centers give tests and exercises, (individual and group), to assess managerial potential or other complex skills
Selection practices must be adapted to cultures
and regulations of the host country.
pre-employment testing
The Selection Process
assesses motivation, values, ability to work under pressure, attitude, ability to fit in
can be traditional, panel, or situational
especially useful for high-turnover jobs and less routine ones
comprehensive
interviews
The interview is only as effective as those conducting it.
The Selection Process
impression management, (applicant’s desire to project the “right” image), may skew interview results
Interviewer bias, created by reviewing materials such as the resume, application, or te ...
Human Resources Managers or Officers are required to carry out all necessary employment test on applicants before there are offered the job position applied for to ensure the organisation knows their capabilities before coming on-board to work as part of the organisations team.
Note: If this publication all links are dead, but you need to download files from this publication, please send me a private message and I'll try to help you or emai to info@presslounge.vn for supporting
Disclaimer: We do not encourage illegal activity. References to a content protected by the copyright law, are given exclusively in the fact-finding purposes. If you liked the program, music or the book – buy it.
Assessment Booklet
CHCLEG003
Manage legal and ethical compliance
HLTWHS004
Manage work health and safety
Student Name:
Student Number: _________________________
Intake Date: _____________________________
CHCLEG003 - Manage legal and ethical compliance
HLTWHS004 - Manage work health and safety
Version: 1.0 Page 2 of 77
Created: April 2021 Last Reviewed: April 2021
Central Australian Institute of Technology Pty Ltd | CRICOS: 03217C |TOID: 22302
ASSESSMENT COMPETENCY RECORD
This form is to be completed by the assessor and used as the final record of the student competence in these discipline. All
student submissions including any associated documents and checklists are to be attached to this cover sheet before placing on
the students file.
Student results are not to be entered onto the Student Database unless all relevant paperwork is completed and attached to this
form.
Student ID Final Assessment Submission Date:
Student Name
Assessor Declaration
In completing this assessment, it is confirmed that the participant has demonstrated all unit outcomes through consistent and
repeated application of skills with competent performance.
Evidence is confirmed as: ❑ Valid ❑ Sufficient ❑ Current ❑ Authentic
Please attach the following documentation to this form Result
FINAL ASSESSMENT
RESULT:
❑ Competent (C)
❑ Not Yet Competent
(NYC)
Assessment Task 1 ❑ Case Study S / NS
Assessment Task 2 ❑ Case Study S / NS
Assessment Task 3 ❑ Case Study S / NS
Assessment Task 4 ❑ Additional Case Studies S / NS
Assessment Task 5 ❑ Written/Oral Questions S / NS
Attempt Date Assessor’s feedback (as required):
1
2
3
Final Feedback:
DO NOT SIGN BELOW UNTIL FINAL ASSESSMENTS RESULT IS GRANTED BY THE ASSESSOR.
Assessor: I declare that I have conducted a fair, valid, reliable and flexible
assessment with this student, and I have provided appropriate feedback.
Signature: _______________________
Name:__________________________
Date: ____/_____/_____
Student: I declare that I accept the assessment competency outcome and
consider the feedback of my assessor positively. I also declare that the work
submitted is my own, and has not been copied or plagiarised from any person or
source.
Signature: ______________________
Date: ____/_____/_____
Administrative use only:
Entered into Student
Management Database
❑ Signature/Initial ________________ Date: ________________
CHCLEG003 - Manage legal and ethical compliance
HLTWHS004 - Manage work health and safety
Version: 1.0 Page 3 of 77
Created: April 2021 Last Reviewed: April 2021
Central Australian Institute of Technology Pty Ltd | CRICOS: 03217C |TOID: 22302
Unit Code/Name CHCLEG003 Manage legal and ethical compliance
Pre-requisites N/A
Co-requisites N/A
Unit Summary
This unit describes the skills and knowledge required to research information about compliance and
ethical .
