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SHRM Learning System Vocab > People > Flashcards

People Flashcards

1
Q

Employee Surveys

A

Instruments that collect and assess information on employee engagement, satisfaction, and perceptions surrounding the work environment.

People - Employee Engagement and Retention

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2
Q

Well-being

A

Physical, psychological, and social aspects of employee health.

People - Employee Engagement and Retention

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3
Q

Stay interviews

A

Structured conversations with employees for the purpose of determining which aspects of a job encourage employee retention or may be improved to do so.

People - Employee Engagement and Retention

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4
Q

Retention

A

Ability of an organization to keep its employees.

People - Employee Engagement and Retention

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5
Q

Employee Engagement

A

Employees’ emotional commitment to an organization, demonstrated by their willingness to put in discretionary effort to promote the organization’s effective functioning.

People - Employee Engagement and Retention

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6
Q

Performance appraisal

A

Process of measuring and evaluating an employee’s adherence to performance standards and providing feedback to the employee.

People - Employee Engagement and Retention

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7
Q

Performance Standards

A

Behaviors and results as defined by an organization to communicate the expectations of management.

People - Employee Engagement and Retention

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8
Q

Performance management

A

Tools, activities, and processes that an organization uses to manage, maintain, and /or improve the job performance of employees.

People - Employee Engagement and Retention

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9
Q

Realistic Job Preview (RJP)

A

Tool used to provide a job applicant with honest, complete information about a job and the work environment.

People - Employee Engagement and Retention

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10
Q

Employee life cycle (ELC)

A

Activities associated with an employee’s tenure in an organization.

People - Employee Engagement and Retention

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11
Q

Career planning

A

Actions and activities that individuals perform in order to give direction to their work lives.

Learning & Development

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12
Q

Coaching

A

Focused, interactive communication and guidance intended to develop and enhance on the job performance, knowledge, or behavior.

Learning & Development

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13
Q

On-the-job training

A

(OJT)

Training provided to employees at the work site utilizing demonstration and performance of job tasks.

Learning & Development

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14
Q

Career development

A

Progression through a series of employment stages characterized by relatively unique issues, theme, and tasks.

Learning & Development

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15
Q

Action Mapping

A

Instructional design model based on concept that training should be tightly focused on specific performance measures that the organization has determined are important.

Learning & Development

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16
Q

Learning Organization

A

Organization characterized by a capability to adapt to changes in environment.

Learning & Development

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17
Q

Webinar

A

Form of web conferencing where a presenter facilitates communication of material or information to an audience in real time.

Learning & Development

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18
Q

Successive approximation model

A

SAM

Instructional design model that works to gain feedback and build models early in the process; generally, has three phases; preparation, iterative design, and iterative development.

Learning & Development

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19
Q

Developmental activities

A

Activities that focus on preparing employees for future responsibilities while increasing their capacity to perform their current jobs.

Learning & Development

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20
Q

Leader Development

A

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.

Learning & Development

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21
Q

Job enrichment

A

Process of increasing a job’s depth by adding responsibilities to the job.

Learning & Development

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22
Q

Webconferencing

A

Using the internet to conduct meetings and give presentations to an audience who has joined the meeting remotely.

Learning & Development

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23
Q

Pilot programs

A

Learning/Development programs offered initially in a controlled environment with a segment of the target audience.

Learning & Development

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24
Q

Training

A

Process by which employees are provided with knowledge, skills and abilities KSAs specific to a task or job.

Learning & Development

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25
Q

Learning management system

A

LMS

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 & Development

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26
Q

ADDIE model

A

Instructional systems design framework consisting of five steps that guide the design and development of a learning program.

Analysis
Design
Development
Implementation
Evaluation

Learning & Development

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27
Q

Distance learning

A

Process of delivering educational or instructional programs to locations away from a classroom or central site.

Learning & Development

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28
Q

Kinesthetic learners

A

People who learn best through a hands-on approach, also called tactile learners.

Learning & Development

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29
Q

Leadership

A

Ability to influence, guide, inspire, or motivate a group or person to achieve their goals.

Learning & Development

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30
Q

Situational judment tests

A

SJTs

Assessment tools that present prospective leaders with sample situations and problems they might encounter in a work environment.

Learning & Development

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31
Q

E-learning

A

Electronic media delivery of educational and training materials, processes, and programs.

Learning & Development

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32
Q

Auditory learners

A

People who learn best by relying on their sense of hearing.

Learning & Development

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33
Q

Blended learning

A

Planned approach to learning that includes a combination of instructor-led training, self-directed study, and / or on the job training.

