People Flashcards
(420 cards)
1
Q
What is a strategy?
A
long range plans toward achieving goals
2
Q
What is the Strategic Planning and Management Process?
A
Formulation>Development>Implementation>Evaluation
3
Q
What is the Formulation step in Strategic Planning and Management Process?
A
leaders gather and analyze internal and external info to determine the orgs current position, its environment, its opportunities, and constraints
4
Q
What is the Development step in Strategic Planning and Management Process?
A
leaders develop strategic goals and tactics to optimize success, given the environment, opportunities, and constraints (the strategic plan)
5
Q
What is the Implementation step in Strategic Planning and Management Process?
A
When the tactics are implemented. Requires clear communication to teams, coordination and support of their efforts and control of resources
6
Q
What is the Evaluation step in Strategic Planning and Management Process?
A
the results, and to make sure to maintain strategic focus, make any improvements, make sure there is effectiveness in the strategy
7
Q
What are the three critical success factors?
A
- alignment of effort
- control of drift
- focus on core competencies
8
Q
What is Alignment of effort?
A
aligning all areas of the business to the orgs strategy
9
Q
What is Control of Drift?
A
When orgs fail to recognize and respond to changes in its environment that necessitate strategic change
*drift is often caused by an org culture that is too deeply rooted in the past and the way things have always been done
10
Q
What is Focus on Core Competencies?
A
core competencies are usually unique advantages an org has, abilities that are integral to creating customer value and are difficult for competitors to imitate (EG; Technical expertise or excellence in design)
11
Q
How can HR be involved in creating value?
A
- by consulting and advising on aligning workforce assets with strategy demands
- value chain analysis with its own business, identifying cost centers, the source of the critical value HR produces (eg: outsourcing benefits management and administration functions)
- analyze their own stakeholders to understand their needs (customers, suppliers, communities, institutions, and government agencies)
12
Q
Who are HR customers?
A
Senior management, board of directors, funcional leaders, Employees (they may rely on HR for retaining talent, seeking out benefits, career development, support for workplace issues, attracting senior management, risks related to human resources, support in staffing, developing competitive and compliant compensation plans)
13
Q
Who are HR suppliers?
A
include long and short term staffing suppliers, vendors providing or managing benefits, internal functions like IT that provide necessary support
14
Q
Who are HR communities, institutions, and gov agencies?
A
educational institutions that develop future talent and workers or partners in corporate social responsibility programs. HR manages Gov agencies with its legal and regulatory obligations (Eg: visas, workplace safety, employment laws)
15
Q
What is Systems Thinking?
A
orgs are composed of interacting and sometimes interdependent parts that together create a dynamic internal environment
16
Q
What is differentiation of units?
A
each part of org is differentiated by the role it plays in the system and its own particular challenges, values, and processes
17
Q
What is the input-process-output Model (IPO)?
A
Analyzes actions
Inputs- factors that can effect the outcome (Internal/External constraints, Org resources or External conditions) eg: lack of funds, culture in way of strategy
Process- all the methods used to apply to maximize opportunities and manage constraints
Outputs- desired strategic effect eg: increased diversity, increased sales or profitability
18
Q
What is environmental scanning?
A
the process of systematically surveying and gathering data from internal and external sources
EX: SWOT analysis or PESTLE
19
Q
What is the PESTLE analysis?
A
Political, economic, social, technological, legal, and environmental
- conducted in different levels of org
- this requires HR to adopt more broader long-range perspective
20
Q
What are the steps used in the risk management process for PESTLE?
A
- assemble list of possible events or trends that exsist now or could
- identify the potential impacts on the org (pos,neg, immediate, long-term)
- research impacts more thoroughly to understand their CAUSES, and connect that to trends
- assess their importance
21
Q
What is the SWOT analysis?
A
process for assessing an org’s strategic capabilities in caparison to threats and opportunities identified during environmental scanning; also analyzing strengths and weaknesses of an org
-strengths and opportunities can be leveraged; weaknesses and threats are problems that must be solved and are often more difficult to control
22
Q
SWOT
A
Strengths- Internal strengths
Weaknesses- Internal weaknesses
Opportunities- External things to take advantage of
Threats- External threats
23
Q
What is a growth-share matrix?
A
matrix tool to help find where the greatest value in their org lies
Stars- high value, dominant share and growing
Cash cow- static but dominant business line, little growth
Question mark- could be winners or losers, unclear
Dogs- consuming resources no growth or value
24
Q
How can HR improve its environmental awareness?
A
- regularly reading business news
- stay current with latest academic HR research
- analyze org’s performance
- monitoring performance of other orgs, branding, and competitors
- become user of third party information like the gov
- scanning annual reports from businesses or groups with comparable workforces or markets
25
Org's Mission
how an org defines its purpose
26
Org's Vision
the future it hopes to see
27
Org's Values
the principles it agrees will guide its behavior
28
Strategic Statements serve many purposes:
- in crisis they guid management thinking and decisions
- reflect the orgs culture required to attain the mission and vision and support values
- contribute to employer's brand, for recruiting and onboarding purposes can help focus
- stakeholders can see how they fit in and can challenge leaders to fulfill those pledges
29
From Organization to Unit function goals
EG: Org goal: increased productivity, Unit function: HR, Unit function goal: Improve quality and efficiency of talent supply chain
30
What are value drivers?
actions or processes or results that are needed to deliver a desired value
31
Balanced Scorecard
performance management tool that depicts an org's overall performance, identifies KPIs, as measured against goals, lagging indicators, and leading indicators
- Finance
- customers
- Internal business processes
- Learning and growth
32
Leading indicator
is predictive in that action in this area can change future performance and help achieve success
(Eg: employee satisfaction indicates future retention rates and associated costs of hiring)
33
Lagging indicator
describes effects that have already occured and cannot be changed (Eg: turnover rates indicate the success or lack of success in employee engagement) (re-active)
34
What are SMARTER performance objectives?
-seven qualities that characterize effective objectives
-setting smarter objectives
Specific
Measurable
Attainable
Relevant
Timebound
Evaluated
Revised
35
Benchmarking
compares performance levels an/or processes of one entity with those of another to identify performance gaps and set goals aimed at improving performance
36
The Benchmarking Process
Define KPIs>Measure current performance>identify appropriate benchmarks and data> identify performance gaps> set objective and implement support activities
37
Robert Grant's strategic fit
the compatibility of an org's strategy
38
Competitive advantages (hint* two parts)
External changes: react swiftly to changes
Snapchat- adapting to a market that craved privacy, and quick communication. Tesla- gas prices rise create an electric car.
