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91 Cards in this Set
- Front
- Back
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Characteristics of a profession |
Has a national organization Has a code of ethics Participates in research Established knowledge ad competencies Credentialing |
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Systematic tool for gathering, storing, maintaining, retrieving, and revising HR data.
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Human resource information system (HRIS)
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Form of budgeting in which the prior budget is the basis for allocation of funds. Also known as line item budgeting
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Incremental budgeting
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Type of services performed when HR manages compliance issues and record keeping
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Administrative Services
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another name for administrative services performed by HR
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transactional activities
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Routine tasks performed by HR necessary to ensure smooth operation i.e. recruiting, hiring, day to day management of people, performance assessment
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Operational services
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Activities that involve moving the organization in new directions and toward new outcomes such as preparing the organization for change, forecasting human capital needs
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Transformational activities
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When HR's administrative activities are directly aligned with the organizational strategy i.e. integrated data to identify trends
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Strategic Administrative Role
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When HR's operational activities are aligned with strategic objectives i.e. hiring culturally diverse workforce for a global market
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Strategic Operational Role
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Economic disruptions, fluctuations in labor availability, work-life balance, changing workforce demographics, technology
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What are some changes that impact the HR profession
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Organizational structure that defines departments by what services they contribute to the organization's overall mission.
organization is usually more centralized, and its departments are specialized |
Functional structure
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Managing legal compliance across all areas in which the organization operates, finding and acquiring talent from a global labor market, ensuring consistency while ensuring cultural sensitivity and flexibility, ensuring effective communication
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Challenges of globalization for HR
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Systematic and comprehensive evaluation of the organization's HR policies, practices, procedures and strategies to protect the organization, establish best practices, and identify opportunities for improvement. Identifies gaps in HR practices.
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HR audit
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Rules of conduct or moral principles that guide individual or group behavior.
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Ethics
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Shifts in organizational boundaries, movement of decision making, extended organizations and new organizational forms are caused by _____.
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Organizational growth or retraction
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Refers to the number of individuals who report to a supervisor.
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Span of control
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Includes: A detailed description of the investment, how the investment contributes to the organization, how the investment will be designed, implemented and measured, financial assessments such as a cost-benefit analysis
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Components of a business case
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Finance and Accounting, Global HR, Marketing & Sales, Information Technology, Operations, R&D
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What are the Core Business Functions
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Different units or operations receive varying percentages of the budget. General funding is changed by a specific amount, and the unit budgets are adjusted accordingly.
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Formula budgeting
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Part of the organization that brings in revenue. Usually has the best intelligence about and the highest awareness of customers, market needs, and competitive threats.
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Marketing & Sales
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Organizational structure that combines departmentalization by division and function to gain the benefits of both. Some employees report to two supervisors instead of one. Potential unclear lines of authority.
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Matrix structure
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Part of the organization that develops, produces, and delivers the company's products and services to customers
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Operations
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Charged with maintaining the security and reliability of the organizations' data and supports the integration of data from different organizational processes.
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Information Technology
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Time allowed for the public to express its views and concerns regarding an action of a regulatory agency.
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Public comment period
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Aligning incentive/compensation programs with strategies and local cultures and practices
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Marketing & Sales cross functional relationship with HR
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Principles of conduct within an organization that guide decision making and behavior.
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Code of ethics
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Three key principles that guide organizational structure
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Decision making authority layers of hierarchy formalization |
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Degree to which decision-making authority is given to lower levels in an organization's hierarchy.
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Decentralization
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The extent to which rules, policies and procedures govern the behavior of employees in the organization. The more formal the organization the greater the written documentation, rules and regulations.
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Formalization
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Departments are defined by the services they contribute to the organization's overall mission such as marketing and sales, operations ,and HR. Potential weak communication among functions.
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Functional structure
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Where all the operations employees no matter what products they are working on report to a single location.
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Departmentalization by process
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Work groups that conduct the major business of the organization such as production or marketing
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Line units
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Performs specialized services for the organization such as accounting or HR
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staff units
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Functional departments are grouped under major product divisions such as cars, trucks, sports utility vehicles. Potential weak customer focus.
