Organization Flashcards
1
Q
HR’s strategic role
A
Participation in creating the organization’s strategy.
Aligning the HR strategy with the organization’s strategy.
Supporting other functions in their strategic roles
2
Q
Push/Pull Strategy (Marketing/Sales Function)
A
A “push” strategy focuses on getting products/services in front of customers. For example, companies may have showrooms or create a strong point-of-sales presence at the retail level.
A “pull” strategy attracts customers to the product. An example of this is the carbonated drinks industry, which invests heavily in advertising and promotion to create brands and boost sales.
3
Q
HR Administrative Role
A
The HR focus in this role is twofold: managing compliance issues and record keeping. Often referred to as “transactional activities,
4
Q
How HR supports marketing & Sales
A
marketing works focuses on teh creation of brand identity. Hr can ensure that its activities are aligned with the identity that marketing is creating and use this brand identity to attract future employees
sales might have hr design compensation systems that motivate sales behavior.
5
Q
How HR supports research and development
A
R&D thrives on cutting-edge employee skills and knowledge. HR is a partner in sourcing good job candidates and creating attractive compensation packages. HR’s efforts to create inclusive and diverse cultures are also important to R&D. HR can protect the organization’s investment in R&D by ensuring that contracts protect intellectual property rights
6
Q
How HR supports operations
A
Operations managers may have complex workforce planning needs that can be addressed through HR’s ability to analyze historical data and predict and creatively manage gaps in resources.
Compliance issues are greater in this function, and HR helps prepare managers and supervisors for these responsibilities and performs many compliance activities, such as delivering and documenting safety training and reporting and documenting workplace accidents and conditions.
7
Q
Outsourcing
A
Process by which an organization contracts with third-party vendors to provide selected services/activities instead of hiring new employees
8
Q
HR audit
A
Systematic and comprehensive evaluation of an organization’s HR policies, practices, procedures, and strategies.
9
Q
Shared services HR model
A
HR structural alternative in which centers with specific areas of expertise develop HR policies in those areas; each unit can then select what it needs from a menu of these services.
10
Q
Center of excellence (COE)
A
An organizational structure that leverages staff expertise in certain areas to improve the entire organization’s strategic performance.
11
Q
Dedicated HR
A
HR structural alternative that allows organizations with different strategies in multiple units to apply HR expertise to each unit’s specific strategic needs.
12
Q
Functional HR
A
HR structural alternative in which headquarters HR specialists craft policies and HR generalists located within divisions or other locales implement the policies, adapt them as needed, and interact with employees.
13
Q
HR’s Focus
A
People: acquiring, developing, and retaining talent.
14
Q
Executive management (often referred to as the C-suite) is ultimately responsible for what
A
all of the core business functions and their effect on the organization’s performance. The primary responsibilities of executive management are to:
Develop and communicate strategy to the organization’s components.
Monitor and control implementation of strategic and operational activities through control of financial resources.
Be the primary interface with the organization’s stakeholders, from investors and regulators to customers and communities.
Lead the organization through a shared vision and the values they model in all interactions.
15
Q
How does HR interact with executive managment
A
HR contributes to the development of organizational strategy, advising on the human capital implications of strategic decisions. It may work directly with the board to advise on executive compensation and matters of governance
16
Q
How HR Interacts with Finance and Accounting
A
HR collaborates with finance and accounting to:
Plan and monitor annual functional and special project budgets
Manage relationships with suppliers
HR supports governance by:
Providing governance and ethics training to board members and employees
Participating in risk prevention programs (e.g., screening job applicants, fraud investigations)
Supporting external and internal audits
17
Q
4 P’s of marketing
A
price, product, promotion, and place.
18
Q
How HR Supports Marketing and Sales
A
HR can ensure alignment with marketing’s brand identity by:
Using the brand identity to attract future employees
Collaborating with marketing to create teams and team cultures that embody brand characteristics (e.g., customer service, awareness of and use of cutting-edge technologies)
Sales may rely on HR to:
Design compensation systems that motivate sales behavior
Provide skills and knowledge training
19
Q
what does marketing work focus on?
A
brand identify
20
Q
in a commercial enterprise, what is research and development (R&D) or new product design and development is responsible for
A
future revenue.
