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pHCLE 202311 > 1. Human Capital Management > Flashcards

1. Human Capital Management Flashcards

1
Q

Future focused & can be idealistic. It represents what your organization is trying to achive.

A

Vison Statement

Course 1: Human Capital Management

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2
Q

Present focused & represents a more attainable goal. It should be the foundation of your organization’s strategic goals.

A

Mission Statement

Course 1: Human Capital Management

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3
Q

A list of values, beliefs, or principals that you want your organization to uphold.

A

Values Statement

Human Capital Management

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4
Q
  • Forward thinking decisions based on long term goals.
  • Concern the overall strategic direction of the organization.
A

Strategic HC Management

Course 1: Human Capital Management

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5
Q
  • Day to day functions
  • Operations needed to support the organization’s general function.
A

Transactional HC Management

Course 1: Human Capital Management

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6
Q

Organizational efficiency/effectiveness measures and programs

A. Strategic
B. Transactional

A

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

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7
Q

Pre-Employment Testing

A. Strategic
or
B. Transactional

A

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

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8
Q

HR Brand Management

A. Strategic
or
B. Transactional

A

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

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9
Q

Policy handbook creation and updates

A. Strategic
or
B. Transactional

A

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

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10
Q

includes training, leadership development & growth opportunities

A

Talent Development

Course 1: Foundations of Human Capital Management

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11
Q

Companies conduct ________________ to evaluate their training, personnel, operations, and/or work environment.

A

Organizational Analysis

Course 1: Foundations of Human Capital Management
Lesson: Developing a Human Capital Strategy
01: SWOT & PESTLE Analyses

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12
Q
  • Strengths
  • Weaknesses
  • Opportunities
  • Threats
A

SWOT Analysis

Course 1: Foundations of Human Capital Management
Lesson: Developing a Human Capital Strategy
01: SWOT & PESTLE Analyses

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13
Q

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.

A

SWOT Analysis

Course 1: Foundations of Human Capital Management
Lesson: Developing a Human Capital Strategy
01: SWOT & PESTLE Analyses

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14
Q
  • Political
  • Economic
  • Social
  • Technical
  • Legal
  • Environment
A

PESTLE Analysis

Course 1: Foundations of Human Capital Management
Lesson: Developing a Human Capital Strategy
01: SWOT & PESTLE Analyses

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15
Q

used to examine an organization’s external environment & standing

A

PESTLE Analysis

Course 1: Foundations of Human Capital Management
Lesson: Developing a Human Capital Strategy
01: SWOT & PESTLE Analyses

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16
Q

Strengths & Weaknesses

A

Internal: SWOT Analysis

Course 1: Foundations of Human Capital Management
Lesson: Developing a Human Capital Strategy
01: SWOT & PESTLE Analyses

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17
Q

Opportunities & Threats

A

External: SWOT Analysis

Course 1: Foundations of Human Capital Management
Lesson: Developing a Human Capital Strategy
01: SWOT & PESTLE Analyses

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18
Q

SWOT Analysis Steps

A

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

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19
Q

4 Primary Types of Organizational Stuctures

A

1) Functional
2) Divisional
3) Matrix
4) Flat

Course 1: Foundations of Human Capital Management
Lesson: Organizational Structures

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20
Q

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.

A

Functional Structure

Course 1: Foundations of Human Capital Management
Lesson: Organizational Structures

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21
Q

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.

A

Divisional (or Multidivisional)

Course 1: Foundations of Human Capital Management
Lesson: Organizational Structures

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22
Q

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.

A

Matrix Stucture

Course 1: Foundations of Human Capital Management
Lesson: Organizational Structures

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23
Q

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.

A

Flat Structure

Course 1: Foundations of Human Capital Management
Lesson: Organizational Structures

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24
Q

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

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

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25
Q

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

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

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26
Q

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

A

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

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27
Q

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.

A

Centralized Authority

Course 1: Foundations of Human Capital Management
Lesson: Organizational Structures

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28
Q

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

A

Decentralized Authority

Course 1: Foundations of Human Capital Management
Lesson: Orgnaizational Structures

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29
Q

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.

A

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

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30
Q

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

A

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

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31
Q

The careful & responsible management of the well-being of the population and the very essence of good government.

A

Stewardship

Course: Foundation of Human Capital Management
Lesson: Resource Stewardship

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32
Q

Most valuable resources. They help run the business, interact with customers, promote innovation, & possess skills & knowledge that can create a competitive advantage.

A

Human Resources

Course: Foundation of Human Capital Management
Lesson: Resource Stewardship

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33
Q

Most important resources.

A

Financial/Monetary Resources

Course: Foundation of Human Capital Management
Lesson: Resource Stewardship

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34
Q

Tangible things that businesses use like equipment, inventory, manufacturing plants or distribution networks.

A

Physical Resources

Course: Foundation of Human Capital Management
Lesson: Resource Stewardship

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35
Q

intangible resource like intellectual property, patents, copyrights, & partnerships.. These can be a major driver of growth.

A

Intellectual Resources

Course: Foundation of Human Capital Management
Lesson: Resource Stewardship

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36
Q

exist in terms of software & tend to be a large investment

A

Digital Resources

Course: Foundation of Human Capital Management
Lesson: Resource Stewardship

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37
Q

Types of Resources

A
  1. Human Resources
  2. Financial/Monetory Resources
  3. Physical Resources
  4. Intelletual Resources
  5. Digital Resources

Course: Foundation of Human Capital Management
Lesson: Resource Stewardship

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38
Q

Effective resource stewardship can:

A
  • 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

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39
Q

Why is Effective Resource Stewardhip Important?

A
  • 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

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40
Q

What 4 elements should inform all major decision-making within the organizaion, including decisions around resource allocation.

A
  • Vision
  • Mission
  • Values
  • Goals

Course: Foundation of Human Capital Management
Lesson: Resource Stewardship through Strategic Alignment

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41
Q

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.

A

Value Proposition

Course: Foundation of Human Capital Management
Lesson: Resource Stewardship through Strategic Alignment

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42
Q

Types of Budgeting

A
  • Line-item
  • Performance
  • Program
  • Zero-based
  • Site based
  • Outcome focused

Course: Foundation of Human Capital Management
Lesson: Types of Budgeting

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43
Q

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.

A

Line Item Budgeting

Course: Foundation of Human Capital Management
Lesson: Types of Budgeting

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44
Q

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.

A

Performance Budgeting

Course: Foundation of Human Capital Management
Lesson: Types of Budgeting

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45
Q

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.

A

Program Budgeting

Course: Foundation of Human Capital Management
Lesson: Types of Budgeting

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46
Q

The yearly justification of all activities & services.

Advantages: Helps reduce overall spending

Disadvatages: Proper development of this type of budgeting is time consuming.

A

Zero Based Budgeting

Course: Foundation of Human Capital Management
Lesson: Types of Budgeting

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47
Q

Deleton of financial decisions to each site.

Advantages: More autonomy, accountability, & public participation.

Disadvantages: Creates conflict among administratros, public, & departments.

A

Site Based Budgeting

Course: Foundation of Human Capital Management
Lesson: Types of Budgeting

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48
Q

Budgeting with the end goal in mind.

