C1 HUMAN RESOURCE FUNCTIONS Flashcards
(117 cards)
1
Q
What are the 5 Facets of HR?
A
Recruitment
Compensation and Benefits
Employee Relations
Training and Develpment
Workforce Safety
2
Q
What are the responsibilities under recruitment?
A
Job Posting
Applicant Sourcing
Interview Arranging
Applicant Choosing
3
Q
What are the responsibilities under Compensation and Benefits?
A
Job Evaluation
Attendance Checking
Salary Policy Administration
Insurance
Bonus Managing
4
Q
What are the responsibilities under Employee Relations?
A
Strategy Planning
Dispute Resolution
Contract Negotiation
Advisory Service
5
Q
What are the responsibilities under Training and Development?
A
Training Program
Leadership Training
Promotion Policy
6
Q
What are the responsibilities under Work Safety?
A
Security Education
Emergency Preparedness
Facility Inspection
7
Q
What are Senior Level Jobs in HR?
A
HR Director
Chief Human Resources Officer (CHRO)
HR Generalist
General HR Manager
HR Brach Manager
Assistant HR Manager
8
Q
What are Middle Level Jobs in HR?
A
Senior Executive HR
HR Supervisor
HR Specialist
Employee Relations Manager
Executive HR
Associate Executive HR
HR Administrator
Assistant HR Administrator
HR Technical Supervisor
9
Q
What are the Lower Level Jobs in HR?
A
Strategic Partner
Compensation HR Analyst
Employment Manager
HR Mentor
Recruiter
Senior HR Associates
HR Analysts
Staff Coordination
HR Associate
HR Assistant
HR Trainee
10
Q
They are responsible for overseeing the entire HR function within an organization.
A
HR Manager
11
Q
They focus on SPECIFIC AREAS within HR, such as recruitment, training and development, compensation and benefits, employee relations, or performance management.
A
HR Specialists
12
Q
They are responsible for sourcing, attracting, and selecting candidates to fill job vacancies within the organization. They engage in candidate outreach, screening, interviewing, and ensuring a smooth onboarding process.
A
Recruiter
13
Q
They design and implement training programs that enhance employees’ skills, knowledge, and performance. They identify learning needs, develop training materials, and facilitate workshops and courses.
A
Training and Development Professionals
14
Q
They design and
manage compensation structures, benefits packages, and incentive programs that attract, retain, and motivate employees.
A
Compensation and Benefits Specialist
15
Q
They handle employee grievances, conflicts, and workplace issues, fostering positive relationships between employees and the organization.
A
Employee Relations Specialists
16
Q
They oversee the performance appraisal process, set performance goals, and provide feedback to employees to ensure their continuous development.
A
Performance Managers
17
Q
In organizations with unions,
they handle negotiations, grievances,
and compliance with labor laws and agreements.
A
Labor Relations Manager
18
Q
They use data and analytics to derive insights from HR metrics, helping to inform strategic decisions and improvements in HR processes.
A
HR Analysts
19
Q
These roles support various HR functions, such as administrative tasks, scheduling interviews, maintaining records, and assisting with onboarding processes.
A
HR Associate, Assistants, and Coordinators
20
Q
They typically have a broader scope of responsibilities compared to assistants and coordinators. They might be involved in various HR functions,
including recruitment, employee relations,
training, and administrative tasks. They may assist in conducting interviews, managing HR records, and supporting HR projects. They often have more experience and knowledge in HR practices compared to entry-level positions.
A
HR Associates
21
Q
They focus on administrative tasks and
providing support to the HR team. Duties may include maintaining employee records, scheduling interviews, coordinating
meetings, and managing paperwork. They play a crucial role in ensuring the smooth operation of HR processes by handling routine tasks and assisting with various HR functions.
