aPHRi Sample Questions Answers

Comprehensive and Detailed in Depth Explanation:

Norms are informal standards of behavior that develop within a group or organization over time. They guide how employees interact, make decisions, and conduct themselves in the workplace, often reflecting the organization’s culture. Unlike formal policies, norms are unwritten and evolve organically.

Option A (Norms): Correct, as norms are informal behavioral guidelines.

Option B (Policies): Policies are formal, written rules, not informal guidelines.

Option C (Processes): Processes are structured steps to complete tasks, not behavioral standards.

Comprehensive and Detailed in Depth Explanation:

Core competencies in HR refer to the specific skills, behaviors, and success criteria required for a particular position to ensure effective performance. They are unique to the role and help define what is needed to succeed in that job, often used in recruitment, performance management, and training.

Option A (Position): Correct, as core competencies are defined for specific roles to outline required skills and behaviors.

Option B (Employee): Competencies are tied to roles, not individual employees, though employees may develop them.

Option C (Department): Competencies may vary within a department across different roles, so this is too broad.

Comprehensive and Detailed in Depth Explanation:

A mandatory employment requirement refers to a practice that employers are legally obligated to follow under labor laws. While the mandatory nature of these options depends on the jurisdiction, giving work breaks is often a legal requirement in many regions to ensure employee health and safety.

Option A (Providing benefits): Providing benefits like health insurance or paid leave is not universally mandatory. For example, in the U.S., the FLSA does not require benefits, though some countries (e.g., the UK) mandate certain benefits like paid vacation.

Option B (Giving work breaks): Correct, as many jurisdictions require employers to provide breaks. For instance, the EU Working Time Directive mandates a 20-minute break for shifts over 6 hours, and some U.S. states (e.g., California) require meal and rest breaks. This makes it the most likely mandatory requirement among the options.

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.

Retaining employee records serves as documentation that may be necessary in the event of legal action, ensuring that the organization has a complete record of employment history and actions. According to HRCI, maintaining these records helps protect the organization and ensures compliance with legal standards.

Comprehensive and Detailed in Depth Explanation:

The ranking method of job evaluation involves arranging jobs in order of their relative value or importance to the organization, from highest to lowest. It is a simple, qualitative approach often used in smaller organizations.

Option A (Point method): This assigns points to jobs based on factors like skill and responsibility, not a direct ranking.

Option B (Ranking method): Correct, as it directly orders jobs by value.

Option C (Classification method): This groups jobs into predefined categories or grades, not a ranking.

Comprehensive and Detailed in Depth Explanation:

An organization’s mission statement defines its fundamental purpose—why it exists and what it aims to achieve in the long term. It provides a clear direction for the organization’s activities and aligns employees with its core objectives.

Option A (Plan of action to achieve the goals of the organization): This describes a strategy or operational plan, not the mission.

Option B (Fundamental purpose of the organization): Correct, as the mission articulates the organization’s reason for being.

Option C (Shared beliefs of the people in the organization): This refers to organizational culture, not the mission.

Comprehensive and Detailed in Depth Explanation:

Employee orientation is the process of introducing new hires to the organization, its culture, policies, and their role. A well-executed orientation sets the foundation for long-term employee engagement and integration. The long-term outcome of orientation is employee retention, as it helps new hires feel welcomed, supported, and aligned with the organization’s goals, reducing early turnover.

Option A (Competitive advantage): While orientation may indirectly contribute to competitive advantage (e.g., through better employee performance), this is not a direct long-term outcome of orientation itself.

Option B (Employee retention): Correct, as effective orientation improves employee engagement, reduces confusion, and fosters a sense of belonging, all of which contribute to higher retention rates over time.

Option C (High performance): High performance may result from training and development, but orientation focuses on onboarding, not performance improvement, making this a shorter-term or indirect outcome.

Comprehensive and Detailed in Depth Explanation:

Alternative Dispute Resolution (ADR) refers to methods of resolving conflicts outside of formal litigation (court proceedings). Mediation is a common form of ADR where a neutral third party facilitates a discussion between the disputing parties to help them reach a mutually acceptable solution.

Option A (Litigation): This is the formal legal process of resolving disputes in court, the opposite of ADR.

Option B (Discipline): This refers to corrective actions for employee behavior, not dispute resolution.

