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SEM 414 > Final > Flashcards

Final Flashcards

1
Q

Environmental scanning

A

Identify and anticipate PTOs (potential problems, threats, and opportunities)
- external environment: competitors, economy
- internal environment: strategy, tech, culture

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2
Q

Labour demand forecast

A

Project how business needs will effect HR needs
- qualitative method: Delphi, expert
- quantitative method: trend analysis, regression analysis

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3
Q

Labour supply forecast

A

Project resource availability from internal and external sources

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4
Q

Trend or ratio analysis

A
  • determine factor that related to size of workforce (sales volume, units of production)
  • plot historical record of that factor relative to the size of the workforce
  • compute average employee requirement ratio for the period (ex. Sales/ employee)
  • forecast amount of the factor in the future (ex. Projected sales)
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5
Q

Regression analysis

A

Presupposes that a linear relationship between one or more variables

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6
Q

Skills inventory

A

What do employees look like in terms of skills and qualifications (basically the KSAOs of current employees)

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7
Q

Replacement chart

A

Shows 2-3 potential candidates for positions of interest. Shows things like:
- age (important for retirement)
- performance grade
- are they ready for a promotion

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8
Q

Things to consider with promoting/ replacing employees

A
  • who will replace employee you promote (and who will train them)
  • risks from outside forces (a good candidate gets poached)
  • while the candidate is good at their current job, they may or may not be suitable for the promoted position
  • issue of promoting one candidate over the other (other candidate becomes demotivated)
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9
Q

Markov’s model

A

Forecasting model that uses rates of movement between various jobs levels based on historical patterns. Uses five options for movement of an employee:
- stay in current job
- promotion
- lateral transfer
- exit (all kinds)
- demotion

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10
Q

Calculating movement of employees in Markov model

A

Expected movement= initial staff x transition rate

Shortage or surplus= initial staff- predicted number of staff

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11
Q

Gap analysis

A

Reconcile surplus or shortage of labour

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12
Q

Action programming

A

Implement recommended solution based on gap analysis

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13
Q

Control and evaluation

A

Monitor effects of HRP by defining critical criteria

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14
Q

Factors of labour supply forecast

A
  • economic conditions
  • migration rates
  • activities of competition
  • unemployment rates
  • educational enrolments
  • Canadian occupational projection system (COPS; 10 year projection of labour supply and demand factors)
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15
Q

Succession planning/ management

A

Process of ensuring a pool of qualified employees are trained and available to meet strategic objectives of the company (I.e., for positions company heavily relies on)
- difference from replacement process: aimed specifically at key positions (C suite and management)

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16
Q

Why promote from within?

A

Promote from within
- insider knowledge (mission, vision, values, operations)
- reduce spending on recruitment
- employees know they have a future at the company
- retention strategy
- shorter adaptation period
- train and develop employees to company specifications

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17
Q

What use outsiders for succession planning?

A

Receptive externally
- reduce homogeneity (new ideas)
- change culture and habits
- reduce internal politicking and infighting
- there might not be qualified candidates internally
- supports a turnaround strategy

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18
Q

Succession management steps

A

1 align succession plans with strategy
2 decide who does assessment
(Ex. Committee of stakeholders)
3 identify required competencies
4 identify internal candidates with potential
5 develop potential candidates
6 evaluation and selection

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19
Q

Development activities

A
  • movement through promotion
  • job rotations
  • special work assignments
  • formal training and development
  • formal education
  • mentoring and coaching
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20
Q

70/20/10 model for career development

A

70% hands on job experience
20% mentoring and coaching
10% formal training and education

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21
Q

Relay (succession management)

A

Retiree passes job to designated successor
-pro: focus resources on single candidate
- con: if the candidate doesn’t work out there is uncertainty

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22
Q

Horse race

A

Develop a pool people (focus developmental efforts on all candidates)
- pros: more than one candidate (in case one doesn’t work out), people know they can grow in the company
- cons: more expensive, don’t know who will be in the position until the end

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23
Q

When do you use relay succession?

A
  • smaller company (small pool of candidates)
  • firm is performing well before succession
  • experiencing strategic and industry instability
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24
Q

When do you use horse race succession planning?

A
  • larger company
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25
Q

Cons of external succession planning?

A
  • expensive (to attract outside candidates)
  • high turnover
  • steep learning curve
  • disruption to work culture (unless hire for fit)
  • especially bad for CEOs
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26
Q

What is downsizing?

A

Activities undertaken to improve efficiency (cost effective), productivity, and competitiveness that affects the size of the work force

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27
Q

Reasons for downsizing

A
  • cut costs: revenue is down, business activity is down
  • new tech: some jobs become obsolete
  • seasonal work
  • restructuring: goal of increasing efficiency
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28
Q

What should be considered when downsizing?