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Product structure
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Where each region or county has its own division and decision making is decentralized. Fewer economies of scale, more people.
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Geographic structure |
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Vehicle for collecting information on an organization's current strengths, weaknesses, opportunities, and threats.
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SWOT analysis
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structure most often used when a company first goes global
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hybrid structure
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Structure where the front focuses on customers or market groups while the back designs and develops products and services
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Front-back structure
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Political, Economic, Social, Technological factors of the external environment. Looks at the big picture.
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PEST
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Name for the phases of organizational growth
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Business life cycle
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Ways HR participates in the creation and implementation of the organization's strategy
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Performance management Job and organizational design communication platforms knowledge management election and implementation of HRIS systems participation in strategic projects |
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How HR creates and implements a strategy to find, develop, manage, and retain human capital
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develop staffing plans, attracting and recruiting talent assisting managers in selecting the best candidates |
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Help create organization's strategy Find human capital collect and analyze data ensure legal compliance complete daily HR operations |
5 main HR Processes
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Leaders - strategic role Managers - responsible for functions i.e. employee relations, staffing... Specialists - expertise in specific area i.e. benefits Generalists - first point of contact for employees and managers for all HR related issues |
Composition of the HR Team
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Having all HR personnel located within the HR department. Headquarters makes all HR policy and strategy decisions. Provides more control and consistency.
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Centralized HR
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Each part of the organization controls its own HR issues. i.e. local bank branch. Allows for more direct contact between HR and other functions. Can cause lack of consistency.
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Decentralized HR
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Type of organization found in the least diversified, but not necessarily small businesses where headquarters HR is staffed with specialists who craft policies then HR generalists are located within the divisions to implement the policies. Facilitates consistency between headquarters policy and business unit implementation. Can isolate headquarters HR from realities in the line.
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Functional HR Structure
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Structure with HR function at headquarters and separate HR functions in separate business units. Business unit HR staff develops local policies and practices. Promotes strategic alignment between headquarters and units. May lead to duplications and inefficiencies.
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Dedicated HR Structure
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The HR structure model frequently used in organizations with multiple business units. I.e. consolidating payroll and health care benefits. Offers expertise efficiently, balances standardization and localization. Risks underuse of service centers when their existence is not widely known.
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Shared Services Model
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Shared services that develop into an independent department that provides services within a focused area to internal clients. Most common services offered are training, mentoring, coaching, recruiting and staffing.
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Centers of Excellence
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Work groups that assist line units by performing specialized services, such as HR.
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Staff units
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Where a third party provides dedicated services to HR often locating contractors within HR's organization
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Cosourcing
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Quantifiable measures of performance used to gauge progress toward strategic objectives or agreed standards of performance
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Key performance indicators (KPIs)
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Provides a concise yet overall picture of an organization's performance. Used to measure the effectiveness of specific initiatives entire departments, or the entire organization. Includes metrics from financial, customers, internal business processes, learning and growth
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Balanced scorecards
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Type of audit that focuses on how well the organization is complying with current employment laws and regulations.
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Compliance Audit
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Type of audit that helps the organization maintain or improve a competitive advantage by comparing its practices with those of companies identified as having exceptional HR practices
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Best practices Audit
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Type of audit that focuses on the strengths and weaknesses of systems and processes to determine whether they align with the HR departmental and/or the organizational strategic plan.
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Strategic Audit
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Type of audit that focuses on a specific area in the HR function(e.g. payroll, performance management, etc.)
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Function specific Audit
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Preparation Relationship building Information Exchange Persuasion Concessions Agreement |
6 Phases to the Negotiations Process
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Investigating all factors surrounding a business decision to ensure that all risk are understood. May include structural issues, technology considerations, financial considerations, legal issues
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Due Dilligence
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Get the big picture conduct an HR WOT analysis Develop HR mission and vision statements Conduct a detailed HR analysis Determine critical people issues Develop HR goals, metrics, consequences and solutions Develop implementation and evaluation plan |
Steps to develop an HR strategic plan
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The process of enhancing the effectiveness and efficiency of an organization and the well-being of its members through planned interventions.
