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SHRM Learning System Vocab > People > Flashcards

People Flashcards

(115 cards)

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1
Q

Employee Surveys

A

Instruments that collect and assess information on employee engagement, satisfaction, and perceptions surrounding the work environment.

People - Employee Engagement and Retention

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2
Q

Well-being

A

Physical, psychological, and social aspects of employee health.

People - Employee Engagement and Retention

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3
Q

Stay interviews

A

Structured conversations with employees for the purpose of determining which aspects of a job encourage employee retention or may be improved to do so.

People - Employee Engagement and Retention

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4
Q

Retention

A

Ability of an organization to keep its employees.

People - Employee Engagement and Retention

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5
Q

Employee Engagement

A

Employees’ emotional commitment to an organization, demonstrated by their willingness to put in discretionary effort to promote the organization’s effective functioning.

People - Employee Engagement and Retention

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6
Q

Performance appraisal

A

Process of measuring and evaluating an employee’s adherence to performance standards and providing feedback to the employee.

People - Employee Engagement and Retention

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7
Q

Performance Standards

A

Behaviors and results as defined by an organization to communicate the expectations of management.

People - Employee Engagement and Retention

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8
Q

Performance management

A

Tools, activities, and processes that an organization uses to manage, maintain, and /or improve the job performance of employees.

People - Employee Engagement and Retention

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9
Q

Realistic Job Preview (RJP)

A

Tool used to provide a job applicant with honest, complete information about a job and the work environment.

People - Employee Engagement and Retention

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10
Q

Employee life cycle (ELC)

A

Activities associated with an employee’s tenure in an organization.

People - Employee Engagement and Retention

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11
Q

Career planning

A

Actions and activities that individuals perform in order to give direction to their work lives.

Learning & Development

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12
Q

Coaching

A

Focused, interactive communication and guidance intended to develop and enhance on the job performance, knowledge, or behavior.

Learning & Development

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13
Q

On-the-job training

A

(OJT)

Training provided to employees at the work site utilizing demonstration and performance of job tasks.

Learning & Development

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14
Q

Career development

A

Progression through a series of employment stages characterized by relatively unique issues, theme, and tasks.

Learning & Development

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15
Q

Action Mapping

A

Instructional design model based on concept that training should be tightly focused on specific performance measures that the organization has determined are important.

Learning & Development

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16
Q

Learning Organization

A

Organization characterized by a capability to adapt to changes in environment.

Learning & Development

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17
Q

Webinar

A

Form of web conferencing where a presenter facilitates communication of material or information to an audience in real time.

Learning & Development

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18
Q

Successive approximation model

A

SAM

Instructional design model that works to gain feedback and build models early in the process; generally, has three phases; preparation, iterative design, and iterative development.

Learning & Development

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19
Q

Developmental activities

A

Activities that focus on preparing employees for future responsibilities while increasing their capacity to perform their current jobs.

Learning & Development

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20
Q

Leader Development

A

Training and professional development programs targeted at assisting management- and executive-level employees in developing the skills, abilities, and flexibility required to deal with a variety of situations.

Learning & Development

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21
Q

Job enrichment

A

Process of increasing a job’s depth by adding responsibilities to the job.

Learning & Development

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22
Q

Webconferencing

A

Using the internet to conduct meetings and give presentations to an audience who has joined the meeting remotely.

Learning & Development

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23
Q

Pilot programs

A

Learning/Development programs offered initially in a controlled environment with a segment of the target audience.

Learning & Development

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24
Q

Training

A

Process by which employees are provided with knowledge, skills and abilities KSAs specific to a task or job.