Is that seemingly qualified, trustworthy individual you want to hire really safe to hire? Can you really know for sure? Companies use background checks to inform and improve the quality of their hiring decisions. However, many are unsure exactly how to evaluate the results of a background check report, especially how to handle a “negative” background check.
The Selection Processinitial screening.docxssusera34210
The Selection Process
initial screening
completed application
employment test
comprehensive interview
conditional
job offer
medical/physical examination
(conditional job offer made)
permanent
job offer
reject applicant
background examination
if required
Passed
Passed
Able to perform essential elements of the job
Passed
Passed
Passed
Problems encountered
Failed to impress interviewer and/or
meet job expectations
Failed test
Failed to complete application or
failed job specifications
Failed to meet minimum qualifications
Unfit to do essential
elements of job
The selection process typically consists of eight steps.
The Selection Process
initial screening
interview
weeding out of applicants who don’t meet general job requirements
screening interviews help candidates decide if position is suitable
Job description information is shared
along with a salary range.
The Selection Process
completing
the application
Gives a job-performance-related synopsis of what applicants have been doing, their skills and accomplishments.
Legal considerations
1. omit items that are not job-related; e.g., sex, religion
2. includes statement giving employer the right to
dismiss an employee for falsifying information
3. asks for permission to check work references
4. typically includes “employment-at-will” statement
The Selection Process
Weighted application forms
individual pieces of information are validated against performance and turnover measures and given appropriate weights
data must be collected for each job to determine how well a particular item (e.g., years of schooling, tenure on last job) predicts success on target job
completing
the application
The Selection Process
information collected on application forms can be highly predictive of successful job performance
forms must be validated and continuously reviewed and updated
data should be verified through background investigations
completing
the application
The Selection Process
performance simulation tests require applicants to engage in job behaviors necessary for doing the job successfully
work sampling uses job analysis to develop a miniature replica of the job so the applicant can demonstrate his/her skills
assessment centers give tests and exercises, (individual and group), to assess managerial potential or other complex skills
Selection practices must be adapted to cultures
and regulations of the host country.
pre-employment testing
The Selection Process
assesses motivation, values, ability to work under pressure, attitude, ability to fit in
can be traditional, panel, or situational
especially useful for high-turnover jobs and less routine ones
comprehensive
interviews
The interview is only as effective as those conducting it.
The Selection Process
impression management, (applicant’s desire to project the “right” image), may skew interview results
Interviewer bias, created by reviewing materials such as the resume, application, or te ...
Human Resources Managers or Officers are required to carry out all necessary employment test on applicants before there are offered the job position applied for to ensure the organisation knows their capabilities before coming on-board to work as part of the organisations team.
Note: If this publication all links are dead, but you need to download files from this publication, please send me a private message and I'll try to help you or emai to info@presslounge.vn for supporting
Disclaimer: We do not encourage illegal activity. References to a content protected by the copyright law, are given exclusively in the fact-finding purposes. If you liked the program, music or the book – buy it.
Assessment Booklet
CHCLEG003
Manage legal and ethical compliance
HLTWHS004
Manage work health and safety
Student Name:
Student Number: _________________________
Intake Date: _____________________________
CHCLEG003 - Manage legal and ethical compliance
HLTWHS004 - Manage work health and safety
Version: 1.0 Page 2 of 77
Created: April 2021 Last Reviewed: April 2021
Central Australian Institute of Technology Pty Ltd | CRICOS: 03217C |TOID: 22302
ASSESSMENT COMPETENCY RECORD
This form is to be completed by the assessor and used as the final record of the student competence in these discipline. All
student submissions including any associated documents and checklists are to be attached to this cover sheet before placing on
the students file.
Student results are not to be entered onto the Student Database unless all relevant paperwork is completed and attached to this
form.
Student ID Final Assessment Submission Date:
Student Name
Assessor Declaration
In completing this assessment, it is confirmed that the participant has demonstrated all unit outcomes through consistent and
repeated application of skills with competent performance.
