Human Resources Flashcards
1
Q
HRM activites
A
- acquisition
- development
- maintence
2
Q
Acquistion
A
- planning
- job analysis
- recruting
- selection
- orientation
3
Q
planning
A
how many people will we need?
4
Q
- job analysis
A
what does each person need to do?
5
Q
recruting
A
how do we find qualified candidates?
6
Q
selection
A
whom should we hire?
- How to recruit
7
Q
orientation
A
- how do we get new employees up and running? - - onboard employees
8
Q
development
A
- training and development
- performance appraisal
9
Q
traning and development
A
- how do we teach employees new skills and prepare them for advancement opportunities?
- To ensure they are successful in the long run
10
Q
performance appraisal
A
how do we address employee performance and potential
11
Q
maintence
A
- employee realtions
- compensation
- benifits
12
Q
employee realtions
A
- how do we track and maintain good employee relations?
- Ensure they are satisfied, gain employee commitment - want low turnover
13
Q
compensation
A
how much money should employees be paid?
14
Q
benifts
A
what non-monetary compensation should we provide
15
Q
Understand the basics of planning and job analysis activities
A
How many people we will need – where are the gaps, resource or organizational capabilities gap
16
Q
planning activites
- forecasting tools
A
replacement chart
skills inventory
17
Q
replacement chart
A
list of key employees and their possible replacements within a company
18
Q
skills inventory
A
- a computerized database containing information on the skills and experience of all current employees
- Leverage existing talent
19
Q
job analysis
A
- A systematic approach that identifies and determines the job duties and requirements and their importance to the organization
- Detailed description lays the foundation for all the HRM activities – needed to find the ideal candidate for the job
20
Q
job description
A
a list of all the objectives and responsibilities for a particular job
21
Q
job specifictaion
A
list of all the qualifications required to preform a particular job
Knowledge, capabilities
22
Q
EDI
A
- equity
- diversity
- inclusion
23
Q
equity
A
- Achieving parity in policy, process, treatment, and outcomes for underrepresented and marginalized people and groups while accounting for differences
24
Q
equality
A
everyone treated the same, barriers for individuals are not taken into account
25
equity
taking in the systematic barriers and creating accommodations for individuals
26
diversity
Differences in lived experience and perspectives, and reality of employees
27
inclusion
Active, international, and continuous process to address inequities in power and privilege, build a respectful community that ensures all diverse people and groups feel valued, respected, and welcomed
28
belonging
people feel like they have a seat at the table, and feel included/ belong, want them to feel valued
29
benifits of DEI
- builds orgnaizaional resilience
- Aligns with purpose/ stakeholders expectations
- Provides a marketing edge
- Drives creativity, innovation, and productivity
- Maintains/improves reputation
- Improves profits and investment risk management
30
Builds orgnaizaional resilience
- diverse perspective you are going to be able to anticipate changes in the external environment
- All have different experiences that makes them proactive
31
Aligns with purpose/ stakeholders expectations –
- more diverse organization will maximize profits and shareholder value
- Attracts and retain top talent, attract and retain customers
32
Challenges related to attaining real progress on DEI as well as some guidelines to improve
- Senior leadership – should be a priority
- Most individuals in charge of programs are unaware of navigating the world without privilege
- Societal problems where this has been a systemic problem
- Looking for an easy solution to a complex problem
- Complex, generational changes take time
33
improve DEI
- Realize racism is a pandemic that requires urgent action – seize the current opportunity in which organizations did things previously considered impossible
- Recognize your own privilege
Ensure inclusion accompanies diversity
- Combine training with other initiatives, cultivate a sense of belonging
- Tell employees/ students – create belonging, psychological safety – cannot perform well if basic needs are not met
- Act with humility, be willing to accept outside help and listen
34
Attracting qualified job applicants
job description is clear enough so people with the right skills apply
- Attract candidate pool, screen, interview, compare, check references, make job offers
- Most important to track performance of recruitment – employee turnover, high employee turnover is a concern
35
top sources of quality hires
- Social professional networks
- Internet job boards
- Employee referral program – understand the organizational fit
36
Importance of employer branding and value proposition
- If you build a great brand that employers love they will act as ambassadors that help new job candidates embrace the idea of working there
- If you are confident that your brand is on-track and encourage happy employees to post about their experience on social channels
37
interview
- When screening, interviewing and comparing candidates, you must ensure that all methods are valid and reliable
- Want to make sure the person will be successful in the role
Their answers are predictors and indicators of success
- Most common method but least valid due to interview bias and incorrect practices
- Subjective
38
halo effect
hiring them because of similarities , went to the same school, etc.