Advantages: Ensures optimization of resources & promotes innovation.

Disadvantages: Changes in goals or trajectory can jeopardize its success.

A

Outcome-Focused Budgeting

Course: Foundation of Human Capital Management
Lesson: Types of Budgeting

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49
Q

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

A. Program Budgeting

Course: Foundation of Human Capital Management
Lesson: Types of Budgeting
4.1 Quiz: Types of Budgeting

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50
Q

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.

A

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

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51
Q

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

A

B. Site-Based Budget

Course: Foundation of Human Capital Management
Lesson: Types of Budgeting
4.1 Quiz: Types of Budgeting

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52
Q

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

A

C. Outcome-focused budgeting

Course: Foundation of Human Capital Management
Lesson: Types of Budgeting
Quiz

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53
Q

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

A

D. Line-item Budgeting

Course: Foundation of Human Capital Management
Lesson: Types of Budgeting
4.1 Quiz: Types of Budgeting

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54
Q

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

A. By justifying activities & services yearly.

Course: Foundation of Human Capital Management
Lesson: Types of Budgeting
4.1 Quiz: Types of Budgeting

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55
Q

A type of resource allocation.

The process of aligning the workforce with the needs & priorities of the organization & the customers it serves.

A

Workforce Planning

Course: Foundation of Human Capital Management
Lesson: Workforce Planning

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56
Q

6 Phases of Workforce Planning

A

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

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57
Q

Determined by what resources are available readily & in the future.

A

Strategic Direction

Course: Foundation of Human Capital Management
Lesson: Workforce Planning

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58
Q

assesses what resources an organization curretly has at its disposable, and if/how it is going to change.

A

Supply Analysis

Course: Foundation of Human Capital Management
Lesson: Workforce Planning

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59
Q

attempt to understand future resource needs in relation to what is presently being utilized.

A

Demand Analysis

Course: Foundation of Human Capital Management
Lesson: Workforce Planning

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60
Q

analyzes the gaps or discrepenceis betwee workforce supply & demand as well as how it affects organizational performance.

A

Gap Analysis

Course: Foundation of Human Capital Management
Lesson: Workforce Planning

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61
Q

a plan of action drawn from the assessment of the supply, demand, & gap analyses

A

Solution Implementation

Course: Foundation of Human Capital Management
Lesson: Workforce Planning

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62
Q

ensures things are running smoothly & as planned.

A

Monitoring Progress

Course: Foundation of Human Capital Management
Lesson: Workforce Planning

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63
Q

6 Steps for State Equity Plan Creation

A

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

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64
Q

The ability to maintain programming or offerings & their benefits over time.

A

Sustainability

Course: Foundation of Human Capital Management
Lesson: Sustainability

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65
Q

The ability of an organization to continue to fund (with cash) a project or program.

A

Fiscal Sustainability

Course: Foundation of Human Capital Management
Lesson: Sustainability

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66
Q

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.

A

Porgrammatic Sustainability

Course: Foundation of Human Capital Management
Lesson: Sustainability

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67
Q

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.

A

Outsourcing

Course: Foundation of Human Capital Management
Lesson: Sustainability

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68
Q

Benefits of Outsourcing

A
  • 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

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69
Q

Risks of Outsourcing

A

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

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70
Q

Biggest challenge of implementing outsourcing

A

Cultural Resistance

Course: Foundation of Human Capital Management
Lesson: Sustainability

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71
Q

organizations can combine resources with other entities to provide services or enter into outsoucing agreements more efficeintly & effectively.

A

Shared Services

Course: Foundation of Human Capital Management
Lesson: Shared Services

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72
Q

These services impact students

A

Direct Shared Services

Course: Foundation of Human Capital Management
Lesson: Shared Services

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73
Q

These services do not directly impact students

A

Indirect Services

Course: Foundation of Human Capital Management
Lesson: Shared Services

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74
Q

Benefits of Shared Services

A
  • 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

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75
Q

Riskes of Shared
Services

A
  • 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

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76
Q

Arrangements that allow organizations to combine orders for various commondities, thereby securitng better prices than they would have obtained on their own.

A

Purchasing Cooperatives

Course: Foundation of Human Capital Management
Lesson: Shared Services

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77
Q

Benefits of Purchasing Co-Ops

A
  • 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

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78
Q

Risks of Purchasing Co-Ops

A
  • 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

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79
Q

Ways to streamline operations

A
  • 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

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80
Q

2 Ways to identify efficiencies

A
  1. Utility usage reduction & conversation
  2. Facilities projects

Course: Foundation of Human Capital Management
Lesson: Resource Stewardship - Identifying Efficiencies

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81
Q

Sustainability Metrics

A
  • 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

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82
Q

Assesses whether there are enough resources available to impletment a new program or scale upan existing program

Total fixed costs + total variable costs

A

Total Cost Caluculation

Course: Foundation of Human Capital Management
Lesson: Resource Stewardship
6.4 Identifying Efficiencies

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83
Q

Allows an organization into decide if the benefits of a program or process outwiegh the costs.

A

Cost-Benefit Analysis

Course: Foundation of Human Capital Management
Lesson: Resource Stewardship
6.4 Identifying Efficiencies

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84
Q

Calculates the benefits/earnings from a program or process as a percentage of the original amount invested.

(Benefits-Costs)/Costs

A

Return on Investment (ROI)

Course: Foundation of Human Capital Management
Lesson: Resource Stewardship
6.4 Identifying Efficiencies

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85
Q

Finds the number of units needed for zero loss or profit.

Fixed costs / (price per unit - variable cost per unit)

A

Break-Even Analysis

Course: Foundation of Human Capital Management
Lesson: Resource Stewardship
6.4 Identifying Efficiencies

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86
Q

Ways to Track Resource Usage

A
  • 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

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87
Q

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

A. Total-cost caluculation

Course: Foundation of Human Capital Management
Lesson: Resource Stewardship
6.5 Quiz: Metrics

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88
Q

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

A

C. Return on Investment

Course: Foundation of Human Capital Management
Lesson: Resource Stewardship
6.5 Quiz: Metrics

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89
Q

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

A

B. Cost-benefit anlaysis

Course: Foundation of Human Capital Management
Lesson: Resource Stewardship
6.5 Quiz: Metrics

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90
Q

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

A

D. Break-even analysis

Course: Foundation of Human Capital Management
Lesson: Resource Stewardship
6.5 Quiz: Metrics

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91
Q

5 Types of Resources

A

Human
Financial/monetary
Physical
Intellectual
Digital

Course: Foundation of Human Capital Management
Lesson: Resource Stewardship
Summary

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92
Q

Oversees the federal laws that protect employees & job applicatns against discrimination.

A

EEOC (Equal Employment Opportunity Commission)

Course: Foundation of Human Capital Management
Lesson: HR Laws & Policies

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93
Q

The EEOC is charged with 3 Main Resposibilities

A

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

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94
Q

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.

A

EEO (Equal Employment Opportunity) Laws

Course: Foundation of Human Capital Management
Lesson: HR Laws & Policies

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95
Q
  • 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.
A

Disparate Treatment

Course: Foundation of Human Capital Management
Lesson: HR Laws & Policies

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96
Q
  • 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.
A

Adverse Impact

Course: Foundation of Human Capital Management
Lesson: HR Laws & Policies

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97
Q

4/5ths Rule Steps

A

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

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98
Q

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.

