Workforce Management Strategies Flashcards
What is another name for “Flexible Staffing Alternatives”?
Alternative Staffing
What is Alternative Staffing?
The use of alternative recruiting sources and workers who are not regular employees.
Give four examples where flexible staffing alternatives are appropriate:
- Special projects that demand specific skills
- Operational upturns and downturns that make permanent headcount impractical.
- Seasonal peak demands for operations.
- Shortages of available workers for open positions.
Name at least three or more types of flexible staffing administration by the organization:
Temporary assignments, temporary employees, remote workers, interns, on-call workers, part-time employees, job sharing, seasonal workers, or phased retirement.
Name three types of flexible staffing administration that are outsourced:
Finite temporary help, temp-to-hire programs, contract workers.
Employees hired to work on a specified job to supplement the regular workforce on a short-term basis or for a specific period of time.
Temporary Assignments
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.
Temporary Employees
Employees who do not work from a main office location.
Remote Workers
Professional learning experience that offers meaningful, practical work related to a student’s field of study or career interest. An internship gives a student the opportunity for career exploration and development; they can also learn new skills. It 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.
Interns
Employees who report to work only when needed.
On-call workers
Employees are scheduled to work less than a regular workweek on an ongoing basis; benefits eligibility may depend on various factors (such as number of hours worked).
Part-time employees
The practice of having two different employees performing the tasks of one full-time position. Each of the job-sharing partners works a part-time schedule, but together they are accountable for the duties of one full-time position. Communication between the two employees is key to success.
Job Sharing
Part-time or “casual” workers hired to perform seasonal work in a variety of industries (for example, agriculture, construction, tourism, and recreation); may or may not be eligible for benefits (such as paid time off).
Seasonal Workers
Any work arrangement that falls somewhere in between full-time retirement and working full-time; these types of programs allow mature employees to work on a reduced or modified basis as they approach retirement.
Phased retirement
Workers who are recruited, screened, and employed by a temporary help firm; the temporary firm assigns individuals to work at client sites for a finite duration (such as to cover an employee’s medical/maternity leave).
Finite temporary help
Workers hired temporarily (usually through a temporary firm) with the understanding that they may be offered regular employment if they perform competently for a specified time.
Temp-to-hire
This may include highly skilled workers (for example, engineers, and data processing specialists) supplied for long-term projects under contract between the organization and a technical services firm or gig workers who contract independently and provide varying levels of skills.
Contract Workers
What makes the universal of solutions impossible when dealing with flexible staffing alternatives?
Local laws, culture, and practices make universal arrangements impossible for flexible staffing alternatives because there is no one-size-fits-all-all.
An organization identifies specific people and refers them to a staffing firm, which employs them and assigns them to work at the organization; the arrangement is usually at a lower cost than traditional (finite) temporary help.
Payrolling
In an explicit joint venture, an organization transfers all or substantially all employees at a discrete site or facility to the payroll of an employee leasing firm; the PEO leases employees back to the organization while handling most of the HR administrative functions (for example, payroll, and benefits).
Employee leasing or professional employer organization (PEO)
An organization contracts with two (usually affiliated) staffing firms—generally a temporary service and a PEO; the temporary firm assigns long-term temporaries to a client organization and, after some time, the employees are promoted to lease status and become eligible for benefits from the PEO.
Temp-to-lease programs
An independent organization with expertise in operating a specific function contracts with an organization to assume full responsibility for the function (as opposed to just supplying personnel); functions may be peripheral to the core business (for example, security, and food services) or closer to operations (such as managing all flexible staffing programs or the IT function).
Outsourcing or managed services
What is co-employment, or joint employment?
It describes a situation in which an organization shares responsibility and liability for its alternative workers with the alternative staffing supplier.
Independent contractors are also known as?
Consultants or freelancers
Why are independent contractors used instead of employees?
It gives the organization greater workplace flexibility or manage uncertainty associated with entering a new market
What are three things an independent contractor can do to maintain their independent status with an organization?
The contractor should retain control (for the most part) over when, where, and how the work is done; contracts should avoid requirements commonly associated with actual employment, such as dictating the contractor’s hours of work, and lastly, payments should be tied to deliverables rather than a schedule.
(True or false) When it comes to dealing with independent contractors, governments are likely to use the appearance of the working relationship rather than the formal terms of a contract to determine whether a worker is a regular employee or an independent contractor.
True
It is the act of reorganizing legal, ownership, operational, or other organizational structures. It’s also a proactive adjustment to meet changing business needs.
Restructuring
____ intersects with workforce management when an organization makes changes in the size, number, or relationship of _____
Restructuring, departments
What are the four main drivers of restructuring?
Strategy, structure, downsizing, robotics, AI, and expansion.
When organizations change their _______, they may create new divisions to facilitate new products or services or to move into new markets. The new ____ may mean staff increases in some areas and decreases in others, which will then require restructuring.
