All Modules Flashcards

Question

What is The Federal Department of Finance's definition of fiscal policy?

Answer 1

"Establishes the level and composition of government revenues and spending, and surpluses or deficits such as those incorporated into the fiscal plans presented in the annual budgets of both federal and provincial governments. Changes in fiscal policy can have impacts on the growth of the economy."

Answer 2

> "Use of the federal governments' powers of spending and taxation to stabilize the business cycle. If the economy is mired in a recession, then the appropriate fiscal policy is to increase spending or reduce taxes - termed expansionary policy. During periods of high inflation, the opposite actions are needed - contractionary policy. The consequences of fiscal policy are typically observed in terms of the federal deficit." > The government's fiscal policy will affect the disposable income of a firm and likely the amount they are willing to spend on labour.

Answer 3

> Explicit changes in government purchases and/or taxes (fiscal policy) that are made with the expressed goal of stabilizing business cycles, reducing unemployment, and/or lowering inflation. > While most fiscal policy studied in economics is discretionary, the contrast is with automatic stabilizers, changes in taxes and transfer payments that help stabilize business cycles without explicit government actions. > Discretionary monetary policy is a similar type of policy. It includes some of the choices that the government makes when it considers what fiscal policy to pursue.

Answer 4

1) The Business Cycle: How much are stocks worth? Is there profitability in business? Is there a market for the goods and services that the business produces? 2) Productivity is defined as the ratio of output to input, given a specified quality. The higher our productivity, the more a business will profit.

Answer 5

> Due to increasing globalization of the labour market, the world of business, as well as the increasing number of multilateral agreements, we must not only be concerned with the economic factors within Canada, but also within other countries. > Labour and capital flow beyond national borders. In Canada, companies are increasingly competing with companies outside of the country. Thus, we must be knowledgeable about our potential competition and the labour markets in other countries as well.

Answer 6

1) The Business Strategy 2) New Technologies 3) Internal Communications 4) Internal Value System 5) Human Resource Strategies

Answer 7

 In compliance with legislation and to contribute to the productivity of the organization which they serve  Broad enough to encompass all factors, and yet flexible enough to change as these factors change

Answer 8

1. Succession management 2. Supply and Demand of Labour 3. Downsizing 4. Outsourcing 5. Mergers and Acquisitions

Answer 9

* Cost-benefit analysis * Return on Investment * "Balanced Scorecard" * 6C Model of HRM Impact.

Answer 10

> The process or series of processes that ensure organizations have the right number of people in the right place at the right time.

Answer 11

> Human resource Planning involves forecasting the numbers of people (and skills required of them), which will be required by the organization during a given period, and then working out the best way of obtaining them when they are needed.

Answer 12

> HRP was seen as a way to plan for the future demand for people, which was carried out by certain dynamic processes, designed to manage the flow of people into, through, and out of the organization

Answer 13

> A dynamic and systemic approach to reduce the perceived gap between current and future people demands and current and future people supply.

Answer 14

1) Thorough - It considers a series of potential objectives and a range of actions to reach those objectives. 2) High-level and strategic - both long- and short-term HR plans are considered 3) Interventions - Programs, processes, and activities that make the desired vision happen. 4) Network - network worth key businesses objectives to facilitiate objectives in HR plans 5) Kinetic and flexible - dynamic nature of the plans 6) Supports Corporate Values - HR Plans support corporate values, both espoused and actual.

Answer 15

1) Strategic Management - A strategy is a planned process whereby organizations can map out a set of objectives and methods for meeting those objectives. A strategy may be intended—formulated at the beginning of the process—or realized—what actually happens. The strategy may also be emergent; that is, it is changing as necessary to deal with environmental changes. HR managers need to examine the human resources implications of their organizational strategies. - Strategic HR planning helps HR professionals understand business needs and create the kind of HR competencies that build competitive advantage.

Answer 16

1. Analyze Supply 2. Analyze Demand 3. Identify Gaps 4. Fill the Gaps

Answer 17

* Employee knowledge, skills, and abilities (competencies) * Workforce demographics * Analyze workforce and its trends * Current workload analysis

Answer 18

Workforce knowledge skills & ability to meet projected need * Staffing patterns * Anticipated program and workload changes

Answer 19

Integrating Workforce Planning and Individual Career Management

Answer 20

> The longer into the future we try to predict, the less certain we can be, especially if we are already operating in an uncertain environment.

Answer 21

> The external labour market feeds the internal market. If the internal labour market is unstable, and there are specific features of the external labour market that we need to consider; the sooner the better. That's why it is important to analyze both at the same time

Answer 22

Disequilibrium is this gap between the two. HR Planning seeks to reduce the size of the disequilibrium. Through carefully aligning career management and development with organizational planning to reduce the disequilibrium.

Answer 23

1) External Environment 2) Internal workforce 3) Business Needs 4) Career Management and Development 5) Organizational planning

Answer 24

> This is important because it impacts the internal environment.

Answer 25

This is also known as supply.

Answer 26

* Current skill and competency sets * Potential for development for each employee - including their own career aspirations * Demographic information, such as retirement eligibility (retirement trends are useful here, if you can get them), diversity (including membership in employment equity designated groups), and mobility * Training profiles

Answer 27

> This is also known as demand.

Answer 28

> This is often achieved through a job analysis. > Job analysis can be done on a position-by-position basis; more frequently for HR Planning purposes, it is done at the functional or organizational level. > Other ways of assessing business needs include becoming familiar with strategic documents such as business plans, strategic plans,

Answer 29

> This is the personal side of Human Resource Planning. Employees are asked to consider their career goals in light of where they see the organization going and to consider what knowledge, skill, abilities, and competencies they will need to demonstrate as the organization works towards its strategic goals.

Answer 30

> Employees are asked to consider their career goals in light of where they see the organization going and to consider what knowledge, skill, abilities, and competencies they will need to demonstrate as the organization works towards its strategic goals.

Answer 31

> Organizational planning. > Organizations consider such elements as organizational structure, culture shifts, strategic manipulation of the compensation package, etc. in order to achieve organizational plans.

Answer 32

> Bottom Line: HR Planning is the great integrator! > Integration is a powerful concept because, like alignment, the more your operations are integrated, the more efficient and effective they will be, and the greater your chances are to enhance productivity. > When HR Planning is integrated, the HR Plans align with the strategic business plans of the organization. All of the HR activities that are undertaken are designed to further the HR Plan as it is laid out through the work imagined in this and other models.

Answer 33

1) Formative 2) Emergent 3) Contemporary 4) Leading Edge

Answer 34

An informal approach to HR Planning characterized by intuition and reaction to certain circumstances. Often seen in small firms.

Answer 35

HRP is more closely linked to the business strategy. Perhaps there is an HR branch, or someone identified, to deal with HR specifically. This person is often the company accountant or comptroller.

Answer 36

Planning is both short- and long-term, and often the HR branch and businesses are perceived as partners in the business strategy. There will be a wide range of HR strategies to meet the needs of management.