Option C (Mediation): Correct, as it is a recognized ADR method.

A behavioral interview focuses on exploring a candidate's past behavior in specific situations to predict future performance.

Example: "Tell me about a time you handled a difficult situation with a team member."

Explanation of Other Options:

A. How the candidate reacts under stress: This may be tested but is not the essence of a behavioral interview.

B. How the candidate performs on an assessment: Relates to technical or situational tests.

D. How the candidate would behave in a given situation: This describes a situational interview.

Comprehensive and Detailed in Depth Explanation:

Seasonal workers are hired to meet temporary staffing needs during specific times of the year, such as holidays (e.g., retail workers during Christmas) or harvest seasons (e.g., agricultural workers). They are employed for a defined period to handle increased workloads.

Option A (On-call workers): These workers are available as needed but not specifically tied to a time of year; they are more flexible and sporadic.

Option B (Seasonal workers): Correct, as they are specifically hired for predictable, seasonal demands.

Option C (Part-time contractors): These workers have a set schedule but are not necessarily tied to a specific time of year.

 Understanding Job Analysis:

A job analysis is a systematic process of identifying and documenting the duties, responsibilities, and requirements of a position. It serves as the foundation for developing job descriptions, recruitment plans, and performance evaluations.

 Core Components of Job Analysis:

Tasks: Specific activities that the employee is expected to perform.

Requirements: Qualifications, skills, and competencies necessary for success in the role.

 Why Job Analysis is Relevant:

It provides detailed insights into the position, helping HR professionals design recruitment strategies, training programs, and compensation plans tailored to the role.

It also ensures compliance with labor laws by defining essential job functions, a critical factor in addressing workplace accommodations.

 Eliminating Incorrect Options:

A. Needs analysis: Focuses on identifying gaps in knowledge, skills, or resources within an organization, not specific job tasks.

C. Gap analysis: Compares current and desired performance levels, usually at the organizational or team level.

D. Skills analysis: Assesses employee skill levels but doesn’t focus on the tasks and requirements of a specific position.

 International HR References:

U.S. Uniform Guidelines on Employee Selection Procedures: Provides guidelines for job analysis to ensure fair and legally defensible hiring processes.

ISO 30409:2016 (Human Resource Management – Workforce Planning): Includes standards for analyzing job requirements to support organizational goals.

Employee recognition programs are designed to acknowledge and reward positive behavior, which in turn encourages high job performance. HRCI notes that recognizing employees for their contributions motivates them to maintain or improve performance, benefiting both the individual and the organization.

Comprehensive and Detailed in Depth Explanation:

Succession planning is the ongoing process of identifying, assessing, and developing employees to fill key leadership roles in the future. It ensures the organization has a pipeline of talent to enhance performance and maintain continuity.

Option A (Job rotation): This involves moving employees between jobs for development, not leadership planning.

Option B (Global assignment): This is an international work assignment, not leadership development.

Option C (Succession planning): Correct, as it focuses on preparing leaders for future roles.

 Core Values and Openness to Change:

Core values represent the fundamental beliefs and guiding principles of an organization.

Openness to change reflects an organization's adaptability and willingness to embrace innovation, which is an inherent aspect of its core values.

 Eliminating Incorrect Options:

B. Vision: Describes the organization’s aspirational future.

C. Strategic plan: Outlines steps to achieve goals but does not define cultural aspects like openness to change.

D. Mission: States the organization's purpose, not its adaptability.

 International HR References:

ISO 30414: Emphasizes aligning core values with organizational culture and adaptability.

Revealing proprietary information constitutes a breach of a non-disclosure agreement (NDA), which legally binds employees to maintain confidentiality about sensitive organizational information.

Explanation of Other Options:

A. General guidelines: Broad policies not specific to confidentiality.

B. Organizational culture: Refers to shared values and norms, not legal requirements.

Comprehensive and Detailed in Depth Explanation:

Stalking text messages and threatening emails constitute cyberbullying, which involves using digital communication to harass, threaten, or intimidate someone. In the workplace, this behavior violates anti-harassment policies and can create a hostile work environment.

Option A (Power abuse): This involves misuse of authority, not necessarily through digital means.

Option B (Cyberbullying): Correct, as it directly describes harassment via digital communication.

Option C (Interpersonal conflict): This is a broader term for disagreements, not specific to digital harassment.

