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SHRM CP 2020 > 3 - Organization: Workforce Management (From Study Group) > Flashcards

3 - Organization: Workforce Management (From Study Group) Flashcards

1
Q

Workforce Management

A
  • HR manages human resources to maximize the organization’s opportunities for success and minimize its exposure to threats.
  • Current and future organizational and individual needs.
    • Knowledge
    • Skills
    • Abilities
    • Other Characteristics
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2
Q

Workforce Planning

A

Process of analyzing the organization’s workforce and determining steps to prepare for future needs

  • Alignment of human capital with business direction
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3
Q

Workforce Analysis Process

A
  • Supply Analysis
    • Where are we now?
    • What do we have?
  • Demand Analysis
    • Where do we want to be?
    • What do we need?
  • Gap Analysis
    • What KSAs exist?
    • What is lacking and what will be needed?
  • Solution Analysis
    • What can we afford?
    • How will we get what we need?
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4
Q

Supply Analysis:
Forecasting Tools

A

Accurate forecasts account for movement into and inside the organization (new hires, promotions, internal transfers) and out of the organization (resignations, retirements, involuntary terminations, discharges).

  • Turnover Analysis
  • Flow Analysis
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5
Q

Turnover Analysis

A

Divide separations per year (or shorter time periods) by average monthly workforce.

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6
Q

Flow Analysis

A
  • Analyze career development plans.
  • Obtain estimates of movement.
  • Project future movement.
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7
Q

Demand Analysis:

Judgmental Forecasts

A
  • Assess the past and present to predict future needs
  • Based on a variety of estimates
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8
Q

Demand Analysis:

Statistiscal Forecasts

A
  • Regression analysis (simple or multiple)
  • Simulations (what if?)
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9
Q

Gap Analysis

A

Compares supply and demand analyses to identify the staffing differences and competencies needed for the future.

  • Skills
  • Abilities
  • Distribution
  • Diversity
  • Deployment
  • Time
  • Cost
  • Knowledge sharing
  • Succession
  • Retention
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10
Q

Prioritizing Gaps

A
  • Permanence
  • Impact
  • Control
  • Evidence
  • Root Cause
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11
Q

Tactical Objectives

A

Focus on closing high-priority gaps in the near term (as opposed to the long-term HR strategic objectives); specify in concrete and measurable terms which gaps must be closed and when.

Tactical objectives support staffing needs because they:

  • Specify which gaps will receive focused attention.
  • Describe the degree to which the gap will be closed.
  • Specify the time frame for achievement.
  • Describe the localities or functional groups involved.
  • Identify any special considerations.
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12
Q

Solution Analysis

A
  • Build
    • Redeploy
    • Train and develop
  • Buy
    • Recruit and hire
  • Borrow
    • Outsource
    • Lease
    • Contract
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13
Q

Staffing Plan

A
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14
Q

Flexible Staffing

A
  • Uses alternative recruiting sources and workers who are not regular employees.
  • Examples of where it might be used include:
    • Shortages of available workers for open positions.
    • Seasonal peak demands for operations.
    • Operational upturns and downturns that make permanent head count impractical.
    • Special projects that demand specific skills.
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15
Q

Administration by Organization

Flexible Staffing

A
  • Temporary assignments
  • Temporary employees
  • On-call workers
  • Part-time employees
  • Job sharing
  • Seasonal workers
  • Phased retirement
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16
Q

Administration Outsourced

Flexible Staffing

A
  • Finite temporary help
  • Temp-to-hire programs
  • Contract workers
17
Q

Flexible Staffing Arrangements

A
  • Payrolling
  • Employee Leasing or PEO
  • Outsourcing or managed services
  • Temp-to-Lease

Co-employment (joint employment) agreements summarize legal relationship, rights, and obligations for some flexible staffing arrangements.

18
Q

Flexible Staffing Guidelines

A
  • Be cautious of preprinted or standard forms. You must understand and agree with everything in the agreement
  • Ensure clarity. An agreement should be simple and straightforward.
  • Negotiate competitive pricing. Ask for volume discounts, rebates based on use, and free value-added services.
  • Consider including an alternative dispute resolution (ADR) provision.
  • Include a simple opt-out procedure. The organization should be able to opt out of an agreement if dissatisfied for any reason.
  • Negotiate clear and precise provisions for what happens when the agreement expires or the relationship ends. Spelling out terms of the closing can help to prevent unnecessary litigation.
19
Q

Drivers of Restructuring

A
  • Strategy - new strategies
  • Structure - new business models
  • Downsizing
  • Expansion
20
Q

Forms of Restructuring

A
  • Redistribution of decision-making authority
  • Extended organization
  • Merger and acquisition (M&A) and divestiture
  • Reduction in force (RIF or downsizing)
21
Q

Talent Management

A

Attract, develop, engage, and retain employees with the KSAs needed now and in the future

Talent management decisions:

  • Expectations regarding talent differentiation
  • Philosophy of integration versus local differentiation
  • Role of line leaders in developing talent
  • Philosophy of talent mobility
  • Diversity goals
  • Beliefs about hiring for potential or position
22
Q

Talent Pools

A

Employees who meet a formal set of identification criteria (e.g., high-potential employees or potential global assignees)

  • Represent an essential component of strategic business planning.
  • Help target employee and career development efforts.
  • Can be useful in international assignment planning and deployment.
  • Represent a valuable resource during crisis management.
  • Can help identify and recognize solid performers.
  • May help in compensation decisions.
  • Contribute to effective knowledge management.
23
Q

Succession Planning

A
  • Identify and develop high-potential employees for positions critical to future needs.
  • Applies throughout the organization, not just to senior management.
  • Must be aligned with career management, training and learning, and performance management.
  • Focuses on long-range needs and cultivation of talent (unlike replacement planning, which focuses on immediate needs).
24
Q

Effective Succession Planning

A
  • Visible support
  • Leadership criteria
  • Defined plan
  • Simple, measurable process
  • Alignment to organizational culture
  • Leadership development plus more
  • Organizational priority
25
Q

Evaluating Succession Planning

A

Approaches to measuring the effectiveness of the succession planning system.

  • Evaluate satisfaction with personal development initiatives.
  • Assess management satisfaction with employee performance and job readiness.
  • Measure time to full-function attainment.
26
Q

Knowledge Management (KM)

A
  • Process of creating, acquiring, sharing, and managing knowledge to augment individual and organizational performance
  • Formal or informal
27
Q

Institutional Knowledge

A
  • Expertise sharing and organizational learning
28
Q

Establishing a Formal Knowledge Management System

A
  1. Inventory knowledge assets
  2. Create knowledge repository and directory
  3. Encourage system use
  4. Update system
29
Q

Knowledge Management Success Factors

A
  • Create and support an appropriate environment and structure.
  • Assess where knowledge exists and may be lost or underutilized.
  • Help people develop requisite skills.
  • Address “What is in it for me?”
  • Develop project criteria.
  • Identify and address multicultural challenges.

Challenge is to transform ad hoc nature of social learning and knowledge transfer into more structured learning and knowledge management opportunities.

SHRM CP 2020 (19 decks)

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