A

Risk

Course: Foundation of Human Capital Management
Lesson: Risk Assessment and Mitigation

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99
Q

the continuous process of identifying, assessing, and resolving risk items.

A

Risk Management

Course: Foundation of Human Capital Management
Lesson: Risk Assessment and Mitigation

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100
Q

Risk Management is a one time process that can be completed annually.

A. True
B. False

A

B. False

Course: Foundation of Human Capital Management
Lesson: Risk Assessment and Mitigation
Quiz

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101
Q

Risk Management Process

A

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

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102
Q

Risk Types/Categories

A

1) Operational
2) Compliance
3) Financial
4) Enviornmental
5) Strategic

Course: Foundation of Human Capital Management
Lesson: Risk Assessment and Mitigation

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103
Q

Measures or understanding the impact of risk

A

Risk Analysis

Course: Foundation of Human Capital Management
Lesson: Risk Assessment and Mitigation

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104
Q

Involves using math & data to come to conclusions & understand behaviors.

A

Quantitative Assessment

Course: Foundation of Human Capital Management
Lesson: Risk Assessment and Mitigation

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105
Q

4 Primary Techniques for conducting feasibility analysies

A

1) Total cost calculation
2) Cost benefit analysis
3) Return on investment
4) Break-even analysis

Course: Foundation of Human Capital Management
Lesson: Risk Assessment and Mitigation

106
Q

Asseses whether there are enough resources available to implement a new program or scale up an existing program.

Total fixed cost + total variable costs

A

Total Cost Calculation

Course: Foundation of Human Capital Management
Lesson: Risk Assessment and Mitigation

107
Q

Allows an organization into decide if the benefits of a program or process outweigh the costs.

Benefits - costs

A

Cost-Benefit Analysis

Course: Foundation of Human Capital Management
Lesson: Risk Assessment and Mitigation

108
Q

Calculates the benfits/earnings from a program or process as a percentage of the original amount invested.

(benefits-costs)/costs

A

Return on Investment (ROI)

Course: Foundation of Human Capital Management
Lesson: Risk Assessment and Mitigation

109
Q

For products, finds the number of units needed for zero loss or profit.

Products
fixed costs/(price per unit - variable cost per unit)

Services
fixed costs/savings per transaction

A

Break-Even Analysis

Course: Foundation of Human Capital Management
Lesson: Risk Assessment and Mitigation

110
Q

ensures legal compliance

based on measurable data

A

Quantitative Assessment

Course: Foundation of Human Capital Management
Lesson: Risk Assessment and Mitigation

111
Q

intangilbe assessments

A

Qualitative Risk Assessment

Course: Foundation of Human Capital Management
Lesson: Risk Assessment and Mitigation

112
Q

Used to visualize risk impact & likelihood.

Allows visual evaluation risk priorities.

Prioritizes risks.

A

Risk Matrix

Course: Foundation of Human Capital Management
Lesson: Risk Assessment and Mitigation

113
Q

4 Main Strategies to Respond to Risks

A

1) Risk Avoidance
2) Risk Acceptance
3) Risk Reduction
4) Risk Transfer

Course: Foundation of Human Capital Management
Lesson: Risk Assessment and Mitigation

114
Q

Organization stops engaging in the activity as a means of preenting the risk.

A

Risk Avoidance

Course: Foundation of Human Capital Management
Lesson: Risk Assessment and Mitigation

115
Q

Organizations accept the potential losses from a risk & continue to operate.

A

Risk Acceptance

Course: Foundation of Human Capital Management
Lesson: Risk Assessment and Mitigation

116
Q

Organizations implement policies & procedures to reduce the possibility of severe consequences.

A

Risk Reduction

Course: Foundation of Human Capital Management
Lesson: Risk Assessment and Mitigation

117
Q

Risk is shifted from the organization to another party.

A

Risk Transfer

Course: Foundation of Human Capital Management
Lesson: Risk Assessment and Mitigation

118
Q

Developing an alternative strategy to prevent risk is an example of which risk management strategy?

A. Risk Acceptance
B. Risk Transfer
C. Risk Avoidance
D. Risk Reduction

A

C. Risk Avoidance

Course: Foundation of Human Capital Management
Lesson: Risk Assessment and Mitigation
6.1 Quiz: Risk Mitigation Strategies

119
Q

Purchasing insurance to protect assets, the organization, and employees, is a risk reduction strategy.

A. True
B. False

A

B. False

Course: Foundation of Human Capital Management
Lesson: Risk Assessment and Mitigation
6.1 Quiz: Risk Mitigation Strategies

120
Q

Implementing policies & procedures to prevent risk is an example of risk reduction.

A. True
B. False

A

A. True

Course: Foundation of Human Capital Management
Lesson: Risk Assessment and Mitigation
6.1 Quiz: Risk Mitigation Strategies

121
Q

Describes an organization’s potential exposure to material, financial, & otherlosses due to violationsof laws, policies, & organizational processes.

A

Compliance Risk

Course: Foundation of Human Capital Management
Lesson: Risk Assessment and Mitigation

122
Q

A federal law that protects the privacy of student records & governs the release & access to the records.

A

FERPA
(Family Educational Rights & Privacy Act)

Course: Foundation of Human Capital Management
Lesson: Risk Assessment and Mitigation

123
Q

Requires employers to keep disability-related medical information form employees confidential.

A

ADA (Americans with Disabilities Act)

Course: Foundation of Human Capital Management
Lesson: Risk Assessment and Mitigation

124
Q

Requires employers to disclose that consumer reports may be used for employment decisions.

A

FCRA (Fair Credit Reporting Act)

Course: Foundation of Human Capital Management
Lesson: Risk Assessment and Mitigation

125
Q

Professor Jones replied all to an email & mistakenly attached all the grades for the students in the class.

Which law did Professor Jones violate?

A. Federal Rights and Privacy Act (FERPA)
B. Fair Credit Reporting Act (FCRA)
C. Americans with Disabilities Act (ADA)
D. There was no violation, it was a mistake

A

A. Federal Rights & Privacy Act (FERPA)

Course: Foundation of Human Capital Management
Lesson: Risk Assessment and Mitigation
13.1 Quiz

126
Q

Employers are not held legally responsible for data breaches.

A. True
B. False

A

B. False

Course: Foundation of Human Capital Management
Lesson: Risk Assessment and Mitigation
13.1 Quiz

127
Q

How can organizaitons prevent data breaches & lost employee information?

A. Developing policies that inform where data is stored, who has access to it, and how it is used.
B. Training employees to spot potential data risks
C. Regularly evaluate systems to ensure they are appropriately addressing risk.
D. All of the above

A

D. All of the above

Course: Foundation of Human Capital Management
Lesson: Risk Assessment and Mitigation
13.1 Quiz

128
Q

works to enforce health & safety standards in private sectors.

