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HRESD > G1: Planning & Staffing > Flashcards

G1: Planning & Staffing Flashcards

1
Q

Process through which an organization anticipates its future personnel needs and
devises strategies to ensure that it has the right people with the right skills at the right time.

Involves
forecasting both the demand for labor and the supply of talent, ensuring alignment between the
organization’s strategic goals and workforce capabilities

A

HR Planning

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2
Q

Give 1 importance of HR Planning

A

Aligns the workforce with the company’s strategic goals and objectives

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3
Q

Refers to the activities involved in recruiting, selecting, and onboarding employees to fill
organizational roles.

It focuses on placing the right people in the right positions, matching skills and
competencies to job requirements

A

HR STAFFING

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4
Q

What is the Link Between HR Planning and Staffing?

A

HR planning - identifies the workforce needs

Staffing - fills those needs by sourcing and
selecting the right talent.

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5
Q

Process of searching for prospective employees
and stimulating them to apply for jobs in the organization

A

Recruitment

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6
Q

2 types of recruitment

A

Internal recruitment
External recruitment

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7
Q

Recruitment which takes place within the concern or organization

A

Internal recruitment

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8
Q

Recruitment have to be solicited from outside the organization

A

External recruitment

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9
Q

Examples of modern recruitment strategies

A

Social media, Job boards, Referrals

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10
Q

Refers to the process of choosing from candidates those who will become employees of the
organization.

A

Selection

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11
Q

Process through which new employees acquire the necessary knowledge, skills and behaviors to
do their job effectively

A

Onboarding

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12
Q

Process that incorporates appraisal and feedback to make performance-based administrative
decisions and help employees improve.

A

Performance Management

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13
Q

Process of assessing performance to make decisions (for
example, about pay raises); focus is on the administrative use of the information.

A

Performance Appraisal

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14
Q

Refers to the assessment of performance with the goal of
providing feedback to facilitate improved performance; focus is on providing useful
information that employees need to enhance their KSAOs to perform well in a current or
future position.

A

Performance Development

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15
Q

Refers to the tools and methods that companies use to monitor performance metrics.

A

Key Performance Indicators (KPIs) tracking

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16
Q

Helps employees set clear objectives to achieve their goals and to perform well in their job

A

Objective and Key Result (OKR)

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17
Q

Encouraging new innovations establishes the resilience of the company; qllows the
employees discover new things, learn new skills, and provide better service.

A

Adapting to Change

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18
Q

Set standards and provide competitive compensation and benefits.

A

Turnover

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19
Q

Employees that promoted experience higher level of responsibility.

A

Promotions

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20
Q

Company must have their back up plans when there is a sudden losses in
the company

A

Market change

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21
Q

Employment Laws and Regulations (4)

A
  • Equal Opportunity and Anti-Discrimination
  • Minimum Wage and Overtime Pay
  • Employee Benefits
  • Workplace Safety
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22
Q

HR planning and staffing must be conducted
without discrimination based on protected characteristics such as race, religion, gender, age, or
disability.

Includes avoiding discriminatory language in job descriptions and ensuring fair
and unbiased selection processes

A

Equal Opportunity and Anti-Discrimination

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23
Q

HR planning must account for legal requirements regarding
minimum wage, overtime pay, and other compensation-related regulations.

Involves
ensuring accurate record-keeping and adherence to relevant wage and hour laws.

A

Minimum Wage and Overtime Pay

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24
Q

HR planning must consider legal requirements regarding employee benefits
such as health insurance, retirement plans, and paid leave.

Involves ensuring compliance
with relevant regulations and providing accurate information to employees about their benefits.

A

Employee Benefits

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25
Q

HR planning must prioritize workplace safety and ensure compliance with
relevant occupational safety and health regulations.

Involves conducting regular safety
audits, providing appropriate training, and implementing safety protocols to minimize risks

A

Workplace Safety

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26
Q

HR professionals handle sensitive employee information, including
personal details, financial data, and health records.

A

Data Privacy and Security

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27
Q

HR planning and staffing must consider _______, which govern collective bargaining,
unionization, and employee rights.

