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SHRM-SCP > People knowledge domain (18% of exam) > Flashcards

People knowledge domain (18% of exam) Flashcards

1
Q

people knowledge domain

describe the people knowledge domain

A

create and set the strategic direction of the hr function, find talent, engage and retain them through L&D and total rewards

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2
Q

people knowledge domain

what are the functional areas of the people knowledge domain?

A

1) HR Strategy
2) Talent acquisition
3) engagement and retention
4) learning & development
5) total rewards

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3
Q

people knowledge domain

Describe HR strategy as a functional area of the People domain

functional area

A

activities needed to
develop
implement
manage
evaluate
the strategic direction required to achieve org success and create stakeholder value.

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4
Q

people knowledge domain

what are some examples of approaches to project management?

Approaches to project management and processes

HR Strategy key concepts

A
  • traditional
  • Lean Six Sigma
  • agile
  • critical chain
  • design thinking
  • Kaizen
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5
Q

people knowledge domain

traditional project management (waterfall model)

Approaches to project management and processes

HR Strategy key concepts

A
  • one of oldest/widely used methods proven successful
  • structured framework for planning, execution and managing proejcts to achieve specific goals and deliverables
  • follows linear/sequential process (waterfall method) where each phase is dependent on completion of the other.
  • key advantage is detailed planning and documentation (scope, timeline, resource requirements, potential risks) allowing for better control and coordination throughout the project life cycle. *also clear and structured
  • defines roles and responsibilities
  • PM has the most important role in this approach

https://magnapro.ca/project-management/traditional-project-management/

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6
Q

people knowledge domain

what are the limitations in traditional project management?

Approaches to project management and processes

hr strategy key concepts

A
  • not good/too rigid for projects with evolving requirements or uncertain environments
  • lack of flexibility and adaptability can hinder responsiveness to changes or emerging risks.
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7
Q

people knowledge domain

key principles of traditional project management

hr strategy functional area

key concepts

A

1) clear objectives
2) project planning
3) project organization (roles and responsibilities, accountability)
3) risk management
4) monitoring and control

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8
Q

people knowledge domain

what tools are used in traditional project management?

hr strategy functional area

key concepts

A

**Gantt chart: **visual representation of project tasks, timelines and dependencies

easily identify critical paths, allocate resources and ensure tasks are completed on time.

PM software that allow project planning and scheduling opportunities (MS Project, Asana, Trello, Basecamp)

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9
Q

people knowledge domain

traditional PM lifecycle

hr strategy functional area

key concepts

A

1) initiation
2) planning
3) execution
4) monitoring and control
5) closure

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10
Q

people knowledge domain

Lean Six Sigma

hr strategy functional area

key concepts

A

Combines Lean and Six Sigma: Integrates steps from both methodologies.
Focuses on process improvement: Aims to enhance processes and reduce waste.
**Used in manufacturing, service, and transactional processes.
Increases efficiency: Helps organizations work more efficiently.
Reduces costs: Aims to lower operational costs.
Improves quality and customer satisfaction: Enhances product/service quality and boosts customer satisfaction.

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11
Q

people knowledge domain

what is six sigma?

hr strategy functional area

key concepts

A

method that helps to identify and fix weaknesses in processes or results in higher errors.

specifically to the goal of reducing manufacturing defects

used by many companies over the years to save money and improve efficiency

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12
Q

people knowledge domain

six sigma methodology (DMAIC)

hr strategy functional area

key concepts

A

DMAIC (used to improve an existing business process)
Define: Identify your need.
Measurement: Assess the current process and determine its effectiveness.
Analyze: Use data for evaluating current processes to identify areas where there are potential improvements or defects.
Improve: Make improvements and improve your process to help you achieve your goals.
Control: Create a system that will keep the process improved and anticipate potential roadblocks.

https://sixsigmadsi.com/lean-six-sigma-project-management/

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13
Q

people knowledge domain

six sigma methodology (DMADV)

best used to plan a process that doesn’t exist yet (i.e. creating new products or improving customer relations)

hr strategy functional area

key concepts

A

Definition: Establish the client’s/customer’s needs.
Measure: Use data to evaluate customer needs, respond to a product/service, and the product/service’s capabilities.
Analyze: Review the data to develop new goals and designs that meet client or customer needs.
Design: Use findings to create a product, process, or service that better addresses customer needs.
**Validate: **Test the design. Deliver it to the client. Create a plan to track its success in meeting customer needs.

https://sixsigmadsi.com/lean-six-sigma-project-management/

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14
Q

people knowledge domain

key principles of lean six sigma in PM

hr strategy functional area

key concepts

A

1) DMAIC
2) Customer focus (projects initiated based on customer feedback)
3) data-driven decision making: statistical analysis to find opps for improvement and drive decision making; used to determine root cause
4) continuous improvement: projects not complete until desired outcomes are sustained over time
5) Team-based approach: involves employees from all org levels

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15
Q

people knowledge domain

six sigma visual aid

hr strategy functional area

key concepts

A
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16
Q

people knowledge domain

agile PM approach overview

hr strategy functional area

key concepts

A

PM methodology that focuses on breaking the larger project lifecycle into more approachable portions of time and smaller tasks.