Internal changes: ability to create change, innovation
Apple- creating the first iphone but with touch screen, before that only nokia had flip phone with internet
39
What are Porter's competitive strategies?
- two basic types of competitive advantages: cost leadership and differentiation
- these could be focused on the entire marketplace OR focused on the Organization
40
Why do firms pursue a strategy of cost leadership?
aim at capturing market share within their industry by virtue of lowest price - (Walmart, Costco) volume, low price
41
Why do firms pursue a strategy of differentiation?
aim for being able to charge a higher price by offering something different or by offering the same thing in a different way from competitors in their industry or market - (Tesla) higher price for unique offering
42
Why do firms pursue a strategy of Focus?
apply cost leadership or differentiation within narrow industry segments or niches - (financial services company may choose to focus on high-net-worth individuals)
43
Out of the growth strategies what is Strategic alliance?
when companies agree to share assets, technology, or sales capabilities
-when you work together with customers, partners, or even competitors to accomplish something
44
Out of the growth strategies what is Joint venture?
-two companies come together to open up a new business that they both partially own
45
Out of the growth strategies what is Equity partnership?
-two or more parties open a company, they have a contract about profits liabilities and control
46
Out of the growth strategies what is Merger/acquisition?
Merger- two companies to one
| Acquisition- one company acquires another
47
Out of the growth strategies what is Franchising?
a trademark, product, or service is licensed for an initial fee and ongoing royalties (McDonalds)
48
Out of the growth strategies what is Licensing?
grants rights to produce or sell a product (Best buy- apple lets them sell their products)
49
Out of the growth strategies what is Contract Manufacturing?
having someone produce parts of the product
50
Out of the growth strategies what is Management contract?
another company is brought in to run the daily operations of the local business, decisions about financing and ownership reside with owners
51
Out of the growth strategies what is Turnkey Operation?
an existing company gets a new owner and no major changes are made
52
Out of the growth strategies what is Greenfield operation?
a company builds up in a new location a new branch with all new equipment
53
Out of the growth strategies what is Brownfield Operation?
a company builds up in a new location a new branch however something currently exists there wether its is an existing building, existing people or abandoned property
54
Divestitures (and the general steps for divestiture)
-selling of parts of the organization that are underperforming or no longer in line with strategy
1. Identifying the candidate for divestiture
2. Identifying buyer
3 Restructure
4. Execute the deal
55
Blue Ocean
creating competitive advantage through innovation or entering new markets
56
Red Ocean
competing in existing market places through differentiation or lower costs
57
Two parts of HR budget
operational- funds ongoing activities and strategic- funds projects aligned with the org's strategic goals (consultants, or development activities)
58
5 elements needed for effectively implementing strategy
1. Communication outward toward entire team
2. Communication inward to leaders
3. Leadership support of decisions made by subordinates
4. Flow of information across the Organization
5. Enough information to allow team members to connect their work to the strategy
59
What are the three project stages?
Planning>Executing>Closing
60
Gantt chart
in the planning stage, this represents the scheduling of tasks visually, showing length and time of specific activities
61
Critical Path analysis
info about start and mandatory end dates, what task goes before the other and for what length
62
Lean project management
eliminates waste
63
Six-sigma project management
quality principles
64
Agile project management
when there are assumptions, unclear
65
Critical Chain project management
resources can not be increased due to deadlines
66
Staffing
the HR function that acts on the organizational human capitol needs identified through workforce planning, providing good talent to complete work towards success of business
67
Perlmutter's relationships between orientation and talent acquisition (4 different orientations)
- how an org's orientation impacts talent acquisition
1. Ethnocentric- headquarters manage operations, tight control of international operations
2. Polycentric- headquarters have little impact on other countries,local personal manage operations
3. Regiocentric- operations managed by region,high coordination within region not between regions
4. Geocentric- single international enterprise, talent comes from any location, strategy is global
68
Reynold's Changing staffing patterns
-the relations between expatriates, local nationals
(basic concept: think of greenfield operations, they have no local talent yet at the new location so the company sends in expatriates to the new location and then over time that slows down. Then simultaneously the company recruits more and more local nationals into the business. Eventually those local national become global sources.)
69
Employment Branding
process of positioning an org as an "employer of choice" in the labor market
70
Employee Value proposition (EVP)
ee perceived value of the total rewards, benefits, which drives compelling strategies
71
List a few guidelines for building an employment brand
- know the local area or countries perceptions
- know the company competition
- know strengths and weaknesses of company
- ensure brand is consistent
- test, modify, execute, reassess brand
72
social media
variety of internet platforms and communities that people and orgs use to communicate and share info and resources
73
web metrics
track visitors, referral sources, usage of content, and where the geographical origins are
74
social metrics
track fans, followers, comments,retweets, buzz
75
business metrics
tracking successful recruits
76
Brand Pillar Identification (branding practices)
clear statements the org wants to communicate
| ex: Quality, Honesty
77
Achievement of work environment awards (branding practice)
being awarded or highly ranked to increase credibility
| ex: Top 100 places to work for in 2017
78
Benchmarking (branding practice)
public recognition for being the best at something, setting the standard
ex: most innovative
79
touchpoint mapping
any encounter where customers and business engage to exchange information, provide service, or handle transactions (point of contact)
80
online job and career portrayals
realistic virtuality tours showcasing an org's culture, individual jobs, career progression,(CSR) corporate social responsibility, and other areas of potential interest to target audiences
81
personalized channels for external audiences
applications customized to best fit user responses to profile questions
82
job analysis
systematic study of jobs to determine what activities (tasks) and responsibilities the include, the personal qualifications necessary for performance of the jobs, and the conditions under which work is performed
83
job documentation
written description of a job and its essential functions and requirements, including tasks, ksaos, responsibilities, and reporting structure
84
Job identification (elements of job description)
job title, department or location,date the job description was completed, approvals, reporting
85
position summary (elements of job description)
brief overview of purpose of job, expectations, degree of freedom (locus of control)
86
minimum qualifications (elements of job description)
minimum knowledge, skills, abilities required to perform the job satisfactorily
87
duties and responsibilities (elements of job description)
primary duties and responsibilities of job
88
success factors (elements of job description)
personal characteristics (behaviors or proficiencies) that contribute to an individual's ability to perform well in the job
89
physical demands (elements of job description)
physical needs of the job that are minimally required
90
working conditions (elements of job description)