21
Q
How HR Supports R&D
A
HR supports R&D by:
Sourcing good job candidates with cutting-edge skills and knowledge
Creating attractive compensation packages
Promoting inclusive and diverse cultures, which are important to R&D
Protecting the organization’s investment in R&D by ensuring contracts protect intellectual property rights
HR can consult with R&D on designing processes that:
Support a culture of collaboration and innovation
Create career development paths for non-managers
Revise job descriptions to reduce bureaucratic burdens on R&D employees
Design systems and processes that support agile decision-making
22
Q
What is operations for
A
This part of the organization is responsible for:
Developing, producing, and delivering products and services to customers
The operations function:
Builds the products and services defined by marketing and R&D
Supports sales in monetizing these products and services
Serves as the source of revenue for the enterprise
“Products” can include a wide range, such as:
Tangible products (e.g., automobiles)
Intangible products (e.g., software)
Services (e.g., consulting engagements)
23
Q
HR Team member List
A
Leader, Managers, Specialist, Generalist & HR Business Partners
24
Q
HR Team Member Leader
A
HR has a strategic role within the organization:
Typically part of the senior leadership team
Ideally reports directly to the CEO or COO
This structure allows HR to:
Bring insights on strengths, weaknesses, opportunities, and threats to the organization’s strategy
Participate in the development of overall strategy
HR leaders are responsible for:
Developing and directing the strategy, priorities, and focus for the HR team
25
HR Team Member Manager
HR managers are responsible for units within the HR function, such as:
Employee relations
Talent acquisition
Organizational development
HR managers:
Plan, direct, and coordinate activities for their unit
Provide input to the HR leader for HR strategy
26
HR Team member Specialist
HR specialists (also known as functional experts) have expertise in specific areas, including:
Compensation and benefits design
Talent management
Metrics
IT
Occupational health and safety
Organizational development
Workforce relations
Their role is to:
Apply best practices in their discipline
Advance the HR strategy
27
HR Team member Generalist
HR generalists (also known as HR practitioners) are familiar with all of HR’s varied services:
May have expertise in one or more specialty areas of HR
Generally proficient enough in each area to provide sound advice and direction to employees and managers
HR generalists:
Work closely with HR specialists to ensure information and programs are accurate and complete
May be embedded within countries or business units
28
HR business partner
Here’s the information in bullet points:
HR business partners are more experienced generalists, assigned to represent HR services directly to other business functions
HR business partners:
Use a deeper understanding of the business (both the organization and the function) to help functions achieve their goals
Require competencies such as:
Business Acumen
Consultation
Relationship Management
Communication
HR business partners can be key to demonstrating HR’s value throughout the organization
29
What are advantages and disadvantages of Centralized HR model
Advantages: Provides more control and consistency across organization.
Disadvantages: Can inhibit flexibility and responsiveness; can decrease effective communication.
30
What are advantages and disadvantages of deCentralized HR model
Advantages: Allows for more direct contact between HR and other functions and facilitates communication and responsiveness.
Disadvantages: Lack of consistency among HR policies and standards.
31
What are advantages and disadvantages of Functional HR model
Advantages: Facilitates consistency between headquarters policy and practices and implementation in business units.
Disadvantages: Can isolate headquarters HR from business realities perceived by all staff and employees.
32
What are advantages and disadvantages of Dedicated HR mode
Advantages: Promotes strategic alignment between headquarters and units.
Disadvantages: Isolation of dedicated HR units and loss of shared knowledge and experience; may lead to duplications and inefficiencies.
33
What are advantages and disadvantages of SHared Services HR mode
Advantages: Offers expertise efficiently, reducing load of transactional activity in favor of value-creating activity.
Disadvantages: Risks underuse of service centers when their existence is not widely known.
34
What are advantages and disadvantages of center of excellence HR model
Advantages: Takes advantage of digital communications to create networks of experts in the organization.
Disadvantages: Similar to shared services, risks underuse when its existence is not widely known
35
What are advantages and disadvantages of Business partners HR model
Advantages: Allows business partners to acquire a deeper understanding of the business and enables HR to better support organizational efforts.
Disadvantages: Can be difficult to define roles and responsibilities for business partners, who may become a scapegoat from employees in both areas for issues that occur.
36
What are advantages and disadvantages of Matrix partners HR model
Advantages: Works well when pressures originate from multiple areas or when the work is complex (such as setting benefit policies equitably between employee groups in different locations).
Disadvantages: Blurred reporting relationships, time constraints, and increased workload may result. Opportunity for conflict between senior management of HR and business areas.