Prioritizes the delivery of a working product throughout the process, allowing the project team and all types of stakeholders involved to work closely together during the course of the project execution while providing feedback—not just during the project post-mortem.

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17
Q

people knowledge domain

characteristics of agile PM approach

hr strategy functional area

key concepts

A

less rigid

which gives teams the ability to pivot in new directions as needed and adapt to changing circumstances or project needs

rooted in software devlopment

https://www.forbes.com/advisor/business/what-is-agile-project-management

https://project-management.com/agile-project-management/

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18
Q

people knowledge domain

when to consider agile approach

hr strategy functional area

key concepts

A

if you are trying to hit a moving target and you need to get the most out of the time and resources at your disposal, then Agile might be the answer to your problems.

consider the team/people; they’re the most important factor in agile

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19
Q

people knowledge domain

what is critical chain PM and when should you use it?

hr strategy functional area

key concepts

A

helps you monitor essential resources and prioritize dependent tasks—so you can complete projects as efficiently as possible

If your team is looking to carefully monitor the usage of resources

https://asana.com/resources/critical-chain-project-management

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20
Q

people knowledge domain

How is critical chain PM useful?

hr strategy functional area

key concepts

A

identify key bottlenecks or limiting factors standing in the way of your project’s completion.

The idea is that every project has one main constraint and this constraint has the ability to disrupt the entire project by breaking the weakest chain.

the critical path focuses on the absolutely necessary tasks to get the project done

builds resource buffers into the project timeline

related to theory of constraints

https://asana.com/resources/critical-chain-project-management

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21
Q

people knowledge domain

design thinking

Approaches to project management and processes

hr strategy key concepts

A

user-centric process of finding solutions

observe and empathize with stakeholders’ needs.

Instead of focusing solely on the challenge itself, design thinking considers who is impacted and concentrates on resolving the issues created by the challenge

A design thinking methodology transforms HR from a process-oriented structure to a people-oriented system

https://www.aihr.com/blog/design-thinking-hr/

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22
Q

people knowledge domain

Kaizen
Tom Peters - Thriving on Chaos

Approaches to project management and processes

hr strategy key concepts

A

quest for perfection aka continuous improvement

MBWA (management by walking around; those closest to the process are the best to ID improvements)

https://www.aihr.com/blog/design-thinking-hr/

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23
Q

people knowledge domain

describe the HR strategy functional area

hr strategy functional area

key concepts

A

Activities required to design, implement, manage and evaluate activities that will create stakeholder value

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24
Q

people knowledge domain

what is the strategic planning process?

hr strategy functional area

key concepts

A
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25
Q

People domain

blue ocean strategy

Strategic planning analysis frameworks

HR strategy key concepts

A

generates new demand and market spaces with no or very low competition

pursues value innovation

no pricing pressure, allowing the company to differentiate its product/services and offer a low cost

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26
Q

People domain

blue ocean strategy framework

Strategic planning analysis frameworks

HR strategy key concepts

A
  • raise
  • eliminate
  • reduce or
  • create
    to generate value and fill market gaps
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27
Q

People domain

industry analysis

Strategic planning analysis frameworks

HR strategy key concepts

A
  • tool to understand positioning in the market
  • id threats, opps facing the business
  • develop unique capabilities that lead to competitive advantage

Industry life-cycle:
- intro
- growth
- maturity
- decline unless org continues to update core functions

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28
Q

People domain

location-specific analysis

Strategic planning analysis frameworks

HR strategy key concepts

A

Location analysis evaluates a location’s potential, namely in terms of labor market supply, labor costs, workforce demand, and competitors.

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29
Q

People domain

scenario planning

Strategic planning analysis frameworks

HR strategy key concepts

A

Scenario planning is a strategic planning methodology that helps an organization plan for the future with flexibility built in to hedge one’s bets by considering other possible outcomes. In scenario planning an organization begins with a deep understanding of their business strategy and then considers trends and uncertainties the organization is facing in order to help refine their plans for a specific issue.

One of the first well documented uses of scenario planning was conducted by Royal Dutch/Shell in the 1970s to predict oil production levels

https://www.shrm.org/executive-network/insights/people-strategy/using-sc

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30
Q

People domain

growth-share matrix

Strategic planning analysis frameworks

HR strategy key concepts

A
  • aka Boston box, Boston matrix (developed by BCG)
  • helps analyze product lines
  • x axis = market share (% of market a company owns) and y axis = market growth (rise in market size)
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31
Q

People domain

real-time

Strategic planning analysis frameworks

HR strategy key concepts

A

strategic planning used to address rapid changes within the organization

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32
Q

people domain

EVP

Methods for creating and maintaining a positive employee value propositi

talent acquisition key concepts

A

An employee value proposition is the unique value you offer as an employer to your employees in return for their skills, experience, and commitment to your company.

This includes components like salary, benefits, rewards, career development, and work-life balance, as well as your values, mission, social purpose, and organizational culture.

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33
Q

people domain

Employment branding (reputation)

Methods for creating and maintaining a positive employee value propositi

talent acquisition key concepts

A
  • process of promoting a company/organization as employer of choice to desired targeted group that company wants to recruit and retain (what do they think of you?)
  • identity must be true, credible, relevant, distinctive and aspirational; done through extensive research
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34
Q

people domain

Employment branding best practices

Methods for creating and maintaining a positive employee value propositi

talent acquisition key concepts

A
  • manage expectations and perceptions of job candidate target groups
  • ID key words that describe company as a good place to work (recruit task force, focus group)
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35
Q

people domain

what is a job analysis and what are the purposes?