environment in which the job is performed, important in dangerous conditions
91
performance standards (elements of job description)
specify how the incumbent performing this job will be evaluated against goals, objectives, and org performance factors (quality,, safety, attendance, service, productivity)
92
essential functions (additional elements of job description)
primary job duties that a qualified individual must be able to perform, either with or without reasonable accomodation
93
reasonable accommodation
necessary, appropriate modifications or adjustments that do not impose a disproportionate or undue burden on the employer, it aims to ensure that persons with disabilities can participate in the workplace equally with others
94
nonessential functions
not essential to the job but are desirable aspects of the job
95
sign-off
a job description may include a general sign-off, "The employee is expected to do these functions and understands and adheres to this job description." with a signature and date
96
disclaimers
statements such as "responsibilities and tasks in document are not exhaustive and may change as needed determined by the company "
97
Intracountry and cross-border transfers
help match the employee with the right skill set to the right job to avoid inappropriate and extensive transfers
98
Career management and succession planning
job description allows systematic career management and succession planning; global career paths can be mapped through job descriptions
99
Compensation studies
job descriptions enhance the ability to compare salaries across countries; job descriptions that are commonly understood across borders help reduce ambiguity
100
statistics for job types across org
management of information about numbers of various job types across the entire org, projected and current needs to fill those positions is not possible without consistent hob descriptions
101
comparison and alignment of business processes across countries
creating globally consistent business processes is easier when the jobs involved in those processes have the same title and job descriptions
102
Challenges to create consistent job descriptions in a global environment
1. lack of global competency model
2. Varied interpretations of job functions
3. Varied expectations for similar jobs
4. Varied approaches to on-the-job development
5. Different work environments imposing different requirements for the same job
6. Varied compliance requirements that necessitate thorough due diligence (ex: in Germany they must hire based on EU laws, German law, and the states within Germany law)
7. Obtaining permission to work
103
BFOQ
Bona fide occupational qualification
104
Bona fide occupational qualification (BFOQ)
legitimate job criterion that employers can legally and permissibly use to hire a foreigner (bring an expatriate into a country for a job)
*employers must prove that local employees cannot perform the key duties and responsibilities required by the job position
105
Job specifications
describe the minimum qualifications necessary to perform a job, reflects what is necessary for satisfactory performance, NOT what the ideal candidate should have
(ex: exposure to managing a union environment, or working knowledge of budgets and financial statements)
106
When writing job descriptions...
- give jobs realistic and descriptive titles
- keep the summary short
- list only the most important duties, tasks, responsibilities
- identify essential job duties and responsibilities
- review the KSAOs to make sure they are job related
- secure approvals and dates
- include any appropriate disclaimers
107
When is a good time to keep job descriptions updated?
during a performance review, or when a position is filled
108
Competencies
clusters of highly integrated attributes, including KSAOs, that give rise to the behaviors needed to perform a given job effectively
109
competencies model
a set of competencies defining the requirements for effective performance in a specific job, profession, or organization
110
sourcing
the precursor to actual recruitment, generates pool of candidates
*it involves internal and external advertising, and branding
111
recruitment
process of encouraging candidates to apply for job openings
| *the quality in applicants is a critical factor
112
What are the advantages to hiring someone from inside the organization?
- rewards good work of current employee
- "familiarity" - the candidate already knows the company culture and goals; the org already knows the KSAOs
- potential to be more cost effective than external recruiting
- promotes career path
- improves moral
113
What are the disadvantages to hiring someone from inside the organization?
- may have limited perspectives or even no outside perspective (org inbreading)
- heavy burden on learning and development
- could become negative work env if people compete for promotions
114
What are some advantages of hiring someone from outside the organization?
- new ideas and new talent
- helps org gain needed competencies
- provides cross-industry insights
- may reduce training costs because of experienced hires
- helps to promote diverse and inclusive env
115
What are some disadvantages of hiring someone from out side the organization?
- may result in misplacements
- may increase recruitment costs
- may cause morale problems for internal candidates
- requires longer onboarding and orientation
116
(Internal recruiting source) Employee referrals
a friend or family of EE to fill job openings
117
(Internal recruiting source) Inside moonlighting
workers that hold a second job outside of work hours; then the worker is enticed to take on a second job in the organization
(ex: a secretary by day and a pizza delivery person by night)
118
(Internal recruiting source) Job bidding
process where EE are allowed to express interest in a position before it becomes available
119
(Internal recruiting source) job posting
providing brief description of the job and allows internal employees to express interest first
120
(Internal recruiting source) nominations
managers nominate high-performers for internal roles
121
(Internal recruiting source) skill banks and skill tracking systems
computerized talent or skills can present qualified talent
122
(Internal recruiting source) succession planning
potential talent in an org is identified and developmental plans are implemented to help prepare individuals for promotions
123
(External recruiting source) Advertising (print and nonprint media)
print(wallstreet, economist, financial times) kiosks, radio, television, billboard
124
(External recruiting source) Agencies (THIRD PARTY RECRUITERS)
vendors contracted to seek out talent, and provide pre-screened qualified talent
125
(External recruiting source) community awareness
increasing brand and identifying organization as prime place to work (ex: local job fairs, local school events)
126
(External recruiting source) educational institutions
posting on college university websites, career fairs
127
(External recruiting source) employer websites
company websites to post careers, current employee profiles, branding, online application process
128
(External recruiting source) Former Employees
- retires interested in coming back to full or part time work
- employees who left for personal reasons (shannon piwowar)
- people who left for other positions at other orgs
- people who have been affected by previous downsizing
129
(External recruiting source) Government agencies
online and onsite services connecting employers and job seekers
130
(External recruiting source) HR associations
online boards and publications of HR associations where you can post positions (SHRM does this)
131
(External recruiting source) Internal job boards (bulletin boards)
monster, ziprecruiter, careerbuilder, indeed, theladders
132
(External recruiting source) internships
opportunity for undergrad students to work at the org
133
(External recruiting source) intraregion recruiting
sourcing for specific skills in a specific country or region that can only be filled by local hires (ex: regional sales manager)
134
(External recruiting source) online social networks and blogs
online sites like LinkedIn to expand employer brand, and access to top talent database
135
(External recruiting source) open houses
events where walk-in applicants are invited to learn about an org
136
