Chapter 9 Quiz Flashcards

(44 cards)

1
Q

primarily work for the organization or company that employs them. Their role is to manage various aspects of employee relations, including recruitment, training, benefits, performance management, and compliance with labor laws, all with the goal of supporting the organization’s success.

For example, in a company like Google, they work for Google to ensure that the company hires the best talent, fosters a positive work culture, provides necessary training and development opportunities, and handles employee concerns. While they work on behalf of the organization, they also support employees by addressing their needs and ensuring their well-being at work.

bridge between the employees and the employer, balancing both interests

A

Who do Human Resources work for? Give an example

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2
Q

Human Resources(sometimes just … person in a … company)

A

1
200+

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3
Q

Top 2 Responsibilities of HR

A

Recruitment
Salaries and Benefits

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4
Q

Recruitment, Induction, Training, Assessment, Salaries And Benefits, Worker Retention, Policy Formulation, Conflict Resolution

A

Key Responsibilities of the HR Management Team

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5
Q

Purpose: To attract and hire the best talent for the organization.

Key Activities:

Posting job openings, screening resumes, interviewing candidates, and selecting employees.

Ensuring the process aligns with the company’s needs, values, and culture.

Building a pipeline of candidates to fill positions quickly when needed.

Managing employer branding efforts to attract top talent.

A

Recruitment

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6
Q

Purpose: To help new employees integrate smoothly into the organization.

Key Activities:

Providing an introduction to the company culture, values, and policies.

Conducting orientation sessions to familiarize new hires with their roles and teams.

Ensuring that new employees understand their benefits, company rules, and expectations.

Introducing them to necessary tools, systems, and any ongoing support or training

A

Induction

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7
Q

Purpose: To ensure employees have the skills and knowledge to perform their jobs effectively and grow in their careers.

Key Activities:

Identifying skills gaps and providing learning opportunities through workshops, seminars, or e-learning.

Offering professional development programs to enhance both technical and soft skills.

Managing leadership training, mentoring, and career advancement opportunities.

Assessing the effectiveness of training programs and adjusting them as needed.

A

Training

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8
Q

Purpose: To evaluate employee performance and identify areas for improvement.

Key Activities:

Conducting performance reviews, feedback sessions, and self-assessments.

Setting clear, measurable goals and tracking progress toward them.

Offering constructive feedback to employees to guide their growth.

Using assessments to inform decisions on promotions, raises, and further training needs.

A

Assessment

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9
Q

Purpose: To ensure employees are compensated fairly and that benefits packages are competitive.

Key Activities:

Managing payroll, including calculating salaries, bonuses, and overtime.

Offering competitive benefits, such as health insurance, retirement plans, vacation time, and other perks.

Conducting salary reviews to ensure compensation is in line with industry standards.

Ensuring compliance with laws related to pay, taxes, and benefits.

A

Salaries And Benefits

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10
Q

Purpose: To reduce turnover and keep valuable employees within the organization.

Key Activities:

Analyzing employee satisfaction and engagement through surveys and feedback.

Identifying and addressing factors that may contribute to dissatisfaction or high turnover rates.

Implementing retention strategies such as recognition programs, career development, and work-life balance initiatives.

Developing a positive workplace culture that fosters employee loyalty and commitment.

A

Worker Retention

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11
Q

Purpose: To create and enforce organizational policies that ensure a fair, compliant, and productive work environment.

Key Activities:

Developing and updating employee handbooks, codes of conduct, and workplace safety guidelines.

Ensuring compliance with labor laws, health and safety regulations, and ethical standards.

Communicating policies clearly to all employees and ensuring adherence.

Reviewing policies regularly to ensure they meet the evolving needs of the organization and its workforce.

A

Policy Formulation

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12
Q

Purpose: To address and resolve workplace conflicts in a fair and efficient manner.

Key Activities:

Mediating disputes between employees or between employees and management.

Offering guidance on how to resolve conflicts professionally and constructively.

Investigating complaints and taking appropriate disciplinary actions if needed.

Promoting a culture of open communication to prevent conflicts from escalating.

A

Conflict Resolution

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13
Q

HR is driven by the company’s … …

A

employee strategy

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14
Q

HR is more than just an administrative function. It’s a strategic partner that shapes and drives the workforce to meet the company’s business objectives. When HR is aligned with the company’s employee strategy, it helps ensure that the organization has the right …, with the right … and …, to achieve its goals. This alignment also ensures that HR initiatives—whether related to recruitment, development, compensation, or culture—are focused on fulfilling the company’s …-… …

A

people
skills
mindset
long-term vision

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15
Q

Do they have the Knowledge, Skills, Abilities?

