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CKE 2 Exam Prep > Unit 4 - Workforce Planning > Flashcards

Unit 4 - Workforce Planning Flashcards

1
Q

Define Workforce Planning

A

A cluster of competencies related to the recruitment and deployment of human resources within an org.

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2
Q

Prediction

A

A single numerical estimate of HR requirements based on specific time & assumptions

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3
Q

Projection

A

Incorporates several HR estimates based on a variety of assumptions.

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4
Q

Envelope

A

Bounds or upper/lower limits of various HR projections.

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5
Q

Contingency planning

A

What to do when faces with unanticipated changes

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6
Q

What is workforce planning? There are 3 aspects.

A
  1. Determines the supply (headcount available)
  2. Determines the demand (headcount required)
  3. Ensure the right people are at the right place, at the right time, doing the right things to fulfull the org’s strategic & operational plans

It’s essentially the stock & flow of people

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7
Q

Strategic workforce planning projections span:

A

3-5 years

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8
Q

Operational workforce planning projections span:

A

12 - 18 months

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9
Q

Human Capital Plan

A

Where are your future ee’s coming from? How are you attracting them? Are they internal/external to the organization?

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10
Q

Talent Management Plan

A

Once you have the ee, how will you engage them & how will they move through the organization?

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11
Q

HR Forecasting

A

Ascertaining the net requirement of personnel by determining the demand for and supply of HR, both now and in the future

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12
Q

Transaction-Based Forecasting

A

Focuses on tracking internal changes instituted by the org’s managers.

Examines all of the transactions that would be necessary to institute a change within an organization.

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13
Q

Event-Based Forecasting

A

Concerned with changes in the external environment. Changes in the demand for labour in certain industries; technological, societal, economic changes, etc.

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14
Q

Process-Based Forecasting

A

Focuses on processes that impact the flow of work. Focuses on the how, not what. How work flows today & how those processes may change in the future. How sequences of work may shift the resources that we may need.

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15
Q

Short run forecast

A

1-2 years

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16
Q

Medium run forecast

A

2-5 years

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17
Q

Long run forecast

A

5+ years

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18
Q

HR Demand

A

The organization’s projected requirement for human resources (requirement)

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19
Q

HR Supply

A

The source of workers to meet demand requirements, obtained either internally (current members of the organization’s workforce) or from external sources.

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20
Q

Demand forecasting techniques - list 2 objective approaches.

A

Index/Trend Analysis

Regression Analysis

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21
Q

Index/Trend Analysis

A

Useful when the demand for labor is related closely to something like production. Operational index defines the amount of product to be manufactured, and trend analysis can be used to calculate the # of ee’s required to manufacture the forecasted amount of product.

22
Q

Demand forecasting techniques - list 2 subjective approaches

A

Delphi Technique

Nominal Group Technique

23
Q

Delphi Technique

A

Panel of experts are brought together & provide their feedback anonymously, which are then collected & summarized. The top answers are then sent back for another round of feedback, which may require multiple rounds to reach an agreement. Helpful to use with a group of experts, especially those based in multiple geographical locations.

24
Q

Nominal Group Technique

A

Structured variation of small-group discussion to reach consensus. Participants respond to questions posed by the moderator and then are asked to prioritize the ideas or suggestions of all group members. E.g., voting on all ideas on a scale 1-5, like in the prom video.

25
Q

What are the 6 supply forecasting techniques?

A 
Markov Analysis
Movement Analysis
Linear Programming
Replacement & Succession Management
Skills & Management Inventory
Vacancy Model
26
Q

Markov Analysis

A

A matrice that details the patterns of movement to and from the various jobs in the organization. Uses transitional probabilities, or the likelihood that an individual will exhibit movement behaviours typically 1 year into the future.

Forecasts the various patterns of movement to and from various jobs in an organization.

27
Q

Linear Programming

A

Complex mathematical procedure that looks at outcome optimization based on linear relationships.

The internal/external mix of candidates can be programmed into the equation for determining HR supply. It enables HR planners to calculate “what if” scenarios by tweaking factors in the equation.

28
Q

Skills & Management Inventory

A

An individualized record for managerial, professional, or technical personnel that includes all elements in the skills inventory with the addition of information on specialized duties, responsibilities, and accountabilities.

