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SHRM > People > Flashcards

People Flashcards

1
Q

What is a strategy?

A

long range plans toward achieving goals

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2
Q

What is the Strategic Planning and Management Process?

A

Formulation>Development>Implementation>Evaluation

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3
Q

What is the Formulation step in Strategic Planning and Management Process?

A

leaders gather and analyze internal and external info to determine the orgs current position, its environment, its opportunities, and constraints

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4
Q

What is the Development step in Strategic Planning and Management Process?

A

leaders develop strategic goals and tactics to optimize success, given the environment, opportunities, and constraints (the strategic plan)

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5
Q

What is the Implementation step in Strategic Planning and Management Process?

A

When the tactics are implemented. Requires clear communication to teams, coordination and support of their efforts and control of resources

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6
Q

What is the Evaluation step in Strategic Planning and Management Process?

A

the results, and to make sure to maintain strategic focus, make any improvements, make sure there is effectiveness in the strategy

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7
Q

What are the three critical success factors?

A
  • alignment of effort
  • control of drift
  • focus on core competencies
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8
Q

What is Alignment of effort?

A

aligning all areas of the business to the orgs strategy

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9
Q

What is Control of Drift?

A

When orgs fail to recognize and respond to changes in its environment that necessitate strategic change
*drift is often caused by an org culture that is too deeply rooted in the past and the way things have always been done

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10
Q

What is Focus on Core Competencies?

A

core competencies are usually unique advantages an org has, abilities that are integral to creating customer value and are difficult for competitors to imitate (EG; Technical expertise or excellence in design)

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11
Q

How can HR be involved in creating value?

A
  • by consulting and advising on aligning workforce assets with strategy demands
  • value chain analysis with its own business, identifying cost centers, the source of the critical value HR produces (eg: outsourcing benefits management and administration functions)
  • analyze their own stakeholders to understand their needs (customers, suppliers, communities, institutions, and government agencies)
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12
Q

Who are HR customers?

A

Senior management, board of directors, funcional leaders, Employees (they may rely on HR for retaining talent, seeking out benefits, career development, support for workplace issues, attracting senior management, risks related to human resources, support in staffing, developing competitive and compliant compensation plans)

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13
Q

Who are HR suppliers?

A

include long and short term staffing suppliers, vendors providing or managing benefits, internal functions like IT that provide necessary support

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14
Q

Who are HR communities, institutions, and gov agencies?

A

educational institutions that develop future talent and workers or partners in corporate social responsibility programs. HR manages Gov agencies with its legal and regulatory obligations (Eg: visas, workplace safety, employment laws)

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15
Q

What is Systems Thinking?

A

orgs are composed of interacting and sometimes interdependent parts that together create a dynamic internal environment

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16
Q

What is differentiation of units?

A

each part of org is differentiated by the role it plays in the system and its own particular challenges, values, and processes

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17
Q

What is the input-process-output Model (IPO)?

A

Analyzes actions
Inputs- factors that can effect the outcome (Internal/External constraints, Org resources or External conditions) eg: lack of funds, culture in way of strategy
Process- all the methods used to apply to maximize opportunities and manage constraints
Outputs- desired strategic effect eg: increased diversity, increased sales or profitability

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18
Q

What is environmental scanning?

A

the process of systematically surveying and gathering data from internal and external sources
EX: SWOT analysis or PESTLE

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19
Q

What is the PESTLE analysis?

A

Political, economic, social, technological, legal, and environmental

  • conducted in different levels of org
  • this requires HR to adopt more broader long-range perspective
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20
Q

What are the steps used in the risk management process for PESTLE?

A
  • assemble list of possible events or trends that exsist now or could
  • identify the potential impacts on the org (pos,neg, immediate, long-term)
  • research impacts more thoroughly to understand their CAUSES, and connect that to trends
  • assess their importance
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21
Q

What is the SWOT analysis?

A

process for assessing an org’s strategic capabilities in caparison to threats and opportunities identified during environmental scanning; also analyzing strengths and weaknesses of an org
-strengths and opportunities can be leveraged; weaknesses and threats are problems that must be solved and are often more difficult to control

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22
Q

SWOT

A

Strengths- Internal strengths
Weaknesses- Internal weaknesses
Opportunities- External things to take advantage of
Threats- External threats

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23
Q

What is a growth-share matrix?

A

matrix tool to help find where the greatest value in their org lies
Stars- high value, dominant share and growing
Cash cow- static but dominant business line, little growth
Question mark- could be winners or losers, unclear
Dogs- consuming resources no growth or value

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24
Q

How can HR improve its environmental awareness?

A
  • regularly reading business news
  • stay current with latest academic HR research
  • analyze org’s performance
  • monitoring performance of other orgs, branding, and competitors
  • become user of third party information like the gov
  • scanning annual reports from businesses or groups with comparable workforces or markets
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25
Q

Org’s Mission

A

how an org defines its purpose

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26
Q

Org’s Vision

A

the future it hopes to see

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27
Q

Org’s Values

A

the principles it agrees will guide its behavior

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28
Q

Strategic Statements serve many purposes:

A
  • in crisis they guid management thinking and decisions
  • reflect the orgs culture required to attain the mission and vision and support values
  • contribute to employer’s brand, for recruiting and onboarding purposes can help focus
  • stakeholders can see how they fit in and can challenge leaders to fulfill those pledges
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29
Q

From Organization to Unit function goals

A

EG: Org goal: increased productivity, Unit function: HR, Unit function goal: Improve quality and efficiency of talent supply chain

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30
Q

What are value drivers?

A

actions or processes or results that are needed to deliver a desired value

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31
Q

Balanced Scorecard

A

performance management tool that depicts an org’s overall performance, identifies KPIs, as measured against goals, lagging indicators, and leading indicators

  • Finance
  • customers
  • Internal business processes
  • Learning and growth
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32
Q

Leading indicator

A

is predictive in that action in this area can change future performance and help achieve success
(Eg: employee satisfaction indicates future retention rates and associated costs of hiring)

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33
Q

Lagging indicator

A

describes effects that have already occured and cannot be changed (Eg: turnover rates indicate the success or lack of success in employee engagement) (re-active)

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34
Q

What are SMARTER performance objectives?

A

-seven qualities that characterize effective objectives
-setting smarter objectives
Specific
Measurable
Attainable
Relevant
Timebound
Evaluated
Revised

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35
Q

Benchmarking

A

compares performance levels an/or processes of one entity with those of another to identify performance gaps and set goals aimed at improving performance

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36
Q

The Benchmarking Process

A

Define KPIs>Measure current performance>identify appropriate benchmarks and data> identify performance gaps> set objective and implement support activities

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37
Q

Robert Grant’s strategic fit

A

the compatibility of an org’s strategy

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38
Q

Competitive advantages (hint* two parts)

A

External changes: react swiftly to changes
Snapchat- adapting to a market that craved privacy, and quick communication. Tesla- gas prices rise create an electric car.
Internal changes: ability to create change, innovation
Apple- creating the first iphone but with touch screen, before that only nokia had flip phone with internet

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39
Q

What are Porter’s competitive strategies?

