Workplace I Flashcards
(179 cards)
1
Q
What globalization is?
A
Understanding the global forces-political, economic, social, technological, legal, and environmental (PESTLE) - that have shaped and driven globalization
2
Q
Global forces require careful analysis
A
HR should strive to understand which globalization events, forces, and trends are significant for a given organization and for HR responsibilities within that organization.
3
Q
Global forces should be viewed in terms of their connections
A
HR should understand the unique ways in which each significant global force, event, or trend is affecting:
- The parent organization’s home office and its various subsidiary or host countries
- Its industry and competitive landscape
- The organization’s overall goals and strategies
- The role HR must play if the parent organization is to maximize the benefits and minimize the costs of that force, event, or trend.
4
Q
Diaspora
A
A mass migration of a group from its homeland to multiple destinations-
5
Q
Demographic dichtomy
A
The workforce in emerging economies is becoming disproportionately young, while the workforce in developed economies is rapidly aging.
6
Q
Hyperconnectivity
A
Increasing digital interconnection of people and things anytime and anyplace.
7
Q
Global organization
A
Organization that can “effectively leverage and capitalize upon its global footprint”.
8
Q
Global organization : 4 structural/strategic components
A
- physical dispersion- the organization operates in multiple countries
- Diversity of thought, people,and culture that is actively leveraged by a strategic objective
- Unified through a clear single organizational identity
- Global for a reason; self-aware of their global reach and leveraging geographic and cultural diversity to achieve success as they have defined it.
9
Q
Push factors into globalization
A
- A need for new markets: exhausted market opportunities in their home countries.
10
Q
Push factors into globalization
A
- Shortfalls in natural resources and talent supply:
11
Q
Push factors into globalization
A
- Government Policies: Lower taxes in another country. Example: U.S. buying companies in Ireland bc of less taxes.
12
Q
Push factors into globalization
A
- Trade agreements: Trade agreements increase competition fro domestic firms as foreign competitors enter the market.
13
Q
Push factors into globalization
A
- Globalized supply chain:
14
Q
Pull factors into globalization
A
- Greater strategic control: organizations have found that they can exert more control over their businesses by developing and a multinational presence.
15
Q
Pull factors into globalization
A
- Government policies that promote outward foreign investment:
16
Q
Pull factors into globalization
A
- Trade agreements: Opening markets and promoting workforce mobility.
17
Q
Global Integration (GI)
A
Emphasizes consistency of approach, standardization of processes, and a common corporate culture across global operations.
18
Q
Local Responsiveness (LR)
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Emphasizes adapting to the needs of local markets and allows subsidiaries to develop unique products, structures, and systems.
19
Q
Four drivers of globalization strategy
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Market: Homogeneity of customer needs, availability of global distribution networks, opportunities for share marketing
20
Q
Four drivers of globalization strategy
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Cost: economies of scale, transportation costs, R & D costs, transferable technology advantages
21
Q
Four drivers of globalization strategy
A
Governmental: Trade policies, technical standards and requirements, regulatory climates
22
Q
Four drivers of globalization strategy
A
Competitive: Extent and methods of globalization by industry competitors
23
Q
International Strategy
A
Briscoe, Schuler, and Tarique identify international organizations as low in global integration-in that there is little pressure to increase efficiency and also low in local responsiveness- that there is little advantage in tailoring products or services to individual foreign markets.
24
Q
Multidomestic Strategy
A
Organizations with subsidiaries in multiple countries that operate with a fair degree of independence from each other and from headquarters, which remains in the home country. The activities conducted in the subsidiaries can be significant and varied, ranging from R&D to operations and sales.
25
Global Strategy
A strategy that is high in GI but low on the LR scale. The headquarters ( which may or may not be in the originating country) maintains a strong relationship with each subsidiary, integrating operations to take advantage of conditions in subsidiary markets, integrating operations to take advantage of conditions in subsidiary markets, such as inexpensive labor or materials, and standardizing its products or services. subsidiaries have less freedom to adapt to local markets.
