1. Human Capital Management Flashcards
Future focused & can be idealistic. It represents what your organization is trying to achive.
Vison Statement
Course 1: Human Capital Management
Present focused & represents a more attainable goal. It should be the foundation of your organization’s strategic goals.
Mission Statement
Course 1: Human Capital Management
A list of values, beliefs, or principals that you want your organization to uphold.
Values Statement
Human Capital Management
- Forward thinking decisions based on long term goals.
- Concern the overall strategic direction of the organization.
Strategic HC Management
Course 1: Human Capital Management
- Day to day functions
- Operations needed to support the organization’s general function.
Transactional HC Management
Course 1: Human Capital Management
Organizational efficiency/effectiveness measures and programs
A. Strategic
B. Transactional
A. Strategic
Use of organizational efficiency/effectiveness measures and programs is typically strategic because it assesses and drives progress toward organizational goals
Course 1: Human Capital Management
Pre-Employment Testing
A. Strategic
or
B. Transactional
B. Transactional
Pre-employment testing is transactional, as it is a necessary process but is typically not directly in service of organizational goals.
Course 1: Human Capital Management
HR Brand Management
A. Strategic
or
B. Transactional
A. Strategic
HR brand management is strategic because it typically reflects the organization’s mission, values, etc. and communicates those with stakeholders in service of achieving the organization’s goals.
Course 1: Human Capital Management
Policy handbook creation and updates
A. Strategic
or
B. Transactional
B. Transactional
Policy handbook creation and updates are typically transactional, as they are necessary but typically not directly in service of organizational goals.
Course 1: Human Capital Management
includes training, leadership development & growth opportunities
Talent Development
Course 1: Foundations of Human Capital Management
Companies conduct ________________ to evaluate their training, personnel, operations, and/or work environment.
Organizational Analysis
Course 1: Foundations of Human Capital Management
Lesson: Developing a Human Capital Strategy
01: SWOT & PESTLE Analyses
- Strengths
- Weaknesses
- Opportunities
- Threats
SWOT Analysis
Course 1: Foundations of Human Capital Management
Lesson: Developing a Human Capital Strategy
01: SWOT & PESTLE Analyses
often used to brainstorm solutions when problem solving or during the strategic planning process.
Allows an organization to look at both its internal and external environment.
SWOT Analysis
Course 1: Foundations of Human Capital Management
Lesson: Developing a Human Capital Strategy
01: SWOT & PESTLE Analyses
- Political
- Economic
- Social
- Technical
- Legal
- Environment
PESTLE Analysis
Course 1: Foundations of Human Capital Management
Lesson: Developing a Human Capital Strategy
01: SWOT & PESTLE Analyses
used to examine an organization’s external environment & standing
PESTLE Analysis
Course 1: Foundations of Human Capital Management
Lesson: Developing a Human Capital Strategy
01: SWOT & PESTLE Analyses
Strengths & Weaknesses
Internal: SWOT Analysis
Course 1: Foundations of Human Capital Management
Lesson: Developing a Human Capital Strategy
01: SWOT & PESTLE Analyses
Opportunities & Threats
External: SWOT Analysis
Course 1: Foundations of Human Capital Management
Lesson: Developing a Human Capital Strategy
01: SWOT & PESTLE Analyses
SWOT Analysis Steps
1) Select your focus
2) Do your research
3) Document Internal Strenghts (S) & Weaknesses (W)
4) Document Potential External Opportunities (O) & Threats (T)
5) Determine Priorities & Next Steps
Course 1: Foundations of Human Capital Management
Lesson: Developing a Human Capital Strategy
01: SWOT & PESTLE Analyses
4 Primary Types of Organizational Stuctures
1) Functional
2) Divisional
3) Matrix
4) Flat
Course 1: Foundations of Human Capital Management
Lesson: Organizational Structures
Sometimes called a “bureaucratic” organizational structure, a functional structure separates an organization based on the specialization of its workforce.
Under this model, the organization is split into a number of departments depending on their funciton.