Learning & Development

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25
Learning management system
LMS System that holds course content information and has the capability of tracking and managing employee course registrations, career development, and other employee development activities. Learning & Development
26
ADDIE model
Instructional systems design framework consisting of five steps that guide the design and development of a learning program. Analysis Design Development Implementation Evaluation Learning & Development
27
Distance learning
Process of delivering educational or instructional programs to locations away from a classroom or central site. Learning & Development
28
Kinesthetic learners
People who learn best through a hands-on approach, also called tactile learners. Learning & Development
29
Leadership
Ability to influence, guide, inspire, or motivate a group or person to achieve their goals. Learning & Development
30
Situational judment tests
SJTs Assessment tools that present prospective leaders with sample situations and problems they might encounter in a work environment. Learning & Development
31
E-learning
Electronic media delivery of educational and training materials, processes, and programs. Learning & Development
32
Auditory learners
People who learn best by relying on their sense of hearing. Learning & Development
33
Blended learning
Planned approach to learning that includes a combination of instructor-led training, self-directed study, and / or on the job training. Learning & Development
34
Visual learners
People who learn best by relying on their sense of sight. Learning & Development
35
Organizational learning
Acquistion and/or transfer of knowledge within an organization through activities or processes that may occur at several organizational levels; ability of an organization to learn from its mistakes and adjust its strategy accordingly. Learning & Development
36
Individual development plan
IDP Document that guides employees toward their goals for professional development and growth. Learning & Development
37
Job rotation
movement between different jobs Learning & Development
38
Apprenticeship
Related to technical skills training, often a partnership between employers and unions. Learning & Development
39
Mentoring
Relationship in which one person helps guide another's development. Learning & Development
40
Career management
Preparing, implementing, and monitoring employees' career paths, with primary focus on the goals and needs of the organization. Learning & Development
41
Dual career ladders
Career development programs that identify meaningful career paths for professional and technical people outside traditional management roles. Learning & Development
42
Job enlargement
Process of broadening a job's scope by adding different tasks to the job. Learning & Development
43
Assessment centers
Assessment tools that provide candidates a wide range of leadership situations and problem-solving exercises. Learning & Development
44
Job specifications
Written statements of the minimum qualifications for the job incumbent.
45
Selection screening
Analyzing candidates' application forms, curricula vitae, and resumes to locate the most qualified candidates for an open job.
46
Head count
Number of people on an organization's payroll at a particular moment in time.
47
Job descriptions
Document that describes a job and its essential functions and requirements (including tasks, knowledge, skills, abilities, responsibilities, and reporting structure. )
48
Onboarding
Process of assimilating new employees into an organization through orientation programs and their experiences in their first months of employment.
49
Sourcing
Process by which an organization generates a pool of qualified job applicants.
50
Employment branding
Process of positioning an organization as an 'employer of choice' in the labor market.
51
Reasonable accommodation
Modifying a job application process, a work environment, or the circumstances under which a job is performed to enable a qualified individual with a disability to be considered for the job and perform its essential functions.
52
Selection interviews
Interviews designed to probe areas of interest to the interviewer in order to determine how well a job candidate meets the needs of the organization.
53
Applicant tracking system (ATS)
Software application that automates organization's management of the recruiting process ( such as accepting application materials, screening applicants. etc.)
54
Essential functions
Primary job duties that a qualified individual must be able to perform, either with or without accommodations.
55
Selection
Process of evaluating the most suitable candidates for a position.
56
Competencies
Clusters of highly interrelated attributes, including knowledge, skills and abilities (SKAs) that give rise to the behaviors needed to perform a given job effectively.
57
Recruitment
Process by which an organization seeks out candidates and encourages them to apply for job openings.
58
Employee value proposition (EVP)
Employee's perceived value of the total rewards and tangible and intangible benefits they receive from the organization as part of employment, which drives unique and compelling organizational strategies for talent acquisition, retention, and engagement.
59
Staffing
HR function that acts on the organizational human capital needs identified through workforce planning and attempts to provide an adequate supply of qualified individuals to compete the body of work necessary for the organization's financial success.
60
Job analysis
Process of systematically studying a job in order to identify the activates/task and responsibilities it includes the personal qualifications necessary to perform it, and the conditions under which it is performed.
61
Orientation
Process by which new employees become familiar with the organization and with their specific department, coworkers, and job.
62
Red-circle rates
Situations in which employees' pay is about the range maximum.
63
Flat-rate pay
Provides each incumbent of a job with the same rate of pay, regardless of performance or seniority; also known as single-rate pay.
64
Cost-of-living adjustment (COLA)
Pay adjustment given to eligible employee regardless of performance or organizational profitability; usually linked to inflation.
65
Green-circle rates
Situations in which an employee's pay is below the minimum of the range.
66
Total rewards
Direct and indirect remuneration approaches that employers use to attract, recognize, and retain workers.
67
Point-factor system
Job evaluation method that looks at compensable factors ( such as skills and working conditions) that reflect how much a job adds value to the organization; points are assigned to each factor and then added to come up with an overall point value for the job.
68
Premiums
Payments in return for the achievement of specific time-limited, targeted objectives.
69
Job ranking
Job evaluation method that involves established a hierarchy of jobs form lowest to highest based on each job's overall value to the organization.
70
Merit Pay
Situations where an individual's performance on the job is the basis for the amount and timing of pay increases; also called performance-based pay or pay for performance.