26
Transnational organizational structure (TNC)
simultaneous pressures to standardize and localize. Locates its value chain activities wherever it is most advantageous. Requires that subsidiaries have the autonomy to adapt to local cultures and to respond quickly to opportunities and competitive threats.
27
Transnational organizational structure (TNC) (Glocalization)
An organization with a strong global image but an equally strong local identity. high ranking in both GI and LR
28
International
A firm exports a product or service to foreign countries. The company may open production facilities or service centers, but the product/service, processes, and strategy are developed in the home country.
29
Multidomestic
The organization is a decentralized portfolio of subsidiaries. Goals and strategies are developed locally because of competitive demands. Knowledge is shared on a local rather than global level.
30
Global
The firm views the world as a single, global market and offers global products that have little or no national variation or that have been designed with customizable elements.Strategy, ideas, and processes emanate from headquarters.
31
Transnational
The firm locates its value chain activities in the most advantageous geographic locations. Subsidiaries are allowed to adapt global products and services to local markets. Best practices and knowledge are shared throughout the organization.
32
Globalization (Ethnocentric)
Headquarters maintains tight control over subsidiaries, who are expected to follow the strategic pattern, values, policies, and practices expressed by headquarters. There is "one best way."
33
Globalization (Polycentric)
subsidiaries are allowed a large measure of independence as long as they are profitable. They may plot their own paths based on the business and cultural contexts of their countries. There are "many best ways."
34
Globalization (Regiocentric)
Subsidiaries are grouped into regions (such as Europe, North America, or Asia-Pacific). Strategic coordination is high within the region but not as high between the region and headquarters.
35
Globalization (Geocentric)
Subsidiaries are neither satellites taking orders nor independent bodies setting their own course.Headquarters and subsidiaries are participants in a network, each contributing its unique expertise.There is essentially "a team way", transcending national borders.
36
Moving work consist of 4 sections
1. Outsourcing
2. offshoring
3. onshoring
4. near-shoring
37
Outsourcing
Practice where a company transfers portions of work to outside suppliers rather than completing it internally.
38
Offshoring
The practice of relocating processes or production to another country. Common reasons for offshoring include:
1. lower costs (lower wages, less expensive facilities)
2. More favorable economic climate for corporate taxation
3. Financial incentives ( direct cash payments, low-interest loans)
39
Risks with offshoring
1. Cultural differences
2. Distance issues ( different time zones and getting remote teams to work together)
3. High turnover rates
4. Problems in quality control
5. Technical degrees that do not reliably indicate actual technical skills.
6. Language issues
40
Onshoring
Relocation of business processes or production to a lower-cost location inside the same country as the business.
41
Near-Shoring
Refers to a company contracting a part of its business processes or production to an external company located in a country that is relatively close ( within its own region).
42
Near-Shoring
Neighboring countries are often bound by similar financial and legal constraints or trade agreements that provide social and economic stability within a region. Closer in proximity and are likely to share similar cultural values.
43
Skills needed for global HR: Develop a strategic view of the organization
Understand how the entire organization creates value
Determine ways to benefit from globalization.
Understand the external context in which the firm operates.
Identify global and local trends.
44
Skills needed for global HR: Develop a global organizational culture
1. Provide training that improves cultural awareness and adaptability.
2. Develop processes to promote communication and the capturing and sharing of knowledge and experiences.
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Skills needed for global HR: Secure and grow a safe and robust talent supply chain
Ensure a supply of leaders who are globally competent.
46
Skills needed for global HR: use and adapt HR technology
Increase the efficiency of HR programs and integration with the organization's IS.
47
Skills needed for global HR: Develop meaningful metrics
Take a systematic and disciplined approach to measuring and operationlizing strategic goals.
48
Skills needed for global HR: Develop policies and practices to manage risks
Provide for the health, safety, and security of employees
Protect the physical assets of the organization
Protect the intellectual property of the company, such as copyrighted material or patented devices or processes.