A
  • two basic types of competitive advantages: cost leadership and differentiation
  • these could be focused on the entire marketplace OR focused on the Organization
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40
Q

Why do firms pursue a strategy of cost leadership?

A

aim at capturing market share within their industry by virtue of lowest price - (Walmart, Costco) volume, low price

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41
Q

Why do firms pursue a strategy of differentiation?

A

aim for being able to charge a higher price by offering something different or by offering the same thing in a different way from competitors in their industry or market - (Tesla) higher price for unique offering

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42
Q

Why do firms pursue a strategy of Focus?

A

apply cost leadership or differentiation within narrow industry segments or niches - (financial services company may choose to focus on high-net-worth individuals)

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43
Q

Out of the growth strategies what is Strategic alliance?

A

when companies agree to share assets, technology, or sales capabilities
-when you work together with customers, partners, or even competitors to accomplish something

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44
Q

Out of the growth strategies what is Joint venture?

A

-two companies come together to open up a new business that they both partially own

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45
Q

Out of the growth strategies what is Equity partnership?

A

-two or more parties open a company, they have a contract about profits liabilities and control

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46
Q

Out of the growth strategies what is Merger/acquisition?

A

Merger- two companies to one

Acquisition- one company acquires another

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47
Q

Out of the growth strategies what is Franchising?

A

a trademark, product, or service is licensed for an initial fee and ongoing royalties (McDonalds)

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48
Q

Out of the growth strategies what is Licensing?

A

grants rights to produce or sell a product (Best buy- apple lets them sell their products)

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49
Q

Out of the growth strategies what is Contract Manufacturing?

A

having someone produce parts of the product

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50
Q

Out of the growth strategies what is Management contract?

A

another company is brought in to run the daily operations of the local business, decisions about financing and ownership reside with owners

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51
Q

Out of the growth strategies what is Turnkey Operation?

A

an existing company gets a new owner and no major changes are made

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52
Q

Out of the growth strategies what is Greenfield operation?

A

a company builds up in a new location a new branch with all new equipment

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53
Q

Out of the growth strategies what is Brownfield Operation?

A

a company builds up in a new location a new branch however something currently exists there wether its is an existing building, existing people or abandoned property

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54
Q

Divestitures (and the general steps for divestiture)

A

-selling of parts of the organization that are underperforming or no longer in line with strategy
1. Identifying the candidate for divestiture
2. Identifying buyer
3 Restructure
4. Execute the deal

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55
Q

Blue Ocean

A

creating competitive advantage through innovation or entering new markets

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56
Q

Red Ocean

A

competing in existing market places through differentiation or lower costs

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57
Q

Two parts of HR budget

A

operational- funds ongoing activities and strategic- funds projects aligned with the org’s strategic goals (consultants, or development activities)

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58
Q

5 elements needed for effectively implementing strategy

A
  1. Communication outward toward entire team
  2. Communication inward to leaders
  3. Leadership support of decisions made by subordinates
  4. Flow of information across the Organization
  5. Enough information to allow team members to connect their work to the strategy
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59
Q

What are the three project stages?

A

Planning>Executing>Closing

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60
Q

Gantt chart

A

in the planning stage, this represents the scheduling of tasks visually, showing length and time of specific activities

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61
Q

Critical Path analysis

A

info about start and mandatory end dates, what task goes before the other and for what length

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62
Q

Lean project management

A

eliminates waste

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63
Q

Six-sigma project management

A

quality principles

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64
Q

Agile project management

A

when there are assumptions, unclear

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65
Q

Critical Chain project management

A

resources can not be increased due to deadlines

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66
Q

Staffing

A

the HR function that acts on the organizational human capitol needs identified through workforce planning, providing good talent to complete work towards success of business

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67
Q

Perlmutter’s relationships between orientation and talent acquisition (4 different orientations)

A
  • how an org’s orientation impacts talent acquisition
    1. Ethnocentric- headquarters manage operations, tight control of international operations
    2. Polycentric- headquarters have little impact on other countries,local personal manage operations
    3. Regiocentric- operations managed by region,high coordination within region not between regions
    4. Geocentric- single international enterprise, talent comes from any location, strategy is global
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68
Q

Reynold’s Changing staffing patterns

A

-the relations between expatriates, local nationals
(basic concept: think of greenfield operations, they have no local talent yet at the new location so the company sends in expatriates to the new location and then over time that slows down. Then simultaneously the company recruits more and more local nationals into the business. Eventually those local national become global sources.)

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69
Q

Employment Branding

A

process of positioning an org as an “employer of choice” in the labor market

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70
Q

Employee Value proposition (EVP)

A

ee perceived value of the total rewards, benefits, which drives compelling strategies

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71
Q

List a few guidelines for building an employment brand

A
  • know the local area or countries perceptions
  • know the company competition
  • know strengths and weaknesses of company
  • ensure brand is consistent
  • test, modify, execute, reassess brand
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72
Q

social media

A

variety of internet platforms and communities that people and orgs use to communicate and share info and resources

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73
Q

web metrics

A

track visitors, referral sources, usage of content, and where the geographical origins are

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74
Q

social metrics

A

track fans, followers, comments,retweets, buzz

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75
Q

business metrics

A

tracking successful recruits

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76
Q

Brand Pillar Identification (branding practices)

A

clear statements the org wants to communicate

ex: Quality, Honesty

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77
Q

Achievement of work environment awards (branding practice)

A

being awarded or highly ranked to increase credibility

ex: Top 100 places to work for in 2017

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78
Q

Benchmarking (branding practice)

A

public recognition for being the best at something, setting the standard
ex: most innovative

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79
Q

touchpoint mapping

A

any encounter where customers and business engage to exchange information, provide service, or handle transactions (point of contact)

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80
Q

online job and career portrayals

A

realistic virtuality tours showcasing an org’s culture, individual jobs, career progression,(CSR) corporate social responsibility, and other areas of potential interest to target audiences

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81
Q

personalized channels for external audiences

A

applications customized to best fit user responses to profile questions

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82
Q

job analysis

A

systematic study of jobs to determine what activities (tasks) and responsibilities the include, the personal qualifications necessary for performance of the jobs, and the conditions under which work is performed

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83
Q

job documentation

A

written description of a job and its essential functions and requirements, including tasks, ksaos, responsibilities, and reporting structure

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84
Q

Job identification (elements of job description)

A

job title, department or location,date the job description was completed, approvals, reporting

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85
Q

position summary (elements of job description)

A

brief overview of purpose of job, expectations, degree of freedom (locus of control)

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86
Q

minimum qualifications (elements of job description)

A

minimum knowledge, skills, abilities required to perform the job satisfactorily

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87
Q

duties and responsibilities (elements of job description)

A

primary duties and responsibilities of job

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88
Q

success factors (elements of job description)

A

personal characteristics (behaviors or proficiencies) that contribute to an individual’s ability to perform well in the job

