PEOPLE Flashcards
1
Q
Instructional systems design framework
consisting of five steps that guide the
design and development of learning
programs.
A
ADDIE model
2
Q
Software application that automates organizations’ management of the recruiting process (such as accepting application materials, screening applicants, etc.).
A
Applicant tracking system
ATS
3
Q
Related to technical skills training; often
a partnership between employers and
unions.
A
Apprenticeship
4
Q
Assessment tools that provide
candidates a wide range of leadership
situations and problem-solving exercises.
A
Assessment centers
5
Q
People who learn best by relying on their
sense of hearing.
A
Auditory learners
6
Q
Performance management tool that depicts an organization’s overall performance, as measured against goals, lagging indicators, and leading indicators.
A
Balanced scorecard
7
Q
Process by which an organization identifies performance gaps and sets goals for performance improvement, by comparing its data, performance levels, and/or processes against those of other organizations.
A
Benchmarking
8
Q
Mandatory or voluntary payments or
services provided to employees, typically
covering retirement, health care, sick
pay/disability, life insurance, and paid
time off.
A
Benefits
9
Q
Planned approach to learning that
includes a combination of instructor-led
training, self-directed study, and/or on-the-job training.
A
Blended learning
10
Q
Factor (such as religion, gender, national
origin, etc.) that is reasonably necessary,
in the normal operations of an
organization, to carry out a particular job
function.
A
Bona fide occupational
qualification (BFOQ)
11
Q
Combining several salary grades or job
classifications with narrow pay ranges
into one band with a wider salary spread.
A
Broadbanding
12
Q
Progression through a series of
employment stages characterized by
relatively unique issues, themes, and
tasks
A
Career development
13
Q
Preparing, implementing, and monitoring
employees’ career paths, with a primary
focus on the goals and needs of the
organization
A
Career management
14
Q
Actions and activities that individuals
perform in order to give direction to their
work lives.
A
Career planning
15
Q
Focused, interactive communication and
guidance intended to develop and
enhance on-the-job performance,
knowledge or behavior.
A
Coaching
16
Q
Pay rate divided by the midpoint of the
pay range.
A
Compa-ratio
17
Q
All financial returns (beyond any benefits
payments or services), including salary
and allowances.
A
Compensation
18
Q
Short but broad statement documenting
an organization’s guiding principles and
core values about employee
compensation.
A
Compensation philosophy
19
Q
Clusters of highly interrelated attributes,
including knowledge, skills, and abilities
(KSAs), that give rise to the behaviors
needed to perform a given job effectively.
A
Competencies
20
Q
Pay adjustment given to eligible
employees regardless of performance or
organizational profitability; usually linked
to inflation.
A
Cost-of-living adjustment (COLA)
21
Q
Activities that focus on preparing
employees for future responsibilities
while increasing their capacity to perform
their current jobs.
A
Developmental activities
22
Q
Process of delivering educational or
instructional programs to locations away
from a classroom or site.
A
Distance learning
23
Q
Unmarried couples, of the same or opposite sex, who live together and seek economic and noneconomic benefits comparable to those granted to their married counterparts.
A
Domestic partners
24
Q
Career development programs that
identify meaningful career paths for
professional and technical people outside
traditional management roles.
A
Dual career ladders
25
Electronic media delivery of educational
and training materials, processes and
programs.
E-learning
26
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Employees’ emotional commitment to an
organization, demonstrated by their
willingness to put in discretionary effort to
promote the organization's effective
functioning.
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Employee engagement
27
Activities associated with an employee’s
| tenure in an organization.
Employee life cycle (ELC)
28
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Instruments that collect and assess
information on employees’ attitudes and
perceptions (such as engagement, job
satisfaction, etc.) of the work
environment or employment conditions.
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Employee surveys
29
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Employees’ perceived value of the total
rewards and tangible and intangible
benefits they receive from the
organization as part of employment,
which drives unique and compelling
organizational strategies for talent
acquisition, retention and engagement.
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Employee value proposition (EVP)
30
Process of positioning an organization as
an “employer of choice” in the labor
market.
Employment branding
31
Process that involves a systematic
survey and interpretation of relevant data
to identify external opportunities and
threats and to assess how these factors
affect the organization currently and how
they are likely to affect the organization
in the future
Environmental scanning
32
Primary job duties that a qualified
individual must be able to perform, either
with or without reasonable
accommodation.
Essential functions
33
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Situation in which an organization’s
compensation levels and benefits are
similar to those of other organizations
that are in the same labor market and
compete for the same employees.
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External equity
34
Provides each incumbent of a job with
the same rate of pay, regardless of
performance or seniority; also known as
single-rate pay.
Flat-rate pay
35
Pay increase given to employees based
on local competitive market
requirements; awarded regardless of
employee performance.