49
Steps on auditing a global HR audit: Assemble a global compliance audit project team
1. Involve headquarters, foreign and local human resources, in-house legal and compliance functions.
2. Consider involving the corporate audit function.
3. Consider tapping outside counsel with attorney/client privilege or at least involving an outside international HR consultant.
50
Steps on auditing a global HR audit: Define the audit context
1. Establish the audit context (Preparing for a corporate restructuring, launching a merger or acquisition, responding to a lawsuit/government investigation, addressing specific employment law challenges or compliance with bribery and insider trading laws, or simply toughening compliance through a robust HR practices check-up.
51
Steps on auditing a global HR audit: Define the audit project scope
1. Determine the audit parameters by assessing factors such as:
Which countries are involved?
Should the audit focus on compliance with laws, collective agreements, corporate policies, best practices-or with all of these?
52
Steps on auditing a global HR audit: Create a master audit checklist template
Craft a master global audit template or compliance checklist for the audit. Include all topics consistent with the audit project scope; exclude all other topics that are irrelevant and outside the scope.
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Steps on auditing a global HR audit: Align local audit checklists off the master
HR-context rules differ significantly across jurisdictions.
| Localize topics from the master template checklist or questionnaires checklist for each affected jurisdiction.
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Steps on auditing a global HR audit: Conduct the audit
1. Will headquarters auditors travel to sites or can tasks be delegated to local HR staff?
2. Can local employees be interviewed or does local law protect them from cooperating/participating?
55
Steps on auditing a global HR audit: Report and implement remedial measures
1. Summarize the HR compliance audit findings.
2. Propose specific remedial measures or fixes
3. Determine how there will be follow-up to check that the fixes actually get implemented locally.
56
Two aspects to completion for a global assignment process
Repatriation: Involves reintegrating the employee back into the home country after an international assignment. It includes adjustment to the new job and readjustment to the home culture and conditions (Including any potential reverse culture shock)
57
Two aspects to completion for a global assignment process
Redeployment: Does not always involves repatriation. An assignee's next assignment can be back in the home country, in a different global location, or in a new location or new position in the current host country.
58
Diversity
It is a move from viewing diversity defensively as a matter of legal or ethical compliance - to viewing it strategically as a value asset that an organization can use to compete.
59
The principle of equal opportunity
Where the employer needs to provide a level playing field for all groups and minorities without discrimintation
60
The principle of reservation
Where the laws mandate a percentage quota or other special considerations for specified minority or ethnic groups
61
Affirmative action
Where the laws mandate a percentage quota or other special considerations for specified minority or ethnic groups
62
Benefits and costs of diversity
Improved creativity and innovation: This benefit derives from having groups with multiple perspectives, life experiences, and learning and problem-solving styles.
63
Diversity: Recruitment & Retention
Recruitment gaps and challenges may be very different for each local subsidiary of an organization.Developing an inclusive and diverse workforce enhances the employer's ability to attract high-potential talent in minority groups
64
Market Strengths: Diversity
Improves an organization's ability to understand the perspectives and needs of its customer segments, to identify and reach new market segments, and to develop new products that anticipate and meet those needs
65
Branding: Diversity
Positive image of being a diverse, inclusive organization can be a marketing advantage and selling point, helping the organization to connect and identify a brand with diverse markets.
66
Diversity: Global integration and local differentiation
Local employees add greater awareness of local laws and regulations and business models and practices.
67
Downside to a diverse workplace:
Teams that are fragmented, nonproductive, and unable to arrive at decisions in a timely manner
68
Downside to a diverse workplace: Increased costs for training
Training in cultural awareness, communication, and team building may be needed.
69
Downside to a diverse workplace: Increased costs and time frames for recruitment efforts
A broader diversity-based talent search often requires new resources, procedures, and validation measures.
70
Downside to a diverse workplace: Increased management time
More time is needed to monitor, provide support, and negotiate solutions.
71
Downside to a diverse workplace: Difficulties in communication
Challenges may be due to differences in language, culture, and communication styles
72
Downside to a diverse workplace: Diffuse or blurred branding, image, and marketing efforts
Targeted marketing efforts that attempt to focus on specific diversity identity groups can, over time and by cumulative effect, start to blur the core brand image.
