SHRM-SCP

What term describes the globalization strategy of a firm that exports its products or services to foreign countries while developing processes and strategy in the home country? (Workplace Module)

International

FDI

Investment made by a foreign company in the economy of another country.

KSAOs

Knowledge, skills, abilities, and other characteristics

What is the primary barrier to transfer of training? (People Module)

Lack of reinforcement on the job The primary barrier participants experience is the lack of reinforcement and support when they try to apply training to the job. The organization needs the participants to bring new skills to the job

Median

Middle number

What is the difference between offshoring and outsourcing?

Offshoring relocates processes or production to another country; outsourcing transfers portions of work to outside suppliers

Michael Porter's Competitive Advantage Strategies (People Module)

(1) Cost leadership (2) Differentiation

What is a key aspect of implementing a strategic-systematic approach to global assignments? (Workplace Module)

Develop future executives with essential global perspectives and experiences

Benchmark

baseline values the system seeks to attain

Hofstede's Cultural Dimensions

power distance, individualism, masculinity, uncertainty avoidance, long-term orientation

What process initially helps an employee become familiar with a new job, department and coworkers?

Orientation

behavioral questions

Question designed to determine if an applicant has the necessary traits for a job.

Diversity

Race, religion, gender, culture, ethnic background, age and so on.

Corporate Social Responsibility

Represents the organization commitment to operate in an ethical and sustainable manner, by engaging in activities that promote and support philanthropy, transparency, sustainability and ethically sound governance practices.

Value Chain

Represents the process by which an organization creates the product or service it offers to the customer.

What is the best action for HR to take to begin to support this business initiative?

Review all of the job descriptions, current salaries and benefits and existing policies to support the initiative.

Social Empathy (Organization Module)

Sensing what others need in order for them to develop

Great Recession (Workplace Module)

Severe ongoing global economic problem that began in December 2007 and took a particularly sharp downward turn in September 2008; has affected the global economy, with higher detriment in some countries than others; sparked by the outbreak of the late-2000s financial crisis. Global Crises 1. Great Recession 2. Climate Change 3. Pandemics

What is the term for a formal review of an organization's social and environmental policies and procedures used for self-evaluation? (Workplace Module)

Social audit

Expatriate

Someone who chooses to live outside of, or renounce, his or her native country

What are the categories of risk in the COSO ERM Framework?

Strategy, operations, financial reporting, compliance

What type of learning is characterized by rapid and easy access and opportunities for continuous learning?

The "Pull" model of learning

Learning Styles

The different ways people naturally think and learn

Knowledge Management (Organization Module)

The implementing of systems and practices to increase the sharing of knowledge and information throughout an organization

Debriefing

The post-experimental explanation of a study, including its purpose and any deceptions, to its participants

Learning activity

The sequence of events that helps students reach your learning objectives

Organizational culture

The set of values, ideas, attitudes, and norms of behavior that is learned and shared among the members of an organization.

Constructing the Message

The term framing is often used in discussions of communication. The term reflects the process of getting an audience to see communicated facts in a certain way so that they take a certain action. Reframing is changing the way an audience sees of feels.

Divestiture (People Module)

The transfer of total or partial ownership of some of a firm's operations to investors or to another company

Mode

The value that occurs most frequently in a given data set.

GLOBE Results for Universal Leadership Characteristics

This research indicates that there are commonalities across borders when we define leadership and organizations can use these characteristics to identify and develop leaders.

What is the primary purpose of a health and safety audit? (Workplace Module)

To determine if policies are being followed

The 4 Ts: (Workplace Module)

Travel Teams Training Transfers

USEA-Uniformed Services Employment Act

USEA

Stay interviews (People Module)

Unlike exit interviews, stay interviews are conducted during employment to help employers understand why good employees stay and what might make them leave.

Various metrics can be used to measure internet activities (People Module)

Web metrics-tracking behavioral data like visitors, referral sources, usage of content and geographical origins Social metrics-tracking fans, followers, comments, retweets, buzz Business metrics-tracking successful recruits

What is the most important information contained in an organization's mission statement? (People Module)

What the company does

Payrolling (Organization Module)

When an organization needing help identifies specific people and refers them to a staffing firm, which employs them and assigns them to work at the organization.

What aspect of communication is focused on by low-context cultures?

Words

Income statement

a financial statement that gives operating results for a specific period

scatter diagram

a graph that shows the degree and direction of relationship between two variables

J-curve

a growth curve that depicts exponential growth

Trait Theory

a leadership theory that holds that effective leaders possess a similar set of traits or characteristics

Gap analysis

a marketing research method that measures the difference between a customer's expectation of a service quality and what actually occurred

Utilization review

a process in which an insurer reviews decisions by physicians and other providers about how much care to provide

Nominal Group Technique (NGT)

a structured approach to group decision making that focuses on generating alternatives and choosing one.

Job description

a written description of the basic tasks, duties, and responsibilities required of an employee holding a particular job

Work-life balance (People Module)

involves balancing career demands with personal and family needs

Pay compression

occurs when the pay differences among individuals with different levels of experience and performance become small

Four layers of Diversity

personality, internal dimensions, external dimensions, organizational dimensions

Hofstede's Cultural Dimensions

power distance, individualism/collectivism, masculinity/feminity, uncertainty avoidance, short-term/long-term orientation and indulgence/restraint

Bias

prejudice in favor of or against one thing, person, or group compared with another, usually in a way considered to be unfair.

Retention (People Module)

preservation; withholding

Mission, Vision, and Values

purpose specific future state-goals define orgs ciltures Mission-where do they want to go? Vision-what does your company want to do? Value-the behaviors, should dictate employee behavior

Deductive reasoning (People Module)

reasoning in which a conclusion is reached by stating a general principle and then applying that principle to a specific case (The sun rises every morning; therefore, the sun will rise on Tuesday morning.)

Reverse Innovation (Workplace Module)

recognizes the potential for valuable innovations to be launched from lower organizational levels and diverse locations, including emerging markets. A term coined and popularized by Vijay Govindarajan and Chris Trimble in their book of that name, referes to innovations created for or by emerging economy markets and then imported to developed economy markets. The reverse innovtin is not always a product.

Total Rewards

refers to the design and implentation of compensation systems and benefits packages, which employers use to attract and retain employees.

An organizations includes short video clips on the corroborate website in which employees talk about their jobs and managers discuss what they are looking for in new hires. This exemplifies...(People Module)

social media recruiting

Focus Groups Advantages

speedy collection of data, low cost, interaction flexibility

Jurisdiction

the official power to make legal decisions and judgments.

Planning (People Module)

the process of anticipating future events and determining strategies to achieve organizational objectives in the future During the Planning Stage, the project manager: -Works with stakeholders to define strategically aligned project objectives -Defines the project's deliverables -Creates a project schedule ^Critical path analysis ^Gantt charts -Assembles a team

CSR - Corporate Social Responsibility (Workplace Module)

the traditional concerns of ethical behavior and the newer issue of sustainable behavior There are two major changes in the are of CSR that we will discuss in this Functional Area: 1. the expansion of the definition of CSR 2. the second change is that CSR Today's CSR is more likely to be strategically aligned than isolated.

Self-determination theory (SDT)

theory of human motivation in which the social context of an action has an effect on the type of motivation existing for the action

Balance Sheet

A financial statement that reports assets, liabilities, and owner's equity on a specific date.

Hybrid structure (Organization Module)

A form of business ownership that combines elements of corporations and either sole proprietorships or partnerships

ERISA (Workplace Module)

Act that allows employers to set up insurance plans. Also allows funding for Medicaid

What is an example of direct compensation?

Cash achievement award

Civil Rights Act of 1991 (Workplace Module)

Change that allowed employees who won discrimination cases to collect punitive and compensatory damages. Title VII covered Americans with Disabilities Act, Section 501 of the Rehabilitation Act of 1973 & Government Employees and Contractors Only.

Compensable factors

Characteristics of a job that the organization values and chooses to pay for.

Organizational Effectiveness and Development

Concerns the overall structure and functionality of the organization and involves measurement of long and short term effectiveness and growth of people and processes and implementation of necessary organizational change initiatives.

Stakeholder Relationships

Customers, employees, stockholders, the financial community, the press, etc

CSR factors more readily measurable and understandable

Due to the Growth of data mining and analytics capabilities

The Effect of HR Functions

Employee contract Recruiting Brand Engagement How people work Accountability and measurement Training and leadership development

Cost leadership (People Module)

Firms that pursue a strategy of cost leadership aim at capturing market share within their industry by virtue of lowest price. (i.e. Walmart, IKEA, Aldi)

Employee Engagement Surveys

Focus on employees' level of job satisfaction, commitment, and morale. -Assesses how positively the employee speaks about the company and recommends it to others

Which is considered a good practice for handling grievances? (Organization Module)

Hold grievance discussions privately

Which organization's standards serve as the foundation for many employment laws and management practices throughout the world?

ILO-International Labor Organization

Employee surveys

Instruments used to collect and assess employee perceptions about the work environment.

Learning Styles-3 Distinct Learning Styles

(1) Visual - Learn best through seeing (2) Auditory - Learn best through hearing (3) Kinesthetic (Tactile) - Tactile learners, learn best through a hands-on approach.

Team formation stages

forming, storming, norming, performing.

Forms of restructuring (Organization Module)

redistribution of decision making authority, extended orgs, M&A and divestitures and reduction in force or downsizing

Disparate Treatment

results when employees from protected groups are intentionally treated differently -Direct discrimination -Unequal treatment -Intentional

Diverse workforce

the participation of different ages, genders, races, ethnicities, nationalities, and abilities in the workplace

Replacement planning

the process of creating back-up candidates for specific senior management positions. Is looked at from the bottom up-an immediate need.

Succession Planning

the process of identifying and tracking high-potential employees who will be able to fill top management positions when they become vacant. Is looked at from the top down-in the future needs.

Recruitment (People Module)

the process through which the organization seeks applicants for potential employment

Organizational culture (People Module)

the set of values, ideas, attitudes, and norms of behavior that is learned and shared among the members of an organization Authoritarian Mechanistic Participative Learning High-performance

Weighted average

the sum of the product of the number of units and the value per unit divided by the sum of the number of units, represented by M. Average of data that adds factors to reflect the importance of different values.

Sustainability

the survival of a land-use system for centuries or millennia without destruction of the environmental base, allowing generation after generation to continue to live there.

To succeed in this broad role, an HR professional must possess and demonstrate the nine competencies in the SHRM Bock-Body of Competency and Knowledge:

-Leadership and Navigation -Ethical Practice -Business Acumen -Relationship Management -Consultation -Critical Evaluation -Communication -Global and Cultural Effectiveness -HR Expert/HR Knowledge

The Negotiating Process - There are six phases to the negotiating process

1) Preparation 2) Relationship building 3) Information exchange 4) Persuasion 5) Concessions 6) Agreement

Functiona Area # 1 HR Strategic Planning

HR Strategic Planning involves the activities necessary for developing, implementing and managing the strategic direction required ro achieve organizational success and to create value for stakeholders.

Conflict of laws

A body of legal principles used to determine the appropriate law to apply to a litigated case when more than one state is involved.

Six Sigma

A business process for improving quality, reducing costs, and increasing customer satisfaction.

Six Sigma

A business process for improving quality, reducing costs, and increasing customer satisfaction. Focusing on projects with quantifiable returns of value

Agreement

A decision reached by two or more people or groups. Agreements may be legal instruments or verbally expressed understandings.

Delphi Technique

A decision-making technique in which group members do not meet face-to-face but respond in writing to questions posed by the group leader.

Income Statement

A financial statement showing the revenue and expenses for a fiscal period. Revenues - Expenses = Net Income Gross profit / net sales = Gross profit margin Net income / net sales = Net profit margin

Principled negotiation

A general strategy that enables parties in a conflict to express their needs openly and search for alternatives to meet the needs of all parties without damaging their relationships Principled negotiators aim for mutual gain. They can separate people from positions and maintain focus on the issues. They identify common interests and make them a goal of the negotiation. This is referred to as interest-based or integrative bargaining. Principled negotiators are creative: -they come to the negotiation prepared with different options that may satisfy both sides -the goal is a win-win solution -requiring some sacrifice of position from each side in order to gain meaningful points.

Common Law

A legal system based on custom and court rulings

Pull strategy (Organization Module)

A marketing strategy that stimulates consumer demand to obtain product distribution.

A weakness

A not for profit organization determines that it has a limited global presence that prevents it from delivering services to those in need. In SWOT analysis what would this factor be considered?

Regiocentric

A philosophy of management whereby the firm tries to blend its own interests with those of the subsidiaries on a regional basis. As used here, related to hiring and promoting employees on the basis of the specific regional context in which the subsidiary operates.

Code of conduct

A statement that guides the ethical behavior of a company and its employees

ADDIE (People Module)

ADDIE A - Analysis - Phase 1 D - Design - Phase 2 D - Development - Phase 3 I - Implementation - Phase 4 E - Evaluation - Phase 5 Instructional systems design framework consisting of five (5) steps that guide the design and development of learning programs. ADDIE model for learning/development Phase 1 - this phase which data is collected to identify gaps between actual and desired organizational performance. A needs analysis assess and identifies developmental needs at three levels: Organizational, Task and Individual Low power distance - Peer to Peer High power distance - Managers Phase 2 - goals and objectives will be defined. During the Design phase all stakeholders should have input and potential conflicts shoudl be surfaced and resolved collaboratively. During this phase outlining the flow and structure of the program and further defining the target audience. Phase 3 - During this phase which materials are created, purchased or modified to meet the stated objectives. Learning activities Passive learning activities Participatory learning OJT Webinars Mobile learning A learning management system (LMS) is n electronic system that holds course content information and suggested curriculum and certification paths. Phase 4 - phase of ADDIE process where the program is delivered to the target audience. Phase 5 - the final phase, Evaluation consists of comparing the program results to the established objectives to determine whether the original needs were met.

What should be the first step in creating an organization's philanthropic strategy as part of its corporate social responsibility (CSR) strategy?

Align philanthropic activities with the organization's core business strategy and values

What is risk appetite?

Amount of uncertainty an organization is willing to accept

Trend analysis

An analysis that focuses on aggregate sales data over a period of many years to determine general trends in annual sales

Business Case for Diversity

An argument for diversity can be made based on the extent to which a diverse organization will provide bottom-line benefits for the company. Recognizing the competitive advantages that can be gained through the insightful management of cultural diversity.

Risk

An organization that is skillful at managing risk in a socially responsible and ethical manner can benefit from risk taking.

Job analysis

Analyze job content requirement

Moral hazard (Workplace Module)

Arises when people behave recklessly because they know they will be saved if things go wrong

Relationship between Assets, Liabilities and Equity

Assets=Liabilities + Equity Equity=Assets - Liabilities Assets are what an organization owns. Liabilities are what an organization owes. Equity is combined with liabilities in the balance sheet because it represents what a company owes to either its owner(s) or its shareholders.

PBGC (Pension Benefit Guaranty Corporation) (Workplace Module)

Assists in covering the insurance in case company goes out of business to pay out the pension plan. A federal corporation whose primary purpose is to protect the retirement incomes of workers with defined-benefit pension plans

How can an organization's greater diversity benefit its recruitment efforts? (Workplace Module)

By enhancing the employer's brand and ability to attract high-potential talent

Given cost constraints, most of the SLT is inclined to train existing staff to fill the gap in mobile. The HR leader has done research on this topic, has benchmarked best practices, and is convinced that bringing in the right external talent would help the company accelerate the development of this competency. How should the HR director proceed?

C. Share the research and provide the data necessary to influence the SLT's view on this.

Intercultural wisdom

Capacity to recognize, interpret, and behaviorally adapt to multicultural situations and contexts; also called cultural intelligence.

What is an HR leader's most important concern in preparing to present strategic results to management? (People Module)

Communicate a logical narrative with the data

Red Ocean Strategy (People Module)

Companies try to outperform rivals to grab bigger slices of existing demand

What is the basis for International Law?

Conventions and treaties

Crisis Management and Readiness Process (Workplace Module)

Crisis Management and Readiness Process Identify and manage risks - Develop crisis management plan - Train, test & drill - Learn - Evaluate and revise plans as needed - Identify and manage risks - Develop crisis management plan - Crisis - Activate plans - Recover, learn, improve

Crisis Management (Workplace Module)

Crisis management seeks to identify risks that can result in sudden and extensive harm to facilities and/or the workforce and therefore in significant interruption and risk to the business.

What is the term for the proposition that ethical behavior is determined by local culture, laws and business practices?

