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HR Competencies > People > Flashcards

People Flashcards

1
Q

Strategic Planning and Management: Formulation

A

Leaders gather and analyze internal and external information to determine the organization’s current position and capabilities, opportunities, and constraints.

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2
Q

Strategic Planning and Management Process: Development

A

Strategic goals and tactics that will optimize success given the environment, opportunities, and constraints - the strategic plan.

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3
Q

Strategic Planning and Management Process: Implementation

A

This requires clear communication of objectives to teams, coordination and support of their efforts, and control of resources.

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4
Q

Strategic Planning and management: Evaluation

A

Evaluation of results, both continually to make sure that activities maintain strategic focus and are effective and at designated intervals to determine the effectiveness of the strategy itself and the need for change or improvement.

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5
Q

Alignment of effort

A

Each unit must examine its plan against the organization’s. Are HR activities attentive to the logic behind the original plan and the value of the original goal?

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6
Q

Control of drift

A

Strategic drift is a phenomenon in which an organization fails to recognize and respond to changes in its environment that necessitate strategic change.

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7
Q

Focus on core competencies

A

Usually unique advantages an organization possesses, abilities that are integral to creating customer value and are difficult for competitors to imitate.

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8
Q

Strategic Planning Process

A

Begins with information gathering and analysis bc this leads to greater self-awareness and a better understanding of the constraints and advantages that must be reflected in the organization’s strategy.

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9
Q

Systems Thinking

A

Recognizes that organizations are composed of interacting and sometimes interdependent parts that together create a dynamic internal environment.

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10
Q

Input-process-output (IPO)

A

Inputs => Process => Outputs

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11
Q

Inputs

A

All the factors that can affect the outcome.

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12
Q

Process

A

All the methods the organization can apply to maximize its opportunities and manage its constraints. (analysis, communication, resource control, quality control)

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13
Q

Outputs

A

Includes the desired strategic effect - Example: expansion or redefinition of markets, increased sales or profitability, increased diversity, or enhanced environmental sustainability.

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14
Q

Environmental Scanning

A

Defined as a process of systematically surveying and gathering data from internal and external sources.

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15
Q

PESTLE

A

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

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16
Q

PESTLE Analysis

A

The environmental scanning process is systematized by searching for environmental forces organized under specific categories.

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17
Q

PESTLE analysis.2

A

Can be conducted on different levels: for the entire enterprise, for individual units or functions, or for specific activities. EX: Talent Acquisition, where PESTLE analysis can be used to understand external factors affecting the recruitment process.

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18
Q

PESTLE Analysts Step 1

A

Assemble a list of possible events or trends that exist now or could materialize within a defined time frame.
Could be done through brainstorming meetings, interviews or focus groups with experts, or literature reviews

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19
Q

PESTLE Analysts Step 2

A

Identify the potential impacts on the organization. These should include positive and negative or immediate and long-range effects.

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20
Q

PESTLE Analysts Step 3

A

Research the impacts more thoroughly to understand possible causes, their dimensions, and connections with other events or trends. Example: trending information may be obtained from govt agencies or industry associations.

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21
Q

PESTLE Analysts Step 4

A

Assess their importance based on the strength of the data.

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22
Q

SWOT analysis

A

A simple and effective process for assessing an organization’s strategic capabilities in comparison to threats and opportunities identified during environmental scanning.

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23
Q

SWOT analysis

A

Can also be used to analyze the strength and weaknesses of parts of an organization (HR function), products or services, and individual initiatives

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24
Q

SWOT analysis

A

S- What are the organization’s internal strengths?
W-What are the organization’s internal weaknesses?
O-What external opportunities might the organization be able to take advantage of?
T-What external threats must the organization accept or manage to succeed?

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25
Q

Strengths and weaknesses refer to the internal environment.

A

Opportunities and threats come from the external environment

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26
Q

Growth-share matrix

A

To find where the greatest value in their organizations lies.

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27
Q

Scenario Analysis

A

Helps an organization compare the impact of changes in the environment on the organization’s outputs.