A

OSHA (Occupational Safety & Health Act)

Course: Foundation of Human Capital Management
Lesson: Risk Assessment and Mitigation
Preventing Workplace Injuries & Illnesses

129
Q

Ways organizations can mitigate safety risk:

A

1) Identifying the safety risk & assessin their likelihood
2) Using policies to mitigate high risk safety issues & to define processes for mitigating unknown helath & safety risks
3) Communicate helth & safety procedures widely across the organizations to lower risk likelihood
4) Regularly monitor organizaiton for recurring safety risks & adjust policies & procedures to mitigate risk.

Course: Foundation of Human Capital Management
Lesson: Risk Assessment and Mitigation
Preventing Workplace Injuries & Illnesses

130
Q

Which of these circumstances could be considred harassment?

A. A female supervisor making unwanted physical contact with a male employee that report to her.
B. An email with a racially insensitive joke directed at one employee is sent out weekly.
C. Regular comments are made to female employees about their ability to perform based on their demands at home.
D. All of the above

A

D. All of the above

Course: Foundation of Human Capital Management
Lesson: Risk Assessment and Mitigation
Preventing Bullying, Harrassment, & Microaggressions
15.2 Quiz

131
Q

Repeated, aggressive behaviors that initentionally cause harm to anther person.

A

Bullying

Course: Foundation of Human Capital Management
Lesson: Risk Assessment and Mitigation
15.3 Preventing Bullying, Harrassment, & Microaggressions

132
Q

Harmful, unwanted, or bullying behavior that is based on protected class status such as race or gender.

A

Harassment

Course: Foundation of Human Capital Management
Lesson: Risk Assessment and Mitigation
15.3 Preventing Bullying, Harrassment, & Microaggressions

133
Q

Brief, day-to-day “verbal, behavioral, or environmental indignities” that are often directed toward minorities or marginalized groups.

A

Microaggressions

Course: Foundation of Human Capital Management
Lesson: Risk Assessment and Mitigation
15.3 Preventing Bullying, Harrassment, & Microaggressions

134
Q

The deliberative process two or more parties entering into an agreement or seeking a solution or resolution to an issue or situation.

A

Negotiation

Course: Foundation of Human Capital Management
Lesson: Contracts & Labor Relations
2.1 Negotiations

135
Q

Two Basic Bargaining Strategies

A

1) Positional Bargaining
2) Interest-Based Bargaining

Course: Foundation of Human Capital Management
Lesson: Contracts & Labor Relations
2.2 Two Basic Bargaining Strategies

136
Q

A negotiation strategy that involves holding to a fixed idea or position.

(Also known as distributive or competitive bargaining)

A

Postional Based Bargaining

Course: Foundation of Human Capital Management
Lesson: Contracts & Labor Relations
2.2 Two Basic Bargaining Strategies

137
Q

A negotiation strategy in which parties collaborate to develop mutually beneficial agreements.

(Also known as win-win bargaining)

A

Interest-Based Bargaining

Course: Foundation of Human Capital Management
Lesson: Contracts & Labor Relations
2.2 Two Basic Bargaining Strategies

138
Q

The following scenario is an example of interest-based bargaining:

The Sunnyside School District (SSD) teachers’ union has requested a 6% increase in base pay as part of their contract negotiation.

Representatives from the district explain that SSD’s budget will not allow for that much of an increase, and they request that the union accept a 3% base pay increase.

A. True
B. False

A

B. False

Both sides are anchoring around their requests without trying to find a mutually benefiial solution, so this is an example of positional bargaining.

Course: Foundation of Human Capital Management
Lesson: Contracts & Labor Relations
2.3 Quiz Bargaining Strategies

139
Q

Collective Bargaining Steps

A

1) Notice Served
2) Negotations Preparation
3) Negotiations Sessions
4) Dispute Resolution
5) Contract Ratification
6) Contract Administration
7) Issue Resolution

Course: Foundation of Human Capital Management
Lesson: Contracts & Labor Relations
2.4 Collective Bargaining Process

140
Q

SSD’s collective bargaining agreement is nearing its expiration.

A notice to bargain has been served, & both the teachers’ union & district have identified their teams to participate in the negotation.

What should be the next step in the process?

A. Each party identifies & prioritizes issues
B. Negotiation teams clarify meeting norms
C. Both parties gather feedback & information

A

C. Both parties gther feedback & information

One bargaining teams are set, both parties should start collecting feedback & information from members (union) or the organization (employer).

This step would be followed by both teams identifying & prioritizing issues & establishing logistics & norms for meetings.

Course: Foundation of Human Capital Management
Lesson: Collective Bargaining Process
2.6: Collective Bargaining Process

141
Q

Maintaining Positive Labor Relations

A

Invest time
Communicate
Stay focused

Course: Foundation of Human Capital Management
Lesson: Collective Bargaining Process

142
Q

defines unfair labor practices & protects workers’ rights to colledtively bargain & strike.

A

National Labor Relations Act (NLRA)

Course: Foundation of Human Capital Management
Lesson: Collective Bargaining Process

143
Q

Collective bargaining laws

A
  • differ by state
  • may be difficult to interpret

Course: Foundation of Human Capital Management
Lesson: Collective Bargaining Laws

144
Q

Two primary strategies used for bargaining

A

1) positional bargaining
2) interest-based bargaining

Course: Foundation of Human Capital Management
Lesson: Collective Bargaining Process
3.8 Summary

145
Q

Collective Bargaining Steps

A

1) Notice is served
2) Negotiations preparation
3) Negotiations sessions
4) Dispute resolution
5) Contract ratification
6) Contract administration
7) Issue resolution

Course: Foundation of Human Capital Management
Lesson: Collective Bargaining Process
3.8 Summary

146
Q

How to maintain positive labor relations requires:

A

1) Investment of time
2) Proactive communication
3) Willingness of all parties to stay focused on common goals

Course: Foundation of Human Capital Management
Lesson: Collective Bargaining Process
3.8 Summary

147
Q

protects colletive bargaining rights for private sector employers & the US Postal service

A

National Labor Relations Act

Course: Foundation of Human Capital Management
Lesson: Collective Bargaining Process
3.8 Summary

148
Q

Is there federal legislation that protects public sector employees’ collective bargaining rights

A

No

Course: Foundation of Human Capital Management
Lesson: Collective Bargaining Process
3.8 Summary

149
Q

How do state laws differ:

A

1) legality of collective bargaining
2) what topics can be addressed through the collective bargaining process

Course: Foundation of Human Capital Management
Lesson: Collective Bargaining Process
3.8 Summary

150
Q

Types of Prcess Maps

A
  • Top-Down Flow Chart
  • Responsibility Chart
  • Block Diagram
  • Activity Chart
  • Workflow Diagram
  • Cross-Functional Diagram

Course: Foundation of Human Capital Management
Lesson: Process Mapping
2 Process Maps

151
Q

shows both the bigger-picture, macro steps of a press laong with smaller-scale micro steps necessary for each larger step to be achieved.

Best used when the processes you are defining have nested steps within each stage of the process.

A

Top-Down Flowchart

Course: Foundation of Human Capital Management
Lesson: Process Mapping
2 Process Maps

152
Q

can be used to clearly indicate which person or department is responsible for hte various steps of a process.

Helpful in identifying bottlenecks in the process, which lead to slowdowns & lower efficiency.

A

Responsibility Chart

Course: Foundation of Human Capital Management
Lesson: Process Mapping
2 Process Maps

153
Q

shows various steps involved in the process depending on one (or more) decisions that must be made throughout the process.

