Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

SHRM SCP FLASHCARD > People Book One > Flashcards

People Book One Flashcards

1
Q

What needs are addressed in each of an employee life cycle phase:
recruitment, on-boarding/orientation, training and development. performance management, transition?

A
  • Recruitment/Assessment= best fit
  • On-boarding/orientation = acclimates to organizational culture
  • Training and development = promotes engagement and retention
  • Performance management = collaboration
  • Transition = talent retention
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

What is staffing?

What is strategic staffing?

A
  • Staffing= Providing a supply of qualified for today’s success
  • Strategic staffing = Looking for those qualified for future success
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

What are some PEAT factors that will impact an organization’s staffing strategy?

A
  • Organizational goals, Economic cycles, business life cycle, employee life cycle, cherry picking and “job” vs. “work” perception
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

What are two contrasting approaches to global talent acquisition?

A
  • Global integration (GI) vs. Local responsiveness (LR)
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

What are the following global staffing strategies and how do they impact staffing?

  • ethnocentric
  • polycentric
  • regiocentric
  • geocentric
A
  • Ethnocentric = home country staffing policies replicated so ness rotating coaching
  • Polycentric= unique policies for each country so encourage cross-border knowledge sharing
  • Regiocentric= region coordination so develop global approach where business case to be made
  • Geocentric = policies based on organizational need so employees circulate
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

How are global greenfield (start-up) organizations often staffed?

A
  • Expatriates from headquarters used a lot first and then decrease in favor of local nationals who later become global resources
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

What is employment branding, what question does it answer, what erodes branding, whose job is branding?

A
  • The way an organization positions itself as an “employer of choice “; EVP= employee value proposition answers the question “Why would a talented person want to start and then continue to work here?”
  • inconsistencies erode credibility
  • everyone’s job, not just HR
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

How is touch point mapping a best practice for employment branding?

A
  • Critical interaction times when communication can be improved are noted and improved
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

What is job analysis and what three documents flow from it?

A
  • Job analysis is the study of a job which results in a job description ( containing essential job functions necessary for performance management and ADA compliance)
  • Job specifications ( qualifications for satisfactory not ideal performance)
  • Competencies (KSAs that give rise to behaviors needed for success)
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

What is the limiting factor of job descriptions?

A
  • They may reflect current job only and may miss skills that cross jobs
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

What is the difference between sourcing and recruiting?

A
  • Sourcing = generating a pool of qualified candidates

* Recruiting = actively encouraging them to apply

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

How do you choose between internal and external recruiting?

A
  • Depends on the organization’s strategy

Example: promote from within to increase morale vs. new perspectives from other industries.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

What is robust sourcing?

A
  • Understanding needs of the organization and using multiple strategies in the CONTINUOUS war for talent to create more and diverse qualified candidates
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

How do you choose the most effective metrics for evaluating recruitment efforts?

A
  • Must tailor metrics for the needs of the organization, considering differences between cultures if a global company, but be proactive and realistic. Be careful only to use metrics if they actually help with making decisions as opposed to analysis paralysis
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

What is the use of yield ratios?

A
  • Measures the effectiveness of specific recruitment methods
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

What are the major pros and cons of e-recruitment?

A
  • Reaches a lot of people, its cheap, its quick, but can yield an overwhelming number and can have global privacy issues and may exclude those without access to technology
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

What are the ethical concerns of using social media in recruiting?

A
  • May expose the employer to legal liability if use of non-work related information in selection decisions and may be inaccurate information
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

What is the advantage of using applicant tracking software?

A
  • Reduces time and can track applicants for future organizational needs
19
Q

What is the screening process?

A
  • Bets the most suitable candidates (need to have business acumen to do that)
20
Q

What should an organization keep in mind about conducting interviews?

A
  • Ne prepared and ask open-ended, job-related questions and avoid interview biases
21
Q

What kind of interview questions are generally thought best?

A

Behavioral based because it focuses on past examples (STAR = Situation
Task
Action
Results
of behavior and competency-based- behavioral based questions tied to competencies needed in specific job

22
Q

What are the three types of assessments used in selection?

