SPHR Flashcards

Question

xxxx What is Environmental Scanning? (As part of strategic planning)

Answer 1

The internal and external collection of data to assess current performance and to forecast future performance. This is part of "Analyze position," the first step of strategic planning.

Answer 2

A SWOT Analysis, a PEST analysis (involves studying and interpreting the political, economic, social, and technological events and trends which influence a business, industry, or market), a PESTLE analysis (looks at political, economic, social, technological, legal, and environmental factors which can impact business. It is an especially useful tool for companies heavily focused on eSG, DEI, and CSR initiatives)

Answer 3

The balanced scorecard approach examines an organization from four different perspectives to help develop objectives, measures (KPIs), targets, and initiatives relative to those views. (Financial (or Stewardship), Customer/Stakeholder (views performance from the perspective of), Internal process (views quality and efficiency or an orgs performance related to the product, service, or other key business processes), Organizational Capacity/Learning & Growth (views human capital, infrastructure, technology, culture, and other capacities that are key to breakthrough performance)

Answer 4

Strategies answer the what and the why of an initiative. They are the large, GLOBAL plan to reach the company's LONG-TERM goals.

Answer 5

Step 1: Analyze company's objectives (identify the objectives of the different departments in order to identify the changes that will be necessary for the future of the organization). Step 2: Inventory Current Human Resources. Step 3: Forecast the Demand & Supply of employees. Step 4: Estimate gaps. Step 5: Formulate plan. Step 6: Implement the plan. Step 7: Monitor, Control, and Feedback (monitor continuously to ensure alignment of the plan to the goals and objectives. Necessary controls should be put in place and feedback at each level should be obtained to measure and deficit. Necessary changes should be implemented according to feedback obtained int he ongoing process)

Answer 6

Start-up (introduction/launch), growth, maturity, decline, demise or rebirth (renewal). HRs big concern is with people: finding new ones, engaging current ones, and helping them exit when necessary. HR's strategy must align with an organization's position and financial circumstances and goals.

Answer 7

Metrics can be used to describe past outcomes and process performance by starting with activity-based metrics followed by outcomes-based metrics to provide critical information needed while conducting analyses. Provides raw information about what has happened or what is currently happening. They don't provide insights regarding the "why" behind the data and aren't always accurate if used predictively. KPIs are metrics that emphasize what is most important to the organization and HR (examples: turnover rate, cost per hire, revenue per FTE)

Answer 8

Analytics convert a metric into a decision-support tool by adding additional context or by further sub-classifying comparison groups, providing greater insights. They consider the past and present and supporting forecasting for the future. They connect multiple sources of data and provide visual outputs of patterns and trends to help drive strategy. Examples: turnover of high-performing employees in poor-performing business units. Example: Assessing new-hire performance could evaluate performance levels. If performance results are unsatisfactory, HR could adapt their recruiting process to improve new-hire recruitment effectiveness

Answer 9

Formula: value of projected or received benefit / cost. Attempts to measure the value of executing an action (training, project). Can be detailed and capture all possible direct and indirect cost, intangible costs, potential risks, and opportunity costs.

Answer 10

Formula: ((Gain from Investment - Cost of Investment)/Cost of Investment) * 100 It is the value received from an investment

Answer 11

Total HR expenses / revenue

Answer 12

Total HR expenses / total operating expenses

Answer 13

(Total # of EEs who left during a period / average number of employees for that period) * 100

Answer 14

(Total days absent or tardy for a period / total number of workdays for that period)*100

Answer 15

(total costs of separation + vacancy + replacement turnover costs) / the number of positions filled due to separation The average cost of turnover is at least six months' equivalent to revenue per EE.

Answer 16

Revenue / Total HC spend

Answer 17

Total HC spend / total operating spend. Example: If you pay $145,000 in total operating expenses with a salary expense of $41,000. Then 28% of your operating expenses are salaries.

Answer 18

EBIT / total HC expense

Answer 19

Revenue / labor hours

Answer 20

When one variable increases as the other increases.

Answer 21

Is when one value increases as the other decreases.

Answer 22

A form of statistical predictive modeling technique which investigates the relationship between a dependent (target) and independent variables, which are the predictor. This technique is used for forecasting, time series modeling, and finding the causal effect relationship between variables. Example: in an employee survey, we could use a regression analysis to see if there was an implied relationship between how well people like their bonuses and and how well people like their job.

Answer 23

Inferential statistics allows for forming a conclusion about characteristics of a population by studying a sampling of that population.

Answer 24

Judgmental forecasts: an educated guess used to predict future conditions. Subjective and not based on quantitative facts (usually because there aren't any). Least effective. Delphi technique: brainstorming method where a panel of experts are polled and their predictions aggregated based on points in predictions they all agree upon. The panel of experts are kept segregated from each other during the forecasting process to limit biases and group think. It's more resource consuming than other techniques and usually takes several rounds of questioning of experts. Nominal group technique: Same as Delphi but the panel are allowed to engage with one another and openly discuss and debate their predictions. Focus group, primary research.

Answer 25

Creative problem-solving technique that centers around deeply understanding the needs of the people with the problem you are striving to resolve. It is used primarily for designing new or enhancing existing products or services, but it can be applied to resolving business or team management issues too. The first step in design thinking is to empathize with an individual user/consumer/employee/stakeholder and then use ideation and experimentation to design the best solution/option. Design thinking helps creative teams stay true to the needs of the individuals they are striving to serve rather than allowing ideas to develop within an echo chamber of a team's brilliant ideas.

Answer 26

An approach to problem-solving that comes from systems theory. It is the orientation to or awareness of the whole rather than a singular event or activity. Groups using systems thinking seek to understand the patterns, cycles, or structures an event or activity exists within as a starting place for examining how to improve an event or activity or resolve a problem. *The 3 Ds of systems thinking: Discover, diagram, decide Allows a mindset shift that helps HR better understand their orgs strategic needs, use data-driven decision making, etc...

Answer 27

Focuses on the ultimate goal and works backward to ensure alignment of action to this goal as one plans or to resolve problems. Strategic thinking disrupts the incremental pattern of traditional problem-solving to open a space for new thinking to thrive.