General pay increase
36
Situations in which an employee’s pay is below the minimum of the range.
Green-circle rates
37
Number of people on an organization’s payroll at a particular moment in time.
Head count
38
Form of direct compensation where employers pay for performance beyond normal expectations to motivate higher performance.
Incentive pay
39
Payments in return for the achievement of specific, time-limited, targeted objectives.
Incentives
40
Document that guides employees toward their goals for professional development and growth.
Individual development plan (IDP)
41
Extent to which employees perceive that monetary and other rewards are distributed equitably, based on effort, skill and/or relevant outcomes.
Internal equity
42
Process of systematically studying a job in order to identify the activities/tasks and responsibilities it includes, the personal qualifications necessary to perform it, and the conditions under which it is performed.
Job analysis
43
Job evaluation method in which descriptions are written for each class of jobs; individual jobs are then put into the grade that best matches their class description.
Job classification
44
Document that describes a job and its essential functions and requirements (including tasks, knowledge, skills, abilities, responsibilities, and reporting structure).
Job description
45
Process of broadening a job’s scope by adding different tasks to the job.
Job enlargement
46
Process of increasing a job’s depth by adding responsibilities to the job.
Job enrichment
47
Process of determining a job’s value and price for the purpose of attracting and retaining employees, by comparing the job against other jobs within the organization or against similar jobs in competing organizations.
Job evaluation
48
Job evaluation method that involves establishing a hierarchy of jobs from lowest to highest based on each job’s overall value to the organization
Job ranking
49
Movement between different jobs.
Job rotation
50
Written statements of the minimum qualifications for the job incumbent.
Job specifications
51
Job evaluation method in which the relative worth and pay structure of different jobs are based on an assessment of their content and their relationship to other jobs within the organization.
Job-content-based job evaluation
52
People who learn best through a hands- on approach; also called tactile learners.
Kinesthetic learners
53
Type of metric describing an activity or change in performance that has already occurred
Lagging indicator
54
Training and professional development programs targeted at assisting management- and executive-level employees in developing the skills, abilities, and flexibility required to deal with a variety of situations.
Leader development
55
Ability to influence, guide, inspire or motivate a group or person to achieve their goals.
Leadership
56
Type of metric describing an activity that can change future performance and predict success in the achievement of strategic goals.
Leading indicator
57
System that holds course content information and has the capability of tracking and managing employee course registrations, career development, and other employee development activities.
Learning management system (LMS)
58
Organization characterized by a capability to adapt to changes in environment.
Learning organization
59
One-time payment made to an employee; also called performance bonus.
Lump-sum increase (LSI)
60
Job evaluation method in which the relative worth and pay structure of different jobs are based on their market value or the going rate in the marketplace.
Market-based job evaluation
61
Correlate pay with time spent in a professional field such as teaching or research.
Maturity curves
62
Relationship in which one person helps guide another's development.
Mentoring
63
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Situation where an individual’s
performance on the job is the basis for
the amount and timing of pay increases;
also called performance-based pay or
pay for performance.
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Merit pay
64
Concise outline of an organization’s
strategy, specifying the activities it
intends to pursue and the course its
management has charted for the future
Mission statement
65
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Process of assimilating new employees
into an organization, through orientation
programs to help them, as well as their
experiences in their first months of
employment.
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On-the-job training (OJT)
66
Acquisition and/or transfer of knowledge
within an organization through activities
or processes that may occur at several
organizational levels. Ability of an
organization to learn from its mistakes
and adjust its strategy accordingly.
Organizational learning
67
Beliefs and principles defined by an
organization to direct and govern its
employees’ behavior
Organizational values
68
Process by which new employees
become familiar with the organization
and with their specific department,
coworkers and job.
Orientation
69
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Job evaluation method in which each job
is compared with every other job being
evaluated; the job with the largest
number of “greater than” rankings is the
highest-ranked job, etc
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Paired comparison
70
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Occurs when there is only a small
difference in pay between employees
regardless of their experience, skills,
level, or seniority; also known as salary
compression.
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Pay compression
71
Situation where an individual’s
performance on the job is the basis for
the amount and timing of pay increases;
also called merit pay or performance-based pay.
Pay for performance
| P4P, PfP
72
Used to group jobs that have
approximately the same relative internal
or external worth and are paid at the
same rate or within the same pay range
Pay grades
73
Set the upper and lower bounds of
possible compensation for individuals
whose jobs fall within a pay grade.
Pay ranges
74
Process of measuring and evaluating an
employee’s adherence to performance
standards and providing feedback to the
employee.
Performance appraisal
75
One-time payment made to an
employee; also called a lump-sum
increase (LSI).