A
  • Substantive = cognitive, personality, aptitude, assessment centers
  • Discretionary = organizational citizenship behaviors
  • Contingent = drug, medical
    Do not use discretionary assessments alone
23
Q

When can you require a medical exam of an applicant

A
  • After a conditional job offer and only then if job related
24
Q

What two qualities must a criteria used to make an employment decision possess!

A
  • Reliability (consistency)

* Validity (measures what it is intended to measure)

25
Q

What are two questions to ask to determine if a selection process is working?

A
  • Is it working to produce a diverse qualified workforce?

* Do applicants view it as fair?

26
Q

How do you make the selection decision process effective?

A
  • State evaluation criteria and then evaluate applicants ensuring that language skills and cultural differences are appropriately considered
27
Q

What is the purpose of realistic job previews?

A
  • Encourages self-selection
28
Q

What is retention?

A
  • Keeping talented employees

Lack of retention often adversely impacts diversity

29
Q

What is the key to retention?

A
  • Employee engagement that begins with the orientation and on-boarding (make new employees develop relationships and a strategy to succeed)
30
Q

How can a company improve global retention?

A
  • Clarify the EVP(employee value proposition) and put retention of high achievers on managers’ performance evaluations
31
Q

What is employee engagement?

A
  • Organizational commitment
    Not just job satisfaction but positive behaviors, like vigor, dedication, and absorption which is the opposite of burnout
32
Q

In what way can a business case be made for employee engagement?

A
  • There is a direct correlation between engagement and well-being and an organization’s profit

Keep in mind different cultures view “well-being” differently

33
Q

What are the four global drivers of engagement consistent around the world?

A
  • Satisfying work and job opportunities, trust in leaders, recognition and rewards, timely communication
34
Q

What must also be high in order for high employee engagement to equate with retention?

A
  • Employee overall wellbeing and ethical issues impact all employees’ engagement
    (Transformational leaders care about an employee’s wellbeing)
35
Q

What are two major things that will generally increase employee engagement?

A
  • Employee input and autonomy
36
Q

What are two primary tools used for assessing employee engagement?

A
  • Surveys- indicating attitude, opinion, and engagement

* Focus groups

37
Q

What must be remembered when developing surveys?

A
  • Employee engagement must be linked to business goals
  • Communication about the purpose of the survey is key
  • Online surveys may not be anonymous so possible use of a third party
  • Questions should be neutral and evoke specific information that can be acted upon
38
Q

What should be done after a survey is conducted?

A
  • Results should be reported back to participants and to business units and a cross-functional group should analyze to prioritize resources for maximum impact. Managers may address issues with their own teams
39
Q

What is the outcome of an engagement survey?

A
  • List of engagement drivers
40
Q

What is motivation?

A
  • Factors that sustain behavior over time
41
Q

Explain the following motivation theories:

  • Herzberg’s motivation-hygiene theory
  • Theory XYZ
  • Skinner’s behavioral reinforcement
  • Intrinsic
A
  • Herzberg’s Motivation-Hygiene:
    Extrinsic factors such as job security, pay, working conditions,and relationships with supervisor and co-workers must be acceptable before intrinsic factors such as a job’s inherent capacity to provide recognition, achievement, and personal growth will motivate superior performance.
  • Theory X: Transactional behavior- manager believes employees must be bribed or threatened; carrot or stick (maybe appropriate if large scope of control and routine tasks)
  • Theory Y: Transformational behavior; manager believes employees want to do a good job of set free of constraints
  • Theory Z: Develop employee loyalty by providing a job for life with wellbeing so allows workers to become generalists, more training, more time to learn but can mean slower promotions

Behavioral Reinforcement: Positive =behave for desired reward

Negative =behave to avoid threatened punishment

Punishment=endure penalty

Extinction =managers should ignore bad behavior since it does desire for attention

Intrinsic =research indicates most people are motivated not by external rewards but by a sense of autonomy, mastery, and purpose

42
Q

What two principles should be remembered about rewards and recognition?

A
  • Rewards should be tied to strategic goals, be personalized to the individual taste of the employee, and have a broad range of performance appraisal outcomes not just promotion
43
Q

What calculations measures employee engagement?

A
  • Choose metrics tied to the organizational goals, examples could be absenteeism, workers compensation rate(safety), revenue per employee, yield ratio regarding diversity

SHRM SCP FLASHCARD (9 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions