1. Human Capital Management

Question 1

Future focused & can be idealistic. It represents what your organization is trying to achive.

Answer 1

Vison Statement

Course 1: Human Capital Management

Question 2

Present focused & represents a more attainable goal. It should be the foundation of your organization’s strategic goals.

Answer 2

Mission Statement

Course 1: Human Capital Management

Question 3

A list of values, beliefs, or principals that you want your organization to uphold.

Answer 3

Values Statement

Human Capital Management

Question 4

• Forward thinking decisions based on long term goals.
• Concern the overall strategic direction of the organization.

Answer 4

Strategic HC Management

Course 1: Human Capital Management

Question 5

• Day to day functions
• Operations needed to support the organization’s general function.

Answer 5

Transactional HC Management

Course 1: Human Capital Management

Question 6

Organizational efficiency/effectiveness measures and programs

A. Strategic
B. Transactional

Answer 6

A. Strategic

Use of organizational efficiency/effectiveness measures and programs is typically strategic because it assesses and drives progress toward organizational goals

Course 1: Human Capital Management

Question 7

Pre-Employment Testing

A. Strategic
or
B. Transactional

Answer 7

B. Transactional

Pre-employment testing is transactional, as it is a necessary process but is typically not directly in service of organizational goals.

Course 1: Human Capital Management

Question 8

HR Brand Management

A. Strategic
or
B. Transactional

Answer 8

A. Strategic

HR brand management is strategic because it typically reflects the organization’s mission, values, etc. and communicates those with stakeholders in service of achieving the organization’s goals.

Course 1: Human Capital Management

Question 9

Policy handbook creation and updates

A. Strategic
or
B. Transactional

Answer 9

B. Transactional

Policy handbook creation and updates are typically transactional, as they are necessary but typically not directly in service of organizational goals.

Course 1: Human Capital Management

Question 10

includes training, leadership development & growth opportunities

Answer 10

Talent Development

Course 1: Foundations of Human Capital Management

Question 11

Companies conduct ________________ to evaluate their training, personnel, operations, and/or work environment.

Answer 11

Organizational Analysis

Course 1: Foundations of Human Capital Management
Lesson: Developing a Human Capital Strategy
01: SWOT & PESTLE Analyses

Question 12

• Strengths
• Weaknesses
• Opportunities
• Threats

Answer 12

SWOT Analysis

Course 1: Foundations of Human Capital Management
Lesson: Developing a Human Capital Strategy
01: SWOT & PESTLE Analyses

Question 13

often used to brainstorm solutions when problem solving or during the strategic planning process.

Allows an organization to look at both its internal and external environment.

Answer 13

SWOT Analysis

Course 1: Foundations of Human Capital Management
Lesson: Developing a Human Capital Strategy
01: SWOT & PESTLE Analyses

Question 14

• Political
• Economic
• Social
• Technical
• Legal
• Environment

Answer 14

PESTLE Analysis

Course 1: Foundations of Human Capital Management
Lesson: Developing a Human Capital Strategy
01: SWOT & PESTLE Analyses

Question 15

used to examine an organization’s external environment & standing

Answer 15

PESTLE Analysis

Course 1: Foundations of Human Capital Management
Lesson: Developing a Human Capital Strategy
01: SWOT & PESTLE Analyses

Question 16

Strengths & Weaknesses

Answer 16

Internal: SWOT Analysis

Course 1: Foundations of Human Capital Management
Lesson: Developing a Human Capital Strategy
01: SWOT & PESTLE Analyses

Question 17

Opportunities & Threats

Answer 17

External: SWOT Analysis

Course 1: Foundations of Human Capital Management
Lesson: Developing a Human Capital Strategy
01: SWOT & PESTLE Analyses

Question 18

SWOT Analysis Steps

Answer 18

1) Select your focus
2) Do your research
3) Document Internal Strenghts (S) & Weaknesses (W)
4) Document Potential External Opportunities (O) & Threats (T)
5) Determine Priorities & Next Steps

Course 1: Foundations of Human Capital Management
Lesson: Developing a Human Capital Strategy
01: SWOT & PESTLE Analyses

Question 19

4 Primary Types of Organizational Stuctures

Answer 19

1) Functional
2) Divisional
3) Matrix
4) Flat

Course 1: Foundations of Human Capital Management
Lesson: Organizational Structures

Question 20

Sometimes called a “bureaucratic” organizational structure, a functional structure separates an organization based on the specialization of its workforce.

Under this model, the organization is split into a number of departments depending on their funciton.

Answer 20

Functional Structure

Course 1: Foundations of Human Capital Management
Lesson: Organizational Structures

Question 21

Most common structure seen in large corporations. It is one where the umbrella company creates a number of smaller subsidiary organizations based on its products, services, or subsidiaries.

Answer 21

Divisional (or Multidivisional)

Course 1: Foundations of Human Capital Management
Lesson: Organizational Structures

Question 22

Combination of the functional & divisional stuctures.

Vertical functions - in other words, organizaitonal roles & positions within the hierachy - are merged with differnet horizontal divisions to cret a grid-like structure.

Each team has increased autonomy & decision-making authority for their specific area of focus.

Answer 22

Matrix Stucture

Course 1: Foundations of Human Capital Management
Lesson: Organizational Structures

Question 23

This structure has removed the typical hierarchy seen in other structures.

In this structure, each employee has a large amount of autonomy to make decisions on behalf of the organization, & all employees regardless of their position work together in a collaborative environment.

Answer 23

Flat Structure

Course 1: Foundations of Human Capital Management
Lesson: Organizational Structures

Question 24

Mickey recently decided to open a manufacturing plant, where he wants to produce moose sculptures made out of steel & wire. He purchased an exisitng manufacturing facility where he will be able to mass-produce his moose, & his next step is to hire employees to support his operations. As he begins, he wants to make sure he structures the organization in a way that best supports its operations & his mission: to provide customers with the highest quality.

Given his employment needs, he decides to organize his company into several different departments.

Which organizational structure is best?

A. Functional
B. Divisional
C. Flat
D. Matrix

Answer 24

A. Functional

He has chosen to establish a number of departments for different organizational functions.

Course 1: Foundations of Human Capital Management
Lesson: Organizational Structures
1.1 Quiz: Organizatonal Structures

Question 25

Business is good & it is decided to open 3 more plants in the region, to help meet demand. Nearby facilities are purchased & more employees are hired. He decides to keep his core departments centralized at the main facility. Overall decision making authority still resides with the CEO. Now tht there are more total plants, which organizaitonal structure best characterizes the organization? A. Functional B. Divisional C. Matrix D. Flat

Answer 25

A. Functional Just because more manufacturing facilities were opened doesn't necessarily mean the organizational structure has changed. ## Footnote Course 1: Foundations of Human Capital Management Lesson: Organizational Structures 1:1 Quiz: Organizational Structures

Question 26

It is decided to open a number of facilities around the country. To simplify production, each plant focuses on a specific product. Each product requires it's own equipment, it's own design & marketing team, & it's own financial forcasters. To help each facility make decisions independently to best respond to their independent markets, it is decided to split the company into 3 subsidiary divisions - all under the same umbrella. Each subsidiary has it's own CEO, leadership team, marketing & design, operations, logistics, finance, & HR, & operate independently. Each subsidiary is wholly responsible for its opertions & functions. Given this growth, which organizaitonal structure best characterizes the organization as a whole? A. Funtional B. Divisional C. Matrix D. Flat

Answer 26

B. Divisional Given each subsidaiary has its own departments for its various functions. ## Footnote Course 1: Foundations of Human Capital Management Lesson: Organizational Structures 1:1 Quiz: Organizational Structures

Question 27

One leader (or a small group of leaders) serves as the primary decision-making body for the organzization. * More ridgid * Slightly slower responding * More automony * Needs more specialized roles so internal & external customers know who to go to.

Answer 27

Centralized Authority ## Footnote Course 1: Foundations of Human Capital Management Lesson: Organizational Structures

Question 28

Each division, department, or employee has a high degree of autonomy & can make decisons independently. * Empower employees * More difficult to resolve conflict * Goal to encourage collaboration, communcation, & a tight-knit environment

Answer 28

Decentralized Authority ## Footnote Course 1: Foundations of Human Capital Management Lesson: Orgnaizational Structures

Question 29

Which of the following is the best example of an organization with heavily decentralized authority? A. Freddy serves as the President. He makes all the relevant decisions for the organization, & all of the company's employees report directly to him. B. Victoria serves on the board. The board serves as the final decision makingbody for all important decisions for the organization. C. Sammy's employs a number of chimney sweepers, each of whom is provided their own branded van & equipment. Each sweeper is given a large degree of freedom to source their own clients & advertise their work. Employees are paid on a commission basis depending on how many chimneys they are able to sweep each week & employees can make their own decisions on how many chimneys they'd like to sweep.

Answer 29

C. Based on the information provided, you could characterize it as a flat organization, in which employee is given a large degree of autonomy to make decions on behalf of the organization. ## Footnote Course 1: Foundations of Human Capital Management Lesson: Orgnaizational Structures 2:2 Quiz: Centralized vs Decentralized Authority

Question 30

Which of the following represent potential benefits of an organization with centralized authority? A. Clear chains of command & authority hierarchy B. Employees who can more easily develop into experts in one area within the company. C. Simpler financial, accounting, & data managment than decentralized structures. D. A & C E. All of the above

Answer 30

E. All of the above Some potential challenges for centralized authority organizations include less efficient communcation between teams or departments; less responsiveness to crises or conflicts; & potentially less collaboration & innovation, since less ideas are being shared througout the siloed departments within the organization. ## Footnote Course 1: Foundations of Human Capital Management Lesson: Orgnaizational Structures 2:2 Quiz: Centralized vs Decentralized Authority

Question 31

The careful & responsible management of the well-being of the population and the very essence of good government.

