People Flashcards
ADDIE Model
Instructional systems design framework consisting of five steps that guide the design and development of learning programs. A = Analysis D = Design D = Development I = Implementation E = Evaluation
Applicant Tracking System (ATS)
Software application that automates organizations’ management of the recruiting process (such as accepting application materials, screening applicants, etc.)
Apprenticeship
Related to technical skills training; often a partnership between employers and unions.
Assessment Centers
Assessment tools that provide candidates a wide range of leadership situations and problem-solving exercises.
Auditory Learners
People who learn best by relying on their sense of hearing.
Balanced scorecard
Performance management tool that depicts an organization’s overall performance, as measured against goals, lagging indicators, and leading indicators.
Benchmarking
Process by which an organization identifies performance gaps and sets goals for performance gaps and sets goals for performance improvements, by comparing its data, performance levels, and/or processes against those of other organizations.
Benefits
Mandatory or voluntary payments or services provided to employees, typically covering retirement, health care, sick pay/disability, life insurance, and paid time off.
Career Development
Progression through a series of employment stages characterized by relatively unique issues, themes, and tasks.
Broadbanding
Combining several salary grades or job classifications with narrow pay ranges into one band with a wider salary spread.
Bona Fide Occupational Qualification (BFOQ)
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.
Blended Learning
Planned approach to learning that includes a combination of instructor-led training, self-directed study, and/or on-the-job training.
Career Management
Preparing, implementing, and monitoring employees’ career paths, with a primary focus on the goals and needs of the organization.
Career Planning
Actions and activities that individuals perform in order to give direction to their work lives.
Coaching
Focused, interactive communication and guidance intended to develop and enhance on-the-job performance, knowledge or behavior.
Compa-ratio
Pay rate divided by the midpoint of the pay range.
Compensation
All financial returns (beyond any benefits payments or services), including salary and allowances.
Compensation Philosophy
Short but broad statement documenting an organization’s guiding principles and core values about employee compensation.
Competencies
Clusters of highly interrelated attributes, including knowledge, skills, and abilities (KSAs), that give rise to the behaviors needed to perform a given job effectively.
Cost-of-Living Adjustment (COLA)
Pay adjustment given to eligible employees regardless of performance or organizational profitability; usually linked to inflation.
Developmental Activities
Activities that focus on preparing employees for future responsibilities while increasing their capacity to perform their current jobs.
Distance Learning
Process of delivering educational or instructional programs to locations away from a classroom or site.
Domestic Partners
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.
Dual Career Ladders
Career development programs that identify meaningful career paths for professional and technical people outside traditional management roles.
E-Learning
Electronic media delivery of educational and training materials, processes and programs.
Employee Engagement
Employees’ emotional commitment to an organization, demonstrated by their willingness to put in discretionary effort to promote the organization’s effective functioning.
Employee Life Cycle (ELC)
Activities associated with an employee’s tenure in an organization.
Employee Surveys
Instruments that collect and assess information on employees’ attitudes and perceptions (such as engagement, job satisfaction, etc.) of the work environment or employment conditions.
Employee Value Proposition (EVP)
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.
Employment Branding
Process of positioning an organization as an “employer of choice” in the labor market.
Environmental Scanning
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.
Essential Functions
Primary job duties that a qualified individual must be able to perform, either with or without reasonable accommodation.
External 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.
Flat-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.
General Pay Increase
Pay increase given to employees based on local competitive market requirements; awarded regardless of employee performance.
Green-Circle Rates
Situations in which an employee’s pay is below the minimum of the range.
Head Count
Number of people on an organization’s payroll at a particular moment in time.
Incentive Pay
Form of direct compensation where employers pay for performance beyond normal expectations to motivate higher performance.
Incentives
Payments in return for the achievement of specific, time-limited, targeted objectives.
Individual Development Plan (IDP)
Document that guides employees toward their goals for professional development and growth.
Internal Equity
Extent to which employees perceive that monetary and other rewards are distributed equitably, based on effort, skill and/or relevant outcomes.
Job Analysis
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 Classification
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 Description
Document that describes a job and its essential functions and requirements (including tasks, knowledge, skills, abilities, responsibilities, and reporting structure).
Job Enlargement
Process of broadening a job’s scope by adding different tasks to the job.
Job Enrichment
Process of increasing a job’s depth by adding responsibilities to the job.
Job Evaluation
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 Ranking
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 Rotation
Movement between different jobs.
Job Specifications
Written statements of the minimum qualifications for the job incumbent.
Job-Content-Based 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.
Kinesthetic Learners
People who learn best through a hands-on approach; also called tactile learners.
Lagging Indicator
Type of metric describing an activity or change in performance that has already occurred.