A
  • control messaging (who know about downsizing before wider employees)
  • needs of employees (what is going on with business, why it’s happening, who will be impacted, how laid off employees will be supported)
  • how to deliver message to employees
  • train managers to deal with effected employees
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29
Q

Negative impacts of downsizing?

A
  • lower productivity
  • lower morale and motivation
  • high voluntary turnover
  • violation of psychological contract
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30
Q

How to mitigate negative impacts of downsizing?

A
  • training
  • flexible job design
  • incentives (promotion opportunities, profit sharing, etc)
  • information sharing
  • procedural justice
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31
Q

When thinking about downsizing, what should you consider?

A
  • is it strategic or cost cutting (merely cutting costs unlikely to be successful)
  • who goes (be critical as you could lose top talent, or be short staffed when economy improves)
  • how are you going to terminate (reputation, audience, voluntary buy outs)
32
Q

3 steps to decide who gets severance package

A
  1. Consider competencies, skill inventories, qualifications for future jobs
  2. Performance ratings
  3. Use seniority as a tie breaker (unless a collective agreement says otherwise)
33
Q

What are some supports to offer to survivors of a downsize?

A
  • set vision for the future
  • ongoing career planning and development
  • training for new job duties
  • adjust compensation and rewards
  • have open two way communication
  • employee surveys
34
Q

What is a merger?

A

Company willingly joins with another company

35
Q

What is an acquisition?

A

One company acquires another (usually a competitor)

36
Q

Why would a company use an acquisition or merger?

A
  • easier to work with a competitor
  • avoid bankruptcy
  • acquire resources of another company
  • rapid expansion
  • synergy (interaction is more profitable than the sum of its parts)
  • increase control over resources or distribution channels
  • lower dependency on limited markets
  • empire building
37
Q

3 types of mergers

A
  • horizontal: acquire a competitor
  • vertical: acquire a supplier/ buyer (control the value chain)
  • conglomerate: either related diversification (different business but common theme) or unrelated diversification (different businesses and industries)
38
Q

Why do mergers fail?

A
  • inadequate evaluation of target
  • large debt taken on
  • different company cultures
  • different org structures and strategies (communication, management, two unions)
  • lose talented employees
    Reduces morale
39
Q

Kotter change steps - for managing changes from mergers or acquisitions

A
  1. Create a sense of urgency
  2. Form a powerful coalition
  3. Create a vision
  4. Communicate the vision and strategy
  5. Empower others to act on the vision
  6. Create short term wins
  7. Consolidate improvements
  8. Institutionalize new approaches
40
Q

Outsourcing

A

A contractual relationship for provision of business services by an external firm

41
Q

Offshoring

A

Sending work outside the country (ie. outsourcing outside the country)

42
Q

What are reasons to outsource?

A
  • opportunity cost: expected cost saving (either time or money)
  • specialized skills: no internal employee has necessary skills
  • technical expertise: access to technology
  • outsource noncore activities: necessary for business to focus on what it does best
  • temporary increase in business
43
Q

What are core activities?

A
  • related to business success
  • create firms competitive advantage
  • influence growth or rejuvenation
44
Q

What are non-core activities?

A

Routine or easily standardized activities that do not require specialized knowledge

45
Q

What HR activities are more likely to be outsourced and why?

A
  • payroll, benefits, and pension admin (don’t require specialized knowledge)
  • training (ONLY if firm doesn’t need it often)
  • recruiting/ testing, advertising, screening (can be done online)
  • exit interviews (allow for more honesty)
  • terminations/ outplacement (ONLY good for mass lay offs)
  • employee assistance plans (org might not have in house counselling services)
46
Q

What HR activities MUST be done in house?

A
  • orientation
  • career development
  • performance management
  • final hiring decision
  • succession planning
  • change management
47
Q

What are the issues with outsourcing HR?

A
  • hidden costs (done improperly could lead to litigation or turnover)
  • in house HR spends time managing relationships
  • loss of control over quality
  • loss of knowledge and expertise
  • harder to integrate and coordinate HR activities
48
Q

Risks of outsourcing?

A
  • reduced employee morale (ex. Survivors guilt)
  • decisions are not being made in a timely and quality manner
  • potential data leaks risk (risk to privacy)
  • costs exceed expectations
  • risk to intellectual property
  • difficulty in coordinating activities
49
Q

What should be done to manage outsourcing?

A
  • identify needs and goals (impact on strategy)
  • specify responsibilities/ extra fees
  • set detailed performance standards
  • set out consequences for non performance
  • set reporting system
  • consider growth needs
50
Q

Why expand a company internationally?

A
  • more customers
  • possibly lower taxes
  • get around tariffs
  • economies of scale
  • synergies (of labour and skills over different markets)
  • acquire resources
51
Q

What are tariffs?