Evidence is confirmed as: ❑ Valid ❑ Sufficient ❑ Current ❑ Authentic
Please attach the following documentation to this form Result
FINAL ASSESSMENT
RESULT:
❑ Competent (C)
❑ Not Yet Competent
(NYC)
Assessment Task 1 ❑ Case Study S / NS
Assessment Task 2 ❑ Case Study S / NS
Assessment Task 3 ❑ Case Study S / NS
Assessment Task 4 ❑ Additional Case Studies S / NS
Assessment Task 5 ❑ Written/Oral Questions S / NS
Attempt Date Assessor’s feedback (as required):
1
2
3
Final Feedback:
DO NOT SIGN BELOW UNTIL FINAL ASSESSMENTS RESULT IS GRANTED BY THE ASSESSOR.
Assessor: I declare that I have conducted a fair, valid, reliable and flexible
assessment with this student, and I have provided appropriate feedback.
Signature: _______________________
Name:__________________________
Date: ____/_____/_____
Student: I declare that I accept the assessment competency outcome and
consider the feedback of my assessor positively. I also declare that the work
submitted is my own, and has not been copied or plagiarised from any person or
source.
Signature: ______________________
Date: ____/_____/_____
Administrative use only:
Entered into Student
Management Database
❑ Signature/Initial ________________ Date: ________________
CHCLEG003 - Manage legal and ethical compliance
HLTWHS004 - Manage work health and safety
Version: 1.0 Page 3 of 77
Created: April 2021 Last Reviewed: April 2021
Central Australian Institute of Technology Pty Ltd | CRICOS: 03217C |TOID: 22302
Unit Code/Name CHCLEG003 Manage legal and ethical compliance
Pre-requisites N/A
Co-requisites N/A
Unit Summary
This unit describes the skills and knowledge required to research information about compliance and
ethical .
Is that seemingly qualified, trustworthy individual you want to hire really safe to hire? Can you really know for sure? Companies use background checks to inform and improve the quality of their hiring decisions. However, many are unsure exactly how to evaluate the results of a background check report, especially how to handle a “negative” background check.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Safalta Digital marketing institute in Noida, provide complete applications that encompass a huge range of virtual advertising and marketing additives, which includes search engine optimization, virtual communication advertising, pay-per-click on marketing, content material advertising, internet analytics, and greater. These university courses are designed for students who possess a comprehensive understanding of virtual marketing strategies and attributes.Safalta Digital Marketing Institute in Noida is a first choice for young individuals or students who are looking to start their careers in the field of digital advertising. The institute gives specialized courses designed and certification.
for beginners, providing thorough training in areas such as SEO, digital communication marketing, and PPC training in Noida. After finishing the program, students receive the certifications recognised by top different universitie, setting a strong foundation for a successful career in digital marketing.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
5. *The importance of selecting the right employees
*Organizational performance always depends in
part on subordinates having the right skills and
attributes.
*Recruiting and hiring employees is costly.
*The legal implications of incompetent hiring
*The liability of negligent hiring of workers with
questionable backgrounds
6. * Carefully scrutinize information supplied by the applicant on his or
her employment application.
* Get the applicant’s written authorization for reference checks, and
carefully check references.
* Save all records and information you obtain about the applicant.
* Reject applicants who make false statements of material facts or
who have conviction records for offenses directly related and
important to the job in question.
* Balance the applicant’s privacy rights with others’ “need to know,”
especially when you discover damaging information.
* Take immediate disciplinary action if problems arise.
7. *Reliability
*The consistency of scores obtained by the same person
when retested with the identical or equivalent tests.
*Are the test results stable over time?
*Test validity
*The accuracy with which a test, interview, and so on
measures what it purports to measure or fulfills the
function it was designed to fill.
*Does the test actually measure what we need for it to
measure?
8. 1. Use tests as supplements.