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28
Q

Before a strategy can be mapped, a destination must be chosen.

A

This destination is an image of how the organization defines its purpose (mission) The future it hopes to see (vision) The principles it agrees will guide its behavior (value)

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29
Q

Specifies what activities the organization intends to pursue and what course management has charted for the future- a concise statement of the organization’s strategy.

A

Mission Statement

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30
Q

Describes the value the organization intends to deliver to the stakeholders. The language of the statement often expresses a sense of priorities

A

Mission Statement

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31
Q

A vivid, guiding image of the organization’s desired future- the future it hopes to attain through its strategy

A

Vision statement

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32
Q

The vision statement is the ultimate picture of what leadership envisions for the organizations

A

Vision Statement

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33
Q

Beliefs that are important to an organization and often dictate employee behavior

A

Organizational values

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34
Q

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

A

Value Drivers

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35
Q

Approach to identify their key performance indicators (KPIs) and to make sure that the objectives used to measure performance are strategically aligned to the various sources of value to the organization and are balanced

A

Balanced Scorecard

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36
Q

Can include productivity rates and management of short-term funds.

A

KPS (4 key areas) Finance

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37
Q

This perspective captures the ability of the organization to provide quality goods and services and satisfy its customers. It might be measured by the number of managers using a self-service system to set up new employees, processing rates for changes in compensation or corrections in benefits, or employee satisfaction with dispute resolution services

A

KPS (4 key areas) Customers

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38
Q

This perspective focuses on the internal business results that lead to financial success and satisfied customers. For HR, key internal processes may be managing talent acquisition and retention, employee development, and providing consultation to other functions

A

KPS (4 key areas): Internal business processes.

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39
Q

Perspective looks at actions that will prepare the future organization for success. For example - by strengthening the employer brand to attract talent, making sure employees have the most current skills, or implementing knowledge management systems

A

KPS (4 key areas) Learning and growth

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40
Q

Predictive in that action in this area can change future performance and help achieve success. For example, employee satisfaction indicates future retention rates and associated costs of hiring

A

Leading indicator

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41
Q

Describes effects that have already occurred and cannot be changed

A

Lagging indicator

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42
Q

SMARTER

A

Used to describe the 7 qualities that characterize effective objectives

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43
Q

Focused on a narrowly defined activity rather than a generalization

A

SMARTER (Specific)

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44
Q

Capable of objective measurement (Even intangibles can be measured objectively once measurement system is established)

A

SMARTER (Measurable)

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45
Q

requiring effort but within reach given effort and the right tools and support

A

SMARTER (Attainable)

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46
Q

Producing an outcome that is in the line of sight with the goal.

A

SMARTER (Relevant)

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47
Q

Subject to evaluation within a reasonable and defined time frame

A

SMARTER (Timebound)

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48
Q

Assessed at the designated time or interval, often continuously int he form of progress or pulse checks

A

SMARTER (Evaluated)

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49
Q

Changed to reflect what has been learned. The objective-setting process is repeated to make sure that the activities chosen are still the right activities and that the targets for results are attainable but also push performance to high levels

A

SMARTER (Revised)

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50
Q

How do organizations decide on a specific metric? Compares performance levels and/or processes of on entity with those of another to identify performance gaps and set goals aimed at improving performance.

A

Benchmarking

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51
Q

Defining KPI, Measuring current performance, identifying appropriate benchmarks and securing their performance data., identifying performance gaps between oneself and the benchmark organization, Setting objectives and implementing any necessary support activities

A

Benchmarking process

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52
Q

Each organization’s strategy must describe 2 things

A
  1. How an organization can create a strategic position, position which it enjoys a competitive edge over its rivals. (Business strategy)
  2. Where an organization will compete in terms of markets and industries (corporate strategy) Defines the scope of the organization.
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53
Q

The way in which the enterprise will relate to its industry and marketplace - how it will define its particular value to its customers

A

Business strategy

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54
Q

2 ways an organization can create competitive advantage

A
  1. Involves change in the external environment: customer demand, prices, or technology.
  2. Involves change inside the organization.
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55
Q

Strategies are an extreme example of creating competitive advantage through innovation

A

Blue ocean

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56
Q

Strategies, businesses compete in an existing marketplace. They win by taking share from their competitors, usually through differentiation or lower cost.