Answer 31

Stewardship ## Footnote Course: Foundation of Human Capital Management Lesson: Resource Stewardship

Question 32

Most valuable resources. They help run the business, interact with customers, promote innovation, & possess skills & knowledge that can create a competitive advantage.

Answer 32

Human Resources ## Footnote Course: Foundation of Human Capital Management Lesson: Resource Stewardship

Question 33

Most important resources.

Answer 33

Financial/Monetary Resources ## Footnote Course: Foundation of Human Capital Management Lesson: Resource Stewardship

Question 34

Tangible things that businesses use like equipment, inventory, manufacturing plants or distribution networks.

Answer 34

Physical Resources ## Footnote Course: Foundation of Human Capital Management Lesson: Resource Stewardship

Question 35

intangible resource like intellectual property, patents, copyrights, & partnerships.. These can be a major driver of growth.

Answer 35

Intellectual Resources ## Footnote Course: Foundation of Human Capital Management Lesson: Resource Stewardship

Question 36

exist in terms of software & tend to be a large investment

Answer 36

Digital Resources ## Footnote Course: Foundation of Human Capital Management Lesson: Resource Stewardship

Question 37

Types of Resources

Answer 37

1. Human Resources 2. Financial/Monetory Resources 3. Physical Resources 4. Intelletual Resources 5. Digital Resources ## Footnote Course: Foundation of Human Capital Management Lesson: Resource Stewardship

Question 38

Effective resource stewardship can:

Answer 38

* Promote sustainability * Support organizational improvement * Maintain a focus on priority areas * Decrease waste * Enhance return on investment (ROI) * Increase customer satisfaction ## Footnote Course: Foundation of Human Capital Management Lesson: Resource Stewardship

Question 39

Why is Effective Resource Stewardhip Important?

Answer 39

* Refouces resource practices around the organizaiton's mission & customers * Strengthens human capital systems * Enhances management accountability * Prioritizes limited resources * Elimiates unnecessary activities * Improves communciation& coordination ## Footnote Course: Foundation of Human Capital Management Lesson: Resource Stewardship

Question 40

What 4 elements should inform all major decision-making within the organizaion, including decisions around resource allocation.

Answer 40

* Vision * Mission * Values * Goals ## Footnote Course: Foundation of Human Capital Management Lesson: Resource Stewardship through Strategic Alignment

Question 41

A statement that communicates the essence of an organization - how it is unique, what it stands for, & why people would want to be part of it.

Answer 41

Value Proposition ## Footnote Course: Foundation of Human Capital Management Lesson: Resource Stewardship through Strategic Alignment

Question 42

Types of Budgeting

Answer 42

* Line-item * Performance * Program * Zero-based * Site based * Outcome focused ## Footnote Course: Foundation of Human Capital Management Lesson: Types of Budgeting

Question 43

Budgeting method that groups items by departments to show whcih areas are utilizing most of an organization's funds. Advantages: provides clear understanding of where resources are being used Disadvantages: provides little insight into why these resources are needed & their relevance.

Answer 43

Line Item Budgeting ## Footnote Course: Foundation of Human Capital Management Lesson: Types of Budgeting

Question 44

This method of budgeting displays the relationship between input resources & the quality of the output. Adavantages: Increases accountability & shows a direct correlation between input & outputs. Disadvantages: Lack of credible standard cost information.

Answer 44

Performance Budgeting ## Footnote Course: Foundation of Human Capital Management Lesson: Types of Budgeting

Question 45

The grouping of resources by their relevance to a program or event. Advantages: Shows spending of a project, not certain parts. Disadvantages: Changes in goals or inability to agree on core objectives.

Answer 45

Program Budgeting ## Footnote Course: Foundation of Human Capital Management Lesson: Types of Budgeting

Question 46

The yearly justification of all activities & services. Advantages: Helps reduce overall spending Disadvatages: Proper development of this type of budgeting is time consuming.

Answer 46

Zero Based Budgeting ## Footnote Course: Foundation of Human Capital Management Lesson: Types of Budgeting

Question 47

Deleton of financial decisions to each site. Advantages: More autonomy, accountability, & public participation. Disadvantages: Creates conflict among administratros, public, & departments.

Answer 47

Site Based Budgeting ## Footnote Course: Foundation of Human Capital Management Lesson: Types of Budgeting

Question 48

Budgeting with the end goal in mind. Advantages: Ensures optimization of resources & promotes innovation. Disadvantages: Changes in goals or trajectory can jeopardize its success.

Answer 48

Outcome-Focused Budgeting ## Footnote Course: Foundation of Human Capital Management Lesson: Types of Budgeting

Question 49

An organization is proposing to develop a nutrition education program, called "Happy and Healthy,"to promote healthy eating habits. Upper management has asked for a budget specfic to the program. This budget will heavily influence whether the initiative is able to occur. Which of the folllowing would be the most approprite budgeting practice? A. Program budgeting B. Site-based budgeting C. Outcome-focused budgeting D. Zero-based budgeting

Answer 49

A. Program Budgeting ## Footnote Course: Foundation of Human Capital Management Lesson: Types of Budgeting 4.1 Quiz: Types of Budgeting

Question 50

Executives at Pear, Inc., a tehnology company, wants to utilize performance budgeting. Which of the following accurately depicts this type of budgeting? A. Pear, Inc. groups their resourcesby the departments that utilize them. This aids in accounting and expense reporting. B. Pear, Inc. groups resources dependent on which program, event, or activity they are used for. C. Pear, Inc justifies any activities & services used within a year. These budgets are developed at low organizational levels. D. Pear, Inc. correlates the input of resources used to the output of results. This can also correlte to goal attainment.

Answer 50

D. Pear, Inc. correlates the input of resources used to the output of results. This can also correlate to the goal attainment. ## Footnote Course: Foundation of Human Capital Management Lesson: Types of Budgeting 4.1 Quiz: Types of Budgeting

Question 51

A superintendent decides that instead of centralized budgeting, each school will do their own. This allows for more autonomy, participation of hte public in decision making, & accountability. What budget type is the superintendent utilizing? A. Zero-based budget B. Site-based budget C. Program budgeting D. Outcome-focused budgeting

Answer 51

B. Site-Based Budget ## Footnote Course: Foundation of Human Capital Management Lesson: Types of Budgeting 4.1 Quiz: Types of Budgeting

Question 52

An HR professional has developed a 5 year plan to increase organization-wide diversity to the CEO, who is very pleased with the plan. The CEO says, "Keep your end goal in mind throught the entire process." Given the CEO's comments, what type of budgeting should the HR professional use? A. Site-based budgeting B. Program budgeting C. Outcome-focused budgeting D. Line-item budgeting

Answer 52

C. Outcome-focused budgeting ## Footnote Course: Foundation of Human Capital Management Lesson: Types of Budgeting Quiz

Question 53

A new accountant at an organization, is told to gather data on which deparmtents are utilizing the most resources. This data is to be used for accounting purposes & expense reporting. Which type of budgeting is the accountant implementing? A. Outcome-based budgeting B. Site-based budgeting C. Performance budgeting D. Line-item budgeting

Answer 53

D. Line-item Budgeting ## Footnote Course: Foundation of Human Capital Management Lesson: Types of Budgeting 4.1 Quiz: Types of Budgeting

Question 54

How is zero-based budgeting conducted? A. By justifying activities & services yearly. B. Via a "big picture" approach based on a specific event or program. C. By showing the relationship between the input of resources & output of results D. By showing which departments utilize the most resources.

Answer 54

A. By justifying activities & services yearly. ## Footnote Course: Foundation of Human Capital Management Lesson: Types of Budgeting 4.1 Quiz: Types of Budgeting

Question 55

A type of resource allocation. The process of aligning the workforce with the needs & priorities of the organization & the customers it serves.

Answer 55

Workforce Planning ## Footnote Course: Foundation of Human Capital Management Lesson: Workforce Planning

Question 56

6 Phases of Workforce Planning

Answer 56

1) Strategic Direction 2) Supply Analysis 3) Demand Analysis 4) Gap Analysis 5) Solution Implementation 6) Monitoring Progess ## Footnote Course: Foundation of Human Capital Management Lesson: Workforce Planning

Question 57

Determined by what resources are available readily & in the future.

Answer 57

Strategic Direction ## Footnote Course: Foundation of Human Capital Management Lesson: Workforce Planning

Question 58

assesses what resources an organization curretly has at its disposable, and if/how it is going to change.

Answer 58

Supply Analysis ## Footnote Course: Foundation of Human Capital Management Lesson: Workforce Planning

Question 59

attempt to understand future resource needs in relation to what is presently being utilized.

Answer 59

Demand Analysis ## Footnote Course: Foundation of Human Capital Management Lesson: Workforce Planning

Question 60

analyzes the gaps or discrepenceis betwee workforce supply & demand as well as how it affects organizational performance.