Answer 28

Also know as "strategic choice theroy:" a problem structuring method centered on the management of uncertainty and commitment in strategic situations, where strategic refers to the advisability of considering particular decisions in the context of others. Strateig occasions can occur at any level. It's built on the belief of interactions in which organizations adapt to their environment in a self-regulating, negative-feedback manner for strategic and objective goal achievement. Let's say you are the HR manager at a manufacturing company. Your current recruitment and retention strategy has been successful. However, you learn of a new competitor for talent. Anticipating change in labor availability and retaining talent, you develop a new recruitment and retention strategy. Strategic choice theory asserts that external influences must be taken into consideration to make the best decision.

Answer 29

Employee communications and engagement. Senior HR pros build a business case, obtain c-suite support, create, and implement strategic HR initiatives and programs that support sustainability

Answer 30

Executive commitment, assessment, infrastructure creation, plan implementation, measurement/reporting/evaluation, reassessment and revision (then start again) Executive commitment must come first.

Answer 31

TBL theory believes organizations should focus as much attention on social and environmental issues as they do on financial issues to see the whole picture and to account for the full cost of doing business.

Answer 32

Negative view. Authoritative management style, typically used in a traditional/hierarchy organizational structure. Assumes the average person dislikes work, lacks ambition, avoids responsibility, and prefers to be led and supervised. Most employees must be forced with the threat of punishment/dismissal to motivate them. Leaders that choose this approach will put strict operational guidelines in place to guide front-line employees through their day-to-day routines

Answer 33

Positive view. Accompanies a participative management style. Assumes employees are internally driven to success, like work, seek responsibility and exercise self-direction and self-control. Leaders that apply this approach will exercise participative decision-making and make sure employees know they are free to try new things and learn from their mistakes, matching employees up with job tasks that truly interest them and provide opportunities for growth to accept larger roles within the company.

Answer 34

POLC considers the strategic implications and how these support company goals. The process is: Planning (select goals and ways to obtain them) Organizing (assign responsibility for task accomplishment) Leading (use influence to motivate employees) Controlling (monitor activities and make connections) Then back to planning... "You PLAN to LEAD and ORGANIZE to CONTROL" Principles of management/guidelines for managers to tackle business challenges

Answer 35

The formal PM process has 5 steps and can be complex. However, the 3 most critical stages are: planning, executing, and closing. Test writers favor the first and last steps of the process.

Answer 36

Waterfall: works best for projects completed in a linear fashion and does not allow going back to a prior phase Agile project management: used when the assumptions on which a project is based are unclear or may evolve as work on the project proceeds. It focuses on iterations of the deliverables, completing one iteration and then using customer input to plan the next Kanban approach: primarily concerned with process improvements Scrum approach: concerned with getting more work done faster

Answer 37

Ishikawa diagram (also called fishbone, fishakawa, herringbone or CAUSE AND EFFECT DIAGRAM). Used to identify and understand problems and obstacles when planning. Used heavily in TQM (total quality management) **PERT chart: shows a SEQUENCE OF TASKS, which tasks can be performed simultaneously, and the CRITICAL PATH of tasks that must be completed on time in a certain sequence for a project to meet it's completion deadline. Pareto Analysis: uses the Pareto Principle (also known as the 80/20 rule) Pareto chart: a static type of chart used to IDENTIFY THE MOST SIGNIFICANT FACTORS CONTRIBUTING TO A PROBLEM.

Answer 38

Feature of a human resource information system (HRIS) and a financial tool in which employees are tracked separately from positions. Positions are often approved according to the available budget and then maintained and tracked in the position control system

Answer 39

The outsourcing of BUSINESS PROCESSES to nearby countries, often sharing borders, to maximize business efficiency but reduce the barriers of traditional offshoring (like cultural, communication, and technological differences)

Answer 40

Relocation of business functions or processes to a lower-cost location inside national borders (improves cost structure and allows flexibility)

Answer 41

Threatening, interrogating, promising, or spying on employees involved in union activities.

Answer 42

Employees must gather signatures from 30% of the bargaining unit.

Answer 43

Closed shops: union membership as a condition of employment Featherbedding: paying for work that is not needed (like working at a reduced speed and/or duplicating the work of others). Usually a result of more automated processes or market changes. Hot Cargo clauses: clauses in a contract that allowed employees to refuse to handle or work on goods shipped from a struck plant or refuse to provide services to an employer listed on a union unfair list. Common-situs picketing: illegal picketing of a neutral employer because of a grievance held against another employer at the same worksite Secondary boycotts: a union encourages members to boycott products or services from a neutral company to force them to discontinue business with the primary employer. The LMRA (Taft-Hartley act) requires 60 day notice of strike or lockout.

Answer 44

gathering required information to cost a contract properly, guide and advise organizational leaders when negotiating, and analyze language to ensure that it protects the organization while encouraging transparency, so contract administration is not adversarial.

Answer 45

Preparing for negotiations, contract negotiations, agreement, union ratification, contract administration (then back to preparing for the next negotiation)

Answer 46

Hourly rates of pay, OT pay, shift differentials, holiday pay, pensions, profit sharing plans, grievance procedures, sick leave, work rules, seniority and promotion, compulsory retirement, and management rights clauses.

Answer 47

Not directly related to the terms and conditions of employment. May agree to bargain or refuse to do so without fear of a ULP charge. Examples: settlement terms for ULP's, neutrality agreements, employee social events, and CSR initiatives

Answer 48

Subjects that would violate the law. Like closed shop and hot cargo clauses or provisions that discriminate against a protected class.

Answer 49

Principled negotiation: mutual gain/win-win. Applies an interest-based relational negotiating process, also known as integrative bargaining. Process: preparation, relationship building, information exchange, persuasion, concessions, agreement. Positional/hard negotiation: when one or both parties holds on to a fixed agenda/position. Negotiators may view the process as an exercise in zero-sum thinking, where one person's gain would be another's loss. Successful negotiations rely on the parties claiming opposing positions or agendas and slowly making distributive concessions until an agreement is reached (remember: POSitional = POS)

Answer 50

the strategic approach to effective and efficient management of people in an organization to help the business gain a competitive advantage. Designed to maximize employee performance in service of an employer's strategic objectives.

Answer 51

Hard HRM strategy: employees are simply a resource that is either a benefit or detriment to the company. Little to no communication disseminated down from top management to the lowest rank employees. This is an autocratic style. MGregor's Theory X. It's very reactive. Soft HRM strategy: emphasizes employees are valuable resources and the company concentrates on employee retention, communication, and long-term goals. Competitive pay and rewards systems are in place along with comprehensive training and cross-training. Managers encourage teamwork and delegation and enable employee empowerment. This is a democratic of McGregor's Theory Y management style. It's proactive

Answer 52

Personality Internal dimensions (age, race, gender, ethnicity, sexual orientation) External dimension (income, marital status, personal habits, religion, education, work experience, appearance, parental status) Organizational dimensions (work, content/field of work, division/department/unit/group, seniority, work location, union affiliation, management status) *for diversity related questions, look for the targeted solution option.