(External recruiting source) outplacement services
services that maintain job sites/posting for laid off workers
137
(External recruiting source) personal networking
contacting and developing relationships in various ways and identifying prospective candidates
138
(External recruiting source) referrals
candidate referrals from recent hires, and from association colleagues
139
(External recruiting source) temporary agencies
a contract relationship with external staffing firm to supply talent (perm or temp-to-hire)
140
(External recruiting source) trade and professional organizations
wide variety of placement services that cater to specific trade and professional organizations, where EE can post positions
141
What is robust sourcing? (McKinsey&Co)
- understanding what you want
- finding who you really need
- growing people internally though job rotation
- using multiple strategies
- recruiting continuously
- hiring people from outside the org to refresh talent pool
142
Recruiting effectiveness
1. Be proactive
2. Brand
3. Use realistic profiles
4. Automate (database of qualified candidates ready to go)
5. Innovate (look for new opportunities)
6. Interact (show genuine interest in job seekers)
7. Promote
8. Adapt
9. Champion diversity
10. Be judicious (right talent, for future or current needs)
11. Be vigilant (recruit continuously)
143
Costs of recruiting
- costs directly caused by loss of employee
- costs associated with acquiring, onboarding, and retaining new employee
- Lost opportunity costs (org losses money while a position remains open)
144
Head count
count of number of people in organization's payroll at a particular time
-foundational metric used to build other metrics
145
Groups and subgroups
subdivides employees into various categories
| ex: managers, staff, active ee, ap active, hourly, salary
146
Demographics
statistics and characteristics of employee groups (age, occupation, income, ect)
it helps with seeing what the workforce looks like
(ex: are there a large amount of employees who are retiring?)
147
Cost of hire (formula)
cost of hire=total costs/# of new hires
148
SHRM's Cost per hire (formula)
Cph={(Sum of External costs+Sum of Internal costs)/Total # of hires in a time period}
149
What is the main difference between Cost per hire internal vs comparable?
Internal CPH measures for a single organization, Comparable CPH measures for comparison across organizations
150
Recruitment cost ratio
[(External costs+Internal costs)/(Total compensation of first-year new hires in time period)] x 100
151
Yield ratio for qualified applicants
qualified applicants/ total applicants
152
Yield ratio for minority applicants
minority applicants/ total applicants
153
Yield ratio for female applicants
female applicants/ total applicants
154
Yield ratio for offers extended and qualified
offers extended/ qualified applicants
155
Yield ratio for offers extended and final interviews
offers extended/ final interviews
156
Yield ratio for offers accepted
offers accepted/ offers extended
157
Days to fill
(known as time to fill also)
| represents the # of days from when a job req is opened until the offer is accepted by the candidate
158
Attrition
refers to the loss of employees due to other reasons other than firing
159
Apprenticeships
Often associated with technical skill development usually a combination of on the job experience and classroom instruction
160
Job rotation
Employee movement between different jobs
161
Job enlargement
Employee is given additional different tasks within same job (same level of skill)
162
Job enrichment
Increase the depth of a job by adding related responsibilities such as planning organizing tracking and completing reports
163
Promotions
Assuming new different duties of a different position at a higher grade or assuming a position that involves increased responsibilities and the acquisition of additional knowledge, skills, and abilities
164
Demotions
Usually the result of staff reductions, consolidations, or reorganization so. Attempt to move an under qualified eye to a more suitable position, or per Employee request part time schedule
165
Transfers
Moving an individual to a different position at the same pay grade and with the same amount of responsibility
166
Dual career ladders
Career development programs that identify meaningful career paths for professional and technical people outside traditional management roles
167
Coaching
One on one discussions between an employee and an experienced individual
168
Mentoring
Developmental relationship between two individuals
169
Leader development
Organization's training and professional development programs targeted to assist management and executive level employees in developing ksaos, flexibility required to deal with a variety of situations
170
Sourcing
generates pool of qualified applicants, identifying individuals who may be potential employment suspects
171
recruitment
processes of encouraging candidates to apply for job openings
attracting quality candidates is critical
172
4 steps in selection process
Screen, Interview, Assess and Evaluate, Select and offer
173
selection
process of evaluating the most suitable candidate for a position
based on criteria set during job analysis and job documentation
174
Curriculum Vitae (CV)
fairly detailed overview of candidate's accomplishments, especially those relevant to the realm of academia
175
Resume
more concise and general introduction to a candidate's experiences and skills
176
selection interviews
designed to find areas of interest to the interviewer to see how well the candidate could do at the org
177
pre-screening interviews
usually 20 min or less
usually conducted by HR
useful when job has high volume of applicants and you need to judge pre-qualification factors
178
In-depth interviews
usually more than an hour
usually conducted by line management
divided into several-in depth interviews by both line managers and potential colleagues
179
structured interview
"repetitive interviews" interviewer asks the same group of questions to every candidate
180
unstructured interview
informal, open-ended, flexible, and free-flowing
| candidate is asked a different series of questions an unstructured interview may go in many different directions
181
behavioral interview
focus here is on past performance is the best indicator of future performance
- interviewer looks for the following:
- SAR (the situation or task, the action taken, and the result)
182
Competency based interview
Hoevemeyer and Falcon*
| focus on the KSAOs, and competency in change management
183
Group interview
each interviewer serves aa purpose and screens the candidate for specific qualities
184
Stress interview
candidates who perform well under pressure in the interview will handle work stress in similar fashion
185
Guidelines for effective interview
```
Establish rapport
listen carefully
make smooth transitions from one topic to another
observe nonverbal behavior
take notes
conclude the interview
```
186
Types of interview questions by
woodard and associates
187
adaptive question
can you adjust to change and take on other tasks
188
analytical question
can you think logically, methodically
189
communication question
can you effectively communicate to all levels
190
interpersonal skills question
can you keep a good relationship between others
191
work ethic question
can you work hard toward goals, can you motive others to do the same
192
customer focus question
can you handle customers and understand them
193
substantive assessment methods
"pre-employment tests"
| help reduce the pool to finalists for the job
194
cognitive ability tests
measure a variety of mental abilities
195
personality tests
measure a person's social interaction skills
196
aptitude tests
measure the general ability to learn a new skill
197
psychomotor tests
based on key job responsibilities, can require candidate to demonstrate minimum degree of strength, physical, coordination skill area
198
assessment centers
method of assessing higher-level managerial and supervisory competencies
199
Discretionary assessment methods
to separate those who receive job offers from the list of finalists
200
contingent assessment methods
depend on the nature of the job and legal mandates, not always needed
201
Drug tests
used to find out who abuses drugs and alcohol
202
Medical exams
