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Staffing > Exam 1 > Flashcards

Exam 1 Flashcards

1
Q

PM: what is performance management? (PM)

A

translating the organization’s strategy into action:
- defining success
- monitoring behavior
- measuring behavior
- implementing solutions
- leading change
- coaching and feedback

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2
Q

PM: how does performance management translate strategy into action?

A
  • mission
  • vision
  • values
  • culture
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3
Q

PM: what are the benefits of performance appraisal? (translation guide)

A
  • better prediction
  • more fair
  • more acceptable
  • ensure “right person for the right job”
  • legal considerations
  • consistency with professional and ethical standards
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4
Q

PM: what are the 4 steps of the appraisal process?

A
  1. set standards
  2. monitor behavior
  3. measure behavior
  4. set goals
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5
Q

PM: 1. set standards

A

set expectations/clarity with employees

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6
Q

PM: 2. monitor behavior

A

effectively observe behavior/results

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7
Q

PM: 3. measure behavior

A
  • translate observations into numbers
  • accurate evaluation (motivation & knowledge to observe, and understanding errors and mistakes)
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8
Q

PM: 4. set goals

A

specific, challenging and attainable

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9
Q

PM: what is a BARS scale

A

designed to bring both benefits of qualitative and quantitative data to the employee appraisal process. compares individual performance against specific examples of behavior that are anchored to numerical ratings

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10
Q

PM: why is a BARS scale important?

A

they are simple to use to analyze employees’ behavior based on their performance/actions & unbiased

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11
Q

PM: BARS…

A
  • clarify expectations
  • helpful for goal setting
  • allow for better coaching and development
  • align behavior to strategy
  • more accurate and less biased
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12
Q

TSC: why is it important to think of talent management as a supply chain?

A
  • shows the elements of TM are integrated and build off of each other
  • a leaner supply chain reduces waste and increases efficiency, saving costs
  • competitors will have a hard time copying/substituting all elements of a supply chain
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13
Q

TSC: supply chain puzzle piece

A

source > recruit > select > retain

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14
Q

TSC: talent supply chain

A

generic talent (recruit&select) > specific talent & engagement (training/development & comp/rewards/PM) > internal performance > external performance > competitive advantage

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15
Q

TSC: how do the quality inputs into the supply chain influence the quality and flow of outputs?

A

stronger inputs into the supply chain cause stronger outputs

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16
Q

JA/A: how does job analysis ensure different talent management practices are appropriate and necessary?

A
  • JA comprehensively identifies the critical tasks needed to perform the job, then link these to critical types of talent needed to perform the critical tasks (KSAO’s)
  • this info can then be used to determine how much to emphasize each characteristic in the selection process
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17
Q

JA/A: is it ok to do a mediocre job analysis?

A
  • NO
  • JA is essential to successfully recruit and select talent. w/o a good JA the organization will not understand the critical tasks or required competencies to complete a job and will leave the recruiter having no systematic way to hire the best candidate
  • JA ensures a systematic way to select talent that is entirely job-related and has no room for subjectivity
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18
Q

JA/A: major features of O*NET system

A
  • worker characteristics (abilities)
  • worker requirements (skills, education)
  • experience requirements (licensing)
  • occupational requirements (work activities)
  • workforce characteristics (labor market info)
  • occupation-specific information (title)
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19
Q

JA/A: how does job analysis establish job relatedness?

A
  • JA is the process used to demonstrate job-relatedness
  • identifying KSAOs etc. provides job-related info and establishes what is critical for a particular job
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20
Q

JA/A: why is job relatedness so important?

A
  • in case of a lawsuit
  • a clear understanding of what skills, and tasks are most critical within a given job. ensures the right talent is being hired for the job
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21
Q

JA/A: steps of job analysis

A
  1. develop a comprehensive list of tasks performed
  2. identify the most critical job tasks
  3. develop a comprehensive list of KSAOs required to perform tasks
  4. identify the most important KSAOs prior to entering the job
  5. identify links between critical tasks and critical KSAOs
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22
Q

JA/A: what are selection KSAOs?

A

talent that the employee is expected to bring to the job prior to training (rather than those the employee will acquire on the job)

23
Q

JA/A: review of existing job documentation and content

A

provides a helpful starting point but is insufficient w/o supplemental additional information

24
Q

JA/A: job observation

A

helpful to at least observe some samples of actual work behavior, if for no other reason than to provide context

25
Q

JA/A: critical incidents

A
  • a very useful technique for developing simulations because the work context is a part of the observation
  • often helpful to at least observe or interview some employees using this technique
26
Q

JA/A: focus group meetings

A

conduct meetings with peers only; no supervisors present. environment allows for honesty

27
Q

JA/A: surveys

A
  • need to ensure the sample is representative
  • evaluate validity due to response bias, faking, etc
  • try to use whenever possible bc they provide the most comprehensive and inclusive view of the job
28
Q

JA/A: job incumbents

A
  • incumbents describe how they do the job honestly; don’t lead them to describe how it should be done
29
Q

JA/A: supervisors

A
  • best to describe how job should be done
30
Q

JA/A: direct reports

A

offer a useful perspective but not critical for a job analysis

31
Q

JA/A: customers

A
  • rarely used, but offers additional insights
  • valuable for jobs that have a substantial customer component
32
Q

JA/A: understand how to evaluate tasks

A
  1. critically- how critical is it (1=not, 5=extremely)
  2. frequency- how frequently do you perform a task
  3. time-spent
  4. importance
33
Q

JA/A: what is the purpose of task x KSAO matrix?