Answer 37

A fully functioning HR branch often reports at the executive level. The HRP area will be fully integrated with the business so HR concerns can be considered. Planning is typically long-term, and the HR system is fully automated and often interrelated with other business systems (i.e. SAP or PeopleSoft)

Answer 38

> This is the systemic approach to HR Planning. > Policy initiators review organizational issues and problems and devise systemic solutions to change the HR and management system. > An example of this is the development and implementation of a performance management system in order to facilitate increased productivity within the business line.

Answer 39

> This approach requires a functional subject matter expertise. For example, in this role, the HR Planner might be the expert in performance systems, so that when there is an issue with the implementation of the performance system, the business line might approach the HR Planner to fix the problem.

Answer 40

> In this role, the planner monitors the entire organization for "trouble spots". An example of this might be ongoing review of quality standards in a production environment, suggesting the implementation of standards as ISO 9000:2000 to enhance productivity. Another example might be, as a result of a demographic review, the suggestion to implement a diversity program so the organization is more representative of the labour force.

Answer 41

> The Controller is responsible for managing the information and records. They provide reports on human capital resources, oversee HR data and monitor the processes to collect, audit and report information.

Answer 42

> is to come clean at the beginning of a planning process and lay out the criteria for successful HR Planning > This is easier said than done because, often, the results of an HR Plan will not be known for several years. The average business initiative needs to show results within six to twelve months, or it will be deemed ineffective.

Answer 43

> Further complicating the issue of evaluations of HR Plans is the understanding that HR is a "soft" discipline - an "overhead" - and not necessarily a contributor to the bottom line; be that effective service, delivery or productivity.

Answer 44

> effective evaluation tools.

Answer 45

> This is a popular accounting-based method of evaluating the success of HR and HR Plans in an organization. > Briefly, ROI seeks to quantify the percentage or ratio return on the dollar investment in a program using agreed upon measures. The strength of ROI is that it forces organizations to consider up front the measures of success, define them, and quantify them.

Answer 46

> The Balanced Scoreboard method of evaluation specifically recognizes that not all measurement criteria can be related directly to the "bottom line". > It suggests that for truly comprehensive evaluation to take place, both quantitative and qualitative measures need to be considered. > In a classic "balanced scoreboard" evaluation, measures such as employee and client satisfaction are measured, as well as the "harder" areas like labour costs.

Answer 47

* Compliance * Client Satisfaction * Culture Management * Cost Control * Contribution to the “Bottom Line” * Collection and conversion of big data into predictions.

Answer 48

> Evaluating HR Planning by using any of the approaches mentioned or any other systematic evaluation process will make the case for HR Planning. > If you can not demonstrate benefit, either for short- or long-term, you have not made the "case"!

Answer 49

> g typically involves the entire organization. > HR Plans are concerned with each aspect of an organization; from the receivers who take receipt of goods at the door to the vice president of logistics who imagines seamless receiving-inventory management-sales and after sales service technology.

Answer 50

> Replacement planning is a more traditional approach to leadership development, often associated with "grooming"

Answer 51

* the assumption is that the jobs and roles in the organization will remain somewhat constant, and that the skill sets required will not change appreciably in the near future * employees are often identified for the exact position they will need to fill and provided with management training and technical training

Answer 52

> Replacement planning typically takes place in the one to three year short to medium time frames with the companies that adopt the analyzer or defender strategies as their major business approach.

Answer 53

> Organizations that adopt replacement planning will often utilize staffing or 'manning' tables to graphically demonstrate who is able to replace whom in case of managerial movement.

Answer 54

> The succession/replacement chart looks like a typical organization chart; however, it includes not only the name of the current position incumbent, but also the names of several people who might be able to fill a position under discussion

Answer 55

> The product most closely associated with succession and replacement planning is called the succession/replacement chart for key positions.

Answer 56

> The chart often includes indicators of "readiness" based on the current performance and anticipated development needs before the prospective successor could perform successfully in the position under review.

Answer 57

> Readiness is often a subjective assessment by the particular employee's manager; performance can also be a subjective measure.

Answer 58

> To be effective, both succession planning and replacement planning require a level of transparency. - This means employees in the company need to know what it takes to be considered for one of the senior jobs, how they will be assessed, how they have been assessed, and what behaviours they need to continue or discontinue in order to be successful. > Both succession planning and replacement planning require considerable support from HR and by senior management to be successful.

Answer 59

> Succession planning is the process of finding replacement employees for key managerial positions.

Answer 60

> This is much like replacement planning: the primary differences are longer time frame (usually three to five years) and recognition that effective leaders need to be developed throughout the organization, rather than in a vertical manner, through only one business line.

Answer 61

> A process that ensures a qualified individual is ready for an opening in any of the "key" management areas. These "key" management areas typically involve the top two or three levels in the organization, and specific technical roles that are key to the company's success, such as the senior technical position in a scientific organization. > It is expensive, so is reserved for positions that are major contributors to the organization. > Succession management imagines organizations that are undergoing constant change and unpredictability in the future, so it is designed to ensure that employees who are subject to succession planning have a good, overall understanding of the organization and are flexible and adaptable in character.

Answer 62

> Effective succession management links succession planning with management and development. It is an integrative process which ensures that the organizations strategic goals are sustained through multiple personnel changes.

Answer 63

1. Keep it simple 2. Use technology to support the process 3. Align succession management with the overall business strategy 4. Secure senior level support for the process

Answer 64

Succession management is often managed by a review committee comprised of senior managers and often, but not always, staffed by HR.

Answer 65

* Reviews the strategic and key tactical goals of the organization * Provides information regarding the key competencies or skill sets required by leaders in the organization * Sets out key performance criteria for those aspiring to leadership positions * Approves performance-related policy and key development initiatives * Reviews management recommendations for individuals and their leadership development strategies * May act as mentors/coaches to "high fliers" in the organization

Answer 66

* may sit as full members of this review committee, * provide analytical support, and * create policy and programs to further the goals of the committee

Answer 67

* There is a smooth transfer of responsibility as senior officials move around within the company, or leave the company. * There is an understanding of which positions can be filled from inside the organization and which ones will have to be "bought" at the market * Employees (are): o Aware of the leadership development initiatives o Know that they are aligned with the organization's strategic goals o Engaged in the process i.e., they believe that it is fair and effective

Answer 68

> organizational restructuring

Answer 69

* Entering a new business line or a new market? * Due to a shortage of funds or another need to enhance productivity? * As a result of a merger, or an acquisition? * To take advantage of a new growth opportunity? * For downsizing or workforce reduction?

Answer 70

* They may be entering a new business line or a new market. * There may be a shortage of funds, or another need to enhance productivity. * The restructuring may be a result of a merger, or an acquisition. * The restructuring may be in order to take advantage of a growth opportunity. * Restructuring is often used as a means for downsizing, or workforce reduction

Answer 71

> In any case, planning for the restructuring, including understanding the human impact, is fundamental to success.