Performance bonus
76
Tools, activities, and processes that an
organization uses to manage, maintain,
and/or improve the job performance of
employees.
Performance management
77
Behaviours and results as defined by an
organization to communicate the
expectations of management.
Performance standards
78
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A situation where an individual’s
performance on the job is the basis for
the amount and timing of pay increases;
also called merit pay or pay for
performance.
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Performance-based pay
79
Special incidental payments, benefits, or
privileges given to individual employees,
over and above their regular rewards.
Perquisites
80
Pay systems in which employee
characteristics, rather than the job,
determine pay.
Person-based pay
81
Learning/development programs offered
initially in a controlled environment with a
segment of the target audience.
Pilot programs
82
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Job evaluation method that looks at
compensable factors (such as skills and
working conditions) that reflect how much
a job adds value to the organization;
points are assigned to each factor and
then added to come up with an overall
point value for the job.
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Point-factor system
83
Payments in return for the achievement
of specific, time-limited, targeted
objectives.
Premiums
84
Pay based on the quantity of work and
| outputs that can be accurately measured.
Productivity-based pay
85
The tool used in the staffing/selection
the process to provide an applicant with
honest, complete information about the
job and work environment.
Realistic job preview
| RJP
86
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Modifications or adjustments to a job or
job application process that
accommodate persons with disabilities
but do not impose a disproportionate or
undue burden on the employer.
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Reasonable accommodation
87
Process by which an organization seeks
out candidates and encourages them to
apply for job openings.
Recruitment
88
Situations in which employees’ pay is
| above the range maximum.
Red-circle rates
89
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Instruments that collect information on
prevailing market compensation and
benefits practices (including starting
wage rates, base pay, pay ranges,
statutory and market cash payments,
variable compensation, and paid time
off).
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Remuneration surveys
90
The ability of an organization to keep its
| employees.
Retention
91
Process of evaluating the most suitable
| candidates for a position.
Selection
92
Interviews designed to probe areas of
interest to the interviewer in order to
determine how well a job candidate
meets the needs of the organization.
Selection interviews
93
Analyzing candidates’ application forms,
curriculum vitae, and résumés to locate
the most qualified candidates for an open
job.
Selection screening
94
System that shows preference to
| employees with the longest service.
Seniority
95
Assessment tools that provide
candidates a wide range of situations
and problem-solving exercises, including
in-basket tests, financial or business data
analysis, group discussions, interview
simulations, role plays, and psychological
inventories.
Simulations
96
Provides each incumbent of a job with
the same rate of pay, regardless of
performance or seniority; also known as
flat-rate pay.
Single-rate pay
97
Assessment tools that present
prospective leaders with sample
situations and problems they might
encounter in a work environment.
Situation judgment tests
| SJTs
98
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Internet technology platforms and
communities that people and
organizations use to communicate and
share information, opinions, and
resources.
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Social media
99
Process by which an organization
generates a pool of qualified job
applicants
Sourcing
100
HR function that acts on the
organizational human capital needs
identified through workforce planning and
attempts to provide an adequate supply
of qualified individuals to complete the
body of work necessary for the
organization’s financial success.
Staffing
101
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Structured conversations with employees
for the purpose of determining which
aspects of a job (e.g., satisfaction,
engagement, culture, organization,
leadership, etc.) encourage employee
retention, or may be improved to do so.
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Stay interviews
102
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A state in which an organization’s
strategy is consistent with its external
opportunities and circumstances and its
internal structure, resources, and
capabilities
```
Strategic fit
103
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Method for assessment of an
organization’s strategic capabilities
through use of the environmental
scanning process, by which internal and
external factors affecting achievement of
organizational goals are identified and
considered.
```
SWOT analysis
104
Process for understanding how
seemingly independent units within a
larger entity interact with and influence
one another.
Systems thinking
105
System in which pay is based on
longevity in the job and pay increases
occur on a pre-determined schedule.
Time-based step-rate pay
106
Direct and indirect remuneration
approaches that employers use to
attract, recognize, and retain workers
Total rewards
107
```
Plan or method implemented by an
organization that provides monetary,
benefits-in-kind, and developmental
rewards to employees who achieve
specific business goals
```
Total rewards strategy
108
Process by which employees are
provided with the knowledge, skills and
abilities (KSAs) specific to a task or job
Training
109
Effective and continuing on-the-job
application of the knowledge and skills
gained through the training experience.
Transfer of learning
110
Actions, processes, or results that are
| needed to deliver the desired value.
Value drivers
111
Description of what an organization
hopes to attain and accomplish in the
future, which guides it toward that
defined direction.
Vision statement
112
People who learn best by relying on their
| sense of sight.
Visual learners
113
Physical, psychological, and social
| aspects of employee health.
Well-being