Cultural relativism

Which stage of assignee adjustment occurs as the assignee becomes fully aware of the challenges of working and living abroad? (Workplace Module)

Culture Shock

CSR and HR

Culture change Corporate strategy Organization effectiveness Human capital development

An organization may begin to globalize if its current market is completely saturated, offering no potential for significant growth. Global expansion will allow the continuous growth in revenue that management and/or investors may require. Enterprises are attracted to global expansion by certain opportunities but also pushed into it by certain conditions. What is an example of a "push" factor in globalization? (Workplace Module)

Current market saturation

After further discussion, the HR consultant learns from the CFO that the manager of the operations department has a reputation for being aggressive and direct. The operations manager, who directly reports to the CEO, has been with the company for ten years and is a good friend of the family of the owners. The CFO admits that the operations manager can be difficult to deal with sometimes, but nobody says anything because of the operations manager's strong relationship with the family. The CFO says morale is low in the operations department, but an employee survey hasn't been done in the two years that the CFO has been at the company. The CFO asks the HR consultant for help in fixing the turnover problem. They discuss various options including training, coaching, and an employee engagement survey. The CFO has provided the HR consultant with a minimal budget to determine which tasks are necessary and to complete them. The CFO has requested that the HR consultant provide an employee survey. What is the first step for the HR consultant? (HR Competencies Module)

D. Request assurance from the entire executive team that action will be taken based on the results of the survey. D is the best response. The HR consultant needs to establish expectations that a survey may uncover issues the executive team doesn't know about and that it is harmful to ignore them and the team must act on the results. This approach will establish credibility for the HR consultant and ensure that the survey can propel the company forward. The consultant can also talk with the executive team to determine what information would be important, from their perspective, to collect as part of the survey. A is incorrect. The survey should be customized to the company's needs. B is incorrect, because there are no recent past surveys. If surveys were done in the past, they are over two years old and therefore would not have as much impact. C is incorrect, because the HR consultant does not have the financial resources to hire an outside firm.

Option two would be to acquire a struggling competitor and quickly turn that company around. The CEO has preemptively asked the HR manager to assess possible HR issues that could arise for both of these options. If the CEO decides to develop a new product line, what is the best action for the HR manager to take to determine which managers should be selected to lead the project?

D. Request input from each department manager as to whom they would recommend as their strongest team leader.

Diversity and Inclusion

DI encompasses activities that create opportunities for the organization to leverage the unique backgrounds and characteristics of all employees to contribute to its success.

McClelland's Three (3) Needs Theory

David McClelland's Three Needs Theory He identified three (3) needs that influence that way a leader motivates followers: -Achievement -Affiliation -Power A leader motivates employees by structuring work assignment and interactions to meet these needs: -By giving an achievement oriented employee an assignment -By tending to the relationship needs of an affiliation-oriented employee (i.e., a sense of camaraderie and supportive team atmosphere) -By delegating tasks they can control and direct, perhaps ones with high visibility in the organization.

Which of the following HR activities should Not be outsourced? (Organization Module)

Development of goals and strategies for improving workforce skills

What term does Trompenaars use to describe the process of charting a course through cultural differences?

Dilemma reconciliation Trompenaars refers to the process of resolving cultural differences as dilemma reconciliation, noting that solutions to dilemmas need not be either-or-propositions.

What term does Trompenaars use to describe the process of charting a course through cultural differences?

Dilemma reconciliation Trompenaars refers to the process of resolving cultural differences as dilemma reconciliation, noting that solutions to dilemmas need not be either-or-propositions.

A company decides to implement a strategic planning process. In preparation for the strategic planning meeting, the senior vice president leading the strategic planning exercise asks HR to prepare a presentation on the increased use of technology and the associated benefits. How could HR maximize the value of this presentation to the strategic planning team? (People Module)

Discuss productivity gains and cost savings that could result from technology.

Diversity & Inclusion (Workplace Module)

Diversity and inclusion are two halves of the whole. Value is leveraged only by working from a definition of diversity that enables everyone, employees, management, customers, prospects and collaborators - to feel that he or she is included and accepted and has a valued place in the organization. Proactively recognizing differences exist but being supportive and using differences to advantage. The ability to value and consider the perspectives and backgrounds of all parties.

Diversity and Inclusion

Diversity is becoming more inclusive

Which form of career development would allow upward mobility for an engineer without requiring that the individual pursue a managerial track? (People Module)

Dual Career Ladder

Employee and Labor Relations

E&LR refers to any dealings between the organization and its employees regarding the terms and conditions of employment.

EVP (Employee Value Proposition)

EVP Employee's perceived value of the total rewards and tangible and intangible benefits they receive from the organization as part of employment, which drives unique and compelling organizational strategies for talent acquisition, retention and engagement.

What does an HR Audit measure?

Effectiveness and Efficiency

HR structures

Enterprise structure Personnel view Organizational charts

What is one of the most critical tasks in preparing the HR budget? (People Module)

Establishing a connection with the strategic plan

Job Context (Herzberg's motivation theory)

Extrinsic (external) factors. Company policies, administration, supervision, salary, personal relationships, working conditions

Pull factors

Factors that induce people to move to a new location.

Lily Ledbetter Fair Pay Act of 2009 (Workplace Module)

Federal law that resets the time to file a charge in unequal pay cases every time a discriminatory paycheck is received.

HR in the Global Context

Focuses on the role of the HR Professional in managing global workforces to achieve organizational objectives.

Strategic Perspective (Workplace Module)

Focuses on those compensation choices that help the organization gain and sustain competitive advantage. From a strategic perspective, HR must be able to balance the priorities of headquarters.

Fons Trompenaars

Fons Trompenaars has identified four unique corporate cultures tht are somewhat aligned with national cultures or with types of industries or professions. 4 Corporate Cultures ETHP Egalitarian - Guided Missile Task - Eiffel Tower Hierarchical - Family Person - Incubator

What would be the best advice for an HR Manager presenting a complex analysis of workforce needs and recommendations to a leadership group?

Frame the information

HR Global Tasks (Workplace Module)

From a strategic perspective, HR must be able to balance the priorities of headquarters and subsidiaries. From a tactical perspective, the group must find a way to focus their separate disciplines and professional backgrounds to develop programs that can deliver measurable success and that can work in different cultural and sociopolitical contexts.

Which incentive plan is most likely to cause frustration to higher-performing employees?

Gain sharing Rationale: With group incentive plans, such as gain sharing, some employees may make fewer contributions to the group goals because they have lower ability, skills, experience, or desire. This may make the high-performing employees frustrated because they feel these employees are not contributing equally to the attainment of group goals. Piecework, profit sharing, and behavioral encouragement are individual incentive plans.

Sourcing

Generating pool of qualified applicants and identifying individuals who may be potential employment suspects or referral points.

What has made CSR factors more readily measurable and their impacts more demonstrable and understandable?

Global of data mining and analytics capabilities

Goal-Setting Theory

Goal-setting theory rests on the observation that having a goal tends to improve performance. The goals should be: -Specific, clear and understood by the employee -Significant to the employee, an achievement with enough value to the individual to create a sense of commitment. -Sufficiently challenging in complexity and opportunity for growth. The goal setting process should involve the employee. Finally, it should incorporate whatever support the employee needs to make the goal attainable.

Good governance (Workplace Module)

Governance that is transparent, controlled by the rule of law, accountable, and effective. Animal testing as a primary part of its branding. Good governance-is the system of rules and processes an organization puts in place to ensure its compliance with local and international laws, accounting rules, ethical norms, internal codes of conduct and other standards.

What is a good example of a "Pull Factor" attracting organizations toward globalization? (Workplace Module)

Government policies that promote outward foreign investment

Only if they are managed well.

Heterogenous produce more creative ideas over time but only if what?

Society or group characterized by complex; members share a rich history of common experience so the way they interact and interpret events is often not apparent to outsiders.

High-Context Culture

A business providing cloud computing services intends to distribute its server centers in different time zones to protect against risks of local outages and to save cooling energy by moving the bulk of processing to centers operating at night. How will this affect the business's human capital needs? (Workplace Module)

Increased need for diversity training. Since the business is doing the same thing but now in different places, the strategy does not require new technical skills.

Job enlargement

Increasing the number of different tasks in a given job by changing the division of labor

What term describes the globalization strategy of a firm that exports its product or services to foreign countries while developing processes and strategy in the home country? (Workplace Module)

International

What is true of common law?

It evolves over time through judicial decisions

In a culture that rewards top performance, one top performer routinely arrives late to work. Whenever she's questioned, rather than providing an explanation, she just says she'll shave the time off of her lunch hour. Because of her performance and to avoid conflict, her manager allows this behavior to continue. What risk does the manager take by failing to apply rules consistently? (Organization Module)

It may provide grounds for a legal finding of unjust dismissal by people who were fired for tardiness. Failure to apply rules consistently to all employees may be grounds for a legal finding of unjust dismissal and trigger financial penalties. Chronic tardiness can damage the work environment, harm the employer brand, and reduce productivity.

Mark Graham Brown - KPI's

Key Performance Indicators - KPI's help organizations make the right measurements. KPIs are quantifiable measures of performance used to gauge progress toward strategic objectives or agreed standards of performance.

Which is the most low-risk strategy for global market expansion? (People Module)

Licensing Licensing does not take a large initial investment or major organizational commitment. It is, therefore, a relatively low-risk way to expand globally.

Which is the most low-risk strategy for global market expansion?

Licensing Licensing does not take a large initial investment or major organizational commitment. It is, therefore, a relatively low-risk way to expand globally.

In a geocentric organization, an international company is seen as a single global business, with management talent coming from any location in the enterprise. The strategic plan is global in orientation, while the need to balance global strategy with local culture and regulations is well understood. Reference Module People, Functional Area 5, Section 1 What is most likely to occur in a company with a geocentric approach to management?

Local cultural and legal compensation norms are taken into account in the local administration of a cohesive global strategy.

Managers who exhibit low task, high people leadership styles avoid using their authority because they fear that it will jeopardize their relationships. They try to create a supportive atmosphere and trust that employees will respond positively. A manager uses his skill with people to smooth over problems and to make his employees feel secure in their positions. According to the Blake-Mouton theory, what leadership style is the manager using? (HR Competencies Module)

Low task, high people

Managers administer and create orderly results that maintain the status quo and keep things working efficiently, while leaders create useful change through innovation and inspiration. Managers tend to ask how and when; leaders often ask what and why. How does management differ from leadership? (HR Competencies Module)

Management maintains order, while leadership produces and manages change.

How does management differ from leadership? (HR Competencies Module)

Management maintains order, while leadership produces and manages change. Managers administer and create orderly results that maintain the status quo and keep things working efficiently, while leaders create useful change through innovation and inspiration.

What skill could most improve an HR function's ability to manage change?

Mastery of complex communication means

What is the best vehicle for communicating a strong organizational commitment to ethical standards? (Workplace Module)

Modeling of ethical behavior by leaders, managers, and supervisors. Modeling of ethical behavior indicates management and supervisory support every day in a variety of scenarios.

Nancy J. Adler

Nancy J. Adler describes three aspects of cultural intelligence: -Cognitive -Motivational -Behavioral IDOB - International Dimensions of Organizational Behavior Four obstacles to cultural understanding in multicultural organizations: ~Ethnocentrism and parochialism ~Cultural stereotypes ~Cultural determinism ~Cultural relativism

What is the process where two or more parties work together to reach an agreement on a matter?

Negotiation

Rule of Law

No one is above the law

What characteristic best represents a high context culture? (Competencies)

Nonverbal communication

Duty Clause

OSHA, Occupational Safety and Health Act - Each employer shall furnish to each of his employees employment and a place of employment which are free from recognized hazards that are causing or are likely to cause death or serious physical harm to his employees.

Outsourcing (Organization Module)

Obtain (goods or a service) from an outside or foreign supplier, especially in place of an internal source. HR Outsourcing Options -Payroll -Employee benefits program -Employee self service centers -Learning and development systems, including training and knowledge management -Employee data retention and analytics -Recruitment programs

Sensing Meetings

Opportunities to check in on group reactions to an initiative after it has been implemented. They can provide early indications that additional steps may be required.

How can HR develop "sustainability sweet spots"? (Workplace Module)

Opportunities to increase the strategic value of such HR's strengths as recruitment and retention While corporate social responsibility has traditionally been considered a tactical and peripheral area (a cost of doing business rather than a value generator), it has now become strategically valuable. That can mean a more strategically central role for HR. The "HR sustainability sweet spot" is to become a sustainability resource for corporate leaders, leveraging such HR strengths as recruitment and retention, employee engagement, and productivity.

FA #7 Organizational Effectiveness and Development

Organizational Effectiveness & Development concerns the overall structure and functionality of the organization and involves measurement of long and short term effectiveness and growth of people and processes and implementation of necessary organizational change initiatives.

OED (Organizational Module)

Organizational Effectiveness & Development (OED)

What should the HR manager recommend to address the more pressing concern regarding the individual employee performance?

Partner with management to create a performance improvement plan that addresses current shortcomings but also sets up a plan to address them and a time line to resolve them.

Internal Stakeholders (Organization Module)

People who work for or own the business such as employees, owners, board of directors, directors, and stockholders

What is the best definition of a contingency plan? (Workplace Module)

Plan that is activated when a risk event occurs

Which learning activity contributes most to retention of information? (People Module)

Practice by doing

Near-shoring (Workplace Module)

Practice of contracting a part of business processes or production to an external company in a country that is relatively close (e.g., within the same own region). Offshoring in an adjacent country

The organization is trying to prevent some risks from occurring through training new hires and mitigating the impact of risk events that do occur by practicing certain procedures. A security-conscious organization requires all new hires to complete training on security policies and conducts annual "armed intruder" drills for all employees. What risk management strategies is this company using? (Workplace Module)

Prevention and mitigation

collective bargaining

Process by which a union representing a group of workers negotiates with management for a contract

Which of the following is the BEST example of a regulation?

Process by which the Department of Labor clarifies the exempt status of employees

HR audit

Process to measure the effectiveness and efficiency of HR programs and positions.

KPMG Survey of Corporate Responsibility Reporting

Provides a detailed examination of the extent of reporting worldwide, what is being reported on, and quality of those reports

Push Strategy vs. Pull Strategy (Organization Module)

Push: manufacturer promotes to wholesaler. Pull: manufacturer promotes to consumer. Example: Apple promotes to consumers who demand from retailers (Best Buy). This strategy works as a marketing communication or a sales stimulus/promotion.

Behaving ethically - PwC Framework

PwC PricewaterhouseCoopers - Recognize ethical situations as they arise - Establish the facts about the situation - Evaluate the ethical dimensions of possible actions - Apply relevant codes of ethics and behavior to the options - Consult with others - Make a decision, own it and learn from one's mistakes

Responsible, Accountable, Consulted, Informed (Organizational Module)

RACI Any process where you are making some changes

What would be considered an employee unfair labor practice?

Refusing to bargain with a legally recognized union

Kinesthetic

Relates to interaction with people and objects in real space.

Judgemental Forecasting (Organization Module)

Relies on the experience and insights of people in the organization to predict future needs

Onshoring (Workplace Module)

Relocation of business processes or production to a lower-cost location inside the same country as the business.

Cliff Vesting (Workplace Module)

Requires participants to complete a specific number of years of service with an employer before they get any vested benefits, after which they are 100% vested.

CRA 1991 - Civil Rights Act of 1991

Right to jury trials for compensatory/punitive damages for intentional discrimination in violation of Title VII, ADA and Rehabilitation Act. 15+ (Kolstad v American Dental Assoc.) You can sue for money

When challenged to prove the worth of risk management to an organization's leaders, what benefit should an HR professional describe? (Workplace Module)

Risk management leads to more-efficient use of organizational resources. One of the major benefits of risk management is that it can reduce losses and leverage investments wisely against greater gains. Although effect on employee engagement and employer brand is important, a financial argument is probably more compelling to leaders. Effective risk management could represent a significant investment.

How should the CHRO assess the impact of these changes on the business goals and objectives?

Select metrics that allow the organization to make sound business decisions and drive behavior change.

Gamification

Selective use of game design and game mechanics to drive employee engagement in non-gaming business scenarios. (Organization Module)

The best advice would be to conduct several focus groups representative of employees in different areas and with different lengths of tenure. Groups could brainstorm a list of wants and preferences or react to ideas. This approach would also involve employees and contribute to employee engagement. Individual interviews with only one group would not provide adequate representation or engagement. An external survey also demonstrates lack of interest in employee feedback. Anonymity is not especially important here and does not merit the added expense. Management has asked for HR guidance in selecting a benefit plan that manages increased costs without sacrificing employee morale. What should HR suggest? (HR Competencies Module)

Several representative focus groups

HR metrics (Organization Module)

Specific indicators that are used to measure progress or achievement.