Answer 72

> but also changes to culture and operating procedure. HR Planners can assist with these changes through providing clear understanding of the impact of these changes on both jobs and people.

Answer 73

> A long-term strategy. As the organization changes, it may be seen as a normal part of the organization's evolution.

Answer 74

> Can be as disruptive as reduction if it is not planned properly. Often, systems that would have been sufficient for smaller organizations will not do for larger ones. The culture must shift to ensure effective communication and control within a larger organization.

Answer 75

> A medium-term strategy. Most often, it results in changes to the people required to do the work. This means that this strategy often starts with review of the work and ends with workforce reductions.

Answer 76

> A short-term strategy.

Answer 77

> Employees may perceive lack of security in their position and act in an aggressive manner to protect their position through sabotage, insubordination, increased grievances, or complaints to third parties. > They may act in a passive aggressive manner, which could manifest as low morale, increased absenteeism, work to rule, or other phenomena well-known to HR Planners and organizational development specialists. > If the VP decides to pursue global labour markets, buy another company, or merge with a complementary company; other implications may become evident, particularly if there is another company or country involved.

Answer 78

> These implications can best be understood in the context of the organizational or global culture that the company is entering into, and doing "due diligence" to ensure that eyes are wide open as the merger or expansion takes place.

Answer 79

> Due diligence is a term that has been taken from the financial arena and simply means that a review of all of the HR and management systems should take place to ensure that the HR and management systems of our little company are congruent or at least compatible with the new systems.

Answer 80

* Declining profits * Business downturns * New technology implementation * Cost reduction, or * A need to decrease levels of management

Answer 81

> It comes down to an excess of supply of labour relative to demand.

Answer 82

> should be explored both in the short- and medium-term prior to embarking on a downsizing exercise

Answer 83

* salary freezes * work week reduction * overtime reduction * salary reduction * short-term facilities shut down, and * cost-saving idea generation from employees

Answer 84

* generous severance packages * benefit continuation * outplacement counseling * job search/referral services, and * retraining assistance to workers who are affected by the downsize decision > These measures will not only help them, but will also help the morale and productivity of the surviving employees.

Answer 85

1. Determining the number of employees affected 2. Which employees - by seniority or performance 3. What method - by attrition, early retirement, voluntary layoff, termination 4. Review statutory, common law, and collective agreement requirements 5. Design present and future work plans 6. Implement and communicate downsize decision 7. Follow up with evaluation and assessment of downsize results

Answer 86

* Procedural justice: which employees were let go, and was that deemed fair; * Interactional justice: was the treatment during implementation phase of downsizing fair and appropriate, and * Distributive justice: was the downsize decision a fair and correct decision.

Answer 87

> Succession Planning is the process of finding replacement employees for key managerial positions over the mid- to longer-term. > Succession Management is a process that ensures a flow of management talent throughout the organization.

Answer 88

The process of considering the total supply of labour within your organization + Its constituent’s parts

Answer 89

1. Individuals currently employed with the organization, as well as those individuals potentially employed in the organization. 2. What will likely happen to those employees in the organization if no HR Planning intervention takes place, and if some interventions take place? This is the dynamic part of the supply analysis.

Answer 90

 Current demographic information (age, gender, employment equity designation)  Current skill sets (qualification) and competencies  Years of service of seniority in the organization  Current competency levels  Current geographic locations  Current behavioural attributes  Performance information  Career desires

Answer 91

> Forecasting is a subjective but systematic process that allows you to make educated assumptions or estimates about the future.

Answer 92

> Forecasting is based on the assumptions that are made after having reviewed both the current and projected supply analysis.

Answer 93

> We use forecasting as a tool to imagine the future of the supply we have analyzed. > Put another way, forecasting gives us the ability to say "what if". If we do not like what we see, then we can make changes to our forecast by imagining interventions, or changes, to the supply analysis. Those interventions become HR Strategies designed to achieve our desired future.

Answer 94

Output / Unit of HR input

Answer 95

> An increase in productivity means that we need fewer people to produce the same number of widgets.

Answer 96

1) Internal supply: present and projected future 2) External supply: present and projected future

Answer 97

1. Future external supply 2. Present internal supply 3. Present external supply 4. Future internal supply

Answer 98

 Employees' current positions, where he/she has been (such as by seniority, age), and a copy of their resume or recent training opportunities.  The inventory can begin with a simple aggregation of the employees' personnel files.

Answer 99

> An inventory is a snapshot of the current situation that can include: 1. Basic or "tombstone" information about employees only 2. Basic or "tombstone" information about employees only > Strictly speaking, an inventory includes only "what is" information. > However, inventories include predictions about what employees will do in the future; for example, their levels of promotability, or their potential.

Answer 100

Promotability is current:  Ability to move to the next level  To take on more responsibility  To manage a greater range of duties

Answer 101

Potential is future-oriented:  Is more long range  Means having demonstrated the ability to acquire more skills  Is identifying that the employee has the capacity to achieve another level one skills have been acquired

Answer 102

> Yes - Be careful in including assessments of promotability or potential! Unless you have shared this information with the employee, there is a serious issue with making decisions based on these assessments.

Answer 103

Movement Analysis is the heart of supply forecasting.

Answer 104

 a technique that is used to estimate the future supply in the organization  concerned with the flow of people through the organization as events in their work and personal lives occur

Answer 105

> A ripple chart is one of the more effective ways of predicting movement throughout an organization, in cases where an organization is stable and has a "promote from within" policy. > The value of a ripple chart is that it can show you any vulnerability you may have if people do move up through the organization. Vulnerabilities will occur if you see that you will not have enough people at the more junior levels of the organization to move up as the vacancies occur. > A ripple chart is simply a graphic depiction of what happens when a position is filled at the most senior level of the organization > It is used to predict the vacancies that may occur as people move up through the ranks

Answer 106

> Turnover tracks the movement of people into and outside of the organization. It is useful to marry the actual with projected supply. > Turnover includes people who leave for reasons other than death, disability, or retirement.

Answer 107

> Voluntary turnover can be very costly. > Every time a competent employee leaves the organization, you lose every dollar you have invested in that staff member, including recruitment and selection costs, training, etc., and you have to spend money to find new staff (the industry standard for this is often expressed as four times the annual salary of the employee).

Answer 108

Number of seperations / average number of employees

Answer 109

 Examining previous rates and adjusting them to reflect your assessment of the environment (things like the economy, pay rates, etc.)  Analyzing trends by geographic location or occupational categories

Answer 110

> Turnover rate is widely used, but it measures QUANTITY only. You need to analyze it, to control it AND you need to understand it

Answer 111

> Rather than identifying a target position for an individual, replacement analysis identifies individuals for key positions. You are identifying how many people are going to be promoted, transferred, etc. into that position. > That is, identifying all individuals who can potentially replace an incumbent. > The trick is to produce a Replacement Chart.