Functional Structure
Course 1: Foundations of Human Capital Management
Lesson: Organizational Structures
Most common structure seen in large corporations. It is one where the umbrella company creates a number of smaller subsidiary organizations based on its products, services, or subsidiaries.
Divisional (or Multidivisional)
Course 1: Foundations of Human Capital Management
Lesson: Organizational Structures
Combination of the functional & divisional stuctures.
Vertical functions - in other words, organizaitonal roles & positions within the hierachy - are merged with differnet horizontal divisions to cret a grid-like structure.
Each team has increased autonomy & decision-making authority for their specific area of focus.
Matrix Stucture
Course 1: Foundations of Human Capital Management
Lesson: Organizational Structures
This structure has removed the typical hierarchy seen in other structures.
In this structure, each employee has a large amount of autonomy to make decisions on behalf of the organization, & all employees regardless of their position work together in a collaborative environment.
Flat Structure
Course 1: Foundations of Human Capital Management
Lesson: Organizational Structures
Mickey recently decided to open a manufacturing plant, where he wants to produce moose sculptures made out of steel & wire. He purchased an exisitng manufacturing facility where he will be able to mass-produce his moose, & his next step is to hire employees to support his operations. As he begins, he wants to make sure he structures the organization in a way that best supports its operations & his mission: to provide customers with the highest quality.
Given his employment needs, he decides to organize his company into several different departments.
Which organizational structure is best?
A. Functional
B. Divisional
C. Flat
D. Matrix
A. Functional
He has chosen to establish a number of departments for different organizational functions.
Course 1: Foundations of Human Capital Management
Lesson: Organizational Structures
1.1 Quiz: Organizatonal Structures
Business is good & it is decided to open 3 more plants in the region, to help meet demand.
Nearby facilities are purchased & more employees are hired.
He decides to keep his core departments centralized at the main facility. Overall decision making authority still resides with the CEO.
Now tht there are more total plants, which organizaitonal structure best characterizes the organization?
A. Functional
B. Divisional
C. Matrix
D. Flat
A. Functional
Just because more manufacturing facilities were opened doesn’t necessarily mean the organizational structure has changed.
Course 1: Foundations of Human Capital Management
Lesson: Organizational Structures
1:1 Quiz: Organizational Structures
It is decided to open a number of facilities around the country. To simplify production, each plant focuses on a specific product. Each product requires it’s own equipment, it’s own design & marketing team, & it’s own financial forcasters.
To help each facility make decisions independently to best respond to their independent markets, it is decided to split the company into 3 subsidiary divisions - all under the same umbrella.
Each subsidiary has it’s own CEO, leadership team, marketing & design, operations, logistics, finance, & HR, & operate independently.
Each subsidiary is wholly responsible for its opertions & functions.
Given this growth, which organizaitonal structure best characterizes the organization as a whole?
A. Funtional
B. Divisional
C. Matrix
D. Flat
B. Divisional
Given each subsidaiary has its own departments for its various functions.
Course 1: Foundations of Human Capital Management
Lesson: Organizational Structures
1:1 Quiz: Organizational Structures
One leader (or a small group of leaders) serves as the primary decision-making body for the organzization.
* More ridgid
* Slightly slower responding
* More automony
* Needs more specialized roles so internal & external customers know who to go to.
Centralized Authority
Course 1: Foundations of Human Capital Management
Lesson: Organizational Structures
Each division, department, or employee has a high degree of autonomy & can make decisons independently.
* Empower employees
* More difficult to resolve conflict
* Goal to encourage collaboration, communcation, & a tight-knit environment
Decentralized Authority
Course 1: Foundations of Human Capital Management
Lesson: Orgnaizational Structures
Which of the following is the best example of an organization with heavily decentralized authority?
A. Freddy serves as the President. He makes all the relevant decisions for the organization, & all of the company’s employees report directly to him.
B. Victoria serves on the board. The board serves as the final decision makingbody for all important decisions for the organization.
C. Sammy’s employs a number of chimney sweepers, each of whom is provided their own branded van & equipment. Each sweeper is given a large degree of freedom to source their own clients & advertise their work. Employees are paid on a commission basis depending on how many chimneys they are able to sweep each week & employees can make their own decisions on how many chimneys they’d like to sweep.