Often the best way to map out more complex processes that have multiple binary decision points.

A

Block Diagram (or Decision Tree)

Course: Foundation of Human Capital Management
Lesson: Process Mapping
2 Process Maps

154
Q

best utilized when time is an important fator in the process.

It can clearly show the various steps of a process & how much time each step takes, allowing you to better identify inefficiencies or opportunities for improvement.

A

Activity Chart

Course: Foundation of Human Capital Management
Lesson: Process Mapping
2 Process Maps

155
Q

best used to depict a visual or physical space.

A

Workflow Diagram

Course: Foundation of Human Capital Management
Lesson: Process Mapping
2 Process Maps

156
Q

can show how each step of a process is handed off from one person to another.

Analyzing these interactions can help identify inefficiencies in the process & opportunities for simplificiation.

A

Cross-Functional Diagram

Course: Foundation of Human Capital Management
Lesson: Process Mapping
2 Process Maps

157
Q

A tool used by a team to begin defining & discussing the basic elements of your tasks or processes.

It enables you to define. high-level view of the process or task & then discuss the accuracy & efficiency of the current process, before you target improvements.

A

SIPOC (or COPIS)

Course: Foundation of Human Capital Management
Lesson: Process Mapping
3 Creating Effective Process Maps

158
Q

SIPOC pompts the team to consider the:

A
  • Suppliers of your process
  • Inputs to the process
  • Process
    & Outputs of the process
  • Customers that receive the process

Course: Foundation of Human Capital Management
Lesson: Process Mapping
2 Process Maps

159
Q

A simple way for people to assign & balane roles & responsibilities.

A

RACI Diagram

Course: Foundation of Human Capital Management
Lesson: Process Mapping
4 Creating Effective Process Maps: RACI

160
Q

RACI

A
  • Reasponsible - those who do the actual work
  • Accountable - those who are ultimately accountable for the completion of the work.
  • Consulted - thsoe who provide input or need to “have a say”
  • Informed - those who want to be kept in the loop, but not reuired to do anything (yet).

Course: Foundation of Human Capital Management
Lesson: Process Mapping
4 Creating Effective Process Maps: RACI

161
Q

Used for defining, designing, documenting, & managing processes or tasks.

It identifies starting & stopping points, shows individual steps, & represents the various roles involved.

A

Process Map

Course: Foundation of Human Capital Management
Lesson: Process Mapping
5 Creating Effective Process Maps

162
Q

also called a “cross-functional flow chart”

Depicts the functions or roles involved in a process or task, with each role or function occupying a lane of the diagram.

When the process moves from one role or function to another, the process flow lines cross the lanes

A

Swimlane Diagram

Course: Foundation of Human Capital Management
Lesson: Process Mapping
5 Creating Effective Process Maps

163
Q

Steps to create a fuctional Swimlane diagram

A

1) Label the people or departments involved in the process in the column to the left.
2) Place the “start” circle across from the person/deparment responsible.
3) Add the steps of the process across from each person/department responsible.
4) Add arrows, to show the flow of the process
5) Place the “stop” circle across from the person/department responsible for ending the process.

Course: Foundation of Human Capital Management
Lesson: Process Mapping
5 Creating Effective Process Maps

164
Q

3 Key Elements of the People Side of Change

A

1) Communication - the exchange of information both from you to others & from others to you

2) Participation - involving people in the planning & execution of a change so they can develop shared ownership & commitment

3) Education - Providing people with what htey will need to know before they successfully implement the desired changes.

Course: Foundation of Human Capital Management
Lesson: Process Mapping
6 Communication & Change Management

165
Q

Benefits of the People Side of Change

A
  • Increased Understanding (decreased confusion)
  • Increased Commitment (decreased resistance)
  • Increased Capability (decreased fear of failure)

Course: Foundation of Human Capital Management
Lesson: Process Mapping
6 Communication & Change Management

166
Q

2 Commonly Used Process Improvement Philosophies

A
  • Lean
  • Six Sigma

Course: Foundation of Human Capital Management
Lesson: Process Improvement

167
Q

A philosophy of continuous improvement.

Focused on increasing efficiency & effectiveness.

Achived by reducing & eliminating waste

Requires employees to collaborate as they problem solve

A

Lean

Course: Foundation of Human Capital Management
Lesson: Process Improvement

168
Q

Consistently achieves close to zero errors.

  • Focus on customer requirements.
  • Elminate variation to improve processes
  • Use accurate data to find root cause problems
  • Leverage strong problem-solving teams
  • A consistent & practical approach yields results
A

Six Sigma

Course: Foundation of Human Capital Management
Lesson: Process Improvement Methodologies

169
Q

Six Sigma’s DMAIC Cycle

A

Define
Measure
Analyze
Improve
Control

Course: Foundation of Human Capital Management
Lesson: Process Improvement Methodologies

170
Q

Factors that contribute to particular outcomes

A

Root Causes

Course: Foundation of Human Capital Management
Lesson: Process Improvement Methodologies

171
Q

6 Ms of Root Cause Analysis

A
  • Machine - any equipment, computers, tools etc required to accomplish the job
  • Man - anyone involved with the process
  • Material - raw materials, parts, pens, paper, etc. used to produce the final product
  • Measurement - data generated from the process that are used to evaluate its quality & the measurement tools themselves
  • Method - How the process is performed & the specific requirements for doing it, such as policies, procedures, rules, regulations & laws.
  • Mother Nature - the conditions, such as location, time, temperature, & culture in which the prcess operates.

Course: Foundation of Human Capital Management
Lesson: Process Improvement Methodologies

172
Q

Problem Statements

A
  • need to be clearly stated & focused
  • ask: who, what, when, where, & which

Course: Foundation of Human Capital Management
Lesson: Process Improvement
Root Cause Analysis

173
Q

A tool that provides a systmeatic way of looking at causes & effects.

A

Fishbone Diagram

Course: Foundation of Human Capital Management
Lesson: Process Improvement
3. Root Cause Analysis

174
Q

4 Goals of Future State

A
  • Create a working process
  • Reduce waste
  • Reduce variation
  • Involve all parties in process design

Course: Foundation of Human Capital Management
Lesson: Process Improvement
4 Identifying & Decreasing Waste

175
Q

Types of Waste

A
  • Defects
  • Overproduction
  • Waiting
  • Not Utilizing Associate Talent
  • Transportation
  • Inventory
  • Motion
  • Excess Processing

Course: Foundation of Human Capital Management
Lesson: Process Improvement
4 Identifying & Decreasing Waste

176
Q

refers to consistency or repeatability.

Data that produce consistent results when measured or observed under similar condiations.

Can also refer to prcesses. This kind of process is one that can be implemented consistently & with fidelity each time it is performed.

A

Reliability

Course: Foundation of Human Capital Management
Lesson: Data & Metrics

177
Q

refers to accuracy. The extent to which data accurately measure what they claim to measure.