73
Downside to a diverse workplace: The impact of the "stereotype threat"
When managers or coworkers rely on biases or stereotypes in the workplace, the performance of targeted individuals, and the chances for successful teamwork, are diminished.
74
Downside to a diverse workplace: Global integration and local differentiation
There may be difficulties in aligning organizational diversity policies with the rules, regulations, and practices of the diverse cultures in which the organization operates.
75
Downside to a diverse workplace:
Up-front costs for designing and implementing a diversity strategy and programs
76
Four-layer model of diversity: Personality
At the center are matters unique to each individual-style and characteristics, preferences, perceptions, behavioral predispositions, cognitive and learning styles- all of which are influenced by, and in turn influence, the successive outer layers.
77
Four-layer model of diversity: Internal dimensions
These are aspects of self, often assigned at birth, over which we have little control. They include gender, sexual orientation, physical abilities, ethnicity, race, and age.
78
Four-layer model of diversity: External dimensions
These are the results of life experiences and choices. They include geographic location, income, personal habits, recreational habits, religion, education, work experiences, appearance, marital status, and parental status.
79
Four-layer model of diversity: Organizational dimensions
These are similarities and differences based on an individual's position in the organization. They include functional level or classification; content or field of work; division, department, unit or group; seniority; work location; union affiliation; and management status
80
Ways to increase diversity
1. Voluntary training (not mandatory)
2. Cross-training (to increase management exposure to people from different groups).
3. College recruitment targeting women and minorities
4. Mentoring for women and minorities
5. Diversity task forces (to promote social accountability)
6. Diversity managers (to support transparency in recruiting and promotion decisions)
81
Executive Commitment to a D&I strategy
Without executive-level leadership serving as role models and advocates, D&I cannot become a priority or demand resources.
82
Preliminary assessment to a D&I strategy
A successful strategy must be data-driven, starting with a detailed assessment of the organization's current state.
83
Preliminary assessment to a D&I strategy
Purpose is to identify current needs in order to set corresponding priorities, goals, and objectives. Provide benchmarks against which the success or failure of subsequent D&I strategies can be measured.
84
Preliminary assessment to a D&I strategy: Data that needs to be included
1. Demographic data on the organization workforce and the larger labor force and marketplace.
2. Turnover statistics and other indicators of the rates at which employee move up in, or out of, the organization.
85
Preliminary assessment to a D&I strategy: Data that needs to be included
3. Existing employee opinion and customer satisfaction surveys.
4. Surveys and focus groups to determine employee attitudes about how inclusively they are treated.
86
Preliminary assessment to a D&I strategy: Data that needs to be included
5. Leadership interviews to determine their goals, expectations, and concerns regarding D&I initiatives.
87
Infrastructure creation to a D&I strategy
There must be a designated group whose sole responsibility is to guide, oversee, and champion the organization's D&I initiative. There should also be a mechanism enabling everyone in the organization to have input into the process.
88
Diversity council
A task force created to define the D&I imitative and guide the process.
89
Diversity council responsibility
1. Setting goals and priorities. (Creating a formal D&I vision and mission statements)
90
Diversity council responsibility
2. Ensuring alignment with core business strategies.
3. Identifying obstacles and opportunities.
4. Recommending actions.
5. Monitoring the process
6. Collecting data and evaluating results.
91
Employee Resource Group
Voluntary group for employees who share a particular diversity dimension (race, religion, ethnicity, sexual orientation, etc.).
92
Criteria for effective employee resource groups
Racial/gender breakdown of groups.
Percentage of top executives who are sponsors of groups.
Whether groups are used for recruitment, onboarding of new employees, talent development, marketing, mentoring, and diversity training
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D&I imitative: Recruitment, sourcing, hiring
Adding special recruitment initiatives (targeted job fairs, leveraging alliances with outside educational and community organizations, outreach programs, leveraging ERG networking, etc.)
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D&I imitative: Recruitment, sourcing, hiring
Training recruiters, interviewers, and hiring managers to reduce biases and look beyond existing channels and sources.