SMARTER goals

Specific, Measurable, Attainable, Relevant, Time bound, Evaluated and Revised

An organization hires only experienced people who tend to stay with the organization at least 5 years. What would this situation be considered in a SWOT analysis?

Strength

What is the difference between succession planning and replacement planning?

Succession planning is based on a pool of talented candidates for several assignments; replacement planning designates a preferred candidate for a position.

What type of learning activity would appeal to a kinesthetic learner?

Taking detailed notes on a new topic

What term is used to describe traditionally higher-level leadership responsibilities being transferred to leaders at lower levels?

Task migration

FA #10 Technology Management

Technology Management involves the use of existing, new and emerging technologies to support the HR function and the development and implementation of policies and procedures governing the use of technology in the workplace

An organization typically conducts a SWOT analysis as part of its strategic planning process. In order to accurately assess the company's threats and opportunities, the company must have an understanding of factors outside of the organization. The environmental scan focuses on external factors, and, when done in conjunction with strategic planning, provides additional information upon which the company can base its decisions. Reference Module People, Functional Area 1, Section 2 What is the typical relationship of the strategic planning process to the environmental scan?

The environmental scan is done as part of the strategic planning process.

Learning Styles (People Module)

The manner in which one gains knowledge or skill through education Visual learners - seeing Auditory learners - hearing Kinesthetic learners/Tactile - hands on approach

Life Cycle Concept

The period of time over which an entity goes from introduction to withdrawal. Life Cycle Concept -Introduction -Growth -Maturity -Renewal/no growth/decline

Globalization (Workplace Module)

The process by which businesses or other organizations develop international influence or start operating on an international scale.

Succession Planning

The process of identifying, developing, and tracking key individuals for executive positions.

Career Planning

The process of studying careers, assessing yourself in terms of careers, and making decisions about a future career. The process of matching career goals and individual capabilities with opportunities for their fulfillment.

Key performance indicators (KPIs)

The quantifiable metrics a company uses to evaluate progress toward critical success factors.

Ethical Universalism

The theory that because human nature is everywhere the same, basic ethical rules are applicable in all cultures. There is some room for variation in the way these rules are followed. Basic moral principles transcend cultural and national boundaries.

Trait Theory

The trait theory comes from the Great Man theory of the 19th century Leaders are identified through certain innate characteristics that followers do not possess and probably cannot acquire such as physical characteristics and personality traits. a leadership theory that holds that effective leaders possess a similar set of traits or characteristics

Business Context

The trends, events, relationships, and other factors that may influence, clarify, or change an entity's current and future strategy and business objectives

What role do high-potential employees have in succession planning and management?

These employees, who were proactively identified as potential successors, participate in people development initiatives to acquire the necessary competencies.

ADR Alternative Dispute Resolution

Third party resolution or Alternative dispute resolution: -Open door policy -Ombudsmen/Ombudsperson -Single designates officer -Chosen officer -Peer review -Mediation -Arbitration

What is the advantage of using a "chosen officer" in alternative dispute resolution (ADR)? (Organization Module)

This ADR method empowers the employee. In a chosen officer ADR system, the employee selects an individual from a list of individuals within (not outside) the organization.

Why is maintaining internal communication critical during divestiture? (People Module)

To retain high-potential talent on both sides of the deal

HR and Risk

To understand the context of risk in HR, one must consider HR's strategic and operational responsibilities to the organization, the processes that the function performs to fulfill those responsibilities and the locations in which HR operates.

Consolidated Omnibus Budget Reconciliation Act (COBRA)

U.S. act that provides individuals and dependents who may lose medical coverage with opportunity to pay, to continue coverage.

USERRA

USERRA (Uniformed Services Employment and Reemployment Rights Act) Protects employees who leave for active military duty for up to 5 years

USERRA-UNIFORMED SERVICES EMPLOYMENT AND REEMPLOYMENT RIGHTS ACT

USERRA protects the job rights of individuals who voluntarily or involuntarily leave employment positions to undertake military service or certain types of service in the National Disaster Medical System. USERRA also prohibits employers from discriminating against past and present members of the uniformed services, and applicants to the uniformed services.

How should the CHRO collaborate on an ongoing basis with all global stakeholders to ensure the success of this change?

Understand the context for the collaborative relationship

Value drivers (People Module)

Value drivers are actions, processes or results that are needed to deliver a desired value product features, customer service, complements

Which of the following terms describes an employers liability when an employee reports an incident of sexual harassment by a supervisor? (Workplace Module)

Vicarious liability

Visible diversity traits (Workplace Module)

Visible diversity traits are generally those external physical characteristics that are easily recognizable.

Scenario Analysis

What if? Process of devising a list of possible economic scenarios and specifying the likelihood of each one, as well as the HPR that will be realized in each case

An HR director advises a staff member, "Sometimes it is best to ignore a conflict in your team and not get involved." When would this be a good conflict management strategy?

When the issue will resolve itself without damaging the team processes and relationships The director is recommending conflict avoidance, which can be effective for leaders when issues resolve on their own without intervention, for example, if the leader knows that a problematic team member will soon be reassigned and will not be a problem anymore. Avoiding all conflicts, however, is not a good leadership strategy.

Various Negotiating Tactics that rely on Bullying

Manipulation or deception, such as deadlines (this is a one-time offer) Brinksmanship (take it or leave it) Low-balling/High-balling (making ridiculously low or high demands)

What is a primary design consideration when procuring a "best of breed" (BoB) HRIS solution? (Organization Module)

Working with one or more vendors. Organizations that implement a BoB strategy pick the best applications for each HR functional area, working with one or more vendors. For example, the organization might use a recruiting solution from one vendor and a payroll system from another. The democratization of HR data describes expanding access to many users (such as employees, managers, health insurers, workers' compensation carriers, senior executives, job applicants, and regulatory agencies) and may apply to BoB or integrated solutions. The other choices here are characteristics of integrated solutions.

Reasons why Diversity is Important

Workplace equality is a prominent part of many businesses and a concern of the talent pools they pursue. Reasons Why Diversity is Important - Creating equal opportunities for everyone is simply the right thing to do - Diversity is good for business and yields "a diversity dividend" of quantifiable improvements in market share, a competitive edge in accessing new markets and a stronger bottom line - Robust workplace diversity in an organization has a positive impact on the economies and societies in which the business operates - Diversity creates opportunities for everyone to learn from others and grow - Diverse views make for better business decisions and drive a high-performance culture.

Ethical universalism

a belief in universally recognized moral norms

Cultural relativism

a belief that moral norms are shaped by cultural context

Balance Scorecard

a combination of performance measures directed toward the company's long and short term goals and used as the basis for awarding incentive pay

Disparate Impact

a condition in which employment practices are seemingly neutral yet disproportionately exclude a protected group from employment opportunities -Indirect discrimination -Unequal consequence or results -Usually unintentional

Scatter diagram (scatterplot)

a graph that shows the relationship between two quantitative variables measured on the same individual

KPI (Key Performance Indicator)

a measure of achievement that can be attributed to an individual, team, or department

grievance

a real or imagined wrong or other cause for complaint or protest, especially unfair treatment.

Mission Statement (People Module)

a statement of the organization's purpose - what it wants to accomplish in the larger environment

Forming

the first stage of team development, in which team members meet each other, form initial impressions, and begin to establish team norms

The growth-share matrix and similar tools are used to prioritize investment by identifying where in the organization the greatest value lies. The assumptions are that a growth trend (rather than stasis or decline) predicts greater value and a larger market share indicates a stronger competitive position. How does management use tools like the growth-share matrix? (People Module)

To prioritize investment of resources

TIPS

Threaten, Interrogate, Promise, Spy

Leadership buy-in and commitment to act on survey results

What is the most important factor HR should consider before conducting an employee engagement survey?

Transactional engagement

employees appear engaged, for example, by working longer hours and even responding as such in engagement surveys, but do not actually feel or think in an engaged way.

Risk Plan

how will you control people and space to prevent injury

Option two would be to acquire a struggling competitor and quickly turn that company around. The CEO has preemptively asked the HR manager to assess possible HR issues that could arise for both of these options. How should the HR manager assess HR issues that could arise if the CEO decides to acquire another company?

B. Conduct an HR audit of the new company's HR department for current and potential employment-related issues.

Option two would be to acquire a struggling competitor and quickly turn that company around. The CEO has preemptively asked the HR manager to assess possible HR issues that could arise for both of these options. How should the HR manager assess HR issues that could arise if the CEO decides to acquire another company?

B. Conduct an HR audit of the new company's HR department for current and potential employment-related issues. B is the best response. Reviewing current and potential employment-related issues will provide objective evidence to the CEO to make a good decision. A is incorrect. It is not HR's responsibility to audit the company's financial position. C is incorrect. This is not a responsibility of HR. D is incorrect. It looks only at current employment legal actions against the company. It does not look for potential risks the company faces.

HR is asked to represent the people perspective on a strategy team and to be ready with an integration plan so the strategy can move quickly once government approval is secured. The goal is to retain talent, build capacity to handle the new business potential, and drive the business to be profitable at the end of the first year following the acquisition. HR decides that it will use a special purpose team made up of representatives from its business units. HR must also decide how to integrate this strategy into its own ongoing employee engagement strategy; this project has been under way for a while. Materials are being produced to describe the organization's culture and identify the competencies as well as skills needed for success across the organization. What is the most efficient way of pulling the right talent into positions on the integration team?

B. HR should ask each of the global heads of business to identify talent for assignment to the team.

Religious Law

Based on the officially established rules governing the faith and practice of a particular religion

What are two key elements of performance standards? (People Module)

Behavior and Results

Ethnocentrism

Belief in the superiority of one's nation or ethnic group. Our way is the Best.

Blake and Mouton's Managerial Grid

Belief that there is one universal "best" type of leader

Ethnocentric

Believing in the superiority of one's own ethnic and cultural group, and having a corresponding disdain for all other groups.

A large and growing health-care insurer is reluctant to increase staff size because of volatility in its market. The HR department, however, is so busy that staff finds it difficult to accomplish more than basic administrative tasks. What HR task would be the best candidate for outsourcing? (Organization Module)

Benefits management and administration. Organizations generally outsource services that are not core activities or that require special expertise that may not exist in-house, such as benefits management.

International (Workplace Module)

Between or among the nations of the world.

Best of breed

BoB

Multicultural Ethics Decision Tree

Briscoe, Schuler and Tarique discuss the work of Thomas Donaldson who developed a decision tree to help multinational organization leaders and employees resolve perplexing ethical challenges.

Budgeting Methods

Budgeting Methods are methods used to evaluate the future directions of a firm. For agricultural firms, emphasis is typically placed on enterprise budgets, ______ budgets, and capital budgets. Zero based Incremental Formula Activity based

Enterprise Resource Planning (ERP)

Business management software, usually a suite of integrated applications, that a company can use to collect, store, manage and interpret data from many business activities.

How can HR professionals involved in the strategic planning process best serve their organization? (People Module)

By acting as a consultant to leadership and other functions on HR issues HR professionals should be directly involved in the strategic planning process and can identify and help the organization manage the implications that strategic planning has for all employees. HR's unique cross-functional (and possibly global) perspective allows HR leaders to create value by consulting and advising on aligning workforce assets with strategy demands.

How can an organization's greater diversity benefit its recruitment efforts? (Workplace Module)

By enhancing the employer's brand and ability to attract high-potential talent. Developing an inclusive and diverse workforce enhances the employer's brand and ability to attract high-potential talent in minority groups. The organization can also more easily respond to demographic changes and local labor markets.

Conflict

Conflict is not necessarily a bad thing in an organization or a group or between two individuals. Conflict can derive from disagreements over how to do a particular task, or it can relate to personal differences, such as culture, cognitive and communication styles or a need for control or dominance. Task conflict can actually lead to discoveries of better ways of doing things. Interpersonal conflicts may be acceptable price for diversity in a team or organization. Constant conflict can weaken trust and erode relationships, obscuring a sense of common mission and making collaboration difficult. It can decrease employee productivity, morale, engagement and retention. It can increase risks of lawsuits and even violence. Leaders should therefore consider approaching conflict proactively. Many sources of conflict can be eliminated through clarity and communication.

The two (2) primary dimensions of behavioral theories of leadership are:

Consideration and initiating structure

Demand Analysis

Considers the model organization of the future and its human capital needs

Which solution would best resolve absenteeism?

Consistently administering the organization's attendance policy

Sources of Law

Constitutional, Statutory, Administrative, Common -The Constitution -Statutes -Regulations -Executive orders -Agency guidelines -Common law

Emergency Preparedness and Business Continuity (Workplace Module)

Contingency plan is a protocol that an organization implements when an identified risk event occurs. -Fire drills -Active Shooter event -Flight Attendants HR is usually a core member of an organization's crisis management team. Practitioners should be familiar with the process of crisis management and the role HR can play at each step. Debrief after a Fire Drill.

FA #14 Corporate Social Responsibility

Corporate Social Responsibility represents the organization's commitment to operate in an ethical and sustainable manner, by engaging in activities that promote and support philanthropy, transparency, sustainability, and ethically sound governance practices.

Types of Retirement Plans (People Module)

Defined benefit plan and defined contribution plan

Power distance

Degree to which societies accept the idea that inequalities in the power and well-being of their citizens are due to differences in individuals' physical and intellectual capabilities and heritage

Which step in the ADDIE process identifies the behavioral results of the program?

Design

FA #12 Diversity and Inclusion

Diversity & Inclusion encompasses activities that create opportunities for the organization to leverage the unique backgrounds and characteristics of all employees to contribute to success.

What is an example of an internal factor that is considered in an environmental scan?

Employee skills

What is the most critical role of a diversity council?

Establishing the vision, goals, and programs that define the diversity and inclusion initiative There must be a designated group whose sole responsibility is to guide, oversee, and champion the organization's diversity and inclusion initiative. That is the role of the diversity council, which serves as the nexus of the initiative. It establishes the vision, goals, and programs, and it collects information and analyses outcomes. Module~Workplace

What is the term for a set of guidelines by which all directors, managers, and employees of an organization are expected to behave?

Ethics

An organization replicates home staffing policies as it expands operations in other countries. This is an example of which talent acquisition orientation? (People Module)

Ethnocentric Believing in the superiority of one's own ethnic and cultural group, and having a corresponding disdain for all other groups.

When administered in the same way in different countries, what assessment approach would provide the most consistent results in collecting information on job candidates?

Evaluation of Work Samples

Cross functional relationships with HR (Organization Module)

Executive management and board of directors Finance and accounting Marketing and sales Research and development Operations Information technology

Pay plans are typically used to energize, direct, or control employee behavior. (Workplace Module)

Executives -Stock options -Stock purchase -Restricted stock grants -Phantom stock -Restricted stock -Performance grants Direct Sales Personnel -Straight salary -Straight Commission -Salary plus commission and/or bonus

Expatriate (Workplace Module)

Expats - Someone who chooses to live outside of, or renounce, his or her native country. Organizations achieve global integration in different ways: -People -Processes -Performance -Culture

Identity alignment (Workplace Module)

Extent to which diversity is embraced in management of people, products/services, and branding.

Indirect Compensation

Form of compensation commonly referred to as benefits

Budgets

Formal financial projection The budget is both a planning and measurement tool.

Codes of Conduct

Formalized rules and standards that describe what a company expects of its employees. Formal statements of aspirations, principles, guidelines, and rules for corporate behavior.

During what stage of the strategic planning process does management often perform a SWOT analysis, identifying an organization's strengths, weaknesses, threats, and opportunities?

Formulation Formulation activities are designed to gather information and include environmental scanning tools, such as PESTLE analysis and SWOT analysis.

In the four-layer model of diversity dimensions, what factors belong to the internal dimensions? (Workplace Module)

Gender, sexual orientation, physical abilities, ethnicity, race, age

Global assignments (Workplace Module)

Global assignments Developing talent Cultural awareness Sending professionals to positions abroad Based on business strategy. 42% of global assignments are deemed a failure. According to Stroh, Black, Mendenhall and Gregersen organizations approach global assignments from either a strategic-systematic or tactical-reactive perspective.

Diversity and Globalization (Workplace Module)

Global forces have shaped and accelerated approaches to D&I in other ways as well.

A manager adjusts his or her leadership style to what is necessary for each employee depending on the employee's level of job development and maturity. Which leadership theory is the manager following? (HR Competencies Module)

Hersey-Blanchard's situational theory Situational leadership theories emphasize that no single leadership style fits all needs. Both the Hersey-Blanchard and Fiedler approaches are situational leadership theories. The question describes the Hersey-Blanchard approach in action: A leader adjusts his or her style to be most effective for a specific employee's psychological and job maturity. Fiedler's contingency theory states that different situations (not employees) require different leadership styles. These situations are distinguished by the level of trust the leader has within the group, the clarity of the task to be performed, and the position power that the leader wields over the group.

