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97 Cards in this Set
- Front
- Back
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Employee Life Cycle |
Describes all activities associated with an employee's tenure in an organization |
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What are the phases of the Employee Life Cycle (ELC)? |
1. Recruitment & Selection 2. Onboarding and orientation 3. Training and Development 4. Performance Management 5. Transition |
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Recruitment and selection |
Employer-employee relationship is initiated and tools are used to ensure the best fit between the job and employee. |
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Onboarding |
Programs that help employees develop positive working relationships with coworkers; encompass orientation as well as the first months of an employee's tenure in a position. |
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Orientation |
Process in which a new employee becomes familiar with an organization as well as his/her department, coworkers and the job. |
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Training |
Process of providing knowledge, skills or abilities (KSA) specific to a task or job. |
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Developmental Activities |
Activities that focus on preparing employees for future responsibilities while increasing their capacity to perform in their current jobs. |
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Cherry Picking |
Organizations offer higher pay and better benefits to entice someone to join their org but at the same time does not require additional skills/abilities. This practice will inflate salaries for certain jobs. |
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Brain Drain |
Exit of educated and skilled citizens from emerging and developing countries for better-paying jobs in developed countries. Can also happen when students study abroad and do not return home. |
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Primary concerns of HR management in talent acquisition & retention: |
1. Assimilating workforce planing and employment strategies 2. Addressing short and long term needs so staffing needs are anticipated in a timely manner 3. Hiring for a cultural fit |
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Workforce Planning |
Identifies the workforce that can implement the organization's strategies and goals, now and in the future. |
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Staffing |
HR Function that acts on the organizational human capital needs identified through workforce planning and attempts to provide an adequate supply of qualified individuals to complete the body of work necessary for company's success. |
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What are 4 types of growth strategies? |
1. Merger or acquisition 2. Joint venture 3. Greenfield operation 4. Strategic alliance |
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Ethnocentric |
Tight control of international operations; little autonomy; key positions held by HQ personnel |
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Polycentric |
Subsidiary treated as own entity; local personnel manage operations; few promotions to HQ. |
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Regiocentric |
Operations are managed regionally; communication is frequent within regions but not necessarily frequent with HQ. |
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Geocentric |
Organization is seen as a single international enterprise; management talent comes from any location; strategic plan has a global orientation |
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Employment Brand |
Persona an organization presents to current or prospective employees; it is the value an organization promises about the total employment experience. This creates an image that makes people want to work for and stay working for the organization. |
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Employment Branding |
Process of position an organization as an "employer of choice" in the labor market |
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Employment Branding Strategies should: |
1. Create positive, compelling images of organization 2. Provide a clear, consistent message about what its like to work at that organization 3. Encourage the best potential candidates to apply 4. Give employees a sense of pride working for the organization 5. Reinforce the public's image of the organization |
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Employee Value Proposition |
Foundation of employment brand. Must answer the questions 1. why would someone want to start working here 2. why would someone want to stay working here? Must be aligned with the strategic plan and mission. |
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What can a company use to build their employment brand? |
Company website, media ads, social media, collateral materials, marketing campaigns, representation recruiting events, presence at community events, word-of-mouth communication and dialogue |
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Social Media |
Variety of Internet technology platforms and communicates that people use to communicate and share information and resoruces |
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Web Metrics |
Tracking of behavioral data like visitors, referral sources, usage of content and geographical origins |
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Social Metrics |
Tracking fans, followers, comments, retweets, buzz, etc. |
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Business metrics |
Tracking successful recruiting efforts (as opposed to web and social metrics) |
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Job Analysis |
Systematic study of jobs to determine what activities and responsibilities they include, the personal qualifications necessary for performance of the jobs, the conditions under which the work is performed and the reporting structure. |
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Job Description |
A written description of a job and its requirements, including tasks, KSA, and reporting structure. |
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Essential Functions |
Primary job duties that a qualified individual must be able to perform, either with or without reasonable accommodation. |
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Reasonable accommodation |
Necessary and appropriate modifications or adjustments that do not impose unreasonable hardship upon the employer |
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Nonessential Functions |