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Organizational development (OD)
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Alignment Common tools Common language Explicit assumptions Fact-based Flexibility Multiple perspectives |
Characteristics of Effective OED Plans
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Identify gaps in strategic capabilities Develop an action plan Manage the OED project Evaluate the results |
OED Process
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Takes into consideration the strategic needs of the organization as well as the individual needs of the employee. Activities include identifying competencies, creating job descriptions, job postings, and performance management systems. Identifying gaps between company's talent needs and individual employee talents. Create coaching or mentoring programs, succession planning.
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Talent Management Initiative
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Behavioral - communication problems, performance Cognitive - lack of knowledge or skills Technological - problems with equipment Process related - how the work is done Cultural - employee satisfaction, leader-employee relationships |
Performance Problems
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Build diverse leaders and teams Speed up decision making Prioritize strategic decisions Prepare ecosystems to act quickly Invest in data analysis |
Traits of Truly Agile Businesses, Accenture
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Assess the difference between present and desired performance levels and what is contributing to the gap Design the intervention/solution Develop the intervention and identify who should be involved Implement the intervention Evaluation the intervention by measuring the outcomes against objectives |
ADDIE Model
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The OED level that looks at skills needed to perform the requisite job duties
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OED Task Level
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The OED level that deals with enhancing employee competencies.
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The OED individual level
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The phase where organizations are usually very centralized with basic structures and informal systems
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Start up phase
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The phase in the OED initiative that focuses on recruitment of new staff and building new teams
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Second phase - Growth & expansion
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The phase in the OED initiative that focuses on consolidation or introduction of new products and services. Slower growth more formalized systems and training
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Phase three - mature
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The phase in the OED initiative that employs a series of efforts to turn the tide, such as product enhancement or cost-reduction programs characterized by acquisition, diversification.
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Phase four - decline
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Ratio that allows management to determine the financial impact particular activities and programs will have on a company's profitability.
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Cost-benefit analysis
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Portion of silent and baby boom generations that is simultaneously caring for their own children and one or more elderly family members.
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Sandwich generation
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Form of budgeting that requires that expenditures be justified for each new period and in which budgets start at zero.
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Zero-based budgeting
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Project management tool used to schedule, organize, and coordinate tasks within a project.
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Program evaluation review technique (PERT) chart
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Link change to external factors Examine the language used to describe and promote organizational effectiveness and development Involve others in the plan Use resistance as your friend Focus on the change adding value |
Functions of agents of change
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Group Decision Making - SWOT Multi-criteria decision analysis (MCDA) - ability to meet project requirements, likelihood of success Cost benefit analysis (CBA) Force-field analysis - factors influencing change weighted |
Types of group decision making
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Teambuilding Group decision making Diversity programs Quality initiatives |
Types of strategies used to process change
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TQM - uses quantitative methods Systems Theory - interacting parts Quality Standards - ISO 9000 Quality Control Tools |
Types of Quality Initiatives
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Process flow analysis Control Chart Cause and Effect Diagram Scattergram - relationship between two variables histogram - single type of measurement Check sheets Pareto chart - frequency of causes |
Quality Control Tools
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A systems management philosophy that is intended to help organizations continually achieve their goals. Identifies weakest link.
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Theory of Constraints (TOC)
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3 commonly used budgeting methods
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1) incremental
2) formula 3) Zero based |
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A quality approach that can produce significant benefits and is applicable to many industries and processes. Eliminates defects. Strives for near perfection. Uses DMAIC, DMADV processes
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Six Sigma
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Start with a vision Develop a strategy Be a champion of change Communicate early and often Get in front of problems |
Steps to take to guide team through successful transformation
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Coaching leaders on their role in leading change Provide initial employee communications about change Develop training programs Prepare informational documents Assess readiness Analyze potential impact |
Typical ways HR assists with major change
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The wrong messengers are used Communication is too sudden Communication is not aligned with business realites Communication is too narrow |
Possible communication pitfalls during change
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Evolution of a company. 4 phases.
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1) introduction
2) Growth 3) maturity 4) decline |
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Develop a cultural assessment instrument Administer the assessment Analyze and communicate results Conduct employee focus groups Discuss culture until consensus forms around key issues |
Steps to develop a cultural assessment
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