Chapter 3 - Human Resource Planning

Front 1

Attrition

Back 1

Loss of employees due to their voluntary departures from the firm through resignation, retirement, or death.

Front 2

Canadian Occupational Projection System (COPS)

Back 2

Provides up to 10-year projection of Canadian economy and human resource needs.

Front 3

Compressed workweeks

Back 3

A reduction in the number of days per week in which full-time work is performed, but not in the number of weekly hours.

Front 4

Consultants

Back 4

Professionals who provide expert advice and counsel in a particular area.

Front 5

Contract (or contingent) worker

Back 5

A freelancer (self-employed, temporary, or leased employees) who is not part of the regular workforce and is paid on a project completion basis.

Front 6

Crowdsourcing

Back 6

The act of a company or institution taking a function once performed by employees and outsourcing it to an undefined (and generally large) network of people in the form of an open call.

Front 7

Delphi technique

Back 7

The soliciting of predictions about specified future events from a panel of experts, using repeated surveys until convergence in opinions occurs.

Front 8

Employee self-service (ESS)

Back 8

A feature that allows employees to access and view their own records and make changes where applicable.

Front 9

Enterprise-wide systems

Back 9

Link an organization's entire software application environment into a single enterprise solution.

Front 10

Extrapolation

Back 10

Extending past rates of change into the future.

Front 11

Flex hours

Back 11

Variable start and stop times.

Front 12

Flex schedules

Back 12

Any type of variation in traditional work schedules.

Front 13

Flexible retirement

Back 13

A novel approach to optimizing the talent of recent retirees, thus extending their contributions and continuing their engagement in organizational activities.

Front 14

Forecasts

Back 14

Estimates of future resource needs and changes.

Front 15

Full-time employees

Back 15

Work 37.5 to 40 hours in a workweek.

Front 16

Human resource accounting (HRA)

Back 16

A process to measure the present cost and value of human resources as well as their future worth to the organization.

Front 17

Human resource information system (HRIS)

Back 17

athers, analyzes, summarizes, and reports important data for formulating and implementing strategies by HR specialists and line managers.

Front 18

Human resource planning

Back 18

A process used to determine future human resource requirements by anticipating future business demands, analyzing the impacts of these demands on the organization, and making decisions on how to effectively acquire and utilize firms' human resources.

Front 19

Indexation

Back 19

A method of estimating future employment needs by matching employment growth with some index, such as the ratio of production employees to sales.

Front 20

Intranet

Back 20

An internal computer network that is generally accessible only to individuals within an organization.

Front 21

Job sharing

Back 21

A plan whereby available work is spread among all workers in a group to reduce the extent of layoffs when production requirements cause substantial decline in available work.

Front 22

Labour market analysis

Back 22

The study of a firm's labour market to evaluate the present or future availability of different types of workers.

Front 23

Labour shortage

Back 23

Insufficient supply of qualified talent to fill the demand for labour.

Front 24

Management inventories

Back 24

Comprehensive reports of available management capabilities in the organization.

Front 25

Manager self-service (MSS)

Back 25

A feature of an HRIS that allows managers to view and access their employee's records and add relevant information.

Front 26

Markov analysis

Back 26

Forecast of a firm's future human resource supplies, using transitional probability matrices reflecting historical or expected movements of employees across jobs.

Front 27

Nominal group technique

Back 27

Structured meeting that identifies and ranks problems or issues affecting a group.

Front 28

Outplacement

Back 28

Assisting employees to find jobs with other employers.

Front 29

Outsourcing

Back 29

Contracting tasks to outside agencies or persons.

Front 30

Part-time employees

Back 30

Persons working fewer than the required hours for categorization as full-time workers and who are ineligible for many supplementary benefits offered by employers.

Front 31

People equity

Back 31

How organizations measure and manage their human capital to maximize its value.

Front 32

Phased retirement

Back 32

Gradual phase into retirement with loss or reduction of pension benefits.

Front 33

Predictive analysis

Back 33

The process of selecting, exploring, analyzing, and modelling data to create better business outcomes.

Front 34

Replacement charts

Back 34

Visual representations of who will replace whom when a job opening occurs.

Front 35

Replacement summaries

Back 35

Lists of likely replacements for each job and their relative strengths and weaknesses.

Front 36

Skills inventories

Back 36

Summaries of each nonmanagerial worker's skills and abilities.

Front 37

Staffing table

Back 37

A list of anticipated employment openings for each type of job.

Front 38

Strategic plan

Back 38

An identification of a firm's mission and objectives and its proposals for achieving those objectives.

Front 39

Talent management

Back 39

A systemic attraction, identification, development, engagement/ retention, and deployment of those individuals with high potential who are of particular value to the organization.

Front 40

Telecommuting

Back 40

Full- or part-time labour performed at the employee's home or on the move with the assistance of technology.

Front 41

Transition matrices

Back 41

Describe the probabilities of how quickly a job position turns over and what an incumbent employee may do, over a forecast period of time, from that job situation, such as stay in the current position, move to another position within the firm, or accept another job in another organization.

Front 42

Virtual organization

Back 42

An operational domain of any organization whose workforce includes a significant portion of remote workers.

Front 43

Work arrangement

Back 43

A firm's use of work hours, schedules, and location to ensure that the goals of the organization and the needs of employees are optimally met.