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Workforce Planning Flashcards

1
Q

Prediction

A

single numerical estimate of HR requirements associated with a specific time horizon and specific set of assumptions

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2
Q

Projection

A

several HR estimates based on variety of assumptions

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3
Q

Envelope

A

upper and lower limits or bounds of the various HR projections extending into the future

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4
Q

Scenario

A

proposed sequence of events with its own set of assumptions and associated program details

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5
Q

Contingency Planning

A

plan to be implemented when unanticipated changes to org or environmental factors which may negate the usefulness of the existing HR predictions/projections

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6
Q

Goal of Workforce Analytics

A

to provide an org with insights for effectively managing employees so that business goals can be reached

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7
Q

Workforce Analytics Definition

A

correlate business data and people data to establish connections and enable HR to identify the unique performance drivers within their org

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8
Q

Workforce Planning Definition

A

process that determines human capital, analyze what is available and identify action required to ensure right people at the right place at the right time doing the right thing, in order to achieve org goals

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9
Q

HR Forecasting

A

determining net requirements for personnel by figuring out the demand for and the supply of HR both currently and in the future

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10
Q

Transaction-Based Forecasting

A

focuses on the tracking of internal changes made by the org managers

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11
Q

Event-Based Forecasting

A

concerned with changes in the external environment

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12
Q

Process-Based Forecasting

A

focuses on processes used that impact flow of work

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13
Q

Current Forecast

A

immediate operational needs of the org or for a maximum of one year into the future

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14
Q

Short-Run Forecast

A

HR requirements for next 1-2 years

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15
Q

Medium-Run Forecast

A

HR requirements for next 2-5 years

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16
Q

Long-Run Forecast

A

HR requirements for more than 5 years into the future

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17
Q

Human Resources Demand

A

orgs projected requirement for HR

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18
Q

Human Resources Supply

A

source of workers to meet demand requirements (either internal or external sources of availability)

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19
Q

Demand Forecasting Techniques

A

index/trend analysis, regression analysis, delphi technique, nominal group technique

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20
Q

Supply Forecasting Techniques

A

markov analysis, linear programming, skills and management inventories, succession/replacement analysis, movement analysis, vacancy models

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21
Q

Markov Analysis

A

series of matrices that detail the patterns of movement to and from the various jobs in the org (uses likelihood than individual will exhibit behaviours)

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22
Q

Linear Programming

A

mathematical equation - determine the best supply mix solution to minimize costs; allows to calculate what if scenarios

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23
Q

Management Inventory

A

individual record for managerial, professional or technical personnel including all elements for that individual of their skills inventory (specialized duties, responsibilities etc)

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24
Q

Replacement Management and Planning

A

Management is process of finding employees for key managerial positions.

Planning is focused narrowly on identifying specific back up candidates for senior management positions

25
Succession Management
process of ensuring that pools of skilled employees are trained and available to meet the orgs strategic objectives
26
Movement Analysis
analyzes personnel supply (ripple effect that promotions or job losses cause on movement within the org)
27
Vacancy Model
analyzes flow of personnel through org by examining inputs and outputs at each hierarchical/compensation level
28
Stages of Forecasting
Stage 1 - Determining Demand Stage 2 - Ascertain Supply Stage 3 - Calculate Net Requirements Stage 4 - Institute Defecit or Surplus program
29
Stage 1 Forecasting
Determining Demand | - where staff are needed, when they are needed and where they are needed
30
Stage 2 Forecasting
Ascertain Supply - determining how your demand will be filled - internal supply is existing employees - external supply is potential employees that can be recruited
31
Stage 3 Forecasting
Calculate Net Requirements - replacement supply is those needed to replace employees who are leaving their position - change supply is those needed as a result of changes such as new positions or vacancies being created
32
External Supply Required Formula
Current Workforce Size X (Replacement % per year + Change % per year)
33
Stage 4 Forecasting
Institute Defecit or Surplus Program - defecit programs include hiring PT/FT/Temp, promoting or transferring, contracting out - surplus programs include lay offs or terminations, job sharing, work sharing, hiring freeze
34
Strategies to Reduce HR Defecits
ensure proper sourcing, target desirable candidates, assess abilities/capabilities, orientate and onboard candidates, understand why EE's leave
35
Ways to Source Candidates
internal sources such as local, regional, national, global external sources include word of mouth/referral, job advertisements, employment agencies, job fairs
36
Desirable Characteristics (OCEAN)
open to new experiences, conscientiousness, emotional stability, agreeableness, extraversion
37
Types of Interviews to Assess Candidates
panel/serial interviews, situational interviews, behavioural interviews, case-based interviews, stress interviews, mass interviews
38
Tests to Assess Candidates
ability/aptitude tests, emotional intelligence tests, psychomotor ability tests, fitness exam, medical test, work sample/simulation test, polygraph test, honest and integrity test
39
Stages to Keep Employees
1 - Orientation to provide standard info on who/what/where 2 - Onboarding to help new employees fit in the org culture 3 - ongoing process of reinforcing org values, goals, priorities
40
Exit Interviews
confidential interviews with resigning employees by HR to determine why they are leaving, opportunities for improvement etc.
41
Performance Management
continuous process of setting objectives and assessing behaviours and performance outcomes managers and EE's work to plan,monitor and review the skills and accomplishments
42
Performance Management Methods
trait method, behavioural method, results method
43
Performance Management Trait Method
personal characteristics that contribute to high performance
44
Performance Management Behavioural Method
observable actions that lead to high performance
45
Performance Management Result Method
results that follow
46
Types of Performance Management Trait Methods
Graphic Rating Scale, Mixed-STandard Scale, Forced-Choice Method, Essay Method
47
Graphic Rating Scale
uses ratings such as poor, good, excellent or does not meet, meets, exceeds
48
Mixed-Standard Scale
descriptive rating definitions are customized and randomized for each trait, describing multiple levels of performance. Indicate whether employee performance is less than, same as or more than described
49
Forced-Choice Method
manager chooses between two statements that best describe trait
50
Essay Method
open ended comments
51
Types of Performance Management Behaviour Methods
Critical Incident method, Behavioural Checklist method, Behaviourally Anchored Rating Scale, Behaviour Observation Scale
52
Critical Incident Method
describes incidents that define successful and unsuccessful behaviour
53
Behavioural Checklist Method
list of desired behaviours/competencies
54
Behaviourally Anchored Rating Scale (BARS)
multi-level performance descriptions are created for each competency/behaviour
55
Behaviour Observation Scale (BOS)
uses a frequency scale against a behavioural checklist
56
Types of Performance Management Results Methods
Productivity Measures, Management by Objectives, Balanced Scorecard
57
Productivity Measures
number of units produced, positions filled, candidates interviewed etc
58
Management by Objectives
achievement of pre-established goals S(pecific) M(easurable) A(chievable) R(elevant) T(imely)

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