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.

Comprehensive and Detailed in Depth Explanation:

A talent pool is a database of candidate profiles (e.g., resumes, applications) that an organization maintains to source potential hires for future roles. It allows HR to proactively build a pipeline of candidates for recruitment needs.

Option A (Key talent): This refers to high-potential employees within the organization, not a database of external candidates.

Option B (Job ranking): This is a job evaluation method, not related to candidate databases.

Option C (Shortlist): A shortlist is a smaller group of candidates selected for a specific role, not a broad database.

 Definition of ROI in Training Programs:

ROI measures the monetary benefits gained from a training program compared to its costs, expressed as a percentage. It is calculated using the formula: ROI=(TotalBenefits−TotalCosts)TotalCosts×100ROI = \frac{(Total Benefits - Total Costs)}{Total Costs} \times 100ROI=TotalCosts(TotalBenefits−TotalCosts)​×100

 Why ROI is the Best Option:

ROI provides a comprehensive view of both direct and indirect financial outcomes of training, such as productivity increases, error reduction, or improved employee retention.

It enables decision-makers to evaluate whether the training aligns with organizational goals and justifies the investment.

 Eliminating Incorrect Options:

A. Cost-benefit analysis: Focuses on comparing costs to benefits but does not provide a direct monetary value or percentage.

B. Learning program costs: Tracks expenses but does not assess program effectiveness.

C. Learning management system (LMS): Refers to a platform for delivering and managing training but does not measure monetary outcomes.

 International HR References:

Kirkpatrick Model of Training Evaluation: Includes ROI as part of Level 4 evaluation for training impact.

ASTD Guidelines: Best practices for calculating ROI in employee development programs.

Comprehensive and Detailed in Depth Explanation:

Internal social platforms (e.g., company intranets, chat tools) provide a space for employees to interact and share feedback. HR should monitor these platforms to gauge employee morale, as they can reveal sentiments, concerns, or trends in engagement that might not surface through formal channels like surveys.

Option A (To encourage self-management): Monitoring does not directly encourage self-management.

Option B (To encourage social behaviors): Monitoring is not about encouraging behavior but observing it.

Option C (To gauge employee absenteeism): Absenteeism is tracked through attendance records, not social platforms.

 Definition of Pay Discrimination:

Pay discrimination occurs when employees performing the same or substantially similar work are compensated differently based on protected characteristics such as gender, race, or ethnicity, which violates equal pay laws.

 Why Discrimination is Correct:

Paying women less than men for the same work is a clear violation of laws such as the Equal Pay Act of 1963 (U.S.) and similar international legislation. This constitutes pay discrimination.

 Eliminating Incorrect Options:

A. Policy: A pay policy describes an organization’s guidelines for compensation; discrimination is not a policy.

B. Disparity: While disparity refers to differences, it does not inherently imply unlawful or discriminatory practices.

C. Philosophy: Pay philosophy outlines the organization's approach to compensation but does not address unlawful practices.

 International HR References:

Equal Pay Act of 1963 (U.S.)

ILO Equal Remuneration Convention (No. 100): Calls for equal pay for equal work.

Comprehensive and Detailed in Depth Explanation:

HR metrics are data points (e.g., turnover rate, time to hire) used to measure the effectiveness of HR practices and processes. Collecting these metrics allows organizations to evaluate specific practices, identify areas for improvement, and make data-driven decisions.

Option A (Evaluate specific practices): Correct, as HR metrics are used to assess the impact of HR activities.

Option B (Market their brand image): Metrics are internal tools, not for marketing.

Option C (Increase company revenue): Metrics may indirectly support revenue goals, but this is not their primary purpose.

Comprehensive and Detailed in Depth Explanation:

Processes that measure employee effectiveness focus on evaluating performance and contributions.

Option A (Skill audit): This assesses employee skills, not their effectiveness in performing their role.

Option B (Job evaluation): This determines the value of a job, not an employee’s performance.

Option C (360-degree feedback): Correct, as it measures effectiveness by collecting feedback from multiple sources (e.g., peers, managers).

Option D (Career pathing): This involves planning an employee’s career progression, not measuring effectiveness.

Comprehensive and Detailed in Depth Explanation:

The critical incident method involves evaluating an employee’s performance based on specific, notable events (incidents) that exemplify exceptional or poor performance. These incidents are documented and used to assess overall effectiveness.