Answer 53

Obtaining leadership support. *for diversity related questions, look for the targeted solution option.

Answer 54

Once workplace diversity initiatives are implemented, an org must manage the changes in policy, which can present challenges. Management needs to RECOGNIZE the differences workers from diverse backgrounds bring. Once they recognize the diverse nature of their workforce, they must RESPECT these differences. After recognizing and respecting the cultural differences of their workforce, the leader's primary responsibility is to RECONCILE these variances and focus on building a high-performing work team.

Answer 55

Helps an organization foster better relationships between employees with different cultural backgrounds ** Universalism (vs particularism): what is more important, rules or relationships? <-- be generally aware of this. **Indicates how society applies rules of morals and ethics. In a universal society, the like US, rules and contracts are developed which can apply in any situation. Strong universalistic cultures use the court to mediate conflicts. Particularistic cultures, like China, heavily focus on relationships and avoids rigid or standardized systems to manage across cultures. (P = people?) Individual (vs collectivism): Do we function in groups or as individuals? Neutral (vs emotional): Do we display our emotions? Specific (vs diffuse): How separate do we keep our private and working lives? Achievement (vs ascription): Do we have to prove ourselves to receive status, or is it given to us? Sequential (vs synchronic): Do we do things one at a time or several things at once? Internal control (vs external): Do we control our environment are are we controlled by it?

Answer 56

The purpose or goal is to improve unacceptable performance or behavior. Processes should focus on performance and behavior, not the person. Positive discipline policy/strategy focuses on eliminating the issues. Progressive discipline policy/strategy is focused on making violating policy such an unpleasant experience that the employee permanently changes behavior

Answer 57

Constructive discharge: form of discrimination that forces the worker to quit due to intolerable work conditions (examples: reductions in pay, humiliating demotion, unjustly poor performance reviews, unfair disciplinary actions) Retaliatory discharge: punishment for engaging in protected activity Involuntary or coerced retirement: illegal except for top executives who can be forced to retire at 65 (if they worked at least 2 years as a bona fide executive and eligible to receive non-forfeitable annual retirement benefits of at least $44k from the employer)

Answer 58

HR information management (HRIM) is the backbone of HR operations. Collecting, storing, and managing HR data efficiently. HR information systems (HRIS) is the go-to-tool. Centralizes and manages HR data so it can be input, updated, and retrieved efficiently. Streamlines. Database management systems (DBMS): oracle, microsoft sql server, mysql - help manage HR database efficiently, ensuring data integrity. Data analytics tools: tableu, power BI, excel can extract insights from HR data to support data-driven decision making Employee self-service (ESS) portals: employees can access and updating their personal information, request leaves, etc... Learning management system (LMS): assign and track employee training modules

Answer 59

*Understand organizational data protection strategies Identify HR data privacy and security requirements Conduct a data inventory Classify HR data Implement Access Controls Encrypt HR Data Establish data retention policies Train HR staff Implement email security measures Secure employee files Regular audits and monitoring Incident response plan Compliance with regulations Collaborate with IT and legal teams *Continuous improvements *General knowledge of overall steps is helpful for exam

Answer 60

Leading: Establish a clear vision Secure leadership buy-in Build a competent team Asses current state Implementing: Select the right technologies Streamline workflows Data management and analytics Employee self-service Gamification and engagement Social networking and collaboration Change management Evaluating: KPIs User feedback and satisfaction Data accuracy and quality Return on investment Compliance and risk management Benchmarking Continuous improvement Adapt to emerging technologies Iterate and evolve *General knowledge is all that's necessary

Answer 61

Practices and procedures necessary to disable machinery or equipment to prevent the release of hazardous energy. It establishes the employer's responsibility to protect workers from hazardous energy

Answer 62

Requires all employers to develop and communicate, in writing, information on the hazards of products used in the workplace.

Answer 63

Risk appetite: general level of loss exposure that an organization views as acceptable given their unique business objectives. Related to longer term strategy of what needs to be achieved and the resources available to achieve it, expressed in quantitative criteria. Factors evaluated can include industry, company culture, competitors, nature of their business objectives, financial strength, etc... total risk that an organization can bear in a given risk profile Risk tolerance: level of risk an organization is willing to accept PER INDIVIDUAL RISK. Related to the acceptance of the outcomes of a risk should they occur and have the right resources and controls in place to absorb or "tolerate" the given risk, expressed in a qualitative and/or quantitative risk criteria Risk position: the condition of an asset or liability which is exposed to fluctuation in value (examples: changes in exchange rates, interest rates, market value)

Answer 64

An international standard that provides principles and guidelines for effective risk management. It outlines a generic approach to risk management, which can be applied to different types of risks (financial, safety, project risks) and used by any type of organization

Answer 65

A strategy that tries to create a shield against a hostile takeover bid by another company by triggering a new, prohibitive cost that must be paid to acquire that company. It allos existing shareholders to buy more shares at a discount to prevent a hostile takeover by another firm.

Answer 66

1. develop a plan to conduct a business impact analysis to identify critical functions and consider vulnerabilities to communicable diseases, natural disasters, severe weather, terrorism, cyber-attacks, fire and chemical exposure, and industry specific risks. 2. Once the analysis is completed, experts should be consulted to develop strategies to protect critical functions (including global - kidnapping, ransom, break of organization information security, etc...) (contingency plans)

Answer 67

*Understand regulatory requirements Review current policies and procedures Conduct risk assessments Compliance with OSHA HIPAA compliance Emergency response plans Access control Contingency planning Crisis management Employee training and awareness Security technology and systems Data privacy and confidentiality Vendor assessments Continuous improvement Legal and regulatory updates Documentation and reporting Collaboration with other departments *Feedback and employee engagement One of Senior HRs most critical responsibilities.

Answer 68

Requires federal government contractors and subcontractors with a contract of more than $10 to take affirmative action to hire and promote minorities and women. Contractors with $50k or more and 50 or more employees must prepare and maintain a written affirmative action plan for minorities and women for each of their establishments: Underutilization: failure to employ same proportion of protected minorities and genders as the general population AAPs (affirmative action plans): each company location must have their own AAP EEO-I report: compliance survey due annually that requries employers with 100+ employees to report employment data categorized by race/ethnicity, gender, and job category

Answer 69

Requires compliance aspect of I-9. Employers must prove applicants have the legal right to work in the US and they are who they say they are.