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89
Q

physical demands (elements of job description)

A

physical needs of the job that are minimally required

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90
Q

working conditions (elements of job description)

A

environment in which the job is performed, important in dangerous conditions

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91
Q

performance standards (elements of job description)

A

specify how the incumbent performing this job will be evaluated against goals, objectives, and org performance factors (quality,, safety, attendance, service, productivity)

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92
Q

essential functions (additional elements of job description)

A

primary job duties that a qualified individual must be able to perform, either with or without reasonable accomodation

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93
Q

reasonable accommodation

A

necessary, appropriate modifications or adjustments that do not impose a disproportionate or undue burden on the employer, it aims to ensure that persons with disabilities can participate in the workplace equally with others

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94
Q

nonessential functions

A

not essential to the job but are desirable aspects of the job

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95
Q

sign-off

A

a job description may include a general sign-off, “The employee is expected to do these functions and understands and adheres to this job description.” with a signature and date

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96
Q

disclaimers

A

statements such as “responsibilities and tasks in document are not exhaustive and may change as needed determined by the company “

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97
Q

Intracountry and cross-border transfers

A

help match the employee with the right skill set to the right job to avoid inappropriate and extensive transfers

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98
Q

Career management and succession planning

A

job description allows systematic career management and succession planning; global career paths can be mapped through job descriptions

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99
Q

Compensation studies

A

job descriptions enhance the ability to compare salaries across countries; job descriptions that are commonly understood across borders help reduce ambiguity

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100
Q

statistics for job types across org

A

management of information about numbers of various job types across the entire org, projected and current needs to fill those positions is not possible without consistent hob descriptions

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101
Q

comparison and alignment of business processes across countries

A

creating globally consistent business processes is easier when the jobs involved in those processes have the same title and job descriptions

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102
Q

Challenges to create consistent job descriptions in a global environment

A
  1. lack of global competency model
  2. Varied interpretations of job functions
  3. Varied expectations for similar jobs
  4. Varied approaches to on-the-job development
  5. Different work environments imposing different requirements for the same job
  6. Varied compliance requirements that necessitate thorough due diligence (ex: in Germany they must hire based on EU laws, German law, and the states within Germany law)
  7. Obtaining permission to work
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103
Q

BFOQ

A

Bona fide occupational qualification

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104
Q

Bona fide occupational qualification (BFOQ)

A

legitimate job criterion that employers can legally and permissibly use to hire a foreigner (bring an expatriate into a country for a job)
*employers must prove that local employees cannot perform the key duties and responsibilities required by the job position

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105
Q

Job specifications

A

describe the minimum qualifications necessary to perform a job, reflects what is necessary for satisfactory performance, NOT what the ideal candidate should have
(ex: exposure to managing a union environment, or working knowledge of budgets and financial statements)

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106
Q

When writing job descriptions…

A
  • give jobs realistic and descriptive titles
  • keep the summary short
  • list only the most important duties, tasks, responsibilities
  • identify essential job duties and responsibilities
  • review the KSAOs to make sure they are job related
  • secure approvals and dates
  • include any appropriate disclaimers
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107
Q

When is a good time to keep job descriptions updated?

A

during a performance review, or when a position is filled

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108
Q

Competencies

A

clusters of highly integrated attributes, including KSAOs, that give rise to the behaviors needed to perform a given job effectively

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109
Q

competencies model

A

a set of competencies defining the requirements for effective performance in a specific job, profession, or organization

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110
Q

sourcing

A

the precursor to actual recruitment, generates pool of candidates
*it involves internal and external advertising, and branding

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111
Q

recruitment

A

process of encouraging candidates to apply for job openings

*the quality in applicants is a critical factor

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112
Q

What are the advantages to hiring someone from inside the organization?

A
  • rewards good work of current employee
  • “familiarity” - the candidate already knows the company culture and goals; the org already knows the KSAOs
  • potential to be more cost effective than external recruiting
  • promotes career path
  • improves moral
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113
Q

What are the disadvantages to hiring someone from inside the organization?

A
  • may have limited perspectives or even no outside perspective (org inbreading)
  • heavy burden on learning and development
  • could become negative work env if people compete for promotions
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114
Q

What are some advantages of hiring someone from outside the organization?

A
  • new ideas and new talent
  • helps org gain needed competencies
  • provides cross-industry insights
  • may reduce training costs because of experienced hires
  • helps to promote diverse and inclusive env
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115
Q

What are some disadvantages of hiring someone from out side the organization?

A
  • may result in misplacements
  • may increase recruitment costs
  • may cause morale problems for internal candidates
  • requires longer onboarding and orientation
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116
Q

(Internal recruiting source) Employee referrals

A

a friend or family of EE to fill job openings

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117
Q

(Internal recruiting source) Inside moonlighting

A

workers that hold a second job outside of work hours; then the worker is enticed to take on a second job in the organization
(ex: a secretary by day and a pizza delivery person by night)

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118
Q

(Internal recruiting source) Job bidding

A

process where EE are allowed to express interest in a position before it becomes available

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119
Q

(Internal recruiting source) job posting

A

providing brief description of the job and allows internal employees to express interest first

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120
Q

(Internal recruiting source) nominations

A

managers nominate high-performers for internal roles

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121
Q

(Internal recruiting source) skill banks and skill tracking systems

A

computerized talent or skills can present qualified talent

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122
Q

(Internal recruiting source) succession planning

A

potential talent in an org is identified and developmental plans are implemented to help prepare individuals for promotions

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123
Q

(External recruiting source) Advertising (print and nonprint media)

A

print(wallstreet, economist, financial times) kiosks, radio, television, billboard

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124
Q

(External recruiting source) Agencies (THIRD PARTY RECRUITERS)

A

vendors contracted to seek out talent, and provide pre-screened qualified talent

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125
Q

(External recruiting source) community awareness

A

increasing brand and identifying organization as prime place to work (ex: local job fairs, local school events)

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126
Q

(External recruiting source) educational institutions

A

posting on college university websites, career fairs

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127
Q

(External recruiting source) employer websites

A

company websites to post careers, current employee profiles, branding, online application process

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128
Q

(External recruiting source) Former Employees

A
  • retires interested in coming back to full or part time work
  • employees who left for personal reasons (shannon piwowar)
  • people who left for other positions at other orgs
  • people who have been affected by previous downsizing
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129
Q

(External recruiting source) Government agencies

A

online and onsite services connecting employers and job seekers

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130
Q

(External recruiting source) HR associations

A

online boards and publications of HR associations where you can post positions (SHRM does this)

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131
Q

(External recruiting source) Internal job boards (bulletin boards)

A

monster, ziprecruiter, careerbuilder, indeed, theladders

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132
Q

(External recruiting source) internships

A

opportunity for undergrad students to work at the org

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133
Q

(External recruiting source) intraregion recruiting

A

sourcing for specific skills in a specific country or region that can only be filled by local hires (ex: regional sales manager)