Answer 112

 Identifies jobs where there is a shortage or surplus of promotable employees. If you do not have sufficient names on your chart, you have a problem - the same is true if you have a glut.  It identifies promotional blocks. Too many employees means that there will be a number who will no't be able to get ahead. This, of course, brings with it all of the attendant problems such as morale issues, etc.  It identifies those who need development and career redirection. Some employees, for example, may simply not be ready for movement in the organization. The completion of a replacement chart and the sharing of this information with staff makes sure that they are in the loop, and learning plans can be set up in a meaningful way.

Answer 113

> A Markov Model does not look at the people in the organization first; rather, it looks at the jobs. > The Markov Model determines the pattern of international mobility between one job and another in the organization

Answer 114

> A Markov Model assumes a stable environment. It assumes that patterns of employee movement are relatively stable over time. > The model determines the likelihood that an individual in a job will exhibit one of the internal types of movement > Once the probability is determined, multiply the probability with the number of jobs in the organization. > Ultimately, you can determine the number of external recruits needed by the organization. > In addition, like replacement planning, a Markov Model can identify shortages and blockages for replacement candidates. Markov models are most useful in large organizations with relatively few types of jobs.

Answer 115

> These methods are most useful when attempting to predict future supply in uncertain times - when the workforce is undergoing rapid change.

Answer 116

> Effective supply analysis and forecasting impacts productivity. If individuals are properly trained, know what their jobs are, and the jobs themselves are organized with some forethought, then productivity will increase.

Answer 117

1. Companies always have outsource staff for one reason or another. The reason is that some jobs lack replacement individuals or are entry level, so companies have to outsource the labour market. 2. In addition, growth or expansion of an organization usually requires an increase of entry level jobs, as well as promotions. Entry level recruits come from outside the organization. 3. If HRP is not effective in putting developmental programs in place, then people may be available but not ready to move in companies.

Answer 118

 Applications coming in  Networks  Liaison with schools  Headhunters / Placement Agencies  Professional and media magazines  Professional organizations  Data banks  Unions  Walk-ins  Newspapers  Word of mouth

Answer 119

 Ripple charts  Turnover analysis  Replacement analysis, and  Markov Models

Answer 120

> It is the analysis of demand that allows us to closely integrate the function of HR planning with the business plans of the organization for which we are developing the plan.

Answer 121

> is defined as the knowledge, skills, abilities, attributes, or competencies necessary to complete the work of the organization. > At its most fundamental level, HR demand is derived directly from the jobs that are done to complete the work of the organization.

Answer 122

> Demand analysis begins with job analysis and proceeds in ever-increasing scope to the organizational analysis. It can focus on system analysis so that HR Planners can influence how work is allocated throughout the organization.

Answer 123

 Current internal - projected internal, or forecasts  Current external - projected external, or forecasts

Answer 124

1) Job level - analysis 2) System level - analysis 3) Organizational level - analysis

Answer 125

 Critical incident technique  Behaviorally-anchored rating scales  Position analysis questionnaire  Functional job analysis  Hay system > Each of these techniques requires careful observation, documentation, and validation.

Answer 126

The value of job analysis is that it provides an excellent snapshot of "what is", not unlike the HR Inventory on the supply side.

Answer 127

> System analysis, in the context of demand analysis, shows us the interrelationship of individual jobs - with the focus on how they contribute to the whole - in terms of getting things done.

Answer 128

> A system analysis would look at each aspect of this process and make recommendations for improvement while still respecting the rules associated with financial control. > A systems approach to analysis can help the HR Planner see if all the skill sets necessary are available, or if there are gaps.

Answer 129

> Organizational analysis will help the HR Planner understand what those strategic and tactical goals are and will surface the 'demand analysis' at the organizational level.

Answer 130

1) Economic pressures 2) Social or demographic pressures 3) Production technology pressures

Answer 131

> The current position in the business cycle or the impact of economic policy such as interest rates or political issues (wars or other forms of political unrest, etc).

Answer 132

> More specifically, the changes in the make-up of the labour market or changes in public policy.

Answer 133

> More specifically, the changes in production technology. This will require new skill sets in the organization. > These pressures may have an impact on the need for the product that the company is producing, therefore forcing a change in the "derived demand" for labour in the organization.

Answer 134

1. Qualitative  sometimes called judgmental 2. Quantitative  based on the use of numeric measurement > Both methods use predictor/independent variables

Answer 135

Demand forecasting deals with the projections of future demand, based on business requirements.

Answer 136

Demand forecasting is impacted by:  External issues  Organizational shifts o such as increasing or decreasing budgets, shifts in production, or new ventures

Answer 137

> Forecasts are commonly drawn from what we know is currently happening, or what has happened historically.

Answer 138

o retirements o resignations o terminations o deaths o leaves of absence, etc.

Answer 139

> Analysis begins with analyzing current needs, and the structure and jobs you have now to meet these needs. > Managers then compare what they have learned about the organization now with short/medium range goals to determine the future need for staff, or to determine if changes are required in work activities.

Answer 140

> They are what you base your decisions one. These are the facts that form the basis of your predictions –those facts that explain why you went in that direction. > Generally, predictor variables are elements such as:  historical data  information or experience related to the output of goods  information related to employee productivity * you have to make sure that the predictor variable is a logical partner and that the relationship between the predictor and the outcome is significant.

Answer 141

> The variable which is being predicted.

Answer 142

Quantitative:  Past trends or patterns are assumed to continue into the future –the organization is stable.  Information about the past is available.  Information can be quantified. Qualitative:  When the forecast is about events that have never occurred before.  What you have seen in the past cannot be assumed to continue into the future.  Information about the past cannot be obtained.

Answer 143

> if there are no major changes in your environment. The greater the number of changes, the more weight you will place on judgment.

Answer 144

> Consider how many employees it takes to produce a certain dollar value of sales. Index analysis suggests that you can predict the number of employees you will need to increase/decrease sales volume, all other things being equal. > useful recurring conditions i.e. the christmas rush in retail. > Using indexation can help employers figure out how many staff to take on if they anticipate specific conditions > outcome is expressed as a ratio.

Answer 145

> Staffing /manning tables are based on human resource budgets. > This method uses information from line managers, as well as information on:  staffing trends  competitors' staffing practices  industry information, and  Stats Canada reports > Basically, the technique is to first list all of the jobs in the organization, by area. > Depending on the level of sales expected above, the number required in each job will change. > The staffing/manning table is essentially a product of indexing/extrapolation, based on a "requirements" analysis provided by senior management. > This method is useful to assist managers in figuring how far their compensation dollar will go under specific circumstances, and the cost of increasing/decreasing business.

Answer 146

> This technique predicts information from data that is already available using a mathematical formula. > We are looking at variables that have a relationship to each other. > The closer the relationship between the variables, generally the more accurate the forecast.

