Workforce Management (Organization)

Question 1

Talent Management

Answer 1

Development and integration of HR processes that retain employees’ knowledge, skills, and abilities that will meet current and future organizational needs.

Help with the development of employees. The main purpose is to increase workplace productivity. Most effective when it is an integrated effort and is continuous and dynamic.

Question 2

turn over rate

Answer 2

The annualized formula that tracks numbers of separations and the total number of workforce employees per month.

Question 3

Succession Planning

Answer 3

Planning who is going to take over if something happens. Focuses on positions that are the most critical to the future needs of the company.
A strategy that targets

Goal: Have people in place for the future.

Process of implementing a talent management strategy for identifying and fostering the development of high-potential employees or other job candidates who, over time, may move into leadership positions of increased responsibility.

Question 4

How does Succession planning align with career management?

Answer 4

Ensuring that people in specific talent pools obtain insights, awareness, and experience necessary to contribute to the organization.

Question 5

How does succession planning align with training and learning?

Answer 5

By having structured training experiences to provide the knowledge and skills needed for success in various positions.

Question 6

How does succession planning align with performance management?

Answer 6

By ensuring that future managers receive the ongoing developmental feedback and mentoring required to maintain their professional; development.

Question 7

Turnover

Answer 7

Act of replacing employees leaving an organization; attrition or loss of employees.

Question 8

Workforce profile

Answer 8

Part of workforce analysis that identifies the current makeup of employees in terms of their demographics, skills, competencies, performance levels, expected retirement dates, pay grades, and other factors that help explain the workforce’s composition

Question 9

What does a workforce profile help HR do?

Answer 9

It helps HR departments to better identify their hiring needs and plans for the future.

Question 10

Workforce analysis

Answer 10

Gathers data about the current workforce and forecasts future workforce needs.
Analyzed to provide data to support the company’s staffing strategy.

Goal: to create staffing plans that are aligned with the company’s strategic plan and support future needs.

A systematic approach to anticipate human capital needs and data HR professionals can use to ensure that appropriate knowledge, skills, or abilities will be available when needed to accomplish company goals and objectives

Question 11

Co-employment

Answer 11

The situation in which an organization shares responsibility and liability for its alternative workers with an alternative staffing supplier, aka joint employment.

Co-employment agreements summarize the legal relationship, rights, and obligations for some flexible staffing arrangements.

Question 12

Workforce planning

Answer 12

Activities are needed to ensure that workforce size and competencies meet current and future organizational and individual needs. The first step in the workforce management process.

Question 13

Independent contractors

Answer 13

Self-employed individuals hired on a contract basis for specialized services.
Highly skilled workers supplied for long-term projects under contract with the company.

Question 14

Why do companies used independent contractors rather than employees

Answer 14

To gain greater workplace flexibility or manage the uncertainty associated with entering a new market.

Employers will have to register their company in a country before using contractors based there.

Question 15

Due diligence

Answer 15

Process of investigating a decision throroughly before finalizing it to identify all potential factors that could affect the positive and negative impacts of decision.

Question 16

Reduction in force (RIF)

Answer 16

Termination of employment of individual employees or groups of employees for reasons other than performance, for example, economic necessity or restructuring, aka downsizing.

This may take the form of layoffs

Question 17

What do employers consider when downsizing (RIF)

Answer 17

Consider skills, work records, and seniority. Be aware of the national; and local labor laws and union contracts when downsizing.

Question 18

Replacement planning

Answer 18

Concentrates on immediate needs Snapshot assessment of the availability of qualified backups for key positions. Important in business continuity planning.

Question 19

Judgemental forecasts

Answer 19

Use of information from past and present to predict future conditions and staffing needs and to understand opportunities and threats that can affect the staffing plan.

Question 20

Knowledge management (KM)

Answer 20

Process of creating, acquiring, sharing, and managing knowledge to augment individuals and organizational performance.

Question 21

What 2 elements does knowledge management focus on

Answer 21

1. Expertise sharing and organizational learning
2. knowledge retention and the reduction of knowledge loss due to employee attrition.

