People Flashcards by Whitney Stanga

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

ADDIE model

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

Applicant tracking system

ATS

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Related to technical skills training; often a

partnership between employers and unions.

Apprenticeship

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

Assessment centers

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People who learn best by relying on their sense

of hearing.

Auditory learners

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Performance management tool that depicts an
organization’s overall performance, as
measured against goals, lagging indicators, and
leading indicators.

Balanced scorecard

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Process by which an organization identifies
performance gaps and sets goals for
performance improvement by comparing its
data, performance levels, and/or processes
against those of other organizations

Benchmarking

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

Benefits

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Planned approach to learning that includes a

combination of instructor-led training, selfdirected study, and/or on-the-job training.

Blended learning

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Factor (such as religion, gender, national origin,
etc.) that is reasonably necessary, in the normal
operations of an organization, to carry out a
particular job function.

Bona fide occupational

qualification (BFOQ)

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

Broadbanding

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

Career development

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

Career management

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Actions and activities that individuals perform in

order to give direction to their work lives.

Career planning

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Focused, interactive communication and

guidance intended to develop and enhance onthe-job performance, knowledge, or behavior.

Coaching

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Pay rate divided by the midpoint of the pay

range.

Compa-ratio

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

Compensation

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Short but broad statement documenting an
organization’s guiding principles and core
values about employee compensation.

Compensation philosophy

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

Competencies

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Pay adjustment given to eligible employees
regardless of performance or organizational
profitability; usually linked to inflation.

Cost-of-living adjustment

COLA

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

Developmental activities

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Process of delivering educational or
instructional programs to locations away from a
classroom or site.

Distance learning

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Unmarried couples, of the same or opposite
sex, who live together and seek economic and
noneconomic benefits comparable to those
granted to their married counterparts.

Domestic partners

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Unmarried couples, of the same or opposite
sex, who live together and seek economic and
noneconomic benefits comparable to those
granted to their married counterparts.

Dual career ladders

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

E-learning

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

Employee engagement

Activities associated with an employee’s tenure | in an organization.

Employee life cycle (ELC)

Instruments that collect and assess information on employees’ attitudes on and perceptions of the work environment or employment conditions.

Employee surveys

Employees’ perceived value of the total rewards and tangible and intangible benefits they receive from the organization as part of employment, which drives unique and compelling organizational strategies for talent acquisition, retention and engagement.

Employee value | proposition (EVP)

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

Employment branding

Process that involves a systematic survey and interpretation of relevant data to identify external opportunities and threats and to assess how these factors affect the organization currently and how they are likely to affect the organization in the future.

Environmental scanning

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

Essential functions

Situation in which an organization’s compensation levels and benefits are similar to those of other organizations that are in the same labor market and compete for the same employees.

External equity

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

Flat-rate pay

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

General pay increase

Situations in which an employee’s pay is below | the minimum of the range.

Green-circle rates

Number of people on an organization’s payroll | at a particular moment in time.

Head count

Factor that motivates performance of a desired behavior or discourages performance of an undesired behavior.

Incentive

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

Incentive pay

Document that guides employees toward their | goals for professional development and growth.

Individual development | plan (IDP)

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

Internal equity

Process of systematically studying a job in order to identify the activities/tasks and responsibilities it includes, the personal qualifications necessary to perform it, and the conditions under which it is performed.