Answer 147

> Qualitative methods are used when information is uncertain, or there is an expectation of change in demand. They reflect the dynamic nature of HR Planning. > Qualitative methods are often used in addition to quantitative methods of demand forecasting. They represent the "art" side of the Art and Science of HR Planning.

Answer 148

> Managers are considered to be informed: they are familiar with their units, the people, the work; they have the experience and intuition to make judgments. > The manager understands the operational needs, productivity requirements and what it takes to get the job done.

Answer 149

The manager may:  simply not know enough about the job and what it will require in the future  be new and may not yet have a good grasp of the things that affect staffing  not want to take the time  overstate requirements to allow for flexibility. > They may be influenced by their most recent experience related to the business e.g. slow business = less staff; booming business = more staff. > The problem is that the future is the issue

Answer 150

 Provide managers with enough information to help make decisions - to help them apply their judgment, e.g., historical data, statistical analysis such as staffing, productivity, etc.  Ask the kinds of questions that can be answered a bit more specifically, e.g., rather than asking for total staffing requirements, ask for % increases or ask about particular key groups of staff.  Do not look for precision. Numbers can be rounded off or managers should have the opportunity to indicate how sure they are of their forecasts.  Keep it simple by minimizing paperwork and keeping questions pertinent.  Make sure everyone knows the definitions you are using so you can compare more easily.  You can speak to managers individually or in a group. If you use a group, it requires a facilitator to engineer an agreement.

Answer 151

> Top Down Approach is generally used when senior management decide that productivity must increase, or perhaps when a goal is imposed or an organization is downsizing or merging.

Answer 152

> This is a method suited to long-range planning, especially in complex situations.

Answer 153

 Usually, there are external influences and more than one person's knowledge is required  In this approach, several people with expert knowledge of the problem are invited from both inside and outside the organization to form a panel of decision-makers  Through an intermediary, who often starts with a questionnaire, each member is asked to forecast and give solutions - anonymously, never face to face  The ideas are then circulated to each member so that they can see the complete forecasts and approaches of the other members  Based on what they see, they are asked to refine or change or improve their forecasts

Answer 154

Disadvantages  Time consuming, therefore suited to longer-range planning. If participants are involved in the problem outside the panel, usefulness is diminished. Advantages  Uninhibited responses are the norm because no one is "tested" by the group - there are no power trips or dominators  Generates more alternatives because members are encouraged to be open-minded and willing to alter their positions by exploring areas such as assumptions  Arrives at decisions that are acceptable to a greater number of people

Answer 155

The Nominal Group Technique is similar to the Delphi technique:  It uses an intermediary and questionnaires.  The intermediary selects the experts and ensures that they understand the time horizon that they are forecasting within.  Questions are posed and experts prepare responses.  Unlike Delphi, there are no rounds. After preparing their responses, the experts meet face to face. During these meetings, each expert presents their answers and opinions to the group.  This is done without interruption, which needs to be controlled by the facilitator.  After all of the presentations, the experts discuss what they have heard.  No attacks are permitted, which again needs to be controlled by the facilitator.  Once all discussions are completed, a secret vote is taken to select the best forecast.

Answer 156

> The problem is that unlike Delphi, there is not always consensus. There can be very different ideas still in place after the vote. > The difficulties which arise because of the lack of anonymity are often difficult to control.

Answer 157

> In this approach, you explore possible futures for your organization by developing scenarios - a picture/forecast of what will happen if that particular future takes place. > These scenarios can be as simple or as complex as the organization feels is necessary to predict demand.

Answer 158

 Qualitative forecasting requires significant managerial time to be well thought out.  Accuracy is highly dependent on managerial skill and experience.  A real disadvantage of qualitative techniques is that the results cannot be validated statistically and people tend to want to see numbers to be convinced.

Answer 159

 Trend/Index Analysis  Regression Analysis  the Delphi Technique  the Nominal Group Technique, and  Scenario/Envelope Forecasting.

Answer 160

> HR demand analysis involves understanding the knowledge, skills, abilities, and attributes (competencies) necessary to complete the work of the organization.

Answer 161

1) The gap represents the difference between the demands of the organization and the supply available. 2) In economic terms, the gap is the disequilibrium that occurs when the demand curve and the supply curve do not intersect. 3) Gaps can relate to the numbers of employees and to the skills, competencies, or attributes of employees.

Answer 162

 Current Gaps Human Resource Planning and Development Gap Analysis, Interventions and Support Tools o Represent the difference between current supply and demand  Future or Potential Gaps o Represent the difference between potential supply and potential demand

Answer 163

> Tactical HR Planning, or reactive interventions, meet current gaps.

Answer 164

 vacancy rates  skill deficiencies, and  budget surpluses or deficits, to name a few areas.

Answer 165

> Gaps can occur when the supply exceeds the demand or when the supply is less than the demand.

Answer 166

> Not enough employees > Wrong kind, or not highly skilled enough > Employees not creating enough “widgets”

Answer 167

> Too many employees > Too highly-skilled for production methods or skilled relation to previous production methods > Output too high, inventory excess

Answer 168

> Solved by interventions > If we understand exactly what type of gap we have, we can create an intervention to close the gap, without negatively impacting on the rest of the HR system.

Answer 169

> are defined as HR programming or other activities designed to change the conditions of the HR supply to meet the stated demand. They can be used to close current or projected gaps; interventions are one of the more dynamic aspects of the HR Planning system.

Answer 170

 Utilize your present employees differently  Hire outside the organization  Change the way you do business > Each of these areas has a number of specific strategies that can be used, depending on the scope and urgency of the problem. > The strategies can be short-term or long-term. Short Term:  hiring  retention  training, or  finding someone else to do the job in the short run Long-Term:  increasing productivity  changing the production process to rely on factors other than human resources (e.g. introducing technology)

Answer 171

 Redistribution of staff  Retention of staff with cost saving measures  Permanent or temporary work force reductions Specific strategies to implement these interventions may include:  redistribution of staff to where the work is located  increase the actual demand:  through more production  cut the cost of production through wage freezes or cuts  temporarily find other work for your employees  reduce the workforce by lay-off, attrition, or retirement incentives.

Answer 172

> Identification of current gaps is largely a function of demand and supply analysis; identification of future gaps is largely a function of forecasting.

Answer 173

> The Decision Matrix on the next slide provides information for HR Planners who are trying to decide what type of intervention might be appropriate for the situation they find in their organization once they have completed the current supply and demand analysis.

Answer 174

 more resources  the same number of resources  fewer resources.

Answer 175

 further insight into the broad scope of HR Planning  a framework for your problem-solving and decision-making efforts. It shows that figuring out the appropriate intervention is really a function of responding to the key HR Planning questions:  What are the demands of the organization. What has changed, if anything?  How many employees will I need?  What knowledge, skills, abilities and/or attributes will they need?  What strategies should be put in place to ensure that those needs are met?