Answer 60

Gap Analysis ## Footnote Course: Foundation of Human Capital Management Lesson: Workforce Planning

Question 61

a plan of action drawn from the assessment of the supply, demand, & gap analyses

Answer 61

Solution Implementation ## Footnote Course: Foundation of Human Capital Management Lesson: Workforce Planning

Question 62

ensures things are running smoothly & as planned.

Answer 62

Monitoring Progress ## Footnote Course: Foundation of Human Capital Management Lesson: Workforce Planning

Question 63

6 Steps for State Equity Plan Creation

Answer 63

1) Involve stakeholders 2) Identify equity gaps 3) Perform a root-cause analysis 4) Create an action plan to eliminate equity gaps 5) Share program evaluation plan 6) Provide information on how progress would be reported to the public. ## Footnote Course: Foundation of Human Capital Management Lesson: Workforce Planning

Question 64

The ability to maintain programming or offerings & their benefits over time.

Answer 64

Sustainability ## Footnote Course: Foundation of Human Capital Management Lesson: Sustainability

Question 65

The ability of an organization to continue to fund (with cash) a project or program.

Answer 65

Fiscal Sustainability ## Footnote Course: Foundation of Human Capital Management Lesson: Sustainability

Question 66

Having the support & resources needed to effetively manage a program & it's activities. Involves attending to strategic alignment, staffing strutures & responsibilities, culture, & the external environment.

Answer 66

Porgrammatic Sustainability ## Footnote Course: Foundation of Human Capital Management Lesson: Sustainability

Question 67

The practice of one organization contracting with another to oversee or run specific processes, functions, roles, or departments. It is often used to save money or maximize limited resources.

Answer 67

Outsourcing ## Footnote Course: Foundation of Human Capital Management Lesson: Sustainability

Question 68

Benefits of Outsourcing

Answer 68

* Faster services * Scalability of services * Risk mitigation * Reduced capital cost * Cheaper services * More time to focus on core competencies * Access to highly skilled service providers * More time to focus on strategic intiatives * Reduced labor costs * Saved resources, time & effort ## Footnote Course: Foundation of Human Capital Management Lesson: Sustainability

Question 69

Risks of Outsourcing

Answer 69

Security Risk - susceptibility to fraud Regulator Risk - stability, fairness, & efficiency of legal framework Macroeconomic Risk - Cost inflation, currency fluctuation Intelletual Property Risk - Strength of data & intellectual property protection. ## Footnote Course: Foundation of Human Capital Management Lesson: Sustainability

Question 70

Biggest challenge of implementing outsourcing

Answer 70

Cultural Resistance ## Footnote Course: Foundation of Human Capital Management Lesson: Sustainability

Question 71

organizations can combine resources with other entities to provide services or enter into outsoucing agreements more efficeintly & effectively.

Answer 71

Shared Services ## Footnote Course: Foundation of Human Capital Management Lesson: Shared Services

Question 72

These services impact students

Answer 72

Direct Shared Services ## Footnote Course: Foundation of Human Capital Management Lesson: Shared Services

Question 73

These services do not directly impact students

Answer 73

Indirect Services ## Footnote Course: Foundation of Human Capital Management Lesson: Shared Services

Question 74

Benefits of Shared Services

Answer 74

* Reduced redundancy * Lower administrative costs * Lower capital costs * Lower personnel cost * Reduction in necessary tasks * Standardized processes * Benefiting from economies of scale * Shaed costs of services ## Footnote Course: Foundation of Human Capital Management Lesson: Shared Services

Question 75

Riskes of Shared Services

Answer 75

* Regulatory/legal * Cost inflation * Increased redundancies * May not reduce costs * Security: Personal & organizational information * Maintaining positive relationships with partners * Cultural: Lack of employee support ## Footnote Course: Foundation of Human Capital Management Lesson: Shared Services

Question 76

Arrangements that allow organizations to combine orders for various commondities, thereby securitng better prices than they would have obtained on their own.

Answer 76

Purchasing Cooperatives ## Footnote Course: Foundation of Human Capital Management Lesson: Shared Services

Question 77

Benefits of Purchasing Co-Ops

Answer 77

* Volume Discounts * Reduced procurement responsibilities * Can be easily added or removed in contracts * Variety of product options ## Footnote Course: Foundation of Human Capital Management Lesson: Shared Services

Question 78

Risks of Purchasing Co-Ops

Answer 78

* Can be inefficient since cooperatives include more than one organization * Lack of control due to delegation of tasks * Can be expensive * Lack of support if not using local and/or diverse suppliers ## Footnote Course: Foundation of Human Capital Management Lesson: Resource Stewardship - Shared Services

Question 79

Ways to streamline operations

Answer 79

* Reducing redundancies * Increasing efficiencies * Improving governance structures & processes * Having difficult conversations about how resources are utliized. ## Footnote Course: Foundation of Human Capital Management Lesson: Resource Stewardship - Identifying Efficiencies

Question 80

2 Ways to identify efficiencies

Answer 80

1. Utility usage reduction & conversation 2. Facilities projects ## Footnote Course: Foundation of Human Capital Management Lesson: Resource Stewardship - Identifying Efficiencies

Question 81

Sustainability Metrics

Answer 81

* Total cost calculation * Cost-benefit analysis * Return on Investment (ROI) * Break-even analysis ## Footnote Course: Foundation of Human Capital Management Lesson: Resource Stewardship - Tracking & Assessing Resource Usage

Question 82

Assesses whether there are enough resources available to impletment a new program or scale upan existing program Total fixed costs + total variable costs

Answer 82

Total Cost Caluculation ## Footnote Course: Foundation of Human Capital Management Lesson: Resource Stewardship 6.4 Identifying Efficiencies

Question 83

Allows an organization into decide if the benefits of a program or process outwiegh the costs.

Answer 83

Cost-Benefit Analysis ## Footnote Course: Foundation of Human Capital Management Lesson: Resource Stewardship 6.4 Identifying Efficiencies

Question 84

Calculates the benefits/earnings from a program or process as a percentage of the original amount invested. (Benefits-Costs)/Costs

Answer 84

Return on Investment (ROI) ## Footnote Course: Foundation of Human Capital Management Lesson: Resource Stewardship 6.4 Identifying Efficiencies

Question 85

Finds the number of units needed for zero loss or profit. Fixed costs / (price per unit - variable cost per unit)

Answer 85

Break-Even Analysis ## Footnote Course: Foundation of Human Capital Management Lesson: Resource Stewardship 6.4 Identifying Efficiencies

Question 86

Ways to Track Resource Usage

Answer 86

* Create a resource schedule * Timesheets * Keep logs * Forecasts vs actual reports * Monitor utilization in different categories ## Footnote Course: Foundation of Human Capital Management Lesson: Resource Stewardship 6.4 Identifying Efficiencies

Question 87

Your organization wants to estimate the total cost of increasing custodial employee wates to $17.00 an hour. You know you have 20 employees, and that around 4 of htem end up using overtime. What type of sustainability metric would you use? A. Total-cost calculation B. Cost-benefit analysis C. Return on investment D. Break-even analysis

Answer 87

A. Total-cost caluculation ## Footnote Course: Foundation of Human Capital Management Lesson: Resource Stewardship 6.5 Quiz: Metrics

Question 88

Your organization has had an increase in safety incidents, so you suggest the implementaiton of additonal safety training programs. Then training program costs $45,000 but will save the organization $100,000 in workers compensation claimes & insurance payouts. It will also cost around $5,000 in labor costs to train trainers. You determine if this is a worthy expenditure examining which of the following? A. Total-cost calculation B. Cost-benefit analysis C. Return on investment D. Break-even analysis

Answer 88

C. Return on Investment ## Footnote Course: Foundation of Human Capital Management Lesson: Resource Stewardship 6.5 Quiz: Metrics

Question 89

You'd like to adopt a new software that will increase productivity of your employees. it costs $14,000 to implement but, if it works, you may be able to eliminiate an administrative position that is paid $24,000. Which of the following would help you decide whether the software is beneficial? A. Total-cost calculation B. Cost-benefit analysis C. Return on investment D. Break-even analysis

Answer 89

B. Cost-benefit anlaysis ## Footnote Course: Foundation of Human Capital Management Lesson: Resource Stewardship 6.5 Quiz: Metrics

Question 90

An organization creats applicant tracking software & would like to know how many units they need to sell to have equal cost & income. To figure this ut, you would need to use which of the following? A. Total-cost calculation B. Cost-benefit analysis C. Return on investment D. Break-even analysis

Answer 90

D. Break-even analysis ## Footnote Course: Foundation of Human Capital Management Lesson: Resource Stewardship 6.5 Quiz: Metrics

Question 91

5 Types of Resources

Answer 91

Human Financial/monetary Physical Intellectual Digital ## Footnote Course: Foundation of Human Capital Management Lesson: Resource Stewardship Summary

Question 92

Oversees the federal laws that protect employees & job applicatns against discrimination.

Answer 92

EEOC (Equal Employment Opportunity Commission) ## Footnote Course: Foundation of Human Capital Management Lesson: HR Laws & Policies

Question 93

The EEOC is charged with 3 Main Resposibilities

Answer 93

1) Investigating & resolving discrimination complaints 2) Gatherng information to monitor employmet practices 3) Issuing guidelines to help organizations comply with EEO laws. ## Footnote Course: Foundation of Human Capital Management Lesson: HR Laws & Policies

Question 94

A group of federal laws that protect employees & job applicants against discrimination in employment decisions including hiring, firing, pay, job assignments, promotions, layoffs, training, compensation, & benefits.