A

Red Ocean

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57
Q

Defines the scope of the firm in terms of the industries and markets in which it competes

A

Corporate Strategy

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58
Q

Companies agree to share assets, such as technology or sales capabilities, to accomplish a goal. Some alliances involve customers, partners, or competitors

A

Strategic alliance

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59
Q

Two or more companies invest together in forming a new company that is jointly owned

A

Joint Venture

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60
Q

One firm acquires partial ownership through purchase of shares.

A

Equity Partnership

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61
Q

A firm purchases the assets of a local firm outright, resulting in expanding the acquiring company’s employee base and facilities.

A

Merger/Acquisition

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62
Q

A trademark, product, or service is licensed for an initial fee and ongoing royalties. Often used in the fast-food industry

A

Franchsing

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63
Q

A local firm is granted the rights to produce or sell a product. Low-risk strategy; avoids tariffs and quotas imposed on exports. However, there is little control of the licensee’s activities and results

A

Licensing

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64
Q

A firm arranges for a local manufacturer to produce components or products as a means of lowering labor costs.

A

Contract Manufacturing

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65
Q

Another company is brought in to manage and run the daily operations of the local business

A

Management Contract

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66
Q

An existing facility and its operations are acquired and run by the purchaser without major changes

A

Turnkey Operation

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67
Q

A company builds a new location from the ground up. this represents a major task and a commitment to completely staff and equip the new location

A

Greenfield Operation

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68
Q

A company repurposes, through expansion or redevelopment, an abandoned, closed, or underutilized industrial or commercial property.

A

Brownfield Operation

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69
Q

Defines the scope of the firm in terms of the industries and markets in which it competes

A

Robert Grant (Corporate Strategy)

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70
Q

The selective “pruning” of parts of the organization that are underperforming or that are no longer in line with the organization’s strategy.

A

Divestiture

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71
Q

HR budget includes resources that are directly related to staffing and expenses required to provide HR services to internal customers

A

Operational budget

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72
Q

Budget side of talent acquisition, training and development, compensation and benefits, employee and labor relations, health, safety, and security, information technology, planning, philanthropy

A

Operational Budget side

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73
Q

What are the two parts to an HR budget

A

operational and strategic

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74
Q

5 elements needed for effective implementation of strategy

A

Communication outward to the entire team : Leaders must communicate a clear sense of actions individuals must take and the decisions they are empowered to make.

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75
Q

5 elements needed for effective implementation of strategy

A

Communication inward to leaders: Communication works best as a loop. Leaders need to know what’s working and what isn’t.

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76
Q

5 elements needed for effective implementation of strategy

A

Leadership support of decisions made by subordinates: Rather than 2nd guessing

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77
Q

5 elements needed for effective implementation of strategy

A

Free flow of information across organizational boundaries

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78
Q

5 elements needed for effective implementation of strategy

A

Enough information to allow team members to connect their work to the strategy. Field managers and employees must be able to connect strategic goals with daily decisions and effort. knowing the strategic relevance of work is empowering and motivating

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79
Q

Planning Stage of project management

A

Works with stakeholders to define strategically aligned project objectives. These objectives are used to create metrics that will be used to evaluate the project’s results. The project’s purpose should be clearly related to the organization’s strategy.

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80
Q

Planning Stage of project management

A

Defines the project’s deliverables. These deliverables are broken down further into units that represent the essential work to be done to accomplish the deliverables - the work breakdown structure will provide input into determining the required resources (time, number of team members, special skills, and tools, additional expenses such as travel or training)

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81
Q

Planning Stage of project management

A

Creates a project schedule:
Critical path analysis: Uses information about start or mandatory end dates, the logical relationship of tasks (e.g. whether task C must be completed before task F can begin) and the length of each task to find the earliest completion date.
Gantt charts: represents the scheduling of tasks visually, showing the length and timing of specific activities or gaps that be exploited to condense the schedule.