An HR director wants to identify the risks of assigning employees to a foreign country where a new office has just been opened. The director has sought the opinion of both the home and host countries' governments. What else could be done to identify these risks? (Workplace Module)

Identify colleagues in other companies who have posted employees to this country. The best answer would be to seek out advice from colleagues with experience in this region. Candidates would not have this information. Surveying press accounts would not provide information of sufficient depth about a sufficient variety of risks. Being a local, the plant manager might not be able to assume the perspective of someone outside the culture.

What is a goal of an HR Audit? (Organization Module)

Identifying gaps in HR practices

What globalization strategy is most likely to benefit a small organization whose brand is not well established? (Workplace Module)

Identity Alignment

Greiner's five phases

Implementing processes that foster diversity and collaboration

Different types of Pay

Incentive Bonus Market Base

Six Sigma Process

Includes four basic steps- align, mobilize, accelerate and govern.

CBA (Collective Bargaining Agreement)

Includes procedures for filing and resolving grievances between employees and employers. This is one of the perquisites of membership in a trade union: to have your rights, benefits, and other requests collectively negotiated along with other members rather than having to fight for raises and pensions as an individual.

What financial document lists the revenues, expenses, and profits of an organization for a designated period of time?

Income statement

What will be the outcome of requiring all employees to be trained in business continuity and disaster recovery plans?

Increased confidence among organization stakeholders

Millenial (Workplace Module)

Individuals born between 1980 and 1994; also known as Generation Y.

An HR manager implements new, more cost-effective health benefits coverage that transfers more responsibility to employees. In announcing the plan, the manager explains the dramatic rise in premiums and the organization's need to control spending and distributes plan information. There is substantial resistance to the change, which seriously affects employee attitudes and productivity. How could the manager have transitioned to the new plan more effectively? (Organization Module)

Involve employees in plan selection.

Behaving ethically

Involves following the ethics, or principles that guide us in judging whether something is morally right or wrong. Doing the right thing in the right way. Employees should be trained in how to make ethical decisions. The HR Director is critical in ensuring that ethical behavior is upheld in all interactions and transactions. The director is ultimately responsible for protecting other employees and the company from the behavior and for maintaining internal cultures designed to support an ethical culture.

Technology Management

Involves the use of existing, new, and emerging technologies to support the HR function and the development and implementation of policies and procedures governing the use of technologies in the workplace.

Activity-based budgeting

Is a Budgeting Method, this type of budget recognizes the interrelationships among the various activities required to create value in an organization. An organization asks functions what resources they will need to produce specific outputs or levels. More resources are transferred from lower-priority area or areas with excess capacity. (HR Competencies Module)

Governance

Is the system of rules and processes an organization puts in place to ensure its compliance with local and international laws, accounting rules, ethical norms, and environmental and social codes of conduct.

By defining the extent of reporting worldwide and by industry, the KPMG survey can help make the business case for a CSR strategy. Its section on the quality of reporting interviews industry leaders on how to maximize the value of sustainability reporting efforts. Its quality measures help indicate what areas within the organization should be addressed by a sustainability strategy and how to measure and report on the results. (Workplace Module)

It can help support the business case for a CSR strategic initiative.

The KPMG "Survey of Corporate Responsibility Reporting" is not a guideline or set of principles but an overview of current practices. What is its practical value for an organization devising its corporate social responsibility (CSR) strategy? (Workplace Module)

It can help support the business case for a CSR strategic initiative. By defining the extent of reporting worldwide and by industry, the KPMG survey can help make the business case for a CSR strategy.

What is the disadvantage of instructor-led training?

It is less effective for Large groups.

After-action debrief (Workplace Module)

It is usually applied to meetings to examine the effectiveness of a risk response strategy, such as workplace evacuations, in-place lockdowns for security reasons, a workplace injury of act of violence or temporary relocation of operations.

The ADAAA expands the definition of "disability" and enables more individuals to be covered by the ADA. While there are some impairments that will virtually always constitute a disability, there are nine rules of construction to guide the analysis of what other impairments constitute disabilities. Chronic impairments that are episodic (such as epilepsy, asthma, or major depressive or bipolar disorder) can be considered disabilities. What is a key outcome of the provisions of the ADA Amendments Act (ADAAA)? (Workplace Module)

It makes it easier for individuals seeking the law's protection to demonstrate that they meet the definition of "disability."

What is a key outcome of the provisions of the ADA Amendments Act (ADAAA)?

It makes it easier for individuals seeking the law's protection to demonstrate that they meet the definition of "disability." The ADAAA expands the definition of "disability" and enables more individuals to be covered by the ADA. While there are some impairments that will virtually always constitute a disability, there are nine rules of construction to guide the analysis of what other impairments constitute disabilities. Chronic impairments that are episodic (such as epilepsy, asthma, or major depressive or bipolar disorder) can be considered disabilities. For more information, refer to Module Workplace, Functional Area 15, Section 3

Which of the following is a primary advantage of the balanced scorecard?

It relates the performance of business functions to the organization's mission

What process determines the relative worth of each job in an organization?

Job Evaluation

LMRA (Labor Management Relations Act)

LMRA-Labor Management Relations Act commonly referred to as the Taft-Hartley Act, has two primary purposes: 1 to lessen industrial disputes and 2. to place employers in a more equal position with the unions in bargaining and labor relations procedures.

What is the primary barrier to transfer of training? (People Module)

Lack of reinforcement on the job The primary barrier participants experience is the lack of reinforcement and support when they try to apply training to the job. The organization needs the participants to bring new skills to the job.

Training activities that require participants to debate employment practices may be difficult for employees from what type of culture?

Large power distance culture

Levels of Strategy

Levels of Strategy: Organizational strategy, Business unit strategy and Operational strategy. Corporate, Business, and Functional. Three aspects of strategic management concern the organizational level to which strategic issues apply. Strategic managers normally think in terms of three levels of strategy, as illustrated in attachment

What is most likely to occur in a company with a geocentric approach to management?

Local cultural and legal compensation norms are taken into account in the local administration of a cohesive global strategy. In a geocentric organization, an international company is seen as a single global business, with management talent coming from any location in the enterprise. The strategic plan is global in orientation, while the need to balance global strategy with local culture and regulations is well understood. Module~People

Which trait is Not desirable in a leader in any culture?

Loner

Human Resources (Organization Module)

Maintains policies, plans, and procedures for the effective management of employees People who work to produce goods and services. Needs to be at the table for both the business leaders and the organization.

Training Delivery Methods (People Module)

Major methods include self-directed study, instructor-led training, and OJT. Instructor and self-directed can be combined in blended learning.

John Kotter

Management is about coping with complexity Leadership is about coping with change. John Kotter built on Lewin's three-step model to create a more detailed approach for implementing change. Which of the following steps in Kotter's eight-step plan for implementing change represents the unfreezing stage in Lewin's three-step model? Kotter's 8 Steps: 1-Create a sense of urgency 2-Assemble a stron guiding team 3-Provide a clear vision 4-Over-communicate 5-Empower action 6-Ensure short-term successes 7-Sustain progress and build on achievements 8-Institutionalize

Which core function probably holds the portfolio for customer retention? (Organization Module)

Marketing

Mastering & Delivery

Mastering Delivery Exporting for appropriate media/distribution -How will the communication occur? -When will the communication occur? -Where will the communication occur? -Who will communicate? -What support will be required? -What media will be used? -How will audience feedback be managed? -What organization rules will shape the communication?

SJT: After determining the allegations about the facility manager to be true, the HR generalist presents these findings to the HR director. Which is the most effective approach for the HR director to take to address the facilities manager's petty behavior?

Meet with the facilities manager and hospitality director individually to determine if mediation will solve the problem. Situational judgment test (SJTs) require you, as an examinee, to think about what is occurring in the scenario and decide which response option identifies the most effective course of action. Other response options may be something you could do to respond in the situation, but SJTs require thinking and acting based on the best of the available options. Do not base your answer on your organization's approach to handling the situation, but rather, answer based on what you know should be done according to best practice. Panels of SHRM-certified subject matter experts rate the effectiveness of each response option, and the "best" answer is derived by statistical analysis of those expert opinions.

Consultation - Business

Meeting for discussion or planning. The knowledge, skills and abilities (KSAOs) needed to work with organizational stakeholders in evaluating business challenges and identifying opportunities for the design, implementation and evaluation of change initiatives, and to build ongoing support for HR solution that meet the changing needs of customers and the business.

Michael Porter's Five (5) Forces

Michael Porter's Five (5) Forces was designed to identify industries that were more likely to be profitable and would provide a return on investment. The model is based on every industry and its members face similar competitive challenges: (1) Bargaining power of suppliers (2) Bargaining power of buyers (3) Threat of entry (4) Threat of substitution (5) Rivalry among competitors

A small publishing firm believes it is too small to benefit from strategic planning. What is the best short-term benefit of strategic planning that might influence it to begin the process?

More effective allocation of resources. The strongest reason for senior management to engage in the strategic planning process is a more focused allocation of resources and potentially increased profitability. Strategy does not necessarily result in increased engagement or corporate social responsibility.

Maslow's Hierarchy of Needs

Motivation is seen as more central and more complex, McGregor's Theory X/Theory Y styles of management. Theory X manager believes that employees inherently do no like to work and must be strictly controlled and forced to work. Motivation is irrelevant. Theory Y manager believes that employees dislike rigid controls and inherently want to accomplish something; they cultivate a more participative style that empowers and motivates employees. (level 1) Physiological Needs, (level 2) Safety and Security, (level 3) Relationships, Love and Affection, (level 4) Self Esteem, (level 5) Self Actualization

What term describes the globalization strategy of a firm that is decentralized portfolio of subsidiaries that develop their own goals and strategies?

Multidomestic

Union/Labor Negotiations

NLRA, National Labor Relations Board - Wagner Act LMRA, Labor Management Relations Act - Taft-Hartley Act LMRDA, Labor Management Reporting and Disclosure Act - Landrum Griffin Act

NLRA (Wagner Act) (Workplace Module)

National Labor Relations Act 1935; established National Labor Relations Board; protected the rights of most workers in the private sector to organize labor unions, to engage in collective bargaining, and to take part in strikes and other forms of concerted activity in support of their demands.

NLRB v. Weingarten

National Labor Relations Board Landmark 1975 U.S. labor relations case that dealt with the right of a unionized employee to have another person present during certain investigatory interviews.

Levels of Needs (HR Competencies)

Needs Theory Individuals are motivated by a desire to satisfy certain needs. Understanding these needs allows leaders to offer the right incentives and create the most motivational external environments. Common factors are achievement, a desire for social connection and some degree of control.

During a training needs analysis which of the following would indicate a low power distance culture? (People Module)

Needs analyses are conducted in a participative manner. Individuals in low power distance culture tend to prefer more participative management style. Other options all indicate an organizational culture that is high on power distance.

Negotiating Agreement

Negotiating is the process in which two (2) or more parties work together to reach agreement on a matter. It involves distinguishing between needs and wants. Needs are essential to a leader's goals, i.e., a budget to conduct a needs analysis preliminary to designing a new policy or process. Wants are attractive but not really essential. Three steps to a negotiation: 1. Prepare (90% of time doing this) 2. The face-to-face negotiation (you want a win-win here, think the tanks and doves simulation) 3. Debrief (assess how it went)

What is the process where two (2) or more parties work together to reach an agreement on a matter?

Negotiation

Negotiation Process

Negotiation is a process in which two (2) or more parties work together to reach agreement on a matter. It involves distinguishing between needs and wants. Needs are essential to a leader's goals, i.e., a budget to conduct a needs analysis preliminary to designing a new policy or process. Wants are attractive but not really essential. Preparation and planning, definition of ground rules, clarification and justification, bargaining and problem solving, closure and implementation.

collective bargaining

Negotiations between an employer and a union over, primarily, wages, hours, and terms and conditions of employment

Negotiating in Multicultural Settings

Negotiators should be aware of the influence of culture on negotiating styles. In International Dimensions of Organizational Behavior, Nancy Adler argues that leaders who find themselves engaged in cross-cultural negotiations should consider a "synergistic approach", that recognizes the differences in negotiating styles across cultures and uses those differences to craft agreements that allow both sides to Win. It is possible that by understanding differences, negotiators can avoid having to compromise their desires.

ROI (Return on Investment)

Net Operating Income / Average Operating Assets

Return on Investment (ROI)

Net profit after taxes divided by total assets Gain from investment - Cost of investment / Cost of investment

OSHA

OSHA (Occupational Safety and Health Administration

Which is a specific and measurable aspect of strategy that serves as the basis for implementation decisions?

Objectives

What is the best definition of duty of care? (Workplace Module)

Obligation to protect employee health and safety

Pay compression

Occurs when the pay differences among individuals with different levels of experience and performance become small

In which culture is a verbal agreement or handshake likely to be better received than a detailed contract?

Particularist

HR professionals (Organization Module)

People with substantial specialized and technical knowledge of HR issues, laws, policies, and practices

What is the primary distinguishing characteristic of an enterprise risk management framework? (Workplace Module)

Perception of risk as an integrated organizational issue An enterprise risk management (ERM) system, such as COSO ERM, sees risk as an integrated issue that must be managed across divisions and functions in an enterprise.

An enterprise risk management (ERM) system, such as COSO ERM, sees risk as an integrated issue that must be managed across divisions and functions in an enterprise. (Workplace Module)

Perception of risk as an integrated organizational issue.

Goal setting is most effective when paired with which performance management tool?

Performance feedback

PERG (Workplace Module)

Perlmutter's Orientations and Global Strategy Poly centric-Ethnocentric-Regiocentric-Geocentric

Information Exchange Strategies

Positions and needs are explained by both sides. This tactic is referred to as perspective taking-seeing the issue from the other side. In a negotiation, perspective taking helps negotiators anticipate reactions to proposals and overcome negotiating obstacles.

PAPA Model (Workplace Module)

Prepare, Act, Park & Adapt ______________________________________________________________ Likelihood vs. Speed of change Prepare - Fast & unlikely Act - Fast & likely Park - Slow & unlikely Adapt - Slow and likely ______________________________________________________________ PREPARE ACT PARK ADAPT X-axis - Likelihood Y-axis - Speed of Change ______________________________________________________________ Prepare events are not likely to happen but will materialize quickly if they do occur. Act events are both highly probable and fast moving. Park events are slow moving and unlikely. Adapt events are actually slowly materializing trends that may affect the organization significantly.

4P's

Price Product Promotion Place

Which form of negotiation is most consistent with the leadership characteristics found to be effective in global settings?

Principled

Diversity and Inclusion

Proactively recognizing differences exist but being supportive and using differences to advantage.

What are the factors in the risk equation? (Workplace Module)

Probability of occurrence and magnitude of impact

HR Audit (Organization Module)

Process to measure the effectiveness and efficiency of HR programs and positions.

4Ps (Organization Module)

Product, Place, Price, Promotion Price-Cost Product-Service Promotion Place-Where

HR Budgets (People Module)

Quantitative, operational, or short run demand estimates that contain the number and types of personnel required by the organization as a whole, and for each subunit, division or department

An employee life cycle describes all of the activities associated with an employees' tenure in the organization. What is the first phase in the employee life cycle?

Recruitment

Risk Mitigation

Reducing the impact of a risk event by reducing the probability of its occurrence

A leader of a function tries to influence her staff's satisfaction and productivity by being friendly and asking questions about their non-work lives. What type of power is she using?

Referent Power

Score Card

Reports outcomes measures.

RACI

Responsible Accountable Consult Inform Any process where you are making some changes

Risk Criteria (Workplace Module)

Risk position can be defined as the organization's desired gain or loss in value. Risk appetite and risk tolerance, the amount of uncertainty the organization is willing to pursue or to accept to attain its risk management goals. Risk tolerance sets a more defined range above and below a target risk position.

Strategic Fit

Robert Grant Contemporary Strategy Analysis - an Strategic fit - A state in which an organization's strategy is consistent with its external opportunities and circumstances and its internal structure, resources, and capabilities.

4/5 rule (People Module)

Rule of thumb that finds evidence of discrimination if an organization's hiring rate for a minority group is less than 4/5 the hiring rate for the majority group

Red circle

Salaries that are higher than the maximum of the salary range.

When is training a good solution?

Salespeople lack the product knowledge to answer customer questions

SaaS (Software as a Service)

Services for delivering and providing access to software remotely as a web-based service. The firm does not purchase or install any software. Instead the organization subscribes to software that is developed and deployed remotely over the Internet. A form of cloud computing where a firm subscribes to a third-party software and receives a service that is delivered online.