Job analysis and identification of job requirements

talent acquisition key concepts

A
  • determine level of responsibility in a job and how it impacts the overall organization
  • include types of physical and mental conditions in which the job operates

Purposes:
- prepare for significant growth or expansion
- needs analysis for employee training
- workforce planning

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36
Q

people domain

job requirements and qualifications (specifications)

Job analysis and identification of job requirements

talent acquisition key concepts

A

Qualifications encompass the education, skills, and experience that an individual possesses, making them apt for a particular role or job. On the other hand, requirements are set criteria or conditions that must be met for a particular job, task, or activity

https://www.askdifference.com/qualification-vs-requirement/#google_vigne

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37
Q

people domain

task inventory analysis

Job analysis and identification of job requirements

talent acquisition key concepts

A

inventory of all the tasks that a job consists of and tasks are grouped under their duties

indicate each task’s frequency, importance, and associated difficulty

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38
Q

people domain

critical incident technique

Job analysis and identification of job requirements

talent acquisition key concepts

A

relies on observed critical incidents, which are behaviors that represent either outstanding or unacceptable performance

  1. A description of the context and circumstances leading up to the incident.
  2. The behaviors of the employee(s) during the incident.
  3. The consequences of the behaviors and their broader impact.
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39
Q

people domain

position analysis questionnaire

Job analysis and identification of job requirements

talent acquisition key concepts

A

structured job analysis questionnaire

evaluates the skill level and basic characteristics required of workers to successfully execute the tasks, duties, and responsibilities of a job.

The PAQ was developed at Purdue University by McCormick, E.J., & Jeanneret, and Mecham in 1969.

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40
Q

people domain

sourcing v recruiting

Methods for external and internal sourcing and recruiting

talent acqusition key concepts

A
  • sourcer: finds passive candidates; sourcer is a hunter; creates interest and drives talent to the org; passes to the recruiter
  • recruiter: manages the relationships; guides candidates thru hiring process - a lot of admin/going back and forth until the job is filled
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41
Q

people domain

internal v external recruiting

Methods for external and internal sourcing and recruiting

talent acqusition key concepts

A

**internal: **look for ppl to fill roles internally - intranet, ERGs, teams, promotion

external: job boards, social media, website, referrals (ask new hires who else they may recommend to the company)

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42
Q

people domain

talent pipelines

Methods for external and internal sourcing and recruiting

talent acqusition key concepts

A

A talent pipeline is a cohort of passive candidates who you have previously engaged with and who are fit to fill future roles that might open up within your company.

Talent pipelines necessarily require a proactive mindset, and creating a talent pipeline is a strategic process that relies on a deep understanding of the future of a company.

https://recruitment.com/process/talent-pipeline

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43
Q

people domain

personality tests

methods for selection assessment

talent acquisition key concepts

A

Personality tests help evaluate the candidate’s character traits to better understand the person’s values, motivation, and common behaviors to understand how they’d fit in the role.

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44
Q

people domain

assessment centers

methods for selection assessment

talent acquisition key concepts

A

An assessment center or assessment day is a recruitment event that’s usually run towards the end or as the final stage of the hiring and selection process. They’re most commonly used to hire for graduate, leadership, and board membership roles.

Assessment centers are high-pressure environments where shortlisted candidates are put through a combination of tests and activities such as psychometric tests, interviews, live exercises, and more.

Most assessment days are in-person events that last from anywhere between half a day to two days. They’re usually conducted at the company’s offices or an external facility or hotel.

The purpose of an assessment center test is to evaluate candidates on several factors including their skills, competencies, traits, and so on, before making a final decision about their suitability for the role and the company

https://www.testgorilla.com/blog/assessment-center-effectiveness/

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45
Q

people domain

individual or panel interviews

methods for selection assessment

talent acquisition key concepts

A

individual: one-on-one interview; done sequentially

panel interview - questions are distributed among a group of interviewers to meet with a candidate

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46
Q

people domain

physical tests/evaluations

job offer contingencies

talent acquisition key concepts

A

measure the physical ability to perform a particular task or the strength of specific muscle groups, as well as strength and stamina in general

https://www.eeoc.gov/laws/guidance/employment-tests-and-selection-procedures#:~:text=1.%20Employers%20should%20administer

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47
Q

people domain

psychological test types

methods for selection assessment

talent acquisition key concepts

A
  • personality test (Big 5 Model, MBTI)
  • cognitive ability (problem solving, critical thinking, learn new skills)
  • EQ (interpersonal relationships)
  • Integrity & ethics assessments (finance, healthcare)
  • situational judgement tests

https://neurolaunch.com/psychological-tests-for-employment/

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48
Q

people domain

cost per hire (CPH)

Talent acquisition metrics

talent acquisition key concepts

A

a metric that measures the costs related to recruiting and hiring employees

CPH = external costs + internal costs (salary, benefits and technology) / total number of hires in a period