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82
Q

Planning Stage of project management

A

Assembles a team with the requisite skills and communicates to them he project’s connection with the organization’s strategy, its specific objectives, and their specific roles and responsibilities. A matrix chart showing the responsibilities of each team member for each task (responsible, contributing, and consulting) can be used to clarify roles and minimize misunderstandings.

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83
Q

Executing stage of project management

A

The project manager establishes and maintains channels of communication with the team and between the project team and the project’s stakeholders.

84
Q

Executing stage of project management

A

Provides leadership by communicating the value of contributions, keeping the group focused on goals, and modeling organizational value.

85
Q

Executing stage of project management

A

Clears away obstacles to progress. Requires quickly identifying performance issues (such as conflicts, performance gaps, inadequate supervision, inadequate resources, morale problems) and taking steps to correct them and navigate the team back onto the right course and into smoother waters.

86
Q

Executing stage of project management

A

manages internal and external stakeholders. Ensure that expectations are understood, realistic, and agreed upon and checking in periodically to make sure that stakeholders are satisfied or if their needs have changed.

87
Q

Executing stage of project management

A

Monitors and controls progress. measurement cannot wait until the end of the initiative. Milestones can be set to judge progress toward goals. Use of resources is measured regularly and projected to detect problematic trends. Variance analysis is used to compare actual against planned use of resources (staff hours, expenses) and time line.

88
Q

Executing stage of project management: Closing the project

A

Projects should be assessed at their completion to evaluate whether the project investment yielded the desired results.

89
Q

Focuses on eliminating waste by:
maintaining a tight focus on the intended value of the project.
empowering the team to make decisions.
analyzing and solving problems rather than working around them.
emphasizing continuous elarning

A

Lean project management

90
Q

Derives from quality principles. “Six Sigma” refers to a level of quality so high that very few errors occur. Emphasizes focusing on projects with quantifiable return of value, encouraging team commitment to quality and involvement in problem solving, measuring results in a manner that allows empirical analysis, and fact-based decision making.

A

Six Sigma Project Management

91
Q

Used when the assumptions on which a project is based are unclear or may evolve as project work proceeds. The project focuses on iterations of the deliverables- completing one iteration and then using customer input to plan the next iteration

A

agile project managment

92
Q

Used when resources cannot be increased to meet deadlines. HR department may be able to allocate no more than 10 hours a week of staff time to do project work. Buffers are built into the schedule both to account for dependencies (having to wait for another task to be completed) to allow some room for variance for the estimated task requirement.

A

Critical Chain Project Management

93
Q

HR function that acts on the organizational human capital
needs identified through workforce planning and attempts to provide an adequate supply of qualified individuals to complete the body of work necessary for the organization’s financial success

A

Staffing

94
Q

Talent Acquisition Implications: Merger/ acquisition

A

New talent resources become part of the organization. Retention of key talent is a major issue. It is critical to have HR practitioners play a major role in due diligence to ensure that all potential costs are identified beforehand.

95
Q

Talent Acquisition Implications: Joint Venture

A

The type of joint venture, what the partnership agrees to, and the people the partner contributes (number of employees, skill sets) all influence talent acquisition.

96
Q

Talent Acquisition: Greenfield Operation

A

A new site needs all new staff.
Due diligence is important to understand local laws and employment regulations.
This can be a huge effort, especially when the local labor market is underdeveloped

97
Q

Talent Acquisition: Strategic Alliance

A

Depending on the type of alliance, this could have no or considerable staffing impact.
In many strategic alliances, employees remain with their own companies

98
Q

Ethnocentric impact on talent acquisition

A

Tight control of international operations; little autonomy; key positions held by headquarters personnel

99
Q

Ethnocentric impact on talent acquisition

A

Headquarters-country personnel manage all operations. Home staffing policies are replicated in countries. Talent and skills transfer essentially one-way

100
Q

Ethnocentric impact on talent acquisition

A

Place development coaches on rotational assignments to different countries to develop talent.
Require returning personnel to bring back lessons learned.
Refine talent acquisition policies to reflect local country input.

