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SHRM > SHRM People > Flashcards

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
Q

Employee engagement

A

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

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26
Q

Employee life cycle (ELC)

A

Activities associated with an employee’s tenure in an organization

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27
Q

Employee survey

A

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

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28
Q

Employee value proposition (EVP)

A

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.

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29
Q

Employment branding

A

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

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30
Q

Environmental scanning

A

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.

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31
Q

External equity

A

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

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32
Q

Flat-rate pay

A

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

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33
Q

General pay increase

A

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

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34
Q

Green-circle rates

A

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

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35
Q

Head count

A

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

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36
Q

Incentive pay

A

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

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37
Q

Incentives

A

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

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38
Q

Individual development plan (IDP)

A

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

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39
Q

Internal equity

A

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

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40
Q

Job analysis

A

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.

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41
Q

Job classification

A

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.

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42
Q

Job description

A

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

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43
Q

Job enlargement

A

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

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44
Q

Job enrichment

A

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

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45
Q

Job evaluation

A

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.

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46
Q

Job ranking

A

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
Q

Job rotation

A

Movement between different jobs.

48
Q

Job specifications

A

Written statements of the minimum qualifications for the job incumbent

49
Q

Job-content-based job evaluation

A

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
Q

Kinesthetic learners

A

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

51
Q

Lagging indicator

A

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

52
Q

Leader development

A

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
Q

Leadership

A

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

54
Q

Leading indicator

A

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

55
Q

Learning management system (LMS)

A

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
Q

Learning organization

A

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

57
Q

Lump-sum increase (LSI)

A

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

58
Q

Market-based job evaluation

A

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
Q

Mentoring

A

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

60
Q

Merit pay

A

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
Q

Mission statement

A

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
Q

Onboarding

A

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

63
Q

On-the-job training (OJT)

A

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

64
Q

Organizational learning

A

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
Q

Organizational values

A

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

66
Q

Orientation

A

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

67
Q

Paired-comparison method

A

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
Q

Pay compression

A

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
Q

Pay for performance (P4P or PfP)

A

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
Q

Pay grades

A

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
Q

Pay range

A

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

72
Q

Performance appraisal

A

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

73
Q

Performance bonus

A

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

74
Q

Performance management

A

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

75
Q

Performance standards

A

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

76
Q

Performance-based pay

A

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
Q

Perquisites

A

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

78
Q

Person-based pay

A

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

79
Q

PESTLE analysis

A

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

80
Q

Pilot programs

A

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

81
Q

Point-factor system

A

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
Q

Premiums

A

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

83
Q

Productivity-based pay

A

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

84
Q

Realistic job preview (RJP)

A

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

85
Q

Recruitment

A

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

86
Q

Red-circle rates

A

Situations in which employees’ pay is above the range maximum

87
Q

Remuneration surveys

A

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
Q

Retention

A

Ability of an organization to keep its employees

89
Q

Selection

A

Process of evaluating the most suitable candidates for a position

90
Q

Selection interviews

A

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
Q

Selection screening

A

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

92
Q

Single-rate pay

A

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

93
Q

Situation judgment tests (SJTs)

A

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

94
Q

Sourcing

A

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

95
Q

Staffing

A

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
Q

Stay interviews

A

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
Q

Strategic fit

A

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

98
Q

Strategic management

A

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

99
Q

Strategic planning

A

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

100
Q

Strategy

A

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

101
Q

SWOT analysis

A

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
Q

Systems thinking

A

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

103
Q

Time-based step-rate pay

A

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

104
Q

Total rewards

A

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

105
Q

Total rewards strategy

A

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

106
Q

Training

A

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

107
Q

Transfer of learning

A

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

108
Q

Value drivers

A

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

109
Q

Vision statement

A

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

110
Q

Visual learners

A

People who learn best by relying on their sense of sight

111
Q

Webconferencing

A

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

112
Q

Webinar

A

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

113
Q

Well-being

A

Physical, psychological, and social aspects of employee health.

SHRM (4 decks)

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