must be job related and individuals with disabilities unrelated to job performance must not be screened out, point is to identify potential health or fitness risks in job candidates
203
cross-cultural adaptability inventory (CCAI) assessment
self-scoring assessment, to identify current strengths and weaknesses, for effective cross-cultural communication
204
cultural orientations indicator (COI) assessment
web-based cross-cultural assessment, to asses their work style and cultural preferences
205
Intercultural development Inventory (IDI) assessment
statistically reliable, a valid measure of intercultural competence, to assess the extent of an individual's intercultural development
206
SAGE (Self-Assessment for Global Endeavors) assessment
assists in decision making for employees or candidates contemplating a global assignment
207
contingent job offer
make the job offer when candidate passes certain tests or meets certain requirements
208
onboarding
orientation and first few months of an employee
| helps new EE develop positive relationships with supervisor, coworkers, and others while performing their job
209
orientation
EE becomes familiar with the organization
usually one to two days
gives a realistic image of Org and job
210
Employee engagement
is an outcome-driven concept, theories of satisfaction, morale, commitment
211
Wilmar Schaufeli and Arnold Bakker's view on Employee engagement
looked at it as "employee burnout"
| high energy, dedication, absorbed related to their work
212
William Macey and Benjamin Schneider's view on employee engagement
looked at it as psychological, emotional, and behavioral dimensions
trait engagement, state engagement, and behavioral egagement
213
well-being
includes overall health, energy, levels of stress, optimisim, confidence, work relationships, work/life balance, respect, equity, connectedness
214
Authoritarian
Power resides with top level management
| No decision making involvement from employees
215
Mechanistic
Tasks and responsibilities are defined clearly to employees
| accountability is a key factor
216
Participative
collaboration decision making
| ee actively participate in decision-making and goal-setting
217
Learning
shared and continuous learning are embraced by the whole org to increase KSOAs
218
High performance
Talent is championed
| innovation, elevated performance, other characteristics are driven from the bottom up
219
What are the components of employee engagement?
personality characteristics, work enviornment, behaviors
220
What term is used to describe an undesirable form of engagement where employees appear engaged but do not actually feel or think in an engaged way?
Transactional engagement
| this is when an ee appears to be engaged but does not actually feel or think in an engaged way
221
What is the most important consideration when developing an engagement strategy?
aligning with business results
222
What is Job enlargement?
doing different tasks within the same job
223
What is Job enrichment?
increasing the depth of a job by adding responsibilities
224
SHRMs list for analyzing employee engagement
Are there Career development programs that we offer?
Does our management establish a good relationship with employees?
Do we have competivitive compensation and benefits plans?
Do we have a good work environment?
225
What is an ee attitude survey?
used to determine the employee's perceptions of various organitzational topics (diversity, safety and health, company culture, quality of management
226
What is an ee opinion survey?
used to measure and gain furthure insight on a specific issue, could be to gain better understanding of processes and procedures
227
What is an ee engagement survey?
used to gage ee level of job satisfaction, commitment, and morale
linked to business objectives
228
SHRMs design steps for employee engagement strategies
```
Make sound investments
develop a business case
consider consequences
base investments on sound data
create an engagement culture
```
229
What are the desired outcomes of employee engagement surveys?
identify employee engagement drivers
230
What is good advice for an HR professional implementing an employee engagement survey?
report results
231
What is the ELC (employee life cycle phases)?
Recruitment, Integration, Development, Transition
232
What are performance standards?
The expectations of management translated into two key elements (behaviors and results) that employees can deliver
233
Behaviors
what the org wants the employees to do
234
Results
what the org wants the employees to produce or deliver
235
Measurements of employee performance
Quality, Quantity, Timeliness, Cost-effectiveness
236
How can organizations foster a high-performance workplace?
Executive level buy in, positive and challenging work environment, employee engagement activities, training managers how to do performance management, holding managers accountable for doing performance management, providing continual feedback, providing resources, consistency with managers
237
What is performance appraisal?
measuring employees' commitment to performance standards and providing feedback
238
What do performance appraisals accomplish?
provide feedback and counseling, help in allocating rewards and opportunities, help in determining ee commitment and plan development needs
239
What are some appraisal methods?
Category rating methods Comparative method Narrative Method
240
Category rating methods
the appraiser marks employee's level of performance on a designated form
241
Graphic scale
appraiser marks down place on scale (example five-point rating scale) advantage: simple to use, quantitive ratings disadvantage: standards unclear
242
checklist
appraiser picks from list of statements the items that describes the employee's characteristics
243
forced choice
variation of checklist: check two of four statements, one the employee is most like and one that the ee is least like
244
Comparative method
tha appraiser compares performance to other employees
245
ranking
appraiser lists all employees from highest to lowest advantages: simple to use disadvantage: can cause disagreements and may be unfair
246
paired comparison
each ee is paired with every other employee, and compared one at a time
247
forced distribution
employees are rated and placed at different percentage point along the bell shaped curve
248
Narrative Method
appraiser submits written performance review
249
essay
appraiser writes short essay of each ee's performance
250
critical incidents
both positive and negative actions are recorded for the ratings
251
field review
HR interviews the manager about performance of employee and HR writes the report for approval
252
MBO (Management by Objectives)
employee sets objectives of what they would like to achieve in a specific time
253
foundations for MBO (Management by objectives)
there is a strategic plan in place
the result is high-level of commitment and performance, because ee can plan and set their own goals
ee will better accomplish objectives that are clearly defined
objectives are measureable and specific
254
BARS (behaviorally anchored rating scale)
method designed to overcome problems of category rating by describing examples of desireable and undesirable behavior
works best in situations where many ee are performing the same tasks
advantages: more accurate gauge, clearer standards, feedback, independent dimensions
disadvantage: requires extensive time and energy to develop and maintain
255
Recency
occurs when appraiser gives more weight to more recent events and discounts earlier performance
256
primacy
occurs when appraiser gives more weight to earlier performance and discounts recent occurrences
257
Bias
occurs when appraiser's values, beliefs, or prejudices get in the way of ratings
258
strictness
appraisers may be reluctant to give high ratings
259
leniency
result of appraisers who do not want to give low scores
260
central tendency
occur when appraiser rates all ee within narrow range regardless of differences in actual performance
261
contrast tendency
occur when ee rating is based on his/her performance compares to other ee not the standard
262
appraisal meeting
appraiser and ee must: gain aggreement on appraisal ratings, set specific objectives, create plan for how to meet objectives, discuss follow plans, discuss what needs to be accomplished before next review
263
What is the most important for documenting ee performance?