Answer 94

EEO (Equal Employment Opportunity) Laws ## Footnote Course: Foundation of Human Capital Management Lesson: HR Laws & Policies

Question 95

* Intentional discrimination * May involve unequal aapplication of employment policies (e.g. only testing the language skills of applicants whose national origin is from an area outside the US) * Involves intentionally** treating** people differently.

Answer 95

Disparate Treatment ## Footnote Course: Foundation of Human Capital Management Lesson: HR Laws & Policies

Question 96

* Unintentional discrimination * Facially neutral employme t proctice that has a disproportionately negative effect on a prected class. * Doesn't consider intent. It examines whether the consequence, or **impact**, of the policy is negative.

Answer 96

Adverse Impact ## Footnote Course: Foundation of Human Capital Management Lesson: HR Laws & Policies

Question 97

4/5ths Rule Steps

Answer 97

1) Calculae the selection rate for each group. (Selection rate = number of people selected from a group/total number of applicants in that group) 2) Identify the group with the highest selection rate 3) Calculate Impact Ratios by comparing the selection rate of eaach group to the group with the highest selection rate. Impact ratio = Selection rate of each group / highest selection rate 4) Determine if any of the impact ratios are less that 4/5ths or 80%. A rate less than 80% is evidence of adverse impact. Additonal investigation is needed. ## Footnote Course: Foundation of Human Capital Management Lesson: HR Laws & Policies

Question 98

describes the potential threats an organization, process, or project may face & can come from a wide variety of sources, including finance, compliance, safety, & natural disasters.

Answer 98

Risk ## Footnote Course: Foundation of Human Capital Management Lesson: Risk Assessment and Mitigation

Question 99

the continuous process of identifying, assessing, and resolving risk items.

Answer 99

Risk Management ## Footnote Course: Foundation of Human Capital Management Lesson: Risk Assessment and Mitigation

Question 100

Risk Management is a one time process that can be completed annually. A. True B. False

Answer 100

B. False ## Footnote Course: Foundation of Human Capital Management Lesson: Risk Assessment and Mitigation Quiz

Question 101

Risk Management Process

Answer 101

1) Identify possible risk areas 2) Using quantitative & qualitative assessment to estimate the likelihood & impact of the risks. 3) Prioritizing the risks based on likelihood & impact. 4) Taking action to mitigate risk. 5) Continuing to monitor risk after mitigation strategy is applied. ## Footnote Course: Foundation of Human Capital Management Lesson: Risk Assessment and Mitigation

Question 102

Risk Types/Categories

Answer 102

1) Operational 2) Compliance 3) Financial 4) Enviornmental 5) Strategic ## Footnote Course: Foundation of Human Capital Management Lesson: Risk Assessment and Mitigation

Question 103

Measures or understanding the impact of risk

Answer 103

Risk Analysis ## Footnote Course: Foundation of Human Capital Management Lesson: Risk Assessment and Mitigation

Question 104

Involves using math & data to come to conclusions & understand behaviors.

Answer 104

Quantitative Assessment ## Footnote Course: Foundation of Human Capital Management Lesson: Risk Assessment and Mitigation

Question 105

4 Primary Techniques for conducting feasibility analysies

Answer 105

1) Total cost calculation 2) Cost benefit analysis 3) Return on investment 4) Break-even analysis ## Footnote Course: Foundation of Human Capital Management Lesson: Risk Assessment and Mitigation

Question 106

Asseses whether there are enough resources available to implement a new program or scale up an existing program. Total fixed cost + total variable costs

Answer 106

Total Cost Calculation ## Footnote Course: Foundation of Human Capital Management Lesson: Risk Assessment and Mitigation

Question 107

Allows an organization into decide if the benefits of a program or process outweigh the costs. Benefits - costs

Answer 107

Cost-Benefit Analysis ## Footnote Course: Foundation of Human Capital Management Lesson: Risk Assessment and Mitigation

Question 108

Calculates the benfits/earnings from a program or process as a percentage of the original amount invested. (benefits-costs)/costs

Answer 108

Return on Investment (ROI) ## Footnote Course: Foundation of Human Capital Management Lesson: Risk Assessment and Mitigation

Question 109

For products, finds the number of units needed for zero loss or profit. Products fixed costs/(price per unit - variable cost per unit) Services fixed costs/savings per transaction

Answer 109

Break-Even Analysis ## Footnote Course: Foundation of Human Capital Management Lesson: Risk Assessment and Mitigation

Question 110

ensures legal compliance based on measurable data

Answer 110

Quantitative Assessment ## Footnote Course: Foundation of Human Capital Management Lesson: Risk Assessment and Mitigation

Question 111

intangilbe assessments

Answer 111

Qualitative Risk Assessment ## Footnote Course: Foundation of Human Capital Management Lesson: Risk Assessment and Mitigation

Question 112

Used to visualize risk impact & likelihood. Allows visual evaluation risk priorities. Prioritizes risks.

Answer 112

Risk Matrix ## Footnote Course: Foundation of Human Capital Management Lesson: Risk Assessment and Mitigation

Question 113

4 Main Strategies to Respond to Risks

Answer 113

1) Risk Avoidance 2) Risk Acceptance 3) Risk Reduction 4) Risk Transfer ## Footnote Course: Foundation of Human Capital Management Lesson: Risk Assessment and Mitigation

Question 114

Organization stops engaging in the activity as a means of preenting the risk.

Answer 114

Risk Avoidance ## Footnote Course: Foundation of Human Capital Management Lesson: Risk Assessment and Mitigation

Question 115

Organizations accept the potential losses from a risk & continue to operate.

Answer 115

Risk Acceptance ## Footnote Course: Foundation of Human Capital Management Lesson: Risk Assessment and Mitigation

Question 116

Organizations implement policies & procedures to reduce the possibility of severe consequences.

Answer 116

Risk Reduction ## Footnote Course: Foundation of Human Capital Management Lesson: Risk Assessment and Mitigation

Question 117

Risk is shifted from the organization to another party.

Answer 117

Risk Transfer ## Footnote Course: Foundation of Human Capital Management Lesson: Risk Assessment and Mitigation

Question 118

Developing an alternative strategy to prevent risk is an example of which risk management strategy? A. Risk Acceptance B. Risk Transfer C. Risk Avoidance D. Risk Reduction

Answer 118

C. Risk Avoidance ## Footnote Course: Foundation of Human Capital Management Lesson: Risk Assessment and Mitigation 6.1 Quiz: Risk Mitigation Strategies

Question 119

Purchasing insurance to protect assets, the organization, and employees, is a risk reduction strategy. A. True B. False

Answer 119

B. False ## Footnote Course: Foundation of Human Capital Management Lesson: Risk Assessment and Mitigation 6.1 Quiz: Risk Mitigation Strategies

Question 120

Implementing policies & procedures to prevent risk is an example of risk reduction. A. True B. False

Answer 120

A. True ## Footnote Course: Foundation of Human Capital Management Lesson: Risk Assessment and Mitigation 6.1 Quiz: Risk Mitigation Strategies

Question 121

Describes an organization's potential exposure to material, financial, & otherlosses due to violationsof laws, policies, & organizational processes.

Answer 121

Compliance Risk ## Footnote Course: Foundation of Human Capital Management Lesson: Risk Assessment and Mitigation

Question 122

A federal law that protects the privacy of student records & governs the release & access to the records.

Answer 122

FERPA (Family Educational Rights & Privacy Act) ## Footnote Course: Foundation of Human Capital Management Lesson: Risk Assessment and Mitigation

Question 123

Requires employers to keep disability-related medical information form employees confidential.

Answer 123

ADA (Americans with Disabilities Act) ## Footnote Course: Foundation of Human Capital Management Lesson: Risk Assessment and Mitigation

Question 124

Requires employers to disclose that consumer reports may be used for employment decisions.

Answer 124

FCRA (Fair Credit Reporting Act) ## Footnote Course: Foundation of Human Capital Management Lesson: Risk Assessment and Mitigation

Question 125

Professor Jones replied all to an email & mistakenly attached all the grades for the students in the class. Which law did Professor Jones violate? A. Federal Rights and Privacy Act (FERPA) B. Fair Credit Reporting Act (FCRA) C. Americans with Disabilities Act (ADA) D. There was no violation, it was a mistake

Answer 125

A. Federal Rights & Privacy Act (FERPA) ## Footnote Course: Foundation of Human Capital Management Lesson: Risk Assessment and Mitigation 13.1 Quiz

Question 126

Employers are not held legally responsible for data breaches. A. True B. False

Answer 126

B. False ## Footnote Course: Foundation of Human Capital Management Lesson: Risk Assessment and Mitigation 13.1 Quiz

Question 127

How can organizaitons prevent data breaches & lost employee information? A. Developing policies that inform where data is stored, who has access to it, and how it is used. B. Training employees to spot potential data risks C. Regularly evaluate systems to ensure they are appropriately addressing risk. D. All of the above

Answer 127

D. All of the above ## Footnote Course: Foundation of Human Capital Management Lesson: Risk Assessment and Mitigation 13.1 Quiz

Question 128

works to enforce health & safety standards in private sectors.

