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Question 1
What is CRM in TA context?
Correct Answer:
Candidate Relationship Management; a system or approach to nurture relationships with potential candidates and maintain pipelines.
Explanation:
The main idea is recognizing that in talent acquisition, CRM stands for Candidate Relationship Management. It’s a system or approach used to nurture relationships with potential candidates and to keep a healthy talent pipeline over time. In practice, a TA CRM helps you track interactions, preferences, and engagement with candidates, segment audiences for targeted outreach, and automate follow-ups, all while syncing with your applicant tracking system to move people through the recruiting process. This focus on people, relationships, and ongoing engagement is what sets it apart from other CRMs. The other options describe tools with different aims: CRM for clients (sales-oriented), a scheduling tool for interviews (calendar-focused), or an HRIS with payroll (HR data and payroll management). None of these centers on building and maintaining relationships with candidates the way a TA CRM does.
Question 2
Which item is not typically included in the calculation of cost-per-hire?
Correct Answer:
Onboarding training costs paid after hire
Explanation:
Cost-per-hire captures the expenses involved in attracting, screening, and selecting a candidate for a vacancy. Typical components include advertising to reach candidates, agency or search fees, and salaries for recruiters, along with related recruiting costs like candidate travel, background checks, and assessments. These costs pertain to the process of filling a job. Onboarding training costs paid after a hire aren’t part of that recruitment process; they occur after the decision to hire and are part of onboarding and employee development. So they’re not typically included in cost-per-hire.
Question 3
Which type of turnover occurs when the employee chooses to leave due to personal or professional reasons?
Correct Answer:
Voluntary turnover
Explanation:
When an employee chooses to leave for personal or professional reasons, the departure is voluntary turnover—the employee initiates the separation. This is different from involuntary turnover, where the employer ends the relationship (like a layoff or termination). The terms functional and dysfunctional describe the impact of the departure on the organization (whether the exit is beneficial or harmful to the company), not the reason the employee left. So the scenario described fits voluntary turnover.
Question 4
Spillover effects are best described as which?
Correct Answer:
They are unintended, indirect consequences that can affect others
Explanation:
Spillover effects describe outcomes that occur beyond the immediate targets of an action, often in ways that the original actor didn’t intend and that aren’t limited to the direct recipient. This means they’re indirect and can spread to others who aren’t part of the initial situation. That makes the description a fit: unintended, indirect consequences that can affect others. For example, reducing pollution at a factory can create a positive spillover for nearby residents who breathe cleaner air. Conversely, a construction project might cause noise or traffic disruptions that affect neighbors not involved in the project. Spillovers aren’t confined to internal processes or to financial markets; they show up across different contexts and sectors, and they can be either beneficial or harmful depending on the situation.
Question 5
Succession management is best described as which of the following?
Correct Answer:
The ongoing process of recruiting, evaluating, developing, and preparing employees to assume other positions in the firm in the future
Explanation:
Succession management is about creating a continuous pipeline of internal talent to fill key roles as they become available. It’s an ongoing, proactive effort that identifies critical positions, assesses which employees are ready to step up, and develops them through training, mentoring, job rotations, and leadership programs so they’re prepared for future moves. This focus on building internal readiness and continuity contrasts with viewing planning as a one-time event, and it’s about growing internal talent rather than relying solely on external hires or managing payroll. The description that best fits is the ongoing process of recruiting, evaluating, developing, and preparing employees to assume other positions in the firm in the future.
Question 1
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Prepare with the Marion Stevens Talent Acquisition Exam 2 Practice practice quiz. This question bank includes 10 questions covering described, context, item, marion, and stevens. Use it to review important concepts, identify knowledge gaps, and build confidence for the related exam, course, or assessment.

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Marion Stevens Talent Acquisition Exam 2 Practice

This practice set contains 10 questions from the matching question bank and focuses on described, context, item, marion, and stevens. Work through each question carefully, review the provided solutions, and revisit topics that need more study before your next attempt.

This is an independent study resource intended for practice and review; it is not an official examination or an endorsement by any organization named in the title.

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