Answer 70

Tries to reduce substance abuse within organizations that have contracts with the federal government. This act applies only to federal contractors!

Answer 71

15 or more

Answer 72

States employers may not discriminate against past or present members of the U.S. military regarding employment

Answer 73

Prohibits employers from terminating employees who are approaching a key milestone in years of employment served to qualify for a benefit perk (such as 30 years to qualify for full health benefits coverage for life). Gives the employee 21 days to consider a severance package before signing it but also gives the employee another 7 days after they've signed the severance agreement to change their minds and cancel the deal. If the job loss is due to a mass layoff, all those involved must be provided with a 45-day period

Answer 74

Gives workers and their families transition time to adjust to the prospective loss of employment, to seek and obtain other employment, or to enter skills training or re-training programs to successfully compete in the job market. Requires 60-day advance-notice of significant mass layoffs or plant closings, applies to employers with 100+ workers. A mass layoff is when 50 or more employees are to lose their jobs and these 50 represent 33% of the workers at their location, or anytime there is a layoff of 500+ workers. *most important to know the requirements and exceptions

Answer 75

Reliability refers to the consistency and stability of HR measures, tools, and methods in producing consistent results over time. In other words, reliable HR practices are those that yield consistent and stable outcomes when applied repeatedly in similar situations. VARC: Validity = Accuracy (V=A); Reliability = Consistency (R=C) Test-retest reliability Inter-rater reliability Internal consistency reliability Parallel forms reliability

Answer 76

Internal consistency reliability: the consistency of assessment results within the assessment itself. It involves assessing the consistency of responses or items within a single assessment tool. One commonly used measure of internal consistency reliability is Cronbach's alpha, which calculates the extent to which the items in an assessment measure the same underlying construct. High internal consistency reliability indicates that the items in the assessment are measuring the same construct consistently, providing reliable results. It is important in assessments where multiple items or questions are used to measure a single construct, such as employee surveys or personality assessments.

Answer 77

Consistency of assessment results between different versions or forms of the same assessment. It involves administering two or more different forms of the same assessment to the same group of individuals and correlating the scores obtained from the different forms. If the scores are highly correlated, it indicates that the different forms of the assessment are equivalent and produce consistent results. Useful when multiple versions of an assessment are used to prevent response bias or when the same individuals need to be assessed using different forms of the same assessment

Answer 78

Refers to the accuracy and effectiveness of HR measures, tools, and methods in measuring what they are intended to measure. In other words, valid HR practices are those that accurately capture the intended HR constructs or concepts, such as job performance, employee satisfaction, or leadership potential. VARC: Validity = Accuracy (V=A); Reliability = Consistency (R=C) Content validity Criterion related validity (concurrent validity, predictive) Construct validity (convergent, discriminant, face)

Answer 79

Refers to the extent to which an assessment is correlated with a relevant criterion or outcome of interest. There are two types of criterion-related validity: Concurrent validity, predictive validity.

Answer 80

A type of criterion- related validity. Involves correlating the scores obtained from an assessment with a criterion that is measured at the same time. For example, if an organization uses cognitive ability test to assess job applicants' problem-solving skills, concurrent validity would involve correlating test scores with the applicants' actual job performance during the initial months of employment.

Answer 81

A type of criterion-related validity. Involves correlating the scores obtained from an assessment with a criterion that is measured at a future time point. For example, if an organization uses a personality assessment to predict employee turnover, predictive validity would involve correlating the personality assessment scores with the employees' turnover status over a period of time.

Answer 82

The extent to which an assessment measures the theoretical construct or trait that it claims to measure. It involves providing evidence that the assessment measures the underlying construct in a meaningful and accurate way. There are several approaches: Convergent validity Discriminant validity Face validity (weakest)

Answer 83

A type of construct validity Involves correlating the scores obtained from an assessment with other assessments or measures that assess similar constructs. Example: an organization uses an emotional intelligence assessment to measure employees' emotional intelligence. convergent validity would involve correlating the scores from the assessment with scores from other established emotional intelligence assessments.

Answer 84

A type of construct validity Involves demonstrating that an assessment does not measure other unrelated constructs by correlating the scores obtained from an assessment with assessments or measures that assess unrelated constructs and showing that the correlations are low.

Answer 85

The WEAKEST type of construct validity The extent to which an assessment appears to be valid to the users and stakeholders based on its face value. Does it look like it measures what it claims to? Subjective and not a strong indicator of validity but can be important in gaining acceptance and buy-in from users and stakeholders WEAKEST form of validity and toughest to use a defense if the employer must go to court to defend a practice. Primarily used to evaluate job knowledge and skill.

Answer 86

Protected classes should be hired at no less than 80% of the hiring rate of the majority group Adverse impact analysis example on page 78: Determine the hiring rates for the majorities group (divide the number of people selected from the total number of people representing the majorities group) = 50/100 (50%) is the hiring rate for majorities Find your multiplier: Multiply the selection/hiring rate of the majorities group by 80% = .50 x .80 = .40 (40%) Determine the minimal selection/hiring rate by multiplying the number of minority applicants by the above multiplier = 45 x .40 = 18.18 (18) There could be questions like this on the exam and they would be big point grabbers. If we didn't hire at these rates, need to go back and review selection processes

Answer 87

Required HS diploma or scores on an IQ test to equal those of the average HS grad. Bottom line: discrimination need not be intentional or overt to be illegal. Established the criteria for disparate impact. Griggs v Duke = unintentional, disparate/adverse impact. "Griggs vs Duke - that test was a fluke"

Answer 88

Established the criteria for disparate treatment. Green was laid off; participated in a lock-in. McDonnell advertised for mechanics; Green applied and was rejected. Green sued and won. He presented the prima facie case of disparate treatment McDonnel Douglas v Green: intentional or prima face, therefore, disparate treatment. "Not rehiring green is mean"

Answer 89

Bona Fide Occupational Qualification Valid job requirements for competence in a job. Can allow some discrimination where those are considered reasonably necessary to the normal operation of that particular busienss or enterprise.

Answer 90

All employees. No minimum number required.