Answer 128

OSHA (Occupational Safety & Health Act) ## Footnote Course: Foundation of Human Capital Management Lesson: Risk Assessment and Mitigation Preventing Workplace Injuries & Illnesses

Question 129

Ways organizations can mitigate safety risk:

Answer 129

1) Identifying the safety risk & assessin their likelihood 2) Using policies to mitigate high risk safety issues & to define processes for mitigating unknown helath & safety risks 3) Communicate helth & safety procedures widely across the organizations to lower risk likelihood 4) Regularly monitor organizaiton for recurring safety risks & adjust policies & procedures to mitigate risk. ## Footnote Course: Foundation of Human Capital Management Lesson: Risk Assessment and Mitigation Preventing Workplace Injuries & Illnesses

Question 130

Which of these circumstances could be considred harassment? A. A female supervisor making unwanted physical contact with a male employee that report to her. B. An email with a racially insensitive joke directed at one employee is sent out weekly. C. Regular comments are made to female employees about their ability to perform based on their demands at home. D. All of the above

Answer 130

D. All of the above ## Footnote Course: Foundation of Human Capital Management Lesson: Risk Assessment and Mitigation Preventing Bullying, Harrassment, & Microaggressions 15.2 Quiz

Question 131

Repeated, aggressive behaviors that initentionally cause harm to anther person.

Answer 131

Bullying ## Footnote Course: Foundation of Human Capital Management Lesson: Risk Assessment and Mitigation 15.3 Preventing Bullying, Harrassment, & Microaggressions

Question 132

Harmful, unwanted, or bullying behavior that is based on protected class status such as race or gender.

Answer 132

Harassment ## Footnote Course: Foundation of Human Capital Management Lesson: Risk Assessment and Mitigation 15.3 Preventing Bullying, Harrassment, & Microaggressions

Question 133

Brief, day-to-day "verbal, behavioral, or environmental indignities" that are often directed toward minorities or marginalized groups.

Answer 133

Microaggressions ## Footnote Course: Foundation of Human Capital Management Lesson: Risk Assessment and Mitigation 15.3 Preventing Bullying, Harrassment, & Microaggressions

Question 134

The deliberative process two or more parties entering into an agreement or seeking a solution or resolution to an issue or situation.

Answer 134

Negotiation ## Footnote Course: Foundation of Human Capital Management Lesson: Contracts & Labor Relations 2.1 Negotiations

Question 135

Two Basic Bargaining Strategies

Answer 135

1) Positional Bargaining 2) Interest-Based Bargaining ## Footnote Course: Foundation of Human Capital Management Lesson: Contracts & Labor Relations 2.2 Two Basic Bargaining Strategies

Question 136

A negotiation strategy that involves holding to a fixed idea or position. (Also known as distributive or competitive bargaining)

Answer 136

Postional Based Bargaining ## Footnote Course: Foundation of Human Capital Management Lesson: Contracts & Labor Relations 2.2 Two Basic Bargaining Strategies

Question 137

A negotiation strategy in which parties collaborate to develop mutually beneficial agreements. (Also known as win-win bargaining)

Answer 137

Interest-Based Bargaining ## Footnote Course: Foundation of Human Capital Management Lesson: Contracts & Labor Relations 2.2 Two Basic Bargaining Strategies

Question 138

The following scenario is an example of interest-based bargaining: The Sunnyside School District (SSD) teachers' union has requested a 6% increase in base pay as part of their contract negotiation. Representatives from the district explain that SSD's budget will not allow for that much of an increase, and they request that the union accept a 3% base pay increase. A. True B. False

Answer 138

B. False Both sides are anchoring around their requests without trying to find a mutually benefiial solution, so this is an example of positional bargaining. ## Footnote Course: Foundation of Human Capital Management Lesson: Contracts & Labor Relations 2.3 Quiz Bargaining Strategies

Question 139

Collective Bargaining Steps

Answer 139

1) Notice Served 2) Negotations Preparation 3) Negotiations Sessions 4) Dispute Resolution 5) Contract Ratification 6) Contract Administration 7) Issue Resolution ## Footnote Course: Foundation of Human Capital Management Lesson: Contracts & Labor Relations 2.4 Collective Bargaining Process

Question 140

SSD's collective bargaining agreement is nearing its expiration. A notice to bargain has been served, & both the teachers' union & district have identified their teams to participate in the negotation. What should be the next step in the process? A. Each party identifies & prioritizes issues B. Negotiation teams clarify meeting norms C. Both parties gather feedback & information

Answer 140

C. Both parties gther feedback & information One bargaining teams are set, both parties should start collecting feedback & information from members (union) or the organization (employer). This step would be followed by both teams identifying & prioritizing issues & establishing logistics & norms for meetings. ## Footnote Course: Foundation of Human Capital Management Lesson: Collective Bargaining Process 2.6: Collective Bargaining Process

Question 141

Maintaining Positive Labor Relations

Answer 141

Invest time Communicate Stay focused ## Footnote Course: Foundation of Human Capital Management Lesson: Collective Bargaining Process

Question 142

defines unfair labor practices & protects workers' rights to colledtively bargain & strike.

Answer 142

National Labor Relations Act (NLRA) ## Footnote Course: Foundation of Human Capital Management Lesson: Collective Bargaining Process

Question 143

Collective bargaining laws

Answer 143

* differ by state * may be difficult to interpret ## Footnote Course: Foundation of Human Capital Management Lesson: Collective Bargaining Laws

Question 144

Two primary strategies used for bargaining

Answer 144

1) positional bargaining 2) interest-based bargaining ## Footnote Course: Foundation of Human Capital Management Lesson: Collective Bargaining Process 3.8 Summary

Question 145

Collective Bargaining Steps

Answer 145

1) Notice is served 2) Negotiations preparation 3) Negotiations sessions 4) Dispute resolution 5) Contract ratification 6) Contract administration 7) Issue resolution ## Footnote Course: Foundation of Human Capital Management Lesson: Collective Bargaining Process 3.8 Summary

Question 146

How to maintain positive labor relations requires:

Answer 146

1) Investment of time 2) Proactive communication 3) Willingness of all parties to stay focused on common goals ## Footnote Course: Foundation of Human Capital Management Lesson: Collective Bargaining Process 3.8 Summary

Question 147

protects colletive bargaining rights for private sector employers & the US Postal service

Answer 147

National Labor Relations Act ## Footnote Course: Foundation of Human Capital Management Lesson: Collective Bargaining Process 3.8 Summary

Question 148

Is there federal legislation that protects public sector employees' collective bargaining rights

Answer 148

No ## Footnote Course: Foundation of Human Capital Management Lesson: Collective Bargaining Process 3.8 Summary

Question 149

How do state laws differ:

Answer 149

1) legality of collective bargaining 2) what topics can be addressed through the collective bargaining process ## Footnote Course: Foundation of Human Capital Management Lesson: Collective Bargaining Process 3.8 Summary

Question 150

Types of Prcess Maps

Answer 150

* Top-Down Flow Chart * Responsibility Chart * Block Diagram * Activity Chart * Workflow Diagram * Cross-Functional Diagram ## Footnote Course: Foundation of Human Capital Management Lesson: Process Mapping 2 Process Maps

Question 151

shows both the bigger-picture, macro steps of a press laong with smaller-scale micro steps necessary for each larger step to be achieved. Best used when the processes you are defining have nested steps within each stage of the process.

Answer 151

Top-Down Flowchart ## Footnote Course: Foundation of Human Capital Management Lesson: Process Mapping 2 Process Maps

Question 152

can be used to clearly indicate which person or department is responsible for hte various steps of a process. Helpful in identifying bottlenecks in the process, which lead to slowdowns & lower efficiency.

Answer 152

Responsibility Chart ## Footnote Course: Foundation of Human Capital Management Lesson: Process Mapping 2 Process Maps

Question 153

shows various steps involved in the process depending on one (or more) decisions that must be made throughout the process. Often the best way to map out more complex processes that have multiple binary decision points.

Answer 153

Block Diagram (or Decision Tree) ## Footnote Course: Foundation of Human Capital Management Lesson: Process Mapping 2 Process Maps

Question 154

best utilized when time is an important fator in the process. It can clearly show the various steps of a process & how much time each step takes, allowing you to better identify inefficiencies or opportunities for improvement.

Answer 154

Activity Chart ## Footnote Course: Foundation of Human Capital Management Lesson: Process Mapping 2 Process Maps

Question 155

best used to depict a visual or physical space.

Answer 155

Workflow Diagram ## Footnote Course: Foundation of Human Capital Management Lesson: Process Mapping 2 Process Maps

Question 156

can show how each step of a process is handed off from one person to another. Analyzing these interactions can help identify inefficiencies in the process & opportunities for simplificiation.

Answer 156

Cross-Functional Diagram ## Footnote Course: Foundation of Human Capital Management Lesson: Process Mapping 2 Process Maps

Question 157

A tool used by a team to begin defining & discussing the basic elements of your tasks or processes. It enables you to define. high-level view of the process or task & then discuss the accuracy & efficiency of the current process, before you target improvements.

Answer 157

SIPOC (or COPIS) ## Footnote Course: Foundation of Human Capital Management Lesson: Process Mapping 3 Creating Effective Process Maps

Question 158

SIPOC pompts the team to consider the:

Answer 158

* Suppliers of your process * Inputs to the process * Process & Outputs of the process * Customers that receive the process ## Footnote Course: Foundation of Human Capital Management Lesson: Process Mapping 2 Process Maps

Question 159

A simple way for people to assign & balane roles & responsibilities.