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134
Q

(External recruiting source) online social networks and blogs

A

online sites like LinkedIn to expand employer brand, and access to top talent database

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135
Q

(External recruiting source) open houses

A

events where walk-in applicants are invited to learn about an org

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136
Q

(External recruiting source) outplacement services

A

services that maintain job sites/posting for laid off workers

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137
Q

(External recruiting source) personal networking

A

contacting and developing relationships in various ways and identifying prospective candidates

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138
Q

(External recruiting source) referrals

A

candidate referrals from recent hires, and from association colleagues

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139
Q

(External recruiting source) temporary agencies

A

a contract relationship with external staffing firm to supply talent (perm or temp-to-hire)

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140
Q

(External recruiting source) trade and professional organizations

A

wide variety of placement services that cater to specific trade and professional organizations, where EE can post positions

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141
Q

What is robust sourcing? (McKinsey&Co)

A
  • understanding what you want
  • finding who you really need
  • growing people internally though job rotation
  • using multiple strategies
  • recruiting continuously
  • hiring people from outside the org to refresh talent pool
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142
Q

Recruiting effectiveness

A
  1. Be proactive
  2. Brand
  3. Use realistic profiles
  4. Automate (database of qualified candidates ready to go)
  5. Innovate (look for new opportunities)
  6. Interact (show genuine interest in job seekers)
  7. Promote
  8. Adapt
  9. Champion diversity
  10. Be judicious (right talent, for future or current needs)
  11. Be vigilant (recruit continuously)
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143
Q

Costs of recruiting

A
  • costs directly caused by loss of employee
  • costs associated with acquiring, onboarding, and retaining new employee
  • Lost opportunity costs (org losses money while a position remains open)
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144
Q

Head count

A

count of number of people in organization’s payroll at a particular time
-foundational metric used to build other metrics

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145
Q

Groups and subgroups

A

subdivides employees into various categories

ex: managers, staff, active ee, ap active, hourly, salary

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146
Q

Demographics

A

statistics and characteristics of employee groups (age, occupation, income, ect)
it helps with seeing what the workforce looks like
(ex: are there a large amount of employees who are retiring?)

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147
Q

Cost of hire (formula)

A

cost of hire=total costs/# of new hires

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148
Q

SHRM’s Cost per hire (formula)

A

Cph={(Sum of External costs+Sum of Internal costs)/Total # of hires in a time period}

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149
Q

What is the main difference between Cost per hire internal vs comparable?

A

Internal CPH measures for a single organization, Comparable CPH measures for comparison across organizations

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150
Q

Recruitment cost ratio

A

[(External costs+Internal costs)/(Total compensation of first-year new hires in time period)] x 100

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151
Q

Yield ratio for qualified applicants

A

qualified applicants/ total applicants

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152
Q

Yield ratio for minority applicants

A

minority applicants/ total applicants

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153
Q

Yield ratio for female applicants

A

female applicants/ total applicants

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154
Q

Yield ratio for offers extended and qualified

A

offers extended/ qualified applicants

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155
Q

Yield ratio for offers extended and final interviews

A

offers extended/ final interviews

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156
Q

Yield ratio for offers accepted

A

offers accepted/ offers extended

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157
Q

Days to fill

A

(known as time to fill also)

represents the # of days from when a job req is opened until the offer is accepted by the candidate

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158
Q

Attrition

A

refers to the loss of employees due to other reasons other than firing

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159
Q

Apprenticeships

A

Often associated with technical skill development usually a combination of on the job experience and classroom instruction

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160
Q

Job rotation

A

Employee movement between different jobs

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161
Q

Job enlargement

A

Employee is given additional different tasks within same job (same level of skill)

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162
Q

Job enrichment

A

Increase the depth of a job by adding related responsibilities such as planning organizing tracking and completing reports

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163
Q

Promotions

A

Assuming new different duties of a different position at a higher grade or assuming a position that involves increased responsibilities and the acquisition of additional knowledge, skills, and abilities

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164
Q

Demotions

A

Usually the result of staff reductions, consolidations, or reorganization so. Attempt to move an under qualified eye to a more suitable position, or per Employee request part time schedule

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165
Q

Transfers

A

Moving an individual to a different position at the same pay grade and with the same amount of responsibility

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166
Q

Dual career ladders

A

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

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167
Q

Coaching

A

One on one discussions between an employee and an experienced individual

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168
Q

Mentoring

A

Developmental relationship between two individuals

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169
Q

Leader development

A

Organization’s training and professional development programs targeted to assist management and executive level employees in developing ksaos, flexibility required to deal with a variety of situations

170
Q

Sourcing

A

generates pool of qualified applicants, identifying individuals who may be potential employment suspects

171
Q

recruitment

A

processes of encouraging candidates to apply for job openings
attracting quality candidates is critical

172
Q

4 steps in selection process

A

Screen, Interview, Assess and Evaluate, Select and offer

173
Q

selection

A

process of evaluating the most suitable candidate for a position
based on criteria set during job analysis and job documentation

174
Q

Curriculum Vitae (CV)

A

fairly detailed overview of candidate’s accomplishments, especially those relevant to the realm of academia

175
Q

Resume

A

more concise and general introduction to a candidate’s experiences and skills

176
Q

selection interviews

A

designed to find areas of interest to the interviewer to see how well the candidate could do at the org

177
Q

pre-screening interviews

A

usually 20 min or less
usually conducted by HR
useful when job has high volume of applicants and you need to judge pre-qualification factors

178
Q

In-depth interviews

A

usually more than an hour
usually conducted by line management
divided into several-in depth interviews by both line managers and potential colleagues

179
Q

structured interview

A

“repetitive interviews” interviewer asks the same group of questions to every candidate

180
Q

unstructured interview

A

informal, open-ended, flexible, and free-flowing

candidate is asked a different series of questions an unstructured interview may go in many different directions

181
Q

behavioral interview

A

focus here is on past performance is the best indicator of future performance

  • interviewer looks for the following:
  • SAR (the situation or task, the action taken, and the result)
182
Q

Competency based interview

A

Hoevemeyer and Falcon*

focus on the KSAOs, and competency in change management

183
Q

Group interview

A

each interviewer serves aa purpose and screens the candidate for specific qualities

184
Q

Stress interview

A

candidates who perform well under pressure in the interview will handle work stress in similar fashion

185
Q

Guidelines for effective interview

A 
Establish rapport
listen carefully
make smooth transitions from one topic to another
observe nonverbal behavior
take notes
conclude the interview
186
Q

Types of interview questions by

A

woodard and associates

187
Q

adaptive question

A

can you adjust to change and take on other tasks

188
Q

analytical question

A

can you think logically, methodically

189
Q

communication question

A

can you effectively communicate to all levels

190
Q

interpersonal skills question

A

can you keep a good relationship between others

191
Q

work ethic question

A

can you work hard toward goals, can you motive others to do the same

192
Q

customer focus question

A

can you handle customers and understand them

193
Q

substantive assessment methods

A

“pre-employment tests”

help reduce the pool to finalists for the job

194
Q

cognitive ability tests

A

measure a variety of mental abilities

195
Q

personality tests

A

measure a person’s social interaction skills

196
Q

aptitude tests

A

measure the general ability to learn a new skill

197
Q

psychomotor tests

A

based on key job responsibilities, can require candidate to demonstrate minimum degree of strength, physical, coordination skill area