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49
Q

people domain

time to fill (TTF)
- gives insight into how long it will take to hire someone so management knows how to redistribute work; gives insight into recruiting budget

Talent acquisition metrics

talent acquisition key concepts

A
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50
Q

people domain

what is recruitment yield ratio (ryr) and why is it beneficial?

talent acquisition metrics

talent acqusition key concepts

A

ratio of applicants that found the job posting from different advertisements

  • can help a company figure out the proportion of successful candidates from a specific source
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51
Q

people domain

how to calcultate recruitment yield ratio (ryr)

talent acquisition metrics

talent acqusition key concepts

A
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52
Q

people domain

interview-to-offer ratio

talent acquisition metrics

talent acqusition key concepts

A

number of candidates interviewed for the position to the number of employees actually hired for a position

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53
Q

people domain

recruiting source yield (RSY)

talent acquisition metrics

talent acqusition key concepts

A

quality of hire and recruiting source

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54
Q

people domain

positive organizational culture

Approaches to developing and maintaining a positive organizational cultu

Employee Engagement & Retention

A
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55
Q

people domain

benefits of positive workplace culture

Approaches to developing and maintaining a positive organizational cultu

Employee Engagement & Retention

A
  • enhanced health
  • better employee engagement
  • greater loyalty
  • fewer absences
  • better business performance
  • increased innovation and creativity
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56
Q

people domain

engagement

job-attitude theories and basic principles

Employee Engagement & Retention

A

degree to which an employee is connected to all aspects of the cmpany and works to help the org grow and reach its goals

might volunteer or offer ideas (involved beyond just doing their job)

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57
Q

people domain

satisfaction

job-attitude theories and basic principles

Employee Engagement & Retention

A

how much satisfaction a person gets from doing their job
(can directly relate to their attitude)

how they do their job and how the company views how they do their job

  • recognition
  • comp
  • ability to grow
  • responsibility commensurate with comp
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58
Q

people domain

commitment

job-attitude theories and basic principles

Employee Engagement & Retention

A
  • organization should show they care about employee and their well-being (i.e. massage chairs, meals, daycare)
  • build loyalty and emotional connection
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59
Q

people domain

involvement

job-attitude theories and basic principles

Employee Engagement & Retention

A

how engaged a person is doing their job and level of enthusiasm they have for doing it

  • ppl who go above and beyond or not meeting the mark
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60
Q

people domain

job redesign

Job-design principles and techniques

employee engagement & retention key concepts

A

looks specifically at ways to expand an employee’s job by:
- redesigning certain aspects relating to scope and depth of what it is that an employee does and is responsible for at the organization

give employee interest

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61
Q

people domain

job enrichment

Job-design principles and techniques

employee engagement & retention key concepts

A
  • provides employee with more tasks to do as part of their jobs and
  • gives the responsibility and authority to the employee to complete those additional tasks
  • works when additional tasks that align with employee’s skills and interests
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62
Q

people domain

job enlargement

Job-design principles and techniques

employee engagement & retention key concepts

A
  • increases only the tasks of a particular job (no additional responsibility or authority)
  • reduces boredom by changing things up
63
Q

people domain

job rotation

Job-design principles and techniques

employee engagement & retention key concepts

A
  • assigns workers to an alternate job on a temporary basis
  • provides employees w/something new to do
  • learn and broader perspective how the org operates
  • increases understanding of what coworkers do
  • gives chance for employees to enhance their skills
64
Q

people domain

work simplification

Job-design principles and techniques

employee engagement & retention key concepts

A
  • removing tasks from existing roles in order to make them more focused
  • develop improved work methods that maximize output while minimizing expenditure and cost.

https://www.aihr.com/blog/job-simplification-work-simplification/#:~:text=Work%20or%20job%20simplification%20is%20the%20process%20of,that%20maximize%20output%20while%20minimizing%20expenditure%20and%20cost.

65
Q

people domain

recruitment

Employee lifecycle phases

Employee Engagement & Retention key concepts

A

attracting candidates and making sure they’re a good fit

66
Q

people domain

integration

Employee lifecycle phases

Employee Engagement & Retention key concepts

A

onboarding experience

67
Q

people domain

development

Employee lifecycle phases

Employee Engagement & Retention key concepts

A

learning & development

68
Q

people domain

departure

Employee lifecycle phases

Employee Engagement & Retention key concepts

A

leaving

69
Q

people domain

realistic job previews

Employee retention concepts and best practices

Employee engagement & retention key concepts

A

RJP - positive and negative info regarding the role to give individuals a realistic view of employment

  • help candidates make informed decisions about the role

https://study.com/academy/lesson/realistic-job-previews-definition-purpose-examples.html#/lesson

70
Q

people domain

suggestion mechanisms

Employee retention concepts and best practices

Employee engagement & retention key concepts

A

employee suggestion box, feedback surveys

71
Q

people domain

identifying causes of turnover

Employee retention concepts and best practices

Employee engagement & retention key concepts

A

exit interviews, absenteeism, performance, management

72
Q

people domain

predictive attrition analysis

Employee retention concepts and best practices

Employee engagement & retention key concepts

A

job satisfaction, promotion history, and work environment

73
Q

people domain

dashboard

performance management

employee engagement & retention key concepts

A

A performance management dashboard is a centralized management tool that displays key performance indicators (KPIs), metrics, and other vital data points in a visual format12345. It helps track and improve employee achievements, monitor productivity, teamwork, and other performance indicators