Answer 91

Complaint files Employer notified within 10 days Employer responds with a statement or agrees to resolve. Can fill out a request for mediation and return it to the EEOC. EEOC would then send the employer an Agreement to Mediate and a mediator is selected If a voluntary resolution is met. Charge is closed If unsuccessful, charge referred for investigation, which commences EEOC makes a determination based on evidence: Could dismiss the claim and issue a Right to Sue letter to the employee, could find reasonable cause and then send a "Letter of Determination" and invite conciliation. If conciliation fails, the EEOC or charging party or both may sue in federal court

Answer 92

Combination of job posting, job bidding, nominations by supervisors, and skills inventories to find the best qualified candidates in the organization.

Answer 93

A grid with x/y axis as "potential" and "performance." An HR metric that is STRATEGICALLY RELATED TO REVENUE and a helpful tool used by managers to assess the potential of individuals identified as promotional material. It is USED IN SUCCESSION PLANNING TO IDENTIFY AND DETERMINE FUTURE SUCCESSORS. When leadership performance and potential are assessed and plotted on the graph, INDIVIDUALS IN THE UPPER RIGHT QUADRANT ARE IDENTIFIED AS HIGH-POTENTIAL CANDIDATES FOR SUCCESS, WHILE THOSE IN THE LOWER LEFT MAY NEED TO BE REASSIGNED OR REMOVED.

Answer 94

Grades rank and file employees based on their past performance in case the organization must replace them.

Answer 95

Aligns opportunities for employee career growth with organizational talent priorities.

Answer 96

Provides employees either a management or technical skills advancement. GREAT STRATEGY FOR RETENTION OF CRITICAL TALENT

Answer 97

Predefined steps that employees make when advancing within an organization

Answer 98

Job and career fairs, open houses (atract passive candidates) e-recruiting (job posting websites/job boards, social media, networks, blogs, forums), educational institutions, third-party sources such as private and public-sector employment agencies, unions, data banks.

Answer 99

Employer value proposition. It's what the company is famous for as an employer.

Answer 100

Reputation or identity of an org that establishes it as an EMPLOYER OF CHOICE. Workers will accept less salary from an employer with a strong employment brand they identify with. Made up of things like: employee stories and advocacy, company reviews, public perception, awards, career page, culture and corporate values, candidate communication, website and blog, etc.... *An effective employer brand provides better quality of hiring, reduces time to fill, cuts hiring costs, and improves employee engagement and enhances retention.

Answer 101

ingroup/outgroup: based on group-level similarities or differences (gender, race, interests, etc...) Affinity: based on shared or similar experiences (education, hometown, etc...) *For exam: Focus on mitigating biases when it comes to interviewing

Answer 102

When the interviewer judges all the qualities of a candidate based on the observation of a few qualities only *For exam: Focus on mitigating biases when it comes to interviewing

Answer 103

When an applicant gives answers based on what they think the interviewer wants to hear. *For exam: Focus on mitigating biases when it comes to interviewing

Answer 104

Immigrant visas: for people who intend to live permanently in the US Non-immigrant visas: for people with permanent residence outside the US but wish to be in the US on a temporary basis for tourism, medical treatment, business, temporary work, or study. B-1: temporary entry for business F-1: academic students H-1B: RARE professionals and specialty occupations (good for 3 years, may be renewed once for a total of 6 years) J-1: exchange visitor L-1: Intracompany transfer (EE must have worked for the company 1 year out of the last 3 years; good for up to 7 years) 0-1: Persons with extraordinary abilities in the sciences, arts, education, business, or athletics.

Answer 105

Recruitment and onboarding OTJ training and continuing professional development Compensation Benefits Ensuring legal compliance Global staffing strategies utilize Perlmutter's EPRG FRAMEWORK, which is designed to be used an an internationalization process of businesses and mainly addresses how companies view international management orientations.

Answer 106

Ethnocentrism: only HQ nationals know how to properly run the company. HQ maintains tight control. Complex at HQ but simple in subsidiaries. Polycentrism: MNE begins accepting local nationals into its key positions along with HQ personnel that staff the local operation. Subsidiaries develop. Diverse and independent. Less expensive. Can limit career mobility for both local and foreign nationals, isolated and reduces opportunities to achieve synergy, low possibility of economies of scale Reginocentric. Possesses strong regional identity. High communication and coordination with in the region but not with HQ. Regionally uniform. Diversified systems for rewards and punitive action. Geocentric: highest expression of global maturity. MNE begins accepting and hiring people from all over the world to hold key positions in its world-wide operations. Targets global consumers and borrows what is best from countries. Collaborative approach between HQ and subsidiaries. Highly complex. Immigration policies may put limits on implementation, more expensive than polycentrism (but efficient), fully depends on constant global market research (which means significant investment of time and resources.

Answer 107

Host country nationals (HCNs): hired for jobs in their own country Expatriates: employees who are asked to work outside their home countries for a period with the intent of returning to their home countries Headquarter nationals/parent country nationals: Employees from the country of center of operations of a particular employer Third-country nationals: most often hired for short-term employment Resident aliens: either "green card" of "substantial presence" test or they elect to be treated as a resident alien during their first year of working in the US Inpatriates: foreign national employees that have been transferred to work in the home country of an international organization on a temporary or permanent basis

Answer 108

1. Ask for volunteers via resignation, retirement, or transfer 2. Entice EEs with early retirement (watch for discrimination - OWBPA compliance rules, needs incentive) 3. Offer voluntary severance programs, usually involves some type of incentive severance pay 4. Compulsory layoff (usually done by seniority to limit discrimination)

Answer 109

- Multiply $10/hr by ALL 44 hours = $440 - Add non-discretionary bonus = $528 - Find half-time rate: $528/44=$12/hr. Half of $12 = $6/hr - Multiply half time rate ($6/hr) by the four OT hours = $24 of half time OT premium pay - Add straight time earnings and half-time premium pay = $552.

Answer 110

12x45=540 540+180=720 720/45 = 16 16x.5=8 8x5=40 720+40=760

Answer 111

Exempt employees are not eligible for overtime An employee who meets any one fo the duties tests except outside sales, must be paid at least $684/week or $35,568/yr on a salary basis, free and clear (no ties to bonuses). May be paid in equivalent amounts for periods longer than one week (biweekly, semimonthly, monthly.

