BADM 302

Unintentional discrimination, also called constructive or systemic discrimination, because apparently neutral policies and practices disadvantage particular groups.

Legislation that prohibits intentional and unintentional discrimination in employment and in providing goods and services, and takes precedence over conflicting employment contracts or collective agreements.

It improves organizational performance and helps achieve strategic goals by hiring, developing, and retaining employees, improving productivity, and reducing turnover and employment problems.

Male and female employees performing the same or substantially similar work cannot be paid differently because of sex; differences based on merit, productivity, or seniority are permitted.

To guarantee fundamental rights and freedoms, including freedom of religion, expression, peaceful assembly, association, and equality rights, and protect them against government infringement.

A system that lets employees directly access and manage their own HR information, such as personal details, banking information, benefits, vacation, and sick leave.

Managing people in organizations to support successful organizational performance and achieve strategic goals.

A bona fide occupational requirement (BFOR), which is rationally connected to the job, adopted in good faith, and reasonably necessary, with accommodation considered to the point of undue hardship.

Talent analytics; the slides also use the term metrics when discussing statistical measures of HR impact.

Suggested study answer: What capabilities does the organization need, and which system best meets those needs within its resources and strategy? The exact two questions are not stated in the supplied slides, so confirm your instructor's wording.

Having applicants perform representative job tasks so their performance can be assessed directly; it is not limited to reviewing previous work.

Behavioural questions ask what an applicant actually did in a past situation; situational questions ask what the applicant would do in a hypothetical situation.

HR metrics, also called workforce analytics in the slides, which measure the impact of HR practices on workforce performance.

An integrated system for gathering, storing, and analyzing information about an organization's human resources.

Giving employees narrowly defined tasks using methods established by management, while supervisors and managers handle most planning and organizing.

A diagram showing an organization's structure, reporting relationships, and how jobs are grouped into departments at a particular time.

Standardized assessment of psychological characteristics such as cognitive ability, aptitude, personality, and interests; effective selection tests should be reliable and valid.

Through strategic planning that matches internal strengths and weaknesses with external opportunities and threats to maintain a competitive advantage.

Systematically gathering and organizing information about a job's tasks, duties, responsibilities, and the knowledge, skills, abilities, and competencies needed to perform it.

Unemployment measures the share of the labour force without work and seeking employment; participation measures the share of the working age population in the labour force. They do not necessarily move in opposite directions. Lower unemployment generally means fewer available job seekers and more difficult recruitment.

Studying work methods to improve efficiency by modifying, combining, rearranging, or eliminating tasks and establishing time standards.

Identify job openings, determine job requirements, choose recruitment sources and methods, and generate a pool of qualified candidates.

Conditions outside the organization that influence HR decisions, including the economy, labour market, technology, legislation, competition, and demographic and social trends.

A tool for collecting information about a job's duties and responsibilities; the position analysis questionnaire (PAQ) collects quantifiable job information and scores jobs on six dimensions.

Internal hiring fills vacancies with current employees through transfers or promotions; external hiring brings in candidates from outside the organization and can provide new skills and a larger applicant pool.

Number hired divided by total applicants: 40 / 6000 = 0.00667, or approximately 0.67%, equivalent to 1 hire per 150 applicants. Percentages advancing between individual stages are yield ratios.

Designing work, equipment, and the workplace to fit people's physical and mental capabilities, improving comfort and safety and reducing strain and injury.

A plan to identify and correct existing discrimination, address past discrimination, and achieve balanced representation of women, Indigenous Peoples, persons with disabilities, and visible minorities.

Human capital.

Software that handles a specific HR function independently, such as payroll or recruitment, rather than combining multiple functions in one integrated system.

Protected personal characteristics on which unfair discrimination is prohibited, such as race, sex, religion, disability, and sexual orientation; the exact grounds depend on the jurisdiction.

A recruitment method in which existing employees recommend candidates, usually from outside the organization; it can reduce costs but may create nepotism or systemic discrimination.

To support staffing plans, recruitment and selection, compensation, performance assessment, training, labour relations, and restructuring, and to develop job descriptions and specifications.

The knowledge, skills, abilities, competencies, education, experience, and relevant personal attributes needed to perform a job, recorded in the job specification.

Adding tasks at the same level of responsibility to increase variety and reduce boredom; this is horizontal loading, not increased authority or responsibility.

Records of employees' education, experience, interests, and skills used to identify internal candidates for transfer or promotion.

Reduced routine administrative work and transaction costs, improved decisions through data and metrics, and enabled HR to focus more on talent management and organizational strategy.

The guide appears to refer to the federal employment department; the supplied slides use Employment and Social Development Canada (ESDC), which provides Job Bank as an external recruitment source connecting employers and job seekers.

People born from 1946 to 1964, described in the slides as optimistic, team oriented, career focused, and valuing equality and personal growth.

Reviewing applications and resumes against essential job requirements to remove unqualified applicants and identify those who should proceed, sometimes using automated screening tools.