It is the starting point for taking an inventory of who you have internally.

29
Q

Movement Analysis

A

Analyzes personnel supply, specifically the chain or ripple effect that promotions or job losses have on the movements of other personnel in organizations.

Identifies the total number of vacant or open positions in the organization or department, as well as the total number of personnel movements that are caused by replacing and filling these positions.

30
Q

Vacancy Model / Renewal or Sequence Model

A

Identifies the number of personnel, both internal
and external, required at each level of the org as
well as the org as a whole.

31
Q

What are the 4 steps in the forecasting process

A
  1. Determine demand
  2. Ascertain supply (internal & external)
  3. Calculate net requirements (replacement & change supply)
  4. Institute deficit or surplus programs
32
Q

Replacement supply

A

Maintain the status quo to fill the positions of ee’s who left the org for normal reasons (voluntary turnover, transfers, leaves, etc)

33
Q

Change Supply

A

Supply required as a result of changes such as new positions or vacancies being created.

34
Q

Formula for External Supply Required

A

Current workforce size X (Replacement % per year + Change % per year)

35
Q

Deficit program includes the following:

A
  • Hiring part-time, full-time or temporary employees;
  • Promoting or transferring staff to where they are needed;
  • Recalling laid off workers or retirees;
  • Contracting out.
36
Q

Surplus program includes the following

A
  • Employee lay-offs or terminations;
  • Job sharing and Work-Sharing;
  • Hiring freeze and natural attrition.
37
Q

Situational interviews

A

Hypothetical situations (tests for knowledge & judgment),

38
Q

Behavioral interviews

A

Actual examples of what a person actually did

39
Q

Case based interviews

A

Used for higher-level professionals, which tests the person’s technical knowledge, skills, and strategic thinking.

40
Q

Exit interviews are used for the following:

A
  • To identify the reasons for leaving
  • To identify opportunities to make improvements
  • To formalize the separation process and complete the necessary paperwork
  • To wish the employee well
  • To collect company materials, security passes, cell phones, parking passes, etc.
41
Q

Performance Management - Behavioural Checklist Method

A

Provides a list of desirable behaviors that the ee demonstrated otj.

42
Q

Performance Management - Behaviour Observation Scale

A

Measures the frequency of desired behavior.

43
Q

Performance Management - Behaviourally Anchored Rating Scale (BARS)

A

Multi-level performance descriptions are created for each competency/behaviour.

44
Q

Performance Management - Productivity Measures

A

Number of units produced, positions filled, candidates interviewed, etc.

45
Q

Performance Management - Management by Objectives

A

The achievement of pre-established goals (e.g., SMART goals)

46
Q

Performance Management - Balanced Scorecard

A

Includes lead indicators of performance, such as actions and behaviors that contribute to results (e.g.,
customer service). Whereas lag indicators are the
results that happened after the behavior/action
takes place (e.g., profits & customer satisfaction)

47
Q

What are the 5 steps involved in the succession management process

A
  1. Align Succession Management Plans with Strategy
  2. Identify the Skills and Competencies Needed to Meet Strategic Objectives
  3. Identify High-Potential Employees
  4. Provide Developmental Opportunities and Experiences
  5. Monitor Succession Management
48
Q

Succession management - replacement chart

A

Identify a short list of successors, including their performance ratings & readiness.

49
Q

Succession management - replacement table

A

Contains more detailed info about all the possible successors, not just the top 3. Includes info about career preferences & training needs.

50
Q

List all the relevant succession management metrics

A
  • Increased average number of candidates.
  • Reduced average number of positions having no identified successors.
  • Increased percentage of key positions filled according to plans.
  • Increased ratio of internal to external hires.
  • Increased retention rates of key talent.
  • Increased number of bosses as talent developers.
51
Q

Succession Management (Supply Management)

A

The process of ensuring that pools of skilled employees are trained and available to meet the organization’s strategic objectives.

Builds a series of feeder groups up and down the entire leadership pipeline.

52
Q

Replacement Planning (Supply Management)

A

The process of finding employees for key managerial positions. Is focused narrowly on identifying specific back-up candidates for given senior management positions.

CKE 2 Exam Prep (12 decks)

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