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HR Planning > Exam > Flashcards

Exam Flashcards

1
Q

How is succession management different than succession planning?

A

-broader in focus: development plans for employees are based on strategic goals, not which position will need replaced, where succession planning just looks at the position that needs replaced and backups for it)

-time horizon: looks at longer time horizon than planning, planning more short term

-talent pools: management involves developing a larger group of employees who could advance in the organization at some point instead of just developing a couple star performers

  • developing competences and skills
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2
Q

what is talent management?

A

Talent management consists of everything done to recruit, retain, develop, reward and make people perform as the organization needs.

Talent management must be linked to the business strategy.

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3
Q

What are 3 reasons to manage talent/succession from an employer’s perspective

A
  • if you can identify the KSAs needed in the future for the organization, you’ll have time to develop them

-developing people inside the workforce creates candidate pools

  • allows you to develop employees into key workforce categories
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4
Q

What is 1 reason to manage talent/succession from an employee’s perspective

A

Enhances employee commitment to organization

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5
Q

What are some reasons a firm would not manage talent and succession

A
  • don’t have the budget for it
  • don’t have the HR competency to do it
  • lack of interest (senior management doesn’t have an interest in it only look at short-term horizon)
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6
Q

What are the 4 main typologies from the sonnenfeld & Peiperl article

A

club: hire from internal people and make the decision based on their contributions to the group, like a club encouraging good people to stick around and reward loyalty

baseball team: look externally to get the best people they can get at any stage in their career, and look at their individual contributions

academy: prefer to hire from within, get people early in careers very specialized and based on individual contributions

Fortress: when they have key management or critical positions, they hire externally. When they look at contributions they look at team. Bc the org more likely to be in difficult stakes. HR department operating like a fortress. People don’t expect to stick around a long time

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7
Q

Which of the 4 talent management typologies would do succession management

A

club and academy

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8
Q

Which of the 4 talent management typologies would not do succession management

A

baseball team and fortress

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9
Q

Which of the 4 organizational strategies correspond to each of the talent management strategy

A

defender: club
prospector: baseball team
analyzer: academy
reactor: fortress

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10
Q

T or F, organizations will modify the approach they use as the corporate strategy changes

A

true

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11
Q

T or F different parts of the organization you might have different approach for succession management for different area

A

true example St mikes: on admin side it might be more club based, but on physician side operating like an academy)

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12
Q

what are the 4 criteria for effective succession management

A
  1. program has stated goals
  2. program has formal operating policy and procedures
  3. program is linked to other hr and organizational processes
  4. program has feedback mechanism
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13
Q

What are the 5 steps in the succession management process

A
  1. align succession management plan with organization’s strategy
  2. establish key positions for succession and skills and competencies to me strategic objectives
  3. assess relevant employees for performance and potential
  4. provide developmental opportunities
  5. monitor/evaluate program
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14
Q

What are the 2 approaches to establish key positions

A

job based and competency based

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15
Q

What is the difference between performance and potential

A

performance is behaviour that is relevant to the organization’s goals that can be measured in terms of contributions to the goals

potential means who has the potential to do more

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16
Q

what are 3 ways to evaluate performance

A

employee performance summary for past year

employee judgement evaluation

employee strengths, areas for improvement

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17
Q

What are 4 ways to evaluate potential

A

psychological and cognitive capacity (ability to learn faster than peers)

willingness to develop and perform on higher level

significant emotional intelligence

ability to take on new challenges and master them

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18
Q

what are 6 ways to identify potential

A

from the manager and their direct reports

employee records

industrial psychologists

private consulting firms and public university assessment centres

360 degree feedback

work samples

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19
Q

which 2 domains does a 9 cell table measure and what are the 5 names for how to classify people

A

performance (low medium high) and potential (low medium high)

future star
current star
ok
dilemma
Bad fit/hire

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20
Q

What are 5 ways to develop high potential performers

A

job rotations
formal training
mentoring
coaching
promotion

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21
Q

what are 4 issues to succession management

A
  • Fairness
  • Equity
  • Aging workforce

Changing expectations

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22
Q

what are 4 challenges to succession management

A
  • Assessing potential
  • Delivering effective programs
  • Maintaining programs through tough economic times