KPIs

74
Q

people domain

calibration

performance management

employee engagement & retention key concepts

A

Performance calibration meetings provide a forum for comparing employee performance and discussing individual performance reviews with the goal of making sure that managers apply similar standards across all employees. Managers meet to discuss their ratings before sharing performance reviews with employees, so they have the chance to make adjustments as needed.

advisory

75
Q

people domain

user training

performance management

employee engagement & retention key concepts

A

make sure employees know how to use the system

76
Q

people domain

goal recording

performance management

employee engagement & retention key concepts

A

track goals for employee training and development

77
Q

people domain

vacancy rate

retention and turnover metrics

employee engagement & retention key concepts

A

(# vacant positions/total # postions) * 100

78
Q

people domain

authoritarian

Types of organizational cultures

employee engagement and retention key concepts

A

The authoritarian culture gives employees little freedom and doesn’t give them much input

79
Q

people domain

mechanistic

Types of organizational cultures

employee engagement and retention key concepts

A

the management makes decisions and creates very standard processes

straightforward and has a system that employees follow

80
Q

people domain

participative

Types of organizational cultures

employee engagement and retention key concepts

A

involves the input of a company’s team members and, in some cases, even the consumers or users of the product or service

81
Q

people domain

learning

Types of organizational cultures

employee engagement and retention key concepts

A

developing and increasing knowledge of staff members is highly encouraged

employees are growing in their positions and developing more skills and abilities

82
Q

people domain

high performance

Types of organizational cultures

employee engagement and retention key concepts

A

supports and encourages excellent performance and growth (4 factors)

1) strong leaders
2) employee empowerment
3) learning and growth in current positions
4) encourages change and enthusiastic about improvements and changes at work

83
Q

people domain

what is training needs assessment?

Needs analysis types and techniques

Learning & Development key concepts

A
84
Q

people domain

how do you analyze needs?

Needs analysis types and techniques

Learning & Development key concepts

A

take org inventory of what should be done compared to what is being done.

  • do they have KSAOs to perform?
  • do we have the right technology in place?
  • can employees meet customer expectations?
85
Q

people domain

how do you analyze needs?

Needs analysis types and techniques

Learning & Development key concepts

A

take org inventory of what should be done compared to what is being done.

  • do they have KSAOs to perform?
  • do we have the right technology in place?
  • can employees meet customer expectations?
86
Q

people domain

ADDIE MODEL

Learning and development program design and implementation

Learning & Development key concepts

A
  • Analyze: collect data to identify gaps between desired state and what’s currently being done
  • Design: response to gap analysis. determine course content, delivery method, goals and objectives
  • Development: create the training (i.e. learning activities, tools, etc)
  • Implementation: pilot testing, content revision, instructor selection, announced/promoted
  • Evaluation: particiapant evaluation
87
Q

people domain

successive
approximation model

Learning and development program design and implementation

Learning & Development key concepts

A

(SAR) Learning development model that emphasizes rapid development over perfection

Encourages feedback and iteration (protoyping and implementation)

fail fast and early outlook

https://elmlearning.com/hub/instructional-design/sam-successive-approximation-model/#:~:text=%EE%80%80SAM%20(Successive%EE%80%81%20Approximation%20Model)%20is

88
Q

people domain

action mapping

Learning and development program design and implementation

Learning & Development key concepts

A

streamlined process to design training in the business world

  • Commit to measurably improving the performance of the business
  • Identify the best solution to the performance problem
  • When training is necessary, create realistic practice activities, not information presentations

Think BD training

89
Q

people domain

Bloom’s taxonomy

Learning and development program design and implementation

Learning & Development key concepts

A

classify learning objectives w/verbs (created by Benjamin Bloom)

  • 6 levels of cognitive domains

1 - remember
2 - understand (comprehension)
3 -** apply** (application to new situation)
4 - analyze (research, establish, appraise)
5 -** evaluate** (make a judgement - persuade, validate, support)
6 - create (build on what they learn; develop, compose, formulate)

https://www.bing.com/videos/riverview/relatedvideo?q=bloom%27s+taxonomy&

90
Q

people domain

70-20-10 rule

Adult learning theories

L&D key concepts

A

70% challenging experiences and assignments

20% developmental relationships

10% coursework and training
The underlying assumption of the 70-20-10 rule is that leadership can be learned — that leaders are made, not born.

91
Q

people domain

learning everywhere model

Adult learning theories

L&D key concepts

A

e-learning

92
Q

people domain

blended learning

L&D approaches and techniques

L&D key concepts

A
  • use of **classroom **and computer based instruction programs or
  • **self-study **and **instructor-led **training
93
Q

people domain

just-in-time learning

L&D approaches and techniques

L&D key concepts

A
  1. Contextual Relevance: Information is directly applicable to the task at hand.
  2. Immediate Application: Learners can apply the knowledge immediately.
  3. Self-Directed: Employees seek out information as needed.
  4. Various Formats: Can include quick reference guides, short videos, or searchable databases.
  5. Performance Support: Often integrated into work processes or tools.