Stephen Rhinesmith has identified seven ways in which people with global mindsets approach the world. DCPTCII (Drive, contradictions, process, teamwork, idea, inclusive)

Seven (7) Global Mindsets - Seven ways in which people with global mindsets approach the worlds 1. They drive for the bigger, broader picture 2. They accept contradictions 3. They trust the process to solve problems 4. They value multicultural teamwork 5. They view change as opportunity 6. They are open to new ideas and continual learning 7. They are inclusive, not exclusive

Green-circle rates

Situations in which an employee's pay is below the minimum of the range.

Preparation

Something done to get ready; The negotiator should identify critical needs, wants that could be concessions and possible demands form the other side. Roger Fisher and William Ury in Getting to Yes is the concept of BATNA. Knowing your best alternatives if negotiation fails helps establish a more accurate value and create proposals you can live with.

An understanding of labor workforce data can help an organization stay ahead of increasing talent demand trends and even provide an early warning that talent pressure is expected to increase or decrease. It is always better for an organization to enact retention strategies early rather than in reaction to increasing turnover. What practice would have the best potential to favorably impact talent acquisition costs and an organization's ability to compete for skilled employees? (Organization Module)

Stay current with labor market and overall economic trends.

A company announces that it intends to capture another 20% of market share by opening ten more stores within three in key locations. What is being communicated?

Strategic objective

What is the most important important characteristics of an effective metric? (Organization Module)

Strategic tralignment

Which of the following illustrates Invisible Diversity in the workplace? (Workplace Module)

Subtle discrimination against LGBT employees

Workforce Analysis Process

Supply Analysis, Demand Analysis, Gap Analysis, Solution Analysis

Workforce analysis

Systematic approach to anticipate human capital needs and data HR professionals can use to ensure that appropriate knowledge, skills, or abilities will be available when needed to accomplish organizational goals and objectives.

HR Expertise (HR Knowledge)

Technical HR knowledge The knowledge of principles, practices, and functions of effective human resource management. Is defined as the principles, practices and functions of effective HR management.

How has the traditional role and definition of an "expat" changed?

Technology has eliminated much of the sense of isolation in a foreign country

What does OSHA's General Duty Clause mandate?

That employers must provide work environments free of recognized hazards to safety The General Duty Clause of the Occupational Safety and Health Act requires that employers provide a work environment free of recognized hazards that could cause employee death or serious physical harm to employees, even if there are no standards governing the work area or industry. For more information, refer to Module Workplace, Functional Area 14, Section 3

GRI

The Global Reporting Initiative is an international independent standards organization that helps businesses, governments and other organizations understand and communicate their impacts on issues such as climate change, human rights and corruption

After meeting with several of the managers of the organization and discussing employees, the HR generalist arrives at the conclusion that managers are uncomfortable having accountability conversations with employees. What should the HR generalist recommend to rectify the issue?

The HR manager should conduct a survey of managers to gauge their level of confidence, create a training tool designed to aid in developing their confidence, and set a time line for completion of the training.

Validity

The ability of a test to measure what it is intended to measure

Critical Evaluation competency

The ability to interpret information with which to make business decisions and recommendations.

Critical Evaluation - Business

The ability to interpret information with which to make business decisions and recommendations. The knowledge, skills and abilities (KSAOs) needed to collect an analyze qualitative and quantitative data, and to interpret and promote findings that evaluate HR initiatives and inform business decisions and recommendations.

Sustainability

The ability to keep in existence or maintain. A sustainable ecosystem is one that can be maintained

Business acumen

The ability to make good business judgements and decisions.

Business acumen

The ability to understand and apply information with which to contribute to the organization's strategic plan.

Business acumen - Business

The ability to understand and apply information with which to contribute to the organization's strategic plan. The knowledge, skills and abilities (KSAOs) needed to understand the organization's operations, functions and external environment, and to apply business tools and analyses that inform HR initiatives and operations consistent with the overall strategic direction of the organization.

Global and Cultural Effectiveness competency

The ability to value and to consider the perspectives and backgrounds of all parties in global business.

Sexual harassment

The abuse of one's position of authority to force unwanted sexual demands on someone

Ratio analysis

The assessment of a firm's financial condition using calculations and interpretations of financial ratios developed from the firm's financial statements

Executive Management (Organization Module)

"C-Suite" is ultimately responsible for performance of all the core business functions and their effect on the organization's performance. Top level management/make strategic decisions CEO-Chief Executive Officer CHRO-Chief Human Resources Officer CIO-Chief Investment Officer

arbitrator

(n.) - one who settles controversy between two sides

Risk Management Process

1) Establish the context of risk 2) Identify an analyze risks 3) Manage risks 4) Evaluate

PPACA (Patient Protection and Affordable Care Act)

2010 U.S. law that requires virtually all citizens and legal residents to have minimum health coverage and requires employers with more than 50 full-time employees to provide health coverage that meets minimum benefit specifications or pay a penalty.

What does the 70-20-10 rule indicate as the best way to structure adult learning and development? (People Module)

70% challenging assignments, 20% developmental relationships and 10% coursework and training

What type of experience does the "70" in the ratio stand for?

70-20-10 ratio stands for 70% Challenging assignments 20% Developmental relationships 10% Coursework and training

Ethics

A system of moral principles.

Authority line

AUTHORITY LINE

Reliability

Ability of a test to yield very similar scores for the same individual over repeated testings

Job evaluation

Accessing relative worth of job to company (Hierarchy of importance)

learning organization

An organization skilled at creating, acquiring, and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights.

Levels of law

Analyzing laws by their areas of control; national, subnational, supranational, international.

Social media (People Module)

Any tool or service that uses the internet to facilitate conversations

What cultural layer is exemplified by the pasta dishes that are unique to Italy?

Artifacts & products

How do today's organizations primarily view diversity and inclusion?

As a strategic asset to be leveraged

Mean

Average

Weighted average

Average of data that takes other factors such as the number of incumbents into account. The sum of the product of the number of units and the value per unit divided by the sum of the number of units, represented by M.

Culture

The enduring behaviors, ideas, attitudes, values, and traditions shared by a group of people and transmitted from one generation to the next.

Inclusion

The extent to which each person in an organization feels welcomed, respected, supported and valued as a team member

Forming

The first stage of team development, in which team members meet each other, form initial impressions, and begin to establish team norms

What actions are characteristic of organizations that approach global assignments from the strategic-systematic perspective? (Workplace Module)

They coordinate critical functions among the home office and foreign locations.

Relationship Management Competency

Three (3) Critical Subcompetencies in Relationship Management: (1) Networking (2) Managing Conflict (3) Negotiating satisfying agreements

Why should an employer have EPLI?

To mitigate the financial risk of employment litigation

How would an HR professional use a business case?

To secure budget and resources for a proposed project. Many organizations now require their members to complete business cases when requesting organizational resources in order to increase accountability.

Golden rule

Treat others the way you want to be treated

Global Rule

Treat those from other cultures as they would like to be treated by recognizing and respecting cultural differences.

Relationship building

Trust is built with the exchange of personal information that reveals character. The process of getting to know one's contacts in a host country and building mutual trust before embarking on business discussions and transactions

Force Field Analysis

Type of analysis in which factors that can influence an outcome in either a negative or positive manner are listed and then assigned weights to indicate their relative strengths.

Force-field analysis (Organization)

Type of analysis in which factors that can influence an outcome in either a negative or positive manner are listed and then assigned weights to indicate their relative strengths.

Which category of risks applies to Nassim Taleb's "black swan" theory?

Unknown unknowns

Categories of Risk - Unknown unknowns (Workplace Module)

Unknown unknowns are risks that we don't know exist. They are the events that "Blindside" an organization or individuals or entire cultures. i.e. Nassim Taleb's black swan theory is about unknown unknowns. Black swans are unforeseen outlier events that are extremely rare, have a major impact and when viewed in hindsight are reasonably predictable.

Griggs vs. Duke Power Company (1971)

Use of general aptitude tests in hiring and promotion is discriminatory; tests must assess skill competency

Ways to Increase Diversity

Voluntary training Cross training Mentoring for women Diversity managers Diversity task force

Reverse innovation

When companies initially develop products for niche or underdeveloped markets, and then expand them into their original or home markets

When is a narrow span of control the best option?

When tasks are complex

Profit sharing

the distribution to employees of a percentage of the company's profits

Rhyming

words that have the same ending sound

Exceptions to EPA (Workplace Module)

• Bona fide seniority and merit systems. • Earnings based on quantity or quality of output. • Factors other than sex. bona fide employee benefit plans - This exception applies only where employers reduce benefits to older workers to offset the increased costs of those benefits as employees age

Corporate Social Responsibility (CSR)

A business's concern for society's welfare.

Prudent

Acting with or showing care and thought for the future.

In addition to providing administrative and operational services, what else must the 21st century HR function do? (Organization Module)

Play a strategic role

PESTLE analysis

Political Economic Social Technological Legal Environment

Calvin Reynolds-Reynolds Changing Staffing (People Module)

Compensating Globally Mobile Employees

NLRB (National Labor Relations Board)

Created under Wagner Act; acted as a mediator in labor disputes between unions and employers

BFOQ (Bona Fide Occupational Qualification)

an exception in employment law that permits sex, age, religion, and the like to be used when making employment decisions, but only if they are "reasonably necessary to the normal operation of that particular business."

Transforming

changing a graphics size or dimensions through commands such as scaling and rotating.

Trompenaars and Hampden-Turner's Dilemmas

7 Dilemmas -Universal-particular -Individual to collectivist -Neutral-affective -sequential to synchronic -specific to diffuse -achieved to ascribed -internal to external

Blue Ocean Strategy (People Module)

An approach where firms seek to create and compete in uncontested "blue ocean" market spaces, rather than competing in spaces and ways that have attracted many, similar rivals.

Graded Vesting (Workplace Module)

An employee becomes partially vested in a retirement plan after an initial period of time, then becomes vested in an additional percentage each year until fully vested.

A legal doctrine under which a party can be held liable for the wrongful actions of another party.

Vicarious liability

Reverse innovation

when companies initially develop products for niche or underdeveloped markets, and then expand them into their original or home markets

General Rule

acceptance effective upon dispatch unless the offer specifically provides otherwise or the offeree uses an unauthorized means of communication

HR Roles (Organization Module)

administrative, operational and employee advocate, strategic HR Role in the 21st Century we should be the Business Partner and more strategic

Legal Services and Risk Mitigation (Workplace Module)

- Negative impact on the organizations bottom line - Poor employee morale - Decreased employee productivity - Damage to the employment brand and reputation

Outsourcing Process (Organization Module)

1. Analyze current operations, id potential for improvement and define goals 2. Define the budget 3. Create a request for proposal RFP 4. Send RFPs to the chosen contractors 5. Evaluate contractor proposals 5. Chose a contractor 6. Negotiate a contract 6. Implement the project and monitor the schedule 7. Evaluate the project

Skills Needed for Global HR (Workplace)

1. Develop a strategic view of the organization 2. Develop a global organizational culture 3. Secure and grow a safe and robust talent supply chain 4. Use and adapt HR Technology 5. Develop meaningful metrics 6. Develop policies and practices to manage risks

Lewin's Change Model

1. Unfreezing 2. Changing 3. Refreezing

Reverse culture shock

culture shock experienced by travelers upon returning to their home countries

Software as a Service (SaaS)

delivers applications over the cloud using a pay-per-use revenue model

Errors in Performance Appraisal (People Module)

halo/horn effect, recency, primacy, bias, strictness, leniency, central tendency, contrast

Hyperconnectivity

increased local connections between two related brain regions

Value Chain

the series of internal departments that carry out value-creating activities to design, produce, market, deliver, and support a firm's products. (Organization) R&D-Operations-Marketing/Sales-Fulfillment-Customer

Maslow's Hierarchy of Needs

(level 1) Physiological Needs: Basic physical needs-the need to meet basic physical needs or drives. (level 2) Safety and Security: the need to feel secure and free from threats, to feel that the world has some other order and predictability so that one can cope with events. (level 3) Relationships, Love and Affection: Belonging and love-the need to belong, to be accepted, to give and receive love. (level 4) Self Esteem: the need for respect and esteem in the eyes of oneself an others. (level 5) Self Actualization: the need to fulfill one's potential, to be the best one can be.

Diversity (Workplace Module)

(n.) Difference, variety; a condition of having many different types of forms The state of being diverse; variety. Identity groups: race, religion, gender, culture, ethnic background, age and so on. What makes diversity valuable to an organization is first and foremost the expanding range of perspectives and modes of thinking that it provides with potential rewards of greater innovation, creativity, and problem-solving capabilities. Gardenswartz and Rowe describe that strategic value as "capturing talent, under standing markets, utilizing diverse perspectives' for innovation, knowing how and how not to pitch products and ultimately, how to generate employee commitment.

Primary concerns of human resource management in talent acquisition include: (People Module)

- Assimilating workforce planning and employment strategies - Addressing both short term and long term needs of the organization so that staffing requirements can be anticipated n a timely manner - Hiring for cultural fit

Business Case for CSR

- CSR contributes to profitability because there is a market for corporate virtue --The market rewards responsible behavior --The market punishes a company's failures - CSR can be a source of competitive advantage - N.G.O - non government organization can cause problems for corporation - Competitive Advantage - being involved in CSR can boost a corporation's profits/reputation - Stakeholder Engagement

Evaluating Strategic Results (People Module)

- Measuring the outcomes of activities is sound strategic management - Measurement is also a matter of good governance - Analyzing results allows organizations to improve their strategies and continually increase their institutional knowledge and skills

Four Groups of Theories

- Trait (Great Man) - Behavioral (Blake-Mouton theory) - Situational (Hersey-Blanchard situational leadership theory) - Emergent theories-Leaders are not appointed but emerge from the group, which chooses the leader based on interactions.

Labor Negotiations

- union and company have collective bargaining - benefits, wages, and stipulations discussed - seek to make compromise In a labor negotiation, if a third party has the power to determine a solution to a labor dispute between two parties, the negotiation is known as (A) a grievance (B) an arbitration (C) a conciliation (D) a mediation (E) a concession

Positive recruitment outcomes result from a strong employment brand, such as: (People Module)

-Being known as an employer of choice with well defined values -Generating a greater number of qualified candidates -Promoting diversity as a Value Proposition -Seeing an increase in the number of employee referrals of qualified candidates -Facilitating the creating of critical talent pipelines in the employment market

Benefits of Strategic Planning

-Create partnerships -Generates new ideas from all levels -Helps prioritize resources to ensure efficiency -Eliminates programs that are no longer viable -Creates benchmarks to determine success

Conflict Resolution Modes

1. Accomodate or smooth - the leader restores good relations by emphasizing agreement and downplaying disagreement. 2. Assert or force - the leader imposes a solution. 3. Avoid - the leader withdraws from the situation or accepts it, leaving the conflict to be resolved by others or remain unresolved. 4. Collaborate or confront - most effective, the leader and those in conflict accept the fact that they disagree and look for a new solution to the problem of the conflict. 5. Compromise - the leader asks those in conflict to baragain-altering positions on different issues until mutually acceptable solution is defined. It is often said that collaboration is the most effective form of conflict resolution because the outcome is more likely to address the source of the conflict. Conflict resolution in a multicultural organization will be more challenging.

Global HR Auditing Practices (Workplace Module)

1. Assemble a global compliance audit project team 2. Define the audit context 3. Define the audit project scope 4. Create a master audit checklist template 5. Align local audit checklists off the master 6. Conduct the audit 7. Report and implement remedial measures

The workforce planning process involves the following steps: 1. Conducting a gap analysis comparing current staff and future staff 2. Forecasting the future composition of the workforce 3. Determining how to best meet the needs through redeployment, training, recruiting, or outsourcing 4. Deciding how to close any gap What represents the optimal order of these steps? (Organization Module)

2, 1, 4, 3 Workforce planning is the process an organization uses to analyze its workforce and to determine steps it must take to prepare for future needs. The workforce planning process involves forecasting the future composition of the workforce, conducting a gap analysis comparing current staff and future staffing needs, deciding how to close any gaps, and determining how to best meet the needs through redeployment, training, recruiting, or outsourcing. The workforce planning process involves the following steps: 1. Conducting a gap analysis comparing current staff and future staff 2. Forecasting the future composition of the workforce 1. Conducting a gap analysis comparing current staff and future staff 4. Deciding how to close any gap 3. Determining how to best meet the needs through redeployment, training, recruiting, or outsourcing.