Answer 176

 past history in your organization  people have retired when they could, and that,  within five years, all of your specialists will be gone.

Answer 177

> You know that demand for labour is a derived demand; that is, it is derived from the demand for product.

Answer 178

> A strategic demand analysis considers the fact that demand is derived from our markets and looks at potential threats and opportunities for our markets, as well as potential threats and opportunities for our employee base.

Answer 179

> A strategic future-focused demand analysis can help illuminate the "real" problem" in this case - the potential shortage of raw materials. > Strategic Future Demand Analysis is probably the most powerful tool HR Planners have at their disposal. Through the process identified above, we can see how demand analysis is predicated not on the demand for employees, but on the demand for product.

Answer 180

> Problem identification is the single most important part of problem solving.

Answer 181

> Identifying the "real" problem can show us the "true gap" between supply and demand, and then further suggest interventions that meet the "real" needs, as opposed to the symptomatic needs.

Answer 182

1. Construct the current supply analysis 2. Forecast supply movement using an appropriate tool 3. Conduct current demand analysis 4. Forecast demand using an appropriate tool 5. Consider the characteristics of the "gap" 6. Consider the consequences of doing nothing. Will the gap go away? Will the problem get bigger or increase urgency? 7. Consider the appropriate intervention to mitigate the risks identified in step 6 8. Make recommendations and take action

Answer 183

> The primary support tool for HR Planners is the Human Resource information System (HRIS). > If the HRIS can be connected to other management information systems such as inventory, costing, or production, so much the better.

Answer 184

> An HRIS is a management system designed specifically to provide managers with information to make HR decisions. > This is not an HR system. It is a management system and is used specifically to support management decision-making.

Answer 185

 An HRIS can reduce the amount of paperwork and manual record keeping  It retrieves information quickly and accurately  It allows quick analysis of HR issues.

Answer 186

 Personal history - name, date of birth, gender  Work history - salary, first day worked, employment status, positions in the organization, appraisal data and, hopefully, pre-organizational information  Training and development completed, both internally and externally  Career plans including mobility  Skills inventory - skills, education, competencies; look for transferable skills - competency records and assessments.

Answer 187

> Positions, reporting structures, compensation structures, and budgets available for each position or full-time equivalent

Answer 188

 Where will the system will be located? Will it be centralized in one or two locations in the organization, or decentralized to a number of points of service?  How will the data be initially loaded and where will the data come from? You will find that unless the system can interface with your current systems, generally this becomes a very labour-intensive exercise and, often, the data must be loaded manually  How will the implementation of the HRIS impact on HR Practices? On the HR organization? And on the skill sets required of HR practitioners? Will there be an impact on the level of service that HR professionals are expected to provide to management as a result of the availability of the data?

Answer 189

> Any form of payment to an employee in exchange for work.

Answer 190

> Aspects of a job that the organization values and is prepared to pay for.

Answer 191

> Meaning money, including basic pay, incentive pay, merit pay, overtime, shift premiums, etc. (the kinds of things that can be exchanged directly for cash).

Answer 192

> Includes paid time off, paid lunch, dental plan, paid sick leave and other benefits.

Answer 193

Compensation is a form of reward it can be extrinsic – or external to us as people – or intrinsic - or internal to our self-image as people.

Answer 194

 peer and superior recognition  promotion and assignment opportunities  training and development opportunities  even a simple "thank you".

Answer 195

> Basic Motivational Theory tells us that, unless rewards focus on the intrinsic as well as the extrinsic, their benefits will be short lived.

Answer 196

> Rewards, including compensation, should increase job satisfaction

Answer 197

> We expect the compensation, rewards, and performance management systems to further the behaviour we need to see in the organization for maximum productivity.

Answer 198

> The system that supports managers and employees in understanding the behaviour and results that are expected of them, and provides clearly communicated and legally defensible methods of evaluating behaviour and results against predefined and communicated standards.

Answer 199

> Communication and Feedback: The cornerstones of an effective performance management system that will facilitate productivity.

Answer 200

1) Compensation attracts qualified applicants to the company. This creates a better pool of candidates to choose from and, as a result, selection costs may be decreased. 2) The larger the pool of candidates you have to choose from, especially those who are attracted to your firm, the greater opportunity to hire better employees (from the more qualified group). If you assume that better qualified people do a better job, you can increase productivity through compensation. 3) Compensation contributes to the retention of employees by ensuring internal and external equity. Turnover for staff in a well-paid group is lower and, consequently, you save all of the replacement costs that turnover creates 4) Compensation is a major cost for an organization, sometimes taking up to 80% of a company's operating dollar, so it makes a lot of sense to try to control these costs in favour of the bottom line. 5) Effective compensation and reward systems support excellent individual and group performance, which lead to excellent organizational performance. 6) By the same token, ineffective compensation, reward, and performance management systems can cost the organization productivity if they are not effective in attracting, motivating, rewarding, and retaining employees with the type of knowledge, skills, abilities, attributes, and behaviours necessary for excellent performance. 7) As HR Planning becomes integrated at the strategic level of the organization, HR Planning's influence over compensation systems increases.

Answer 201

> The strategic objective of compensation is to facilitate the attraction, motivation and retention of employees at the lowest possible cost, while enhancing productivity.

Answer 202

1. It must occur in all types of economic conditions - must be sensitive to the labour market as well as to the organization's place in the business cycle. 2. It must be in compliance with all legislation and relevant jurisprudence. 3. It must be congruent with organizational values such as internal and external equity.

Answer 203

> Effective compensation practices ensure internal equity through methods such as job evaluation and pay for knowledge.  In any case, effective compensation practices are based on sound job analysis - a good knowledge of the knowledge, abilities, skills and attributes necessary to achieve the organizational result desired.

Answer 204

Typically include a series of pay ranges for jobs that are deemed of comparable worth, based on compensable factors.  In Ontario, those compensable factors must be gender neutral and built on factors of skill, effort, responsibility, and working conditions.

Answer 205

They include:  Merit pay  Lump sum payments  Performance contracts  Incentive pay o Short-term incentives o Long-term incentives  Perquisites

Answer 206

> An adjustment to base pay directly related to an employee's performance. > Merit pay only works when employees' performance can be fairly and objectively assessed, and when there is money to pay these increases.

Answer 207

The problem with merit pay, in addition to the one about assessing performance, is that it is very expensive because:  It is attached to an employee's base salary, it becomes an ongoing cost, and it impacts on the cost of other salary-based benefits, such as pension plans.  Merit pay is often a relatively small amount (it has to be spread over a large number of people); the actual amount on the individual employee's pay cheque is often negligible, and may not continue to motivate. Let us try another one.

Answer 208

> Common when a company wants to reward performance with money, but does not want to add to base pay. > A lump sum payment maximizes the effect of the increase by letting employees see it all at once; but remember, next week's cheque is back to normal, so the effect is sometimes shortlived.