C.
Based on the information provided, you could characterize it as a flat organization, in which employee is given a large degree of autonomy to make decions on behalf of the organization.
Course 1: Foundations of Human Capital Management
Lesson: Orgnaizational Structures
2:2 Quiz: Centralized vs Decentralized Authority
Which of the following represent potential benefits of an organization with centralized authority?
A. Clear chains of command & authority hierarchy
B. Employees who can more easily develop into experts in one area within the company.
C. Simpler financial, accounting, & data managment than decentralized
structures.
D. A & C
E. All of the above
E. All of the above
Some potential challenges for centralized authority organizations include less efficient communcation between teams or departments; less responsiveness to crises or conflicts; & potentially less collaboration & innovation, since less ideas are being shared througout the siloed departments within the organization.
Course 1: Foundations of Human Capital Management
Lesson: Orgnaizational Structures
2:2 Quiz: Centralized vs Decentralized Authority
The careful & responsible management of the well-being of the population and the very essence of good government.
Stewardship
Course: Foundation of Human Capital Management
Lesson: Resource Stewardship
Most valuable resources. They help run the business, interact with customers, promote innovation, & possess skills & knowledge that can create a competitive advantage.
Human Resources
Course: Foundation of Human Capital Management
Lesson: Resource Stewardship
Most important resources.
Financial/Monetary Resources
Course: Foundation of Human Capital Management
Lesson: Resource Stewardship
Tangible things that businesses use like equipment, inventory, manufacturing plants or distribution networks.
Physical Resources
Course: Foundation of Human Capital Management
Lesson: Resource Stewardship
intangible resource like intellectual property, patents, copyrights, & partnerships.. These can be a major driver of growth.
Intellectual Resources
Course: Foundation of Human Capital Management
Lesson: Resource Stewardship
exist in terms of software & tend to be a large investment
Digital Resources
Course: Foundation of Human Capital Management
Lesson: Resource Stewardship
Types of Resources
- Human Resources
- Financial/Monetory Resources
- Physical Resources
- Intelletual Resources
- Digital Resources
Course: Foundation of Human Capital Management
Lesson: Resource Stewardship
Effective resource stewardship can:
- Promote sustainability
- Support organizational improvement
- Maintain a focus on priority areas
- Decrease waste
- Enhance return on investment (ROI)
- Increase customer satisfaction
Course: Foundation of Human Capital Management
Lesson: Resource Stewardship
Why is Effective Resource Stewardhip Important?
- Refouces resource practices around the organizaiton’s mission & customers
- Strengthens human capital systems
- Enhances management accountability
- Prioritizes limited resources
- Elimiates unnecessary activities
- Improves communciation& coordination
Course: Foundation of Human Capital Management
Lesson: Resource Stewardship
What 4 elements should inform all major decision-making within the organizaion, including decisions around resource allocation.
- Vision
- Mission
- Values
- Goals
Course: Foundation of Human Capital Management
Lesson: Resource Stewardship through Strategic Alignment
A statement that communicates the essence of an organization - how it is unique, what it stands for, & why people would want to be part of it.
Value Proposition
Course: Foundation of Human Capital Management
Lesson: Resource Stewardship through Strategic Alignment
Types of Budgeting
- Line-item
- Performance
- Program
- Zero-based
- Site based
- Outcome focused
Course: Foundation of Human Capital Management
Lesson: Types of Budgeting
Budgeting method that groups items by departments to show whcih areas are utilizing most of an organization’s funds.
Advantages: provides clear understanding of where resources are being used
Disadvantages: provides little insight into why these resources are needed & their relevance.
Line Item Budgeting
Course: Foundation of Human Capital Management
Lesson: Types of Budgeting
This method of budgeting displays the relationship between input resources & the quality of the output.
Adavantages: Increases accountability & shows a direct correlation between input & outputs.
Disadvantages: Lack of credible standard cost information.
Performance Budgeting
Course: Foundation of Human Capital Management
Lesson: Types of Budgeting
The grouping of resources by their relevance to a program or event.