A
  • helps HR determine which types of talent should be used for recruiting/hiring
  • ex. 43% knowledge of financial accounting, 14% quantitative ability, 14% extraversion, and 29% persuasion and influence
34
Q

JA/A: how does job analysis help defend against legal challenges?

A

explains and justifies the decision on staffing

35
Q

JA/A: how does JA influence performance management?

A

when you staff the right talent, the entire HR function/business rises and improves

36
Q

Ch2: how does talent contribute to business strategy and performance?

A
  • strategy through its people
  • strategy should be directly aligned with firm’s objectives… should be clear how staffing contributes to firm being successful
  • who, where, when and how we hire
  • talent resources are valuable, rare, and costly to imitate/substitute
37
Q

Ch2: how does talent differentiate a firm from competitors?

A
  • protect your resources from imitation/substitution
38
Q

Ch2: what does it mean to say “strategy determines where and how a firm competes”? how is strategy about making choices and setting direction?

A
  • strategy connects diverse organizational functions and people together to achieve common goals
  • strategy defines how a firm is competitive and makes money
  • strategy defines what the firm values/doesn’t value and defines relationships between employees
39
Q

Ch2: what is the linkage between business and talent strategy? explain how talent management can contribute to performance

A
  • strategy is the guide and performance metrics is the target
  • task is to work for performance metrics back to the kinds of talent resources that can most impact the performance metrics
40
Q

Ch2: how do you translate business strategy into talent strategy?

A
  1. identify external performance metrics that contribute to competitive advantage
  2. identify strategic job families
  3. identify critical types of talent necessary within each job family
  4. estimate # of people needed to have min talent quality levels identified in prior step
  5. identify talent gaps within each strategic job family
41
Q

Ch2: definition of talent strategy

A

the planned process of creating the talent needed to support and implement business strategy in a way that differentiates the firm and adds value

42
Q

Ch1: what is talent

A
  • the sum of a person’s knowledge, skills, abilities, personality traits, values, and interests that enable one to effectively perform a job and broadly contribute to the organization’s effectiveness, strategy, and culture
  • talent is related to job performance
    – must contribute to organization’s strategy/culture
    – talent is intangible, malleable, mobile
43
Q

Ch1: what is talent acquisition?

A
  1. strategic goals
  2. identify competencies
  3. source and attract
  4. evaluate and select
  5. onboard and socialize
  6. retain
    rob’s long definition: the strategic process of identifying the talent competencies and values needed to effectively perform the job and contribute to the org’s effectiveness, sourcing/attracting for those skills and evaluating those people to select the best candidates providing onboarding and socialization experiences that shrink time to productivity retaining the best people through development, engagement, and promotion
44
Q

Ch1: how is talent strategically unique?

A
  • intangible
  • malleable
  • mobile
45
Q

Ch1: what is talent advantage

A

to use talent as a way to differentiate the firm from competitors

46
Q

Ch1: main components of individual differences

A
  • cognitive (intelligence is one of the strongest predictors of job performance)
  • personality
  • values & interests
  • physical and psychomotor
47
Q

Ch1: what is staffing?

A

sourcing, recruiting, selecting

48
Q

Ch1: how does staffing fit within talent management?

A

it improves all other HR activities by ensuring the right people are there to perform the job

49
Q

Ch1: why is it important that staffing and talent management fit together?

A
  • to achieve a specific organizational purpose
  • (HPWS) combine aggressive recruiting, rigorous selection, and active employee development. firms that use HPWS outperform those who do not
50
Q

Ch1: HPWS?

A

high performance work systems

51
Q

Ch1: what is talent acquisition?

A
  • identifying talent competencies and values needed to effectively perform job and contribute to organizational effectiveness
  • sourcing and attracting people who have these competencies
  • evaluating people to select the best
  • providing onboarding & socialization experiences that shrink time to productivity
  • retaining the best
52
Q

Ch1: different parts of talent management?

A
  • recruiting
  • selection & assessment
  • onboarding & socialization
  • promotion & internal mobility
  • succession planning
  • training & development
  • engagement
  • retention
53
Q

Ch1: why is TA the most important element?

A

it is the basis of all other HR functions and improves all other areas if done right
- “staffing is the rising tide that raises all ships”

54
Q

Ch1: how does talent management and acquisition contribute to organizational effectiveness?

A

talent resources drive the firm’s internal performance, external performance, and competitive advantage

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