198
Q

assessment centers

A

method of assessing higher-level managerial and supervisory competencies

199
Q

Discretionary assessment methods

A

to separate those who receive job offers from the list of finalists

200
Q

contingent assessment methods

A

depend on the nature of the job and legal mandates, not always needed

201
Q

Drug tests

A

used to find out who abuses drugs and alcohol

202
Q

Medical exams

A

must be job related and individuals with disabilities unrelated to job performance must not be screened out, point is to identify potential health or fitness risks in job candidates

203
Q

cross-cultural adaptability inventory (CCAI) assessment

A

self-scoring assessment, to identify current strengths and weaknesses, for effective cross-cultural communication

204
Q

cultural orientations indicator (COI) assessment

A

web-based cross-cultural assessment, to asses their work style and cultural preferences

205
Q

Intercultural development Inventory (IDI) assessment

A

statistically reliable, a valid measure of intercultural competence, to assess the extent of an individual’s intercultural development

206
Q

SAGE (Self-Assessment for Global Endeavors) assessment

A

assists in decision making for employees or candidates contemplating a global assignment

207
Q

contingent job offer

A

make the job offer when candidate passes certain tests or meets certain requirements

208
Q

onboarding

A

orientation and first few months of an employee

helps new EE develop positive relationships with supervisor, coworkers, and others while performing their job

209
Q

orientation

A

EE becomes familiar with the organization
usually one to two days
gives a realistic image of Org and job

210
Q

Employee engagement

A

is an outcome-driven concept, theories of satisfaction, morale, commitment

211
Q

Wilmar Schaufeli and Arnold Bakker’s view on Employee engagement

A

looked at it as “employee burnout”

high energy, dedication, absorbed related to their work

212
Q

William Macey and Benjamin Schneider’s view on employee engagement

A

looked at it as psychological, emotional, and behavioral dimensions
trait engagement, state engagement, and behavioral egagement

213
Q

well-being

A

includes overall health, energy, levels of stress, optimisim, confidence, work relationships, work/life balance, respect, equity, connectedness

214
Q

Authoritarian

A

Power resides with top level management

No decision making involvement from employees

215
Q

Mechanistic

A

Tasks and responsibilities are defined clearly to employees

accountability is a key factor

216
Q

Participative

A

collaboration decision making

ee actively participate in decision-making and goal-setting

217
Q

Learning

A

shared and continuous learning are embraced by the whole org to increase KSOAs

218
Q

High performance

A

Talent is championed

innovation, elevated performance, other characteristics are driven from the bottom up

219
Q

What are the components of employee engagement?

A

personality characteristics, work enviornment, behaviors

220
Q

What term is used to describe an undesirable form of engagement where employees appear engaged but do not actually feel or think in an engaged way?

A

Transactional engagement

this is when an ee appears to be engaged but does not actually feel or think in an engaged way

221
Q

What is the most important consideration when developing an engagement strategy?

A

aligning with business results

222
Q

What is Job enlargement?

A

doing different tasks within the same job

223
Q

What is Job enrichment?

A

increasing the depth of a job by adding responsibilities

224
Q

SHRMs list for analyzing employee engagement

A

Are there Career development programs that we offer?
Does our management establish a good relationship with employees?
Do we have competivitive compensation and benefits plans?
Do we have a good work environment?

225
Q

What is an ee attitude survey?

A

used to determine the employee’s perceptions of various organitzational topics (diversity, safety and health, company culture, quality of management

226
Q

What is an ee opinion survey?

A

used to measure and gain furthure insight on a specific issue, could be to gain better understanding of processes and procedures

227
Q

What is an ee engagement survey?

A

used to gage ee level of job satisfaction, commitment, and morale
linked to business objectives

228
Q

SHRMs design steps for employee engagement strategies

A 
Make sound investments
develop a business case
consider consequences
base investments on sound data
create an engagement culture
229
Q

What are the desired outcomes of employee engagement surveys?

A

identify employee engagement drivers

230
Q

What is good advice for an HR professional implementing an employee engagement survey?

A

report results

231
Q

What is the ELC (employee life cycle phases)?

A

Recruitment, Integration, Development, Transition

232
Q

What are performance standards?

A

The expectations of management translated into two key elements (behaviors and results) that employees can deliver

233
Q

Behaviors

A

what the org wants the employees to do

234
Q

Results

A

what the org wants the employees to produce or deliver

235
Q

Measurements of employee performance

A

Quality, Quantity, Timeliness, Cost-effectiveness

236
Q

How can organizations foster a high-performance workplace?

A

Executive level buy in, positive and challenging work environment, employee engagement activities, training managers how to do performance management, holding managers accountable for doing performance management, providing continual feedback, providing resources, consistency with managers

237
Q

What is performance appraisal?

A

measuring employees’ commitment to performance standards and providing feedback

238
Q

What do performance appraisals accomplish?

A

provide feedback and counseling, help in allocating rewards and opportunities, help in determining ee commitment and plan development needs

239
Q

What are some appraisal methods?

A

Category rating methods Comparative method Narrative Method

240
Q

Category rating methods

A

the appraiser marks employee’s level of performance on a designated form

241
Q

Graphic scale

A

appraiser marks down place on scale (example five-point rating scale) advantage: simple to use, quantitive ratings disadvantage: standards unclear

242
Q

checklist

A

appraiser picks from list of statements the items that describes the employee’s characteristics

243
Q

forced choice

A

variation of checklist: check two of four statements, one the employee is most like and one that the ee is least like

244
Q

Comparative method

A

tha appraiser compares performance to other employees

245
Q

ranking

A

appraiser lists all employees from highest to lowest advantages: simple to use disadvantage: can cause disagreements and may be unfair

246
Q

paired comparison

A

each ee is paired with every other employee, and compared one at a time

247
Q

forced distribution

A

employees are rated and placed at different percentage point along the bell shaped curve

248
Q

Narrative Method

A

appraiser submits written performance review

249
Q

essay

A

appraiser writes short essay of each ee’s performance

250
Q

critical incidents

A

both positive and negative actions are recorded for the ratings

251
Q

field review

A

HR interviews the manager about performance of employee and HR writes the report for approval

252
Q

MBO (Management by Objectives)

A

employee sets objectives of what they would like to achieve in a specific time

253
Q

foundations for MBO (Management by objectives)

A

there is a strategic plan in place
the result is high-level of commitment and performance, because ee can plan and set their own goals
ee will better accomplish objectives that are clearly defined
objectives are measureable and specific

254
Q

BARS (behaviorally anchored rating scale)