A
HR Assistants
22
Q
They typically have more responsibility than assistants but might have a narrower focus compared to associates. They might handle specific areas within HR, such as employee onboarding, benefits administration, or training coordination. They ensure that processes run efficiently by managing logistics, communication, and coordination related to their assigned area.
A
HR Coordinators
23
Q
In larger organizations, this is the executive leader responsible for the overall HR strategy and its alignment with business goals.
A
CHRO (Chief Human Resources Officer)
24
Q
While not HR professionals, they
also play a role in HR management by participating in performance evaluations, development programs, and other HR-related processes.
A
Employees
25
It is a strategic approach to managing an organization's human resources with a focus on attracting, developing, retaining, and maximizing the potential of talented individuals to achieve the organization's goals and objectives.
Talent management
26
Key elements of talent management typically include:
1. Talent Acquisition
2. Talent Development
3. Performance Management
4. Succession Planning
5. Career Pathing
6. Retention
7. Workforce Analytics
27
What are the four main activities of HRM?
1. Acquisition
2. Development
3. Motivation
4. Maintenance of Human Resources
28
An activity of HRM that involves the processes of attracting, sourcing, selecting, and hiring qualified individuals for various job roles within the organization.
Includes: recruitment strategies, candidate evaluation, and making informed hiring decisions to bring in the right talent.
Acquisition
29
An activity of HRM that focuses on enhancing the skills, knowledge, and abilities of employees to improve their performance and contribute effectively to the organization. - Includes: training programs, career development initiatives, mentoring, and continuous learning opportunities.
Development
30
An activity of HRM that involves creating a positive work environment, recognizing employee contributions, and implementing strategies to increase employee engagement and job satisfaction.
Motivation
31
Activities of HRM that aim to retain and sustain the workforce over the long term. - Includes: managing employee relations, ensuring fair compensation and benefits, addressing workplace concerns, and creating a safe and inclusive workplace culture.
Maintenance of Human Resources
32
What are the two functions of HRM?
Basic Functions and Operative Functions
33
Function of HRM that involves general management: planning, organizing, directing, coordinating, and controlling
Basic Functions
34
Function of HRM that involves daily activities of business: procurement, placement and utilization, motivating, and compensating employees.
Operative Functions
35
What are the four basic functions of HRM?
1. Planning
2. Organizing
3. Directing
4. Controlling
36
What are the seven operative functions of HRM?
1. Procurement of Employees
2. Placement and Utilization of Employees
3. Training and Development
4. Motivating Employees
5. Compensating
6. Maintaining Good Industrial Relations
7. Record Keeping
37
Basic function of HRM that develop strategies and action plans to align HR activities with organizational goals, anticipating workforce needs, and creating a roadmap for effective HR management
Planning
38
Basic Function of HRM that structures and arranges resources, roles, and responsibilities within the organization to ensure smooth operations, clear communication, and efficient workflow.
Organizing
39
Basic Function of HR that guide and leads HR teams to execute tasks, projects, and initiatives effectively, while fostering a positive work environment that encourages collaboration and innovation.
Directing
40
Basic function of HRM that monitors and evaluates HR processes and outcomes, comparing actual results to predefined standards, and taking corrective actions to ensure compliance, efficiency, and continuous improvement.
Controlling
41
Operative function of HRM that involves attracting, sourcing, and recruiting suitable candidates to fill vacant positions within the organization.
Includes: activities such as job analysis, job posting, candidate screening, interviewing, and selecting the best-fit individuals for the roles.
Procurement of Employees
42
Operative function of HRM that focuses on
placing selected employees in appropriate job roles that align with their skills, qualifications, and competencies.
Aims: optimize the allocation of human resources to maximize their contributions and overall organizational efficiency.
Placement and Utilization of Employees
43
Operative function of HRM that involves creating an environment that encourages employees to perform at their best.
Includes: recognition, rewards, career growth opportunities, and addressing employees' needs to boost their job satisfaction and commitment.
