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HR Competencies > People > Flashcards

People Flashcards

1
Q

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

A

Balance scorecard

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2
Q

Plan of action for accomplishing an organizations overall and long-range goals

A

Strategy

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3
Q

Process of setting goals and designing a path to a competitive position

A

Strategic planning

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4
Q

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

A

Strategic management

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5
Q

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

A

Systems thinking

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6
Q

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

A

Environmental scanning

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7
Q

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

A

PESTLE analysis

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8
Q

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

A

SWOT analysis

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9
Q

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

A

Mission statement

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10
Q

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

A

Vision statement

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11
Q

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

A

Organizational values

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12
Q

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

A

Value drivers

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13
Q

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

A

Leading indicator

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14
Q

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

A

Lagging indicator

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15
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

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16
Q

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

A

Strategic fit

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17
Q

Quantifiable measures of performance used to gauge progress towards strategic objectives or agreed standards of performance

A

Keep performance indicators (KPIs)

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18
Q

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

A

Staffing

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19
Q

Process of positioning and organization as “employer of choice” in the labor market

A

Employment branding

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20
Q

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

A

Employee value proposition (EVP)

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21
Q

Document that describes a job and it’s essential functions and requirements (including task, knowledge, skills, abilities, responsibilities, and reporting structure)

A

Job description

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22
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

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23
Q

Written statements of the minimum qualifications for the job incumbent

A

Job specifications

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24
Q

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

A

Essential functions

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25
Q

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

A

Reasonable accommodation

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26
Q

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

A

Job analysis

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27
Q

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

A

Sourcing

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28
Q

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

A

Recruiting

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29
Q

Number of people on an organizations payroll at a particular moment in time

A

Head count

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30
Q

Process of evaluating the most suitable candidates for a position

A

Selection

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31
Q

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

A

Selection screening

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32
Q

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

A

Applicant tracking system (ATS)

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33
Q

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

A

Selection interviews

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34
Q

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

A

Orientation

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35
Q

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

A

Onboarding

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36
Q

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

A

Employee engagement

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37
Q

Physical, psychological, and social aspects of employee health

A

Well-being

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38
Q

Ability of an organization to keep its employees

A

Retention

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39
Q

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

A

Employee surveys

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40
Q

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

A

Stay interviews

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41
Q

Activities associated with an employees tenure in an organization

A

Employee life cycle (ELC)

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42
Q

To use to provide a job applicant with honest, complete information about a job and the work environment

A

Realistic job preview (RJP)

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43
Q

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

A

Performance management

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44
Q

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

A

Performance standards

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45
Q

Process of measuring and evaluating an employees adherence to performance standards and providing feedback to the employee

A

Performance appraisal

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46
Q

Processed by which employees are provided with the knowledge, skills, and abilities (KSAs) specific to a task or job

A

Training

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47
Q

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

A

Developmental activities

48
Q

Organization characterized by capability to adapt to changes in environment

A

Learning organization

49
Q

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

A

Organizational learning

50
Q

People who learned best by relying on their sense of sight

A

Visual learners

51
Q

People who learn best by relying on their sense of hearing

A

Auditory learners

52
Q

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

A

Kinesthetic learners

53
Q

Instructional systems design framework consisting of five steps that guide the design and development of learning programs

A

ADDIE model

54
Q

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

A

Pilot programs

55
Q

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

A

Successive approximation model (SAM)

56
Q

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

A

Action mapping

57
Q

Training provided to employees at the worksite utilizing demonstration and performance of job tasks

A

On-the-job training

58
Q

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

A

Blended learning

59
Q

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

A

E-learning

60
Q

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

A

Distance learning

61
Q

System that holds course content information and has the capability of tracking and managing employee course registrations, career development, and other employee development activities

A

Learning management system (LMS)

62
Q

Using the Internet to conduct meetings and give presentation to an audience who has joined the meeting remotely

A

Web conferencing

63
Q

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

A

Webinar

64
Q

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

A

Career development

65
Q

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

A

Career planning

66
Q

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

A

Career management

67
Q

Document that guides employees toward their goals for professionals, development, and growth

A

Individual development plan

68
Q

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

A

Apprenticeship

69
Q

Movement between different jobs

A

Job rotation

70
Q

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

A

Job enlargement

71
Q

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

A

Job enrichment

72
Q

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

A

Dual career ladders

73
Q

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

A

Coaching

74
Q

Relationship in which one person helps guide another’s development

A

Mentoring

75
Q

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

A

Leadership

76
Q

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

A

Leadership development

77
Q

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

A

Situation judgment tests (SJTs)

78
Q

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

A

Assessment centers

79
Q

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

A

Total rewards

80
Q

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

A

Total rewards strategy

81
Q

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

A

Benefits

82
Q

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

A

Compensation

83
Q

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

A

Perquisites

84
Q

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

A

Premiums

85
Q

Short but broad statement, documenting an organizations guiding principles and core values about employee compensation

A

Compensation philosophy

86
Q

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

A

Internal equity

87
Q

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

A

External equity

88
Q

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

A

Job evaluation

89
Q

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

A

Job-content-based job evaluation

90
Q

Job evaluation method that involves establishing a hierarchy of jobs from lowest to highest based on each jobs overall value to the organization

A

Job ranking

91
Q

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.

A

Paired-comparison method

92
Q

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

A

Job classification

93
Q

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

A

Point-factor system

94
Q

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

A

Market-based job evaluation

95
Q

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)

A

Remuneration surveys

96
Q

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

A

Pay grades

97
Q

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

A

Pay ranges

98
Q

Pay rate divided by the midpoint of the pay range

A

Compa-ratio

99
Q

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

A

Broadbanding

100
Q

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

A

Single-rate pay

101
Q

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

A

Flat-rate pay

102
Q

System in which pay is based on longevity in the job and pay increases occur on a predetermined schedule

A

Time-based step-rate pay

103
Q

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

A

Performance-based pay

104
Q

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

A

Merit pay

105
Q

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

A

Pay for performance (P4P, PfP)

106
Q

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

A

Productivity-based pay

107
Q

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

A

Person-based pay

108
Q

Pay adjustment given to eligible employees, regardless of performance or organizational profitability; usually link to inflation

A

Cost-of-living adjustment (COLA)

109
Q

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

A

General pay increase

110
Q

One time payment made to an employee

A

Lump-sum increase (LSI)

111
Q

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

A

Incentive pay

112
Q

Situations in which employees pays above the range maximum

A

Red-circle rates

113
Q

Situations in which an employees pay is below the minimum of the range

A

Green-circle rates

114
Q

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

A

Pay compression

115
Q

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

A

Domestic partners

HR Competencies (2 decks)

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