CSR (Corporate Social Responsibility) - (Workplace Module)

A business's obligation to pursue policies, decisions, and actions that align with the objectives and values of society. The first step in creating an organizations philanthropic strategy as part of its Corporate Social Responsibility (CSR) strategy - Align philanthropic activities with the organization's core business strategy and values.

Foreign Direct Investment (Workplace Module)

A capital investment that is owned and operated by a foreign entity. A leading indicator of that continuing shift and a major feature of globalization, has been the rapid rise in foreign direct investments (FDI), the investment of foreign assets into domestic structures, equipment and organizations. There were also notable new developments: -FDI outflows from emerging economies also reached record levels. -The poorest countries became much less dependent on extractive industry investment; 90% of new projects were in the manufacturing and service industries. -2013 marked the first post-recession year of FDI increases but that growth was not evenly distributed. Places of the Greatest FDI Growth: Nicaragua, Myanmar, Vietnam, Iraq, Jordan, Colombia, Peru and Mozambique. By contrast, China and the U.S., the top countries in the world for FDI, saw slight decreases.

Zero-Based Budget

A cash flow plan that assigns an expense to every dollar of your income, wherein the total income minus the total expenses equals zero. Everything goes back to zero at the end of the year. Budgeting Activity/Zero

Balanced Scorecard (Organization Module)

A combination of performance measures directed toward the company's long and short term goals and used as the basis for awarding incentive pay.

Balanced Scorecard

A combination of performance measures directed toward the company's long and short term goals and used as the basis for awarding incentive pay. Measurement of organizational performance in four equally important areas: finances, customers, internal operations, and innovation andas learning. -to be able to measure the key areas that are important to a companies performance.

Divestiture Strategy (People Module)

A corporate-level strategy through which a company sells off a portion of an operation, usually a division or profit center that is not performing to expectations Divestiture offers a number of benefits to the parent company: -the perceived value of a subsidiary -investment may be recouped through the sale of a high value subsidiary -the enterprise activities may be reinforced on new priorities -risk that might derive from financial positions (poor cash flow or high debt load) or strategic outlooks (declining market growth or the possibility of a hostile takeover) can be managed

The Diaspora (Workplace Module)

A dispersion of people from their homeland. The dispersion of the Jews beyond Israel. Money flowing back into your own country.

Communicating Strategy (People Module)

A dissonance (lack of harmony among musical notes) reduction mechanism whereby we try to convince others to agree with us that a given act or thought is not dissonant. -Communication outward to the entire team -Communication inward to leaders -Leadership support of decisions made by subordinates -Free flow of information across organizational boundaries -Enough information to allow team members to connect their work to the strategy Strategy can be communicated in different ways and at different levels-through formal communication to the entire function, department or team meetings, and individual performance management meetings.

Risk Register

A document in which the results of risk analysis and risk response planning are recorded. What is the purpose of a Risk Register? To increase transparency and accountability in risk management processes

PPACA (Patient Protection and Affordable Care Act)

A federal law enacted in 2010 to expand health insurance coverage and otherwise regulate the health insurance industry - nicknamed ObamaCare

Cash Flow Statement

A financial statement that shows the flow of money in and out of the business.

What organization will be most effective at managing risk?

A firm that includes the issue of risk awareness in its onboarding process.

Benefits of Global Mindset

A global mindset can allow an organization to identify and take advantage of a global opportunity that might be mismanaged or missed entirely by an organization, that does not possess this critical component.

Global mindset

A global mindset is the ability to take an international, multidimensional perspective that is inclusive of other cultures, perspectives and views. An individual's ability to perceive, appreciate, and empathize with people from other cultures, and to process complex cross-cultural information. Having a global mindset requires imagination - being able to see the view from inside another persons culture and using that awareness to create solutions and bridges.

Hazard

A hazard is defined as the potential for harm, often associated with a condition or activity that, if left uncontrolled, can result in injury or illness. (n.) risk, peril; (v.) to expose to danger or harm; to gamble

Persuasion

A kind of speaking or writing that is intended to influence people's actions. Negotiators seek mutually beneficial options rather than trying to win the other side to their own position.

Sarbanes-Oxley Act (Workplace Module)

A law passed by Congress that requires the CEO and CFO to certify that their firm's financial statements are accurate. Federal legislation passed in 2002 that sets higher ethical standards for public corporations and accounting firms. Key provisions limit conflict-of-interest issues and require financial officers and CEOs to certify the validity of their financial statements.

Which statement exemplifies Hersey-Blanchard's situational leadership theory?

A leader's style must change over time as individuals develop and require a different type of direction and leadership.

Hersey and Blanchard's situational theory

A life-cycle theory of leadership postulating that a manager should consider an employee's psychological and job maturity before deciding whether task performance or maintenance behaviors are more important. Telling-Selling-Participating-Delegating

Hershey and Blanchard's Situational Theory of Leadership

A life-cycle theory of leadership postulating that a manager should consider an employee's psychological and job maturity before deciding whether task performance or maintenance behaviors are more important. Depends on a leader There is no ideal leader type leadership Leader's behavior change as an employee matures. Telling-Selling-Participating-Delegating

Staffing (People Module)

A management function that includes hiring, motivating, and retaining the best people available to accomplish the company's objectives

Push strategy (Organization Module)

A marketing strategy that uses aggressive personal selling and trade advertising to convince a wholesaler or a retailer to carry and sell particular merchandise.

Risk Matrix

A matrix that lists an organization's vulnerabilities, with ratings that assess each one in terms of likelihood and impact on business operations, reputation, and other areas. Risk level is often expressed visually in a risk matrix, a simple grid in which the horizontal axis represents the Probability (x-axis) that an event will occur and the vertical axis relates to the severity of the Impact (y-axis) on the organization or function if the event occurs. High Risk - Employee litigation Noncompliance Loss of HRIS/data Medium Risk - Failure of Succession and Workplace plan Employee theft Child care incident Employee violence Medium Risk - Short term loss of workplace Low Risk - Civil unrest Pollution endangering health and safety

Geocentric

A model of the universe in which Earth is at the center of the revolving planets and stars.

Herzberg's Motivation-Hygiene Theory

A need theory that distinguishes between motivator needs (related to the nature of the work itself) and hygiene needs (related to the physical and psychological context in which the work is performed) and proposes that motivator needs must be met for motivation and job satisfaction to be high. Herzberg's theory of motivation concludes that employees have two (2) different categories of needs that are essentially independent of each other and affect behavior in different ways: (1) Hygiene factors-Extrinsic Hygiene factors are those that surround the job; Job security, pay, working conditions, supervision and relations with coworkers are included in this area. (2) Motivation factors-Intrinsic Motivation factors are present in the job itself. Including such things as opportunity for recognition, achievement and personal growth.

Hyperconnectivity (Workplace Module)

A phenomenon in the age of new media, whereby people and machines stay perpetually connected via an ever-expanding network of diverse communication channels.

Edward T. Hall

A pioneer in studying the context of social interaction High context culture-nonverbals Low context culture-words only

Organization Development (Organization Module)

A planned effort to increase an organization's long-term effectiveness.

Job Evaluation

A process that determines the worth of each job in a company by evaluating the market value of the knowledge, skills, and requirements needed to perform it. An administrative procedure for measuring the relative internal worth of the organization's jobs.

Strategic planning process (People Module)

A process that helps an organization allocate its resources under different conditions to accomplish its objectives, deliver value, and be competitive in a market-driven economy. Strategic planning begins with the vision and mission statements. A vision is the ultimate picture of what leadership envisions for the organization. A mission statement articulates who the organization is, what the organization does, and where the company is headed.

Enterprise Risk Management

A process used by a company to identify its risks and develop responses to them that enable it to be reasonably assured of meeting its goals.

Geocentric Model

A representation of the universe in which starts and planets revolve around Earth. Ptolemy proposed the model.

70-20-10 rule

A rule of thumb that states the following: live on 70% of income, save 20%, and invest 10%

Research and Development (R&D) (Organization Module)

A set of activities intended to identify new ideas that have the potential to result in new goods and services. New products for the company Understanding your company's service.

Ethics

A set of behavioral guidelines that an organization expects all of its directors, managers, and employees to follow to ensure appropriate moral and ethical business standards

Code of ethics

A set of guidelines for maintaining ethics in the workplace

Conflict of Interest (Workplace Module)

A situation in which a person in a position of responsibility or trust has competing professional or personal interests that make it difficult to fulfill his or her duties impartially. Both moral hazard and the principal-agent dilemma exemplify the issue of conflict of interest-in which a person or organization has the potential to be influenced by two (2) opposing sets of incentives.

Balanced Score Card (BSC)

A strategic planning and management system used extensively in business and by organizations worldwide. Benefits of the system include increasing focus on results, aligning business activities with organization strategy and improving performance and communications. The balanced score card proposes that the organization should be viewed from four perspectives, with metrics developed, data collected and analyzed for each of them. These four perspectives are: Financial, Customer, Internal Business Processes and Learning and Growth. I: The first balanced scorecard was created by independent consultant Art Schneiderman at Analog Devices in 1987. The concept was popularized by Dr. Robert Kaplan and David Norton in the early 1990s.

Job Analysis

A study of what employees do who hold various job titles. A purposeful, systematic process for collecting information on the important work-related aspects of a job.

Social Audit

A systematic evaluation of an organization's progress toward implementing socially responsible and responsive programs Social Audit Areas of Examination -Ethics -Staffing -Environment -Human Rights -Community -Society -Compliance

Variance Analysis

A technique for determining the cause and degree of difference between the baseline and actual performance. The process of investigating any differences between budgeted figures and actual figures.

Cosourcing (Organization Module)

A third-party provides dedicated services to HR, often locating contractors within HR's organization

Scattergram

A type of graph that represents the strength and direction of a relationship between co-variables in a correlational analysis. Used to plot correlations where each pair of values is plotted against each other to see if there is a relationship between them.

ERG Employee Resource Group

A voluntary group for employees who share a particular diversity dimension (race, religion, ethnicity, sexual orientation, etc.)

Union

A worker association that bargains with employers over wages, benefits, and working conditions

Codes of Conduct (HR Competencies)

A written code of conduct can help an organization promote ethical behavior. A formal, detailed, written code communicates organizational commitment internally, defines behavioral expectations for all employees and serves as a guide by which employees and managers can judge their actions.

Blake and Mouton's Managerial Grid

According to Robert R. Blake and Jane Mouton People are generally placed in one of the Five (5) Leadership Styles -Leadership/Team Leader -Country Club Manager -Impoverished Manager -Authoritarian Manager -Middle of the Road Manager The Team Leader should be where most people strive for. Focuses on managers' task (production) and employee (people) orientations, as well as combinations between the two extremes. -shows a grid with concern for production on the horizontal axis and concern for people on the vertical axis and plots five basic leadership styles

Achieving Local Responsiveness (Workplace Module)

Achieving Global Integration Evans, Pucik and Bjorkman, in "The Global Challenge", offer the following advantages: -Achieving economies of scale by centralizing critical activities or tightly networking specialized centers around the world -Integrating value chain activities from R&D through delivery logistics -Ability to serve globally integrated customers -Global branding, which increases the efficiency of advertising and merchandising resources -Sharing organizational capabilities and knowledge -Better quality assurance through shared standards and processes -Leveraging global assets for local competition Achieving Local Responsivenes Evans, Pucik and Bjorkman describe the strengths of local responsiveness: -The ability to respond to local customer needs or the demands of local distribution -Efficiency gained from using local substitutes -The ability to remain compliant with local laws and regulations

A financial services firm has chosen to expand into a new region by purchasing a small chain of offices. The name will change, the parent firms policies will extend to the new offices, and the parent firm will provide investment and analysis tools to advisors. What type of growth strategy is this? (People Module)

Acquisition

GINA (Genetic Information Nondiscrimination Act) (Workplace Module)

Act that prohibits discrimination on the basis of someone's genetic information or the genetic information of his or her family. Act that prohibits discrimination against individuals on the basis of their GINA in employment and health insurances.

How would an organization's use of zero-based budgeting affect the human resources budget? (HR Competencies Module)

All expenditures must be justified.

Leaders have a responsibility both to serve as leaders themselves and to develop other leaders in the organization. Therefore, they need to encourage employees to think for themselves and to express their opinions while still providing appropriate management and direction. What is a trait of an effective leader? (HR Competencies Module)

Allowing subordinates to express their opinions.

What is a trait of an effective leader? (HR Competencies Module)

Allowing subordinates to express their opinions. Leaders have a responsibility both to serve as leaders themselves and to develop other leaders in the organization.

Specialized Project Management Approaches (People Module)

Alternative project management approaches have evolved from the needs and conditions of different industries. Lean project management- -Maintaining a tight focus on the intended value of the project -Analyzing and solving problems rather than working around them Six Sigma project management- -Six Sigma refers to a level of quality so high that very few errors occur. It emphasizes focusing on projects with a quantifiable return of value, encouraging team commitment to quality and involvement in problem solving, measuring results in a manner that allows empirical analysis and fact based decision making. Agile project management- -the project focuses on iterations of the deliverables-completing one iteration and then using customer input to plan the next iteration.

Several studies demonstrate that leaders may have the knowledge and intellect to succeed but fail because they lack necessary people skills. This impairs their ability to learn from mistakes and readily adapt to change. It is estimated that in the last decade one-third of Fortune 500 CEOs have remained in their positions fewer than three years. What does this indicate about executive development? (People Module)

Although they have the knowledge and intellect to succeed, executives lack the people skills to build a team or maintain productive relationships.

Several studies demonstrate that leaders may have the knowledge and intellect to succeed but fail because they lack necessary people skills. This impairs their ability to learn from mistakes and readily adapt to change. Reference Module People, Functional Area 4, Section 5 It is estimated that in the last decade one-third of Fortune 500 CEOs have remained in their positions fewer than three years. What does this indicate about executive development?

Although they have the knowledge and intellect to succeed, executives lack the people skills to build a team or maintain productive relationships.

Reasonable Accommodation (Workplace Module)

An employer's obligation to do something to enable an otherwise qualified person to perform a job.

Ethics in the Workplace

An ethical workplace reflects certain commonly held principles about transparency, honesty and confidentiality in business dealings and conduct toward others. Ethical workplaces aim for conduct that respects the rights of others-their safety and well-being, their dignity and their privacy.

What is extraterritoriality?

An extension of the power of a country's laws over its citizens outside that country's sovereign national boundaries.

Geert Hofstede

An influential Dutch social psychologist who studied the interactions between national cultures and organizational cultures. Created a framework of culture Defines culture as the software of the mind - mental programs that predispose us to patterns of thinking, feeling and acting. Hofstede originally defined four dimensions, he added two more, long term/short term and indulgence/restraint.

PESTLE analysis

Analysis of the external political, economic, social, technological, legal and environmental factors affecting a business

What activity is a logical part of an environmental scan?

Analysis of unemployment rates

Recently, HR has received complaints about the fairness of the CEO's compensation. Which should the HR manager do first to ensure that the executive compensation practices of the company are fair?*

Analyze the company culture and compensation structure history. Analyzing the company culture and compensation structure history sets the groundwork for determining if the CEO's compensation plan is fair and consistent with the existing values of the company. After the compensation structure is examined and understood, the HR manager can determine what, if any, objectives, rewards, and incentives are used.

The cloud repositions software as a service to be consumed. Software is migrating away from being sold or licensed as a complete singular product and moving toward a subscription service. How has the cloud repositioned software? (Organization Module)

As a service to be consumed

Work Samples

Assessment tools that call for candidates to demonstrate levels of attained leadership proficiency are called Work Sample Measures. Work sample measures include situation judgment tests, simulations and assessment centers. A type of personnel selection test in which the candidate demonstrates proficiency on a task representative of the work performed in the job. Actual job tasks used in testing applicants' performance.

The CEO is seeking to create a company known for treating people well, operating in a sustainable manner, and giving to worthy causes. The change will be more noticeable and challenging in some departments than others. The CEO feels that a big announcement will not be made for a while and is hoping to create word-of-mouth discussion about the changes first. The CEO is confident this will cause greater employee excitement than a company-wide announcement regarding the change. The CEO would like a plan put together within two to four weeks that creates a low-key way to officially work toward a CSR culture for the organization. This places a great deal of pressure on the HR team, which is already stretched thin. The HR manager feels that this time line, while achievable, is going to be very challenging to meet. The HR manager begins to think through the long-term commitment that CSR takes and discusses this with the CEO. The CEO agrees and is understanding that it will be a long-term process for the change to be fully implemented in the company but is adamant to have a plan no later than a month from the meeting. How can the HR team encourage employees to embrace the cultural change? (HR Competencies Module)

C. Provide values-based training workshops that actively involve employees. C is the best response. Providing training to employees that focuses on the company values allows employees to personalize the new culture. The group setting allows for a more controlled level of communication regarding the change. This helps to deal with issues that may be brought up in the smaller settings while also uncovering potential challenges to the change. A is incorrect. This is a one-sided approach that will not allow for a collaborative discussion, thus limiting the opportunity for buy-in. B is incorrect. It has no control over how the message is communicated once the managers bring the information back to their teams. In a dynamic cultural shift such as this, managing how the message is communicated is vital to its successful adoption. D is incorrect, because simply changing terms does make for a company that has a CSR culture.