A

method designed to overcome problems of category rating by describing examples of desireable and undesirable behavior
works best in situations where many ee are performing the same tasks
advantages: more accurate gauge, clearer standards, feedback, independent dimensions
disadvantage: requires extensive time and energy to develop and maintain

255
Q

Recency

A

occurs when appraiser gives more weight to more recent events and discounts earlier performance

256
Q

primacy

A

occurs when appraiser gives more weight to earlier performance and discounts recent occurrences

257
Q

Bias

A

occurs when appraiser’s values, beliefs, or prejudices get in the way of ratings

258
Q

strictness

A

appraisers may be reluctant to give high ratings

259
Q

leniency

A

result of appraisers who do not want to give low scores

260
Q

central tendency

A

occur when appraiser rates all ee within narrow range regardless of differences in actual performance

261
Q

contrast tendency

A

occur when ee rating is based on his/her performance compares to other ee not the standard

262
Q

appraisal meeting

A

appraiser and ee must: gain aggreement on appraisal ratings, set specific objectives, create plan for how to meet objectives, discuss follow plans, discuss what needs to be accomplished before next review

263
Q

What is the most important for documenting ee performance?

A

All performance documentation must be developed as close in time to the incident as possible and also must be specific, objective, accurate, and consistent.

264
Q

What are the recommendations for evaluating the performance management system?

A

track completion of training, track completion of performance management activities, secure periodic manager review of performance standards, secure executive-level support,positive results should increase pay or promotion, solicit feedback from users

265
Q

Implementation of Work/Life Balance programs can be effected by:

A

laws, labor-relations, organizational culture, national cultures,maturity of organization, market practice(worklife practices are established to be competiive), expectations and needs of ee, level of formalized human research management

266
Q

HR’s role in recognition

A

recognition should be tied to performance that helps the organization meet strategic goals and to the organization’s values
form the recognition should have significance for the recipient

267
Q

In the case of seperation HR can still recognize effort:

A 
branding (treating employees well during employement is a must, and helping them transition to other employement will encourage them to spread positive feedback as brand ambassidors)
new business (ee may leave an org but may come back as a client)
industry intelligence (ee leaves but could give the old employer insight because of keeping up friendly relations)
ee referrals (formeer ee recommends people to apply to old company)
268
Q

What are the consequences for turnover?

A

it negates the time, effort, and monitary investment to fill an open position
results in lost training time, lost knowledge and skills
negatively impacts ee moral and productivity
can comprimise an org’s ability to sustain a diverse workforce
it results in additional time to rehire and retrain
creates lost opportunity costs

269
Q

What are the reasons for high-performers to stay at a company?

A

believe their work is meaningful
recognized for going above and beyond
org provides tools and resources needed to succeed in their jobs
performance management systems are fair, consistent and transparent
org offers appealing incentives and perks

270
Q

What is friendsatwork?

A

concept many large multinationals encourage to build engagement and commitment

271
Q

What is RJP?

A

Realistic Job Preview (honest view of the job)

272
Q

Realistic Job preview

A

to give candidates as much info as possible to make the best decision suitability for the job
to allow the org to portray the job’s favorable and unfavorable aspects
increase potential of a good match between candidate and organization

273
Q

What are strategies and practices for improving employee retention?

A

treat reatention as strategic part of talent management
know what motivates all segments of workforce
conduct ongoing research to monitor motivation and work force trends
develop deep understand of why employees want to leave the org and why they want to stay
reward managers to retain and develop high-value talent
keep ee informed of org’s direction and future
monitor retention and turnover rates
align orgs systems, procedures, departments, processess, to improve retention

274
Q

What are stay interviews?

A

ee discuss what they like and don’t like about their current job, helps to access the degree of ee satisfaction and engagement, builds up trust with employer

275
Q

who is the best person to conduct stay interviews?

A

the ee’s manager, HR should train managers how to do this

276
Q

employee absence rate

A

number of days absent in a month/(average number of employees during the month X number of workdays in month)

277
Q

worker’s compensation incident rate

A

(number of injuries and or illnesses per 100 full-time ee/total hours worked by all employees during the calendar year) X 200,000
(The 200,000 represents the equivilent of 100 employees working 40 hrs per week, 50 weeks per year)

278
Q

monthly voluntary turnover rate

A

(when you see an increased trend in voluntary turnover, thi usually correlates to low engagement)
(# of seperations during the month/ average # of employees during the month) X 100

279
Q

Revenue per employee

A

(total revenue/total number of employees)

280
Q

retention rate

A

(number of ees who remain employed for entire measurement period/number of ees at start of measurement period) X 100

281
Q

turnover rate

A

(number of seperations during measurement period/ average number of employees during measurement period) X 100

282
Q

Training

A

involves a process of providing KSAOs specific to a particular task or job

283
Q

Developmental activities

A

long-term focus on preparing for future responsibilities while increasing the capacities of employees to perform their current jobs

284
Q

“Push” training

A

historically, content was pushed to employees based on the training department’s schedule
now its used more for compliance related subjects

285
Q

“Pull” training

A

today, readily and rapidly accessible, it is a continuous process, easily accessible and delivered on many devices
usually linked to acquiring KSAs to perform one’s job better

286
Q

70-20-10 rule

A

for experienced managers it is important to engage them in three clusters of experience
70% challenging assignments
20% developmental relationships
10%coursework and training

287
Q

Peter Senge’s Five disciplines of a Learning Organization

A

Systems thinking, Mental Models, Shared vision, Personal Mastery, Team Learning

288
Q

systems thinking

A

see how things interrelate and how to change them

289
Q

mental models

A

deeply ingrained assumptions

290
Q

personal mastery

A

high level of proficiency

291
Q

team learning

A

aligning and developing the capacity of a team to create results

292
Q

shared vision

A

looks into the future and gets genuine commitment and is hared by all who need to possess it

293
Q

Organizational learning

A

certain types of learning activities or processes that may occur at any levels within the organization, individual, group, or organization

294
Q

What is a good way to retain explicit knowledge? (softer systems)

A

technology-based systems because employees can access programs or databases and they can collaborate, edit, and add information
softer systems like meetings help people connect with one another

295
Q

self-concept

A

as people mature, their self–concept moves from being dependent personalities toward being self-directed human beings

296
Q

experience

A

as people mature, they accumulate a growing reservoir of experience that becomes an interesting resource for learning

297
Q

readiness to learn

A

as people mature, their readiness to learn becomes oriented increasingly to the development tasks of their social roles

298
Q

orientation to learning

A

as people mature, their time perspective changes from postponed application of knowledge to immediate applicability and accordingly their orientation toward learning shifts from subject-focused to problem-focused

299
Q

motivation to learn

A

as people mature, their motivation to learn becomes increasingly internal

300
Q

“unlearn to learn”

A

as people mature, they are often entrenched in how they approach experiences and other learning interventions. Adult learning interventions need to help them accept fresh perspectives and embrace new ways to do things

