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SHRM-SCP :!: > Workforce Management > Flashcards

Workforce Management Flashcards

1
Q

What is Workforce Management?

A

Right # of ppl in the right jobs, with the right skill, at the right time–it can change

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2
Q

What is Workforce Planning?

A

The first step in the workforce mgmt process.

All the activities needed to ensure that workforce size and competencies meet current and future orgz needs.

*It must align with an orgzs’ human capital and its business direction

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3
Q

What does Workforce Analysis do?

A

Gathers data about the current workforce and forecasts future workforce needs

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4
Q

Workforce Analysis Process

A
  1. Strategic focus: where are we in the orgz lifecycle?
  2. Supply Analysis: where we are now? what do we need?
  3. Demand Analysis:where do we want to be? What do we need?
  4. Gap Analysis: what is lacking? what KSAs exist and are needed in the future?
  5. Solution Analysis: what can we afford? how will we get what we need?
  6. Evaluating: what is the workforce planning impact?
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5
Q

What is Staffing Supply Analysis?

A

The skill mix in the orgz as it exists now and the orgzs’ future needs based on attrition and strategic growth or adjustment.

  • You must account for movement into or out of the orgz
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6
Q

Turnover Analysis

A

The act of replacing EEs leaving an org.

  • It divides the # of separations for the year by the average # of EEs per month (65/225=28%)
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7
Q

What is Flow Analysis?

A

EEs can flow in, up, down, across, and out of the orgz.

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8
Q

Staffing Demand Analysis (Judgemental Forecasts)

A

Apply expert judgement to information from the past and present to predict the future conditions of staffing needs.

*On exam might be: nominal (ppl are brainstorming together) OR delphi (brainstorming anonymous)

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9
Q

Staffing Demand Analysis (Statistical Forecasts)

A

2 categories: regression analysis and simulations.

Regression:
1. Simple linear regression: a projection of future based on past relationship between employment level and a single variable related to employment.

  1. Multiple linear regression: several variables are used to project future demand

Simulations:
1. Representations of real situations in abstract form: they are often referred to as ‘what if’ scenarios

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10
Q

Staffing Gap

A

Compares supply/demand analysis to identify the staffing differences and competencies needed 4 the future

Ex: skill gap, abilities gap, diversity gap, time gap, cost gap etc

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11
Q

Prioritizing Gaps

A
  1. Permanence: does the problem identified in the gap analysis occur on an ongoing basis, or is it due to some temporary factor?
  2. Impact: how significant is the impact of this gap on the orgz compared to other gaps?
  3. Control: does the orgz have sufficient resources to address the gap?
  4. Evidence: how certain is the quality of the data?
  5. Root Cause: to the extent that the gap indicates a problem that needs to be addressed, is it the root cuase of the problem?
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12
Q

Defining Tactical Staffing Objectives

A

Tactical objectives focus on closing high priority gaps in the near term. They specify in concrete and measurable terms which gaps must be closed and when.

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13
Q

Solution Analysis

A
  1. Build: redeploying as well as training and developing the current workforce to meet the future needs of the orgz
  2. Buy: recruiting and hiring employees
  3. Borrowing: outsourcing, leasing, and contracting with others to get the work done
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14
Q

Staffing Plan

A

The staffing plan turns workforce analysis data and tactical objectives into reality

Elements of a Staffing Plan:

  1. Statement of purpose
  2. Stakeholders
  3. Activities and Tasks
  4. Team memebrs
  5. Resources
  6. Communications plan
  7. Conitnuous improvement
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15
Q

Flexible Staff Alternatives

A

Examples include: shortages of available workers for open positions, seasonal peak demands, operational upturns and downturns, and special projects that demand specific skill

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16
Q

Types of Flexible Staff

A
  1. Temporary assingments: a specified job/short term basis/specific period of time
  2. Temp EE: hired to work directly on the orgzs’ payroll on a short term basis
  3. Oncall: only when needed
  4. PT EE: work less than a regular work week
  5. Job sharing: having 3 diff EEs perform the tasks of 1
  6. Seasonal: casual workers for seasonal work
  7. Phased retirement: work on a reduced basis
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17
Q

Types of Flexible Staff (Outsourced)

A
  1. Finite temp help: the temp firm assigns individuals to work at client sites for a finite duration
  2. Temp to hire: understanding that they may be offered regular employment
  3. Contract worker: highly skilled worker supplied for long term projects
18
Q

Types of Flexible Staffing Arrangements

A
  1. Payrolling: orgz identifies ppl and refers them to a staffing firm, which employs them and assigns them work at the orgz (lower cost)
  2. EE leasing or Professional Employer Orgz (PEO): in a joint venture, an orgz transfers all EEs at a discrete facility to the payroll of an EE leasing firm, the PEO leases EE back to the orgz while handling most of the HR admin functions
  3. Temp to lease: after a period of time the EE is promoted to lease status before eligible for benefits from PEO
  4. Outsourcing: an independent orgz with expertise in operating a specific funciton contracts w an orgz to assume full responsibility for the function
19
Q

Co-employment or Joint Employment

A

Describes a situation in which an orgz shares responsibility and liability for their alternative workers with the alternative staffing supplier

20
Q

HRs Role in Flexible Staffing

A
  1. be cautious of preprinted or standard forms
  2. ensure clarity
  3. negotiate competitive pricing
  4. consider including an alternative dispute resolution
  5. include a simple opt out procedure
  6. negotiate clear and precise provisions for what happens when the agreement expires
21
Q

Restructuring

A

The act of reorganizing legal, ownership, operational, or other orgz structures.