Benefits of just-in-time learning:
– Reduces time spent in formal training sessions
– Enhances on-the-job performance
– Supports continuous learning culture
– Addresses real-time challenges effectively

94
Q

people domain

micro-learning

L&D approaches and techniques

L&D key concepts

A
  1. Short Duration: Typically 3-5 minutes long, rarely exceeding 10 minutes.
  2. Single Learning Objective: Each unit focuses on a specific concept or skill.
    3.** Multimedia Format**: Often utilizes videos, infographics, or interactive elements.
  3. Mobile-Friendly: Designed for easy access on smartphones and tablets.
  4. Stand-alone Units: Can be consumed independently or as part of a larger curriculum.

Benefits of microlearning:
– Improved retention due to focused content
– Flexibility in learning schedule
– Reduced cognitive load
– Easy to update and maintain

95
Q

people domain

self-paced learning

L&D approaches and techniques

L&D key concepts

A
  • learners progress through the material at their own speed and on their own schedule
  • directed toward learner; learner can spend more or less time with particular lessons
96
Q

people domain

experiential learning

L&D approaches and techniques

L&D key concepts

A
  • learning by doing
  • developing personal understanding, knowledge, skills and attitudes through the analysis of, and reflection on, activity”.
  • In this definition ‘Activity’ can include anything from an individual explaining an idea or** completing a simple task** to highly complex group interactions involving a wide range of mental attributes and behaviours

https://www.experientiallearning.org/info/what-is-experiential-learning/

97
Q

people domain

peer-to-peer training

L&D approaches and techniques

L&D key concepts

A
  • when coworkers teach other coworkers
  • enables managers to identify knowledge gaps in companies
  • any meaningful peer collaboration can be considered peer learning
98
Q

people domain

benefits of peer-to-peer learning

L&D approaches and techniques

L&D key concepts

A
  • taps into existing expertise
  • suited to the way ppl learn info
  • covers 4 stages of learning loop:
  • gaining knowledge
  • applying knowledge
  • receiving constructive feedback
  • reflecting on skills learned
99
Q

people domain

gamification

L&D approaches and techniques

L&D key concepts

A

makes learning more interactive and enjoyable by using games to enhance education

https://educationaltechnology.net/gamification-what-it-is-how-it-works-e

100
Q

people domain

rotational programs

L&D approaches and techniques

L&D key concepts

A
  • participating employees “rotate” through different aspects of the business for specific periods of time.
  • employees to get experience in a variety of business functions by holding real, temporary positions and responsibilities in different departments.
  • The programs serve as opportunities for employees to learn more about the business, develop a wider business perspective, and develop their skills by experiencing different job duties

https://eddy.com/hr-encyclopedia/rotational-program/

101
Q

people domain

self-directed learning (auto didacticism)

L&D approaches and techniques

L&D key concepts

A

learners take charge of their own learning by:
- identifying learning goals
- choosing resources
- adopting learning strategies
- proceeding at own pace

i.e. studying for the SHRM-SCP exam

102
Q

people domain

describe the design phase of ADDIE

Learning and development program design and implementation

Learning and development key concepts

A
  • response to gap analysis
  • initial info from analysis is decided on for course content, delivery methods and tactics
  • Outline of what training design will be and order of presentation

think outline for interview training

103
Q

people domain

describe the development phase of ADDIE

Learning and development program design and implementation

Learning and development key concepts

A
  • development of training materials
  • coursework creation
  • training delivery (adult learning methods)
104
Q

people domain

describe the implementation phase of ADDIE

Learning and development program design and implementation

Learning and development key concepts

A

(pilot testing, content revisions, instructor selection, logistics)
- - put training to use
- announce to participants

105
Q

people domain

describe the evaluation phase of ADDIE

Learning and development program design and implementation

Learning and development key concepts

A

Kirkpatrick method:
- reaction: how did participants react to training?
- learning: measure how much the participants knowledge increased
- behavior: measure how participant behavior changed several weeks following the training
- results: measure outcomes, benefits, results of training

106
Q

people domain

Compute ROI on training

Learning and development program design and implementation

Learning and development key concepts

A

total value of benefits achieved (training results) - total training costs**

107
Q

people domain

describe the analysis phase of ADDIE

Learning and development program design and implementation

Learning and development key concepts

A

data is received and collected to idenitify gaps in desired performance

will point to what specific KSAs are lacking and need to be addressed in L&D goals

108
Q

people domain

benchmarking

Compensation and labor market data collection, interpretation and analys

total rewards key concepts

A

compensation benchmarking, is a method for determining the market rate for internal positions by analyzing the rates of external positions