Advantages: Shows spending of a project, not certain parts.
Disadvantages: Changes in goals or inability to agree on core objectives.
Program Budgeting
Course: Foundation of Human Capital Management
Lesson: Types of Budgeting
The yearly justification of all activities & services.
Advantages: Helps reduce overall spending
Disadvatages: Proper development of this type of budgeting is time consuming.
Zero Based Budgeting
Course: Foundation of Human Capital Management
Lesson: Types of Budgeting
Deleton of financial decisions to each site.
Advantages: More autonomy, accountability, & public participation.
Disadvantages: Creates conflict among administratros, public, & departments.
Site Based Budgeting
Course: Foundation of Human Capital Management
Lesson: Types of Budgeting
Budgeting with the end goal in mind.
Advantages: Ensures optimization of resources & promotes innovation.
Disadvantages: Changes in goals or trajectory can jeopardize its success.
Outcome-Focused Budgeting
Course: Foundation of Human Capital Management
Lesson: Types of Budgeting
An organization is proposing to develop a nutrition education program, called “Happy and Healthy,”to promote healthy eating habits. Upper management has asked for a budget specfic to the program. This budget will heavily influence whether the initiative is able to occur. Which of the folllowing would be the most approprite budgeting practice?
A. Program budgeting
B. Site-based budgeting
C. Outcome-focused budgeting
D. Zero-based budgeting
A. Program Budgeting
Course: Foundation of Human Capital Management
Lesson: Types of Budgeting
4.1 Quiz: Types of Budgeting
Executives at Pear, Inc., a tehnology company, wants to utilize performance budgeting.
Which of the following accurately depicts this type of budgeting?
A. Pear, Inc. groups their resourcesby the departments that utilize them. This aids in accounting and expense reporting.
B. Pear, Inc. groups resources dependent on which program, event, or activity they are used for.
C. Pear, Inc justifies any activities & services used within a year. These budgets are developed at low organizational levels.
D. Pear, Inc. correlates the input of resources used to the output of results. This can also correlte to goal attainment.
D. Pear, Inc. correlates the input of resources used to the output of results. This can also correlate to the goal attainment.
Course: Foundation of Human Capital Management
Lesson: Types of Budgeting
4.1 Quiz: Types of Budgeting
A superintendent decides that instead of centralized budgeting, each school will do their own.
This allows for more autonomy, participation of hte public in decision making, & accountability.
What budget type is the superintendent utilizing?
A. Zero-based budget
B. Site-based budget
C. Program budgeting
D. Outcome-focused budgeting
B. Site-Based Budget
Course: Foundation of Human Capital Management
Lesson: Types of Budgeting
4.1 Quiz: Types of Budgeting
An HR professional has developed a 5 year plan to increase organization-wide diversity to the CEO, who is very pleased with the plan.
The CEO says, “Keep your end goal in mind throught the entire process.”
Given the CEO’s comments, what type of budgeting should the HR professional use?
A. Site-based budgeting
B. Program budgeting
C. Outcome-focused budgeting
D. Line-item budgeting
C. Outcome-focused budgeting
Course: Foundation of Human Capital Management
Lesson: Types of Budgeting
Quiz
A new accountant at an organization, is told to gather data on which deparmtents are utilizing the most resources.
This data is to be used for accounting purposes & expense reporting.
Which type of budgeting is the accountant implementing?
A. Outcome-based budgeting
B. Site-based budgeting
C. Performance budgeting
D. Line-item budgeting
D. Line-item Budgeting
Course: Foundation of Human Capital Management
Lesson: Types of Budgeting
4.1 Quiz: Types of Budgeting
How is zero-based budgeting conducted?
A. By justifying activities & services yearly.
B. Via a “big picture” approach based on a specific event or program.
C. By showing the relationship between the input of resources & output of results
D. By showing which departments utilize the most resources.
A. By justifying activities & services yearly.
Course: Foundation of Human Capital Management
Lesson: Types of Budgeting
4.1 Quiz: Types of Budgeting
A type of resource allocation.
The process of aligning the workforce with the needs & priorities of the organization & the customers it serves.