Nonessential functions are desirable, but not necessary aspects of the job |
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Purposes of job descriptions in the global environment |
1. Intra-country and cross border transfers 2. Career management and succession planning 3. Compensation studies 4. Statistics for job types across the organization 5. Comparison and alignment of business processes across countries |
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Potential problems with job descriptions in a global market: |
1. Lack of a global competency model 2. Varied interpretations of job functions 3. Varied expectations for similar jobs 4. Varied approaches to on the job development 5. Different work environments impose various reqs for the same job 6. varied compliance requirements that necessitate through due diligence |
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Job Specifications |
Describe the minimum qualifications necessary to perform a job. Must be written to ensure compliance with local laws. |
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Job Competencies |
Cluster of highly interrelated attributes, including KSA that give rise to the behaviors needed to perform a job effectively. |
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Sourcing |
The precursor to actual recruitment, in which a pool of qualified candidates are generated through a variety of strategies. |
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Recruitment |
Process of encouraging quality candidates to apply for the job openings. |
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Inside moonlighting |
(Internal recruitment method) A worker who works outside regular working hours is enticed to take a second job within the organziation |
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Job Bidding |
(Internal recruitment method) Process that allows employees to indicate an interest in a position before one becomes available. |
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Succession Planning |
Potential talent in an organization is identified and developmental plans are established to help prepare individuals for promotional roles |
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Costs of having an open position |
1. Costs directly attributed to the loss of the employee 2. Lost opportunity costs 3. Costs associated with hiring a new employee |
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Headcount |
The number of people on the organization's payroll as FTE at any given time |
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Cost to hire |
(traditional approach) C of H = Total costs/ Number of new hires |
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Cost Per Hire |
Developed by SHRM to measure the effort exerted to staff an open position in an organization. CPH= {external costs + internal costs}/total number of hires in a time period |
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Cost Per Hire Internally |
Formula and method for creating a measure to reflect with other CPH's internally but not externally |
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Cost Per Hire Externally |
Formula or methodology used to measure the CPH that can be compared with external companies |
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Days to fill |
Number of days from when a job requisition is opened until the offer is accepted by the candidate |
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Attrition |
Loss of employee due to reasons other than firing or other employer initiated events |
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Selection Screening |
Analyzing the candidates' application forms, resumes, CVs to locate the most qualified candidates for an open job |
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Applicant Tracking Software (ATS) |
Provides an automated way for organizations to manage the entire recruiting process, from receiving an application to hiring an employee |
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Curriculum Vitae (CV) |
Detailed overview of a candidate's accomplishments, especially relevant to the realm of academia. |
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Resume |
Concise and general introduction to a candidate's experiences and skills |
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Selection Interviews |
Designed to probe areas of interest to the interviewer in order to determine how well the candidate meets the needs of the organization |
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Structured Interveiew |
Type of interview in which the interviewer asks every applicant the same questions; also called a repetitive interview. |
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Unstructured Interview |
Interviewer has an informal conversation with questions that are based on previous answers. 1. Relies on social interaction 2. Interviewers have opportunity to pursue a topic |
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Behavioral Interview |
Type of interview that focuses on how applicants previously handled real life situations |
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Competency Interview |
Type of interview in which the interviewer asks questions related to competencies for the position and asks candidates to provide examples of time they demonstrated competencies. |
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Stress Interview |
Type of interview in which the interviewer assumes an aggressive posture to see how a candidate responds to stressful situations. |
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Cognitive Ability tests |
Assess skills the candidate has already learned. |
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Personality tests |
Attempt to measure a person's social interaction skills and patterns of behavior |
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Aptitude test |
Measure the general ability to learn or acquire new skills. Predict learning and training success. |
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Psychomotor test |
Require a candidate to demonstrate a minimum degree of strength, physical dexterity, and coordination in a specialized skill area. |
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Assessment Centers |
Method of assessing higher-level managerial and supervisory candidates. Candidates complete exercises that simulate on the job realities. |
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Contingent Job |
Job offer that is contingent upon the candidate passing certain tests or meeting certain requirements |
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Employment Offer |