Option A (Ranking): This ranks employees against each other, not based on specific events.

Option B (Critical incident): Correct, as it focuses on notable performance events.

Option C (Forced distribution): This categorizes employees into performance groups (e.g., top 10%), not event-based.

Comprehensive and Detailed in Depth Explanation:

Performance appraisals provide employees with direct feedback on their work, highlighting strengths, areas for improvement, and progress toward goals. This feedback helps employees understand expectations and grow professionally.

Option A (Direct feedback): Correct, as appraisals offer clear, personalized feedback.

Option B (Training objectives): While appraisals may identify training needs, this is an outcome, not a direct advantage.

Here is the correct matching for each job analysis method with its corresponding description:

Questionnaire → Collect information by a structured list of options

Observation → Monitor and record actual behaviors on the job

Work Diary → Record the frequency and the time spent on each task

Interview → Allow instant interaction and obtain additional details

Step-by-Step Explanation

Questionnaire: A questionnaire is a structured method where employees provide information by selecting from a list of predefined options. This method is efficient for gathering large amounts of data across multiple employees and job roles.

Observation: Observation involves directly watching employees as they perform their duties to capture and record their actual behavior on the job. This method is useful for understanding real-time tasks and workflows.

Work Diary: A work diary requires employees to record their activities, noting the time spent and frequency of each task. This method provides detailed insights into the distribution of work activities and how employees allocate their time.

Interview: The interview method allows for direct interaction with employees, enabling the interviewer to ask follow-up questions and gather additional details. This method is ideal for gaining in-depth information and clarifying responses.

Comprehensive and Detailed in Depth Explanation:

Job involvement refers to the degree to which employees identify with their roles, feel psychologically attached to their work, and see their job as a central part of their identity. High job involvement is associated with greater engagement and commitment.

Option A (Enrichment): Job enrichment involves adding meaningful tasks to a role to increase motivation, not identification.

Option B (Enlargement): Job enlargement adds more tasks of the same level, not related to identification.

Option C (Involvement): Correct, as it describes the extent of identification with the position.

A Code of Conduct outlines an organization’s policies on legal and ethical standards, defining acceptable behaviors and guiding employees in decision-making.

Explanation of Other Options:

B. Conflict of interest: Focuses on situations where personal interests may conflict with organizational goals but is part of the broader code of conduct.

C. Confidentiality agreement: A legal document ensuring sensitive information is protected, but it doesn’t cover comprehensive ethical guidelines.

D. Standard operating procedure: Describes step-by-step workflows, unrelated to legal/ethical standards.

 Work-Life Balance Initiatives:

Flex-time allows employees to choose start and end times within core working hours, offering flexibility to accommodate personal needs.

A compressed schedule allows employees to work longer hours over fewer days, providing additional days off.

 Why These Options are Correct:

Both arrangements reduce stress and improve work-life integration, enhancing overall job satisfaction and retention.

 Eliminating Incorrect Options:

C. Training schedule: Training is unrelated to work-life balance.

D. Internal transfers: Focuses on career progression, not work-life integration.

E. Use of temporary employees: Addresses staffing flexibility but not employee work-life balance directly.

 International HR References:

SHRM Guidelines on Work-Life Balance: Highlights flex-time and compressed schedules as key practices.

 Definition of HRIS:

A Human Resource Information System (HRIS) is a software solution designed to manage and automate HR tasks such as record-keeping, payroll, benefits, and leave tracking.

 Why These Options are Correct:

B. Employee data storage: HRIS stores and organizes employee information, ensuring secure and accessible data management.

D. Leave of absence tracking: HRIS simplifies leave management by tracking employee leave requests, balances, and approvals.

 Eliminating Incorrect Options:

A. HR budget monitoring: Typically handled by financial systems, not HRIS.

C. Corporate social responsibility: Related to broader organizational initiatives, not HRIS functions.

E. Vision and mission communication: Not a function of HRIS but a part of leadership communication strategies.

 International HR References:

ISO 30414: Encourages the use of HRIS for efficient data storage and tracking.

SHRM HR Technology Guidelines: Emphasizes HRIS benefits such as data storage and leave management.