101
Q

Polycentric impact on talent acquisition

A

Subsidiary treated as own entity; local personnel manage operations; few promotions to HQ

102
Q

Polycentric impact on talent acquisition

A

Headquarters-country personnel have little impact on other countries.
Talent acquisition policies are unique to each country.
Little cross-border movement of talent and skills occurs.

103
Q

Polycentric impact on talent acquisition

A

Encourage cross-border knowledge sharing.
Encourage Swapping talent with complementary capabilities between countries. Develop common processes where similarities exist.

104
Q

Regiocentric impact on talent acquisition

A

Operations managed regionally; communication and coordination high within the region, less so between regions

105
Q

Regiocentric impact on talent acquisition

A

Employees circulate within regions, with a focus on regional business results. Talent acquisition policies are developed and coordinated within regions.

106
Q

Regiocentric impact on talent acquisition

A

Support succession planning among selected regions.
Encourage cross-region knowledge sharing.
Encourage swapping talent with complementary capabilities across regions

107
Q

Geocentric impact on talent acquisition

A

Organizations seen as single international enterprise; management talent comes from any location; strategic plan is global in orientation

108
Q

Geocentric impact on talent acquisition

A

Employees circulate throughout the global organization.
Talent acquisition policies maximize long-term strength of the global organization.
Talent and skills are deployed globally to achieve global goals while meeting local requirements

109
Q

Geocentric impact on talent acquisition

A

Evaluate and refine global talent acquisition processes based on organizational impact.
Adjust the global talent acquisition plan to reflect changing global requirements.
Leverage local talent and tools for cost-effective global talent acquisition.

110
Q

The persona an organization presents to current or prospective employees; it is the value an organization promises about the total employment experience

A

Employment brand

111
Q

Creates an image that makes people want to work for the organization

A

Employment brand

112
Q

The process of positioning an organization as an employer choice in the labor market

A

Employment branding

113
Q

Employment branding should

A
  1. Create a positive, compelling image of the organization (social responsibility, conduct, ethics, reputation)
  2. Provide a clear and consistent message about what it is like to work at the organization. (commitment to diversity and inclusion, innovation, teamwork, work/life balance, total rewards, opportunities for growth.)
  3. Encourage the best potential candidates to apply for jobs.
  4. Reinforce the public’s image of the organization
114
Q

EVP

A

Employee value proposition

115
Q

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

A

Job analysis

116
Q

Written description of a job and its essential functions and requirements, including tasks, knowledge, skills, abilities, responsibilities, and reporting structure.

A

Job description

117
Q

Elements of a job description: Job identification

A

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

118
Q

Elements of a job description: Position Summary

A

Brief overview that summarizes the:
Purpose and objectives of the job, expected results, degree of freedom (works independently or works under direct supervision)

119
Q

Elements of a job description: Minimum qualifications

A

Minimum knowledge, skills, and abilities required to perform the job satisfactorily.

120
Q

Elements of a job description: Duties and responsibilities

A

Primary duties and responsibilities of the job

121
Q

Elements of a job description: Success factors

A

Personal characteristics (behaviors or proficiencies) that contribute to an individual’s ability to perform well in the job; referred to as job competencies

122
Q

Elements of a job description: Physical Demands

A

Physical aspects of the job that are minimally required; typically specifies the frequency of performing these physical demands.

123
Q

Elements of a job description: Working Conditions

A

Environment in which the job is performed, especially any unpleasant (or dangerous) conditions

124
Q

Elements of a job description: Performance Standards

A

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

125
Q

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

A

Essential functions.

126
Q

Appropriate modifications or adjustments that do not impose a disproportionate or undue burden on the employer. Ensures that persons with disabilities can participate in the workplace equally with others.