Learning & Development

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34
Q

Visual learners

A

People who learn best by relying on their sense of sight.

Learning & Development

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35
Q

Organizational learning

A

Acquistion 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.

Learning & Development

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36
Q

Individual development plan

A

IDP

Document that guides employees toward their goals for professional development and growth.

Learning & Development

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37
Q

Job rotation

A

movement between different jobs

Learning & Development

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38
Q

Apprenticeship

A

Related to technical skills training, often a partnership between employers and unions.

Learning & Development

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39
Q

Mentoring

A

Relationship in which one person helps guide another’s development.

Learning & Development

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40
Q

Career management

A

Preparing, implementing, and monitoring employees’ career paths, with primary focus on the goals and needs of the organization.

Learning & Development

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41
Q

Dual career ladders

A

Career development programs that identify meaningful career paths for professional and technical people outside traditional management roles.

Learning & Development

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42
Q

Job enlargement

A

Process of broadening a job’s scope by adding different tasks to the job.

Learning & Development

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43
Q

Assessment centers

A

Assessment tools that provide candidates a wide range of leadership situations and problem-solving exercises.

Learning & Development

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44
Q

Job specifications

A

Written statements of the minimum qualifications for the job incumbent.

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45
Q

Selection screening

A

Analyzing candidates’ application forms, curricula vitae, and resumes to locate the most qualified candidates for an open job.

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46
Q

Head count

A

Number of people on an organization’s payroll at a particular moment in time.

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47
Q

Job descriptions

A

Document that describes a job and its essential functions and requirements (including tasks, knowledge, skills, abilities, responsibilities, and reporting structure. )

48
Q

Onboarding

A

Process of assimilating new employees into an organization through orientation programs and their experiences in their first months of employment.

49
Q

Sourcing

A

Process by which an organization generates a pool of qualified job applicants.

50
Q

Employment branding

A

Process of positioning an organization as an ‘employer of choice’ in the labor market.

51
Q

Reasonable accommodation

A

Modifying a job application process, a work environment, or the circumstances under which a job is performed to enable a qualified individual with a disability to be considered for the job and perform its essential functions.

52
Q

Selection interviews

A

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.

53
Q

Applicant tracking system (ATS)

A

Software application that automates organization’s management of the recruiting process ( such as accepting application materials, screening applicants. etc.)

54
Q

Essential functions

A

Primary job duties that a qualified individual must be able to perform, either with or without accommodations.

55
Q

Selection

A

Process of evaluating the most suitable candidates for a position.

56
Q

Competencies

A

Clusters of highly interrelated attributes, including knowledge, skills and abilities (SKAs) that give rise to the behaviors needed to perform a given job effectively.

57
Q

Recruitment

A

Process by which an organization seeks out candidates and encourages them to apply for job openings.

58
Q

Employee value proposition (EVP)

A

Employee’s 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.

59
Q

Staffing

A

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 compete the body of work necessary for the organization’s financial success.

60
Q

Job analysis

A

Process of systematically studying a job in order to identify the activates/task and responsibilities it includes the personal qualifications necessary to perform it, and the conditions under which it is performed.

61
Q

Orientation

A

Process by which new employees become familiar with the organization and with their specific department, coworkers, and job.

62
Q

Red-circle rates

A

Situations in which employees’ pay is about the range maximum.

63
Q

Flat-rate pay

A

Provides each incumbent of a job with the same rate of pay, regardless of performance or seniority; also known as single-rate pay.

64
Q

Cost-of-living adjustment (COLA)

A

Pay adjustment given to eligible employee regardless of performance or organizational profitability; usually linked to inflation.

65
Q

Green-circle rates

A

Situations in which an employee’s pay is below the minimum of the range.

66
Q

Total rewards

A

Direct and indirect remuneration approaches that employers use to attract, recognize, and retain workers.

67
Q

Point-factor system

A

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.

68
Q

Premiums

A

Payments in return for the achievement of specific time-limited, targeted objectives.

69
Q

Job ranking

A

Job evaluation method that involves established a hierarchy of jobs form lowest to highest based on each job’s overall value to the organization.

70
Q

Merit Pay

A

Situations 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.

71
Q

General pay increase

A

Pay increase given to employees based on local competitive market requirements; awarded regardless of employee performance.

72
Q

Single-rate pay

A

Provides each incumbent of a job with the same rate of pay, regardless or performance or seniority; also known as flat-rate pay.