Comprehensive and Detailed in Depth Explanation:

A functional structure organizes departments based on the services or functions they provide (e.g., HR, finance, marketing). Each department specializes in a specific area, supporting the organization’s operations.

Option A (Hybrid structure): This combines elements of different structures, not specifically service-based.

Option B (Functional structure): Correct, as it defines departments by their functional services.

Option C (Product structure): This organizes departments by product lines, not services.

Job competencies refer to the skills, knowledge, and behaviors required for success in a specific role. They define what is necessary to perform a job effectively.

Explanation of Other Options:

A. Definitions: Provides a broad description of a job, not specific skills.

B. Specification: Lists qualifications, not behaviors or competencies.

C. Enlargement: Refers to increasing the scope of a job, unrelated to skills.

A bar graph is the most effective tool for comparing attrition rates year over year because:

It visually represents data in discrete categories (e.g., years).

It allows clear comparison of changes in attrition rates over time.

Explanation of Other Options:

A. Pie chart: Better suited for proportional comparisons, not trends over time.

C. Flowchart: Represents processes, not data trends.

D. Venn diagram: Displays relationships or overlaps, irrelevant for year-over-year comparisons.

Variable pay refers to compensation linked to performance outcomes, such as a percentage of sales. According to HRCI, variable pay structures are designed to reward employees for achieving specific results, making it a common approach in sales roles to incentivize higher productivity.

Comprehensive and Detailed in Depth Explanation:

To identify whether conflict is causing high turnover, the organization needs methods that directly collect employee feedback about workplace dynamics.

Option A (Survey): Correct, as surveys can ask targeted questions about conflict and its impact on employees’ decisions to leave.

Option B (Screening): Screening is part of recruitment, not suitable for assessing turnover causes.

Option C (Focus group): Correct, as focus groups allow for in-depth discussions with employees to explore conflict as a turnover factor.

Option D (Needs analysis): This identifies training gaps, not conflict-related turnover causes.

Comprehensive and Detailed in Depth Explanation:

Employee relations refers to the overall interaction between an organization and its employees, encompassing communication, conflict resolution, policy enforcement, and maintaining a positive work environment. It focuses on fostering a productive relationship.

Option A (Strategic planning): This is a broader business process, not specific to employee interactions.

Option B (Union negotiations): This is a subset of employee relations, specific to unionized environments.

Option C (Employee relations): Correct, as it broadly describes the organization-employee relationship.

The halo effect occurs when a manager gives an employee an overall performance rating based on one positive trait (e.g., interpersonal skills) while ignoring other areas (e.g., technical skills). This cognitive bias skews the evaluation toward one aspect of the employee's performance.

Explanation of Other Options:

B. A contrast error: Happens when an employee is compared to others rather than an objective standard.

C. A strictness error: Refers to consistently rating employees lower than deserved.

The best practice for an HR bereavement policy is to provide time-off to employees so they can grieve, attend funerals, and manage personal matters without added work pressure.

Explanation of Other Options:

B. Offer flexible hours: Helpful but secondary to bereavement leave.

C. Offer emotional assistance: A supportive measure but not a core bereavement policy practice.

D. Express condolences publicly: Inappropriate for a policy; better as an informal gesture.

Comprehensive and Detailed in Depth Explanation:

Payroll processing is one of the most commonly outsourced HR functions because it is transactional, requires specialized expertise (e.g., tax compliance), and can be efficiently handled by external vendors (e.g., ADP, Paychex). Outsourcing payroll reduces administrative burden and ensures accuracy.

Option A (Employee selection): Selection (final hiring decisions) is typically kept in-house to ensure cultural fit, though parts of the process may be supported externally.

Option B (Payroll processing): Correct, as it is a standard function to outsource due to its complexity and regulatory requirements.

Option C (Financial reporting): This is a finance function, not HR, and is less commonly outsourced in the HR context.

High rates of employee absenteeism directly reduce the overall workforce availability, which negatively impacts the organization's ability to meet output goals.

Explanation of Other Options:

A. Quality: Can be indirectly affected if absenteeism forces untrained staff to perform critical tasks.

B. Morale: Absenteeism may cause frustration among remaining employees, but productivity is the primary concern.

C. Efficiency: Efficiency is reduced but is a secondary effect of decreased productivity.

Comprehensive and Detailed in Depth Explanation:

Flex-time refers to a flexible work arrangement where employees can adjust their work hours, deviating from the organization’s standard schedule (e.g., starting later or working longer days). This allows employees to balance work and personal needs while still meeting job requirements.