Answer 159

RACI Diagram ## Footnote Course: Foundation of Human Capital Management Lesson: Process Mapping 4 Creating Effective Process Maps: RACI

Question 160

RACI

Answer 160

* Reasponsible - those who do the actual work * Accountable - those who are ultimately accountable for the completion of the work. * Consulted - thsoe who provide input or need to "have a say" * Informed - those who want to be kept in the loop, but not reuired to do anything (yet). ## Footnote Course: Foundation of Human Capital Management Lesson: Process Mapping 4 Creating Effective Process Maps: RACI

Question 161

Used for defining, designing, documenting, & managing processes or tasks. It identifies starting & stopping points, shows individual steps, & represents the various roles involved.

Answer 161

Process Map ## Footnote Course: Foundation of Human Capital Management Lesson: Process Mapping 5 Creating Effective Process Maps

Question 162

also called a "cross-functional flow chart" Depicts the functions or roles involved in a process or task, with each role or function occupying a lane of the diagram. When the process moves from one role or function to another, the process flow lines cross the lanes

Answer 162

Swimlane Diagram ## Footnote Course: Foundation of Human Capital Management Lesson: Process Mapping 5 Creating Effective Process Maps

Question 163

Steps to create a fuctional Swimlane diagram

Answer 163

1) Label the people or departments involved in the process in the column to the left. 2) Place the "start" circle across from the person/deparment responsible. 3) Add the steps of the process across from each person/department responsible. 4) Add arrows, to show the flow of the process 5) Place the "stop" circle across from the person/department responsible for ending the process. ## Footnote Course: Foundation of Human Capital Management Lesson: Process Mapping 5 Creating Effective Process Maps

Question 164

3 Key Elements of the People Side of Change

Answer 164

1) Communication - the exchange of information both from you to others & from others to you 2) Participation - involving people in the planning & execution of a change so they can develop shared ownership & commitment 3) Education - Providing people with what htey will need to know before they successfully implement the desired changes. ## Footnote Course: Foundation of Human Capital Management Lesson: Process Mapping 6 Communication & Change Management

Question 165

Benefits of the People Side of Change

Answer 165

* Increased Understanding (decreased confusion) * Increased Commitment (decreased resistance) * Increased Capability (decreased fear of failure) ## Footnote Course: Foundation of Human Capital Management Lesson: Process Mapping 6 Communication & Change Management

Question 166

2 Commonly Used Process Improvement Philosophies

Answer 166

* Lean * Six Sigma ## Footnote Course: Foundation of Human Capital Management Lesson: Process Improvement

Question 167

A philosophy of continuous improvement. Focused on increasing efficiency & effectiveness. Achived by reducing & eliminating waste Requires employees to collaborate as they problem solve

Answer 167

Lean ## Footnote Course: Foundation of Human Capital Management Lesson: Process Improvement

Question 168

Consistently achieves close to zero errors. * Focus on customer requirements. * Elminate variation to improve processes * Use accurate data to find root cause problems * Leverage strong problem-solving teams * A consistent & practical approach yields results

Answer 168

Six Sigma ## Footnote Course: Foundation of Human Capital Management Lesson: Process Improvement Methodologies

Question 169

Six Sigma's DMAIC Cycle

Answer 169

Define Measure Analyze Improve Control ## Footnote Course: Foundation of Human Capital Management Lesson: Process Improvement Methodologies

Question 170

Factors that contribute to particular outcomes

Answer 170

Root Causes ## Footnote Course: Foundation of Human Capital Management Lesson: Process Improvement Methodologies

Question 171

6 Ms of Root Cause Analysis

Answer 171

* Machine - any equipment, computers, tools etc required to accomplish the job * Man - anyone involved with the process * Material - raw materials, parts, pens, paper, etc. used to produce the final product * Measurement - data generated from the process that are used to evaluate its quality & the measurement tools themselves * Method - How the process is performed & the specific requirements for doing it, such as policies, procedures, rules, regulations & laws. * Mother Nature - the conditions, such as location, time, temperature, & culture in which the prcess operates. ## Footnote Course: Foundation of Human Capital Management Lesson: Process Improvement Methodologies

Question 172

Problem Statements

Answer 172

* need to be clearly stated & focused * ask: who, what, when, where, & which ## Footnote Course: Foundation of Human Capital Management Lesson: Process Improvement Root Cause Analysis

Question 173

A tool that provides a systmeatic way of looking at causes & effects.

Answer 173

Fishbone Diagram ## Footnote Course: Foundation of Human Capital Management Lesson: Process Improvement 3. Root Cause Analysis

Question 174

4 Goals of Future State

Answer 174

* Create a working process * Reduce waste * Reduce variation * Involve all parties in process design ## Footnote Course: Foundation of Human Capital Management Lesson: Process Improvement 4 Identifying & Decreasing Waste

Question 175

Types of Waste

Answer 175

* Defects * Overproduction * Waiting * Not Utilizing Associate Talent * Transportation * Inventory * Motion * Excess Processing ## Footnote Course: Foundation of Human Capital Management Lesson: Process Improvement 4 Identifying & Decreasing Waste

Question 176

refers to consistency or repeatability. Data that produce consistent results when measured or observed under similar condiations. Can also refer to prcesses. This kind of process is one that can be implemented consistently & with fidelity each time it is performed.

Answer 176

Reliability ## Footnote Course: Foundation of Human Capital Management Lesson: Data & Metrics

Question 177

refers to accuracy. The extent to which data accurately measure what they claim to measure.

Answer 177

Validity ## Footnote Course: Foundation of Human Capital Management Lesson: Data & Metrics

Question 178

10 Metrics to Track

Answer 178

1) ROI (Return on Investment) 2) Cost-Benefit Analysis 3) Deomographic Data by Level of Position in Organization 4) Job to Job Pay Equity ## Footnote Course: Foundation of Human Capital Management Lesson: Data & Metrics

Question 179

Return on Investments

Answer 179

(Benefits-Costs)/Costs=ROI ## Footnote Course: Foundation of Human Capital Management Lesson: Data & Metrics

Question 180

Cost-Benefit Analysis

Answer 180

Evaluating wheter benefits exceed the costs of a program or process. ## Footnote Course: Foundation of Human Capital Management Lesson: Data & Metrics

Question 181

This can ensure aligment with Diversity, Equity, & Inclusion.

Answer 181

Deomographic Data by Level of Position in Organization ## Footnote Course: Foundation of Human Capital Management Lesson: Data & Metrics

Question 182

Pay Equity

Answer 182

parity in compensation amoung similarly situated employees, after accounting for legitimate factors influencing pay decision. Can help avoid inequity in the organization & potential lawsuits. ## Footnote Course: Foundation of Human Capital Management Lesson: Data & Metrics

Question 183

* Variance in median pay between overall workforce & specific identity groups (race, age, ethnicity) * Best reviewed at the job role or department level * Looking for differences that cannot be explained by legitimate factors.

Answer 183

Wage Gap ## Footnote Course: Foundation of Human Capital Management Lesson: Data & Metrics

Question 184

Fill Time Metrics

Answer 184

* Internal vs. External * By hiring segment * Entire process - posting to offer accepted * By department, job role or location ## Footnote Course: Foundation of Human Capital Management Lesson: Data & Metrics

Question 185

The overall pereption employees have of your organization is based on their ongoing interactions over the duration of their relationship as an employer.

Answer 185

Employee Experience ## Footnote Course: Foundation of Human Capital Management Lesson: Data & Metrics

Question 186

An engagement survey can be used as basis for:

Answer 186

* total rewards decisions * strategic employment decisions * succession planning ## Footnote Course: Foundation of Human Capital Management Lesson: Data & Metrics

Question 187

Employee Net Promoter Score (eNPS)

Answer 187

Helps measure employee satisfaction & loyalty within the organization. ## Footnote Course: Foundation of Human Capital Management Lesson: Data & Metrics

Question 188

* timliness of responses & average time to resolve inquiries * customer satisfaction with HR services * number of HR complaints

Answer 188

HR Performance Metrics ## Footnote Course: Foundation of Human Capital Management Lesson: Data & Metrics

Question 189

Technology serves two primary purposes when leveraged appropriately:

Answer 189

* enhances the operation of your human capital management system (HCMS) * improves customer & employee experiences ## Footnote Course: Foundation of Human Capital Management Lesson: Technology for Human Capital Management

Question 190

refers to software used to maintain a centralized repository of people-related data & conduct HC processes.

Answer 190

Human Resources Information System (HRIS) ## Footnote Course: Foundation of Human Capital Management Lesson: Technology for Human Capital Management

Question 191

a technology that allows employees to complete HR & other administrative tasks on their own. streamlines requests & allows employees to make routine changes themselves.