301
Q

Andragogy

A

studies how adults learn

302
Q

Pedagogy

A

study of the education of children

303
Q

ADDIE model

A

Analysis of needs, design, development, implementation, Evaluation

304
Q

On-the job-training

A

provided to employees by managers and supervisors at the actual work site

305
Q

blended learning

A

planned approach that includes a combination of instructor lead training, self-directed atudy, and/or on the job training\

306
Q

e-learning

A

delivery of training and educational materials, processes, and programs via the use of electronics media, such as web- or computer-based learning, virtual classrooms, and mobile devices

307
Q

distance learning

A

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

308
Q

synchronous learning situation

A

participants interact in real time, example virtual classrooms, or online discussions

309
Q

asynchronous learning environments

A

participants access information (often individually) at different times and in different places by using web-based modules

310
Q

learning management system

A

an electronic system that holds course conetent information and suggested curriculum and certification paths

311
Q

mobile learning

A

learning content and tools that can be accessed on or delivered to small, handheld devices, such as smartphones or tablets

312
Q

Moblie learning uses

A

Content delivery, simulations and exercises, assessments, performance support, knowledge management

313
Q

transfer of learning

A

the effective and continuing on-the-job application of the knowledge and skills gained through the training experience

314
Q

30/60/90 day action plans

A

clear objectives,deliverables alligned with objectives

315
Q

pilot programs

A

offered in a controlled environment to a segment of the target audience to identify potential problems and assess initial effectiveness

316
Q

translation

A

conversion of words from one language to another

317
Q

interpretation

A

the process of translating the spoken word into another

318
Q

ROI

A

Return on investment

319
Q

ROI formula

A

ROI%=(net program benefits/total incurred costs)X100

320
Q

Evaluation method (kirkpatrick’s four levels)

A

level 1-reaction, level 2-learning, level 3-behavior, level 4-results

321
Q

career development

A

process by which employees progress through a series of stages in their careers, usually characterized by relatively unique issues, themes, and tasks

322
Q

career planning

A

(individual) actions and activities individuals perform to give direction to their work lives

323
Q

career management

A

(organization) process of preparing, implementing, and monitoring an employee’s career path with a primary focus on the goals and needs of the organization

324
Q

individual development plan

A

details an employee’s intentions and learning outomes as well as the support necessary to meet the employee’s tangible growth goals
should include the ee profile, career goals and objectives, development objectives, training and development interventions, outcomes, signatures and dates

325
Q

IDP’s are most effective when:

A

aligned with org needs, reflect objectives and acurate assessment of ee current needs and strengths, focus on challenging development activities tied to individual needs, include opportunities for coaching and feedback between the ee and HR, the manager, or any other appropriate people, and are embraced and owned by the employee

326
Q

apprenticeships

A

associated with technical skill development; combine on-the-job experience with classroom instruction

327
Q

job rotation

A

employee movement between different jobs

328
Q

job enlargement

A

ee is given additional different tasks within the same job (same skill level)

329
Q

job enrichment

A

increasing the depth of a job by adding related responsibilities such as planning, organizing, tracking, and completing reports

330
Q

promotions

A

assuming new and different duties of a different position at a higher grade

331
Q

demotions

A

usually the result of staff reductions on an attempt to move an under qualified employee to a more suitable position

332
Q

transfers

A

involved moving an individual to a different position with the same pay grade and the same amount of responsibility

333
Q

dual career ladders

A

one advantage of a dual career ladder can potentially reduce turnover among senior staff by allowing ee to remain in choosing careers with expanded career opportunities and pay raise. career development programs that identify meaningful career path for professional and technical people outside traditional management roles

334
Q

coaching

A

one-on-one discussion between ee and experienced individual usually the direct supervisor

335
Q

mentoring

A

developmentally relationship between individuals mentoring usually pairs a junior college with a senior college. usually not an immediate supervisor

336
Q

leadership

A

ability of an individual to influence a group to achieve goals or results

337
Q

leader development

A

organizations training and professional development program targeted to assist management and executive level employees in developing the skills, ability, and flexibility to deal with situations

338
Q

self-assessment (competency assessment)

A

allows individuals to evaluate themselves against a competency list for the current job or future job of interest

339
Q

manager assessment (competency assessment)

A

allows a manager to evaluate direct reports on competencies of the current job or future job of interest

340
Q

competency-based interview (competency assessment)

A

screens candidates who qualify for a job by targeting specific competencies required for the position

341
Q

skills gap analysis (competency assessment)

A

identifys gaps in employee skills and training interventions

342
Q

360-degree assessment (competency assessment)

A

collects data in a full circle around an individual, compares to others

343
Q

180-degrees assessment (competency assessment)

A

collects data in a half circle around an individual, compares to others but limited to internal personnel

344
Q

skill assessment center (competency assessment)

A

use role plays, case studies, structured experiences, simulations, and others to provide alignment in postions

345
Q

certifications (competency assessment)

A

involves supervisors or other subject matter experts and evaluators verifying an employee’s competencies

346
Q

situation judgement tests (SJT’s)

A

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

347
Q

assessment centers and simulations

A

wide range of leadership situations and problem solving exercises

348
Q

emotional intelligence assessment tools

A

BarOn emotional quotient inventory, emotional and social competence inventory, Gina’s emotional intelligence inventory

349
Q

Risk management

A

employee is given more challenging assignments the risks will increase proportionally, potential leaders should be given appropriate training to reduce the risk of failure

350
Q

hardship testing

A

experiences such as business mistakes help the individual to develop emotion competence and resilience

351
Q

real life problem solving in “controlled” enviroment

A

giving potential leaders multiple opportunities to tackle real life problems doing so in controlled environment such as a special task force allows the organization to manage the risk and give control over the situation

352
Q

“born” vs “made” perceptions

A

culture shapes this

353
Q

checklist for developing global leaders

A

understand the roles and characteristics of leader in the org headquarter culture, recognize that a leadership model should not be directly applied from one culture to another, analyze the host country in terms of value dimensions and other key characteristics, balance centralized org leadership requirements with local differentiations, solicit feedback and sign off on leadership criteria from international locations, develop a systematic leadership development and training program in process, develop the competencies proposed by global leadership models

354
Q

total rewards

A

the design and implementation of compensation systems and benefits packages, which employers use to attract and retain employees

355
Q

benefits

A

tangible payments or services to broad groups of employees to cover issues such as retirement, health care, sick pay/ disability schemes, life insurance, and paid time off, in addition to those required by law; internal and external training considered a benefit

356
Q

compensation

A

refers to all other financial returns (beyond any tangible benefits payments or services) including salary and allowances

357
Q

perquisites

A

compensation provided on an individual basis in the form of goods or services. examples of perquisites include automobiles and mobile devices

358
Q

incentives or premiums

A

payments in turn for the achievement of specific, time-limited, targeted objectives; often a percentage of base pay

359
Q

work importance

A

value of work to organization or society

360
Q

total rewards strategy

A

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

361
Q

compensation philosophy

A

creates the framework for consistency and transparency; a short but broad statement documenting the organization’s guiding principles and core values about employee compensation