95
D&I imitative: Onboarding, Retention
This is where a focus on the "inclusion" aspects of D&I can have a real financial impact on an organization
96
D&I imitative: Promotion, Career Development
One of the most critical D&I challenges is increasing diversity in an organization's upper management levels.
97
D&I imitative: Compensation and benefits
Beyond evaluating whether compensation is equitable across all races, genders, etc., and making necessary adjustments in compensation criteria, creating targeted benefits can help attract and retain members of target groups (for example, flextime and on-site day care can help attract women and younger workers).
98
D&I imitative: Supply Chain Management and Relations
An integral part of any organization’s diversity program is to ensure that it promotes diversity outside of the company. EX:One way organizations accomplish this goal is through supplier diversity programs that support minority- and women-owned businesses.
99
What must always be the first step in developing and implementing a diversity and inclusion strategy?
Make an organization-specific business case for a diversity and inclusion strategy to top-level leadership to secure executive commitment.
100
What are the three types of training that are needed for a comprehensive diversity and inclusion learning and development program?
Diversity awareness courses, diversity management courses, professional development opportunities
101
HR has 4 powerful tools at its disposal in influencing managerial practices and developing new managerial skills: the 4 Ts (travel, teams, training, and transfers)
the 4 Ts (travel, teams, training, and transfers)
102
Travel:
Of the respondents in the Black, Morrison, and Gregersen study, 80% stated that working and living abroad was the most influential development activity they had ever experienced.
103
Travel
Short-term assignments may help managers and employees gain experience, expand awareness and appreciation of different places and cultures, and become more visible and valuable within the organization.
104
HR must ensure that each policy has been devised and is implemented so as to apply equitably and fairly across all the dimensions of diversity
gender and sexual orientation, race, ethnicity, culture, religion, etc. and across all functions IT, finance, administration, manufacturing, etc. and all locations
105
What are the three aspects of organizational behavior that a diversity strategy must be able to change?
Individual attitudes and behaviors, managerial skills and practices, and organizational values and policies.
106
International Organization for Standardization (ISO)
Sees risk management as a strategic and enterprise challenge.
107
ISO 31000 approach "Risk Management: Principles and Guidelines"
Strategy formulation is the first phase. During this phase, an organization and its functions must understand their internal and external environments, define their risk appetite, and set risk goals.
108
1st stage of risk management is to understand where the organization positions itself regarding risk.
What types of risks must it manage? How well is it equipped to manage risk? How much risk can the organization tolerate, and how much is it willing to assume?
109
In developing Standard 31000
ISO was building on the earlier work of the Committee of Sponsoring Organizations of the Treadway Commission (COSO)
110
COSO defines risk
having an adverse effect
111
ISO defines risk
The effect of uncertainty on objectives
112
Barriers to risk management are primarily
structural, cognitive, and cultural
113
Structural risk management
Organizations that are structured in a silo fashion tend to respond to risk in an operational, rather than strategic manner. They overlook dependencies within the organization that can create risks and/or interfere with proactive risk management.
114
Structural risk management
There are few channels for communication about risk and monitoring of practice that span the entire organization.
115
Cultural risk management
An organization must create risk awareness and risk intelligence throughout the organization
116
Kaplan and Mike's categories of risk: Internal and preventable
These risks come from within the organization and could include violations of ethics and failures in routine processes.
117
Kaplan and Mike's categories of risk: Strategy
This is desirable uncertainty that an organization willingly accepts when it commits to a strategy - For example: uncertainty whether loans can be repaid or employees will be fully productive.
118
Kaplan and Mike's categories of risk: External
These sources of uncertainty are outside the organization and beyond its control. They would include changes in the economy or laws and regulations, disruptive technologies, and availability of trained employees
119
The ERM Framework divides risk into 4 categories: Strategy
Risks that affect the organization's ability to achieve its objectives
120
The ERM Framework divides risk into 4 categories: Operations
Risks that affect the myriad ways in which the organization creates value.
