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SHRM People Flashcards

1
Q

ADDIE model

A

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

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2
Q

Applicant tracking systems (ATS)

A

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

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3
Q

Apprenticeships

A

Related to technical skills training; often a partnership between employers and unions.

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4
Q

Assessment centers

A

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

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5
Q

Auditory learners

A

People who learn best by relying on their sense of hearing.

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6
Q

Balanced scorecard

A

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

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7
Q

Benchmarking

A

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.

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8
Q

Benefits

A

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

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9
Q

Blended learning

A

Planned approach to learning that includes a combination of instructor-led training, selfdirected study, and/or on-the-job training.

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10
Q

Broadbanding

A

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

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11
Q

Career development

A

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

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12
Q

Career management

A

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

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13
Q

Career planning

A

Actions and activities that individuals perform in order to give direction to their work lives

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14
Q

Coaching

A

Focused, interactive communication and guidance intended to develop and enhance onthe-job performance, knowledge or behavior

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15
Q

Compa-ratio

A

Pay rate divided by the midpoint of the pay range.

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16
Q

Compensation

A

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

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17
Q

Compensation philosophy

A

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

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18
Q

Competencies

A

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

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19
Q

Cost-of-living adjustment (COLA)

A

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

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20
Q

Developmental activities

A

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

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21
Q

Distance learning

A

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

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22
Q

Domestic partners

A

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

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23
Q

Dual career ladders

A

Career development programs that identify meaningful career paths for professional and technical people outside traditional management roles

