People Flashcards
Performance management tool that depicts an organizations overall performance, as measured against goals, lagging indicators, and leading indicators
Balance scorecard
Plan of action for accomplishing an organizations overall and long-range goals
Strategy
Process of setting goals and designing a path to a competitive position
Strategic planning
System of actions that leaders take to drive an organization toward its goals and objectives
Strategic management
Process for understanding how seemingly independent units within a larger entity interact with an influence one another
Systems thinking
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
Scanning process that searches for environmental forces in political, economic, social, technological, legal, and environmental categories
PESTLE analysis
Method for assessment of an organizations strategic capabilities through use of environmental scanning process, by which internal and external factors affecting achievement of organizational goals are identified and considered
SWOT analysis
Concise outline of an organization strategy specifying the activities the organization intends to pursue and the course its management has charted for the future
Mission statement
Description of what an organization hopes to attain and accomplish in the future, which guides it towards that defined direction
Vision statement
Beliefs and principles defined by an organization to direct and govern its employees’ behavior
Organizational values
Actions, processes, or results that are needed to deliver a desired value
Value drivers
Type of metric describing an activity that can change future performance and predict success in the achievement of strategic goals
Leading indicator
Type of metric describing an activity or change and performance that has already occurred
Lagging indicator
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
Benchmarking
State in which an organization’s strategy is consistent with its external opportunities and circumstances and its internal structure, resources, and capabilities
Strategic fit
Quantifiable measures of performance used to gauge progress towards strategic objectives or agreed standards of performance
Keep performance indicators (KPIs)
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
Process of positioning and organization as “employer of choice” in the labor market
Employment branding
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
Employee value proposition (EVP)
Document that describes a job and it’s essential functions and requirements (including task, knowledge, skills, abilities, responsibilities, and reporting structure)
Job description
Clusters of highly interrelated attributes, including knowledge, skills, and abilities (KSAs), that give rise to the behaviors needed to perform a given job effectively
Competencies
Written statements of the minimum qualifications for the job incumbent
Job specifications
Primary job duties that a qualified individual must be able to perform, either with or without accommodation
Essential functions
Modifying a job application process, a work environment, or the circumstances under which a job is performed to enable qualified individual with a disability to be considered for the job and perform its essential functions
Reasonable accommodation
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
Process by which an organization generates a pool of qualified job applicants
Sourcing
Process by which an organization seeks out candidates and encourages them to apply for job openings
Recruiting
Number of people on an organizations payroll at a particular moment in time
Head count
Process of evaluating the most suitable candidates for a position
Selection
Analyzing candidates, application forms, curricula vitae, and resumes to locate the most qualified candidates for an open job
Selection screening
Software application that automates organizations’ management of the recruiting process (such as accepting application materials, screening applicants, etc.)
Applicant tracking system (ATS)
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
Process by which new employees become familiar with the organization and their specific department, coworkers, and job
Orientation
Process of a simulating new employees into an organization through orientation programs and their experiences in their first months of employment
Onboarding
Employees’ emotional commitment to an organization, demonstrated by their willingness to put in discretionary effort to promote the organizations effective functioning
Employee engagement
Physical, psychological, and social aspects of employee health
Well-being
Ability of an organization to keep its employees
Retention
Instruments that collect and assess information on employee engagement, satisfaction, and perception surrounding the work environment
Employee surveys
Structured conversations with employees for the purpose of determining which aspects of a job encourage employee retention or maybe improved to do so
Stay interviews
Activities associated with an employees tenure in an organization
Employee life cycle (ELC)
To use to provide a job applicant with honest, complete information about a job and the work environment
Realistic job preview (RJP)
Tools, activities, and processes that an organization uses to manage, maintain, and/or improve the job performance of employees
Performance management
Behaviors and results as defined by an organization to communicate the expectations of management
Performance standards
Process of measuring and evaluating an employees adherence to performance standards and providing feedback to the employee
Performance appraisal
Processed by which employees are provided with the knowledge, skills, and abilities (KSAs) specific to a task or job
Training
Activities that focus on preparing employees for future responsibilities while increasing their capacity to perform their current jobs
Developmental activities
Organization characterized by capability to adapt to changes in environment
Learning organization
Acquisition and/or transfer of knowledge within an organization through activities or processes that may occur at several organizational levels; the ability of an organization to learn from its mistakes and adjust its strategy accordingly
Organizational learning
People who learned best by relying on their sense of sight
Visual learners
People who learn best by relying on their sense of hearing
Auditory learners
People who learn best through a hands-on approach; also called tactile learners
Kinesthetic learners
Instructional systems design framework consisting of five steps that guide the design and development of learning programs
ADDIE model
Learning/development programs offered initially in a controlled environment with a segment of the target audience
Pilot programs