121
The ERM Framework divides risk into 4 categories: Financial Reporting
Risks that affect the accuracy and timeliness of information about the organization's financial performance and condition
122
The ERM Framework divides risk into 4 categories: Compliance
Risks associated with meeting the requirements of laws and regulations
123
Risk categories: Strategy
Sources of risk: Investment, Innovation, Competitve behavior, Consumer behavior, partners, Employee enagagement and diversity
124
Risk categories: Strategy
HR Responsibilities: Workforce management, Talent management, employee engagement, management of HR function, Continuity of HR function.
125
Risk categories: Strategy
HR Process Areas: Recruitment, Succession Planning, Training and development, employee communication, reward systems.
126
Risk categories: Operations
Sources of risk: Sustainability, Supply Chain, health and safety, data privacy, process efficiency and effectiveness
127
Risk categories: Operations
HR responsibilities: Duty of care and Performance management
128
Risk categories: Operations
HR Process areas: Workplace safety, global assignments, employee relations, benefits administration
129
Risk categories: Reporting
Sources of risk: Growth of assets and misappropriation of assets
130
Risk categories: Reporting
HR responsibilities: Measuring and reporting workforce data
131
Risk categories: Reporting
HR process area: Technology, data privacy, analytics and decision support
132
Risk categories: Compliance
Sources of risk: Workplace requirements, Reporting requirements
133
Risk categories: Compliance
HR responsibilities: Compliance with international, country, and local laws and with organizational poliies
134
Risk categories: Compliance
HR processes: Filing of required reports, communication with employees
135
Risk appetite and risk tolerance
The amount of uncertainty the organization is willing to pursue or to accept to attain its risk management goals.
136
What is risk?
Effect of uncertainty on achieving objectives
137
What are the categories of risk in the COSO ERM Framework?
Strategy, operations, financial reporting, compliance
138
What element is contained in the ISO risk management framework?
Visible management support of risk management processes
139
Duty of care
Organizations should take all steps that are reasonably possible to ensure the health, safety, and well-being of employees and protect them from foreseeable injury.
140
Risk Level=
Probability of occurrence X magnitude of impact
141
Risk scorecard
A tool to gather individual assessments of various characteristics of risk (frequency of occurrence, degree of impact, loss, or gain for the organization; degree of efficacy of current controls)
142
Risk matrix
A grid in which the horizontal axis represents the probability that an event will occur and the vertical axis related to the severity of the impact on the organization or function if the event occurs.
143
Key Risk Indicators (KRIs)
Provide an early signal of increasing risk exposures in the various areas of an enterprise. These signals could call for a change in the way risks are prioritized for management or in the management actions themselves.
144
What is a benefit of the mutually exclusive, completely exhaustive (MECE) approach to risk management?
Confidence that all risks have been identified and analyzed
145
A risk is analyzed as likely to emerge slowly and likely to occur. According to the PAPA evaluation model, how would this risk be prioritized?
Adapt
146
What is the purpose of a risk register?
To increase transparency and accountability in risk management processes.
147
Risk management tactics: Avoidance
The decision not to become involved in or action to withdraw from a risk situation.
148
Risk management tactics: Reduction
The actions taken to lessen the probability, negative consequence, or both associated with a risk.
149
Risk management tactics: Sharing
Sharing with another party the burden of loss or benefit of gain for a risk. Risk sharing can be done through insurance or other agreements.
150
Risk management tactics: Retention
The acceptance of the burden of loss or benefit of gain for a risk.
151
Residual risk
The amount of uncertainty that remains after all risk management efforts have been exhausted.
152
HR's risk management performance targets should
Be Strategically focused. Measurement should focus on performance that directly affects achieving the strategic goal.
153
HR's risk management performance targets should
Combine activities and results. Metrics related to activities show efficiency, while metrics related to results show effectiveness. The number of workplace inspections conducted by HR demonstrates HR's efficiency in deploying this prevention. The number of workplace accidents occurring within a period demonstrates the strategy's effectiveness.