Oral or written communication that formally offers a candidate the job. Formally documented with an offer letter. |
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Employment Contract |
A written agreement between the organization and an employee that explains the employment relationship |
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BFOQ |
Bona Fide Occupational Qualification Legitimate job criterion that employers can legally and permissibly use to hire a foreigner. Employers who use this defense must prove that all local employees cannot perform the responsibilities required of their open position. |
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Realistic Job Preview |
Any part of the selection process that provides an applicant with honest and complete information about a job and the work environment |
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Retention |
The ability to keep talented employees in the organization |
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What are 2 circumstances that will make high performers more likely to stay with a company? |
1. They believe they are doing meaningful work 2. Org offers appealing incentives and perks |
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Orientation |
Employee becomes familiar with the organization as well as his or her department, coworkers and the job |
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Onboarding |
A process that encompasses orientation as well as the first months of an employee's tenure in a position |
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Overarching goals of on-boarding new employees |
1. Teach new employee about his/her role in terms of tasks and socialization 2. Integrate new employee into org culture and norms 3. Build relationships and create a sense of acceptance for the new employee |
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Vigor |
Employees show high levels of energy and invest effort into their work |
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Dedication |
Employees are involved in their work and have a sense of pride and enthusiasm about it |
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Absorption |
Employees are fully concentrated on and completely engrossed in their work |
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Trait Engagement |
Inherent personality based elements that make an individual predisposed to being engaged. Natural curiosity, desire to be involved, or an interest in problem solving. |
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State Engagement |
Conditions that are influenced by the workplace, such as task variety and opportunities to participate. These can be improved through org interventions. |
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Behavioral Engagement |
Evident in the effort employees put into their jobs which leads to greater value, creating high performance than their less engaged counterparts. Occurs when both trait & state engagement are present. |
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Transactional Engagement |
Employees appear to be engaged but they do not feel engaged. |
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Well-being
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Encompassing three aspects of employee health: 1. Physical- overall health, energy 2. Psychological- stress levels, confidence 3. Social- work relationships, work-life balance |
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What are 4 consistent drivers of employee engagement around the world? |
1. Work itself, including development opportunities 2. Confidence in leadership 3. Recognition and rewards 4. Organizational communication (time and delivery) |
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How do managers facilitate engagement among their employees? |
1. Show gratitude 2. Amplify accomplishments 3. Communicate well and often 4. Emphasize positive feedback |
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How can an organization sustain engagement strategies? |
1. Commit to long-term 2. Measure consistency 3. Connect engagement to business results 4. Seek employee input 5. Gain leadership support |
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Career Development |
Programs that provide employees with opportunities to learn new ideas and skills, thus preparing them for future positions and challenges |
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Career advancement opportunity examples |
Job rotation Job enlargement (increase the scope) Job enrichment (increase depth) Dual Career Ladders Fast-track programs |
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Employee Surveys |
Instruments used to collect and assess employee perceptions about the work environment |
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Employee attitude surveys |
Attempt to determine employee's perceptions of the work and/or environment |
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Employee opinion surveys |
Measure important data on specific issues or procedures |
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Employee engagement surveys |
Focus on an employees' level of job satisfaction, commitment and morale |
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5 steps HR can take to facilitate a workplace where new employees are more likely to be engaged: |
1. Make the job hunt simple, seamless and informative 2. Create accurate first impressions 3. Make the first day count 4. Give employees a structured on-boarding experience 5. Show them a path to success |
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Motivation |
Factors that initiate, direct and sustain human behavior over time |
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3 principles of human behavior |
1. All behavior is caused- people have a reason for doing whatever they do 2. Behavior is directed at achieving a goal 3. Each person is unique because of a different heredity and environment |
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Maslow's Hierarchy of Needs |
5 basic human needs have to be met 1. Basic physical needs 2. Safety and security 3. Belonging and love 4. Esteem 5. Self-actualization |
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Hygiene factors (extrinsic) |
Factors that surround the job and make up the environment in which employees work |
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Motivation factors (intrinsic) |
Factors that are present in the job itself- opportunity for recognition, achievement and personal growth |
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Herzberg's Motivation-Hygiene Theory |
Unaccep |