A

Validity

Course: Foundation of Human Capital Management
Lesson: Data & Metrics

178
Q

10 Metrics to Track

A

1) ROI (Return on Investment)
2) Cost-Benefit Analysis
3) Deomographic Data by Level of Position in Organization
4) Job to Job Pay Equity

Course: Foundation of Human Capital Management
Lesson: Data & Metrics

179
Q

Return on Investments

A

(Benefits-Costs)/Costs=ROI

Course: Foundation of Human Capital Management
Lesson: Data & Metrics

180
Q

Cost-Benefit Analysis

A

Evaluating wheter benefits exceed the costs of a program or process.

Course: Foundation of Human Capital Management
Lesson: Data & Metrics

181
Q

This can ensure aligment with Diversity, Equity, & Inclusion.

A

Deomographic Data by Level of Position in Organization

Course: Foundation of Human Capital Management
Lesson: Data & Metrics

182
Q

Pay Equity

A

parity in compensation amoung similarly situated employees, after accounting for legitimate factors influencing pay decision.

Can help avoid inequity in the organization & potential lawsuits.

Course: Foundation of Human Capital Management
Lesson: Data & Metrics

183
Q
  • Variance in median pay between overall workforce & specific identity groups (race, age, ethnicity)
  • Best reviewed at the job role or department level
  • Looking for differences that cannot be explained by legitimate factors.
A

Wage Gap

Course: Foundation of Human Capital Management
Lesson: Data & Metrics

184
Q

Fill Time Metrics

A
  • Internal vs. External
  • By hiring segment
  • Entire process - posting to offer accepted
  • By department, job role or location

Course: Foundation of Human Capital Management
Lesson: Data & Metrics

185
Q

The overall pereption employees have of your organization is based on their ongoing interactions over the duration of their relationship as an employer.

A

Employee Experience

Course: Foundation of Human Capital Management
Lesson: Data & Metrics

186
Q

An engagement survey can be used as basis for:

A
  • total rewards decisions
  • strategic employment decisions
  • succession planning

Course: Foundation of Human Capital Management
Lesson: Data & Metrics

187
Q

Employee Net Promoter Score (eNPS)

A

Helps measure employee satisfaction & loyalty within the organization.

Course: Foundation of Human Capital Management
Lesson: Data & Metrics

188
Q
  • timliness of responses & average time to resolve inquiries
  • customer satisfaction with HR services
  • number of HR complaints
A

HR Performance Metrics

Course: Foundation of Human Capital Management
Lesson: Data & Metrics

189
Q

Technology serves two primary purposes when leveraged appropriately:

A
  • enhances the operation of your human capital management system (HCMS)
  • improves customer & employee experiences

Course: Foundation of Human Capital Management
Lesson: Technology for Human Capital Management

190
Q

refers to software used to maintain a centralized repository of people-related data & conduct HC processes.

A

Human Resources Information System (HRIS)

Course: Foundation of Human Capital Management
Lesson: Technology for Human Capital Management

191
Q

a technology that allows employees to complete HR & other administrative tasks on their own.

streamlines requests & allows employees to make routine changes themselves.

A

Employee Self Service (ESS)

Course: Foundation of Human Capital Management
Lesson: 3 Technology and the Customer Experience

192
Q

developed with the goal of providing a shared, international standard for web content accessibility

A

Web Content Accessibility Guidelines (WCAG)

Course: Foundation of Human Capital Management
Lesson: 3.3 Technology and Accessibility

193
Q

4 Guiding Principals of WCAG 2.0
(POUR)

A

1) Perceivable - information & user interface
2) Operable - user interface & navigation
3) Undertandable - interface & user interface
4) Robust - content & reliable interpretation

Course: Foundation of Human Capital Management
Lesson: 3.3 Technology and Accessibility

194
Q

Ways a well-functioning HRIS or other technology that can enhance your human capital magagement system by:

A
  • Supporting knowledge mangement
  • Automating transactional processes to allow more time for strategic management of HCMS
  • Providing data to inform decision-making
  • Improving customer experiences, including employee’s work experiences

Course: Foundation of Human Capital Management
Lesson: 5 Summary & Next Steps

195
Q

Technology can improve employees’ work experiences by:

A
  • Facilitating connections among employees
  • Offering greater personalization

Course: Foundation of Human Capital Management
Lesson: 5 Summary & Next Steps

196
Q

Practices for maximizing access to technology include:

A
  • Ensuring employee portals, self-service applications, websites, and forms are compativle with smart phones & assistive technology
  • Abiding by WCAG’s “POUR” guidelines
  • Working with employees to undertand barriers to technology use

Course: Foundation of Human Capital Management
Lesson: 5 Summary & Next Steps

197
Q

Using this can help you be intentional about implementing change & increase the odds that the changes you want will stick

A

Change Mananagement Framework

Course: Foundation of Human Capital Management
Lesson: 1 Change Management

198
Q

1) Have a clear & detailed change mangement plan, especially for significant changes and/or changes affecting large groups or people
2) Make sure stakeholders understnd & support the “why” - the reason change is needed
3) Offer education & supports to help stakeholders know how to change
4) Reinforce desired behaviors early, often, & on an ongoing basis

A

Strategies for Driving Change

Course: Foundation of Human Capital Management
Lesson: 2. Change Management Strategies

199
Q

The sum of all the interactions that a customer has with an organization over the life of the relationship with that company or with that brand.

A

Customer Experience

Course: Foundation of Human Capital Management
Lesson: The Customer Experience

200
Q

2 Types of Customers

A

Internal
External

Course: Foundation of Human Capital Management
Lesson: 2. The Customer Experience

201
Q

these customers participate in your organization by being a part of it, such as an employee

A

Internal Customer
(ie: faculty, staff)

Course: Foundation of Human Capital Management
Lesson: 2. The Customer Experience

202
Q

these customers see your organization as a provider of something they need, such as a good or service

A

External Customers
(ie: students, parents)

Course: Foundation of Human Capital Management
Lesson: 2. The Customer Experience**

203
Q

An individual, group, or organization who is affected by the outcome of a product or service & possibly involved in doing the work.

ie: local business, private donor, taxpayer, government organization

A

Stakeholder

Course: Foundation of Human Capital Management
The Customer Experieince
Lesson: 2.2 Stakeholders vs Customers

204
Q

an individual who receives or purchases a product or service.

A

Customers

Course: Foundation of Human Capital Management
The Customer Experience
Lesson: 2.2 Stakeholders vs Customers

205
Q

4 Steps to Building a Great Customer Experience

A

1) Tie Customer Service to your Strategic Plan
2) Response Time
3) Feedback Score
4) Professional Development & Training

Course: Foundation of Human Capital Management
Lesson: 2.4 Building a Customer Experience

206
Q

a process to help you think about how to communicate how you can help your employees help you (ie: professional development)

A

Journey Mapping

Course: Foundation of Human Capital Management
The Customer Experience
Lesson: 2.4 Building a Customer Experience

207
Q

Advantages of Utilizing Journey Mapping

A
  • Helps you understand your target audience
  • Aids in understanding the experiences of internal & external customers
  • Mapping out the various points where your customers interact with your brand can hlep you empathize with customers
  • Allows for tailoring of messages & design to align with marketing strategies

Course: Foundation of Human Capital Management
Lesson: 2.4 Building a Customer Experience

208
Q

a fictional profile with distinctive characteristics that assists in connecting with your target audience on a more personal level