154
HR's risk management performance targets should
Combine lagging and leading metrics. Lagging metrics look backward at what has been accomplished, while leading metrics measure performance that will affect results in the future.
155
Modifying risks related to noncompliance
1. Efforts to educate the organization about laws and regulations.
2. Implementation of a whistleblowing policy and system.
3. Incidence of noncompliance reports
4. Incidence and levels of fines.
156
Instilling risk management principles in the organization's members and processes
1. Workshops delivered to boards, leadership, and managers.
2. Development of procedures for implementing risk review in all projects.
3. Compliance with the organization's risk management policy (the % of project plans that include a risk management section)
157
Contingency plan
Is a protocol that an organization implements when an identified risk event occurs
158
Crisis management Process: Manage Risk
Crisis management seeks to identify risks that can result in sudden and extensive harm to facilities and/or the workforce and therefore in significant interruption and risk to the business.
159
Crisis Management Process: Develop Contingency Plans
Goal of immediate security for employees, company assets, and all stakeholders; compliance with local laws and regulations; documentation and reporting as required; and follow-up.
160
HR involvement in contingency plans
1. Policies: HR can help define and communicate employee policies aimed at avoiding or mitigating risks.
161
HR involvement in contingency plans
2. Evacuation and relocation: HR can maintain current and detailed employee rosters so employees' locations can be confirmed after an evacuation.
162
HR involvement in contingency plans
Communication: HR can use employee contact information to program automated outgoing and incoming communication systems.
163
HR involvement in contingency plans
Training: Employees must receive training in policies, their roles int he event of a crisis, and the use of special equipment.
164
HR involvement in contingency plans
Test and implement plans: Plan should be tested in their entirety or by components. Example: evacuation drills in buildings can be conducted.
165
HR involvement in contingency plans
Debrief and learn: Knowledge from testing and actual crises can be used to strengthen future responses.
166
What is secondary risk?
Risk caused by a risk management tactic
167
An organization decides that it cannot effectively address the risk of a flood and takes no further action to manage this risk. What is this type of risk called?
Residual risk
168
Debrief team asks question such as:
1. What happened, why did it happen, and what were the results of the event?
2. What did we do in response?
3. Did we follow the plan?
4. What were the results relative to the requirements for managing this risk?
169
Debrief team asks question such as:
5. What unexpected events (beneficial or harmful) occurred? What do they suggest about our current plan or process?
6. How well did we communicate with each other, with external agencies, and with employees?
170
Debrief team asks question such as:
7. What could we have done differently to improve our handling of this risk?
171
Whistleblowing
The reporting of the organization's violations of policies and processes by employees, applies very directly to risk management
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Risks HR should always evaluate: Talent Acquisition
1. Are employment laws and regulations observed to avoid potential discriminatory practices?
2. Is the screening of potential applications thorough to help ensure the hiring of suitable candidates?
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Risks HR should always evaluate: Onboarding and Assimilation
1. Are sufficient orientation and training provided to new hires?
174
Risks HR should always evaluate: Training and development
Is sufficient training provided to current employees assuming new responsibilities or positions?
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Risks HR should always evaluate: Occupational safety and health
Are safe working conditions provided?
| Is staff adequately trained in safety procedures?
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Risks HR should always evaluate: Occupational safety and health
Is appropriate safety clothing and equipment provided on the job?
Are safety checks (ex: fire drills and emergency evacuations) conducted regularly? Are they compliant with local codes?
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Risks HR should always evaluate: Employee conduct
1. Are job descriptions clearly written?
2. Are orientation and/or training comprehensive and adequate?
3. Is supervision adequate?
4. Is an employee handbook with comprehensive policies and procedures in place?
5. Are employees well-informed and trained in policies and procedures?
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Risks HR should always evaluate: Performance management
Is a robust performance management program in place?
Are written records of documented performance issues retained?
Are antiharassment policies and procedures adequate?
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Risks HR should always evaluate: Exiting employees
Are exit interviews conducted?
Are all access codes, passwords, etc., deactivated?
Is organizational property (information and equipment) retrieved from terminated employees?