Answer 209

> Incentive pay compensates the worker for high and/or continued performance above standard; also, it is not added to base pay. Incentive pay can be paid to an individual, group or organizational level.

Answer 210

> The way these work is that the employee gets an increase if the full performance requirement is met, but what makes it unusual is that the employee's pay will be:  decreased when the full requirement is not met  increased if you exceed the requirement. > The amount of the increase or decrease is negotiated in advance, and it is often +/- 25%. > Employees see this as much less subjective than regular merit pay.

Answer 211

>The advantage of performance contracts is that the company wins by paying directly for achievement and recouping some of its money when the employee does not achieve

Answer 212

This incentive is generally related to wealth building, so they are often aimed at the higher levels in the company. These include:  stock options  deferred compensation  bonus plans

Answer 213

> These are non-monetary compensation or "perks" given to top-level executives. > A perk is generally high profile and limited in number, e.g. larger offices, executive furniture, use of the company condo, etc.

Answer 214

There is a trend, however, to use perquisites such as corporate health care memberships and developmental opportunities for all levels in the organization as they contribute to the long-term goals of a company such as reduced absenteeism (in the case of health care memberships) and a higher educated workforce (in the case of developmental opportunities).

Answer 215

Bottom Line: Effective compensation aligns with the strategic goals of the organization.

Answer 216

 job analysis  job evaluation  a well-defined and well-implemented performance management system.

Answer 217

> Performance Management Systems are designed to facilitate communication and feedback about individual and aggregate performance.

Answer 218

Performance management systems document employee strengths and areas for development, based on clearly defined goals and responsibilities.

Answer 219

 Sufficient and appropriate opportunities for employee training and opportunity to "learn the job" through experience.  Communication and feedback regarding effective job performance.  Feedback is informal and takes place on a regular basis,  Or, feedback is formal - most often equated with the performance appraisal.

Answer 220

1) Reliability: The appraisal has to consistently measure performance over a period of time and there has to be consistency between raters. 2) Validity: The evaluation must measure what it purports to measure, and the measurement criteria must reflect positive and appropriate standards of performance. 3) Usefulness: Every appraisal system should be significant to both the evaluator and the employee. They both have to believe that there is something for them to gain, or both will resist the system. 4) Fairness: You need to answer the question of whether the appraisal has been conducted fairly, and whether the results are applied fairly, e.g. promotions. 5) Impact: Do a good appraisal and a bad appraisal have the same effect? The results of the evaluation should reinforce the behaviour and results that the organization has deemed appropriate.

Answer 221

> Overall, the performance management system must serve to reinforce behaviour and results that enhance productivity and identify and provide appropriate consequences for behaviour and results that detract from productivity.

Answer 222

> Probably the most important is the ability to provide objective feedback to employees in a clear and non-threatening manner. > Managers who can provide such feedback often are identified as potential leaders; the quality of that feedback can influence employees to perform more effectively, or create a defensive reaction, which can often become aggressive. > Effective performance management systems are levers for development - for the managers who must carry out the system, and for the employees who can develop through positive feedback.

Answer 223

> a system wide intervention.

Answer 224

> A merger is the consolidation of two organizations into a single organization.

Answer 225

1) Horizontal - Two competitors merge to increase their power in the marketplace. - These types of mergers are scrutinized by the government to ensure that a monopoly scenario is not created. This is particularly true if one of the companies is foreign-owned. 2) Vertical - A buyer and supplier merge to control all factors affecting the company’s success. 3) Conglomerate There is no direct relationship between the two companies, either as competitors or as a buyer/supplier

Answer 226

> Many horizontal mergers were either blocked or delayed in the 1980s and 1990s by Canada’s Foreign Investment Review Agency (FIRA). > The agency was also concerned about Canadian companies being purchased by foreign owners, creating a ‘branch plant’ economy in Canada in which all major decisions would potentially be made south of the border or overseas. > The fear was that if Canada lost its economic independence, its political independence would be severely threatened as well. While the rules have been relaxed somewhat in the last decade, Investment Canada does play an important role in monitoring these transactions.

Answer 227

> An acquisition occurs when one company buys either an entire company or the controlling interest in a company

Answer 228

> Consolidation When two companies join together to form an entirely new company. > is a type of acquisition.

Answer 229

> When one company seeks to acquire another company through friendly or hostile means

Answer 230

 To expedite growth, particularly in new or different markets.  To strengthen the company’s competitive position.  To achieve operating synergy or economies of scale and lower costs.  To decrease the variability of cash flow in the core business.  To exploit any tax advantages that may exist. > The bottom line is to increase shareholder equity

Answer 231

1. The merger process takes so much management time that it puts the original businesses at risk. 2. Companies underestimate the problems of integrating computer systems and people. 3. Companies cannot manage their newly-acquired large or extraordinary debt. 4. Companies do not achieve the operating synergies they had expected. 5. Companies do not anticipate and cannot manage the negative impact on employee morale due to layoffs and relocations; problems that include sabotage, survival activities, ‘resigned attitudes’, and focus on non-job-related activities. 6. Companies fail to understand the difficulties inherent in integrating different organizational cultures.

Answer 232

> HR Planners must ensure that, before a merger or acquisition actually takes place, a contingency plan is developed that would include the identification of a contact person to manage the process and the creation of a transition team. The team would:

Answer 233

> Conduct a due diligence review of collective agreements, employment contracts, executive compensation, benefit plans and policies, and incentive and bonus plans.

Answer 234

Ensure that the company is aware of obligations not only under the various statute laws that exist in the various jurisdictions, but also of the impact that common law would have on the termination of administrative, management, and executive personnel. > Two aspects that need to be understood at this point in the process are:  Notice  Pay in lieu of notice obligations which have been determined by precedent in common law cases in instances in which there are ‘unjust dismissal’ or ‘constructive dismissal’ possibilities.

Answer 235

Conduct a cultural due diligence exercise that would include a cultural audit: the identification of similarities and differences between cultures and the creation of a new values proposition from the strength of each culture.

Answer 236

> The team will need to evaluate:  selection  compensation  performance management  training and development  labour relations issues.

Answer 237

> What we know now is that a merger or acquisition will likely fail unless the people side of the equation is managed appropriately. 80% of these ventures fail because the problems have been underestimated.