A

Persona

Course: Foundation of Human Capital Management
Lesson: 2.5 Personas & Jouney Mapping

209
Q

Journey Mapping Process
7 Steps

A
  • Identify big picture goals
  • Undersand how stakeholders interact with your brand
  • Define target personas
  • Develop key messages
  • Set goals
  • Marketing plan
  • Track progess

Course: Foundation of Human Capital Management
Lesson: 2.5 Personas & Jouney Mapping

210
Q

SMART Guidelines

A

S- Specific
M- Measurable
A- Achievable
R - Relevent
T - Time-bound

Course: Foundation of Human Capital Management
Lesson: 2.5 Personas & Jouney Mapping

211
Q

4 Great Ways to Stregthen your Customer Expereince

A

1) Implement customer service values into yur strategic plan
2) Quick response time
3) Utilize feedback scores
4) Create/revitalize professional development & training

Course: Foundation of Human Capital Management
Lesson: 3 Building a Great Customer Experience

212
Q

Jouney Mapping

A
  • A process that helps “map” out your thoughts on how to communicate a concept
  • Helps in understanding your aduience, customers, & their experiences
  • Process
    • Idenifiy Goals
    • Understand stackeholder interaction
    • Define target personas
    • Develop key messages
    • Set goas
    • Establish marketing plan
    • Track progress

Course: Foundation of Human Capital Management
Lesson: 3 Building a Great Customer Experience

213
Q

Smart Goals

S

A

Specfic

  • What needs to be accomplished?
  • By whom?
  • What steps need to be taken to achieve it?

Course: Foundation of Human Capital Management
Lesson: 3.2 Building a Great Customer Experience

214
Q

Smart Goal
M

A

Measurable

  • How do we quantify our success?
  • Increase in positive customer satisfaciton survey results?

Course: Foundation of Human Capital Management
Lesson: 3.2 Building a Great Customer Experience

215
Q

Smart Goal
A

A

Achievable

  • How realistic is this?
  • Do we even have the appropriate tools to accomplish our goal?

Course: Foundation of Human Capital Management
Lesson: 3.2 Building a Great Customer Experience

216
Q

Smart Goal
R

A

Relevant
* Why are you setting the goal you are setting?
* How badly do we need to achieve this goal?

Course: Foundation of Human Capital Management
Lesson: 3.2 Building a Great Customer Experience

217
Q

Smart Goal
T

A

Time-Bound
* What is a good time for your goal?
* Can we see job satisfaction rates increase by one fiscal year?

Course: Foundation of Human Capital Management
The Customer Experience
Lesson: 3.2 Building a Great Customer Experience

218
Q

What is a SMART goal?

A

A goal that is smart, measurable, achievable, and time-bound.

Course: Foundation of Human Capital Management
The Customer Experience
Lesson: 3.2 Building a Great Customer Experience

219
Q

How do you balance advancing technology with your employees?

A
  • Let employees’ needs guide technological advancements, not the other way around.
  • Focus on competitive advantage
  • Technology should help your employees by making their jobs easier

Course: Foundation of Human Capital Management
The Customer Experience
Lesson: 3.2 Building a Great Customer Experience

220
Q

What are the 6 Parts of the Customer Experience Strategy Process?

A

1) Customer
2) Promise
3) Journey
4) Measurement
5) Analysis
6) Improvement

Course: Foundation of Human Capital Management
The Customer Experience
Lesson: 3.2 Building a Great Customer Experience

221
Q

What is the difference between a stakeholder & a customer?

A

Stakeholder
* anyone who is affected by the outcome of a produce or service, possibly involved in doing the work (ex: taxpayer)

Customer
* anyone who receives or purchases a product or service (ex: teachers, principals, & students)

Course: Foundation of Human Capital Management
The Customer Experience
Lesson: 3.2 Building a Great Customer Experience

222
Q

about showing up for the customer when & where they need you, with ease and consistency.

A

Customer Experience

Course: Foundation of Human Capital Management
The Customer Experience
Lesson: 3.2 Building a Great Customer Experience

223
Q

How to Improve the Employee Experience in an Organization

A
  • Technology - creates trust & engagement
  • Physical space -enables employees to perform optimally
  • Culture - creating an enviornment where people want to work

Course: Foundation of Human Capital Management
Lesson: 3.2 Building a Great Customer Experience

224
Q

The overall perception employees have of your organization based on their ongoing interations over the duration of their relationship with you as an employer.

A

Employee Experience

Course: Foundation of Human Capital Management
The Customer Experience
Lesson: 3.2 Building a Great Customer Experience

225
Q

Differences that are immediately observable, typically unchangeable, & easy to measure

(e.g. age, sex, race, etc)

A

Surface-Level Diversity

Course: Foundation of Human Capital Management
The Cusomer Experience
Lesson: 4 What Does Diversity Look Like?

226
Q

consists of differences that are communicated through verbal & nonverbal behaviors & are recognized only through extended interaction.

A

Deep-Level Diversity

Course: Foundation of Human Capital Management
The Cusomer Experience
Lesson: 4 What Does Diversity Look Like?

227
Q

the degree to which group members are psychologically attracted to working with each other to accomplish a common objective.

A

Social Integration

Course: Foundation of Human Capital Management
The Cusomer Experience
Lesson: 4 What Does Diversity Look Like?

228
Q

refers to fair treatment in access, opportunity & advancement for individuals.

Work in this area includes identifying & working to elimiate barriers to fair treatment for disadvantaged groups.

A

Equity

Course: Foundation of Human Capital Management
The Cusomer Experience
Lesson: 4 What Does Diversity Look Like?

229
Q

Sameness
Giving everyone the same thing
It only works if everyone starts from the same place

A

Equality

Course: Foundation of Human Capital Management
The Cusomer Experience
Lesson: 4 What Does Diversity Look Like?

230
Q

Fairness
Access to the same opportunities

A

Equity

Course: Foundation of Human Capital Management
The Cusomer Experience
Lesson: 4 What Does Diversity Look Like?

231
Q

suggests that people can act based on prejudice & stereotypes without intending to do so.

A

Implicit Bias

Course: Foundation of Human Capital Management
The Cusomer Experience
Lesson: 4 What Does Diversity Look Like?

232
Q

Diversity addresses differences in what?

A

Gender
Ethnicity
Religion
Race

Course: Foundation of Human Capital Management
The Cusomer Experience
Lesson: 4 What Does Diversity Look Like?

232
Q
A
233
Q

What are the types of diversity?

A

Surface-level
Deep-level
Social integration

Course: Foundation of Human Capital Management
The Cusomer Experience
Lesson: 4 What Does Diversity Look Like?

234
Q

What is the difference between equity & implicit bias?

A

Equity: “leveling the playing field” by making acccomodations for barriers in access & opportunity

Implicit Bias: people’s unintentional use of prejudices & stereotypes

Course: Foundation of Human Capital Management
The Cusomer Experience
Lesson: 4 What Does Diversity Look Like?

235
Q

essential to strategic planning, employer branding, & training & development.

A

Customer Experience

Course: Foundation of Human Capital Management
The Cusomer Experience
Lesson: 5 Wrap Up

236
Q

at school they are: parents/legal guardians & students while internal customers are employees & stakeholders.