Leader Development
Training and professional development programs targeted at management- and executive-level employees in developing the skills, abilities, and flexibility required to deal with a variety of situations.
Leadership
Ability to influence, guide, inspire or motivate a group or person to achieve their goals.
Leading Indicator
Type of metric describing an activity that can change future performance and predict success in the achievement of strategic goals.
Learning Management System (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 Organization
Organization characterized by a capability to adapt to changes in environment.
Lump-Sum Increase (LSI)
One-time payment made to an employee; also called performance bonus.
Market-Based Job Evaluation
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.
Maturity Curves
Correlate pay with time spent in a professional field such as teaching or research.
Mentoring
Relationship in which one person helps guide another’s development.
Merit Pay
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.
Mission Statement
Concise outline of an organization’s strategy, specifying the activities it intends to pursue and the course its management has charged for the future.
Onboarding
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.
On-The-Job Training (OJT)
Training provided to employees at the work site utilizing demonstration and performance of job tasks
Organizational Learning
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 Values
Beliefs and principles defined by an organization to direct and govern its employees’ behavior.
Orientation
Process by which new employees become familiar with the organization and with their specific department, coworkers and job.
Paired Comparison
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.
Pay Compression
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 for Performance (P4P, PfP)
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 Grades
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 Ranges
Set the upper and lower bounds of possible compensation for individuals whose jobs fall within a pay grade.
Performance Appraisal
Process of measuring and evaluation an employee’s adherence to performance standards and providing feedback to the employee.
Performance Bonus
One-time payment made to an employee; also called a lump-sum increase (LSI).
Performance Management
Tools, activities, and processes that an organization uses to manage, maintain, and/or improve the job performance of employees.
Performance Standards
Behaviors and results as defined by an organization to communicate the expectations of management.
Performance-Based Pay
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.
Perquisites
Special incidental payments, benefits, or privileges given to individual employees, over and above their regular rewards.
Person-Based Pay
Pay systems in which employee characteristics, rather than the job, determine pay.
Pilot Programs
Learning/development programs offered initially in a controlled environment with a segment of the target audience.
Point-Factor System
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.
Premiums
Payments in return for the achievement of specific, time-limited, targeted objectives.
Productivity-Based Pay
Pay based on the quantity of work and outputs that can be accurately measured.
Realistic Job Preview (RJP)
Tool used in the staffing/selection process that provide an applicant with honest, complete information about the job and work environment.
Reasonable Accomodation
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.
Recruitment
Process by which an organization seeks out candidates and encourages them to apply for job openings.
Red-Circle Rates
Situations in which employees’ pay is above the range maximum.
Remuneration Surveys
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).
Retention
Ability of an organization to keep its employees.
Selection
Process of evaluating the most suitable candidates for a position.
Selection Interviews
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 Screening
Analyzing candidates’ application forms, curriculum vitae, and resumes to locate the most-qualified candidates for an open job.
Seniority
System that shows preference to employees with the longest service record
Simulations
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.
Single-Rate Pay
Provides each incumbent of a job with the same rate of pay, regardless of performance or seniority; also known as flat-rate pay.
Situation Judgment Tests (SJTs)
Assessment tools that present prospective leaders with sample situations and problems they might encounter in a work environment.
Social Media
Internet technology platforms and communities that people and organizations use to communicate and share information, opinions, and resources.
Sourcing
Process by which an organization generates a pool of qualified job applicants.
Staffing
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.
Stay Interviews
Structured conversations with employees for the purposes of determining which aspects of the job (e.g., satisfaction, culture, organization, leadership, etc.) encourage employee retention, or may be improved to do so.
Strategic Fit
A state in which an organization’s strategy is consistent with its external opportunities and circumstances and its internal structure, resources, and capabilities.
SWOT Analysis
Method of 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.
Systems Thinking
Process for understanding how seemingly independent units within a larger entity interact with and influence one another.
Time-Based Step-Rate Pay
System in which pay is based on longevity in the job and pay increases occur on a pre-determined schedule.
Total Rewards
Direct and indirect remuneration approaches that employers use to attract, recognize, and retain workers.
Total Rewards Strategy
Plan or method implemented by an organization that provides monetary, benefits-in-kind, and developmental rewards to employees who achieve specific business goals.
Training
Process by which employees are provided with the knowledge, skills and abilities (KSAs) specific to a task or job.
Transfer Of Learning
Effective and continuing on-the-job application of the knowledge and skills gained through a training experience.
Value Drivers
Actions, processes, or results that are needed to deliver a desired value.
Vision Statement
Description of what an organization hopes to attain and accomplish in the future, which guides it toward that defined direction.
Visual Learners
People who learn best by relying on their sense of sight.
Well-Being
Physical, psychological, and social aspects of employee health.