Question 22

simulations

Answer 22

Representation of real situations allows organizations to speculate as to what would happen if certain courses of action were pursued. What if scenarios

Question 23

Regression analysis

Answer 23

The projections of future demands based on past relationship between employment levels and single/multiple employment variables

The statistical method used to determine whether a relationship exists between variables and the strength of the relationship. Subdivided into 2 categories Simple linear regression and multiple linear regression.

Question 24

Restructuring

Answer 24

Act of reorganizing an organization’s legal, ownership, operational, or other structures. It’s a proactive adjustment to meet changing business needs

Question 25

Workforce Management

Answer 25

refers to HR practices and initiaitives that allow the organization to meet its talent needs and close critical gaps in competencies

Question 26

What’s the purpose of turnover analysis

Answer 26

Tracks the # of separations and the total # of workforce employees per month

Question 27

Gap analysis

Answer 27

Comparing the supply analysis and demand analysis to identify the different staffing levels for the future. Identify surplus and deficiencies.
establishes goals and objectives for staffing

Question 28

what critieria can be used to prioitize the gaps to be addressed:

Answer 28

Permamnce- tempeory gap or nah
Impact- how significant is the gap on the company
Control– how can we control it? What do we have in place
Evidence- does data show how serious the gap is
Root cause- why is there a gap

Question 29

Workforce analysis Process

Answer 29

1. Strategic focus- what can and can’t we do?
2. Supply analysis -What do we have?
3. Demand analysis- What do we need?
4. Gap analysis- what is lacking?
5. Solution analysis - How will we get what we need?
6. Evaluate workforce planning impact- How did we do?

Question 30

staffing plan

Answer 30

the delegation of task and the application of resources to achieve tactical objectives

Question 31

What are the 4 major drivers of restructuring

Answer 31

1. Strategy- change strategy to move into new market
2. Structure- rearrange structure to follow new business model
3. Downsizing- to remain functional during loss of revenue
4. Expansion- new departments made to accommodate new product

Question 32

Temporary assignments

Answer 32

Employees hired to work on a specific job to supplement the regular workforce on a short-term basis or for a specific period of time.

Question 33

Temporary workers

Answer 33

Employees hired to work directly on the organization’s payroll on a short-term basis or for a specific period of time to rotate among several positions or departments as needed.

Question 34

Remote workers

Answer 34

Employees who do not work from a main office location.

Question 35

Interns

Answer 35

Professional learning experiences that offer meaningful, practical work related to a student’s field of study or career interest. Offers the employer the opportunity to bring new ideas and energy into the workplace, develop talent, and potentially build a pipeline for future full-time employees.

Question 36

on call workers

Answer 36

Employees who report to work only when needed

Question 37

Part- time employees

Answer 37

Employees scheduled to work less than a regular workweek on an ongoing basis; benefit eligibility may depend on various factors (such as # of hours worked)

Question 38

Job-sharing

Answer 38

The practice of having 2 different employees performing the tasks of one full-time position. Each of the job-sharing partners works a part-time schedule, but together are accountable for the duties of one full-time position Communication between the 2 is key!

Question 39

Seasonal workers

Answer 39

Part time or casual workers hired to perform seasonal work in a variety of industries. May or may not be eligible for benefits ex: no paid time off

Question 40

phased retirement

Answer 40

Any work arrangement that falls somewhere in between fulltime retirement and working full-time; these types of programs allow mature employees to work on a reduced or modified basa as they approach retirement.

Question 41

Finite temporary help

Answer 41

Outsource. Workers who are recruited, screened, and employed by a temporary help firm; the temp firm assigns individuals to work at client sites for a finite duration(ex: cover someone on maternity leave)

Question 42

Temp- to- hire programs

Answer 42

Outsourced. Workers hired on a temporary basis with the understanding that they may be offered regular employment if they perform completely for a specific time.

Question 43

M& A

Answer 43

Merges and Acqustions

Question 44

Divestiture

Answer 44

Shedding asses that don’t contribute to the bottom line