Strategy
Organizations may rearrange their ____ to follow a new business model, improve efficiency, or reduce costs. Restructuring is then required to meet the needs of the new organization.
structure
Organizations commonly _____ to remain functional during a loss of revenue. They may choose to close departments, drop product lines, lay off staff, or sell facilities. Restructuring may then be required to meet the needs of the new smaller organization.
downsize
When an organization ______ new department may be required to accommodate new products or facilities. The structure is then rearranged to include new staff and departments.
Expands
Whole departments may be eliminated or initiated if certain technological changes are made, and often employee_____ and _____ are priorities to close the skill gap in the workforce.
re-skilling, up-skilling
Organizations may also try to enhance their productivity and competitiveness by adding to the value of the firm (such as increasing assets or accessing new markets) through _____ and _____ or by shedding assets that do not contribute to the bottom line through ______.
Merger, acquisition, divestiture
Whether the organization is using mergers and acquisitions or divestiture, in both cases, restructuring is required to align ______ and ______.
leadership, functions
_______ ________ is the process of investigating a decision thoroughly before finalizing it to identify all potential factors that could affect the positive and negative impacts of the decision.
Due diligence
(In the context of M&A), HR identifies what type of issues) Such as reporting requirements that differ by jurisdiction or type of business, legal constraints on the closing of facilities or elimination of redundant personnel, and benefit and non-benefit issues (such as severance and tax codes)
Legal issues
(In the context of M&A), HR identifies what type of issues) such as the compensation structure, union contracts, obligations to a union pension fund, stock options, incentive plans, and the full range of benefits administration.
Financial Considerations
(In the context of M&A), HR identifies what type of issues) such as direct product/service provisions; mechanisms for communication and data tracking; the use, type, and impact of each organization’s enterprise management tools; and the ability to integrate the technology.
Technological Considerations
(In the context of M&A), HR identifies what type of issues) such as the duplication of work processes and personnel, differences in organizational culture, conflicts in HR policies and practices, the arrangement of reporting relationships, and titles, the design of how the organizations interact with customers/clients, and the relationships with vendors
Structural Issues
Throughout the M&A process, the job of HR is to maintain focus on the “______” dimension while it conducts HR due diligence and plans the M&A HR integration strategy, implements, monitors, and evaluates.
People
In the Merger and acquisition plan, HR ensures that stakeholders - such as ____ or supply chain _____ and affected _____ - are included in both planning and implementation.
Vendors, partners, communities
After the M & A process, HR uses ______ of mission and ______ to build cohesion.
communicating, values
RIF (______ in _______) or ________, refers to the termination of employment of individual employees or groups of employees for reasons other than performance.
Reduction, force, downsizing
HR professionals should be aware of ______and _____ ______ ____ and union contracts that affect an employer’s ability to reduce the size of its workforce.
National, and local labor laws
______ ______refers to the development and integration of HR processes that retain the knowledge, skills, and abilities of employees that will meet current and future organizational needs.
Talent management
Effective talent management therefore requires: ________ to create a positive workplace and an engaged workforce.
committing
______ the organization’s values and commitment to diversity, equity, and employee development.
Reflecting
______ external conditions that affect the availability of talent, such as highly competitive job markets, demographic conditions (for example, bulges in the size of certain population age ranges), or changes in technology that call for new knowledge and skills.
Tracking
_______ the implications of the organization’s business strategy in terms of required competencies. Talent management is a strategic approach to managing human capital and as such must be aligned with the organization’s strategy and strategic business goals. It should be perceived as a long-term and continuous process that is most effective when it is an integrated effort and is perceived as continuous and dynamic, always evolving with the strategic direction of the organization.
Understanding
When ______ _______ is carefully aligned with long-term business and strategic planning, the organization can develop a well-planned approach to giving employees who have specific skill sets the developmental experiences they need to prepare them for the future.
talent management
Developing _____ ______ requires a deep understanding of the organization’s strategy and what types of activities have the greatest impact on measurable success and then focusing development efforts on the employees performing those activities.
pivotal talent
Used appropriately, ______ ______ can be created and developed to fill the gaps between the talent that the organization will need and the talent that is likely to be available.
talent pools
______ ______ is an important talent management strategy to help identify and foster the development of high-potential employees. _______ _______ focus on positions that are the most critical to the future needs of the organization. The goal is to “keep talent in the pipeline” and have people in place for future roles in the organization.
Succession planning
Succession plans help to ensure that individuals in specific ______ ______obtain the insights, awareness, and field experience necessary to make ongoing contributions to the organization.
talent pools
______ ______ experiences provide the knowledge and skills necessary for success in various positions on the career advancement ladder.
Structured training
Succession planning must also be carefully aligned with the _______ _______ ________ process to ensure that future managers and functional experts receive the ongoing developmental feedback, critical evaluation, and mentoring required to maintain their professional development.
organization’s performance management
Succession planning is a strategy that targets_____ - ______needs and focuses on the cultivation of talent to satisfy those needs.
long-range
______ _____concentrates on immediate needs and a “snapshot” assessment of the availability of qualified backup for individuals in key positions. ______ ______ is an important element in business continuity planning in the event of an emergency or business interruption.
Replacement planning
A _____ - ______ ______ can also be used as part of talent management/pool discussions, helping to assess employees’ ability to contribute to the organization now and in the future
nine-box grid