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
Successive approximation model (SAM)
Instructional design model based on concept that training should be tightly focused on specific performance measures that the organization has determined are important
Action mapping
Training provided to employees at the worksite utilizing demonstration and performance of job tasks
On-the-job training
Planned approach to learning that includes a combination of instructor, lead training, self directed, study, and/or on the job training
Blended learning
Electronic media, delivery of educational and training, materials, processes, and programs
E-learning
Process of delivering educational or instructional programs to locations away from the classroom or central site
Distance learning
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)
Using the Internet to conduct meetings and give presentation to an audience who has joined the meeting remotely
Web conferencing
Form of web conferencing, where a presenter facilitates communication of material or information to an audience in real time
Webinar
Progression through a series of employment stages, characterized by relatively unique issues, themes, and tasks
Career development
Actions and activities that individuals perform in order to give direction to their work lives
Career planning
Preparing, implementing, and monitoring employees career paths, with a primary focus on the goals and needs of the organization
Career management
Document that guides employees toward their goals for professionals, development, and growth
Individual development plan
Related to technical skills training; often a partnership between employers and unions
Apprenticeship
Movement between different jobs
Job rotation
Process of broadening a job’s scope by adding different tasks to the job
Job enlargement
Process of increasing a job’s depth by adding responsibilities to the job
Job enrichment
Career development programs that identify meaningful career paths for professional and technical people outside traditional management rules
Dual career ladders
Focused, interactive communication and guidance intended to develop an enhance on the job performance, knowledge, or behavior
Coaching
Relationship in which one person helps guide another’s development
Mentoring
Ability to influence, guide, inspire, or motivate a group or person to achieve their goals
Leadership
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
Leadership development
Assessment tools that present prospective leaders with sample situations and problems they might encounter in a work environment
Situation judgment tests (SJTs)
Assessment tools that provide candidates a wide range of leadership situations and problem-solving exercises
Assessment centers
Direct and indirect remuneration approaches that employers used to attract, recognize, and retain workers
Total rewards
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
Mandatory or voluntary payments or services provided to employees, typically covering retirement, healthcare, sick pay/disability, life insurance, and paid time off
Benefits
All financial returns (beyond any tangible benefits, payments or services), including salary and allowances
Compensation
Compensation provided on an individual basis in the form of goods or services
Perquisites
Payments in return for the achievement of specific, time limited, targeted objectives
Premiums
Short but broad statement, documenting an organizations guiding principles and core values about employee compensation
Compensation philosophy
Extent to which employees perceive that monetary and other rewards are distributed equitably, based on effort, skill, and/or relevant outcomes
Internal equity
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
External equity
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 and competing organizations
Job evaluation
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
Job evaluation method that involves establishing a hierarchy of jobs from lowest to highest based on each jobs overall value to the organization
Job ranking
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 rank job, etc.
Paired-comparison method
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
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
Point-factor system
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
Instruments that collect information on prevailing market compensation and benefit practices (including starting wage rates, base pay, pay ranges, statutory and market, cash payments, variable, compensation, and paid time off)
Remuneration surveys
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
Set the upper and lower bounds of possible compensation for individuals whose jobs fall within a pay grade
Pay ranges
Pay rate divided by the midpoint of the pay range
Compa-ratio
Combining several salary, grades, or job classifications with narrow pay ranges into one band with a wider salary spread
Broadbanding
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
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
System in which pay is based on longevity in the job and pay increases occur on a predetermined schedule
Time-based step-rate pay
Situation where an individuals performance on the job is the basis for the amount in timing of pay increases; also called Merrit pay or pay for performance
Performance-based pay
Situation where an individuals performance on the job is the basis for the amount in timing of pay increases; also called performance-based pay or pay for performance
Merit pay
Situation where an individuals performance on the job is the basis for the amount in timing of pay increases; also called merit pay or performance-based pay
Pay for performance (P4P, PfP)
Pay based on the quantity of work and outputs that can be accurately measured
Productivity-based pay
Pay systems in which employee characteristics, rather than the job, determine pay
Person-based pay
Pay adjustment given to eligible employees, regardless of performance or organizational profitability; usually link to inflation
Cost-of-living adjustment (COLA)
Pay increase given to employees based on local competitive market requirements; awarded regardless of employee performance
General pay increase
One time payment made to an employee
Lump-sum increase (LSI)
Form of direct compensation where employers pay for performance beyond normal expectations to motivate higher performance
Incentive pay
Situations in which employees pays above the range maximum
Red-circle rates
Situations in which an employees pay is below the minimum of the range
Green-circle rates
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
Pay compression
Unmarried couples, of the same or opposite sex, who live together and seek economic and non-economic benefits comparable to those granted to their married counterparts
Domestic partners