73
Q

Pay for performance ( p4p, pfp)

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 performance-based pay

74
Q

Market-based job evaluation

A

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.

75
Q

Paired-comparison method

A

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, ect

76
Q

Job classification

A

Job evaluation method in which descriptions are written for each class of jobs’ individual job are then put into the grade that best matches their class description.

77
Q

Pay grades

A

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.

78
Q

Incentive pay

A

Form of direct compensation where employers pay for performance beyond normal expectations to motivate higher performance.

79
Q

Time-based step-rate pay

A

System in which pay is based on longevity in the job and pay increases occur on a pre-determined schedule.

80
Q

Domestic partners

A

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.

81
Q

Pay ranges

A

Set the upper and lower bounds of possible compensation for individuals whose jobs fall within a pay grade.

82
Q

Internal equity

A

Extent to which employees perceive that monetary and other rewards are distributed equitably, based on effort, skill and/or relevant outcomes.

83
Q

Perquisites

A

Compensation provided on an individual basis in the form of goods and services.

84
Q

Benefits

A

Mandatory or voluntary payments or services provided to employees, typically covering retirement, health care, sick pay/disability. life insurance, and paid time off.

85
Q

Job evaluation

A

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.

86
Q

Performance-based pay

A

Situation where an individuals’ performance on the job is the basis for the amount and timing of pay increases; also called merit pay or pay for performance.

87
Q

Lump-sum increase

A

One-time payment made to an employee.

88
Q

Person-based pay

A

Pay system in which employee characteristics, rather than the job, determine pay.

89
Q

Productivity-based pay

A

Pay based on the quantity of work and outputs that can be accurately measured.

90
Q

Compa-ratio

A

Pay rate divided by the midpoint of the pay range.

91
Q

Remuneration surveys

A

Instruments that collect information on prevailing market compensation and benefits practices.

92
Q

Job-content-based job evaluation

A

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.

93
Q

Total rewards strategy

A

Plan or method implemented by an organization that provides monetary, benetifts-in-kind, and developmental rewards to employees who achieve specific business goals.

94
Q

Broadbanding

A

Combining several salary grades or job classifications with narrow pay ranges into one band with a wider salary spread.

95
Q

Pay compression

A

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.

96
Q

External equity

A

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.

97
Q

Compensation philosophy

A

Short but broad statement documenting an organization’s guiding principles and core values about employee compensation.

98
Q

Compensation

A

All financial returns (beyond any tangible benefits payments or services) including salary and allowances.

99
Q

PESTLE analysis

A

Scanning process that searches for environmental forces in political, economic, social, technological, legal, and environmental categories.

100
Q

Benchmarking

A

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.

101
Q

Systems thinking

A

Process for understanding how seemingly independent units within a larger entity interact with and influence one another.

102
Q

Leading indicator

A

Type of metric describing an activity that can change future performance and predict success in the achievement of Stategic goals.

103
Q

Organizational values

A

Beliefs and principles defined by an organization to direct and govern its employees’ behavior.

104
Q

Strategic planning

A

Process of setting goals and designing a path toward a competitive position.

105
Q

Key performance indicators (KPIs)

A

Quantifiable measures of performance used to gauge progress toward Stategic objectives or agreed standards of performance.

106
Q

Mission statement

A

Concise outline of an organization’s strategy, specifying the activities the organization intends to pursue and the course its management has charted for the future.

107
Q

Balanced scorecard

A

Performance management tool that depicts an organizations’ overall performance, as measured against goals, lagging indicators, ad leading indicators.

108
Q

Stategic fit

A

State in which an organization’s strategy is consistent with its external opportunities and circumstances and its internal structure, resources, and capabilities.

109
Q

SWOT analysis

A

Method for assessment of an organization’s Stategic capabilities through use of the environmental scanning process, by which internal and external factors affecting achievement of organization goals are identified and considered. STRENGTHS WEAKNESS OPPORTINITIES THREATS

110
Q

Lagging indicator

A

Type of metric describing an activity or change in performance that has already occurred.

111
Q

Environmental scanning

A

Process that involves a systemic 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.

112
Q

Value drivers

A

Actions, processes, or results that are needed to deliver a desired value.

113
Q

Strategic management

A

System of actions that leaders take to drive an organization toward its goals and objectives.

114
Q

Vision statement

A

Description of what an organization hopes to attain and accomplish in the future, which guides it toward that defined direction.

115
Q

Strategy

A

Plan of action for accomplishing an organization’s overall and long- range goals.

SHRM Learning System Vocab (5 decks)

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