A

Reasonable accomodation

127
Q

Statements such as “responsibilities and tasks outlined in this document are not exhaustive and may change as determined by the needs of the company

A

Disclaimers

128
Q

Intracountry and cross-border transfers help match the employee with the right skill set to the right job to avoid inappropriate and expensive transfers

A

Purpose of a job descriptions

129
Q

Career management and succession planning. A job description enables systematic career management and succession planning. Global career paths can be mapped through jobs with known characteristics to ensure that the right knowledge and skills acquired in the proper sequence.

A

Purpose of a job description

130
Q

Compensation Studies. Job descriptions enhance the ability to compare salaries across countries. Salary and payroll cost comparisons are valid when they are based on jobs with the same job descriptions. Job descriptions that are commonly understood across borders help reduce ambiguity about compensation policy and management expectations.

A

Purpose of a job description

131
Q

Management of information about numbers of various job types across the entire organization, as well as current and projected needs to fill those positions, is not possible without consistent job descriptions.

A

purpose of a job description

132
Q

Comparison and alignment of business processes across countries. For multinational enterprises, creating globally consistent business processes is easier when the jobs involved in those processes have the same title and job descriptions.

A

Purpose of a job description

133
Q

consider such differences when analyzing and describing jobs

A

Different work environments imposing different requirements for the same job. Working conditions, labor laws, union requirements, bargaining agreements, works councils, or other local factors may result in different prerequisite qualifications for the same job titles

134
Q

consider such differences when analyzing and describing jobs

A

Varied compliance requirements that necessitate thorough due diligence. Employment and labor laws differ greatly from country to country and even within a country.

135
Q

Legitimate job criterion that employers can legally and permissibly use to hire a foreigner. Employers who use the BFOQ defense must prove that all or substantially all local employees cannot perform the key duties and responsibilities required by the job position.

A

Bona Fide Occupational Qualification (BFOQ)

136
Q

Describe the minimum qualifications necessary to perform a job.

A

Job Specification

137
Q

Should reflect what is necessary for satisfactory performance, not what the ideal candidate should have

A

job specifications

138
Q

Guidelines for writing job descriptions and specifications

A

Give jobs realistic and descriptive titles, keep the summary short, List only the most important duties, tasks, or responsibilities, identify the essential job duties and responsibilities, review the KSAs to be sure they are job-related, secure approvals and dates, include any appropriate disclaimers.

139
Q

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

A

Competencies

140
Q

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

A

Competency model

141
Q

Requires that employers classify employees as either exempt or nonexempt. Exempt or nonexempt status determines whether an employee is entitled to overtime pay under FLSA

A

Fair Labor Standards Act

142
Q

Makes the classification as to full-time, part-time, temporary and seasonal employment important for benefits purposes

A

The United States Employee Retirement Income Security Act

143
Q

precursor to actual recruitment. Generates a pool of qualified applicants, identifying individuals (both active and passive job seekers) who may be potential employment suspects or referral points for other suspects

A

Sourcing

144
Q

Process of encouraging candidates to apply for job openings. Attracting the appropriate quantity of applicants is necessary but not sufficient. The quality of applicants is the critical factor in recruitment

A

Recruitment

145
Q

Current employees supply prospects from among their families and friends to fill open positions

A

Employee referrals

146
Q

Moonlighting refers to an employee who holds a second job outside of normal working hours. Inside moonlighting occurs when a workers is enticed to take on a second job in the organization.

A

Inside moonlighting

147
Q

Process allows employees to indicate an interest in a position before one becomes available

A

Job bidding

148
Q

Process provides a brief description of the job and allows employees to respond to internal promotional opportunities for which they have the skills and interest

A

job posting

149
Q

Managers nominate high-performing individuals as candidates for internal roles.

A

Nominations

150
Q

Computerized talent or skill inventories furnish lists of qualified people

A

Skill banks and skill tracking systems

151
Q

Potential talent in an organization is identified and developmental plans are established to help prepare individuals for promotional roles.