*It is a proactive adjustment to meet changing business needs

22
Q

Drivers of Restructuring

A
  1. Strategy: when orgz change their strategy, they may create new divisions to facilitate new products or services or to move into the new market
  2. Structure: orgz may rearrange their structure to follow a new business model, improve efficiency, or reduce costs
  3. Downsizing: orgz commonly downsize to remain functional during a loss of revenue
  4. Expansion: when an orgz expands, new departments may be required to accommodate new products or facilities
23
Q

Redistribution of Decision Making Authority

A

As orgz grow larger, decision making processes become dangerously slow in responding to competitive threats.

So…decision making authority may move downward in the orgz

24
Q

The Extended Orgz

A

Extended orgz are formed through the use of outsourcing, strategic alliances, or partnerships, or joint ventures

25
Q

M&A and Divestiture

A

Orgz may also try to enhance their productivity and competitiveness by adding to the value of the firm or by shedding assets that do not contribute to the bottom line through divestiture.

26
Q

Due Diligence in M&As

A

An important HR role in M&A is in the due diligence process, identifying wide-ranging workforce issues that may result from the change:

  1. structural issues
  2. technological considerations
  3. financial considerations
  4. legal issues
27
Q

Reduction in Force

A

RIF or downsizing, refers to the termination of employment of individual EEs or groups of EEs for reasons other than performance–i.e., economic necessity or restructuring.

28
Q

Talent Management

A

Refers to the development and integration of HR processes that attracts, develop, engage, and retain the KSAs of employees that will meet current and future orgz needs.

29
Q

Talent Pools

A
  1. represent an essential component of strategic business planning
  2. allow the orgz to maximize and more effectively target EE and career development efforts
  3. can be a useful tool for identifying future international assignments
  4. represent a valuable resource during crisis mgmt
  5. help orgz identify and recognize the value of solid performers
30
Q

Measuring Talent Management Effectiveness

A
  1. evaluating the % of positions for which there are internal successors
  2. comparing the # of external hires to internal promos
  3. evaluating the differentiation of pay between performance levels
  4. identifying high potential EEs and reviewing their corresponding retention rates
  5. tracking retention and turnover rates at all levels of the orgz
31
Q

Succession Planning

A

Succession Planning is an important talent mgmt strategy to help identify the development of HI-POs

Focus on positions that are the most critical to the future of the orgz.

The goal is to keep talent in the pipeline and have ppl in place for future roles in the orgz

*Applies to EEs at all levels of the orgz

32
Q

Replacement Planning

A

Replacement planning concentrates on immediate needs and a ‘snapshot’ assessment of the availability of qualified backup for individuals in key positions

33
Q

Components of Successful Succession Plans

A
  • Visible support from senior leaders
  • Clearly defined leadership criteria
  • Defined plan to find, retain, and motivate future leaders
  • Simple, easy-to-follow, measurable process
  • Use of succession planning to reinforce orgz culture
34
Q

Evaluating Succession Planning Effectiveness

A

Standards and metrics used to evaluate succession planning will vary but should generally attempts to assess:

  1. EE satisfaction with personal development initiatives
  2. Mgmt satisfaction with EE performance and job readiness
  3. The extent of goals achieved and the time to full function attainment
35
Q

Knowledge Management Systems

A

An orgz must capture, house, and share its knowledge, information, practices, and policies.

It is important to prevent the knowledge loss that can occur through layoffs, retirements, reassignment, etc.

KM programs typically focus on 2 key elements:

  1. Expertise sharing and orgz learning
  2. Knowledge retention and the reduction of knowledge loss due to EE attrition
36
Q

Steps to Create a Formal Knowledge Management System

A
  1. Inventory Knowledge Assets: cataloging the orgz tangible assets
  2. Create a Knowledge Respository: an orgz library on intranet
  3. Enourage System Use: implement comms, training, to ensure cultural applicability and acceptance
  4. Update the System: continuous updates are essential to ensure the integrity of the system
37
Q

Three methods to accomplish flow analysis:

A
  1. Analyze the career development plans
  2. Obtain estimates from each divison (into or out of the division)
  3. Project future movement
38
Q

Tactical objectives support the orgzs’ staffing needs because they:

A
  1. Specify which gaps will receive focused attention
  2. Describe the degree to which the gap will be closed
  3. Specify the time frame in which this will be achieved
  4. Describe the localities or functional groups to which the objectives will apply
  5. Identify special considerations to be made because of unique local conditions
39
Q

An effective talent mgmt strategy is shaped by an orgzs:

A
  1. Expectations regarding the differentiation of talent
  2. Philosophy regarding integration versus local differentiation
  3. View of the role that line leaders have in the development of ppl
  4. View of the role of diversity in staffing strategy
40
Q

Considerations for Staffing Plans

A

Stakeholders:

  1. Orgz mgmt, HR mgmt, Line mgmt, union leadership

Resources:

  1. budget, project schedule, staffing plan team, equipment/facilities/materials, logistical support

Comms:

  1. audience, objectives, required info, modes of comms, resources, timing

SHRM-SCP :!: (24 decks)

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