2. Validate the tests.
3. Monitor your testing/selection program
4. Keep accurate records.
5. Use a certified psychologist.
6. Manage test conditions.
7. Revalidate periodically.
Testing Program Guidelines
9. * Cognitive tests assess reasoning, memory, perceptual speed and accuracy, and
skills in arithmetic and reading comprehension, as well as knowledge of a
particular function or job;
* Physical ability tests measure the physical ability to perform a particular task or
the strength of specific muscle groups, as well as strength and stamina in
general;
* Sample job tasks (e.g., performance tests, simulations, work samples, and
realistic job previews) assess performance and aptitude on particular tasks;
* Medical inquiries and physical examinations, including psychological
tests, assess physical or mental health;
* Personality tests and integrity tests assess the degree to which a person has
certain traits or dispositions (e.g., dependability, cooperativeness, safety) or
aim to predict the likelihood that a person will engage in certain conduct
(e.g., theft, absenteeism);
* Criminal background checks provide information on arrest and conviction
history;
* Credit checks provide information on credit and financial history;
* Performance appraisals reflect a supervisor’s assessment of an individual’s
performance; and
* English proficiency tests determine English fluency.
Sources:http://www.eeoc.gov/policy/docs/factemployment_procedures.html
The U.S. Equal Employment Opportunity Commission
10. *The same as in the previous slide, a include
*PERFORMANCE
* EDUCATION and TRAINING
*EXPERIENCE and OUTSTANDING
ACCOMPLISHMENT
* PSYCHOSOCIAL ATTRIBUTES and
PERSONALITY TRAITS
*POTENTIAL
Sources: http://www.coa.gov.ph/Rules/csc/CSC-R010114.htm
RESOLUTION NO. 010114
11. * Employers should administer tests and other selection procedures without regard to
*
*
*
*
*
*
race, color, national origin, sex, religion, age (40 or older), or disability.
Employers should ensure that employment tests and other selection procedures are
properly validated for the positions and purposes for which they are used. The test or
selection procedure must be job-related and its results appropriate for the employer’s
purpose. While a test vendor’s documentation supporting the validity of a test may be
helpful, the employer is still responsible for ensuring that its tests are valid under UGESP.
If a selection procedure screens out a protected group, the employer should determine
whether there is an equally effective alternative selection procedure that has less adverse
impact and, if so, adopt the alternative procedure. For example, if the selection
procedure is a test, the employer should determine whether another test would predict
job performance but not disproportionately exclude the protected group.
To ensure that a test or selection procedure remains predictive of success in a
job, employers should keep abreast of changes in job requirements and should update the
test specifications or selection procedures accordingly.
Employers should ensure that tests and selection procedures are not adopted casually by
managers who know little about these processes. A test or selection procedure can be an
effective management tool, but no test or selection procedure should be implemented
without an understanding of its effectiveness and limitations for the organization, its
appropriateness for a specific job, and whether it can be appropriately administered and
scored.
For further background on experiences and challenges encountered by
employers, employees, and job seekers in testing, see the testimony from the
Commission’s meeting on testing, located on the EEOC’s public web site
at: http://eeoc.gov/eeoc/meetings/archive/5-16-07/index.html.
For general information on discrimination Title VII, the ADA and the ADEA see EEOC’s web
site at http://www.eeoc.gov/laws/statutes/index.cfm
12. * Define the Job Before Hiring an Employee
* Plan Your Employee Recruiting Strategy
* Use a Checklist for Hiring an Employee
* Recruit the Right Candidates When Hiring an Employee
* Review Credentials and Applications Carefully
* Prescreen Your Candidates
* Ask the Right Job Interview Questions
* Check Backgrounds and References When Hiring an Employee
Source: Top 10 Tips for Hiring the Right Employee
10 Tips for Selecting and Hiring the Right Employee
By Susan M. Heathfield
13. 1. Hire for Attitude and Train for
Skills
2. Thinking Outside the Box
3.Go Where They Go
4.Employee Referral Programs
5.Databases
- See more at: http://www.clearfit.com/resource-center/candidate-sourcing/hiringand-recruiting-five-best-methods-used-by-recruiters-that-your-business-shouldknow/#sthash.xj1ArQyE.dpuf