37
what are advantages and disadvantages of Global resources HR model
Advantages: Helps HR consider all areas when making decisions by avoiding the tendency to consider only local issues.
Disadvantages: Can increase the opportunities for miscommunication or failure to recognize particular cultural norms if not done carefully.
38
first step in measuring and reporting results
Define Key performance indicators
39
What is a balance scorecard do
A balanced scorecard for HR:
Links clearly defined department objectives and performance to the company’s strategic business goals
Focuses HR staff on activities that support the company’s goals
Demonstrates HR’s strategic value by defining and measuring HR’s contribution in concrete, clearly understood terms
40
For a balanced scorecard to be effective it must:
Contain accountability and measurable results.
Be valid. The measurement system must contain understandable measures, metrics, and targets that are aligned to the objective and can be supported with solid data.
Contain only those measures that are most important to the objective and the organization’s strategic plan; that is, the measures must result in actionable items.
Focus on results. Simply measuring turnover or time to fill is ineffective if no action is taken as a result. More meaningful measures that are aligned clearly with the organization’s strategic plan include productivity and retention.
Be carefully planned and executed.
41
what is absence rate and give a use (Hr Metric)
Ratio of lost days to number of employees
To reflect benefits of a change in workplace conditions
42
What is accruals and give a use (HR metric)
Comparison of budget to actual assignee costs
To monitor expense accruals and make sure that assignment budget and financial goals are met
43
Hr Metric. what is applicant yield ratio and give use
Percentage of applicants who proceed to the next step of the selection process
To demonstrate effectiveness of recruiting methods
44
HR Metric. HR staff per full-time employee
Ratio of the number of HR staff retained to number of overall full-time staff retained
To show if HR is adequately staffed to support the needs of the workforce
45
HR Metric . Human capital return on investment
Ratio of employment-related expenses to revenue minus nonemployment expenses
To demonstrate value of HR programs
46
HR Metric
Human capital value added
Revenue minus nonemployment expenses divided by number of full-time employees
Used comparatively to indicate increase in employee productivity as the result of HR activities
47
HR Metric. Key talent retention
Percentage of key talent retained
To demonstrate effectiveness of employee development and reward strategies
48
HR Metric: Promotion Pattern
Percentage of internal promotions
To demonstrate effectiveness of development programs and strong culture
49
HR Metric: Success ratio
Proportion of selected applicants who are later judged to be successful on the job
To indicate effectiveness of recruiting, selection, and orientation methods
50
HR Metric: Training return on investment
Economic benefit of enhanced performance minus costs of developing, producing, and delivering training
To demonstrate value of strategic choice to invest in training
51
HR Metric: Vacancy costs
Costs of substitute labor (temporary workers, contractors, outsourcing partners) minus wages and benefits not paid because vacant
To support decision to outsource function or area and decrease internal head count
52
Types of HR Audits list
Compliance, Best Practices, Strategic, Function-specific
53
HR Audit: Compliance
Focuses on how well the organization is complying with current employment laws and regulations
54
HR Audit. Best practices
Helps the organization maintain or improve a competitive advantage by comparing its practices to those of employers identified as having exceptional HR practices
55
HR Audit: Strategic
Focuses on the strengths and weaknesses of systems and processes to determine whether they align with the HR departmental and/or the organizational strategic plan
56
HR Audit. Function-Specific
Focuses on a specific area in the HR function (such as payroll, performance management, records retention, etc.)
57
List the audit process
Determine the scope and type of audit
Develop the audit questionnaire
Collect the data
Benchmark the findings
Provide feedback about results
Develop action plans
Foster a climate of continuous improvement
58
what is OED
Organizational effectiveness and development (OED) focuses on the structure and functionality of the organization to increase the long- and short-term effectiveness of people and processes.
59
organizational development (OD)
refers to an organizational management discipline used to maintain and grow organizational effectiveness and efficiency through planned interventions.
60
what is a proactive intervention
Proactive OED interventions:
Identify and correct potential problems before they affect performance.
Prepare the organization to take advantage of anticipated opportunities.
Example of OED interventions for organizations in a rapidly changing marketplace:
Develop communication networks that allow critical information to be exchanged quickly, free of hierarchical structures that slow communication.
Create structures that allow employees to make decisions quickly and independently.