Answer 191

Employee Self Service (ESS) ## Footnote Course: Foundation of Human Capital Management Lesson: 3 Technology and the Customer Experience

Question 192

developed with the goal of providing a shared, international standard for web content accessibility

Answer 192

Web Content Accessibility Guidelines (WCAG) ## Footnote Course: Foundation of Human Capital Management Lesson: 3.3 Technology and Accessibility

Question 193

4 Guiding Principals of WCAG 2.0 (POUR)

Answer 193

1) Perceivable - information & user interface 2) Operable - user interface & navigation 3) Undertandable - interface & user interface 4) Robust - content & reliable interpretation ## Footnote Course: Foundation of Human Capital Management Lesson: 3.3 Technology and Accessibility

Question 194

Ways a well-functioning HRIS or other technology that can enhance your human capital magagement system by:

Answer 194

* Supporting knowledge mangement * Automating transactional processes to allow more time for strategic management of HCMS * Providing data to inform decision-making * Improving customer experiences, including employee's work experiences ## Footnote Course: Foundation of Human Capital Management Lesson: 5 Summary & Next Steps

Question 195

Technology can improve employees' work experiences by:

Answer 195

* Facilitating connections among employees * Offering greater personalization ## Footnote Course: Foundation of Human Capital Management Lesson: 5 Summary & Next Steps

Question 196

Practices for maximizing access to technology include:

Answer 196

* Ensuring employee portals, self-service applications, websites, and forms are compativle with smart phones & assistive technology * Abiding by WCAG's "POUR" guidelines * Working with employees to undertand barriers to technology use ## Footnote Course: Foundation of Human Capital Management Lesson: 5 Summary & Next Steps

Question 197

Using this can help you be intentional about implementing change & increase the odds that the changes you want will stick

Answer 197

Change Mananagement Framework ## Footnote Course: Foundation of Human Capital Management Lesson: 1 Change Management

Question 198

1) Have a clear & detailed change mangement plan, especially for significant changes and/or changes affecting large groups or people 2) Make sure stakeholders understnd & support the "why" - the reason change is needed 3) Offer education & supports to help stakeholders know how to change 4) Reinforce desired behaviors early, often, & on an ongoing basis

Answer 198

Strategies for Driving Change ## Footnote Course: Foundation of Human Capital Management Lesson: 2. Change Management Strategies

Question 199

The sum of all the interactions that a customer has with an organization over the life of the relationship with that company or with that brand.

Answer 199

Customer Experience ## Footnote Course: Foundation of Human Capital Management Lesson: The Customer Experience

Question 200

2 Types of Customers

Answer 200

Internal External ## Footnote Course: Foundation of Human Capital Management Lesson: 2. The Customer Experience

Question 201

these customers participate in your organization by being a part of it, such as an employee

Answer 201

Internal Customer (ie: faculty, staff) ## Footnote Course: Foundation of Human Capital Management Lesson: 2. The Customer Experience

Question 202

these customers see your organization as a provider of something they need, such as a good or service

Answer 202

External Customers (ie: students, parents) ## Footnote Course: Foundation of Human Capital Management Lesson: 2. The Customer Experience**

Question 203

An individual, group, or organization who is affected by the outcome of a product or service & possibly involved in doing the work. ie: local business, private donor, taxpayer, government organization

Answer 203

Stakeholder ## Footnote Course: Foundation of Human Capital Management The Customer Experieince Lesson: 2.2 Stakeholders vs Customers

Question 204

an individual who receives or purchases a product or service.

Answer 204

Customers ## Footnote Course: Foundation of Human Capital Management The Customer Experience Lesson: 2.2 Stakeholders vs Customers

Question 205

4 Steps to Building a Great Customer Experience

Answer 205

1) Tie Customer Service to your Strategic Plan 2) Response Time 3) Feedback Score 4) Professional Development & Training ## Footnote Course: Foundation of Human Capital Management Lesson: 2.4 Building a Customer Experience

Question 206

a process to help you think about how to communicate how you can help your employees help you (ie: professional development)

Answer 206

Journey Mapping ## Footnote Course: Foundation of Human Capital Management The Customer Experience Lesson: 2.4 Building a Customer Experience

Question 207

Advantages of Utilizing Journey Mapping

Answer 207

* Helps you understand your target audience * Aids in understanding the experiences of internal & external customers * Mapping out the various points where your customers interact with your brand can hlep you empathize with customers * Allows for tailoring of messages & design to align with marketing strategies ## Footnote Course: Foundation of Human Capital Management Lesson: 2.4 Building a Customer Experience

Question 208

a fictional profile with distinctive characteristics that assists in connecting with your target audience on a more personal level

Answer 208

Persona ## Footnote Course: Foundation of Human Capital Management Lesson: 2.5 Personas & Jouney Mapping

Question 209

Journey Mapping Process 7 Steps

Answer 209

* Identify big picture goals * Undersand how stakeholders interact with your brand * Define target personas * Develop key messages * Set goals * Marketing plan * Track progess ## Footnote Course: Foundation of Human Capital Management Lesson: 2.5 Personas & Jouney Mapping

Question 210

SMART Guidelines

Answer 210

S- Specific M- Measurable A- Achievable R - Relevent T - Time-bound ## Footnote Course: Foundation of Human Capital Management Lesson: 2.5 Personas & Jouney Mapping

Question 211

4 Great Ways to Stregthen your Customer Expereince

Answer 211

1) Implement customer service values into yur strategic plan 2) Quick response time 3) Utilize feedback scores 4) Create/revitalize professional development & training ## Footnote Course: Foundation of Human Capital Management Lesson: 3 Building a Great Customer Experience

Question 212

Jouney Mapping

Answer 212

* A process that helps "map" out your thoughts on how to communicate a concept * Helps in understanding your aduience, customers, & their experiences * Process * Idenifiy Goals * Understand stackeholder interaction * Define target personas * Develop key messages * Set goas * Establish marketing plan * Track progress ## Footnote Course: Foundation of Human Capital Management Lesson: 3 Building a Great Customer Experience

Question 213

Smart Goals S

Answer 213

Specfic * What needs to be accomplished? * By whom? * What steps need to be taken to achieve it? ## Footnote Course: Foundation of Human Capital Management Lesson: 3.2 Building a Great Customer Experience

Question 214

Smart Goal M

Answer 214

Measurable * How do we quantify our success? * Increase in positive customer satisfaciton survey results? ## Footnote Course: Foundation of Human Capital Management Lesson: 3.2 Building a Great Customer Experience

Question 215

Smart Goal A

Answer 215

Achievable * How realistic is this? * Do we even have the appropriate tools to accomplish our goal? ## Footnote Course: Foundation of Human Capital Management Lesson: 3.2 Building a Great Customer Experience

Question 216

Smart Goal R

Answer 216

Relevant * Why are you setting the goal you are setting? * How badly do we need to achieve this goal? ## Footnote Course: Foundation of Human Capital Management Lesson: 3.2 Building a Great Customer Experience

Question 217

Smart Goal T

Answer 217

Time-Bound * What is a good time for your goal? * Can we see job satisfaction rates increase by one fiscal year? ## Footnote Course: Foundation of Human Capital Management The Customer Experience Lesson: 3.2 Building a Great Customer Experience

Question 218

What is a SMART goal?

Answer 218

A goal that is smart, measurable, achievable, and time-bound. ## Footnote Course: Foundation of Human Capital Management The Customer Experience Lesson: 3.2 Building a Great Customer Experience

Question 219

How do you balance advancing technology with your employees?

Answer 219

* Let employees' needs guide technological advancements, not the other way around. * Focus on competitive advantage * Technology should help your employees by making their jobs easier ## Footnote Course: Foundation of Human Capital Management The Customer Experience Lesson: 3.2 Building a Great Customer Experience

Question 220

What are the 6 Parts of the Customer Experience Strategy Process?

Answer 220

1) Customer 2) Promise 3) Journey 4) Measurement 5) Analysis 6) Improvement ## Footnote Course: Foundation of Human Capital Management The Customer Experience Lesson: 3.2 Building a Great Customer Experience

Question 221

What is the difference between a stakeholder & a customer?

Answer 221

Stakeholder * anyone who is affected by the outcome of a produce or service, possibly involved in doing the work (ex: taxpayer) Customer * anyone who receives or purchases a product or service (ex: teachers, principals, & students) ## Footnote Course: Foundation of Human Capital Management The Customer Experience Lesson: 3.2 Building a Great Customer Experience

Question 222

about showing up for the customer when & where they need you, with ease and consistency.

Answer 222

Customer Experience ## Footnote Course: Foundation of Human Capital Management The Customer Experience Lesson: 3.2 Building a Great Customer Experience

Question 223

How to Improve the Employee Experience in an Organization

Answer 223

* Technology - creates trust & engagement * Physical space -enables employees to perform optimally * Culture - creating an enviornment where people want to work ## Footnote Course: Foundation of Human Capital Management Lesson: 3.2 Building a Great Customer Experience

Question 224

The overall perception employees have of your organization based on their ongoing interations over the duration of their relationship with you as an employer.

Answer 224

Employee Experience ## Footnote Course: Foundation of Human Capital Management The Customer Experience Lesson: 3.2 Building a Great Customer Experience

Question 225

Differences that are immediately observable, typically unchangeable, & easy to measure (e.g. age, sex, race, etc)

Answer 225

Surface-Level Diversity ## Footnote Course: Foundation of Human Capital Management The Cusomer Experience Lesson: 4 What Does Diversity Look Like?

Question 226

consists of differences that are communicated through verbal & nonverbal behaviors & are recognized only through extended interaction.

Answer 226

Deep-Level Diversity ## Footnote Course: Foundation of Human Capital Management The Cusomer Experience Lesson: 4 What Does Diversity Look Like?

Question 227

the degree to which group members are psychologically attracted to working with each other to accomplish a common objective.

Answer 227

Social Integration ## Footnote Course: Foundation of Human Capital Management The Cusomer Experience Lesson: 4 What Does Diversity Look Like?

Question 228

refers to fair treatment in access, opportunity & advancement for individuals. Work in this area includes identifying & working to elimiate barriers to fair treatment for disadvantaged groups.