Keeping techniques & tools current & fresh

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23
Q

define merger

A

the combination of two organizations to create a third organization

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24
Q

what is the difference between a horizontal and vertical merger

A

horizontal merger merger of two competitors

vertical merger the merger of a buyer and seller or supplier

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25
Q

what is a conglomerate merger

A

merger of two organizations competing in different markets

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26
Q

what is the target and the buyer in merger/acquisitions

A

a firm (all or part, stock or certain or all assets and or liabilities) which is the subject of a merger or acquisition attempt and the buyer is the individual or firm who seeks to acquire another

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27
Q

what is a raid in merger/acquisition

A

buyer swoops in to acquire the target, they may not want to sell under the terms the buyer is offering but they might not be able to fight them at that time

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28
Q

what is a rescue in merger/acquisition

A

saves a client from trouble

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29
Q

what is a contested situation in merger/acquisition

A

senior management and the owners disagree on whether to sell merge or other aspect of the deal

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30
Q

what are the 5 reasons do buyers have for a merger

A

to grow

to produce economies of scale and scope

reduce cost and increase profit

improve operating margins

improve distribution channels

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31
Q

what are the 7 reasons do buyers have for an acquisition

A
  • To grow
  • To remove competition
  • To get access to new market
  • To get “best” product when competitor has better product
  • To diversify
  • Increase product offerings
  • Strengthen sales via staff, relationships, markets
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32
Q

what are 5 reasons a small and medium size private sector organization would sell/merge?

A

want to stop battling the competition and join them instead

financial hardship

opportunity to capitalize

selling the firm always part of the plan

owner retires

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33
Q

what are 3 reasons an organization in the broader public sector or not for profit would sell/merge?

A
  • Stakeholder pressure
  • Increasing competition
  • Financial difficulties – decreasing revenues
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34
Q

what are the 3 main benefits for mergers and acquisitions

A

strategic benefits: growth through strengthen competitive position or access to new customer market

financial: increase owner’s wealth

Ego: meet the management’s needs for power and influence

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35
Q

What is the investment Canada act

A

regulated foreign purchase of Canadian firms

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36
Q

what is the competition act

A

allows the government to prevent merger/acquisitions if it would create a monopoly or big reduction in competition

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37
Q

what is the United Nations act/special economic measure act

A

sanctions Canadians from purchasing foreign firms

38
Q

what are 3 reasons its important to know about mergers and acquisitions for HR

A
  1. a lot of Canadian organizations go through M And A
  2. increasing level of Canadian firms buying foreign firms
  3. the more knowledge your HR department has of M and A, the more successful the merger
39
Q

what are 4 reasons a M and A usually fail

A
  • Organizational culture
  • Interpersonal dynamics
  • Personal status issues
  • Lack of attention to post merger integration
40
Q

What are 4 reasons M and A more likely to succeed?

A

when large org absorbs a small one

stock only deals, when they just buy the company shares but leave the operation alone

organizations that comes together that are already similar

when there is an affective plan for integrating the organizations

41
Q

What are the 4 stages to mergers

A

stage 1: pre deal

stage 2: due diligence

stage 3: integration planning

stage 4: integration implementation

42
Q

What is involved in the first stage of the merger: pre-deal

A

finding compatible business ventures and partners

43
Q

what is involved in the second stage of merger: due-diligence

A

ensuring the deal is sound, looking for hidden or potential problems in the target organization

44
Q

what is involved from an HR perspective in the second stage of merger: due-diligence

A

going through each HR system (tangible parts of HR) that exists in the target organization

and also the intangible parts like the organizational culture and people factors like roles and attitudes

45
Q

What are some potential side effects of a lack of due diligence

A

large loss of talent after deal is announced

long term attrition issue

decrease in productivity

46
Q

What does stage 3 of the merger process involve: integration planning

A

planning on how they will integrate the 2 HR systems and also determine how they will deal with culture side, will the target assimilate into the buyer’s culture or 2 separate cultures

47
Q

What should managers and staff who are involved in mergers/acquisitions have

A

-strong project management skills
-good decision making skills
-change management experience

48
Q

What are 4 common issues in the stage 4: integration implementation stage?

A
  • high stress level
    -role ambiguity
  • limited shared history
    -culture shock
49
Q

What are the 6 planning considerations for M and A?