Workforce Planning
Course: Foundation of Human Capital Management
Lesson: Workforce Planning
6 Phases of Workforce Planning
1) Strategic Direction
2) Supply Analysis
3) Demand Analysis
4) Gap Analysis
5) Solution Implementation
6) Monitoring Progess
Course: Foundation of Human Capital Management
Lesson: Workforce Planning
Determined by what resources are available readily & in the future.
Strategic Direction
Course: Foundation of Human Capital Management
Lesson: Workforce Planning
assesses what resources an organization curretly has at its disposable, and if/how it is going to change.
Supply Analysis
Course: Foundation of Human Capital Management
Lesson: Workforce Planning
attempt to understand future resource needs in relation to what is presently being utilized.
Demand Analysis
Course: Foundation of Human Capital Management
Lesson: Workforce Planning
analyzes the gaps or discrepenceis betwee workforce supply & demand as well as how it affects organizational performance.
Gap Analysis
Course: Foundation of Human Capital Management
Lesson: Workforce Planning
a plan of action drawn from the assessment of the supply, demand, & gap analyses
Solution Implementation
Course: Foundation of Human Capital Management
Lesson: Workforce Planning
ensures things are running smoothly & as planned.
Monitoring Progress
Course: Foundation of Human Capital Management
Lesson: Workforce Planning
6 Steps for State Equity Plan Creation
1) Involve stakeholders
2) Identify equity gaps
3) Perform a root-cause analysis
4) Create an action plan to eliminate equity gaps
5) Share program evaluation plan
6) Provide information on how progress would be reported to the public.
Course: Foundation of Human Capital Management
Lesson: Workforce Planning
The ability to maintain programming or offerings & their benefits over time.
Sustainability
Course: Foundation of Human Capital Management
Lesson: Sustainability
The ability of an organization to continue to fund (with cash) a project or program.
Fiscal Sustainability
Course: Foundation of Human Capital Management
Lesson: Sustainability
Having the support & resources needed to effetively manage a program & it’s activities.
Involves attending to strategic alignment, staffing strutures & responsibilities, culture, & the external environment.
Porgrammatic Sustainability
Course: Foundation of Human Capital Management
Lesson: Sustainability
The practice of one organization contracting with another to oversee or run specific processes, functions, roles, or departments.
It is often used to save money or maximize limited resources.
Outsourcing
Course: Foundation of Human Capital Management
Lesson: Sustainability
Benefits of Outsourcing
- Faster services
- Scalability of services
- Risk mitigation
- Reduced capital cost
- Cheaper services
- More time to focus on core competencies
- Access to highly skilled service providers
- More time to focus on strategic intiatives
- Reduced labor costs
- Saved resources, time & effort
Course: Foundation of Human Capital Management
Lesson: Sustainability
Risks of Outsourcing
Security Risk - susceptibility to fraud
Regulator Risk - stability, fairness, & efficiency of legal framework
Macroeconomic Risk - Cost inflation, currency fluctuation
Intelletual Property Risk - Strength of data & intellectual property protection.
Course: Foundation of Human Capital Management
Lesson: Sustainability
Biggest challenge of implementing outsourcing
Cultural Resistance
Course: Foundation of Human Capital Management
Lesson: Sustainability
organizations can combine resources with other entities to provide services or enter into outsoucing agreements more efficeintly & effectively.
Shared Services
Course: Foundation of Human Capital Management
Lesson: Shared Services
These services impact students
Direct Shared Services
Course: Foundation of Human Capital Management
Lesson: Shared Services
These services do not directly impact students
Indirect Services
Course: Foundation of Human Capital Management
Lesson: Shared Services
Benefits of Shared Services
- Reduced redundancy
- Lower administrative costs
- Lower capital costs
- Lower personnel cost
- Reduction in necessary tasks
- Standardized processes
- Benefiting from economies of scale
- Shaed costs of services
Course: Foundation of Human Capital Management
Lesson: Shared Services
Riskes of Shared
Services
- Regulatory/legal
- Cost inflation
- Increased redundancies
- May not reduce costs
- Security: Personal & organizational information
- Maintaining positive relationships with partners
- Cultural: Lack of employee support
Course: Foundation of Human Capital Management
Lesson: Shared Services
Arrangements that allow organizations to combine orders for various commondities, thereby securitng better prices than they would have obtained on their own.