Answer 112

Executive: management of people (2+ employees) with authority to hire/fire *Administrative: management of processes. Manage important business elements and exercise discretion Professional: Learned professional (work that requires 4-year college degree), creative professional, computer professional (analysts, programmers, engineers...not help-desk or repair technicians who provide support from a manual) Outside sales: May be paid 100% commission, no minimum wage level required. Must be regularly employed away from the primary place of business

Answer 113

death, retirement, disability, survivorship, medicare/medicaid

Answer 114

Can't discriminate based on race, sex, religion, national origin, color, sexual orientation, and gender identity if the employer has 15 or more employees. June 2020, the Supreme Court rules that Title VII prohibits LGBTQ discrimination (Bostock v Clayton Cty GA) that's discrimination based on sexual orientation and gender identity.

Answer 115

Part of ERISA. Protects retirees' retirement funds. Make sure money is set aside in trust funds to cover underfunded pensions.

Answer 116

Provides 12 weeks unpaid time off with no negative consequences for workers. Covers birth, adoption, serious medical conditions. Employers with 50 employees within a 75-mile radius must provide FML.

Answer 117

Employers are prohibited from knowing or using PHI (personal health information) as a basis for employment decisions

Answer 118

Part of internal equity. Comparable worth: belief that work that requires the same levels of skill and effort should be compensated similarly, despite a worker's age, sex, race, or any other differentiating factor. Adam's Equity Theory is the theory that considers comparable worth. Workers compare their pay to someone else or other job titles. The solution is to pay consistently from one position to the next.

Answer 119

Compa ratio = the rate of pay/mid-point of the salary range (or benchmark rate) Red circle rate = paid more than 1 compa ratio. Green circle rate = paid less than 1 compa ratio

Answer 120

$75k = 1 $90k = 1.2 (90k/75k=1.2)

Answer 121

Content theories = WHAT motivates individuals (like Maslow's hierarchy) Process theories = HOW motivation occurs (like Adam's equity theory)

Answer 122

Content related theory (what motivates) Hygiene factors (like salary, working conditions, etc...) and Motivator factors (like achievement, recognition, responsibility, advancement, etc...) Herzberg theorizes pay and benefits do not have the power to motivate, but they do have the power to demotivate, if done poorly.

Answer 123

A process-related theory (how to motivate) Based on "the better I do, the better treatment I should receive" An example would be a performance appraisal system

Answer 124

Assumes behavior is determined by a combination of forces and people make independent decisions for subjective reasons, that those differences can be studied systematically, and the results of those studies leveraged to provide compensation and rewards that groups and individuals value and desire. (Vroom's expectancy theory is included here)

Answer 125

Process related theory Management by objectives

Answer 126

Job analysis - MUST happen first Job design - structuring of job elements, duties, tasks, and compensation to achieve optimal performance and employee satisfaction Job specification - comprehensive list of the personal qualifications necessary to do a job Job description - summary of most important features of a job, executive summary of a job analysis Job evaluation - method of deciding what compensation should be awarded in relation to 2 criteria: internal equity and external equity

Answer 127

Non quantitative: 1. Job ranking: hierarchy of jobs from lowest to highest. Quick and inexpensive but can be difficult to differentiate difference between jobs. *most common method. 2. Paired comparison: comapares each job with every other job and then ranks them in order of relative worth 3. Job classification: groups jobs into predetermined classes. Great for large groups but difficult for jobs that may overlap Quantitative: 1. Point method: each factor of the job is assigned points best describing the jobs worth. MOST COMMON. Considers 4 factors: skills, responsibilities, effort, and working conditions. Jobs with the most points get the most pay and so on. 2. Factor comparison method: uses compensable factors (dollars instead of points) to evaluate worth and assign dollar values to each factor. *Most complex and difficult, used least in US 3. Hay profile method: uses knowledge, mental activity, and accountability to evaluate executive and managerial positions 4. Market based/pricing: external sources

Answer 128

Flat rate: everyone makes the same amount regardless of performance or seniority. Time-based: seniority Step-rate: automatic and structured raises on certain dates based on worker's anniversary **Performance-based: individual, business unit, or corporate performance (or combination). Should be based on business strategy and complement operational processes, management style, and financial objectives Merit pay: permanent increase in base salary for an individual's outstanding performance. Piece rate: based on production. based on quantity of work. **Skill and competency-based: links employee pay to the number of skills they can perform or competencies acquired, regardless of position or seniority. Multi-skill systems: rewards for learning new skills sets, even if they aren't actively using them. Creates bench strength in case of layoffs, sickness, retirement, etc... Broadbanding: consolidates large number of pay grades and salary ranges into fewer bands with wide ranges. Ranges typically have 100% or more difference between the minimum and maximum. ($50k-$100k)

Answer 129

A type of variable pay that ties bonuses or salary increases to increased productivity (vs profit). Performance-based incentive pay. Improvements in company profits are shared with or split with employees. Scalon, Rucker, and Improshare (short for Improvement Sharing) are ALL variations of gainsharing. *Focused on boosting operational performance. *Don't need to dig into the weeds for the exam. MAINLY KNOW THAT IT'S MEANT TO ENHANCE PERFORMANCE.

Answer 130

Pension plans. Benefits are defined and employee knows what the plan is worth/can predict how much plan will provide when they retire. Cliff vesting vs graded vesting: Cliff: schedule for employer contributions. Employee must complete 5 years of service to become vested in employer contributions portions. Graded: schedule for employer contributions. Employees are 20% vested in employer contributions after completing 3 years of vesting service. For each subsequent year, the vesting increases by 20% until it reaches 100% at 7 years.

Answer 131

401k, IRA, etc... Cliff vesting: after a certain number of years, all benefits accrued vests without any gradual vesting before a set time. After this time, employee takes 100% ownership Graded vesting: vesting schedule under which an employee is partially vested after a certain number of years of service until full vesting is achieved at 6 years.

