Recruitment Quiz - Test Your Knowledge!!

When hiring a band 5, the Request for Offer (RFO) must go to the People Director, Supply/Sales, and the VP, People. This suggests that the hiring process for a band 5 position involves multiple levels of approval and decision-making within the organization. Both the People Director and the VP, People have authority and responsibility in the hiring process for this specific band level.

Yes, new reference/background checks need to be conducted. Although Cher worked for the company previously, her contract ended in February 2009. When she was re-hired in October 2009, it is important to conduct new checks to ensure that her references and background are still suitable for the position.

The correct answer is "Confidentiality Agreement." This is because when sending offer letters to candidates, it is important to include a confidentiality agreement. This agreement ensures that the candidate understands and agrees to keep any sensitive or confidential information about the company or its operations confidential. This helps to protect the company's intellectual property, trade secrets, and other confidential information from being disclosed to competitors or the public.

The correct answer is that all of the above options are components of the onboarding process. This means that the onboarding process includes functional components, global components, and country components. Each of these components plays a role in ensuring that new employees are properly integrated into the organization and have the necessary resources and information to start their roles successfully.

The STAR technique is used for effective probing during interviews. It stands for Situation, Task, Action, and Result. This technique helps interviewers gather specific information about a candidate's past experiences and how they handled certain situations. It allows the interviewer to understand the context, the candidate's role and responsibilities, the actions they took, and the outcomes or results achieved. By following this structure, interviewers can assess a candidate's problem-solving skills, decision-making abilities, and their ability to handle challenges effectively.

The correct answer is that all of the A's mentioned are used to recognize potential in candidates. This means that ability, achievement, ambition, and alignment with AB InBev culture are all factors that are considered when recognizing potential in candidates.

The correct answer is to consider whether the position is still in blueprint, whether the job description is updated, and whether the role has changed which may require re-banding. These factors are important to consider before opening a vacancy request as they ensure that the position is still needed, the job description accurately reflects the requirements and responsibilities of the role, and any changes in the role are taken into account for appropriate re-banding if necessary.

The correct answer is "Hiring Manager, People Manager & Director, VP, Function, VP, People, BU President." This answer is correct because it follows the sequence of interviews and approval levels that all employees being hired into bands 1-5 must go through. The other options do not include all the necessary levels of approval or are missing certain roles, making them incorrect.

Posting internally for at least 5 business days before going externally is mandatory for all vacancies Band 5 and below, unless an exception is approved by the People Director Sales or Supply. This means that for all positions at Band 5 and below, the company must first advertise the vacancy internally for a minimum of 5 business days before considering external candidates. However, the People Director Sales or Supply has the authority to approve exceptions to this rule.

Labatt's compensation philosophy for external hires is to pay between 80%-100% of the compa-ratio of the Market Reference Salary, depending on their experience. This means that Labatt aims to offer a salary that is competitive and aligned with the market standards, taking into consideration the candidate's level of experience. By offering a salary within this range, Labatt ensures that they attract and retain top talent while also maintaining a fair and equitable compensation structure.

We use Behavioural Based Interviewing because past behaviour is the best predictor for future behaviour. By assessing a candidate's past experiences and how they have reacted in specific situations, we can gain insights into their potential future performance. This approach allows us to make more informed decisions about the candidate's suitability for a particular role or organization.

The correct answer is 75% because the recruiting philosophy of promoting from within suggests that a significant majority of band 3 positions should be filled through internal promotions. This ensures that employees have opportunities for growth and development within the organization, while also fostering a sense of loyalty and motivation among the workforce. By promoting from within, the company can also benefit from the knowledge and experience of existing employees who are already familiar with the company's culture and values.

The recommended ways to handle non-behavioural based responses are calculated pause and rephrase or restate the question. Suggesting how to answer and moving onto the next question immediately are not recommended approaches.

The given answer includes all internal candidates that applied and all candidates that were identified during the OPR process (from inside and outside the function). This means that priority is given to candidates who are already part of the organization and have expressed interest in the vacancy, as well as candidates who have been identified through a specific process (OPR) regardless of whether they are internal or external. This ensures that both internal and external talent is considered for the vacancy, while also giving preference to those who have shown interest or have been identified through a structured process.

Putting the candidate out of their comfort zone as of the start of the interview can be a common interviewing mistake because it can create unnecessary stress and hinder the candidate's ability to perform at their best. Explaining the job at the start of the interview can also be a mistake as it may bias the candidate's responses and prevent them from providing genuine answers. Selecting the candidate whose personality is most aligned with the current team to ensure the best fit can be a mistake because it overlooks the importance of diverse perspectives and skills in a team.

Building a strong external pipeline is important for several reasons. Firstly, it ensures that we can quickly fill our business critical roles, which is essential for the smooth operation of our organization. Secondly, having external candidates available for all positions and levels allows us to have a diverse pool of talent to choose from, increasing our chances of finding the best fit for each role. Additionally, constantly upgrading our talent by bringing in new external candidates helps us stay competitive and innovative. Finally, a strong external pipeline helps decrease our Time to Fill, reducing the time and resources required to fill vacant positions.