COSO ERM Framework (Workplace Module)

COSO ERM Framework considers risk as an integrated issue that must be managed across functions an divisions in an enterprise. The ERM Framework divides risk into four (4) categories: Strategy-risks that affect the organizations ability to achieve its objective. Operations-risks that affect the myriad ways in which the organization creates value. Financial reporting-risks that affect the accuracy and timeliness of information about the organization's financial performance and condition. Compliance-risks associated with meeting the requirements of laws and regulations.

Hersey and Blanchard's situational theory

Change style to the situation. Two axes: Supporting behavior and Directing behavior Four quadrants 1. Telling-employee not yet motivated or competent 2. Selling-becoming more competent but still needing focus and motivation 3. Participating-motivated, engaged and competent team members 4. Delegating-very competent team members' but susceptible to losing focus and motivation Addresses follower characteristics in relation to effective leader behavior. Consider follower readiness as a factor in determining leadership style using task behavior and relationship behavior. An additional aspect of this model is the idea that the leader not only changes the leadership style according to followers' needs but also develops followers over time to increase their level of maturity.

A manager notices that two employees are having a debate regarding a project's management. Although they both agree that the current way the project is being managed is incorrect, they have two completely different views as to what the solution is, and both are determined to implement their solution. The manager recognizes that there could be value in both of the proposed solutions and suggests that a hybrid of the two could be used. What mode of conflict is being used?

Collaborate Collaborate or confront is the leader and those in conflict accept the fact that they disagree and look for a "third way", a new solution to the problem of the conflict. Since both sides contribute to the solution, this may be seen as "win-win" conflict resolution. It is often said that collaboration is the most effective form of conflict resolution because the outcome is more likely to address the source of the conflict.

Relationship management

Collection of activities that build and maintain ongoing, mutually beneficial ties with customers and other parties. This is the ability to communicate clearly and convincingly, disarm conflicts, and build strong personal bonds. Three (3) critical subcompetencies in Relationship Management: Networking, managing conflict and negotiating satisfying agreements

Understanding the Audience

Common ground The goal of communication is to move an audience toward acceptance and action is more easily achieved by creating cognitive and emotional connections. Before communicating, leaders should perform some level of audience analysis: -Who should receive information about this topic? -What does the audience know about this topic and how much do they need to know? Is the audience unaware of or familiar with this issue? This will affect the level at which context, supporting details and explanation are delivered. -How will the audience react to the communication? -What rhetorical (persuasive) approaches will work best with each group?

Evaluating Communication

Communication should not be a formulaic activity, performed only because it is expected or because it attracts attention. The point of communication is to initiate or support action. If the outcome does not advance the objective, the communication has failed. In the change management process, communication is essential to closing the feedback loop and making sure that change initiatives are fully are correctly implemented and that they address the targeted issue. Significant communication events should be evaluated as soon as possible to identify strategies that worked and things that could be improved: -Was the audience analysis complete and on target? -Did the audience react as anticipated? -How could feedback mechanisms be improved?

How should the CHRO begin the process of developing relationships with global stakeholders?

Conduct a stakeholder analysis to determine the relevant information needed by and the impact to each stakeholder.

HR has been directed to review the company's talent management plan in order to make recommendations for possible improvements. What is the first thing HR should do?

Conduct a thorough review of the organization's strategic plan and goals.

COBRA (Workplace Module)

Consolidated Omnibus Budget Reconciliation Act; law to provide terminated employees or those who lose insurance coverage because of reduced work to be able to buy group insurance for themselves and their families for a limited amount of time.

What term has been coined to describe the age and education differences in emerging versus developed economies? (Workplace Module)

Demographic dichotomy

Employee life cycle (ELC) (People Module)

Describes all the activities associated with an employee's tenure in an organization

Job Specification

Describes the minimum qualifications a person must have to perform the job successfully. A list of the qualifications required to perform a particular job.

HR audit process

Determine scope and audit type, develop audit questionnaire, collect data, benchmark findings, provide results feedback, create action plans and foster continuous improvement

Which is the best way to address the lack of diversity within organizational units?*

Develop a diversity initiative with targeted hiring objectives. The best way to address lack of diversity is to create a diversity initiative because it places importance on diversity by aligning it with the business priorities. The initiative will also outline what changes are needed in the workforce and what strategies will be put in place to achieve these changes. Simply confirming that recruiters are incorporating the diversity policy is not specific enough to address the issue. Legal will advise to mitigate discrimination claims, hire more diverse applicants. Candidate referrals are more likely to be similar to existing employees, thus perpetuating the diversity issue.

GLOBE - Emotional Intelligence (EI)

EI-Emotional intelligence EI is the quality of being sensitive to and understanding of one's own ad other's emotions and the ability to manage one's own emotions and impulses. It enables people with very different backgrounds and perspectives to work productively with one another. Whether these differences are cultural, intergenerational, or related to class, sex, wealth or education, EI can turn differences into an organizational asset rather than a potential liability. a form of social intelligence that emphasizes the abilities to manage, recognize, and understand emotions and use emotions to guide appropriate thought and action. Peter Salovey and John D. Mayer define the four (4) branches of emotional intelligence: 1. Perceiving emotion - Identifying and evaluating emotions in oneself and others. I.e., the emotionally intelligent person is in tune with emotional shifts in a room during an organizational meeting. 2. Using emotion to facilitate thought - Capitalizing on feelings to promote and inform decision making, problem solving and other cognitive activities. I.e., EI person can use changes in mood as an opportunity to approach a decision from multiple viewpoints. 3. Understanding emotion - The EI person can predict how employees' emotions are likely to evolve following the announcement of structural changes to the organization. 4. Regulating emotion - Tracking and managing one's own and others' emotions. I.e., the EI person can detach from feeling angry about a particular problem if anger has proven limiting in helping to solve the problem. Daniel Goleman - EIQ, Emotional Intelligence Quotient in the workplace, more specifically as a measure of leadership ability. Goleman describes five (5) components: -Self-awareness-Becoming more aware of one's own emotions and need and their effect on work relationships. I.e., the manager who knows he becomes short-tempered under deadline stress. -Self-regulation-Learning to control and accommodate one's emotions. The manager who has trouble dealing with deadline stress can manage schedules. -Motivation-A passion for the job or current objective; Goleman explains that the drive to succeed, resilience, and optimism are all part of this component. -Empathy-This is a critical quality for team building, coaching and mentoring. -Social skills- or social intelligence, the ability to create connections or rapport with others. Social intelligence entails seeing and interpreting the impact of one's behavior on others and altering behavior to increase other people's level of comfort and trust. I.e., a manager who can shift easily from talking to a work-focused engineer who needs help getting resources and to a young new hire about his or her holiday plans.

A labor bureau survey notes that disposable income levels ar falling in certain categories. Which PESTLE category includes information like this?

Economic

What is risk?

Effect of uncertainty on achieving objectives Uncertainty concerning the occurrence of a loss

Transfer of learning (People Module)

Effective and continuing on-the-job application of the knowledge and skills gained through a training experience.

Networking takes time

Effective networking requires: - Finding people who have something you would like to share. - Having something yourself that other people would like to share - i.e., expertise or experience, referrals, organizational support. - Taking the time to make and maintain connection, even when there is no current need for support.

A group has formed to organize annual picnic. Because one member has previous experience, he volunteers to take the helm. The other employees chose to follow him. Which kind of leadership does this exemplify?

Emergent

FA #3 Employee Engagement and Retention

Employee Engagement and Retention refers to activities aimed at high performing talent, solidifying and improving the relationship between employees and the organization, creating a thriving and energized workforce, and developing effective strategies to address appropriate performance expectations from employees at all levels.

EVP

Employee Value Proposition - the foundation of employment branding. Answers why an employee wants to work for you and stay working for you. Needs to align with strategic plan, vision, mission, and values.

FA #9 Employee and Labor Relations

Employee and Labor Relations refers to any dealings between the organization and its employees regarding the terms and conditions of employment.

Engagement surveys focus on employee satisfaction, commitment, and morale. Opinion surveys seek to gain opinions on certain processes, and attitude surveys attempt to determine employee perceptions of their working environment. HR is noticing a higher-than-normal rate of voluntary terminations. They determine that this warrants investigation and so make plans to survey the employees. What type of survey should they conduct? . (People Module)

Employee engagement survey

HR is noticing a higher-than-normal rate of voluntary terminations. They determine that this warrants investigation and so make plans to survey the employees. What type of survey should they conduct? (People Module)

Employee engagement survey Engagement surveys focus on employee satisfaction, commitment, and morale.

What does an employee engagement survey measure?

Employees' commitment, motivation, sense of purpose, and passion for their work and organization

Employee Value Proposition (EVP) (People Module)

Employees' perceived value of the total rewards and tangible and intangible benefits they receive from the organization as part of employment, which drives unique and compelling organizational strategies for talent acquisition, retention and engagement. An EVP should promote the tangible and intangible benefits that people derive from working for the organization The EVP is the foundation of employment branding. An EVP answers the two-part question: Why would a talented person want to start working for an organization and why would they want to continue to work for the organization? An EVP creates a magnet to the organizations employment brand.

EPLI

Employment Practices Liability Insurance is a type of liability insurance covering an organization against claims by employees, former employees and employment candidates alleging that their legal rights in the employment relationship have been violated.

Talent Acquisition

Encompasses the activities involved in building and maintaining a workforce that meets the needs of the organization.

Benefits of Metrics (People Module)

Encourages rigor and objectivity, makes it possible to compare observations across regions and over time, provides basis to support decisions

When considering the role of the HR function, which approach maximizes the success of a merger or acquisition? (Organization Module)

Engaging the HR function at the earliest stages of the deal Organizations that succeed in M&A activities are likely to have engaged the HR function at the earliest stages of the deal.

EEO

Equal Employment Opportunity the government's attempt to ensure that all individuals have an equal chance for employment, regardless of race, color, religion, sex or national origin.

Ethical Universalism versus Cultural Relativism

Ethical universalism argues that there are fundamental principles that apply across cultures and that global organizations must apply these principles when making decisions in a country without regard to local ethical norms. Cultural relativism argues that ethical behavior is determined by local culture, laws, and business practices. An organization may find itself directly violating its core values and thus weakening its ethical character. What is considered unethical and/or illegal in one country may be perfectly acceptable in other parts of the world. Choosing the right ethical path is especially complex because of differences in cultures, values, business practices and levels of economic development in countries. A company must carefully consider standardization (ethical universalism) v.s. localization (cultural relativism) issues when developing its code of conduct.

Push Factors (Workplace Module)

Factors that induce people to leave old residences. Organizations have driven into globalization by competitive factors in their industries, such as: - A need for new markets - Increased cost pressures and competition - Shortfalls in natural resources and talent supply - Government policies - Trade agreements - Globalized supply chain

Pull Factors (Workplace Module)

Factors that induce people to move to a new location. At the same time, organizations have been pushed into globalization, there have been simultaneous attractions to globalization that support organizations aspirations. These include: - Greater strategic control - Government policies that promote outward foreign investment - Trade agreements

Motivation

Factors that initiate, direct and sustain human behavior over time. A character's incentive or reason for behaving in a certain manner; that which impels a character to act. Motivation is now seen as a key leadership ability. There are three (3) underlying principles of human behavior: -People have a reason for doing whatever they do. -All behavior is directed toward achieving a goal. -Each person is unique because of different heredity and environment.

FMLA (Family and Medical Leave Act)

Federal law requiring organizations with 50 or more employees to provide up to 12 weeks of unpaid leave after childbirth or adoption; to care for a seriously ill family member or for an employee's own serious illness; or to take care of urgent needs that arise when a spouse, child, or parent in the National Guard or Reserve is called to active duty

FMLA (Family and Medical Leave Act)

Federal law requiring organizations with 50 or more employees to provide up to 12 weeks of unpaid leave after childbirth or adoption; to care for a seriously ill family member or for an employee's own serious illness; or to take care of urgent needs that arise when a spouse, child, or parent in the National Guard or Reserve is called to active duty. -Grants 12 weeks unpaid job protected leave to men or women after birth of child, adoption, or illness in immediate family -Only affects businesses with 50+ employees

ERISA (Employee Retirement Income Security Act) (Workplace Module)

Federal law that increased the responsibility of pension plan trustees to protect retirees, established certain rights related to vesting and portability, and created the Pension Benefit Guarantee Corporation. Act that established uniform minimum standards for employer sponsored retirement & health and welfare benefit program.

Differentiation (People Module)

Firms that pursue a strategy of differentiation aim for being able to charge a higher price by offering something different of by offering the same thing in a different way from competitors in their industry or market. (Tiffany's, Louis Vuitton, Mercedes Benz, Apple)

What is a characteristic of an adult learner? (People Module)

Focus on real-world issues

Focus (People Module)

Focus strategies apply cost leadership or differentiation within narrow industry segments. (Whole Foods, Babies R Us)

Attribution Theory

Fritz Heider who proposed that all people try to understand the reasons for certain behavior and the reasons can be: -Internal or to an individual's characteristics (i.e., intelligence, desire, attitude) I.e., a failure might be attributed to an employee's lack of genuine interest I the outcome. -External or to environmental factors (i.e., other people, the task itself) I.e., an employee might feel that a failure was due to a manager's lack of support. Bernard Weiner ^Stable or unstable-referring to the degree of consistency or changeability. i.e., one's intelligence does not change but the effort one puts forth does. ^Locus of control-referring to an internal or external cause for the outcome. ^Controllability-the degree to which the factor is under the employee's control. Weiner stated that these factors can lead to four (4) motivational states, two (2) which are negative and two (2) which are positive. (1) The negative states are learned helplessness and agression Pessimistic-tending to see the worst aspect of things or believe that the worst will happen. (2) The positive motivational states are empowerment and resilience. Optimistic-hopeful and confident about the future.

Tactical perspective (Workplace Module)

From a tactical perspective, the group must find a way to focus their separate disciplines and professional backgrounds to develop programs that can deliver measurable success and that can work in different cultural and sociopolitical contexts.

How HR is aligned? (Organization Module)

Functional Product Geographic Hybrid

Structures for Globalization (Workplace Module)

GI-LR Matrix Global Integration and Local Responsiveness Low International - Weak links between HQ and dependent subsidiaries Multidomestic - Weak links between HQ and autonomous subsidiaries High Global - Strong links between HQ and subsidiaries Transnational - Strong links between HQ and subsidiaries and among subsidiaries

Generation X (Gen X) (Workplace Module)

Generation cohort of people born between 1965 and 1976

Generation Y (Gen Y) (Workplace Module)

Generational cohort of people born between 1977 and 2000; biggest cohort since the original postwar baby boom. Also called Millennials.

Generation Z (Gen Z) (Workplace Module)

Generational cohort of people born between 2001 and 2014. Also known as Digital Natives because people in this group were born into a world that already was full of electronic gadgets and digital technologies, such as the Internet and social networks.

Global integration (Workplace Module)

Global Integration=GI Coordination of the firm's value-chain activities across countries to achieve worldwide efficiency, synergy, and cross-fertilization in order to take maximum advantage of similarities between countries.

GLOBE (Global Leadership and Organizational Behavior Effectiveness)

Global Leadership and Organizational Behavior Effectiveness-the GLOBE Research Program was published in 2004 and 2007. Among the data were culture clusters, groupings of 60 countries into ten (10) that share cultural dimensions derived from Geert Hofstede and other cultural researchers.

GRI G4

Global Reporting Initiative (4th version) Sustainability reporting tool. -Most useful during initial assessment and then measurement and evaluation. The Global Reporting Initiative (known as GRI) is an international independent standards organization that helps businesses, governments and other organizations understand and communicate their impacts on issues such as climate change, human rights and corruption.

A cosmetic company denounces animal testing as a primary part of its branding was recently reported as buying finding from companies that routinely test on animals. Which aspect of corporate social responsibility (CSR) does this practice violate?

Good governance

CSR (Corporate Social Responsibility)

Good governance - is the system of rules and processes an organization puts in place to ensure its compliance with local and international laws, accounting rules, ethical norms, and environmental and social codes of conduct.