Motivating Employees
44
Operative function of HRM that encompasses activities that enhance the skills, knowledge, and abilities of employees.
Training and Development
45
Operative function of HRM that encompasses designing and managing compensation packages for employees.
Includes: determining salaries, bonuses, benefits, and incentives that align with both industry standards and the organization's financial capabilities.
Compensating
46
Operative function of HRM that focuses on
fostering positive relationships between employees, management, and labor unions (if applicable).
Includes: handling grievances, disputes, negotiations, and creating an environment of open communication and cooperation.
Maintaining Good Industrial Relations
47
Operative function of HRM that involves maintaining accurate and up-to-date records related to employees' personal and professional information.
Includes: documentation of employment contracts, performance evaluations, training records, and other relevant data for legal compliance and decision-making purposes.
Record Keeping
48
This part of T&D involves structured programs that impart specific skills
Training
49
This part of T&D focuses on a broader growth plan for employees to excel in their current and future roles.
Development
50
What are the features of HRM?
1. Inherent Part of Management
2. Pervasive Function
3. Basic to all Functional Areas
4. People Centered
5. Personnel Activities or Functions
6. Based on Human Relations
7. Continuous Process
51
It is the process an organization uses to analyze its workforce and determine the steps it must take to prepare for future staffing needs.
Human Resource Planning (HRP) or Workforce Planning (WFP)
52
Process of estimating and projecting the supply and demand for different categories of personnel in the organization for the years to come.
Human Resource Planning or Workforce Planning
53
The main objective of HRP or WFP is to ______________________________ requirement of the organization and how to acquire them. WFP can be used to “optimize” current workforce in the organization.
identify the “human capital” (KSA)
54
What are the analytical steps included in the workforce planning process?
1. Supply Analysis
2. Demand Analysis
3. Gap Analysis
4. Solution Analysis
55
This part of workforce planning referred to as “staffing assessment”, an analysis of an organizations’ labor supply.
Supply Analysis
56
This part of workforce planning includes a review of future business plans and objectives.
Demand Analysis
57
This part of workforce planning compares the differences in the supply and demand analysis and identifies human capital availability and deficiencies
Gap Analysis
58
This part of workforce planning focuses on how to address gaps in current staffing and future staffing needs through recruiting, training and development, contingent staffing, and outsourcing.
Solution Analysis
59
What are the factors affecting WFP?
1. External challenges
2. Organizational decisions
3. Workforce factors
60
HRP is the most important managerial function of an organization. It ensures three main things:
1. ________________of human resources.
2. _____________ of human resources.
3. _________________ of human resources.
1. Adequate supply
2. Proper quality
3. Effective utilization
61
What are the external factors that may affect HRP?
* Government Policies
* Level of Economic Development
* Business Environment
* Level of Technology
* International Factors
62
What are the internal factors that may affect HRP?
* Company Policies and Strategies
* Human Resource Policies
* Job Analysis
* Time Horizons
63
What are the different levels of HR Planning?
1. National Level (Government)
2. Sectoral Level (eg. DOA, DepEd)
3. Industry Level (output/operational level)
4. Unit Level (company level)
5. Departmental Level (particular department of an organization)
64
This plan helps avoid the sudden disruption of the company’s production since it indicates shortages of particular types of personnel, if any, in advance, thus enabling the management to adopt suitable strategies to cope with the situation.
Manpower Plan
65
What step is this in NITEGRATED STRATEGIC PLANNING AND HR?
Development and knowledge of organization’s overall purpose or mission or goals and objectives.
Step I
66
What step is this in INTEGRATED STRATEGIC PLANNING AND HR?
Providing inputs by HR manager regarding key HR areas, capabilities and constraints of HR and environment to corporate strategists.
Step II
67
What step is this in INTEGRATED STRATEGIC PLANNING AND HR?
The corporate strategists in turn communicate their needs and constraints to the HR manager.
Step III
68
What step is this in INTEGRATED STRATEGIC PLANNING AND HR?