61
What are Remedial interventions
Remedial interventions:
Make changes that bring an organization back on course toward its strategic goals.
Typically designed to resolve a current or newly discovered problem.
Aim to bring about a long-term positive impact on the organization and its function.
Success is often assessed by whether the problem or issue was resolved.
Five ways remedial interventions can impact an organization:
Increase efficiency.
Reduce employee burnout.
Improve product performance.
Shift from reactive to more proactive strategy.
Address budget deficits.
62
Reasons why OED interventions fail
Leadership not involved.
the wrong messengers are used
communication is too sudden/late and or not aligned with organizational realities
communication to narrow
63
Characteristics of effective OED interventions
Strategically Aligned
collaborative
supported by top management
producing sustainable results
supporting continuos improvement
using common tools
using common language
64
When are organizational interventions
The organization is failing to meet its strategic objectives because its structure is inefficient and no longer suits its needs.
As it shifts competitive strategies, the organization must realign its design to develop new skills and respond to market changes effectively.
65
Structural characteristics in organizational design
Work Specialization
Decision Making Authority
Layers of hierarchy
Formalization
66
What is span of control
Span of control refers to the number of individuals who report to a supervisor. Executives, managers, supervisors, and subordinates are hierarchically connected.
spans of control that are too large can slow an organization, making it difficult for supervisors to make decisions quickly. Many decisions must flow to the top, and the decision queue can become crowded. Flat organizations can be nimbler. When decisions are made, they can be communicated and implemented quickly.
67
What is formalization
Formalization refers to the extent to which rules, policies, and procedures govern the behavior of employees in the organization. The more formal the organization, the greater the written documentation, rules, and regulations. Some organizations are more loosely structured than others.
It can, however, restrict employees’ abilities to respond to unusual situations or customer needs as well as stifle creativity and innovation.
68
Departmentalization
Departmentalization refers to the way an organization groups its jobs and aligns effort.
69
Four common structures of departmentalization
functional, product, geographic, and matrix
70
Functional structure (departmentalization)
In a functional structure, departments are defined by the services they contribute to the organization’s overall mission, such as marketing and sales, operations, and HR. Traditionally, this has been the most common organizational structure.
71
product structure (departmentalization)
In a product structure, functional departments are grouped under major product divisions, each with its own marketing, sales, manufacturing, and finance functions.
This structure requires more employees but is compensated by the accumulated experience and expertise within each division.
72
geographic structure - departmentalization
A geographic structure is very similar to a product structure, with the exception that geographic regions or countries—rather than products—define the organizational chart.
73
Matrix structures
A matrix structure combines departmentalization by division or program and function to gain the benefits of both.
The matrix structure creates a dual rather than single chain of command. As a result, some employees report to two managers rather than one, with neither manager assuming a superior role.
74
advantages/disadvantages of functional structure
Easy to understand
Specializations develop
Economies of scale
Easier communication within functions
Clear career paths
Weaker customer or product focus
Potentially weak communication among functions
Weak grasp of broader organizational issues
75
Advantages/Disadvantages of product strucutre
Economies of scale
Product team culture
Product expertise
Cross-functional communication
Regional or local focus
Weak customer focus
76
Advantages/Disadvantages of Geographic structure
Proximity to customer
Adapted to local practices
Quicker response time
Cross-functional communication
Fewer economies of scale
Potential issues with consistency across regions (for example, practices, values, strategic focus)
77
Advantages/Disadvantages of Matrix structure
Combination of cross-disciplinary capabilities and perspectives
Availability of best global talent
Flexibility and agility
Complex reporting structures
Potential for conflicts between functions and projects over resources
Potential cultural conflicts on teams
78
what is a RACI matrix
RACI stands for responsible (R), accountable (A), consult (C), and inform (I). For any given activity, individuals will be assigned a certain role.
79
Delphi Technique
the Delphi technique is a structured group communication method used in HR to gather expert opinions on a specific issue through multiple rounds of questionnaires, anonymized feedback, and iterative refinement, aiming to reach consensus and improve decision-making
80
Force-Field Analysis
Force field analysis, a decision-making tool developed by Kurt Lewin, helps HR professionals and organizations understand the dynamics of change by identifying and evaluating the driving and restraining forces that influence a decision or initiative.
81
4 stages of team formation process according to Bruce Tuckerman
Forming, storming, norming, performing
82
Forming stage of team formation
Individuals come together around common activity and shared goals. Members are polite, but there is little sense of trust, shared experience, or common values.