Answer 228

Equity ## Footnote Course: Foundation of Human Capital Management The Cusomer Experience Lesson: 4 What Does Diversity Look Like?

Question 229

Sameness Giving everyone the same thing It only works if everyone starts from the same place

Answer 229

Equality ## Footnote Course: Foundation of Human Capital Management The Cusomer Experience Lesson: 4 What Does Diversity Look Like?

Question 230

Fairness Access to the same opportunities

Answer 230

Equity ## Footnote Course: Foundation of Human Capital Management The Cusomer Experience Lesson: 4 What Does Diversity Look Like?

Question 231

suggests that people can act based on prejudice & stereotypes without intending to do so.

Answer 231

Implicit Bias ## Footnote Course: Foundation of Human Capital Management The Cusomer Experience Lesson: 4 What Does Diversity Look Like?

Question 232

Diversity addresses differences in what?

Answer 232

Gender Ethnicity Religion Race ## Footnote Course: Foundation of Human Capital Management The Cusomer Experience Lesson: 4 What Does Diversity Look Like?

Question 233

What are the types of diversity?

Answer 233

Surface-level Deep-level Social integration ## Footnote Course: Foundation of Human Capital Management The Cusomer Experience Lesson: 4 What Does Diversity Look Like?

Question 234

What is the difference between equity & implicit bias?

Answer 234

Equity: "leveling the playing field" by making acccomodations for barriers in access & opportunity Implicit Bias: people's unintentional use of prejudices & stereotypes ## Footnote Course: Foundation of Human Capital Management The Cusomer Experience Lesson: 4 What Does Diversity Look Like?

Question 235

essential to strategic planning, employer branding, & training & development.

Answer 235

Customer Experience ## Footnote Course: Foundation of Human Capital Management The Cusomer Experience Lesson: 5 Wrap Up

Question 236

at school they are: parents/legal guardians & students while internal customers are employees & stakeholders.

Answer 236

External Customers ## Footnote Course: Foundation of Human Capital Management The Cusomer Experience Lesson: 5 Wrap Up

Question 237

helps understand your target audience(s) & their values

Answer 237

Journey mapping ## Footnote Course: Foundation of Human Capital Management The Cusomer Experience Lesson: 5 Wrap Up

Question 238

help you get things done

Answer 238

SMART Goals ## Footnote Course: Foundation of Human Capital Management The Cusomer Experience Lesson: 5 Wrap Up

Question 239

should help your employees; not inconvenience them

Answer 239

Technology ## Footnote Course: Foundation of Human Capital Management The Cusomer Experience Lesson: 5 Wrap Up

Question 240

synonymous to sucess

Answer 240

Diversity ## Footnote Course: Foundation of Human Capital Management The Cusomer Experience Lesson: 5 Wrap Up

Question 241

cannot exist in the workplace without policies & practices in place to ensure equity & inclusion as well.

Answer 241

True Diversity ## Footnote Course: Foundation of Human Capital Management Lesson: The Partnership Experience Introduction

Question 242

The presence of differences within a given setting. In the workplace, that can mean differences in: race, ethnicity, gender, gender identity, sexual orienation, age & socioeconomic class.

Answer 242

Diversity ## Footnote Course: Foundation of Human Capital Management Lesson: The Partnership Experience Introduction

Question 243

The act of ensuring that processes & programs are impartial, fair & provide equal possible outcomes for every individual.

Answer 243

Equity ## Footnote Course: Foundation of Human Capital Management Lesson: The Partnership Experience Introduction

Question 244

The practice of ensuring that people feel a sense of belonging in the workplace. This means that every employee feels comfortable & supported by the organization when it comes to being their authentic selves.

Answer 244

Inclusion ## Footnote Course: Foundation of Human Capital Management Lesson: The Partnership Experience Introduction

Question 245

Each person has access to the resources they need. It takes into account that not everyone is beginning at the same level. The means to achieve equality.

Answer 245

Equity ## Footnote Course: Foundation of Human Capital Management Lesson: Inclusion and Equity in the Employer Experience 3 Equity

Question 246

Everyone has access to the same resources Distributing resources equally does not always lead to equitable outcomes.

Answer 246

Equality ## Footnote Course: Foundation of Human Capital Management Lesson: Inclusion and Equity in the Employer Experience 3 Equity

Question 247

key barrier to eqity is unchecked ____________

Answer 247

Bias ## Footnote Course: Foundation of Human Capital Management Lesson: Inclusion and Equity in the Employer Experience 3 Equity

Question 248

a prejudice or preference in favor of or against a person, group, or idea. can be conscious or implicit/unconsicous & can impact employment decisions a natural outcome of how humans process & interpret information.

Answer 248

Bias ## Footnote Course: Foundation of Human Capital Management Lesson: Inclusion and Equity in the Employer Experience 3 Equity

Question 249

brief, day-to-day "verbal, behavioral, or environmental indignities" that are often directed toward minorities or marginalized groups.

Answer 249

Microaggressions ## Footnote Course: Foundation of Human Capital Management Lesson: Inclusion and Equity in the Employer Experience 3 Equity

Question 250

The first step in improving access & equity in the workplace is to:

Answer 250

examine current systems, structures, policies, & practices | to identify equity/access gaps ## Footnote Course: Foundation of Human Capital Management Lesson: Inclusion and Equity in the Employer Experience 3.4 Access

Question 251

3 Inclusion Strategies

Answer 251

1) Collecting data to assess employees' perceptions of inclusion 2) Using inclusive lanuage in communications 3) Creating opportunities for support & networking, such as employee resource groups ## Footnote Course: Foundation of Human Capital Management Lesson: Inclusion and Equity in the Employer Experience 4 Inclusion

Question 252

When to employees experience inclusion?

Answer 252

When they feel: * valued * trusted * authentic * psychologically safe ## Footnote Course: Foundation of Human Capital Management Lesson: Inclusion and Equity in the Employer Experience 4 Relfect: Assessing Inclusion

Question 253

voluntary, employee-led groups that allow colleagues with common interests or shared backgrounds to join together. Sometimes know as affinity groups

Answer 253

Employee Resource Groups (ERGs) ## Footnote Course: Foundation of Human Capital Management Lesson: Inclusion and Equity in the Employer Experience 4.6 Employee Resource Groups

Question 254

The four primary tpes of social media metrics are: awareness, engagement, conversion, and ___________. Choose only ONE best answer. A. Growth B. Customer C. Conversation D. Autidence

Answer 254

B. Customer Growth rate & conversation are metrics, however, they are awareness & conversion metrics, respectively. ## Footnote Course: Foundation of Human Capital Management Lesson: The Partnership Experience 4.2 Check for Understanding: Social Media

Question 255

Your district is rolling out a Grow Your Own program for prospective educators & would like to seek support from a private funder. Which of the following steps would be the most helpful in your search? A. Searching for potential funders' websites B. Registering on Grants.gov C. Reviewing foundations' tax returns D. A&C

Answer 255

C. Reviewing foundations' tax returns Reviewing foundations' tax returns (990-PFs) is free & a useful step when seeking private funding. Since the majority of philanthropies do ot have a website, searching for websites may not yield the best results, although a foundation directory may help. Lastley, Grants.gove contains information on federal funding, no private funding. ## Footnote Course: Foundation of Human Capital Management Lesson: The Partnership Experience 5.1 Check for Understanding: Philanthropic Partners

Question 256

What is a way to engage both your internal & external customers?

Answer 256

Consider volunteer or comunity engagement opportunities for your organization's staff. ## Footnote Course: Foundation of Human Capital Management Lesson: The Partnership Experience 5.2 Volunteering & Community Engagement

Question 257

4 Recommended Practices for Volunteering/Community Engagement

Answer 257

1) Identifying opportunities that are meaningful for employees 2) Making opportunities more meaningfuly by connecting actions to outcomes 3) Balancing individual preferences & the organization's potential impact 4) Involving other customers ## Footnote Course: Foundation of Human Capital Management Lesson: The Partnership Experience 5.2 Volunteering & Community Engagement

Question 258

Which of the following examples avoids common pitfalls & reflects best practices for organizations to engage in social good? A. Displaying a chart showing progress toward, "$ raised for Meals on Wheels" B. Starting with a goal in mind, like 70% employee participation in the food drive C. Organizing a charity 5K based on the company's "Community Engagement" goal D. Offering employees VTO to participate in any volunteer opportunity of their choosing

Answer 258

A. Displaying a chart showing progress toward, "$ raised for Meals on Wheels" Showing progress toward funds raised for a clearly specified recipient aims to bring meaning to the charitable giving opportunity. In contrast, setting a participation goald may backfire due to excessive pressure on employees. Establishing a charity 5K due to organizational alignment along may not be meaningful to employees Lastly, offering employees limitless volunteer options may be meaningful to them, but may not be the most impactful; providing at leasts some guidelines is recommended. ## Footnote Course: Foundation of Human Capital Management Lesson: The Partnership Experience 5.3 Check for Understanding: Volunteering & Community Engagement

Question 259

Offering opportunities for employees to engage in opportunities to give back to the community can benefit emplloyees who participate & those who do not. A. True B. False

Answer 259

A. True Research suggests that even employees who do not participate in volunteering or charitable opportunities are still happy that those opportunities are available. ## Footnote Course: Foundation of Human Capital Management Lesson: The Partnership Experience 5.3 Check for Understanding: Volunteering & Community Engagement