Integration of HR and other functional plans.
Step IV
69
Corporate strategic plans that establish company’s vision, mission and major long-range objectives. The time span is 5 years or more.
Long period
70
Corporate strategic plans that cover about a three-year period. These are more specific plans in support of strategic plan.
Intermediate period
71
Corporate strategic plans that about one year. Plans are prepared month-by-month in sufficient detail for profit, human resources, budget and cost control.
Operation period
72
Corporate activity plans that are the day-to-day and week by-week plans. These plans may not be documented.
Short period
73
STRATEGIC PLAN VS. HR PLAN CAN BE AT FOUR LEVELS:
1. Corporate-Level Plan
2. Intermediate-Level Plan
3. Operations Plan
4. Short-term activities plan
74
_________________ formulates corporate-level plan based on corporate philosophy, policy, vision and mission.
Top management
75
They are organized by large-scale and diversified companies for the related activities. They prepare intermediate plans and implement them.
Strategic Business Units (SBUs)
76
This level of strategic plan vs. HR plan is prepared at the lowest business profit center level. It is supported by the HR plans relating to recruitment of skilled personnel, developing compensation structure, designing new jobs, developing, leadership, improving work life, etc.
Operations plan
77
This level of strategic plan vs. HR plan are day-to-day business plans are formulated by the lowest level strategists. Day-to-day HR plans relating to handling employee benefits, grievances, disciplinary cases, accident reports, etc. are formulated by the HR managers.
Short-term activities plan
78
This forecasting is the process of estimating the future requirements of manpower, by function and by level of skills.
Demand forecasting
79
TWO KINDS OF FORECASTING TECHNIQUES used to determine the organization’s projected demand for HR:
1. Judgmental Forecasts (Conventional Method)
2. Statistical Projection
80
A kind of forecast that is based on the judgement of those managers and executives who have intensive and extensive knowledge of human resource requirement.
Judgmental Forecasts (Conventional Method)
81
What are the two types of Judgmental Forecasts (Conventional Method)?
1. Managerial Estimate
2. Delphi Method
82
A type of judgmental forecast wherein managers or supervisors who are well-acquainted with the workload, efficiency and ability of employees, think about their future workload, future capabilities of employees and decide on the number and type of human resources to be required.
Managerial Estimate
83
A type of judgmental forecast that requires a large number of experts who take turns to present their forecast statement and underlying assumptions to the others, who then make revisions in their forecasts. Face-to-face contact among the experts is avoided. survey approach can be adopted
Delphi Method
84
Forecasting techniques based on statistical methods.
Statistical Projection
85
What are the types of Statistical Projection used in Forecasting Techniques?
1. Ratio-Trend Analysis
2. Economic Model
3. Work-Study Techniques
86
A type of statistical projection that is carried out by studying the past ratios and the forecasting ratios for the future.
Ratio-Trend Analysis
87
The components of __________________ are considered while forecasting the future ratios.
internal environmental changes
88
In ratio-trend analysis, these are used to determine the direct human resource requirements. This method depends on the availability of past records and the internal environmental changes likely to occur in future.
Activity level forecasts
89
A type of statistical projection wherein the previous data is analyzed and the relationship between different variables in a mathematical formula is developed.
Economic Model
90
A type of statistical projection that is generally used to study work measurement. The volume of workload in the coming years is analyzed.
Work-Study Technique
91
Work-Study Technique takes into account the __________________ for the present and future, internal mobility of the workers like promotion, transfer, external mobility of the workers like retirement, deaths, voluntary retirements, etc.
productivity pattern
92
This forecasting is concerned with human resources requirements from within and outside the organization.
