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Certified Knowledge Exam > Workforce Planning > Flashcards

Workforce Planning Flashcards

1
Q

Prediction

A

single numerical estimate of HR requirements associated with a specific time horizon and specific set of assumptions

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2
Q

Projection

A

several HR estimates based on variety of assumptions

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3
Q

Envelope

A

upper and lower limits or bounds of the various HR projections extending into the future

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4
Q

Scenario

A

proposed sequence of events with its own set of assumptions and associated program details

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5
Q

Contingency Planning

A

plan to be implemented when unanticipated changes to org or environmental factors which may negate the usefulness of the existing HR predictions/projections

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6
Q

Goal of Workforce Analytics

A

to provide an org with insights for effectively managing employees so that business goals can be reached

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7
Q

Workforce Analytics Definition

A

correlate business data and people data to establish connections and enable HR to identify the unique performance drivers within their org

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8
Q

Workforce Planning Definition

A

process that determines human capital, analyze what is available and identify action required to ensure right people at the right place at the right time doing the right thing, in order to achieve org goals

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9
Q

HR Forecasting

A

determining net requirements for personnel by figuring out the demand for and the supply of HR both currently and in the future

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10
Q

Transaction-Based Forecasting

A

focuses on the tracking of internal changes made by the org managers

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11
Q

Event-Based Forecasting

A

concerned with changes in the external environment

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12
Q

Process-Based Forecasting

A

focuses on processes used that impact flow of work

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13
Q

Current Forecast

A

immediate operational needs of the org or for a maximum of one year into the future

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14
Q

Short-Run Forecast

A

HR requirements for next 1-2 years

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15
Q

Medium-Run Forecast

A

HR requirements for next 2-5 years

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16
Q

Long-Run Forecast

A

HR requirements for more than 5 years into the future

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17
Q

Human Resources Demand

A

orgs projected requirement for HR

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18
Q

Human Resources Supply

A

source of workers to meet demand requirements (either internal or external sources of availability)

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19
Q

Demand Forecasting Techniques

A

index/trend analysis, regression analysis, delphi technique, nominal group technique

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20
Q

Supply Forecasting Techniques

A

markov analysis, linear programming, skills and management inventories, succession/replacement analysis, movement analysis, vacancy models

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21
Q

Markov Analysis

A

series of matrices that detail the patterns of movement to and from the various jobs in the org (uses likelihood than individual will exhibit behaviours)

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22
Q

Linear Programming

A

mathematical equation - determine the best supply mix solution to minimize costs; allows to calculate what if scenarios

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23
Q

Management Inventory

A

individual record for managerial, professional or technical personnel including all elements for that individual of their skills inventory (specialized duties, responsibilities etc)

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24
Q

Replacement Management and Planning

A

Management is process of finding employees for key managerial positions.

Planning is focused narrowly on identifying specific back up candidates for senior management positions

25
Q

Succession Management

A

process of ensuring that pools of skilled employees are trained and available to meet the orgs strategic objectives

26
Q

Movement Analysis

A

analyzes personnel supply (ripple effect that promotions or job losses cause on movement within the org)

27
Q

Vacancy Model

A

analyzes flow of personnel through org by examining inputs and outputs at each hierarchical/compensation level

28
Q

Stages of Forecasting

A

Stage 1 - Determining Demand
Stage 2 - Ascertain Supply
Stage 3 - Calculate Net Requirements
Stage 4 - Institute Defecit or Surplus program

29
Q

Stage 1 Forecasting

A

Determining Demand

- where staff are needed, when they are needed and where they are needed

30
Q

Stage 2 Forecasting

A

Ascertain Supply

  • determining how your demand will be filled
  • internal supply is existing employees
  • external supply is potential employees that can be recruited
31
Q

Stage 3 Forecasting

A

Calculate Net Requirements

  • replacement supply is those needed to replace employees who are leaving their position
  • change supply is those needed as a result of changes such as new positions or vacancies being created
32
Q

External Supply Required Formula

A

Current Workforce Size X (Replacement % per year + Change % per year)

33
Q

Stage 4 Forecasting

A

Institute Defecit or Surplus Program

  • defecit programs include hiring PT/FT/Temp, promoting or transferring, contracting out
  • surplus programs include lay offs or terminations, job sharing, work sharing, hiring freeze
34
Q

Strategies to Reduce HR Defecits

A

ensure proper sourcing, target desirable candidates, assess abilities/capabilities, orientate and onboard candidates, understand why EE’s leave

35
Q

Ways to Source Candidates

A

internal sources such as local, regional, national, global

external sources include word of mouth/referral, job advertisements, employment agencies, job fairs

36
Q

Desirable Characteristics (OCEAN)

A

open to new experiences, conscientiousness, emotional stability, agreeableness, extraversion

37
Q

Types of Interviews to Assess Candidates

A

panel/serial interviews, situational interviews, behavioural interviews, case-based interviews, stress interviews, mass interviews

38
Q

Tests to Assess Candidates

A

ability/aptitude tests, emotional intelligence tests, psychomotor ability tests, fitness exam, medical test, work sample/simulation test, polygraph test, honest and integrity test

39
Q

Stages to Keep Employees

A

1 - Orientation to provide standard info on who/what/where
2 - Onboarding to help new employees fit in the org culture
3 - ongoing process of reinforcing org values, goals, priorities

40
Q

Exit Interviews

A

confidential interviews with resigning employees by HR to determine why they are leaving, opportunities for improvement etc.

41
Q

Performance Management

A

continuous process of setting objectives and assessing behaviours and performance outcomes

managers and EE’s work to plan,monitor and review the skills and accomplishments

42
Q

Performance Management Methods

A

trait method, behavioural method, results method

43
Q

Performance Management Trait Method

A

personal characteristics that contribute to high performance

44
Q

Performance Management Behavioural Method

A

observable actions that lead to high performance

45
Q

Performance Management Result Method

A

results that follow

46
Q

Types of Performance Management Trait Methods

A

Graphic Rating Scale, Mixed-STandard Scale, Forced-Choice Method, Essay Method

47
Q

Graphic Rating Scale

A

uses ratings such as poor, good, excellent or does not meet, meets, exceeds

48
Q

Mixed-Standard Scale

A

descriptive rating definitions are customized and randomized for each trait, describing multiple levels of performance. Indicate whether employee performance is less than, same as or more than described

49
Q

Forced-Choice Method

A

manager chooses between two statements that best describe trait

50
Q

Essay Method

A

open ended comments

51
Q

Types of Performance Management Behaviour Methods

A

Critical Incident method, Behavioural Checklist method, Behaviourally Anchored Rating Scale, Behaviour Observation Scale

52
Q

Critical Incident Method

A

describes incidents that define successful and unsuccessful behaviour

53
Q

Behavioural Checklist Method

A

list of desired behaviours/competencies

54
Q

Behaviourally Anchored Rating Scale (BARS)

A

multi-level performance descriptions are created for each competency/behaviour

55
Q

Behaviour Observation Scale (BOS)

A

uses a frequency scale against a behavioural checklist

56
Q

Types of Performance Management Results Methods

A

Productivity Measures, Management by Objectives, Balanced Scorecard

57
Q

Productivity Measures

A

number of units produced, positions filled, candidates interviewed etc

58
Q

Management by Objectives

A

achievement of pre-established goals

S(pecific) M(easurable) A(chievable) R(elevant) T(imely)

Certified Knowledge Exam (9 decks)

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