362
Q

Developing a total rewards strategy

A

Assessment>Design>implementation>evaluation

363
Q

entitlement-oriented

A

organizations promote caring, protective feeling, part of family. Orgs feel that ee are entitled to benefits such as health care

364
Q

contribution-oriented

A

orgnaizations are more performance-driven, putting emphasis on the performance and contributions of individualls inentives, base pay

365
Q

Internal equity

A

occurs when employees feel that performance or job differences result in corresponding differences in rewarding that are fair

366
Q

external equity

A

involves comparing an org’s comp levels and benefits to those other organizations that are in the same labor market and that compete for the same employees

367
Q

Pay Strategies

A

Organizations compete for employees with other organizations that share their industry, occupation, location

368
Q

lag market competition

A

controls labor costs by setting pay rates belows those of other organizations

369
Q

match market competition

A

offers wage rates and benefits packages similar to that of the competition, most common approach

370
Q

lead market competition

A

offers higher wages and/or better benefits in an attempt to attract and keep the best talent

371
Q

ethnocentric orientation

A

transfer of headquarters total compensation policies, with inadequate consideration of local legal and cultural differences

372
Q

polycentric orientation

A

local culture and legal compensation norms are more likely to be understood and implemented

373
Q

regiocentric orientation

A

greater potential for consistency of remuneration approaches within a region

374
Q

geocentric orientation

A

local compensation strategies are more likely to be consistent with global policies

375
Q

required communication

A

mandated by laws, rang of disclosure and reporting requirements on pension benefit plans and even may dictate what has to be included on an individual’s pay slip
due diligence is required so that organizations understand the requirements of applicable laws, regulations, instructions for any applicable forma or offical guidance

376
Q

voluntary communication

A

org needs an approach that outlines policies and procedures as well as an expectation that managers and HR will communicated directly with employees as needed and whenever possible

377
Q

self-service technologies:

A

increase accuracy of employee data, improved timeliness in information an ee transactions, reduced dollars spent on other traditional HR delivery methods (ex: paper-based transactions, enhanced reputation as a “green” environmentally conscious employer

378
Q

Compensation System Design

A

Job analysis>Job description>Job evaluation>Pay structure

379
Q

job-content-based job evaluation

A

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
(Ex; decision making relationships)

380
Q

job ranking

A

establishing a hierarchy of jobs from lowest to higest based on each job’s overall value to the org

381
Q

paired-comparision method

A

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

382
Q

job classification

A

write down descriptions for each class of jobs

383
Q

quantitive methods

A

evaluate specific factors on a scale and provide a score that indicated how valuable one job is compared to another

384
Q

compensational factors

A

reflect how much the job adds value to the organization

385
Q

point-factor system

A

form of quantative evalution

386
Q

market-based job evaluation

A

the relative worth and pay structure os different jobs are based on their market value or the going rate in the marketplace

387
Q

remuneration survey

A

collect info on prevailing market comp and benefit practices, including starting wage rates, base pay, pay ranges, other statutory and market cash payments, short term or long term incentive plans, and time off

388
Q

global market considerations

A

external third-party data is typically utilized

389
Q

benefits of compensation and benefits benchmarking

A

access to pay data,local and regional law and cultural knowledge, assessment of current market, understand the market and trends, better alignment of comp, identification of improvements

390
Q

pay grades

A

used to group jobs that have approximately the same relative worth in an organization. All jobs withing a particulaer grade are paid the same rate or withing the same pay range

391
Q

what are the two steps for developing a pay structure?

A

grouping jobs into pay grades and setting pay ranges

392
Q

pay range

A

sets the upper and lower limits of compensation for employees whose jobs fit within that particular grade

393
Q

compa-ratio=(Pay rate/midpoint)

A

indicator as to how actual wages match, lead, or lag the target market

394
Q

Broadbanding (salary bands)

A

combines two or more salary grades to create larger ranges and give people wide latitude to move within their job without outgrowing the pay scale

395
Q

knowledge

A

body of information necessary for task performance

396
Q

skills

A

level of proficiency needed for task performance

397
Q

abilities

A

capabilities necessary to perform job

398
Q

single or flat -rate system

A

works well with routine simple jobs, implemented and administered simply; does not reflect individual performance, seniority, or skill differences

399
Q

time based step-rate system

A

best for routine jobs where qualifications of job incumbents increases with time, reward long-term employment; does not reflect the varying rates at which incumbents become proficient, doesn’t reflect performance differences, can raise average pay levels over time even if performance is below average

400
Q

performance based/merit pay system

A

works best where individual performance is valued and accurately measure, rewards and encourages superior performance; needs to be well documented performance appraisal, unfortunately this can be manipulated, bias can get in the way

401
Q

productivity based system

A

works best where emphasis is on quantity of work and outputs are measured, encourages high-level of productivity;work quality may sacrifice without supervision

402
Q

person based system

A

works best where skill and knowledge levels are well defined and development of employees is valued; can be costly in training, may result in higher pay rates

403
Q

red-circle rates

A

are employee pay rates that are above the range maximum

404
Q

green-circle rates

A

are opposite of red-circle rates, an employee’s pay is below the minimum of the range

405
Q

pay compression

A

(salary compression) situations where there is only a small difference in pay between employees regardless of their experience, skills, level, or seniority

406
Q

COLA (cost of living adjustment)

A

given to all eligible employees without rguard to organizational profitability, employee productivity, or other performance factors

407
Q

general pay increase

A

given to all employees based on local competitiveness market requirements, depends on employers ability to pay for compensation increases

408
Q

lump-sum increase

A

(performance bonus) method of rewards; one-time payment

409
Q

Differential pay

A

depends on performance and is not added to the employees base pay; some industries use this to compensate employees for increased levels of risk

410
Q

shift pay

A

receive extra pay when they work less desirable hours such as a second or third shift

411
Q

emergency-shift pay

A

pay emergency-shift pay when employees work in response to an emergency

412
Q

premium pay

A

pay premium (extra), or overtime at a higher rate

  • holiday or vacation day or weekend
  • after eight hours in a day
  • sixth or seventh day of straight time
413
Q

on-call or call-back pay

A

on-call pay, they earn extra pay when they are called back for extra shift

414
Q

reporting pay

A

employees are paid for reporting to work even if travel time is outside of working hours

415
Q

travel pay

A

employees are paid for time spent traveling to work on assignements

416
Q

overtime pay

A

in various countries the minimum amount to be paid for overtime is dictated by legislation

417
Q

total company compensation expense formula

A

(salaries+OT+benefits+bonus)/ total costs

418
Q

benefits

A

are tangible payments or services provided to broad groups of employees to cover issues such as retirement, private health coverage, sick pay/disability schemes, life insurance, and paid time off

419
Q

Steps in a benefits needs assessment

A

review strategy> review the budget> analyze the demographics of workforce> analyze the design and utilization data on all benefit plans

420
Q

perquisites

A

special incidental payments, benefits, or privileges given to individual employees, over and above their regular rewards

SHRM (4 decks)

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