All performance documentation must be developed as close in time to the incident as possible and also must be specific, objective, accurate, and consistent.
264
What are the recommendations for evaluating the performance management system?
track completion of training, track completion of performance management activities, secure periodic manager review of performance standards, secure executive-level support,positive results should increase pay or promotion, solicit feedback from users
265
Implementation of Work/Life Balance programs can be effected by:
laws, labor-relations, organizational culture, national cultures,maturity of organization, market practice(worklife practices are established to be competiive), expectations and needs of ee, level of formalized human research management
266
HR's role in recognition
recognition should be tied to performance that helps the organization meet strategic goals and to the organization's values
form the recognition should have significance for the recipient
267
In the case of seperation HR can still recognize effort:
```
branding (treating employees well during employement is a must, and helping them transition to other employement will encourage them to spread positive feedback as brand ambassidors)
new business (ee may leave an org but may come back as a client)
industry intelligence (ee leaves but could give the old employer insight because of keeping up friendly relations)
ee referrals (formeer ee recommends people to apply to old company)
```
268
What are the consequences for turnover?
it negates the time, effort, and monitary investment to fill an open position
results in lost training time, lost knowledge and skills
negatively impacts ee moral and productivity
can comprimise an org's ability to sustain a diverse workforce
it results in additional time to rehire and retrain
creates lost opportunity costs
269
What are the reasons for high-performers to stay at a company?
believe their work is meaningful
recognized for going above and beyond
org provides tools and resources needed to succeed in their jobs
performance management systems are fair, consistent and transparent
org offers appealing incentives and perks
270
What is friendsatwork?
concept many large multinationals encourage to build engagement and commitment
271
What is RJP?
Realistic Job Preview (honest view of the job)
272
Realistic Job preview
to give candidates as much info as possible to make the best decision suitability for the job
to allow the org to portray the job's favorable and unfavorable aspects
increase potential of a good match between candidate and organization
273
What are strategies and practices for improving employee retention?
treat reatention as strategic part of talent management
know what motivates all segments of workforce
conduct ongoing research to monitor motivation and work force trends
develop deep understand of why employees want to leave the org and why they want to stay
reward managers to retain and develop high-value talent
keep ee informed of org's direction and future
monitor retention and turnover rates
align orgs systems, procedures, departments, processess, to improve retention
274
What are stay interviews?
ee discuss what they like and don’t like about their current job, helps to access the degree of ee satisfaction and engagement, builds up trust with employer
275
who is the best person to conduct stay interviews?
the ee's manager, HR should train managers how to do this
276
employee absence rate
number of days absent in a month/(average number of employees during the month X number of workdays in month)
277
worker's compensation incident rate
(number of injuries and or illnesses per 100 full-time ee/total hours worked by all employees during the calendar year) X 200,000
(The 200,000 represents the equivilent of 100 employees working 40 hrs per week, 50 weeks per year)
278
monthly voluntary turnover rate
(when you see an increased trend in voluntary turnover, thi usually correlates to low engagement)
(# of seperations during the month/ average # of employees during the month) X 100
279
Revenue per employee
(total revenue/total number of employees)
280
retention rate
(number of ees who remain employed for entire measurement period/number of ees at start of measurement period) X 100
281
turnover rate
(number of seperations during measurement period/ average number of employees during measurement period) X 100
282
Training
involves a process of providing KSAOs specific to a particular task or job
283
Developmental activities
long-term focus on preparing for future responsibilities while increasing the capacities of employees to perform their current jobs
284
"Push" training
historically, content was pushed to employees based on the training department's schedule
now its used more for compliance related subjects
285
"Pull" training
today, readily and rapidly accessible, it is a continuous process, easily accessible and delivered on many devices
usually linked to acquiring KSAs to perform one's job better
286
70-20-10 rule
for experienced managers it is important to engage them in three clusters of experience
70% challenging assignments
20% developmental relationships
10%coursework and training
287
Peter Senge's Five disciplines of a Learning Organization
Systems thinking, Mental Models, Shared vision, Personal Mastery, Team Learning
288
systems thinking
see how things interrelate and how to change them
289
mental models
deeply ingrained assumptions
290
personal mastery
high level of proficiency
291
team learning
aligning and developing the capacity of a team to create results
292
shared vision
looks into the future and gets genuine commitment and is hared by all who need to possess it
293
Organizational learning
certain types of learning activities or processes that may occur at any levels within the organization, individual, group, or organization
294
What is a good way to retain explicit knowledge? (softer systems)
technology-based systems because employees can access programs or databases and they can collaborate, edit, and add information
softer systems like meetings help people connect with one another
295
self-concept
as people mature, their self--concept moves from being dependent personalities toward being self-directed human beings
296
experience
as people mature, they accumulate a growing reservoir of experience that becomes an interesting resource for learning
297
readiness to learn
as people mature, their readiness to learn becomes oriented increasingly to the development tasks of their social roles
298
orientation to learning
as people mature, their time perspective changes from postponed application of knowledge to immediate applicability and accordingly their orientation toward learning shifts from subject-focused to problem-focused
299
motivation to learn
as people mature, their motivation to learn becomes increasingly internal
300
"unlearn to learn"
as people mature, they are often entrenched in how they approach experiences and other learning interventions. Adult learning interventions need to help them accept fresh perspectives and embrace new ways to do things
301
Andragogy
studies how adults learn
302
Pedagogy
study of the education of children
303
ADDIE model
Analysis of needs, design, development, implementation, Evaluation
304
On-the job-training
provided to employees by managers and supervisors at the actual work site
305
blended learning
planned approach that includes a combination of instructor lead training, self-directed atudy, and/or on the job training\
306
e-learning
delivery of training and educational materials, processes, and programs via the use of electronics media, such as web- or computer-based learning, virtual classrooms, and mobile devices
307
distance learning
process of delivering educational or instructional programs to locations away from a classroom or central site
308
synchronous learning situation
participants interact in real time, example virtual classrooms, or online discussions
309
asynchronous learning environments
participants access information (often individually) at different times and in different places by using web-based modules
310
learning management system