A

process vs event

time frame

management competencies (making sure HR has the experience and are seen as critical members of senior management)

HR experience

consequences of failures

goals and activities for all phases of merger, pre, during and post

50
Q

what are some common challenges for mergers and acquisitions

A

performance decreases

staff resist integration (us vs them mentality)

conflicts arise from job assignments, resources allocation, etc.

51
Q

What is an HRMS

A

integrated technology systems that is used to gather, store and analyze information about an organization’s Human Resources

52
Q

What are some things an HRMS helps HR professional to do

A

automate and simply tasks
reduce admin and record keeping
keep info up to date

53
Q

what are the 3 key functions of an HRMS

A

planning and delivering HR activities

ensuring compliance with laws and regulations

supporting organizational decision making with data analysis

54
Q

what is involved in the function of planning and delivering Hr activities of an HRMS

A

staffing (R and s), training, performance managmenets, compensation and benefits

55
Q

What would be included in the function of ensuring compliance in the HRMS functions

A

delivering reports for OHS, labour code, pay equity, employment equity etc.

56
Q

what would be included in the function of data analysis with HRMS

A

developing scenarios and contingency plans
propose changes to HR policies and programs

57
Q

what is the evolution of the HRMS

A

paper based system

basic personnel system

augmented HR systems

comprehensive and interactive HRMS

58
Q

What are the 3 types of HRMS?

A

stand alone systems for just HR don’t attach to anything else

HR speciality software for individual HR functions

Enterprise systems: ERP (enterprise resource planning) that integrate HR components with all other aspects of the business

59
Q

What are 3 trends we are seeing with HRMS

A

increase use of the cloud and intranets

heightened needs for HR data security

enhanced focus on workforce analytics

60
Q

What is ESS and MSS

A

employee self service allows employees to access and manage personal information directly to reduce HR operational cost

management self service * Provides managers direct access to information on employees who report to them, not as popular as ESS

61
Q

What is an HR surplus

A

An internal organizational situation that occurs when internal HR supply is greater than internal HR demand; may be permanent or short-term/temporary

62
Q

define Workforce reduction

A

Activities that reduce the size of the organization’s workforce (the number of employees or workers) in order to balance HR supply and demand

63
Q

define downsizing

A

HR practices that reduce the number of employees

64
Q

define restructuring

A

Initiatives that change the structure or design of the organization in response to changes in strategy and/or the external environment

65
Q

What are 4 reasons for permanent reductions

A
  • demand for company’s products or services has gone down

-the firm has merged with another organization

  • the company has decided to outsource a function

-the organization has decided to sell a division or branch of the organization

66
Q

What are 4 options to permanently reduce the workforce

A

terminations/permanent layoff

incentives for employees to exit (like early retirement incentives)

attrition without replacement (hiring freeze)

Redeploy to another part of the organization if it is large and demand for it

67
Q

What are some types of support an employee who is victim to permanent workforce reductions may receive

A

-everything in the ESA which includes notice or pay in lieu, severance pay which is determined in the individual contact or the collective agreement

-career and job search support

  • access to their EAP
  • continued access to some of their benefits
68
Q

what are some examples of how to deal with an employee who is not terminated in a permanent workforce reduction (survivor)

A

communicate the news early

show respect for employees who are part of reduction

address job security concerns honestly

69
Q

What are the 9 HR implications with permanent workforce reductions

A
  • Increased need to communicate with employees
  • More/different management training
  • Increased costs for separation, severance, etc.
  • Potential shift from innovation to protectionism
  • Reduction in labour/employee relations climate
  • Greater staff & manager stress + health issues: Increased use of EAPs, benefit programs, sick leave
  • Potential reduced employee morale & engagement ; staff quit & staff
  • Financial goals not guaranteed

decline in organizational reputation

70
Q

When planning permanent workforce reduction, what are some things we should consider?