Answer 132

Healthcare is the highest runaway cost in business today with annual double-digit increases. Most healthcare questions will focus on cost-containment Fee-for-service plans/self-insured plans: Insurers pay for health care services provided. Employees can choose any doctor Managed care/Health maintenance organizations (HMOs): manage health care delivery to control costs. Rely on a PCP who acts as a gatekeeper. Often focus on prevention and wellness. May sometimes include dental and vision. Preferred provider organization (PPO): Obtain services within network for lowest cost but may provide coverage outside of network. Lower fees to policyholders. Don't need referrals or a designated PCP. Use a membership card instead of claim forms. Exclusive provider organization (EPO): similar to PPO but services are covered only in plan (possible exceptions for emergencies) Point-of-service plan (POS): Combines HMO and PPO. May need designated pcp, usually includes preventative care, may receive care from non-network providers but with greater out-of-pocket costs. High deductible health plans (HDHPs): high deductibles and low premiums. Insurer won't cover most expenses until the deductible is met. Exception usually for preventative care. Provides financial security for more severe illnesses. Often compatible with HSAs. Cafeteria plans: pay for certain expenses. Employers select the benefits offered and employees use pre-tax dollars to buy the benefits they want. Employers can also make contributions to subsidize benefits. AKA flexible benefit plans or Section 125 plans

Answer 133

A reward the employee receives which is usually untaxed and is especially important for executives

Answer 134

Represents jumps between salary range midpoints as you work your way up a traditional salary range structure. For example, the difference between the mid-points of grade 6 and 7 is $1/hour

Answer 135

Designed to prevent double taxation of expatriates while on foriegn assignment due to mandatory withholdings of retirement benefit taxes (social security/nationalized retirement plans)

Answer 136

A deferred executive compensation incentive that provides a significant severance package. Often used when a position entails a high risk of termination due to restructuring or change of direction or sometimes as an incentive to retire early.

Answer 137

May be offered to executives of a company being acquired to ensure they remain with the reorganized company.

Answer 138

Behaviorism: focuses on observable behaviors and external stimuli as the key drivers of learning. Learning through reinforcement (rewards/punishments) and conditioning (repetition) (B.F Skinner, John Watson, and Ivan Pavlov). Effective for procedural and skills-based learning and mastery. Provides clear structure and observable outcomes but lacks internal thought and learner autonomy. Best for introductory stage of knowledge acquisition. Effective for skill mastery Cognitivism: emphasizes internal mental processes, such as thinking, memory, and problem-solving (Jean Piaget, Jerome Bruner, Robert Gagne). Supports comprehension and problem solving. Focuses on understanding and retention but can be too rigid or overly reliant on structured methods. Best for introductory stage of knowledge acquisition Constructivism: centers on learners actively constructing their own understanding and knowledge through experiences and interactions. Uses projects, simulations, case studies, etc...(Lev Vygotsky, John Dewey, Seymour Papert). Excels in fostering critical thinking and adaptability. Promotes creativity, collaboration, and real-world application but is time-intensive and requires significant resources. Best for advanced knowledge acquisition (initial misconceptions, etc... can be addressed)

Answer 139

Classical: happens unconsciously. Form of behaviorism in which a specific stimulus produces a predictable response. The sound of a phone ringing or an email or IM tone notifications can become a conditioned stimulus eliciting high blood pressure or anxiety if they mostly consist of one problem after another Operant conditioning: behaviors are dependent on, or controlled by, its rewards and consequences. We change our behavior choices in response to the consequences. (Positive reinforcement contingencies, punishment contingencies, avoidance contingency - response made to avoid an unpleasant consequence, escape contingency - a response made to terminate an unpleasant consequence, extinction contingency - no reinforcement after a response in an effort to terminate it

Answer 140

Learning through observing others within the context of social interactions, experiences, and outside media influences

Answer 141

Refers to methods and approaches used in adult training, development, and education and is directed towards self-actualization, gaining experience, and problem-solving. 4 Central principles: Requires involvement: Adults involved in planning and evaluation of instruction Experiential based: Can pull past experiences into the learning process Problem-centered: (rather than content-oriented). Not memorizing facts and information. Adults need to solve problems and use reasoning. Enhanced by active participation: Applicable to lives and able to implement immediately.

Answer 142

Instructional design aims for learner-centered rather than the traditional teacher-centered approach to instruction, so that effective learning can take place. Every component of instruction is governed by the learning outcomes, which have been determined after thorough analysis of the learners' needs and goals of the training: ADDIE: 5 stage process. Most instructional design frameworks are variations of ADDIE: Assessment/Analysis, Design, Development, Implementation, and evaluation. Linear. Checking progress at every step. AGILE: used for content chunking, to break up large amount of training content into manageable modules SAM: successive approximation model, relies on reputation and collaboration. An AGILE development process that emphasizes collaboration, efficiency, and reputation.

Answer 143

Gap analysis: systematic process for determining and addressing needs/gaps between current conditions and desired conditions. Review: future skills needs, labor pool needs, changes in law. Might also conduct task analysis or individual analysis. May use things like performance appraisals (one of the BEST tools for gathering data on what training is needed and who needs it) and assessment centers (a way of identifying POTENTIAL LEADERS FOR TRAINING by putting them through an extensive assessment process including interviews, group exercises, presentations, examination, and psychometric testing) - Page 118

Answer 144

There is not much difference between action and experiential learning...but look for keywords: GROUP is the keyword for action learning and STAGED or ON-THEJOB for experiential learning. Action learning: brings together a GROUP of people with varied levels of skills and experiences to analyze an actual work problem and develop an action plan. The group continues to meet as actions are implemented, learning from the implementation, and making mid-course corrections. Experiential learning: learning from experience. Assumes the only way to learn certain skills is by performing them. The experience can be STAGED or ON-THE-JOB.

Answer 145

Page 122-123 Lectures Business games (simulated problems but can sometimes create competition instead of learning) In-basket training: test or develop organizational skills. Asked to respond to letters, memos, emails, etc... in a given amount of time. Vestibule training: Duplicate on-the-job situations On-the-job (OTJ): cheap and easy but can sometimes teach bad habits and attitudes Coaching: relies on continual feedback from an expert Mentoring Internship/apprenticeships Rotation/cross-training Off-the-job training methods: workers seek their own workshops, software, etc... E-learning

Answer 146

The gold standard for evaluating training effectiveness: Level 1 is REACTION, and it evaluates how participants respond to the training. Did the attendee like the training program? Checklists, questionnaires, and interviews are common methods of determining reaction. Sometimes referred to as "smiley face" forms as they measure enjoyment without meaningful depth Level 2 is LEARNING, and it measures if participants learned the material. Did attendee learn from the content? To what extent did they improve their knowledge, skills, or change their attitude. Methods: Pre-test/post-test system (most common), pre-test/post-test with control group system, Solomon four group design (a superior method for measuring learning as it ensures validity by factoring in the potential for testing effect threats. A testing threat can occur when scores on a post-test are influenced by simple exposure to the pre-test (not the training). Includes two extra groups in the process. Level 3 is BEHAVIOR, and it considers if participants are using what they learned on the job. Did attendee display the learning on the job? To what extent did they change their behavior? Common methods: Performance tests, critical incidents (how did they perform in crisis situations), simulation, observation Level 4 is RESULTS, and it evaluates if the training positively impacted the organization. Did the training impact business results? Business results. Productivity, efficiency, sales revenue? This is the highest form of value The levels are in order of value. The degree of difficulty and costs in time and resources increases as you move up the levels. Kirk Really Loves Buying Redhots?