A

Labor Laws

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28
Q

HR decisions should be guided by principles of fairness and respect for all
employees

A

Fairness and Respect

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29
Q

Fairness and Respect in HR decisions involve: (2)

A

Avoiding Discriminatory Practice
Promoting Inclusivity and Respect

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30
Q

HR planning and staffing should be free from bias and
prejudice and ensure equal opportunities for all qualified candidates

A

Avoiding Discriminatory Practice

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31
Q

Creating a workplace culture that values diversity and
promotes respect for all employees is essential.

A

Promoting Inclusivity and Respect

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32
Q

HR decisions should be transparent and accountable with clear
justifications for actions taken.

A

Transparency and Accountability

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33
Q

Transparency and Accountability in HR involves: (2)

A

Open Communication with Employees
Involving Employees in Decision-Making

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34
Q

HR professionals should be open and honest with
employees about the reasons behind their decisions, address concerns and questions.

A

Open Communication with Employees

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35
Q

Employees should be involved in HR planning and
staffing decisions as well as providing input and feedback.

A

Involving Employees in Decision-Making

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36
Q

HR professionals should uphold the highest standards of integrity and honesty in all their
dealings with employees.

A

Integrity

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37
Q

Integrity in HR involves: (1)

A

Avoiding Conflicts of Interest

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38
Q

HR professionals should avoid situations that could create a
conflict of interest and ensure that decisions are made based on merit and not personal gain.

A

Avoiding Conflicts of Interest

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39
Q

CHALLENGES IN HR PLANNING AND STAFFING (3)

A

Economic Changes
Technological Disruption
Talent Retention

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40
Q

Impact of economic downturns (2)

A

Budget constraints
Uncertainty

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41
Q

During economic downturns, companies often face budget cuts, leading to
reduced hiring, layoffs, and wage freezes.

A

Budget constraints

42
Q

Economic instability makes it difficult for organizations to predict future staffing
needs, affecting long-term HR planning

A

Uncertainty

43
Q

Impact of economic growth (2)

A

Increased demand for talent
Wage Inflation

44
Q

When the economy is booming, there’s often higher demand for
skilled workers, which can lead to talent shortages.

A

Increased demand for talent

45
Q

Economic growth can drive up wages, making it more expensive to attract and
retain employees.

A

Wage Inflation

46
Q

Automation, AI, and their effects on staffing (2)

A

Job displacement
New skill requirements

47
Q

Automation and AI can lead to the displacement of certain jobs, requiring HR
to manage layoffs or retrain employees for new roles

A

Job displacement

48
Q

As technology evolves, there’s a growing need for employees with new
skills

A

New skill requirements

49
Q

Strategies for retaining top talent (3)

A

Competitive compensation
Career development
Work-Life balance

50
Q

Providing opportunities for career growth and skill development can
increase employee satisfaction and loyalty.

A

Career development

51
Q

Ensuring employees have a good work-life balance can help prevent burnout
and reduce turnover.

A

Work-Life balance

52
Q

Strategies for managing turnovers
(2)

A

Exit interviews
Employee engagement

53
Q

Conducting this can provide insights into why employees are leaving
and help address issues that might lead to higher turnover.

A

Exit interviews

54
Q

Regularly engaging with employees and seeking their feedback can help
identify and address potential issues before they lead to turnover

A

Employee engagement

55
Q

Involves predicting future workforce requirements based on various factors such as
business growth, market trends, and internal changes

A

Forecasting

56
Q

Forecasting techniques involve: (3)

A

Trend Analysis
Scenario Planning
Workforce Analytics

57
Q

Reviewing historical data to identify patterns and predict future needs

A

Trend Analysis

58
Q

Developing different scenarios (e.g., economic downturns, rapid growth) to
prepare for various possibilities.

A

Scenario Planning

59
Q

Using data-driven insights to assess current workforce capabilities and gaps

A

Workforce Analytics

60
Q

Organization’s ability to adapt to changing needs

A

Flexibility

61
Q

Flexibility in organizations involves: (3)

A

Develop a Flexible Staffing Strategy
Create a Talent Pool
Enhance Employee Development

62
Q

Implement strategies like contingent staffing, outsourcing, and
cross-training to quickly adjust to changes.

A

Develop a Flexible Staffing Strategy

63
Q

Build and maintain a pool of potential candidates to fill gaps as they arise

A

Create a talent pool

64
Q

Invest in training and development to upskill current employees,
allowing for more flexible role assignments.