A

Succession planning

152
Q

Total costs/number of new hires

A

cost of hire

153
Q

All costs associated with recruiting - advertising costs, recruiter and agency costs, referral incentives, relocation bonuses, referral bonuses, screening costs, travel costs, and the costs associated with the salary and overhead of internal recruiting staff

A

Total Costs

154
Q

Cost of hire has been the traditional measure of recruiting costs, determined by the total costs of all hires and dividing that figure by the number of new hires

A

Cost of hire

155
Q

Category includes all costs associated with recruiting - advertising costs, recruiter and agency costs, referral incentives, relocation bonuses, referral bonuses, screening costs, travel costs, and costs associated with the salary and overhead of internal recruiting staff.

A

Total Costs for recruiting

156
Q

Measure of the effort exerted to staff and open position in an organization. An approach for accurately calculating the cost of locating, recruiting, and hiring talent that all types of organizations can apply.

A

Cost per hire

157
Q

Sum of external costs + Sum of internal costs/total number of hires in a time period

A

Cost per hire

158
Q

External costs are all sources of spending outside the organization recruiting efforts during the time period in question. Example: 3rd party agency fees, advertising costs, job fair costs, and travel costs in the course of the recruiting effort

A

External Costs

159
Q

All sources of internal resources and costs used for staffing efforts during the time period in question. Ex: salary and benefits of the recruiting team and fixed costs such as physical infrastructure (talent acquisition system costs)

A

Internal Costs

160
Q

Variable encompasses the total number of hires made in the time period being evaluated

A

Total number of hires

161
Q

Defines a formula and methodology for creating the CPH measure for a single organization; it is not designed for comparison with other organizations’ CPH data

A

Cost per hire, internal (CPHI)

162
Q

Defines a formula and methodology for creating the CPH measure for comparison across organizations.

A

Cost per hire, comparable (CPHC)

163
Q

External costs + Internal Costs/ Total first-year compensation of hires in a time period X100

A

Recruitment Cost Ratio (RCR)

164
Q

Qualified Applicants/Total Applicants or offers extended/qualified applicants

A

Yield Ratios

165
Q

Represents the number of days from when a job requisition is opened until the offer is acceped by the candidate

A

Days to fill (AKA time to fill)

166
Q

Loss of employees due to reasons other than firing and other employer- initiated events. Employer has no direct control over how many employees are lost to attrition.

A

Attrition

167
Q

Overall attrition (voluntary and involuntary), attrition of key (critical) talent, new-hire attrition

A

Variety of attrition measures

168
Q

Identifying the traits that make for successful performance in a particular job, finding a broarder range of candidates than provided by traditional methods, reducing search time, improving analysis of the quality of candidates, reducing time to fill

A

Predictive Analytics

169
Q

The process of evaluating the most suitable candidates for a position. It is based on the position criteria set during job analysis and job documentation

A

Selection

170
Q

Involves analyzing the candidates application forms, curricula vitae, resumes to locate the most-qualified candidates for an open job.

A

Selection Screening

171
Q

Identify applicants who fit the minimum selection criteria, provide a source of questions for subsequent interviews, provide information for reference checks, ensure that line management or other internal stakeholders spend time interviewing only qualified candidates.

A

Selection Screening outcomes

172
Q

Provide an automated way for organizations to manage the entire recruiting process, from receiving applicants to hiring employees. An AS can be implemented on an enterprise or small business level.

A

ATS Applicant Tracking System

173
Q

ATS scans the candidate documents for keywords, aligning candidate qualifications with the job requirements, saving time and improving the efficiency of screening.