Supply forecasting
93
The first step of forecasting the future supply of human resource is to _______________________ about the present human resource inventory
obtain the data and information
94
Supply forecasting includes the following steps:
1. Human Resource Audits
2. Employee Wastage
3. Internal Promotions
95
A step in supply forecasting that analysis each employee’s skills and abilities. It facilitates the human resource planners with an understanding of the skills and capabilities available in the organization and helps them identify manpower supply problems arising in the near future.
Human Resource Audits
96
Human Resource Audits should be updates _____________ otherwise it can lead to present employees being ignored for job openings within the organization.
periodically
97
A step in supply forecasting that is done to identify the employees who leave the organization and to forecast future losses likely to occur due to various reasons. Employees may leave for reasons like retirements, layoffs, dismissals, disablement, ill health, death, etc.
Employee Wastage
98
A step in supply forecasting that is undertaken regarding the vacancies likely due to retirements and transfer and the employees of particular groups and categories who are likely to be promoted. The multiple effect of promotions and transfers on the total number of moves should be analyzed and taken into consideration in forecasting changes in human resource supply of various departments.
Internal Promotions
99
It refers to the process of developing the knowledge, skills, abilities, and attitudes of employees within an organization to enhance their performance and contribute to the overall growth and success of the organization. It focuses on creating a learning environment, providing training and development opportunities, and supporting employees in their career growth.
Human Resource Development (HRD)
100
What are the eight features of HRD?
1. Training and Development
2. Performance Management
3. Career Development
4. Succession Planning
5. Talent Management
6. Organizational Development
7. Employee Engagement
8. Knowledge Management
101
HRD focuses on enhancing the skills, knowledge, and capabilities of employees through various training programs and developmental activities.
Training and Development
102
HRD oversees the process of evaluating, managing, and improving employee performance through objective setting, feedback, coaching, and other performance enhancement techniques
Performance Management
103
HRD assists employees in planning and managing their career growth within the organization, identifying their aspirations, and providing guidance and opportunities to achieve their career goals.
Career Development
104
HRD identifies potential leaders within the organization and develops their skills to ensure a smooth transition in key positions as per the organization's succession planning strategy.
Succession Planning
105
HRD focuses on attracting, identifying, selecting, and retaining talented individuals within the organization to meet its current and future needs
Talent Management
106
HRD supports the overall development and improvement of the organization by facilitating change, promoting a positive organizational culture, and aligning HR practices with organizational objectives.
Organizational Development
107
HRD fosters a positive work environment, promotes employee involvement, and encourages open communication to enhance employee satisfaction, motivation, and commitment.
Employee Engagement
108
HRD facilitates the acquisition, sharing, and utilization of knowledge within the organization to enhance organizational effectiveness and innovation.
Knowledge Management
109
What are the eight functions of HRD?
1. Training and Development
2. Performance Management
3. Career Development
4. Succession Planning
5. Talent Management
6. Organizational Development
7. Employee Engagement
8. Knowledge Management
110
A function of HRD that focuses on designing and implementing training programs, conducting needs assessments, and evaluating training effectiveness.
Training and Development
111
A function of HRD that focuses on establishing performance standards, monitoring performance, providing feedback, and implementing performance improvement plans.
Performance Management
112
A function of HRD that focuses on conducting career counseling, developing career paths, and identifying learning and growth opportunities for employees.
Career Development
113
A function of HRD that focuses on identifying potential successors, developing their skills, and creating plans for filling key positions in the future.
Succession Planning
114
A function of HRD that focuses on attracting candidates, conducting recruitment and selection, and providing onboarding processes to ensure talent acquisition and retention.
Talent Management
115
A function of HRD that focuses on diagnosing organizational issues, implementing interventions, managing change, and improving organizational effectiveness
Organizational Development
116
A function of HRD that focuses on promoting employee involvement, conducting employee surveys, fostering a positive work culture, and implementing strategies to enhance employee engagement.
Employee Engagement
117
A function of HRD that focuses on developing knowledge-sharing platforms, encouraging expertise exchange, and capturing and disseminating organizational knowledge
Knowledge Management