an electronic system that holds course conetent information and suggested curriculum and certification paths
311
mobile learning
learning content and tools that can be accessed on or delivered to small, handheld devices, such as smartphones or tablets
312
Moblie learning uses
Content delivery, simulations and exercises, assessments, performance support, knowledge management
313
transfer of learning
the effective and continuing on-the-job application of the knowledge and skills gained through the training experience
314
30/60/90 day action plans
clear objectives,deliverables alligned with objectives
315
pilot programs
offered in a controlled environment to a segment of the target audience to identify potential problems and assess initial effectiveness
316
translation
conversion of words from one language to another
317
interpretation
the process of translating the spoken word into another
318
ROI
Return on investment
319
ROI formula
ROI%=(net program benefits/total incurred costs)X100
320
Evaluation method (kirkpatrick's four levels)
level 1-reaction, level 2-learning, level 3-behavior, level 4-results
321
career development
process by which employees progress through a series of stages in their careers, usually characterized by relatively unique issues, themes, and tasks
322
career planning
(individual) actions and activities individuals perform to give direction to their work lives
323
career management
(organization) process of preparing, implementing, and monitoring an employee's career path with a primary focus on the goals and needs of the organization
324
individual development plan
details an employee's intentions and learning outomes as well as the support necessary to meet the employee's tangible growth goals
should include the ee profile, career goals and objectives, development objectives, training and development interventions, outcomes, signatures and dates
325
IDP's are most effective when:
aligned with org needs, reflect objectives and acurate assessment of ee current needs and strengths, focus on challenging development activities tied to individual needs, include opportunities for coaching and feedback between the ee and HR, the manager, or any other appropriate people, and are embraced and owned by the employee
326
apprenticeships
associated with technical skill development; combine on-the-job experience with classroom instruction
327
job rotation
employee movement between different jobs
328
job enlargement
ee is given additional different tasks within the same job (same skill level)
329
job enrichment
increasing the depth of a job by adding related responsibilities such as planning, organizing, tracking, and completing reports
330
promotions
assuming new and different duties of a different position at a higher grade
331
demotions
usually the result of staff reductions on an attempt to move an under qualified employee to a more suitable position
332
transfers
involved moving an individual to a different position with the same pay grade and the same amount of responsibility
333
dual career ladders
one advantage of a dual career ladder can potentially reduce turnover among senior staff by allowing ee to remain in choosing careers with expanded career opportunities and pay raise. career development programs that identify meaningful career path for professional and technical people outside traditional management roles
334
coaching
one-on-one discussion between ee and experienced individual usually the direct supervisor
335
mentoring
developmentally relationship between individuals mentoring usually pairs a junior college with a senior college. usually not an immediate supervisor
336
leadership
ability of an individual to influence a group to achieve goals or results
337
leader development
organizations training and professional development program targeted to assist management and executive level employees in developing the skills, ability, and flexibility to deal with situations
338
self-assessment (competency assessment)
allows individuals to evaluate themselves against a competency list for the current job or future job of interest
339
manager assessment (competency assessment)
allows a manager to evaluate direct reports on competencies of the current job or future job of interest
340
competency-based interview (competency assessment)
screens candidates who qualify for a job by targeting specific competencies required for the position
341
skills gap analysis (competency assessment)
identifys gaps in employee skills and training interventions
342
360-degree assessment (competency assessment)
collects data in a full circle around an individual, compares to others
343
180-degrees assessment (competency assessment)
collects data in a half circle around an individual, compares to others but limited to internal personnel
344
skill assessment center (competency assessment)
use role plays, case studies, structured experiences, simulations, and others to provide alignment in postions
345
certifications (competency assessment)
involves supervisors or other subject matter experts and evaluators verifying an employee's competencies
346
situation judgement tests (SJT's)
present prospective leaders with sample situations and problems they might encounter in a work environment
347
assessment centers and simulations
wide range of leadership situations and problem solving exercises
348
emotional intelligence assessment tools
BarOn emotional quotient inventory, emotional and social competence inventory, Gina's emotional intelligence inventory
349
Risk management
employee is given more challenging assignments the risks will increase proportionally, potential leaders should be given appropriate training to reduce the risk of failure
350
hardship testing
experiences such as business mistakes help the individual to develop emotion competence and resilience
351
real life problem solving in "controlled" enviroment
giving potential leaders multiple opportunities to tackle real life problems doing so in controlled environment such as a special task force allows the organization to manage the risk and give control over the situation
352
"born" vs "made" perceptions
culture shapes this
353
checklist for developing global leaders
understand the roles and characteristics of leader in the org headquarter culture, recognize that a leadership model should not be directly applied from one culture to another, analyze the host country in terms of value dimensions and other key characteristics, balance centralized org leadership requirements with local differentiations, solicit feedback and sign off on leadership criteria from international locations, develop a systematic leadership development and training program in process, develop the competencies proposed by global leadership models
354
total rewards
the design and implementation of compensation systems and benefits packages, which employers use to attract and retain employees
355
benefits
tangible payments or services to broad groups of employees to cover issues such as retirement, health care, sick pay/ disability schemes, life insurance, and paid time off, in addition to those required by law; internal and external training considered a benefit
356
compensation
refers to all other financial returns (beyond any tangible benefits payments or services) including salary and allowances
357
perquisites
compensation provided on an individual basis in the form of goods or services. examples of perquisites include automobiles and mobile devices
358
incentives or premiums
payments in turn for the achievement of specific, time-limited, targeted objectives; often a percentage of base pay
359
work importance
value of work to organization or society
360
total rewards strategy
plan or method implemented by an organization that provides monetary, benefits-in-kind, and developmental rewards to employees who achieve specific business goals
361
compensation philosophy
creates the framework for consistency and transparency; a short but broad statement documenting the organization's guiding principles and core values about employee compensation
362
Developing a total rewards strategy
Assessment>Design>implementation>evaluation
363
entitlement-oriented