A

ATS feature

174
Q

Application information

A

Basic personal data (name, address, phone number)

175
Q

Application information

A

Education, training and special skills, work history (including dates of employment)

176
Q

Application information

A

Authorization to verify all information provided, Authorization to check references and perform background checks

177
Q

Application information

A

Previous application or work experience with employer, references (which can be checked at a later sate of the selection process)

178
Q

Application information

A

Statement regarding truthfulness and completeness of information provided. Candidate signature

179
Q

A CV is a fairly detailed overview of a candidate’s accomplishments, especially those relevant to the realm of academia. CVs are often used in the pursuit of a job in academia or research

A

Curriculum vitae (CV)

180
Q

Designed to probe areas of interest to the interviewer in order to determine how well the candidate meets the needs of the organization

A

Selection interviews

181
Q

Structured Interviews

A

The interviewer asks every candidate the same questions. Follow-up questions may be different. The interviewer stays in control of the interview

182
Q

Structured Interviews

A

Ensures that similar information is gathered from all candidates. Gives each candidate the same opportunity to create a good impression. Makes it possible to compare qualifications and reduce equity concerns.

183
Q

Behavioral Interview

A

Interviewer focuses on how the candidate previously handled situations (real experiences, not hypothetical ones)

184
Q

Behavioral Interview

A

The interviewer asks very pointed questions to determine if the individual possesses the minimum qualifications necessary for the job

185
Q

Behavioral Interview

A

Provides insight into how the candidate handled past job-related situations.

186
Q

Competency-based Interview

A

Interviewer asks questions that are based on real situations related to the competencies for the position

187
Q

Competency-based Interview

A

Interviewer asks the candidate to provide an example of a time he or she demonstrated the competency

188
Q

Competency-based Interview

A

Provides insight into the candidate’s proficiency in a particular competency.

189
Q

Cognitive ability tests

A

Assess skills the candidate has already learned. Measure a variety of mental abilities, such as verbal and mathematical skills, logic, reasoning, and reading comprehension

190
Q

Personality Tests

A

Attempt to measure a person’s social interaction skills and patterns of behavior.

191
Q

Aptitude Test

A

Measure the general ability or capacity to learn or acquire a new skill. Predict learning and training success.

192
Q

Psychomotor

A

Require a candidate to demonstrate a minimum degree of strength, physical dexterity, and coordination in a specialized skill area.

193
Q

Assessment centers

A

Not necessarily a place but rather a method of assessing higher-level managerial and supervisory competencies.

194
Q

A self-scoring assessment instrument that can help individuals or groups identify their current strengths and weaknesses within 4 critical skill areas important for effective cross-cultural communication and interaction: adapting to new situations, interacting with people different from oneself, tolerating ambiguity, maintaining a sense of self in new or different surroundings

A

Cross-cultural Adaptability Inventory (CCAI)

195
Q

Web-based cross-cultural assessment tool that allows individuals to assess their work style and cultural preferences.

A

Cultural Orientations Indicator (COI)

196
Q

Valid measure of intercultural competence; Intercultural Sensitivity, extent of an individual’s intercultural development

A

Intercultural Development Inventory

197
Q

Assessment tool organizations can use to assist in decision making for employees contemplating a global assignment

A

SAGE (Self-Assessment for Global Endeavors)

198
Q

Employment Contract

A

Commonly covered in an employment contract:
Terms and conditions of employment, general duties and job expectations of the employee,confidentiality and nondisclosure terms, compensation and benefits, terms for resignation or termination, relocation

199
Q

What term is applied to the process of preparing, implementing, and monitoring an employee’s career path with a primary focus on the goals and needs of the organization?

A

Career management

200
Q

Which career development manager role involves listening to, clarifying, and assisting in identifying the employee’s career concerns?

A

Coach

201
Q

career planning

A

The actions and activities individuals perform to give direction to their work lives

202
Q

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

A

Career management

203
Q

Coach

A

listening to, clarifying, and assisting in identifying the employee’s career concerns

204
Q

Appraiser

A

giving feedback and clarifying performance standards and job responsibilities

205
Q

Advisor

A

suggesting options, making recommendations, giving advice, and helping the employee set goals

206
Q

Referral agent

A

consulting with employees on action plans and linking them to available organizational resources

207
Q

individual development plan (IDP)

A

details an employee’s intentions and learning outcomes as well as the support necessary to meet the employee’s tangible growth goals.

HR Competencies (13 decks)

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