A

Taxation on imported goods to make them more expensive than local goods
- expanding internationally can get around tariffs

52
Q

What’s economies of scale?

A

The more you produce the cheaper the per unit cost

53
Q

What are the three staffing options for expanding internationally?

A
  • parent country national
  • host country national
  • third country national
54
Q

What is a parent company national? Pros?

A

An employee from parent country goes to international country
- brings knowledge of product and culture
- transfer internal processes or practices to new country

55
Q

What is a host country national?

A

International employee is hosted by parent company

56
Q

What is a third country national?

A

An employee from a country different from the parent country or the expanded to international country

57
Q

What are the stages of going international?

A
  1. Export stage (domestic)
  2. Sales subsidiary stage (multi-domestic)
  3. Foreign production stage (international)
  4. Multi-subsidiary stage (multi- country stage)
  5. Global network stage
58
Q

Export stage of going international

A

There is a limited market so need to export to an international customer
- May need an export manager to supervise process, knowledge of rules, and negotiation skills

59
Q

Sales subsidiary stage of going international

A

Sales presence or division in another country
- manufacture domestically but have a distribution center in another country
- have control over distribution process and local knowledge

60
Q

Foreign production stage of going international

A

Have production operations in country you are selling to
- consider staffing needs (parent country or local)

61
Q

Multi-subsidiary stage of going international

A

Multiple distribution and production centres, may require hiring mostly host country employees

62
Q

What are the criteria for staffing on an international assignment ?

A
  • knowledge requirements (language, culture, applicable laws, business practices)
  • personality traits (flexible, adaptable, handle stress, extroverted, agreeable, conscientiousness)
  • skills and abilities (problem solving, self management)
  • family situation (careful as this gets close to discrimination; consider complications of spouse and children)
63
Q

What are some support mechanisms for international assignments?

A
  • preassignment training (business etiquette, hands on experience)
  • orientation (both at the job site and practical orientation for the city/ country)
  • family support (housing, schooling, child care, spousal support)
  • career planning and development (if returning from assignment what happens? If not returning what happens?)
  • compensation and benefits (local or parent currency? Local or parent pay standards?)
  • repatriation (if they do come back)
64
Q

What are the high level roles and responsibilities of HR?

A
  • strategic partner (HR planning, culture and HR branding)
  • change agent (talent management, performance management, training and development)
  • administrative expert (compensation, HRIS, legal compliance)
  • employee relations expert (safety and workers comp, DEI, labour relations)
65
Q

What is the 5C model of HR impact?

A

Compliance
Client satisfaction
Culture management
Cost/ efficiency
Contribution

66
Q

What is compliance (5C model)? How is it measured?

A

Compliance with legal/ ethics
- employment standards, human rights, health and safety
-measured in number of lawsuits (and the cost), accidents/ incidents (and the cost of), human rights complaints

67
Q

What is client satisfaction (5C model)? And how is it measured?

A
  • clients = employees, employer, families and dependents, shareholders, vendors, talent pool
  • measured in interviews, focus groups, surveys, exit interviews
68
Q

What are the 3 psychological states of employee engagement and associated employee behaviours?

A
  • satisfaction (commitment, attendance, punctuality)
  • motivation ( good performance in assigned duties)
  • organizational identification (engagement, going beyond job description, leadership)
69
Q

What are drivers of employee engagement?

A
  • involvement with decision making
  • extent to which employees can voice their opinions and be heard
  • recognition of good performance
  • development opportunities
  • how much concern employer shows over employee health/ wellness
  • reputation of employer
  • sense of fairness in decision making
70
Q

How do we create and maintain a work culture?

A
  • hire people with the same values (hire for fit; look for attitudes and behaviours)
  • high management involvement (senior management role models)
  • two way communication (listen to employee concerns and ideas)
  • get employees to care about business (rewards that reinforce norms like gain sharing)
  • orientation, training and development
  • establish a shared mission and vision
71
Q

What are 3 career planning and development metrics?

A
  • succession planning rate: number of candidates ready to move up per total positions
  • promotion rate: number of positions filled internally per total positions filled
  • external hire rate: number of positions filled externally per total positions filled
72
Q

What is Revenue per FTE ?

A

A measure of orgs productivity or performance

73
Q

What is FTE?

A

Full time equivalent staff; for example multiple part time staff equal a single full time employee, so must account when calculating revenue per employee

74
Q

Implications/ causes of a declining revenue/ FTE rate?

A
  • external: downturn in economy?
  • internal: declining motivation, burnout?
  • lack of training or proper staffing
  • at the extreme, may need lay offs
75
Q

Implication/ causes of a rising revenue/ FTE rate?

A
  • employees desire greater rewards
  • might need more employees to keep up with business

SEM 414 (6 decks)

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