A

Person-Job Fit

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16
Q

Can the manager sync with the hire?

A

Person-Manager/ Group Fit

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17
Q

Will our values and goals align?

A

Person-Organization Fit

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18
Q

HR has to consider if … … a … …?

A

they are
good fit

19
Q

The best match is a combo of a person-…-fit, person-…-fit, person-…-fit

A

job
group
organization

20
Q

….: Essential resource for HR professionals

21
Q

SHRM

A

Society for Human Resource Management

22
Q

offering tools, education, legal resources, networking, and advocacy that help them excel in their roles, supports your growth and ensures you stay up-to-date with the latest trends and best practices

23
Q

Pre-employment interview structure: … vs …

A

Standardized
Unstandardized

24
Q

follows a consistent, structured format where all candidates are asked the same set of predefined questions in the same order. This approach is designed to minimize bias and ensure that the interview process is fair and objective

best for roles that require a clear, measurable set of skills and qualifications. They are useful in large-scale recruitment where fairness and consistency are priorities.

A

Pre-employment: Standardized

25
flexible and conversational in nature. In this format, the interviewer may ask different questions to each candidate, and the structure of the interview may evolve based on the conversation more appropriate for positions where personal qualities, creativity, or cultural fit are more important, and where the interviewer’s intuition plays a larger role in the decision-making process.
Pre-employment: Unstandardized
26
December-January annual meeting Compensation * Bonuses * Pay increases * Title promotion Evaluation of Performance * Overall * Specific Tasks * Areas to develop/grow * Goals short term, long term, realistic and stretch Data * Open text box answers * I have seen ______ behavior “Frequently……….Never”
Performance Appraisals: Self & Manager Appraisal
27
Criticism #1 * Negative feedback can backfire if the employee is not ready for coaching or feedback is poorly delivered People * Supervisor * Peers * Employee/Direct Reports * Customers (optional) Data * Quantitative Data - Numbers * Qualitative Data – Words Format * Interviews * Surveys * Focus Groups Criticism #2 * Trust in the system may be too low for people to speak openly about the issues * Fear of a leak, or guessing who said what and then retaliation Criticism #3 * Appraisals are often tied to $ and promotions so managers are under a lot of pressure to give positive scores with little incentive to be tough
Performance Appraisals: Manager 360° feedback
28
Direct Feedback, Direct Feedback with Coaching, "Show me incentive and I'll show you the behavior", Performance Improvement Plan(PIP)
Changing their behavior
29
Observation, Impact, Do less/more
Direct Feedback
30
What happened? Who did it impact and how? What could do differently?
Direct Feedback with coaching
31
Changing Behavior: Charlie Munger(Warren Buffett's Partner)
"Show me incentive and I'll show you the behavior"
32
PIP
Performance Improvement Plan
33
Ways to Retain Employees
Exit Interviews Benefits Non $ Benefits
34
Ways to Retain Employees: Renegotiate Job Learn from mistakes
Exit Interviews
35
Ways to Retain Employees: Insurance (Health & Dental) Retirement 401k match Bonuses (Individual/Team/Profit) Job security
Benefits
36
Ways to Retain Employees: Culture Friendships Flexible hours Learning opportunities Mission/Purpose
Non $ Benefits
37
"Train people well enough so they can leave, Treat them well enough so they don't want to"
Si Richard Branson
38
Retirement Investing (401k versus Fixed Income & Roth IRA)
Benefits
39
requires full-time career
Slow and safe method
40
refers to the practice of automatically setting aside a portion of your income for retirement or other financial goals without having to think about it. This can be achieved through automatic payroll deductions, such as contributions to a 401(k) or IRA, where the money is deducted directly from your paycheck before you even have a chance to spend it
Forced Saving
41
idea of setting up an investment strategy that doesn't require constant monitoring or complex decision-making. This is typically done by choosing diversified, low-maintenance investment vehicles such as target-date funds, index funds, or ETFs. These types of investments are designed to grow over time with minimal involvement from the investor
Brainless Investing
42
concept that investing over a long period, regardless of market fluctuations, typically yields better returns than trying to time the market or pick individual stocks. The longer your money stays invested, the more potential it has to grow through compounding
Time in Market vs. Stock Picking
43
exist primarily to protect workers' rights and improve their working conditions. They are organizations formed by employees who come together to negotiate with employers over issues like wages, benefits, job security, working conditions, and more. Give workers collective bargaining power, meaning they can negotiate as a group, which can lead to better outcomes compared to individual negotiation.
Why Unions Exist
44
has a very limited union presence. The company is known for its anti-union stance, and there have been multiple high-profile efforts by workers to unionize in the past, but they have faced significant challenges
Does Amazon have Unions