109
Q

people domain

internal alignment

Compensation and labor market data collection, interpretation and analys

total rewards key concepts

A

with an internally aligned comp plan, a relative worth structure is deve

110
Q

people domain

external competitiveness

Compensation and labor market data collection, interpretation and analys

total rewards key concepts

A
  • how an org’s salary structure compares to its competitors;
  • ensures that jobs in a company are valued appropriately relative to similar jobs in the company’s external labor market

https://www.youtube.com/watch?v=dwKCfpVNisU

111
Q

people domain

lag

Compensation philosophies

total rewards key concepts

A
  • pay less than competitors
  • due to moderate to high turnover in market
  • labor costs controlled by settin intial pay rates lower than surrounding market

i.e. janitorial, security, fast-food

112
Q

people domain

match

Compensation philosophies

total rewards key concepts

A
  • meet/stay current w/competitors’ pay levels
  • wages/benefits comparable to surrounding market
  • insurance, recreation, entertainment
113
Q

people domain

lead

Compensation philosophies

total rewards key concepts

A
  • pay more than competitors
  • goal to attract best qualified candidates
  • increase workplace productivity (thus besting the competition)(

ex: tech, select industry leaders

114
Q

people domain

lead-lag

Compensation philosophies

total rewards key concepts

A
  • treat employees differently according to value to org
  • Key positions = lead approach
  • Routine positions = lag approach for cost savings
115
Q

people domain

merit increase

Compensation plans for common and special workforce groups

total rewards key concepts

A

salary increase given based on performance evaluation

116
Q

people domain

domestic workers

Compensation plans for common and special workforce groups

total rewards key concepts

A

provides household services like childcare, cooking, cleaning, elderly services

117
Q

people domain

global workers

Compensation plans for common and special workforce groups

total rewards key concepts

A
  • ethnocentric: tight control of intl ops, little autonomy, comp & ben developed at HQ and rolled out globaly = inadequate consideration of legal and cultural differences
  • polycentric: subsidiary treated as own entitiy; local comp & ben programs and policies = local/legal comp norms more understandable; consistent renumeration policies; incentivies to maximize local rather than global objectives
  • regiocentric: operations managed regionally; communication high within but not between regions = perception of regional similarities when that’s not necessarily the case; regional HQ could suffer blind spots related to differences thus leading to ethnocentricity at the regional level
  • **geocentric: **org seen as single intl enterprise w/strategic plan that’s global in orientation = local comp strategies likely to be consistent w/global policies; desire for global consistency can lead to inappropriate policies at local level; development of consistent and equitable renumeration policies among global mgrs will help efficient and effective transfers
118
Q

people domain

expatriates

Compensation plans for common and special workforce groups

total rewards key concepts

A

a company worker who is temporarily assigned to work in a foreign country, essentially meaning they are living and working outside their home country for their employer

balance sheet method to ensure the employee neither gains or loses money

119
Q

people domain

executives

Compensation plans for common and special workforce groups

total rewards key concepts

A

includes fixed and variable components with perks

120
Q

people domain

sales

Compensation plans for common and special workforce groups

total rewards key concepts

A

base pay plus commission

121
Q

people domain

shift workers

Compensation plans for common and special workforce groups

total rewards key concepts

A

hourly, OT, holiday pay, benefits if full time

122
Q

people domain

part-time employees

Compensation plans for common and special workforce groups

total rewards key concepts

A

less than 30 hours a week, ineligible for all benefits of FTEs

can be hourly or salaried based on wages earned and duties

123
Q

people domain

open leave

Leave plans and approaches

total rewards key concepts

A

unlimited PTO as long as work is done and is approved in advance

124
Q

people domain

pension plan v savings plan

Retirement planning and benefits

total rewards key concepts

A

pension plan - requires employers to make contributions to a fund that is invested for the employee to access at retirement. amount based on tenure, los etc

401k - defined contribution plan

https://www.newyorklife.com/articles/401k-vs-pension

125
Q

people domain

share purchase plans

Other benefits

total rewards key concepts

A
  • financial offering that allows existing shareholders of a company to purchase additional shares directly from the company at a discounted price.
  • It is a way for companies to raise additional capital from people who already have a position in the company, without going through the traditional process of issuing new shares to the high net worth individuals or institutional investors.
  • provide existing shareholders with an opportunity to increase their ownership in the company at a discounted price.

https://nextinvestors.com/learn-to-invest/investing-in-small-caps/what-i

126
Q

people domain

housing partnership

Other benefits

total rewards key concepts

A

helping employees put down payment on homes?

i.e. Baltimore’s live near your work program

127
Q

people domain

outplacement services

Other benefits

total rewards key concepts

A

help separated employees find new jobs; protect employer brand

128
Q

people domain

deferred compensation

Other compensation

total rewards key concepts

A

Deferred compensation is part of an employee’s regular compensation that is set aside to be paid at a later date, usually at retirement. In many cases, taxes on this income are deferred (postponed) until it is paid out. There are many forms of deferred compensation, including retirement plans, pension plans, and stock-option plans.

129
Q

people domain

direct and indirect compensation

Other compensation

total rewards key concepts

A
130
Q

people domain

stock options

Other compensation

total rewards key concepts

A

a contract between two parties that gives the buyer the right to buy or sell underlying stocks at a predetermined price and within a specified time period.

131
Q

People domain

pay increases

Pay practices and issues

total rewards key concepts

A

merit increase
COLA
bonus

132
Q

People domain

base pay

Pay practices and issues

total rewards key concepts

A

Base pay, also known as a base salary or hourly rate, is a fixed amount that an employer agrees to pay an employee for their work.