71
General pay increase
Pay increase given to employees based on local competitive market requirements; awarded regardless of employee performance.
72
Single-rate pay
Provides each incumbent of a job with the same rate of pay, regardless or performance or seniority; also known as flat-rate pay.
73
Pay for performance ( p4p, pfp)
Situation where an individual's performance on the job is the basis for the amount and timing of pay increases; also called merit pay or performance-based pay
74
Market-based job evaluation
Job evaluation method in which the relative worth and pay structure of different jobs are based on their market value or the going rate in the marketplace.
75
Paired-comparison method
Job evaluation method in which each job is compared with every other job being evaluated; the job with the largest number of 'greater than' rankings is the highest ranked job, ect
76
Job classification
Job evaluation method in which descriptions are written for each class of jobs' individual job are then put into the grade that best matches their class description.
77
Pay grades
Used to group jobs that have approximately the same relative internal or external worth and are paid at the same rate or within the same pay range.
78
Incentive pay
Form of direct compensation where employers pay for performance beyond normal expectations to motivate higher performance.
79
Time-based step-rate pay
System in which pay is based on longevity in the job and pay increases occur on a pre-determined schedule.
80
Domestic partners
Unmarried couples, of the same or opposite sex, who live together and seek economic and noneconomic benefits comparable to those granted to their married counterparts.
81
Pay ranges
Set the upper and lower bounds of possible compensation for individuals whose jobs fall within a pay grade.
82
Internal equity
Extent to which employees perceive that monetary and other rewards are distributed equitably, based on effort, skill and/or relevant outcomes.
83
Perquisites
Compensation provided on an individual basis in the form of goods and services.
84
Benefits
Mandatory or voluntary payments or services provided to employees, typically covering retirement, health care, sick pay/disability. life insurance, and paid time off.
85
Job evaluation
Process of determining a job's value and price for the purpose of attracting and retaining employees by comparing the job against other jobs within the organization or against similar jobs in competing organizations.
86
Performance-based pay
Situation where an individuals' performance on the job is the basis for the amount and timing of pay increases; also called merit pay or pay for performance.
87
Lump-sum increase
One-time payment made to an employee.
88
Person-based pay
Pay system in which employee characteristics, rather than the job, determine pay.
89
Productivity-based pay
Pay based on the quantity of work and outputs that can be accurately measured.
90
Compa-ratio
Pay rate divided by the midpoint of the pay range.
91
Remuneration surveys
Instruments that collect information on prevailing market compensation and benefits practices.
92
Job-content-based job evaluation
Job evaluation method in which the relative worth and pay structure of different jobs are based on an assessment of their content and their relationship to other jobs within the organization.
93
Total rewards strategy
Plan or method implemented by an organization that provides monetary, benetifts-in-kind, and developmental rewards to employees who achieve specific business goals.
94
Broadbanding
Combining several salary grades or job classifications with narrow pay ranges into one band with a wider salary spread.
95
Pay compression
Occurs when there is only a small difference in pay between employees regardless of their experience, skills, level, or seniority; also known as salary compression.
96
External equity
Situation in which an organization's compensation levels and benefits are similar to those of other organizations that are in the same labor market and compete for the same employees.
97
Compensation philosophy
Short but broad statement documenting an organization's guiding principles and core values about employee compensation.
98
Compensation
All financial returns (beyond any tangible benefits payments or services) including salary and allowances.
99
PESTLE analysis
Scanning process that searches for environmental forces in political, economic, social, technological, legal, and environmental categories.
100
Benchmarking
Process by which an organization identifies performance gaps and sets goals for performance improvement by comparing its data, performance levels, and/or processes against those of other organizations.
101
Systems thinking
Process for understanding how seemingly independent units within a larger entity interact with and influence one another.
102
Leading indicator
Type of metric describing an activity that can change future performance and predict success in the achievement of Stategic goals.
103
Organizational values
Beliefs and principles defined by an organization to direct and govern its employees' behavior.
104
Strategic planning
Process of setting goals and designing a path toward a competitive position.
105
Key performance indicators (KPIs)
Quantifiable measures of performance used to gauge progress toward Stategic objectives or agreed standards of performance.
106
Mission statement
Concise outline of an organization's strategy, specifying the activities the organization intends to pursue and the course its management has charted for the future.
107
Balanced scorecard
Performance management tool that depicts an organizations' overall performance, as measured against goals, lagging indicators, ad leading indicators.
108
Stategic fit
State in which an organization's strategy is consistent with its external opportunities and circumstances and its internal structure, resources, and capabilities.
109
SWOT analysis
Method for assessment of an organization's Stategic capabilities through use of the environmental scanning process, by which internal and external factors affecting achievement of organization goals are identified and considered. STRENGTHS WEAKNESS OPPORTINITIES THREATS
110
Lagging indicator
Type of metric describing an activity or change in performance that has already occurred.
111
Environmental scanning
Process that involves a systemic survey and interpretation of relevant data to identify external opportunities and threats and to assess how these factors affect the organization currently and how they are likely to affect the organization in the future.
112
Value drivers
Actions, processes, or results that are needed to deliver a desired value.
113
Strategic management
System of actions that leaders take to drive an organization toward its goals and objectives.
114
Vision statement
Description of what an organization hopes to attain and accomplish in the future, which guides it toward that defined direction.
115
Strategy
Plan of action for accomplishing an organization's overall and long- range goals.

SHRM Learning System Vocab (5 decks)

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