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Hr Cert > Lesson 4 HR organization > Flashcards

Lesson 4 HR organization Flashcards

1
Q

Hr function

A

Multifaceted

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2
Q

Naming progression

A

Welfare officer
Labor manager
Personnel management
Hr management
Strategic he management

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3
Q

Hr transformation

A

Triangle pyramid

Strategy
- aligns hr efforts with organizational strategy and business goals
Performance improvement
- creates hr initiatives to attract develop and retain the right mix of talent
Administrative
-Execute all activities associated with vendor management, budgeting, and system
Transaction processing
-handles all employee and operational transactions

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4
Q

Hr domains

A

-recruitment
-training
- benefits
- compensation
- employee relations
- labor relations
- health and safety
- payroll

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5
Q

Hr positions

A

Up to 99 employees, no hr, another role providing support

1-200
Hr required to coordinate functions, some outsourcing occurs

200+
Too large for one person, hr manager hires supporting roles

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6
Q

Organizational life cycle

A

Challenge
Hr focus
Business need

-Leadership, staffing, creativity
-Delegation, staffing and training, clear direction
-Bureaucracy, hr planning and comp. And training, formal systems
-change resistance, cross training and change mgt and outplacement, streamlined decision making and flexibility and small company thinking

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7
Q

Employee life cycle

A

Hr programs must
- align with business strategies and goals at each stage of the organizational life cycle.
- meets the needs of employees at each stage of the employee life cycle

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8
Q

Benefits of working in hr 5

A

Working with people
Big picture perspective
Job variety
Continuous learning
Limitless opportunities

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9
Q

Benefits of certification

A

Professional growth
Work in HR
promotions
Future growth
Financial rewards
Satisfaction
Job ratings
Level of expertise

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10
Q

Key competencies for hr professionals

A

Awareness
Adaptable
Innovative
Knowledgeable
Assertive

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11
Q

Hr role in organization

A

Strategist
- meet corporate goals
Advisor
Administrator
- enforce policies
Change agent
Ensure retention of key employees to meet goal

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12
Q

Corporate governance

A

Id how business is controlled and directed
Compliance/ laws, regs
Ethics /company and employees
Transparency / ops, earrings, Successes, failures
Accountability/ stakeholders, investors, public
Company vision/ strategy

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13
Q

Key corporate stakeholders

A

-shareholders
Owners of corporations
Board of directors
- inside directors
- outside directors

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14
Q

Organizational values and ethics

A
  1. Corporate ethics.
    Ethics and morality
    Ethics and behavior
    Ethical behaviors in action
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15
Q

Ethics and morality

A

Role morality
Employment exchange
Inducements- contribution balance

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16
Q

Ethics and behaviors

A

Legal and ethical
Illegal and unethical
Illegal but ethical
Legal but unethical

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17
Q

Annual productivity loss

A

Freq. browse during work hours 37%

Browse web sites for personal use 64%

18
Q

Corporate ethics

A

System of moral principles and values that establish appropriate conduct
- ethics is not synonymous with legality

19
Q

Ethics officer

A
  • responsibilities
  • create and distribute code of ethics
  • advice to management and employees
  • investigate and act on unethical issues
  • ongoing monitoring and assessing
  • improve company image
20
Q

Code of ethics

A

Mains integrity in public
Acceptable behavior for individuals
Protects the company’s reputation
Establishes decision making guidelines in alignment with org. Goals

21
Q

Corporate responsibility

A

Corporate social responsibility CSR is a business behavior that is focused on building external strategic relationships. Activities are interdependent on multiple organizational responsibilities that serve to link the external environment to the internal achieving CSR objective often requires a participation and commitment of the entire business to act and race that are sustainable, Access to information engage in corporate philanthropy and help improve social issues

22
Q

Sustainability

A

Sustainability is defined as a capacity to endure overtime and examines the business behavior that does not deplete the resources used to achieve that outcome. The diagram shows sustainable development goals with a three overlapped circles for social economic, and environmental, indicating that there are three pillars of sustainability are not mutually exclusive Interdependent in a long run as each overlaps deception, social and economic is equitable, economic, and environmental is viable and environmental and social is bearable with all three people. It becomes sustainable as a result of initiative businesses that financial benefit sustainability practices influence factor beyond the environmental.

23
Q

Digital divide

A

Uneven access of technology. High cost, or adoption. Culture, lack of motivation

24
Q

Ross management options

A
  1. Mitigation
  2. Acceptance
  3. Avoidance
  4. Transfer
25
Q

Risk assessment (hr audits)

A

Compliance
- legal and regulatory
Best practices
Competitive advantage
Strategic
-strength and weakensss of processes
Function specific
-validates processes in an area

26
Q

Hr audit process

A

Define audit scope -> establish budget -> seek top management support recruit audit team -> develop audit checklist -> gather relevant tools -> collect co. And hr policy data -> consider legalities -> benchmark findings -> create action plans -> provide feedback

27
Q

Basics of record keeping

A

Pre employment
Employment
Post employment

28
Q

Paper based system

A

Fewer than 20 people.

29
Q

Insurance records

A

Accident - 6 years
Fire - 7
Insurance policies 7 years

30
Q

Insurance records

A

Accident - 6 years
Fire - 7
Insurance policies 7 years

31
Q

How long to keep records?

A

Regular time - 3 years
Yay records - 6 years
Relating to parental leave -8 years
Workplace accidents 10 years
Permit records 5 or duration of employment

32
Q

FTC compliant methods

A

Prevent reading or reconstruction
Destroy electronic
Or using contractor

33
Q

Key performance indicator

A

Lagging indicator measures the results of a process or a change
Leading indicator measures that proceed, anticipate or predict future performance

34
Q

Robert Kaplan and David Norton: balanced scorecard (96)

A

Iimprove and control a businesses, various functions and resulting outcomes

35
Q

14 KHR metrics

A

Time to hire, cost per higher, early turnover ,times since last promotion, revenue per employee, performance and potential, billable hours per employee, engagement rating, cost of HR per employee, ratio of HR professionals to employee, ratio of HR business partners per employee, turnover rate, effective of agent are software, absenteeism

36
Q

Business impact measures

A

Roi
Benefit cost ratio
Break even point

37
Q

Business impact measures

A

Roi
Benefit cost ratio
Break even point

38
Q

ROI

A

Most used business metric
Effective way for hr to communicate and evaluate their impact on strategies initiatives
Demonstrates efficiency of resources used

39
Q

Formula

A

Roi = value received from investment - cost of investment / total cost of investment x100

40
Q

BCR

A

Cost ratio BCR summarizes the overall relationship between the relative cost and benefits of a project or proposal
1.0 = positive

41
Q

Break even point

A

P determines the point in time at which total revenue associated with a program is equivalent to the total cost of the program

Formula BEP =fixed costs/net sales - total variable expenses)*

42
Q

Tactical accountability measures

A

Accountability measures provide insight into the effectiveness of HR programs their designed to improve productivity and help evaluate the performance of HR initiatives will look at six measures that provides good overall health across the business

Hr Cert (12 decks)

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