Assurance Of Learning Assessment

Front 1

Balancing work and life

Back 1

Programs that help employees to cope with a wide variety of problems at work and personal life, such as: EAP (employee assistance programs); flextime, telecommuting, job sharing, compressed workweek, educational reimbursement, customized training programs, etc

Front 2

Career development

Back 2

The goal: Match individual and organizational needs; Identify career opportunities & requirements; Gauge employee potential (appraisals, establish talent inventories, establish succession plan, use assessment centers); Institute career development initiatives (provide workbooks and workshops, provide career counseling, provide career self-managenet training, give developmental feedback)

Front 3

Career management systems

Back 3

Involves 4 steps: Self-assessment (the use of information by employees to determine their career interests, values, aptitudes, behavioral tendencies, and development needs); Reality check (information employers give employees about their skills and knowledge and where these assets fit into the organization's plan); Goal setting (based on the above information, the employee sets short- and long-term career objectives); Action planning (plan on how to achieve those goals)

Front 4

Company policies to accommodate work and non work

Back 4

Dependent care (child-care and elder-care programs); leaves (paid and unpaid family care leaves, maternity phase-back, and so on); flextime; health club and wellness programs; sick-child programs; part-time work schedules, etc

Front 5

Coping with job loss

Back 5

Telephone and in-person counseling support to assist employees who have lost their jobs;
Assistance and guidance in how to navigate these phases of loss and change;
Suggestions and guidance on stress management strategies;
Resources and suggestions for how to rebuild or maintain social and job-related connections that could be lost;
Support to maintain your job search plan;
Assistance and support to families impacted by the job loss.

Front 6

Definition of a career

Back 6

A person's progress or general course of action through life or through a phase of life, as in some profession or undertaking

Front 7

Plateauing

Back 7

A situation in which for either organization or personal reasons the probability of moving up the career ladder is low

Front 8

Skill obsolescence

Back 8

Professional qualifications which no longer meet the demand or which are no longer valid, owing to technological change, for example. This situation can be remedied through vocational retraining.

Front 9

Alternative dispute resolution

Back 9

A term applied to different types of employment complaint or dispute resolution procedures: step-review systems; peer-review systems; open-door policy; ombudsman system(a designated individual from whom employees may seek counsel for resolution of their complaints); mediation; arbitration.

Front 10

Attendance

Back 10

The frequency with which a person is present

Front 11

Attitude survey

Back 11

Often an essential component of organizational training and development, Employee Attitude surveys provide a picture of your organization's needs. These surveys can be used to solicit employee opinions on a variety of issues such as the company's success in communicating its mission to employees, or local issues such as quality of the working environment.

Front 12

Collective bargaining issues

Back 12

Strikes, Legal requirements, Lockouts, Boycotts

Front 13

Collective bargaining process

Back 13

1) Preparing for negotiations (gather data; form bargaining terms);
2) Develop strategies (develop management proposals and limits of concession; consider opponents' goals; make strike plans);
3) Conduct negotiations (bargain in good faith; analyze proposal; resolve proposals, stay within bargaining zone);
4) Formalize agreement (clarify contract language; ratify agreement)

Front 14

Conflict management

Back 14

Conflict management involves designing effective macro-level strategies to minimize the dysfunctions of conflict and enhancing the constructive functions of conflict in order to enhance learning and effectiveness in an organization

Front 15

Disciplinary actions: Demotion, disciplinary termination

Back 15

A downward transfer, or demotion, moves an individual into a lower-level job that can provide developmental opportunities.
Disciplinary termination - is the employer's choice to let the employee leave, generally for a reason which is the fault of the employee.

Front 16

Employee engagement

Back 16

Involving employees in decision-making and giving them the power to act

Front 17

Employee records

Back 17

Name-linked files of potential, current, and former employees assembled in the normal operations of the organization

Front 18

Employee retention

Back 18

A business management term referring to efforts by employers to retain current employees in their workforce. The purpose is to avoid employee turnover and associated costs: hiring and training expenses; productivity loss; lost customers; diminished business; and damaged morale among remaining members of the workforce. Retention is particularly a problem in high stress occupations such as teaching, nursing and social carework.