Answer 238

> HR Planners can and will make a huge difference to this success rate if they are brought into the process early and have the appropriate mandate to manage the human side of a merger, particularly cultural integration and the identification and implementation of a new value proposition based on the strengths of both cultures

Answer 239

 payroll  benefits administration  temporary staffing  training  recruitment

Answer 240

> The process involves creating a contractual relationship with a third party or external provider to provide products or services of a major function in the organization

Answer 241

 Allow in-house staff to concentrate on ‘core business’ issues  Save money  Allow access to expensive technology  Provide on-off services cheaply and more effectively  Decrease routine transactional work for  the in-house staff  Ensure legislative compliance  Gain access to expertise in atypical situations

Answer 242

> companies learn that both the cost savings and service levels expected are not realized. > Organizations that re-engineer rather than outsource tend to have better success in terms of savings. > In terms of service, many companies report that the third party is not flexible enough to be able to make adjustments or enhancements in any reasonable time frame and contracts between the parties need to be constantly re-negotiated. > Organizations that have outsourced many of their HR functions have reported a decrease in their personal relationship with their own employees. > This problem is magnified if employees are transferred to the outsourcing firm and lose the sense of security and belonging. The process can lead to the disintegration of a company’s culture and create serious employee morale issues as negotiated pay, benefits, and job security may not transfer to the outsourcing firm. > In some instances, companies have outsourced to such a degree that they have lost their ability to generate profits or innovate. > Making matters worse, once the outsourcing decision is made and implemented, there is very little likelihood of reversing the process. Managerial talent and expertise once employed by the company has often been transferred to the third party supplier or has left the organization altogether. > While the company may change the third party to another supplier of the same or similar service if costs are too high or service too low, it is virtually impossible to re-establish the status quo.

Answer 243

 Develop meaningful benchmarks and data.  Acquire change management skills.  Develop contract and performance management skills.  Inform the staff of an affected function.  Prepare an appropriate Request for Proposal (RFP) and allow internal and external bids.  Create a team to evaluate the bids.  Negotiate the detailed contract and monitor the arrangement.

Answer 244

> Organizational Change Process: Requires a series of phases that, in total, usually require a considerable length of time. Some experts in the field say five to ten years depending on the breadth, complexity, and the depth of change required.

Answer 245

> Consulting Process: A five-step process that facilitates changes in behaviour. Consulting techniques are employed by HR Planners as they work with clients to help them see the value of HR Planning in general and specific interventions in particular.

Answer 246

1. Communicate a Sense of Crisis 2. Create a Powerful 3. Guiding Coalition 4. Create a Vision for the 5. Transformed Organization 6. Communicate the Vision 7. Again and Again 8. Remove Obstacles 9. to the New Vision 10. Plan for and Create 11. Some Short Term Results 12. Remember, Transition is not Over 13. Just Because the Leader Says it is Over 14. Normalize the Change

Answer 247

1) Communication of the nasty facts of the current situation is often left to an outsider, such as a consultant or an HR Planner, who can look at business issues with a dispassionate eye. 2) For example, HR Planners who are armed with effective supply and demand analyses can openly and frankly discuss the unthinkable results of not intervening to prevent an unpleasant consequence. 3) If HR Planners have done a credible Employment Systems Review and have found systemic barriers, they are in a powerful position to suggest change, particularly if the organization they work for is subject to the Federal Employment Equity Act.

Answer 248

> For change to be accepted you need critical mass. This means finding enough people, early in the process, who have influence and power, who are prepared to come on board.

Answer 249

> Change theory tells us that approximately 10% of any organization will be the "early adopters" - you need to find them quickly, hope they are situated where you need them in the organizational hierarchy, and convince them of the value of your change proposition. Note these coalitions will involve key "stakeholders".

Answer 250

 may be outside of the traditional hierarchy of the organization  may include key clients or suppliers  may include employees in the organization who are not in traditional positions of leadership, but who may emerge through the process.

Answer 251

> Senior HR professionals often serve as facilitators for these guiding coalitions, since they often have a broad view of the organization. HR can facilitate these coalitions, but if they act as the "point person", the change process is less likely to succeed because of the advisory role of HR.

Answer 252

> A vision is a clear and compelling statement of what you want the organization to look like once the transformation is complete. > The vision should be short, concise, and easy to communicate. > You should be able to describe the vision and have the recipient of the description understand the vision within about 5 minutes or within no more than 2 or 3 written paragraphs at the most.

Answer 253

> The vision needs to be communicated by individuals who have credibility with employees and who can convince employees that the vision will lead to improvements in the organization.

Answer 254

 If there is job loss associated with the change, employees need to know that it will be a last resort, and that the organization will handle the job loss in a sensitive manner.  Employees who remain behind need to know that they will be treated with respect and dignity after the job loss has transpired.

Answer 255

> If the organization is moving to outsource a previously-held in-house activity - as managers are discussing budgets for the upcoming year, they need to figure in the new activities, costs, and savings that will be associated with the outsourced activity. > That way, the newly-structured activity becomes "normal" and integrated with day-to-day activities.

Answer 256

 systemic  perceived by individual employees  in the form of individuals of influence who are unwilling to change.

Answer 257

> Transformational change requires a systems approach.

Answer 258

> Organizational change takes a long time to take hold - typically five to eight years, which is a long time to wait for results.

Answer 259

> Employees should see evidence that the new way of doing things is to their benefit - within twelve to twenty-four months of the initial announcement of the change initiative. > The benefit should be felt at all levels of the organization - celebrated, in fact. > The short-term result should be achieved by doing business the new way and should be congruent with the vision that has been communicated. > These results should be ongoing, further demonstrating the fact that the vision will be achieved.

Answer 260

> Leaders who are committed to change really want to see it done; however, they often underestimate the amount of effort that it will take and declare victory too soon. > At the risk of slipping into military analogy, the tide often turns just when the heavy hitters are moved out of the way. > Ensure that the change has been truly adopted at all levels of the organization before you let up on the pressure. Make sure that any resistance to the change has been effectively neutralized, either though ongoing, effective communication or removal of resisters from position of power or influence.

Answer 261

HR Planners often identify cultural systems that will require change if the organization is to achieve its vision and mandate. HR systems need to be aligned with organizational vision and may require considerable adaptation to fit with new visions. If HR Planners understand the dynamics of change management and can apply them or facilitate the application of those dynamics, they are fulfilling the strategic aspect of their role. HR Planners often use consulting techniques to assist organizational leaders to see the value of change.

Answer 262

1. Entry and Contracting 2. Data Collection and Diagnosis 3. Feedback and decision to implement 4. Partnering for implementation 5. Evaluation and termination

Answer 263

What does this mean? In the first case, the auditor is looking for proof that the area has done what it says it has done. In the second case, at the program being audited is in accordance or in compliance with a specified set of rules and regulations.

Answer 264

> An assessment will often consider the quality of the work that is being done

Answer 265

> An evaluation will often have components that are related to attestation and compliance, and will have components related to the quality of what exists. > In addition, evaluations will have components related to what could be. They will often begin with a set of "what should be" regarding a program or activity and go from there. > Evaluation is generally a comprehensive review of activities, strategies, values, and results. To be successful, it must be an objective and comprehensive assessment of effectiveness of the program or activity

Answer 266

* sustain funding * prove the worth of the activities they have undertaken * be able to celebrate successes.

Answer 267

1) Evaluation culture: regular assessments to inform program improvement 2) Data Quality: credibility, reliability, and consistency 3) Analytic Expertise: knowledge of research methods and relevant subject matter 4) Collaborative partnerships: the sharing of resources and expertise among stakeholders

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