Option A (Flex-time): Correct, as it directly describes work hours that deviate from regular patterns.

Option B (Job sharing): This involves two employees sharing one role, not necessarily changing hours.

Option C (Job rotation): This is moving employees between jobs for development, not related to hours.

 Role of an Applicant Tracking System (ATS):

An ATS is used to streamline the recruitment process by screening, organizing, and filtering applications based on predefined criteria.

Education level is a common screening criterion that can be configured in ATS to shortlist candidates meeting the minimum qualifications.

 Eliminating Incorrect Options:

B. Counter offers: ATS does not handle negotiations or offers.

C. Employment interviews: ATS does not conduct interviews; it facilitates scheduling and tracking.

D. Job postings: While ATS is used for posting jobs, this is unrelated to its screening capability.

 International HR References:

SHRM Recruitment Resources: Highlights the use of ATS in automating candidate screening based on qualifications.

ISO 30405: Provides guidelines for recruitment, including the use of ATS.

Comprehensive and Detailed in Depth Explanation:

Voluntary separation occurs when an employee chooses to leave the organization, such as resigning to take a higher-paying job elsewhere. This is distinct from involuntary separation, where the employer initiates the termination.

Option A (Downsizing): This is an involuntary separation due to organizational restructuring.

Option B (Voluntary): Correct, as the employee is choosing to leave for a better opportunity.

Option C (Redundancy): This is an involuntary separation due to a role being eliminated.

Comprehensive and Detailed in Depth Explanation:

A hierarchical organizational structure is a pyramid-shaped model where the number of employees decreases as responsibility increases. At the top are a few executives with high responsibility, while the base has many employees with less responsibility.

Option A (Flat): A flat structure has few levels of management, with more employees reporting to each manager.

Option B (Matrix): A matrix structure combines functional and project-based reporting, not necessarily pyramid-shaped.

Option C (Regional): This refers to a structure based on geographic regions, not responsibility levels.

Corporate social responsibility (CSR) refers to organizational actions that address social, community, and environmental issues as part of its ethical obligations.

Examples: Sustainability initiatives, charitable contributions, and community outreach programs.

Explanation of Other Options:

A. Environmental responsibility: A subset of CSR focusing specifically on environmental issues.

C. Environment scanning: Refers to analyzing external business environments for trends and risks.

D. Corporate outreach: Describes community engagement efforts but does not encompass broader CSR activities.

Comprehensive and Detailed in Depth Explanation:

The operations department is responsible for managing the production process, which includes transforming available resources (e.g., raw materials, labor) into finished products or services. Operations ensures efficiency and quality in production, a key function in manufacturing or service-oriented organizations.

Option A (Legal): The legal department handles compliance and legal issues, not production.

Option B (Operations): Correct, as operations oversees the production process.

Option C (Marketing): Marketing focuses on promoting products, not producing them.

 Monitoring Internal Social Platforms:

Internal social platforms provide insights into employee interactions, concerns, and overall sentiment, offering a pulse on workplace morale.

 Why Gauging Employee Morale is Correct:

Monitoring these platforms helps HR identify issues, improve engagement, and address challenges affecting employee satisfaction and productivity.

 Eliminating Incorrect Options:

A. To encourage self-management: Internal platforms are not focused on self-management practices.

B. To encourage social behaviors: Encouraging behavior is secondary to understanding morale.

C. To gauge employee absenteeism: Absenteeism is tracked through attendance systems, not social platforms.

 International HR References:

Gallup Employee Engagement Reports: Highlights monitoring tools for assessing morale.

Comprehensive and Detailed in Depth Explanation:

Candidate selection involves choosing the best person for a role based on a combination of factors, including qualifications, skills, experience, and cultural fit. The term “suitable” encompasses all these aspects, ensuring the candidate is the best overall match for the position and the organization.

Option A (Engaged candidate): Engagement is important but not the primary criterion for selection.

Option B (Suitable candidate): Correct, as it reflects the holistic evaluation of a candidate’s fit for the role.

Option C (Qualified candidate): While qualifications are important, suitability includes other factors like fit and potential.