organizations promote caring, protective feeling, part of family. Orgs feel that ee are entitled to benefits such as health care
364
contribution-oriented
orgnaizations are more performance-driven, putting emphasis on the performance and contributions of individualls inentives, base pay
365
Internal equity
occurs when employees feel that performance or job differences result in corresponding differences in rewarding that are fair
366
external equity
involves comparing an org's comp levels and benefits to those other organizations that are in the same labor market and that compete for the same employees
367
Pay Strategies
Organizations compete for employees with other organizations that share their industry, occupation, location
368
lag market competition
controls labor costs by setting pay rates belows those of other organizations
369
match market competition
offers wage rates and benefits packages similar to that of the competition, most common approach
370
lead market competition
offers higher wages and/or better benefits in an attempt to attract and keep the best talent
371
ethnocentric orientation
transfer of headquarters total compensation policies, with inadequate consideration of local legal and cultural differences
372
polycentric orientation
local culture and legal compensation norms are more likely to be understood and implemented
373
regiocentric orientation
greater potential for consistency of remuneration approaches within a region
374
geocentric orientation
local compensation strategies are more likely to be consistent with global policies
375
required communication
mandated by laws, rang of disclosure and reporting requirements on pension benefit plans and even may dictate what has to be included on an individual's pay slip
due diligence is required so that organizations understand the requirements of applicable laws, regulations, instructions for any applicable forma or offical guidance
376
voluntary communication
org needs an approach that outlines policies and procedures as well as an expectation that managers and HR will communicated directly with employees as needed and whenever possible
377
self-service technologies:
increase accuracy of employee data, improved timeliness in information an ee transactions, reduced dollars spent on other traditional HR delivery methods (ex: paper-based transactions, enhanced reputation as a "green" environmentally conscious employer
378
Compensation System Design
Job analysis>Job description>Job evaluation>Pay structure
379
job-content-based job evaluation
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
(Ex; decision making relationships)
380
job ranking
establishing a hierarchy of jobs from lowest to higest based on each job's overall value to the org
381
paired-comparision method
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
382
job classification
write down descriptions for each class of jobs
383
quantitive methods
evaluate specific factors on a scale and provide a score that indicated how valuable one job is compared to another
384
compensational factors
reflect how much the job adds value to the organization
385
point-factor system
form of quantative evalution
386
market-based job evaluation
the relative worth and pay structure os different jobs are based on their market value or the going rate in the marketplace
387
remuneration survey
collect info on prevailing market comp and benefit practices, including starting wage rates, base pay, pay ranges, other statutory and market cash payments, short term or long term incentive plans, and time off
388
global market considerations
external third-party data is typically utilized
389
benefits of compensation and benefits benchmarking
access to pay data,local and regional law and cultural knowledge, assessment of current market, understand the market and trends, better alignment of comp, identification of improvements
390
pay grades
used to group jobs that have approximately the same relative worth in an organization. All jobs withing a particulaer grade are paid the same rate or withing the same pay range
391
what are the two steps for developing a pay structure?
grouping jobs into pay grades and setting pay ranges
392
pay range
sets the upper and lower limits of compensation for employees whose jobs fit within that particular grade
393
compa-ratio=(Pay rate/midpoint)
indicator as to how actual wages match, lead, or lag the target market
394
Broadbanding (salary bands)
combines two or more salary grades to create larger ranges and give people wide latitude to move within their job without outgrowing the pay scale
395
knowledge
body of information necessary for task performance
396
skills
level of proficiency needed for task performance
397
abilities
capabilities necessary to perform job
398
single or flat -rate system
works well with routine simple jobs, implemented and administered simply; does not reflect individual performance, seniority, or skill differences
399
time based step-rate system
best for routine jobs where qualifications of job incumbents increases with time, reward long-term employment; does not reflect the varying rates at which incumbents become proficient, doesn't reflect performance differences, can raise average pay levels over time even if performance is below average
400
performance based/merit pay system
works best where individual performance is valued and accurately measure, rewards and encourages superior performance; needs to be well documented performance appraisal, unfortunately this can be manipulated, bias can get in the way
401
productivity based system
works best where emphasis is on quantity of work and outputs are measured, encourages high-level of productivity;work quality may sacrifice without supervision
402
person based system
works best where skill and knowledge levels are well defined and development of employees is valued; can be costly in training, may result in higher pay rates
403
red-circle rates
are employee pay rates that are above the range maximum
404
green-circle rates
are opposite of red-circle rates, an employee's pay is below the minimum of the range
405
pay compression
(salary compression) situations where there is only a small difference in pay between employees regardless of their experience, skills, level, or seniority
406
COLA (cost of living adjustment)
given to all eligible employees without rguard to organizational profitability, employee productivity, or other performance factors
407
general pay increase
given to all employees based on local competitiveness market requirements, depends on employers ability to pay for compensation increases
408
lump-sum increase
(performance bonus) method of rewards; one-time payment
409
Differential pay
depends on performance and is not added to the employees base pay; some industries use this to compensate employees for increased levels of risk
410
shift pay
receive extra pay when they work less desirable hours such as a second or third shift
411
emergency-shift pay
pay emergency-shift pay when employees work in response to an emergency
412
premium pay
pay premium (extra), or overtime at a higher rate
- holiday or vacation day or weekend
- after eight hours in a day
- sixth or seventh day of straight time
413
on-call or call-back pay
on-call pay, they earn extra pay when they are called back for extra shift
414
reporting pay
employees are paid for reporting to work even if travel time is outside of working hours
415
travel pay
employees are paid for time spent traveling to work on assignements
416
overtime pay
in various countries the minimum amount to be paid for overtime is dictated by legislation
417
total company compensation expense formula
(salaries+OT+benefits+bonus)/ total costs
418
benefits
are tangible payments or services provided to broad groups of employees to cover issues such as retirement, private health coverage, sick pay/disability schemes, life insurance, and paid time off
419
Steps in a benefits needs assessment
review strategy> review the budget> analyze the demographics of workforce> analyze the design and utilization data on all benefit plans
420
perquisites
special incidental payments, benefits, or privileges given to individual employees, over and above their regular rewards