Purchasing Cooperatives
Course: Foundation of Human Capital Management
Lesson: Shared Services
Benefits of Purchasing Co-Ops
- Volume Discounts
- Reduced procurement responsibilities
- Can be easily added or removed in contracts
- Variety of product options
Course: Foundation of Human Capital Management
Lesson: Shared Services
Risks of Purchasing Co-Ops
- Can be inefficient since cooperatives include more than one organization
- Lack of control due to delegation of tasks
- Can be expensive
- Lack of support if not using local and/or diverse suppliers
Course: Foundation of Human Capital Management
Lesson: Resource Stewardship - Shared Services
Ways to streamline operations
- Reducing redundancies
- Increasing efficiencies
- Improving governance structures & processes
- Having difficult conversations about how resources are utliized.
Course: Foundation of Human Capital Management
Lesson: Resource Stewardship - Identifying Efficiencies
2 Ways to identify efficiencies
- Utility usage reduction & conversation
- Facilities projects
Course: Foundation of Human Capital Management
Lesson: Resource Stewardship - Identifying Efficiencies
Sustainability Metrics
- Total cost calculation
- Cost-benefit analysis
- Return on Investment (ROI)
- Break-even analysis
Course: Foundation of Human Capital Management
Lesson: Resource Stewardship - Tracking & Assessing Resource Usage
Assesses whether there are enough resources available to impletment a new program or scale upan existing program
Total fixed costs + total variable costs
Total Cost Caluculation
Course: Foundation of Human Capital Management
Lesson: Resource Stewardship
6.4 Identifying Efficiencies
Allows an organization into decide if the benefits of a program or process outwiegh the costs.
Cost-Benefit Analysis
Course: Foundation of Human Capital Management
Lesson: Resource Stewardship
6.4 Identifying Efficiencies
Calculates the benefits/earnings from a program or process as a percentage of the original amount invested.
(Benefits-Costs)/Costs
Return on Investment (ROI)
Course: Foundation of Human Capital Management
Lesson: Resource Stewardship
6.4 Identifying Efficiencies
Finds the number of units needed for zero loss or profit.
Fixed costs / (price per unit - variable cost per unit)
Break-Even Analysis
Course: Foundation of Human Capital Management
Lesson: Resource Stewardship
6.4 Identifying Efficiencies
Ways to Track Resource Usage
- Create a resource schedule
- Timesheets
- Keep logs
- Forecasts vs actual reports
- Monitor utilization in different categories
Course: Foundation of Human Capital Management
Lesson: Resource Stewardship
6.4 Identifying Efficiencies
Your organization wants to estimate the total cost of increasing custodial employee wates to $17.00 an hour. You know you have 20 employees, and that around 4 of htem end up using overtime. What type of sustainability metric would you use?
A. Total-cost calculation
B. Cost-benefit analysis
C. Return on investment
D. Break-even analysis
A. Total-cost caluculation
Course: Foundation of Human Capital Management
Lesson: Resource Stewardship
6.5 Quiz: Metrics
Your organization has had an increase in safety incidents, so you suggest the implementaiton of additonal safety training programs.
Then training program costs $45,000 but will save the organization $100,000 in workers compensation claimes & insurance payouts. It will also cost around $5,000 in labor costs to train trainers.
You determine if this is a worthy expenditure examining which of the following?
A. Total-cost calculation
B. Cost-benefit analysis
C. Return on investment
D. Break-even analysis
C. Return on Investment
Course: Foundation of Human Capital Management
Lesson: Resource Stewardship
6.5 Quiz: Metrics
You’d like to adopt a new software that will increase productivity of your employees. it costs $14,000 to implement but, if it works, you may be able to eliminiate an administrative position that is paid $24,000.
Which of the following would help you decide whether the software is beneficial?
