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LR > HRP Final Exam > Flashcards

HRP Final Exam Flashcards

1
Q

Define Talent Management.

A

The use of strategic human resources planning to make it possible for organizations to reach their goals.

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2
Q

Define succession management.

A

The systematic process of determining critical roles within the organization, identifying and evaluating possible successors, and developing them for these roles.

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3
Q

Why have succession management programs? (8)

A
  1. Improve internal candidate pools
  2. Assure business continuity
  3. Reduce skill gaps
  4. Retain employees
  5. Help individuals realize their career plans within the organization
  6. Develop leaders more quickly
  7. Encourage the advancement of diverse groups
  8. Improve employees’ ability to respond to changing environmental demands
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4
Q

What are the five steps of effective succession management?

A
  1. Align succession management plans with strategy
  2. Identify the skills and competencies needed to meet strategic objectives
  3. Identify high-potential employees
  4. Provide developmental opportunities and experiences
  5. Monitor succession management
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5
Q

What are the three kinds of competencies?

A
  1. Core competencies
  2. Role/specific competencies
  3. Unique/distinictive competencies
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6
Q

What are four approaches to identifying managerial talent?

A
  1. Temporary replacements
  2. Replacement charts
  3. Strategic replacement
  4. Talent management culture
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7
Q

What three risks does succession management prevent?

A
  1. Vacancy risk
  2. Readiness risk
  3. Transition risk
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8
Q

What are four keys of effective succession management?

A
  1. Program has stated goals and uses structured process to achieve goals
  2. Program has formal operating policy and procedures
  3. Program is linked to other HR and organizational processes
  4. Program has feedback mechanisms
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9
Q

What are the three kinds of mergers?

A
  1. Horizontal
  2. Vertical
  3. Conglomerate
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10
Q

What are the two kinds of acquisitions?

A
  1. Consolidation
  2. Takeover
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11
Q

What are the four steps to ensure cultural integration?

A
  1. Conduct a cultural audit of each organization
  2. Identify similarities and differences, and discuss these - create a new employee value proposition from the strengths of each culture
  3. Use acculturation strategies such as cross-functional seminars and graduation ceremonies, and provide cultural mentors to strengthen integration
  4. To overcome cultural challenges, celebrate small wins, acknowledge value in past practices, and measure progress at regular intervals
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12
Q

What are the goals of a transition team?

A

Retail talent, maintain productivity of employee performance, select individuals for the new organization, integrate HR programs, and take the first steps toward the integration of cultures.

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13
Q

What are the four stages of mergers?

A
  1. Pre-deal
  2. Due diligence
  3. Integration planning
  4. Integration implementation
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14
Q

What does HR do during integration planning?

A

Develop org structure - identify top levels of mgt
Prepare culture change/acceptance strategy
Assess critical positions and staff
Develop reward strategy for new org
Develop internal communication strategy

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15
Q

What does HR do during integration implementation?

A

Retain key people; separate redundant staff
Negotiate CAs; prep employment policies for new org
Facilitate organizational effectiveness - training, OD interventions, supporting managers and stuff

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16
Q

What are the three kinds of downsizing strategies?

A
  1. Workforce reduction
  2. Work redesign
  3. Systematic change
17
Q

What are the three types of restructuring?

A
  1. Portfolio restructuring
  2. Financial restructuring
  3. Organizational restructuring
18
Q

Define inplacement and outplacement.

A

Inplacement refers to a career management approach aimed at reabsorbing excess or inappropriately placed workers into a restructured organization.

Outplacement focuses on the provision of a program of counselling and job search assistance for workers who have been terminated.

19
Q

What is RCSP?

A

Reputation for corporate social performance

20
Q

What are the six best practices for downsizing firms?

A
  1. Downsizing should be initiated from the top but requires hands-on involvement from all employees.
  2. Workforce reduction must be selective in application and long term in emphasis.
  3. Special attention should be paid both to those who lose their jobs and to the survivors who remain with the organization.
  4. Decision makers should identify precisely where redundancies, excess costs, and inefficiencies exist and attach those specific areas.
  5. Downsizing should result in the formation of small, semi-autonomous organizations within the broader organization.
  6. Downsizing must be a proactive strategy focused on increasing performance.
21
Q

What may cause a permanent or long term HR surplus?

A
  1. Demand for the product or service has gone down; sales revenue is in decline
  2. A merger with duplicates created
  3. Outsourcing of a function
  4. Keeping same productivity with fewer staff
  5. Terminating operations in a location
  6. Liquidating or selling one or more divisions or branches
22
Q

What are some HR implications of workforce reduction?

A
  • Increased need to communicate with employees
  • More/different management training
  • Increased costs for separation/severance/etc.
  • Potential shift from innovation and/or collaboration to protectionism
  • Reduction in labour/employee relations climate
  • Greater staff and manager stress/health issues leading to more sick leave, etc.
  • Potential reduced employee morale and engagement
  • Staff may quit
  • Financial goals may not be guaranteed
  • If handled poorly, decline in organizational reputation
23
Q

Why outsource? (7)

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
24
Q

What do HRMSs help HR professionals do?

A
  1. Automate and simplify tasks
  2. Reduce administration and record keeping
  3. Provide management with HR-related information
25
Q

What are the three key functions of an HRMS?

A
  1. Planning and delivering HR activities
  2. Ensuring compliance with laws, regulations, and organizational politics
  3. Supporting organizational decision making with data analysis
26
Q

What are the four stages/strategies of international business?

A
  1. Domestic [only export]
  2. Multi-domestic [subsidiary is set up]
  3. Multinational [standardization to gain efficiency]
  4. Global (or transnational)
27
Q

What are HRM systems for foreign subsidiaries that will be consistent with the local economic, political, and legal environment?

A

Adaptive IHRM approach.

28
Q

What is the term for transferring home HRM systems to foreign subsidiaries without modifying or adapting to the local environment?

A

Exportive IHRM approach.

29
Q

What’s the approach for a global strategy?

A

Integrative IHRM approach.

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