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HR > Technicalities > Flashcards

Technicalities Flashcards

1
Q

ADDIE

A 
analysis, 
design, 
development, 
implementation, 
evaluation
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2
Q

ADR

A

alternative dispute resolution

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3
Q

EAP

A

employee assistance program

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4
Q

KSAO

A

knowledge
skills
abilities
other characteristics

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5
Q

MNC

A

multinational corporation

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6
Q

PESTLE

A 
political, 
economic, 
social, 
technological, 
legal, and 
environmental
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7
Q

PTO

A

paid time off

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8
Q

ADA

A

Americas with
Disabilities
Act

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9
Q

ADAAA

A

Americans with
Disabilities
Amendment
Act

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10
Q

ADEA

A

Age
Discrimination
in Employment
Act

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11
Q

BFOQ

A

Bona
Fide
Occupational
Qualification

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12
Q

COBRA

A 
Consolidated 
Omnibus 
Budget 
Reconciliation 
Act
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13
Q

EEOC

A

Equal
Employment
Opportunity
Act

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14
Q

EPA

A

Equal
Pay
Act

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15
Q

ERISA

A 
Employee
Retirement
Income 
Security 
Act
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16
Q

FCRA

A

Fair
Credit
Reporting
Act

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17
Q

FMLA

A

Family and
Medical
Leave
Act

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18
Q

FLSA

A

Fair
Labor
Standards
Act

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19
Q

GINA

A

Genetic
Information
Nondiscrimination
Act

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20
Q

HIPAA

A 
Health
Insurance
Portability and 
Accountability
Act
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21
Q

LMRA

A

Labor
Management
Relations
Act

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22
Q

NLRA

A

National
Labor
Relations
Act

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23
Q

OSHA

A

Occupational
Safety &
Health
Act

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24
Q

ULP

A

Unfair
Labor
Practice

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25
Q

WARN

A

Worker
Adjustment and
Retraining
Notification

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26
Q

SHRM Competency Model

A
  1. Behavioural Competencies
  2. Technical Competencies
  3. Functional Areas
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27
Q

SHRM Competency Model - Behavioural Competencies

A 
LEADERSHIP cluster
1) Leadership & Navigation
2) Ethical Practice
BUSINESS cluster
3) Business Acumen
4) Consultation
5) Critical Evaluation
INTERPERSONAL cluster
5) Relationship Management
6) Global & Cultural Effectiveness
7) Communication
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28
Q

SHRM Competency Model - HR Expertise

knowledge domains

A

1) People
2) Organisation
3) Workplace

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29
Q

SHRM Competency Model - HR Expertise -

PEOPLE knowledge domain - HR Functional Areas

A

1) HR Strategic Planning
2) Talent Acquisition
3) Employee Engagement & Retention
4) Learning & Development
5) Total Rewards

30
Q

SHRM Competency Model - HR Expertise -

ORGANISATION knowledge domain - HR Functional Areas

A

1) Structure of HR functions
2) Organisational Development
3) Workforce Management
4) Employee & Labor Relations
5) Technology Management

31
Q

SHRM Competency Model - HR Expertise -

WORKPLACE knowledge domain - HR Functional Areas

A

1) HR in the Global Context
2) Diversity & Inclusion
3) Risk Management
4) Corporate Social Responsibility
5) Employment Law & Regulation

32
Q

What is a competency?

A

A competency is a group of highly interrelated knowledge, skills, abilities and other characteristics (KSAOs) that
give rise to the behaviors needed to perform a given job effectively

33
Q

What is a Competency Model?

A

A set of competencies that collectively defines the requirements for effective performance in a specific job,
profession or organization may be called a competency model.

34
Q

What are Technical Competencies?

A

Technical competencies reflect the knowledge specific to

a given profession that is required for a professional in that field to perform a particular role

35
Q

What are Behavioural Competencies?

A

Behavioral competencies describe the KSAOs that facilitate the application of technical knowledge to job-related behaviors.

36
Q

Technical versus Behavioural Competencies

A

Technical competencies reflect what knowledge professionals apply to their jobs, and behavioral competencies reflect how they apply this knowledge.

37
Q

Where does Professional Success stem from?

A

what you know (knowledge) +
what you do (behavior)

(they are related to job performance in a non-redundant way)

38
Q

SHRM
Leadership
competency
definition

A

The knowledge, skills, abilities, and other characteristics (KSAOs) needed to
navigate the organization and accomplish HR goals,
to create a compelling vision and mission for HR
that aligns with the strategic direction and culture of the organization,
to lead and promote organizational change,
to manage the implementation and execution of HR initiatives, and
to promote the role of HR as a key business partner

39
Q

SHRM
Ethical Practice
competency
definition

A

The KSAOs needed
to maintain high levels of personal and professional integrity, and
to act
as an ethical agent
who promotes core values, integrity and accountability throughout the organization.

