SHRM Chapters 6-10 Flashcards

1
Q

What are the 5 internal factors of talent acquisition?

A
  1. Financial Restrictions
  2. Employee Unions
  3. Levels of production
  4. Increases or decreases in sales
  5. Plans for global expansion
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2
Q

What are the 6 external factors of talent acquisition?

A
  1. Rapid Technological advances
  2. Amendments in legislation
  3. Unemployment rates
  4. A change in the population
  5. A change in the distribution of the population
  6. Competition
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3
Q

What 6 elements should you consider while creating a recruitment strategy?

A
  1. Make use of a staffing plan
  2. Use questionnaires to confirm that the job analysis is correct
  3. Write the job description and requirements
  4. Establish a bidding system for recruiting and evaluating internal candidates for possible promotions
  5. Determine the most effective recruitment strategy
  6. Create a recruitment strategy
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4
Q

What is job analysis?

A

A formal system for determining what tasks people undertake at work

-Ensures that a job and employee are a good fit and determines how employee performance is measured

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5
Q

What is Task-based analysis?

A

Focuses on job obligations:

  1. Provide performance appraisals for employees
  2. Prepare reports
  3. Respond to incoming phone calls
  4. Assist customers with product questions
  5. cold-call three customers a day
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6
Q

What is Competency-based analysis?

A

Concentrates on precise skills and understanding a person must have to execute a job

  1. Able to utilize data analysis tools
  2. Able to work with teams
  3. Adaptable
  4. Innovative
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7
Q

What are 5 common types of tests?

A
  1. Cognitive ability
  2. Personality
  3. Physical ability
  4. Job knowledge
  5. Work samples
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8
Q

Reasons why 90% of employees leave a company

A
  1. Problems with the job they are doing
  2. Problems with the boss
  3. Incompatibility with the company’s culture
  4. Unhealthy working conditions
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9
Q

What are external factors or variables?

A

Things over which a company has no direct influence. Ex:

  • Offshoring/globalization
  • The workforce’s diversity
  • Downsizing and layoffs
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10
Q

What are typical reasons employees quit organizations?

A
  • Mismatch between the task and their abilities
  • A lack of development
  • Internal pay equity
  • Management
  • Workload
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11
Q

What do employees require to feel satisfied at work?

A
  • A wide range of skills ad activities as part of the job
  • Task identify or the ability to accomplish a single task from start to finish
  • Task importance or the extent to which the task affects others, both internally and externally
  • Autonomy, refers to the ability to make decisions at work
  • Relevant instructions about performance or feedback
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11
Q

What do employees require to feel satisfied at work?

A
  • A wide range of skills ad activities as part of the job
  • Task identify or the ability to accomplish a single task from start to finish
  • Task importance or the extent to which the task affects others, both internally and externally
  • Autonomy, refers to the ability to make decisions at work
  • Relevant instructions about performance or feedback
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12
Q

What is employment enlargement?

A

Adding extra challenges or duties to an existing job

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13
Q

What are the 3 project management approaches?

A
  1. Agile
  2. Lean
  3. Six Sigma
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14
Q

What is Agile project management?

A

Procedure in which self-organizing and cross-functional teams and their customers work together to develop requests and solutions

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15
Q

What is Lean project management?

A

Emphasizes enhancing customer value while reducing waste - provide more value to customers while using fewer resources

16
Q

What are the 3 categories of waste? (3M’s)

A

Muda - an action or procedure that does not have any value and is used to eliminate waste-waste of time or resources

Mura - aims to eliminate inconsistencies in the workflow processes at the scheduling and operations levels, ensuring everything runs smoothly

Muri-overburden/excessiveness - business managers putting undue stress on their personnel and processes due to factors like inadequate organization, ambiguous working methods, and ineffective equipment

17
Q

What is Six Sigma?

A

Developed by Motorola Engineers in 1986

-Seeks to increase the quality of a process by lowering the number of previous errors

-Removes factors that are not working properly and/or are not contributing anything to the process as a whole
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18
Q

What does DMAIC stand for?

A

D - define the issue and the project’s objectives
M- Measure the many features of the current process in great detail
A- Analyze data to uncover root flaws in a process, among other things
I - Improve the procedure
C- Control how the process is carried out in the future

19
Q

What does DMADV stand for?

A

D- Define the objectives of the project
M- Measure the process’s important components, as well as the product’s capabilities
A - Analyze the data and create multiple process designs before selecting the best one
D- Design and test the details of the process
V- Validate simulations and a new program to authenticate the design before turning over the process to a client

20
Q

What 5 process categories appear in almost every project?

A
  1. initiating
  2. planning
  3. executing
  4. monitoring and controlling
  5. closing
21
Q

What are the 5 steps of the strategic planning process?

A
  1. Initial evaluation
  2. Analysis of the situation
  3. Develop a strategy
  4. Implement the strategy
  5. monitor the strategy
22
Q

What are the 3 HR strategies?

A
  1. Managerial
  2. Operative
  3. Advisory