Front 19

Grievance management

Back 19

A grievance is a complaint that has been put in writing and thus made formal. Management should be concerned with both complaints and grievances, because both may be important indicators of potential problems within the workforce. Without a grievance procedure, management may be unable to respond to employee concerns because managers are unaware of them. Therefore, a formal grievance procedure is a valuable communication tool for the organization.

Front 20

Investigations

Back 20

An examination of the circumstances surrounding events described in a harassment complaint to determine whether the complaint is justified

Front 21

Career planning

Back 21

Identifying career paths and courses of action needed by employees to advance

Front 22

Career stages

Back 22

1. Establishment and achievement
2. Social and Political networking

Front 23

Coach and mentor

Back 23

coach - helps with finding motivation and develop professional skills;
Mentor - more helpful with networking in early career

Front 24

PBGC

Back 24

The Pension Benefit Guaranty Corporation (has regulatory authority over the fiduciary responsibilities of pension plan trustees, established vesting rights and portability provisions)

Front 25

DOL

Back 25

Department of Labor - responsible for general workforce policy issues

Front 26

EEOC

Back 26

Equal Employment Opportunity Commission, responsible for enforcing anti-discrimination laws

Front 27

NLRB

Back 27

National Labor Relations Board - responsible for fair labor and union issues

Front 28

HMO

Back 28

Health Maintenance Organizations - Utilizes a gatekeeper, a patient's primary care physician (PCP), to determine whether patients need to be seen by a specialist

Front 29

PPO

Back 29

Preferred Provider Organizations - utilize a network of health-care providers for patient services and do not require patients to be referred by a gatekeeper. Patients paying copayment and difference between the fees.

Front 30

POS

Back 30

Point of Service plans - include network physicians but allow for referrals outside the network. When employee sees a care provider outside the POS network, the employee usually pays higher percentage of the cost that for in-network physicians.

Front 31

EPOs

Back 31

Exclusive Provider Organizations - consists of a network and includes a hospital. Patients may see only those health-care providers within the network; they receive no reimbursement for health-care obtained outside the network.

Front 32

PHO

Back 32

Physician Hospital Organizations - physicians join with a hospital and together rely on the PHO structure to develop and market their services and to negotiate and sign contracts.

Front 33

FFSs

Back 33

Fee-for-service plan - typically the most expensive to employers and employees because it places no restrictions on the doctors or hospitals available to the patient.

Front 34

HDHP

Back 34

High Deductible Health Plan - with a maximum deductible of $11,900 in 2010

Front 35

Workers' Compensation

Back 35

Legally required benefit

Front 36

Domestic partner benefit

Back 36

Currently, most employers who extend benefits to domestic partners do so voluntarily

Front 37

If an employee covered under COBRA dies, the surviving spouse continues continues coverage under the employer's group insurance plan for ___ months.

Back 37

up to 36 months

Front 38

Workers comp is...

Back 38

...a no-fault system that generally covers all job-related injuries and illnesses.

Front 39

Vesting method is...

Back 39

a guarantee that a plan participant will receive a pension at retirements after working a specified number of years for the firm.

Front 40

The largest proportion of benefits costs is...

Back 40

Health insurance

Front 41

Does affirmative action require federal contractors to diversify their workforces, for organizations subject to the law?

Back 41

No, affirmative action law only requires to make a good faith effort to diversity. Executive Order 11246 prohibits discrimination and requires federal contractors to make good faith efforts to rectify past discrimination.

Front 42

FCRA affects employers ...

Back 42

The FCRA requires employers to obtain applicant's consent before checking their credit. Employers can use credit information to make placements if it is job relevant.

Front 43

OFCCP

Back 43

Office of Federal Contract Compliance Programs handles affirmative action compliance for federal contractors.

Front 44

BLS

Back 44

Bureau of Labor Statistics complies workforce statistics.