83
storming stage of team formation
Storming. Individuals move past politeness, and there may be higher levels of discord as perspectives, styles, and agendas clash. This may be painful, but valuable communication is occurring.
84
Norming stage of team formation
Over time, effective groups build trust and establish relationships. They create rules that guide behavior. They begin to establish a group identity and to identify “outsiders.” This can sometimes take a negative form; “group think” can impel members to adopt the same positions and reject outside views. This can dampen innovation and creative problem solving.
85
Performing stage of team formation
The group becomes fully productive, collaborative, and mutually supportive.
86
three ways team structure can be shaped
diversity of skill, dispersion of authority, and longevity or permanence.
87
Team structure criteria: skill diversity
Skill diversity refers to the differences in knowledge, skills, and abilities among team members.
Teams with low skill diversity, like merchandisers, have interchangeable roles, while high skill diversity, such as in cross-functional teams, includes a wide range of expertise across various functions.
88
Team structure criteria: Authority dispersion.
Authority dispersion refers to where decision-making power is concentrated within a team, with low dispersion having a clear leader with final authority.
In teams with high authority dispersion, decision-making is shared and based on group consensus, with no single individual having overriding power.
89
Team Structure criteria: Permanence.
Permanence refers to the typical longevity of a team, with core functions like HR and marketing having high permanence.
Teams with low permanence, such as task forces, are assembled for specific issues and may only last for a short time
90
where does group dynamics occur (2 levels)
intergroup and intragroup
91
what is intragroup dynamics
dynamics between members of a group
92
what is intergroup dynamics
intergroup dynamics are between two different groups.
93
what are the three basic types of roles that people place within groups
Task roles, social roles and dysfunctional.
social - help maintain relationships and positive group
Task roles - help get stuff done
Dysfunctional: weaken group and reduce productivity
94
What is workforce managment
encompasses all activities needed to ensure that workforce size and competencies meet the organizations strategic needs
95
what is workforce planning
Workforce planning is the first step in the workforce management process, ensuring workforce size and competencies meet current and future needs.
It strategically aligns an organization’s human capital with its business direction by assessing the current workforce and future goals.
During workforce planning, the current workforce state is defined, gaps in size and competency are identified, and steps to prepare for future needs are developed.
96
"How can an organization align its workforce capabilities with its strategic plans, and what role does identifying the gap between required and existing competencies play in managing learning needs and budgets?"
An organization’s strategic plans should outline the workforce capabilities needed to execute business strategy, with a monetary value assigned to each capability based on its importance to generating revenue or reducing costs.
Employers should compare the required competencies with their current workforce to identify gaps, similar to managing a supply chain.
Identifying the gap between ideal and actual competencies helps align learning needs and budgets, ensuring focus on the skills necessary for executing the strategy.
97
what is a workforce analysis
A workforce analysis gathers data about the current workforce and forecasts future workforce needs. This information is analyzed to provide the data to support the organization’s staffing strategy.
98
six strategic areas of workforce analysis
strategic focus, supply analysis, demand analysis, gap analysis, solution analysis, and evaluating workforce planning impact.
99
1st step in workforce analysis
Strategic focus
100
2nd step in workforce analysis
Supply Ananlysis
101
3rd step in workforce analysis
Demand Analysis
102
4th step in workforce analysis
Gap Analysis
103
5th step in workforce analysis
Solution Analysis
104
6th step in workforce analysis
Evaluating workforce planning impact
105
what does supply forecast account for
Movement into/out and inside the organization
105
what is a trend analysis
In HR, trend analysis involves examining historical data to identify patterns and predict future workforce needs, such as turnover rates, hiring patterns, and skill requirements, helping HR departments make informed decisions about talent acquisition, retention, and development
105
What is a ratio Analysis
n HR, ratio analysis involves using quantifiable data to predict future human resource needs by establishing relationships between business variables and the number of employees required, like forecasting workforce needs based on production or sales targets.
Examples include calculating the number of HR employees needed per 100 employees, or predicting the number of hires needed based on turnover rates.
105
Calculate annualized employee turnover
Divide total # of employees by 12 to get average employees per month. take that number and divide by number of separations
105
What is judgmental forecase
applies expert judgment to information from past and present to predict future conditions.