A

consider if there is an alternative to termination and lay offs

consider legal consequences (what the ESA states/collective agreement)

if you have to terminate/layoff people identify which jobs will be let go, how many, and which employees

make a schedule for plans and announcement, prepare materialsand brief the management team

treat employees humanely by communicating, providing assistance for displaced workers, and the emotional needs of survivors

71
Q

What are some reasons for temporary workforce reduction

A

the operations are seasonal with regular patterns of high and low customer volume

operations is irregular because the business is in a highly volatile market

operations are dependent on suppliers who have weak inventory

operations side of business shutting down temporarily so new machinery can be included on the assembly line

72
Q

What are 3 options to deal with temporary short term workforce reduction

A

temporary layoff of a unit or group of employees

reduced work week where each employee works less hours and are paid less, so that the total hours worked equates to a number of FTEs that will make the the hr supply equal demand

Work sharing: 2 or more employees share 1 position

73
Q

If the firm is looking to temporarily reduce costs with their workforce what does that mean and what are 4 options they can do?

A

means they want to maintain the size of their workforce but reduce the costs of them

4 options:
-implement pay cut
-encourage employees to take unpaid leave of absence
-remove incentive pay
-cut hours for employees and their pay

74
Q

What is organizational restructuring

A

a change process that focuses on redesigning the structure of the organization and may involved elimination the hierarchy or combining functions or roles

75
Q

What are 3 reasons for restructuring

A

change in organizational strategy

belief that team member performance will adapt to change and group performance will increase

desire to make organization more innovative or reduce costs

76
Q

What is the possible impact restructuring could have on HR

A

new jobs, changing current jobs, new reporting relationships

new job descriptions

new/higher staff performance expectations

less managers, less employees

different KSAs

different training and development

77
Q

what is outsourcing

A

when one firm contract with another firm to provide services or products which reduces the number of workers on permanent payroll

78
Q

What are 2 other names for outsourcing

A

business process outsourcing (BPO)

and alternative service delivery (ASD)

79
Q

What are 4 examples for things that could be outsources

A

payroll

telemarketing

housekeeping

foodservices

80
Q

what are the 7 reasons for outsourcing

A
  1. Strategic focus
  2. Financial savings
  3. HR shortage
  4. Access to advanced technology
  5. Improved service levels
  6. Access to specialized expertise
  7. Organizational politics
81
Q

What are the 2 HR planning implications of outsourcing

A
  1. creates internal HR surplus
    * If reason is cost savings & function is currently provided by org employees

If reason is service improvement & service currently provided by organization employees

  1. solves internal HR shortage
    * If reason is expertise and org cannot source, manage, develop, retain employees with expertise

If reason is long term, widespread external shortage of required HR supply and organization cannot source, manage, retain employees with necessary KSAs locally

82
Q

When an organization chooses to outsource for strategic focus what is their focus on

A

core competencies

83
Q

what is a core competence

A

an internal activity critical to organizational success, which creates a competitive advantage and influences future growth

84
Q

what are 5 characteristics of core competencies

A
  • Vary according to organization’s mission and vision
  • Combination of collective knowledge, technology & management
  • Difficult to imitate
  • Activities critical to organizational success
  • Activities that create current or potential competitive advantage
85
Q

Does an organization always achieve financial savings through outsourcing

A

no, ~30% don’t renew a outsourcing contract because they don’t save money, and 40% report higher costs

86
Q

if a firm chooses to outsource due to an HR shortage, what is the problem they are trying to solve

A

there is a shortage of certain KSAs in the organization or potentially even in the external labour market, the cost or expense is not the problem

87
Q

what 2 reasons an organization might outsource because of technology

A

when the organization cannot retain or find technical talent

when organization cannot afford capital costs of technology

88
Q

what are the risks and limitations of outsourcing

A

Cost might out weigh benefits, might end up costing more

short and long term effect on employee morale

might reduce the value of the organization if u outsource too much

89
Q

What are 4 examples of commonly outsourced HR functions and what could it depend on

A

depends on strategy, size, history of the firm

examples:

training program delivery

recruitment search

pension and benefits plan

selection: background checks and reference checks

90
Q

What are the immediate and ongoing HR implications for outsourcing

A

Immediate:

  • Changes to organization structure, authority, reporting relationships
  • Often creates internal HR surplus
  • Potential negative impact on morale, engagement

Ongoing:

  • Manage productivity and effectiveness of outsourced function
  • Address team issues re insiders vs outsiders
  • Manage organizational culture

HR Planning (2 decks)

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