A. Total-cost calculation
B. Cost-benefit analysis
C. Return on investment
D. Break-even analysis
B. Cost-benefit anlaysis
Course: Foundation of Human Capital Management
Lesson: Resource Stewardship
6.5 Quiz: Metrics
An organization creats applicant tracking software & would like to know how many units they need to sell to have equal cost & income.
To figure this ut, you would need to use which of the following?
A. Total-cost calculation
B. Cost-benefit analysis
C. Return on investment
D. Break-even analysis
D. Break-even analysis
Course: Foundation of Human Capital Management
Lesson: Resource Stewardship
6.5 Quiz: Metrics
5 Types of Resources
Human
Financial/monetary
Physical
Intellectual
Digital
Course: Foundation of Human Capital Management
Lesson: Resource Stewardship
Summary
Oversees the federal laws that protect employees & job applicatns against discrimination.
EEOC (Equal Employment Opportunity Commission)
Course: Foundation of Human Capital Management
Lesson: HR Laws & Policies
The EEOC is charged with 3 Main Resposibilities
1) Investigating & resolving discrimination complaints
2) Gatherng information to monitor employmet practices
3) Issuing guidelines to help organizations comply with EEO laws.
Course: Foundation of Human Capital Management
Lesson: HR Laws & Policies
A group of federal laws that protect employees & job applicants against discrimination in employment decisions including hiring, firing, pay, job assignments, promotions, layoffs, training, compensation, & benefits.
EEO (Equal Employment Opportunity) Laws
Course: Foundation of Human Capital Management
Lesson: HR Laws & Policies
- Intentional discrimination
- May involve unequal aapplication of employment policies (e.g. only testing the language skills of applicants whose national origin is from an area outside the US)
- Involves intentionally** treating** people differently.
Disparate Treatment
Course: Foundation of Human Capital Management
Lesson: HR Laws & Policies
- Unintentional discrimination
- Facially neutral employme t proctice that has a disproportionately negative effect on a prected class.
- Doesn’t consider intent. It examines whether the consequence, or impact, of the policy is negative.
Adverse Impact
Course: Foundation of Human Capital Management
Lesson: HR Laws & Policies
4/5ths Rule Steps
1) Calculae the selection rate for each group.
(Selection rate = number of people selected from a group/total number of applicants in that group)
2) Identify the group with the highest selection rate
3) Calculate Impact Ratios by comparing the selection rate of eaach group to the group with the highest selection rate.
Impact ratio = Selection rate of each group / highest selection rate
4) Determine if any of the impact ratios are less that 4/5ths or 80%. A rate less than 80% is evidence of adverse impact. Additonal investigation is needed.
Course: Foundation of Human Capital Management
Lesson: HR Laws & Policies
describes the potential threats an organization, process, or project may face & can come from a wide variety of sources, including finance, compliance, safety, & natural disasters.
Risk
Course: Foundation of Human Capital Management
Lesson: Risk Assessment and Mitigation
the continuous process of identifying, assessing, and resolving risk items.
Risk Management
Course: Foundation of Human Capital Management
Lesson: Risk Assessment and Mitigation
Risk Management is a one time process that can be completed annually.
A. True
B. False
B. False
Course: Foundation of Human Capital Management
Lesson: Risk Assessment and Mitigation
Quiz
Risk Management Process
1) Identify possible risk areas
2) Using quantitative & qualitative assessment to estimate the likelihood & impact of the risks.
3) Prioritizing the risks based on likelihood & impact.
4) Taking action to mitigate risk.
5) Continuing to monitor risk after mitigation strategy is applied.
Course: Foundation of Human Capital Management
Lesson: Risk Assessment and Mitigation
Risk Types/Categories
1) Operational
2) Compliance
3) Financial
4) Enviornmental
5) Strategic
Course: Foundation of Human Capital Management
Lesson: Risk Assessment and Mitigation
Measures or understanding the impact of risk
Risk Analysis
Course: Foundation of Human Capital Management
Lesson: Risk Assessment and Mitigation
Involves using math & data to come to conclusions & understand behaviors.
Quantitative Assessment
Course: Foundation of Human Capital Management
Lesson: Risk Assessment and Mitigation