133
Q

People domain

pay levels

Pay practices and issues

total rewards key concepts

A
134
Q

People domain

banding

Pay practices and issues

total rewards key concepts

A

range of salaries that a company is willing to pay for a specific job role or level

135
Q

People domain

variable pay

Pay practices and issues

total rewards key concepts

A
136
Q

People domain

pay compression

Pay practices and issues

total rewards key concepts

A
  • occurs when there is only a small difference in employee pay regardless of skills or experience.
  • result of market rate for a given job outpacing increases historically given by org to high tenure employees
  • as a result, ERs can only hire newcomers by offering as much or more than more senior professionals
137
Q

People domain

pay equity

Pay practices and issues

total rewards key concepts

A
138
Q

People domain

pay transparency

Pay practices and issues

total rewards key concepts

A
  • sometimes transparency is required
  • when not required, orgs recognize a level of privacy is needed. also if going to communicate, then it should be clear to employees.
  • risks - jealously, performance issues
  • for the most part, employees do not understand how they are paid
  • consider total comp statements
139
Q

people domain

direct and indirect compensation

Basic accounting and financial knowledge for managing payrol

total rewards key concepts

A

see other card with examples

140
Q

people domain

total compensation statements

Basic accounting and financial knowledge for managing payrol

total rewards key concepts

A

how much an employer pays to an employee (i.e. benefits premiums, STD, LIfe, AD&D); comp is taxable

141
Q

people domain

insurance participation rates

Total rewards metrics and benchmarks

total rewards key concepts

A

tells if the insurance offered is attractive

142
Q

people domain

compa-ratio

Total rewards metrics and benchmarks

total rewards key concepts

A

indicators of how wages match, lead, or lag the midpoint - normally an indicator of market value

divide worker’s pay rate by mid-point of pay range or

pay rate / midpoint

compa ratios less than 100% mean the worker is paid less than the midpoint of the range.

compa ratios more than 100% mean that wages exceed the midpoint

143
Q

people domain

career pathing

Career development techniques

Learning & Development key concepts

A

Career pathing (similar to career mapping) is defined as the series of jobs an individual intends to hold during their time at a company

https://www.cultureamp.com/blog/career-pathing

144
Q

people domain

career mapping;

Career development techniques

Learning & Development key concepts

A
  • career map identifies and outlines various career paths an employee can take.
  • a career map as depicting the broader landscape of career paths

https://www.cultureamp.com/blog/career-pathing

145
Q

people domain

mentorship

Career development techniques

Learning & Development key concepts

A

imparting knowledge or skills to someone else that will help them. can be informal (happen organically) or formal (defined goals usually lasting 12 months)

146
Q

people domain

cross-training

Career development techniques

Learning & Development key concepts

A
  • identifying the major tasks and skills in a specific area of your organization and then training each employee on these skills so that they can step in for support when needed.
  • build the skills of everyone in the company so everyone better understands exactly what it takes to run the business
  • empower employees to have an impact internally
147
Q

people domain

apprenticeship

Career development techniques

Learning & Development key concepts

A
  • structured training programs that combine on-the-job learning with classroom instruction
  • Apprentices work under the guidance of experienced mentors while acquiring the necessary skills and knowledge to excel in their chosen profession.
148
Q

people domain

job enlargement v job enrichment

Career development techniques

Learning & Development key concepts

A

**enlargment: **expanding the duties of an existing role while maintaining its level within the organization. This means that a person will handle new responsibilities that fall under their job title

enrichment: adding motivators (more automony, special projects) to make the job satisfying

149
Q

people domain

knowledge maps

Knowledge-sharing techniques and facilitation

Learning & Development key concepts

A

knowledge management method for creating visual representations of knowledge assets within a business

i.e. SharePoint site info

https://tettra.com/article/knowledge-mapping/

150
Q

people domain

knowledge cafes

Knowledge-sharing techniques and facilitation

Learning & Development key concepts

A

A Knowledge Café is a forum for collaborative dialogue. Hosts select the topic, identify and distribute a few easy-to-digest materials, and prepare a couple questions to kick off the conversation. Participants are encouraged to share their experiences, ideas, examples, resources, and questions. These group discussions help deepen and evolve understanding of the topics

https://transportation.org/km/events/knowledge-cafes/

151
Q

people domain

growth mindset

Approaches to coaching and mentoring

Learning & Development key concepts

A

Individuals who believe their talents can be developed (through hard work, good strategies, and input from others) have a growth mindset. They tend to achieve more than those with a more fixed mindset (those who believe their talents are innate gifts). This is because they worry less about looking smart and put more energy into learning. When entire companies embrace a growth mindset, their employees report feeling far more empowered and committed; they also receive greater organizational support for collaboration and innovation

https://hbr.org/2016/01/what-having-a-growth-mindset-actually-means

152
Q

people domain

formal and informal mentorship programs

Approaches to coaching and mentoring

Learning & Development key concepts

A

informal: happens organically - i.e. friends or family members

formal: established relationship with similarities of each party; meet for determined timeframe (i.e. 12 months)

153
Q

people domain

executive coaching

Approaches to coaching and mentoring

Learning & Development key concepts

A
  • work with executives on leadership skills to help drive business goals
  • coaching of senior level executives by a third party
154
Q

people domain

total rewards 6 components

total rewards - strategy to attract and retain talent

A
  • compensation
  • benefits
  • work-life effectiveness
  • recognition
  • performance management
  • talent development

SHRM-SCP (17 decks)

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