40
Q

SHRM
Relationship Management
competency
definition

A

The KSAOs needed
to create and maintain a network of professional contacts
within and outside of the organization,
to build and maintain relationships,
to work as an effective member of a team, and
to manage conflict while supporting the organization.

41
Q

SHRM
Communication
competency
definition

A

The KSAOs needed
to effectively craft and deliver concise and informative communications,
to listen to and address the concerns of others, and
to transfer and translate information
from one level or unit of the organization to another.

42
Q

SHRM
Global & Cultural Effectiveness
competency
definition

A

The KSAOs needed
to value and consider the perspectives and backgrounds
of all parties,
to interact with others in a global context, and
to promote a diverse and inclusive workplace.

43
Q

SHRM
Business Acumen
competency
definition

A

The KSAOs needed
to understand the organization’s operations, functions and external environment, and
to apply business tools and analyses
that inform HR initiatives and
operations consistent with the overall strategic direction of the organization.

44
Q

SHRM
Consultation
competency
definition

A

The KSAOs needed
to work with organizational stakeholders in evaluating business challenges and
identifying opportunities for the design, implementation and evaluation of change initiatives, and
to build ongoing support for HR solutions that meet the changing needs of customers and the business.

45
Q

SHRM
Critical Evaluation
competency
definition

A

The KSAOs needed
to work with organizational stakeholders
in evaluating business challenges and
identifying opportunities for the design, implementation and evaluation of change initiatives, and
to build ongoing support for HR solutions that meet the changing needs of customers and the business.

46
Q

SHRM Competency Model
LEADERSHIP cluster
key competencies components include:

A
  1. setting and implementing a vision and direction for the HR function;
  2. managing or leading organizational initiatives;
  3. influencing and supporting other organizational members and leaders;
  4. driving an ethical organizational environment;
  5. behaving in an ethical manner that promotes high standards of integrity and the organization’s values.
47
Q

SHRM Competency Model
LEADERSHIP cluster
1) Leadership & Navigation competency
- sub-competencies

A
  1. navigating the organisation
  2. vision
  3. managing HR initiatives
  4. influence
48
Q

Examples of positive outcomes effective HR leadership associated with?

(see Leadership & Navigation SHRM competency)

A
  • improved employee attitudes, e.g. job satisfaction / commitment / engagement
  • decreased turnover
  • increased performance
49
Q

How can executive level HR professionals demonstrate positive Leadership competencies?

A
  • establishing a vision for HR initiatives
  • working to obtain buy-in from relevant stakeholders
  • serving as transformational leaders to implement change
  • leading the organisation in the face of adversity
50
Q

“Navigating The Organisation” competency concern what?
+ “= the behaviors necessary for HR professionals to …?”
+ definition

A

it concerns the people and processes leveraged
by an HR professional to get things done.

to work within the organization’s structure, processes
and bureaucracy and achieve their objectives

DEFINITION: Works within the parameters of the organization’s hierarchy, processes, systems and policies

51
Q 
SHRM Leadership & Navigation competency
key concepts (foundational knowledge)
A
  • Leadership theories
  • People management techniques
  • Motivation theories
  • Influence and persuasion techniques
  • Trust- and relationship-building techniques
52
Q

Key Leadership theories - list

A

situational leadership,
transformational leadership,
participative leadership,
inclusive leadership

53
Q

Key People Management techniques

A

directing,
coaching,
supporting,
delegating

54
Q

Key Motivational theories

A

goal-setting theory,
expectancy theory,
attribution theory,
selfdetermination theory

55
Q

Key Influence & Persuasion techniques

A

personal appeal,
forming coalitions,
leading by example,
rational persuasion

56
Q

Key Trust & Relationship-building techniques

A

emotional and social intelligence

57
Q

SHRM Navigating The Organisation sub-competency
proficiency indicators
all HR

A

» Demonstrates an understanding of formal and informal
work roles, leader goals and interests, and relationships
among employees.
» Facilitates communication and decision-making
necessary to implement initiatives.
» Uses an understanding of the organization’s processes,
systems and policies to facilitate the successful
implementation of HR initiatives.
» Uses awareness and understanding of the
organization’s political environment and culture to
implement HR initiatives.