A

Enhance Employee Development

65
Q

Key HR Metric (4)

A

Employee Performance Metrics
Recruitment Metrics
Retention Metrics
Employee Engagement Metrics

66
Q

Types of recruitment metrics (3)

A

Time-to-Fill
Cost-per-Hire
Source of Hire

67
Q

Measures the time taken to fill a position from the moment it is posted to the day the
candidate starts.

A

Time-to-Fill

68
Q

Calculates the total cost of recruiting a new employee, including advertising, agency
fees, and recruitment team salaries.

A

Cost-per-Hire

69
Q

Identifies which recruiting channels (e.g., job boards, social media, referrals) yield the
best candidates.

A

Source of Hire

70
Q

Types of Employee Performance Metrics (2)

A

Performance Ratings
Productivity Metrics

71
Q

Track employee performance through reviews and ratings.

A

Performance Ratings

72
Q

Measure output relative to input (e.g., sales per employee).

A

Productivity Metrics

73
Q

Types of Retention Metrics (2)

A

Turnover Rate
Retention Rate

74
Q

Measures the percentage of employees who leave the company within a specific period.

A

Turnover Rate

75
Q

The percentage of employees who remain with the company over a specified time

A

Retention Rate

76
Q

Type of Employee Engagement Metrics (1)

A

Engagement Surveys

77
Q

Collect data on employee satisfaction, motivation, and commitment.

A

Engagement Surveys

78
Q

Utilizing Analytics for Staffing Decisions
(4)

A

Predictive Analytics
Workforce Planning
Recruitment Strategy Optimization
Employee Development and Succession Planning

79
Q

Types of Predictive Analytics (2)

A

Attrition Prediction
Success Profiles

80
Q

Use historical data and patterns to predict which employees might leave the
company.

A

Attrition Prediction

81
Q

Analyze data to determine the traits and characteristics of successful employees, and
use this information to refine recruitment criteria.

A

Success Profiles

82
Q

Types of Workforce Planning (2)

A

Demand Forecasting
Gap Analysis

83
Q

Analyze trends and business needs to predict future staffing requirements.

A

Demand Forecasting

84
Q

Compare current workforce capabilities with future needs to identify skill gaps.

A

Gap Analysis

85
Q

Types of Recruitment Strategy Optimization (2)

A

Channel Effectiveness
Candidate Experience Analysis

86
Q

Evaluate which recruitment channels yield the best candidates in terms of
performance and retention.

A

Channel Effectiveness

87
Q

Assess feedback from candidates about their recruitment experience
to improve processes and enhance the employer brand.

A

Candidate Experience Analysis

88
Q

Types of Employee Development and Succession Planning (2)

A

Skill Assessment
Succession Planning

89
Q

Use data to identify skills gaps and areas for employee development.

A

Skill Assessment

90
Q

Analyze the readiness of internal candidates for key roles.

A

Succession Planning

91
Q

Involves improving the skills and knowledge that employees already have, often to keep up with
advancements in their current roles or to increase their proficiency

A

Upskilling Initiatives

92
Q

Upskilling Initiatives (4)

A

Certification Programs
Advanced Technical Training
Leadership Development
Cross-Functional Training

93
Q

Offering certifications in advanced areas relevant to an employee’s current
role.

A

Certification Programs

94
Q

Providing training in emerging technologies, such as machine learning,
cloud computing, or cybersecurity.

A

Advanced Technical Training

95
Q

Enhancing leadership and management skills through workshops, seminars,
or executive coaching.

A

Leadership Development

96
Q

Allowing employees to gain expertise in areas adjacent to their current
role.

A

Cross-Functional Training

97
Q

Focuses on training employees to acquire new skills needed for different roles or tasks within the
organization, especially if their current skills are becoming obsolete or if the business is shifting focus

A

Reskilling Initiatives

98
Q

Reskilling Initiatives
(4)

A

Career Transition Programs
Online Learning Platforms
Internal Job Rotation
Partnerships with Educational Institutions

99
Q

Creating structured programs to help employees transition into new
roles.

A

Career Transition Programs

100
Q

Providing access to platforms like Coursera or Udacity for employees to
gain skills in entirely new fields

A

Online Learning Platforms

101
Q

Implementing job rotation schemes to allow employees to gain experience in
different departments.

A

Internal Job Rotation

102
Q

Collaborating with universities or technical schools to
offer tailored training programs or degrees.

A

Partnerships with Educational Institution

HRESD (1 decks)

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