Answer 147

Achievement-oriented individuals want and seek feedback. People with a need for achievement need and seek regular feedback to monitor the progress of their achievements. Also identifies two other types of employees: those who seek power (personal and institutional) and those who need affiliation (harmonious relationships)

Answer 148

Category Appraisal Methods: GRAPHIC RATING SCALES: require the appraiser to check the appropriate place on a scale for each task or objective listed. Popular due to simplicity and ease and they provide quantitative ratings for each employee. However, standards may not be clear, and categories may be overly broad or inappropriate. Checklists Forced choice: Variation of the checklist method and requires the appraiser to check two of four statements to describe characteristics and performance of the appraisee, one that the appraisee is most like and one that they are least like Comparative Appraisal Methods: Ranking: Must order their direct reports. Simple to use (graphic rating is simplest). Can cause peer disagreements and may be unfair if all employees are ranked excellent. Paired comparison (like a March madness bracket...) FORCED DISTRIBUTION OR STACKED RANKING: sets clear and strict guidelines for managers on how the expected distribution of performance ranking for each appraisee should look on a bell curve. An org will invest in development of employees ranking best and act on those ranking low. EXTREMELY POPULAR METHOD. On the downside, some workers may be forced into a category they do not deserve du to limitations of the system or appraiser. Also, workers may begin to compete against one another for good evaluations and their willingness to work together as a team may diminish. Senior HR leaders must learn their workforce, organization, and industry, and create pay, evaluation, and reward schemes and programs based on their unique needs. Narrative Appraisal Methods: Essay: unstructured and wordy. Rarely used except for executives who do not have a clear JD Critical incidents Field review: Uses a third party from within the org, usually that's an HR rep to collaborate on rating the employee and conducting the appraisal. Alternative & more contemporary methods: Peer reviews (can be costly and team members may give disingenuous feedback). 360-DEGREE: Can be costly and time consuming to administer but the information can be used to manage performance and select self-improvement goals more effectively. BEST USED FOR PERFORMANCE DEVELOPMENT AND SELF-IMPROVEMENT, NOT AS A COMPREHENSIVE YEARLY BARS (BEHAVIORALLY ANCHORED RATING SCALES): CONSIDERED ONE OF THE MORE SUPERIOR EVALUATION AND APPRAISAL METHODS. WORKS BEST IN ORGS WHEN EMPLOYEES ARE PERFORMING THE SAME TASKS. EVERY POSITION HAS A CUSTOMIZED RATING SCALE THAT MEASURES KEY BEHAVIORS FOR THE JOB. BEHAVIOR ANCHORS ARE VERY ACCURATE BUT CAN BE DIFFICULT AND COSTLY TO IMPLEMENT AND ADMINISTRATE. MBO (MANAGEMENT BY OBJECTIVES): Requires collaboration on objective and goal creation and then ratee is evaluated on how successful they are in achieving those goals. Time consuming to implement but both parties jointly agreed. MBO offers understandable objectives so employees can check at any time. However, formal reviews tend to only occur yearly. Also tends to be flexible and open-ended and can be qualitative or quantitative depending on the org. Can be complex to implement even if accurate. OKR (OBJECTIVES AND KEY RESULTS): Enhances MBO. MBO focuses on what you want the employee to achieve, while OKR will set out what you want the employee to achieve and the key things they need to do to achieve them. Often more frequent reviews and work towards monthly or quarterly evaluations. Requires precise and quantitative and clear measurements. Can be complex to implement even if accurate. THERE IS NO ONE SIZE FITS ALL FOR APPRAISAL METHODS. Choose the option that best fits org culture and goals.

Answer 149

Bias error Recency error Leniency error Primacy error: Gives more weight to earlier performance Confrontation avoidance (leniency, halo/horn effect, and centralization/central tendency) Halo/horn effect: rater gives excellent or low ratings in all reas, impacting overall appraisal. Usually when raters let one strong value judgement influence evaluation of behaviors and performance Lack of clear standards or rater training Severity: rater has unrealistic expectations or reluctant to offer praise. Often occurs in orgs that practice a hard HRM strategy Central tendency error (centralization): appraiser rates all employees within a narrow range, regardless of differences in actual performance. Many orgs try to counteract this bias by using forced distribution scales Contrast error: rate how subordinates compare against each other

Answer 150

Earnings before interest and taxes. EBIT per FTE is a good way to show value. Might want to include in weekly reports

Answer 151

Union shop: all employees become union members (usually within 30 days of hiring) Closed shop: illegal since taft hartley, required workers to join union as condition of employment. Agency shop: workers must pay dues even if they don't join the union (union term is "fair share") Maintenance membership: members must keep membership for life of CBA Zipper clause: prevents renegotiation for life of cba Reopener clause Dues check-off: employer deducts dues from paycheck Bumping: right arising from a CBA where employee(s) who would be scheduled for layoff are permitted to displace fewer senior employees in other job classifications for which they are qualified.

Answer 152

Asses then define clear/measurable/attainable goals and involve stakeholders Pilot/test Train managers Use a feedback mechanism. Communicating the change is important and needs to start with transparent communication - explain rationale and how it aligns with company goals and what it means for employees. Should have details, documentation and have QA sessions to provide regular updates.

Answer 153

Usually, organizations ride the phases up and down...it is not a smooth curve. Start-up/introduction: little to no money available for hiring best/brightest. Struggle to hire the best you can with few benefits. Growth: starts to show a little profit. Can spend a little money to attract and can do some training Maturity: stability and strong enough to survive some downturns. Can hire experienced or inexperienced people as have the funds to attract the best and brightest with good pay/rewards or to train people up. Good benefits for all. HR focuses on strategic compensation/benefit plans and training. Decline: profits dropping/customers be lost. No hiring. Laying off workers and struggling to stay within decreasing budget. No training and no raises (except for maybe cola) Rebirth: small business thinking, same strategies as start-up/introduction Demise: company will end if they can't pull out of decline

Answer 154

Total number of qualified applicants divided by total number of applicants. Can be calculated at various stages in the recruitment process. It is the number of applicants qualified out of the total applicants.

SPHR Flashcards

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