Acronyms Chapter 4

Question 1

Human Resource as a Competitive Asset

Answer 1

VRIN

1. VALUABLE
2. RARE
3. IMPERFECTLY IMITABLE
4. NON-SUBSTITUTABLE

Question 2

Key Values expressed by HRM policies

Answer 2

QC CLEP

1. QUALITY of Working Life
2. CONSIDERATION – how the organisation will acknowledge personal circumstances when making decisions
3. Working CONDITIONS
4. Organisational LEARNING
5. EQUITY
6. PERFORMANCE through PEOPLE – importance placed on performance management, feedback and continuous improvement

Question 3

People Resourcing – 4 Stages of Recruitment and Selection Cycle

Answer 3

VASE

1. Identifying a VACANCY – through structured workforce planning or short-term requirements – Job Analysis, Role Profile, Job Description
2. ATTRACTING and identifying Candidates – through advertisements, corporate website, recruitment agencies, social media
3. SELECTION Process – online pre-screening, interviews, questionnaires, test assessments, selection centre
4. EMPLOYMENT OFFER – develop, negotiate, rollout and close employment offer

Question 4

Reward Management – broad range of 6 interrelated practices

Answer 4

PB BASE

1. Maintenance of formal PERFORMANCE Management processes
2. BENCHMARKING to establish the rationale for grade and pay structures
3. Employee BENEFIT schemes
4. Development of Reward System ARCHITECTURE
5. Design and implementation of Reward and Recognition SCHEMES, including financial and non-financial rewards
6. Design and implementation of Job EVALUATION schemes

Question 5

Employee Relations

Answer 5

C SEEPED

1. Development of Employee COMMUNICATION strategies
   a. Upwards Problem Solving – techniques to allow employees to suggest ideas and solve problems
   b. Representative Participation – employee representation in decision-making forums, work councils
2. Enforcing Health and SAFETY standards
3. Devising programs to improve employee Commitment and ENGAGEMENT
4. Development of org-wide EMPLOYMENT practices
5. Maintenance of PSYCHOLOGICAL Contract
6. Documentation of EMPLOYMENT Contract
7. Managing DISCIPLINE and Grievance Processes

Question 6

Method to arrive at Job Content

Answer 6

DIED QC

1. DOCUMENTATION
2. INFORMATION – discussion with manager and colleagues
3. EXPERIENCE – discuss with existing jobholder
4. DIRECT Observation – to see how the job is done in practice
5. Job QUESTIONNAIRES e.g. PAQ (Position Analysis Questionnaire), which looks at the following aspects [IPORC]
   a. Information INPUT – where and how the jobholder gets information
   b. Mental PROCESSES – reasoning and other mental processes that the jobholder uses
   c. Work OUTPUT – physical activities and tools used by the jobholder
   d. RELATIONSHIPS – relationships that the jobholder needs to build with other people
   e. Job CONTEXT – physical and social context in which the work takes place
6. To Finalize, CHECK for:
   a. Consensus – whether others also behave the same as the jobholder
   b. Distinctiveness – to what extent is the behaviour distinctive to the jobholder
   c. Consistency – how repeated and same is the behaviour of the jobholder every time the situation occurs

Question 7

Skills – CIPS Global Standard – 5 Levels

Answer 7

TOMPA

1. TACTICAL – key tasks
2. OPERATIONAL – advises and guides key stakeholders on processes and procedures
3. MANAGERIAL – develops, improves, and fulfils organizational objectives
4. PROFESSIONAL – formulates direction and advice, manages change, leads and influences internal and external stakeholders
5. ADVANCED Professional – leads procurement teams, influences board, influence supply markets with innovative sourcing solutions

Question 8

Anderson and Shackleton’s 6 Weaknesses of Interviews

Answer 8

1. Self-fulfilling PROPHECY – confirmation bias
2. STEREOTYPING – may lead to discriminatory decision
3. HALO and HORNS – rates as good / bad in one area and applies the same across other criteria
4. CONTRAST – compares against previous candidates
5. SIMILAR TO ME
6. PERSONAL LIKING

Question 9

Methods of Training Evaluation

Answer 9

1. Reaction – individual’s reaction, often captured in trainer rating scores or feedback sheets
2. Learning – how much the individual has learned, evaluated through end-of-training tests
3. Behaviour – impact on individual’s work behaviour, often self-reported or in appraisal ratings
4. Results on the Organisation – measuring improvements in organisation KPIs
5. ROI or Ultimate Value – calculated as Benefit as a percentage of the Cost

Question 10

6 Features of Whole Person Learning

Answer 10

SPEPPS

1. SOCIAL
2. PHYSICAL
3. EMOTIONAL
4. PROFESSIONAL
5. PSYCHOLOGICAL
6. SPIRITUAL