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24
Q

E-learning

A

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

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25
Employee engagement
Employees' emotional commitment to an organization, demonstrated by their willingness to put in discretionary effort to promote the organization's effective functioning
26
Employee life cycle (ELC)
Activities associated with an employee's tenure in an organization
27
Employee survey
Instruments that collect and assess information on employees' attitudes on and perceptions of the work environment or employment conditions
28
Employee value proposition (EVP)
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.
29
Employment branding
Process of positioning an organization as an "employer of choice" in the labor market.
30
Environmental scanning
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.
31
External equity
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
32
Flat-rate pay
Provides each incumbent of a job with the same rate of pay, regardless of performance or seniority; also known as single-rate pay.
33
General pay increase
Pay increase given to employees based on local competitive market requirements; awarded regardless of employee performance.
34
Green-circle rates
Situations in which an employee's pay is below the minimum of the range
35
Head count
Number of people on an organization's payroll at a particular moment in time
36
Incentive pay
Form of direct compensation where employers pay for performance beyond normal expectations to motivate higher performance.
37
Incentives
Payments in return for the achievement of specific, time-limited, targeted objectives
38
Individual development plan (IDP)
Document that guides employees toward their goals for professional development and growth
39
Internal equity
Extent to which employees perceive that monetary and other rewards are distributed equitably, based on effort, skill and/or relevant outcomes.
40
Job analysis
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.
41
Job classification
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.
42
Job description
Document that describes a job and its essential functions and requirements (including tasks, knowledge, skills, abilities, responsibilities, and reporting structure).
43
Job enlargement
Process of broadening a job's scope by adding different tasks to the job.
44
Job enrichment
Process of increasing a job's depth by adding responsibilities to the job
45
Job evaluation
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.
46
Job ranking
Job evaluation method that involves establishing a hierarchy of jobs from lowest to highest based on each job's overall value to the organization.
47
Job rotation
Movement between different jobs.
48
Job specifications
Written statements of the minimum qualifications for the job incumbent
49
Job-content-based job evaluation
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.
50
Kinesthetic learners
People who learn best through a hands-on approach; also called tactile learners.
51
Lagging indicator
Type of metric describing an activity or change in performance that has already occurred.
52
Leader development
Training and professional development programs targeted at assisting management- and executive-level employees in developing the skills, abilities, and flexibility required to deal with a variety of situations
53
Leadership
Ability to influence, guide, inspire, or motivate a group or person to achieve their goals
54
Leading indicator
Type of metric describing an activity that can change future performance and predict success in the achievement of strategic goals
55
Learning management system (LMS)
System that holds course content information and has the capability of tracking and managing employee course registrations, career development, and other employee development activities.
56
Learning organization
Organization characterized by a capability to adapt to changes in environment.
57
Lump-sum increase (LSI)
One-time payment made to an employee; also called performance bonus.
58
Market-based job evaluation
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.
59
Mentoring
Relationship in which one person helps guide another's development.
60
Merit pay
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.
61
Mission statement
Concise outline of an organization's strategy, specifying the activities it intends to pursue and the course its management has charted for the future
62
Onboarding
Process of assimilating new employees into an organization through orientation programs and their experiences in their first months of employment
63
On-the-job training (OJT)
Training provided to employees at the work site utilizing demonstration and performance of job tasks.
64
Organizational learning
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.
65
Organizational values
Beliefs and principles defined by an organization to direct and govern its employees' behavior
66
Orientation
Process by which new employees become familiar with the organization and with their specific department, coworkers, and job
67
Paired-comparison method
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.
68
Pay compression
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.
69
Pay for performance (P4P or PfP)
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.
70
Pay grades
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.
71
Pay range
Sets the upper and lower bounds of possible compensation for individuals whose jobs fall within a pay grade
72
Performance appraisal
Process of measuring and evaluating an employee's adherence to performance standards and providing feedback to the employee.
73
Performance bonus
One-time payment made to an employee; also called a lump-sum increase (LSI).
74
Performance management
Tools, activities, and processes that an organization uses to manage, maintain, and/or improve the job performance of employees.
75
Performance standards
Behaviors and results as defined by an organization to communicate the expectations of management.
76
Performance-based pay
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.
77
Perquisites
Compensation provided on an individual basis in the form of goods or services.
78
Person-based pay
Pay systems in which employee characteristics, rather than the job, determine pay.
79
PESTLE analysis
Scanning process that searches for environmental forces in political, economic, social, technological, legal, and environmental categories
80
Pilot programs
Learning/development programs offered initially in a controlled environment with a segment of the target audience.
81
Point-factor system
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.
82
Premiums
Payments in return for the achievement of specific, time-limited, targeted objectives
83
Productivity-based pay
Pay based on the quantity of work and outputs that can be accurately measured.
84
Realistic job preview (RJP)
Tool used to provide a job applicant with honest, complete information about a job and the work environment.
85
Recruitment
Process by which an organization seeks out candidates and encourages them to apply for job openings.
86
Red-circle rates
Situations in which employees' pay is above the range maximum
87
Remuneration surveys
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).
88
Retention
Ability of an organization to keep its employees
89
Selection
Process of evaluating the most suitable candidates for a position
90
Selection interviews
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
91
Selection screening
Analyzing candidates' application forms, curricula vitae, and résumés to locate the mostqualified candidates for an open job.
92
Single-rate pay
Provides each incumbent of a job with the same rate of pay, regardless of performance or seniority; also known as flat-rate pay.
93
Situation judgment tests (SJTs)
Assessment tools that present prospective leaders with sample situations and problems they might encounter in a work environment
94
Sourcing
Process by which an organization generates a pool of qualified job applicants.
95
Staffing
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.
96
Stay interviews
Structured conversations with employees for the purpose of determining which aspects of a job encourage employee retention or may be improved to do so.
97
Strategic fit
A state in which an organization's strategy is consistent with its external opportunities and circumstances and its internal structure, resources, and capabilities.
98
Strategic management
System of actions that leaders take to drive an organization toward its goals and objectives
99
Strategic planning
Process of setting goals and designing a path toward a competitive position.
100
Strategy
Plan of action for accomplishing an organization's overall and long-range goals.
101
SWOT analysis
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.
102
Systems thinking
Process for understanding how seemingly independent units within a larger entity interact with and influence one another
103
Time-based step-rate pay
System in which pay is based on longevity in the job and pay increases occur on a predetermined schedule.
104
Total rewards
Direct and indirect remuneration approaches that employers use to attract, recognize, and retain workers
105
Total rewards strategy
Plan or method implemented by an organization that provides monetary, benefits-in-kind, and developmental rewards to employees who achieve specific business goals
106
Training
Process by which employees are provided with the knowledge, skills and abilities (KSAs) specific to a task or job
107
Transfer of learning
Effective and continuing on-the-job application of the knowledge and skills gained through a training experience
108
Value drivers
Actions, processes, or results that are needed to deliver a desired value
109
Vision statement
Description of what an organization hopes to attain and accomplish in the future, which guides it toward that defined direction.
110
Visual learners
People who learn best by relying on their sense of sight
111
Webconferencing
Using the Internet to conduct meetings and give presentations to an audience who has joined the meeting remotely
112
Webinar
Form of webconferencing where a presenter facilitates communication of material or information to an audience in real time
113
Well-being
Physical, psychological, and social aspects of employee health.

SHRM (4 decks)

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