Job analysis

``` Job evaluation method in which descriptions are written for each class of jobs; individual jobs are then put into the grade that best matches their class description. ```

Job classification

Document that describes a job and its essential functions and requirements (including tasks, knowledge, skills, abilities, responsibilities, and reporting structure).

Job description

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

Job enlargement

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

Job enrichment

Process of determining a job’s value and price for the purpose of attracting and retaining employees by comparing the job against other jobs within the organization or against similar jobs in competing organizations.

Job evaluation

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

Job ranking

Movement between different jobs.

Job rotation

Written statements of the minimum | qualifications for the job incumbent.

Job specifications

Job evaluation method in which the relative worth and pay structure of different jobs are based on an assessment of their content and their relationship to other jobs within the organization.

Job-content-based job | evaluation

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

Kinesthetic learners

Type of metric describing an activity or change | in performance that has already occurred.

Lagging indicator

Training and professional development programs targeted at assisting managementand executive-level employees in developing the skills, abilities, and flexibility required to deal with a variety of situations.

Leader development

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

Leadership

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

Leading indicator

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

Learning management | system (LMS)

Organization characterized by a capability to | adapt to changes in environment.

Learning organization

One-time payment made to an employee; also | called performance bonus.

Lump-sum increase (LSI)

Job evaluation method in which the relative worth and pay structure of different jobs are based on their market value or the going rate in the marketplace.

Market-based job | evaluation

Relationship in which one person helps guide | another’s development.

Mentoring

Situation where an individual’s performance on the job is the basis for the amount and timing of pay increases; also called performance-based pay or pay for performance.

Merit pay

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

Mission statement

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

Onboarding

Training provided to employees at the work site utilizing demonstration and performance of job tasks.

On-the-job training (OJT)

Acquisition and/or transfer of knowledge within an organization through activities or processes that may occur at several organizational levels; ability of an organization to learn from its mistakes and adjust its strategy accordingly.

Organizational learning

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

Organizational values

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

Orientation

Job evaluation method in which each job is compared with every other job being evaluated; the job with the largest number of “greater than” rankings is the highest-ranked job, etc.

Paired-comparison method

Occurs when there is only a small difference in pay between employees regardless of their experience, skills, level, or seniority; also known as salary compression.

Pay compression

Situation where an individual’s performance on the job is the basis for the amount and timing of pay increases; also called merit pay or performance-based pay.

Pay for performance (P4P, | PfP)

Used to group jobs that have approximately the same relative internal or external worth and are paid at the same rate or within the same pay range.

Pay grades

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

Pay ranges

Process of measuring and evaluating an employee’s adherence to performance standards and providing feedback to the employee.

Performance appraisal

One-time payment made to an employee; also | called a lump-sum increase (LSI).

Performance bonus

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

Performance management

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

Performance standards

Situation where an individual’s performance on the job is the basis for the amount and timing of pay increases; also called merit pay or pay for performance

Performance-based pay

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

Perquisites

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

Person-based pay

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

PESTLE analysis

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

Pilot programs

Job evaluation method that looks at compensable factors (such as skills and working conditions) that reflect how much a job adds value to the organization; points are assigned to each factor and then added to come up with an overall point value for the job.

Point-factor system

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

Premiums

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

Productivity-based pay

Tool used to provide a job applicant with honest, complete information about a job and the work environment.

Realistic job preview (RJP)

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

Recruitment

Situations in which employees’ pay is above the | range maximum.

Red-circle rates

Instruments that collect information on prevailing market compensation and benefits practices (including starting wage rates, base pay, pay ranges, statutory and market cash payments, variable compensation, and paid time off).

Remuneration surveys

Ability of an organization to keep its employees.

Retention

Process of evaluating the most suitable | candidates for a position.

Selection

Interviews designed to probe areas of interest to the interviewer in order to determine how well a job candidate meets the needs of the organization.

Selection interviews

Analyzing candidates’ application forms, | curricula vitae, and résumés to locate the mostqualified candidates for an open job.

Selection screening

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

Single-rate pay

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

Situation judgment tests | SJTs

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

Sourcing

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

Staffing

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

Stay interviews

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

Strategic fit

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

Strategic management

Process of setting goals and designing a path | toward a competitive position.

Strategic planning

Plan of action for accomplishing an | organization’s overall and long-range goals.

Strategy

Method for assessment of an organization’s strategic capabilities through use of the environmental scanning process, by which internal and external factors affecting achievement of organizational goals are identified and considered.

SWOT analysis

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

Systems thinking

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

Time-based step-rate pay

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

Total rewards

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

Total rewards strategy

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

Training

Effective and continuing on-the-job application of the knowledge and skills gained through a training experience.

Transfer of learning

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

Value drivers

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

Vision statement

People who learn best by relying on their sense | of sight.

Visual learners

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

Webconferencing

Form of webconferencing where a presenter facilitates communication of material or information to an audience in real time.

Webinar

Physical, psychological, and social aspects of | employee health.

Well-being