105
To effectively use judgmental forecasting, HR needs what
New positions or skill sets needed.
job sharing
cost of changes
adjustments in overhead, contracted labor and supervision
105
2 types of statistical forecast
Regression analysis and simulations
106
two subgroups of regression analysis
Simple linear regression and multiple linear regression
107
what is a simple linear regression
In HR terms, a simple linear regression is a statistical method used to understand the relationship between two variables. Specifically, it examines how one variable (the dependent variable) changes in response to changes in another variable (the independent variable). In other words, it helps HR professionals predict outcomes based on a specific input.
Example:
Let's say you want to predict employee performance (dependent variable) based on the number of training hours (independent variable) they’ve completed.
Independent Variable: Number of training hours.
Dependent Variable: Employee performance score.
Simple Linear Regression Example:
After collecting data on employee performance scores and the corresponding training hours, you run a linear regression analysis. The results may show a formula like this:
Employee Performance = 50 + 2 * (Training Hours)
This means that for every additional hour of training, the employee's performance score increases by 2 points. The "50" is the baseline score, indicating the predicted performance score when no training hours are completed.
So, if an employee completes 10 hours of training, you can predict their performance score as:
Employee Performance = 50 + 2 * 10 = 70
In this case, the simple linear regression helps HR predict employee performance based on training hours.
108
what is multiple linear regression
operates the same as simple linear regression, except that several variables are used to project future demand. For example, hours of operation might be added to gross sales to determine the number of employees needed.
109
what are simulations
A type of Statistical forecast. Simulations are representations of real situations in abstract form; they are often referred to as “what if” scenarios. They provide organizations with the opportunity to speculate as to what would happen if certain courses of action are pursued. For example, an organization might consider the ramifications of changing a compensation system or doing business online.
110
what does supply analysis identify?
The supply analysis identifies the staffing levels and competencies that are currently available,
111
what does the demand analysis identify?
determines the staffing levels and competencies that will be needed in the future
Demand analysis forecasts an organization’s future workforce composition and considers the number of employees and the skills required to meet organizational goals.
112
purpose of gap analysis
Compare supply analysis to demand analysis to identify differences in staffing levels and competencies required for the future.
Reconcile the differences between supply and demand to establish goals and objectives for the staffing plan.
Conduct a gap analysis to identify staffing deficiencies or surpluses, which can result from factors like operational efficiencies, new technology, lower attrition rates, and organizational changes.
113
Types of staffing gaps that can result from gap analysis
skill gap
abilities gap
distribution gap
diversity gap
deployment gap
time gap
cost gap
knowledge sharing gap
Succession gap
Retention gap
114
what should be considered when establishing priorities with gaps from gap analysis?
Permanence
Impact
Control
Evidence
Root Cause
115
explain permanence when discussing gap analysis
Does the problem identified in the gap analysis occur on an ongoing basis, or is it due to some temporary factor that may be resolved without having to take any action?
116
explain Impact when discussing gap analysis
How significant is the impact of this gap on the organization compared to other identified gaps?
117
explain Control when discussing gap analysis
Does the organization have sufficient resources to address the gap? Will an effective solution use a reasonable expenditure of resources, or is the solution likely to be more expensive than the problem itself? Will employees be willing to participate in the solution? For example, because the permanence of a recent increase in business is uncertain, leadership chooses to meet increased demand by requiring overtime. How will employees react to a prolonged period of required overtime? Will there be resignations or a decrease in activity or an increase in accidents or poor quality work?
118
explain Evidence when discussing gap analysis
How certain is the quality of the data? Does the evidence provide a clear indication that the gap is a serious problem, or is more evidence required?
119
explain Root Cause when discussing gap analysis
To the extent that the gap indicates a problem that needs to be addressed, is it the root cause of the problem? Or is there a deeper problem that must be fixed to eliminate this gap permanently?
120
What does the solution analysis do?
The solution analysis is an examination of how the organization can get what it needs to meet the tactical objectives within budget constraints
During solution analysis, an organization decides whether to “build,” “buy,” “borrow,” or “bridge” the talent needed to attain the staffing levels and competencies required to meet the tactical objectives:
121
what analysis does an organization decide to either Build, buy, borrow or bridging
Solution Analysis
122
what does "building" refer to
“Building” the talent refers to redeploying as well as training and developing the current workforce to meet the future needs of the organization. This may include up-skilling employees, or enabling them to learn new skills to improve their performance in their current jobs.