58
Q

SHRM Navigating The Organisation sub-competency
proficiency indicators
advanced HR professionals

A

» Demonstrates an understanding of formal and informal work roles, leader goals and interests, and relationships among executives.
» Uses an understanding of the complex relationships among the organization’s formal and informal processes, systems and policies to facilitate the development and implementation of HR’s strategic direction.
» Uses an understanding of the organization’s political
environment to develop and implement HR’s strategic
direction, implement needed changes, and resolve talent
needs and issues.
» Uses an understanding of complex relationships among
organizational leaders to facilitate the design, implementation and maintenance of initiatives proposed by other executives.

59
Q

SHRM Vision sub-competency
proficiency indicators
advanced HR professionals

A

» Envisions the current and ideal future states of the HR
function, organization and culture, to identify gaps and areas
for improvement.
» Develops the long-term strategic direction, vision and goals
of HR and the organization, to close the gap between
the current and ideal states of the HR function and the
organization.
» Develops a broad plan to achieve the strategic direction,
vision and goals of HR and the organization.
» Solicits feedback from executive-level stakeholders on
strategic direction, vision and goals.

60
Q

SHRM Vision sub-competency
proficiency indicators
all HR professionals

A

» Embraces and supports the business unit’s and/or
organization’s culture, values, mission and goals.
» Defines actionable goals for the development and
implementation of HR programs, practices and
policies that support the strategic vision of HR and the
organization.
» Identifies opportunities to improve HR operations that
better align with and support the strategic vision of HR
and the organization.
» Supports the implementation of HR programs, practices
and policies that uphold the strategic vision of HR and
the organization.

60
Q

SHRM Vision sub-competency

definition

A

Defines and supports a coherent vision and long-term goals for HR that support the strategic direction of the organization.

61
Q

SHRM Managing HR Initiatives sub-competency

definition

A

Executes the implementation and management of HR projects or initiatives that support HR and organizational objectives.

62
Q

SHRM Influence sub-competency

definition

A

Inspires colleagues to understand and pursue the strategic vision and goals of HR and the organization

63
Q

SHRM Managing HR Initiatives sub-competency
proficiency indicators
all HR professionals

A

» Defines and elaborates project requirements set forth
by senior leadership.
» Sets and monitors project goals and progress
milestones.
» Manages project budgets and resources.
» Identifies and develops solutions for overcoming
obstacles to the successful completion of projects.
» Identifies and monitors the resources necessary to
implement and maintain HR projects.
» Identifies when resource allocation is inconsistent with
project needs and makes adjustments as necessary.
» Demonstrates agility and adaptability when project
requirements, goals or constraints change.

64
Q

SHRM Managing HR Initiatives sub-competency
proficiency indicators
advanced HR professionals

A

» Translates HR’s vision, strategic direction and long-term goals
into specific projects and initiatives with clear timelines and
goals.
» Monitors the progress of HR initiatives toward achievement of
HR’s vision, strategic direction and long-term goals.
» Collaborates with senior leadership to remove obstacles to
the successful implementation of HR initiatives.
» Obtains and deploys organizational resources and monitors
their effectiveness.
» Ensures accountability for the implementation of project plans
and initiatives.

65
Q

SHRM Influence sub-competency
proficiency indicators
all HR professionals

A

» Builds credibility as an HR expert within and outside of
the organization.
» Promotes buy-in among organizational stakeholders for
HR initiatives.
» Motivates HR staff and other stakeholders to support
HR’s vision and goals.
» Serves as an advocate for the organization or
employees, when appropriate, to ensure advancement
of the organization’s strategic direction and goals.

66
Q

SHRM Influence sub-competency
proficiency indicators
advanced HR professionals

A

» Promotes the role of the HR function in achieving the
organization’s mission, vision and goals.
» Builds credibility for the organization regionally, nationally or
internationally as an HR expert.
» Serves as an influential voice for HR strategies, philosophies
and initiatives within the organization.
» Advocates for the implementation of evidence-based HR
solutions.
» Inspires HR staff, non-HR customers and executive-level
organizational stakeholders to support and pursue the
organization’s strategic direction, vision and long-term goals.
» Builds consensus among senior leaders about the
organization’s strategic direction and long-term goals

67
Q

SHRM Ethical Practice competency

definition

A

KSAOs needed to maintain high levels of personal and professional integrity, and to act as an ethical agent who
promotes core values, integrity and accountability throughout the organization

68
Q

SHRM Ethical Practice competency

sub-competencies

A
  • Personal integrity
  • Professional integrity
  • Ethical agent
69
Q

SHRM Ethical Practice competency

sub-competencies

A

HR (1 decks)

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