39
latency effect
last person in your mind, remember everything they said
40
solutions to interview
- Come in with structured interview questions – easier to compare
- Questions – use job analysis to develop, validate (ensure they are job-related), use patterned questions
- Interview bias – train interviewers ahead of time, use more than one, create a scoring guide ahead of time
- Testing – use testing only for job-relevant knowledge, skills, abilities
41
orientation activites
- complete hiring paper work
- learn admin details
- employee introductions
42
complete hiring paper work
- Ensure they all have paperwork, been through all the negotiations of benefits, vacation, salary, etc.
43
Learn admin details
Role of the hiring manager to make sure new employees are aided to be set up for success
44
Employee introductions
- Buddy system
- Informal connections – learn the unwritten rules, the norms of the company, how to communicate with the boss, how you are expected to receive feedback
45
importance of onboarding
so people feel supported, and reduce employee turnover
46
training
- job-related training
- off the job training
- development opportunities
47
job realted
- teaches employees how to do their job and teaches existing employees how to do work more efficiently
- Shadowing – learning abou the specific job you will be doing
48
off the job training
- teaches employees about industry policies and legislation
- Expanding what they know so they can bring their knowledge back to the job – teach co workers
- Ex– courses/ certifications
49
development opprtutnites
- prepares employees to assume increased responsibility in present and future positions
- Prepares them to be promotes, a leader, or another position to broaden their knowledge
- move people to different roles
50
Performance appraisals
- create and communicate clear performance standards (based on the job analysis), communicate expectations and set goals so everyone is on the same page
51
Evaluate performance against standards
multiple sources, and frequent feedback from a variety of people
52
employee relations
- Driven by the culture of an organization, the leaders and the climate is one in which people feel respected
- Need to take the pulse of your employee morale
- Anonymous surveys – no fear for reprisal
- Catalyst to try and spur change
- Need to alter depending on the employee – not one size fits all
- Current state of employee relations shows that this activity has been overlooked and ignored
53
burnout
- a syndrome conceptualized as resulting from chronic workplace stress that has not been successfully managed
- Acknowledges that burnout is more than an employee problem – it is an organizational problem that requires an organizational solution
54
burnout impact on employees
- Eduction
- Doubt
- Shame
- Reduced self-efficacy
- Cynicism
- Helplessness
55
impact on organizations
- loss in productivity
- health care outlays
- fatailites
56
causes of burnout
- Workload
- Perceived lack of control
- Lack of reward/ recognition
- Poor relationships
- Lack of fairness
- Values mismatch – working for an organization that does not align with purpose
57
compensation
- the payment employees receive in return for their labour
- Includes – salaries, hourly wages, comsissions, bonus’s
- Want to remain competitive, want to ensure internal equality
- Equal pay for work of equal value – important if you want to maintain good talent
- Fair enough to keep existing talent from leaving the company
- Reasonable enough so the company can still make profit
58
financial constraints
depends on the viability of the company
59
external factors
- industry standards
- what is the supply of candidates
- is it a niche job?
60
internal factors
level of the job, company’s financial condition, culture, employee preferences
61
non-monetary compensation
- fringe benefits, health insurance, vacation
| - Beware of benefits that lead to burnout – unlimited vacation, free meal
62
re-organizing work as we emerge from the
| Pandemic
- Ensure the team is realigned, focused on shared goals, that the norms previously established are still working and there is psychological safety
- Connecting in remote work
- Pay attention to building cognitive trust and emotional trust
- Understand the whole employee – frequent anonymous surveys
- Hybrid models with choice/ flexibility
- Upskill everyone on remote work and digital mindset competencies
63
leadership types
- authoritarian
- partcipative
- laissez faire
- service leadership
64
authoritarian
all decision making, overseeing everyone/ everything, hands-on, micromanaging
65
Participative
democratic, elicit feedback, feel that everyone is valued in decision making, everyone is involved
66
Laissez-faire
hands-off, trust the team will do they work, employees can still come to you, not actively involved day to day
67
Service leadership
hands-on, would not ask the team to do something you would never do