123
what does "buying" refer to
“Buying” the talent refers to recruiting and hiring employees.
124
what does "borrowing" refer to
“Borrowing” the talent refers to outsourcing, leasing, and contracting with others to get the work done.
125
what does "bridging" refer to
“Bridging” is similar to building but with a focus on providing training in areas adjacent to employees’ current roles to enhance the value they can create. This may include re-skilling employees to help them learn the skills needed to prepare them to move into different position or jobs.
126
what is an ultimate goal of workforce analysis
The ultimate goal of the workforce analysis process is to create a staffing plan that will be in alignment with the organization’s strategic plan and support the future needs of the organization.
127
what analysis should things such as labor market trends or labor statistics be considered
Solution analysis.
128
what does the staffing plan do
The staffing plan turns workforce analysis data and tactical objectives into reality. A staffing plan describes—in some detail—how the tactical objectives are going to be achieved through the delegation of tasks and the application of resources.
129
steps to take for staffing plan
Involving Key Stakeholders in Developing the Staffing Plan
Identifying Resources Needed to Create the Staffing Plan
Communicating the Staffing Plan
130
Types of Flexible Staffing Administration by the Organization
Temporary assignments, Temporary employees,
Remote workers, Interns, On-call workers, Part-time employees, Job sharing, Seasonal workers, Phased retirement
131
Phased retirement
Any work arrangement that falls somewhere in between full-time retirement and working full-time; these types of programs allow mature employees to work on a reduced or modified basis as they approach retirement.
132
Seasonal workers
Part-time or “casual” workers hired to perform seasonal work in a variety of industries (for example, agriculture, construction, tourism, and recreation); may or may not be eligible for benefits (such as paid time off).
133
Job sharing
The practice of having two different employees performing the tasks of one full-time position. Each of the job-sharing partners works a part-time schedule, but together they are accountable for the duties of one full-time position. Communication between the two employees is a key to success.
134
Part-time employees
Employees scheduled to work less than a regular workweek on an ongoing basis; benefits eligibility may depend on various factors (such as number of hours worked).
135
Temporary assignments
Employees hired to work on a specified job to supplement the regular workforce on a short-term basis or for a specific period of time.
136
Temporary employees
Employees hired to work directly on the organization’s payroll on a short-term basis or for a specific period of time to rotate among several positions or departments as needed.
137
Type of Flexible Staffing Administration Outsourced
Finite temporary help, Temp-to-hire programs, Contract workers
138
Contract workers
May include highly skilled workers (for example, engineers, data processing specialists) supplied for long-term projects under contract between the organization and a technical services firm or gig workers who contract independently and provide varying levels of skills.
139
Temp-to-hire programs
Workers hired on a temporary basis (usually through a temporary firm) with the understanding that they may be offered regular employment if they perform competently for a specified time.
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Finite temporary help
Workers who are recruited, screened, and employed by a temporary help firm; the temporary firm assigns individuals to work at client sites for a finite duration (such as to cover an employee’s medical/maternity leave).
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Types of Flexible staffing arrangements
Payrolling, Temp-to-lease, outsourcing or managed services, employee leasing or professional employer organization (PEO)
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what is payrolling
An organization identifies specific people and refers them to a staffing firm, which employs them and assigns them to work at the organization; arrangement is usually at a lower cost than traditional (finite) temporary help.
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what is Employee leasing or professional employer organization (PEO)
In an explicit joint venture, an organization transfers all or substantially all employees at a discrete site or facility to the payroll of an employee leasing firm; the PEO leases employees back to the organization while handling most of the HR administrative functions (for example, payroll, benefits).
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what is Temp-to-lease programs
An organization contracts with two (usually affiliated) staffing firms—generally a temporary service and a PEO; the temporary firm assigns long-term temporaries to a client organization and, after a period of time, the employees are promoted to lease status and become eligible for benefits from the PEO.
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Outsourcing or managed services
An independent organization with expertise in operating a specific function contracts with an organization to assume full responsibility for the function (as opposed to just supplying personnel); functions may be peripheral to the core business (for example, security, food services) or closer to operations (such as managing all flexible staffing programs or the IT function).
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when is it hard to prove that a co employment relationship exists
The less control one organization has over the terms and conditions of employment,
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Drives of restructuring
Strategy, Structure, Downsizing and expansion.