A

External Customers

Course: Foundation of Human Capital Management
The Cusomer Experience
Lesson: 5 Wrap Up

237
Q

helps understand your target audience(s) & their values

A

Journey mapping

Course: Foundation of Human Capital Management
The Cusomer Experience
Lesson: 5 Wrap Up

238
Q

help you get things done

A

SMART Goals

Course: Foundation of Human Capital Management
The Cusomer Experience
Lesson: 5 Wrap Up

239
Q

should help your employees; not inconvenience them

A

Technology

Course: Foundation of Human Capital Management
The Cusomer Experience
Lesson: 5 Wrap Up

240
Q

synonymous to sucess

A

Diversity

Course: Foundation of Human Capital Management
The Cusomer Experience
Lesson: 5 Wrap Up

241
Q

cannot exist in the workplace without policies & practices in place to ensure equity & inclusion as well.

A

True Diversity

Course: Foundation of Human Capital Management
Lesson: The Partnership Experience
Introduction

242
Q

The presence of differences within a given setting.

In the workplace, that can mean differences in: race, ethnicity, gender, gender identity, sexual orienation, age & socioeconomic class.

A

Diversity

Course: Foundation of Human Capital Management
Lesson: The Partnership Experience
Introduction

243
Q

The act of ensuring that processes & programs are impartial, fair & provide equal possible outcomes for every individual.

A

Equity

Course: Foundation of Human Capital Management
Lesson: The Partnership Experience
Introduction

244
Q

The practice of ensuring that people feel a sense of belonging in the workplace.

This means that every employee feels comfortable & supported by the organization when it comes to being their authentic selves.

A

Inclusion

Course: Foundation of Human Capital Management
Lesson: The Partnership Experience
Introduction

245
Q

Each person has access to the resources they need. It takes into account that not everyone is beginning at the same level.

The means to achieve equality.

A

Equity

Course: Foundation of Human Capital Management
Lesson: Inclusion and Equity in the Employer Experience
3 Equity

246
Q

Everyone has access to the same resources

Distributing resources equally does not always lead to equitable outcomes.

A

Equality

Course: Foundation of Human Capital Management
Lesson: Inclusion and Equity in the Employer Experience
3 Equity

247
Q

key barrier to eqity is unchecked ____________

A

Bias

Course: Foundation of Human Capital Management
Lesson: Inclusion and Equity in the Employer Experience
3 Equity

248
Q

a prejudice or preference in favor of or against a person, group, or idea.

can be conscious or implicit/unconsicous & can impact employment decisions

a natural outcome of how humans process & interpret information.

A

Bias

Course: Foundation of Human Capital Management
Lesson: Inclusion and Equity in the Employer Experience
3 Equity

249
Q

brief, day-to-day “verbal, behavioral, or environmental indignities” that are often directed toward minorities or marginalized groups.

A

Microaggressions

Course: Foundation of Human Capital Management
Lesson: Inclusion and Equity in the Employer Experience
3 Equity

250
Q

The first step in improving access & equity in the workplace is to:

A

examine current systems, structures, policies, & practices

to identify equity/access gaps

Course: Foundation of Human Capital Management
Lesson: Inclusion and Equity in the Employer Experience
3.4 Access

251
Q

3 Inclusion Strategies

A

1) Collecting data to assess employees’ perceptions of inclusion
2) Using inclusive lanuage in communications
3) Creating opportunities for support & networking, such as employee resource groups

Course: Foundation of Human Capital Management
Lesson: Inclusion and Equity in the Employer Experience
4 Inclusion

252
Q

When to employees experience inclusion?

A

When they feel:
* valued
* trusted
* authentic
* psychologically safe

Course: Foundation of Human Capital Management
Lesson: Inclusion and Equity in the Employer Experience
4 Relfect: Assessing Inclusion

253
Q

voluntary, employee-led groups that allow colleagues with common interests or shared backgrounds to join together.

Sometimes know as affinity groups

A

Employee Resource Groups (ERGs)

Course: Foundation of Human Capital Management
Lesson: Inclusion and Equity in the Employer Experience
4.6 Employee Resource Groups

254
Q

The four primary tpes of social media metrics are: awareness, engagement, conversion, and ___________.

Choose only ONE best answer.
A. Growth
B. Customer
C. Conversation
D. Autidence

A

B. Customer

Growth rate & conversation are metrics, however, they are awareness & conversion metrics, respectively.

Course: Foundation of Human Capital Management
Lesson: The Partnership Experience
4.2 Check for Understanding: Social Media

255
Q

Your district is rolling out a Grow Your Own program for prospective educators & would like to seek support from a private funder. Which of the following steps would be the most helpful in your search?

A. Searching for potential funders’ websites
B. Registering on Grants.gov
C. Reviewing foundations’ tax returns
D. A&C

A

C. Reviewing foundations’ tax returns

Reviewing foundations’ tax returns (990-PFs) is free & a useful step when seeking private funding.

Since the majority of philanthropies do ot have a website, searching for websites may not yield the best results, although a foundation directory may help.

Lastley, Grants.gove contains information on federal funding, no private funding.

Course: Foundation of Human Capital Management
Lesson: The Partnership Experience
5.1 Check for Understanding: Philanthropic Partners

256
Q

What is a way to engage both your internal & external customers?

A

Consider volunteer or comunity engagement opportunities for your organization’s staff.

Course: Foundation of Human Capital Management
Lesson: The Partnership Experience
5.2 Volunteering & Community Engagement

257
Q

4 Recommended Practices for Volunteering/Community Engagement

A

1) Identifying opportunities that are meaningful for employees
2) Making opportunities more meaningfuly by connecting actions to outcomes
3) Balancing individual preferences & the organization’s potential impact
4) Involving other customers

Course: Foundation of Human Capital Management
Lesson: The Partnership Experience
5.2 Volunteering & Community Engagement

258
Q

Which of the following examples avoids common pitfalls & reflects best practices for organizations to engage in social good?

A. Displaying a chart showing progress toward, “$ raised for Meals on Wheels”
B. Starting with a goal in mind, like 70% employee participation in the food drive
C. Organizing a charity 5K based on the company’s “Community Engagement” goal
D. Offering employees VTO to participate in any volunteer opportunity of their choosing

A

A. Displaying a chart showing progress toward, “$ raised for Meals on Wheels”

Showing progress toward funds raised for a clearly specified recipient aims to bring meaning to the charitable giving opportunity.

In contrast, setting a participation goald may backfire due to excessive pressure on employees.

Establishing a charity 5K due to organizational alignment along may not be meaningful to employees

Lastly, offering employees limitless volunteer options may be meaningful to them, but may not be the most impactful; providing at leasts some guidelines is recommended.

Course: Foundation of Human Capital Management
Lesson: The Partnership Experience
5.3 Check for Understanding: Volunteering & Community Engagement

259
Q

Offering opportunities for employees to engage in opportunities to give back to the community can benefit emplloyees who participate & those who do not.

A. True
B. False

A

A. True

Research suggests that even employees who do not participate in volunteering or charitable opportunities are still happy that those opportunities are available.

Course: Foundation of Human Capital Management
Lesson: The Partnership Experience
5.3 Check for Understanding: Volunteering & Community Engagement

pHCLE 202311 (11 decks)

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