What is a good example of a "pull" factor attracting organizations toward globalization? (Workplace Module)

Government policies that promote outward foreign investment

Growth Strategies (People Module)

Growth Strategy Options-the choice of a growth strategy will be made after thorough analysis of the comparative returns on investment, the risks involved and the ability to satisfy strategic goals. Growth strategy, the way in which an organization intends to grow. *Strategic alliance *Joint venture *Equity partnership *Merger/acquisition *Franchising *Licensing *Contract manufacturing *Management contract *Turnkey operation *Greenfield operation *Brownfield operation

HR Role of Globalization (Workplace Module)

HR Global Abilities Globalization has made the role of HR even more critical and even more complex. -Global organizations require managers who think globally. -Organizations must integrate cross-cultural sensitivity and adaptability into their processes and management styles. -Organizations must become adept at managing threats. -Global organizations must find ways to receive the benefits of technology and virtualization.

Which OSHA standard is known as the Employee Right-to-Know Law? (Workplace Module)

Hazard Communication The Hazard Communication standard requires that employees be informed of hazardous substances in the workplace through labeling, training, and written hazard communication programs.

Patient Protection and Affordable Care Act

Health care reform law passed in 2010 that includes incentives and penalties for employers providing health insurance as a benefit

Situational Theories

Hersey-Blanchard - Change the style to the situation Fiedler's Contingency - Change the situation but not the style Path-Goal Theory - Provide a path through situation

What type of culture considers cultural contexts and nonverbal cues to be the most important part of a communicated message?

High context

Countries with Low and High Context Cultures

High context cultures: China, Japan and France Low contect cultures: U.S., United Kingdom and Canada

According to the Hersey-Blanchard theory, what is generally the most suitable situational leadership approach for entry-level employees? (HR Competencies Module)

High task, low relationship Entry-level employees require leadership that provides structure to project scheduling, methodologies, procedures, etc. This involvement requires a high task structure by the supervisor. However, because the new employee does not possess sufficient experience or insight into best practices, he/she cannot adequately participate in joint problem solving or decision making, thus the low relationship.

HR is considering whether to discharge an employee after investigating and confirming numerous complaints from other employees about grossly inappropriate sexual behavior, behavior that is prohibited by policy and by the union contract. The employee has had an opportunity to respond to the charges and has refused to complete a counseling program on sexual harassment. HR can document that it has complied with a disciplinary process detailed in the organization's union contract, and the organization's attorney has confirmed that the termination complies with the union contract and all employment laws. Is there anything else the HR manager should consider (Organization Module)?

History of responses to similar discipline situations. HR should confirm the consistency with which the organization has responded to this type of problem in the past. The action could be discriminatory if the response is inconsistent with previous similar situations. The organization has offered counseling to correct the employee's behavior, but this opportunity has been refused by the employee. The infraction is serious, infringes on the rights and dignity of other employees, and creates significant legal liability for the organization. At-will employment does not apply here.

Perlmutter's arguments for retributivism

Howard V. Perlmutter If a criminal's actions are deplorable enough, the criminal has a right to be punished "The right to be punished, then, is derivative on the right to be treated as a person. Just as persons deserve to be rewarded, so too persons deserve to be punished. Both rewarding and punishing are instances of respecting persons."

Which measure shows how much more valuable an organization has become because of its investment in human capital?*

Human economic value added. Human economic value added shows the wealth created per employee. It shows how much more valuable the organization has become because of its investment in human capital. Return on investment shows the value of investments in human capital. Human capital return on investment shows the amount of profit derived from investments in labor. Human capital value added shows the operating profit per full-time employee.

Risk Management

ISO (International Organization for Standardization) defines risk management as coordinated activities to direct and control an organization with regard to risk. Risk management strategies are designed to change the probability of a risk event occurring and/or the degree of its impact on the organization's objectives. An action taken to manage a risk is referred to as a risk control.

Henri Fayol - Managers are essential to the efficient operation of the organization, which requires using the terms of Henri Fayol, an early management theorist

Identified the Five Functions of Management and the 14 Principles of Management - Planning activities -Organizing and resourcing -Directing the work in a way that ensures effective use of resources -Coordinating to achieve efficiency -Controlling resources and activities through monitoring, measuring ad correcting as needed

Identity Alignment and Process Alignment (Workplace Module)

Identity Alignment-Extent to which Diversity is embraced in management of people, products/services and branding. Differences among locations are embraced. Products/services offerings and brand identity may be adjusted to accommodate local cultures. Example: Global Fast Food Chain-Taco Bell, McDonalds, KFC Process Alignment-Extent to which underlying operations such as IT, finance or HR integrate across locations. Example: Business where units have a common platform, such as Single Technology used in all locales; Same business performance metrics; Unified HR systems in place in all locales.

Different types of Cultures

Implicit Explicit

According to Blake-Mouton's behavioral leadership theory, what kind of manager delegates all tasks and does not exercise any authority over the team? (HR Competencies Module)

Impoverished manager The impoverished manager detaches from the team process, forcing the team to struggle on its own. The impoverished manager is committed to neither task nor people.

Globalization By Thomas L. Friedman (Workplace Module)

In Thomas Friedman's discussion of globalization, he described the process of globalization as being realized through action that were first defined by your country, then later defined by multi-national companies, and finally, in the most recent age of globalization is defined by: Others characterize the dimensions of globalization as a web of interconnectedness or the movement of people (labor) and knowledge (technology) across borders. In 2000, Friedman described a globalization system in which the United States was "the sole and dominant superpower" with all other nations subordinate to it to one degree or another.

Kaplan and Mike's Categories (Workplace Module)

In a Harvard Business Review article, Robert Kaplan and Anette Mikes discuss three categories of risk. Kaplan and Mike's categories include: Internal and preventable-These risks come from within the organization and could include violations of ethics and failures in routine processes. Strategy-This is desirable uncertainty that an organization willingly accepts when it commits to a strategy. i.e., uncertainty whether loans can be repaid or employees will be fully productive. External-Outside your organization-These sources of uncertainty are outside the organization and beyond its control.

-In employment contracts, what is the purpose of covenants not to compete? (Organization Module)

In the employment context, an enforceable covenant not to compete must generally protect a legitimate business interest of the employer. However, this does not mean that an employer may prevent the employee from working for a competitor, just because there will be a loss of business for them. The employer must have specific business interests at stake, such as the prevention of their competition learning their trade secrets. When a covenant not to compete is signed after employment, it also must be supported by consideration, such as a promotion. Finally, a covenant not to compete must not unduly burden the employee's right to make a living. This means that the covenant must be reasonable in its scope and duration. For example, if a covenant not to compete denies the employee the right to work for any competitor in the regional area, a court is more likely to find that this covenant is more reasonable than one that denies the employee the right to work for any competitor in the entire United States. However, this factor can vary greatly depending on the employee's type of business or industry.

What is a reasonable outcome of effective succession planning for leadership positions in an organization?

Increased organizational experience Succession planning determines which employees might benefit from different organizational experiences and pinpoints the training they will need to advance in the organization. It is an ongoing process of systematically assessing potential talent.

Budgeting Methods

Incremental budgeting-Also known as Line Item Budgeting. Zero based budgeting-All objectives and operations are given a priority ranking. Flexible budgeting-Different units or operations receive varying percentages of the budget. Performance budgeting-Recognizes the interrelationships among the various activities required to create value in an organization.

Due diligence calls for an intensive investigation of an organization being considered for a merger or acquisition to understand the risks that could be associated with the deal. What is an example of a cultural factor that poses potential risk? (Organization Module)

Integrating a large number of workers who speak a language not used by the acquiring company.

Invisible diversity traits (Workplace Module)

Invisible diversity traits include those attributes that are not readily seen, such as diversity of thought, perspectives and life experiences, which may include education, family status, values and beliefs, working-style preferences and socioeconomic status.

An HR manager implements new, more cost-effective health benefits coverage that transfers more responsibility to employees. In announcing the plan, the manager explains the dramatic rise in premiums and the organization's need to control spending and distributes plan information. There is substantial resistance to the change, which seriously affects employee attitudes and productivity. How could the manager have transitioned to the new plan more effectively? (Organization Module)

Involve employees in plan selection. In leading a change initiative, a manager must anticipate resistance and seek ways to manage it in advance. One of the most effective ways is to involve employees in problem solving; in this way they understand the context more thoroughly, have a chance to voice opinions and effect outcomes, and feel more invested in final outcomes. The manager-supplied context is helpful but perhaps too late. Removing oneself and senior decision makers from the stressful situation is a failure of leadership.

Broadbanding

Involves consolidating existing pay grades and ranges into fewer, wider career bands, it provides greater flexibility in setting pay rates, and it provides considerably more latitude in defining work and in moving people around within an organization.

Between widening skill gaps and retiring knowledge capital, organizations must ensure that their compensation structures are competitive. Benchmarking external peer industry organizations will provide a significant competitive edge in sourcing and placing top talent. A key advantage that market-pricing (external) job evaluation provides organizations over job-content-based (internal) job evaluation is: (People Module)

It compares an organization's compensation levels and benefits to those of other organizations that are in the same labor market and that compete for the same employees.

Job ranking

Job evaluation method that involves establishing a hierarchy of jobs from lowest to highest based on each job's overall value to the organization.

GLOBE - Influencing

John French and Bertram Raven identified five (5) ways in which leaders can create power: Legitimate Power-is created through a title or position in the hierarchy that is associated with the rights of leadership Reward Power-is created when the leader can offer followers something they value in exchange for their commitment (i.e. promotions, compensation, etc.) Expert Power-is created when a leader is recognized as possessing great intelligence, insight or experience Referent Power-is created by the force of the leader's personality-the ability to attract admiration, affection and/or loyalty. Coercive Power-is created when the leader as the power to punish those who do not follow. So power can derive from external factors-legitimate, reward and coercive or internal factors-personality and expertise. Both externally and internally derived power can be useful and dangerous in different situations. The most useful tactic is reasoning, explaining the advantages of your view logically, clearly and with examples. You can use the process of reciprocity-a system of banking favors so that you can ask for a favor yourself at some point in the future. (Reciprocity)

What type of learners acquire knowledge most effectively through a hands-on approach?

Kinesthetic learners

What type of learners acquire knowledge most effectively through a hands-on approach?

Kinesthetic learners Also known as tactile learners learn best through a hands-on approach. Examples: case studies round robin role plays structured exercises simulations fishbowl activities T-groups (Sensitivity trainings)

Debrief (Workplace Module)

Knowledge from testing and actual crises can be used to strengthen future responses. Debrief after a Fire Drill Should be regularly evaluated What worked during the drill?

Categories of Risk - Known Unknowns (Workplace Module)

Known unknowns are uncertainties that we know exist but we don't know much about their probability or impact.

HR team (Organization Module)

Leaders (strategic role), managers (responsible for units within HR function), specialists (functional experts), generalists (familiar with all of HR's varied services) and HR business partners (more experienced generalists who are assigned to represent HR services directly to other business functions).

Emergent Theory

Leaders are not appointed but emerge from the group, which chooses the leader based on interactions.

Mean, Medium and Mode (People Module)

Mean - Average of all the numbers (i.e. 1,2,3,4,5 = 15, 15/5 = 3; 3 is the Mean Median - 50th percentile or middle number (i.e. 1 2 3 4 5; 3 is the Median/is the middle number) Mode - Most frequent number occurring (i.e. 1, 2,2,3,3,3,4,4,4,4; 4 is the Mode)

What should the HR Generalist do in order to ensure that all employees are being treated equally?

Meet with managers who have the most tenured employees first to ensure that shielding of tenured employees from accountability is not an ongoing acceptable practice in the organization.

Key risk indicators (KRIs)

Metrics that provide an early signal of increasing risk exposures in the various areas of an enterprise. COSO defines Key Risk Indicators (KRIs) metrics that provide an early signal of increasing risk exposures in the various areas of an enterprise. KRIs can also be developed for most strategic HR Risks: -Retention rates at two years -Economic upturn of a certain percentage -Individual absenteeism rates -Changes in worker entry regulations

Porter's Five Forces

Michael Porter's "Five Forces" framework Model developed by strategy expert Michael Porter that identifies five competitive forces that influence planning strategies. Threat of entry, threat of substitute, supplier power, buyer power, and competitive rivalry. Threat of substitution Threat of entry Bargaining power of suppliers Bargaining power of buyers Rivalry among existing competitors this can change the companies strategies.

A small publishing firm believes it is too small to benefit from strategic planning. What is the best short-term benefit of strategic planning that might influence it to begin the process?

More effective allocation of resources The strongest reason for senior management to engage in the strategic planning process is a more focused allocation of resources and potentially increased profitability. Strategy does not necessarily result in increased engagement or corporate social responsibility.

Networking

Networking is a process of developing mutually beneficial contacts through the exchange of information. Networking is like building a large library of potentially useful information and influence. Networks can consists of internal or external contacts. Internal contacts can be people with whom you interact on a regular basis in the course of your work. External contacts can be people outside the organization with whom you work regularly, colleagues in other companies, or connections through professional associations such as the Society for Human Resource Management.

Networking

Networking is a process of developing mutually benenficial contacts through the exchange of information. Networking is like building a large library of potentially useful information and influence. Networks may consist of internal and external contacts. Internal contacts can be people with whom you interact on a regular basis in the course of your work, i.e., another Human Resources staff member, an Accountant, internal stakeholders, etc. External contacts can be people outside the organization with whom you work regularly, i.e., suppliers, community contacts, colleagues in other companies or connections through professional associations such as SHRM. Interact with other people to exchange information and develop contacts, especially to further one's career.

Adverse Impact

Occurs when an organization uses an employment practice or procedure that results in unfavorable outcomes to a protected class. Unintentional discrimination that occurs when members of a particular race, sex, or ethnic group are unintentionally harmed or disadvantaged because they are hired, promoted, or trained (or any other employment decision) at substantially lower rates than others.

Pay compression

Occurs when there is only a small difference in pay between employees regardless of their experience, skills, level, or seniority; also known as salary compression. Pay compression, or salary compression, occurs when there is only a small difference in pay between employees, regardless of their experience, skills, or seniority. Pay differentials may be narrowed over time in an organizational hierarchy. Module~People

Task Migration (People Module)

Occurs when traditionally higher-level leadership responsibilities are transferred to leaders at lower levels. This is partly a function of the trend toward flatter organizations, but it is also due to the greater speed and complexities of challenges.

Maslow's Hierarchy of Needs

Off the job - (level 1) Physiological Needs: Air, food, drink, shelter, sleep, sex (level 2) Safety and Security: Freedom from war, pollution (level 3) Relationships, Love and Affection: Family, friends, community groups (level 4) Self Esteem: Approval of family, friends, community (level 5) Self Actualization: Education, religion, personal growth

Maslow's Hierarchy of Needs

On the job (level 1) Physiological Needs: Air, food, drink, shelter, sleep, sex (level 2) Safety and Security: Working conditions, employment security, pay and benefits (level 3) Relationships, Love and Affection: Work groups, clients, coworkers, supervisors (level 4) Self Esteem: Training, recognition, high status, increased responsibilities (level 5) Self Actualization: Opportunities for growth development, problem solving, creativity

Civil Rights Act of 1964 (Workplace Module)

Outlawed discrimination based on race, color, religion, sex, or national origin. Employment discrimination, all companies with 15 or more employees are required to adhere to these rules set forth by Title VII (7) of the CRA of 1964 is also called the Fair Employment Practices Act.

PESTLE-Political Economic Social Technological Legal Environmental

PESTLE-Political Economic Social Technological Legal Environmental PESTLE analysis searches for environmental forces organized under specific categories- For global organizations, PESTLE data is necessary for developing a global organizational and functional strategy. NGO-Nongovernmental organization Political - Tax policy, employment laws, tariffs and where the local government may not want goods or services to be provided. Economic - Interest rates, inflation, wages and cost of living. Social - Cultural aspects, health and safety consciousness, population growth rates and various demographics. Technological - Ecological and environmental factors, products and services, current technologies Legal - Laws that may impact the NGO's operations and potentially differ across in-country locations. Environmental -Climate changes and seasonal or terrain variations that might affect NGO's service delivery methods.

An organization has been forced to hire new employees at higher pay rates than usual due to a tight labor supply. Employees who have been with the organization one to three years are earning the same or only slightly more than the new hires they have to train. What is the organization experiencing? (Workplace Module)

Pay Compression

Pay compression

Pay compression Occurs when the pay differences among individuals with different levels of experience and performance become small

SaaS (Software as a Service)

Pay for software as you use it. Not installed locally, instead it is 'Hosted'software e.g. Google Docs

Defined benefit plan (People Module)

Pension plan that guarantees a specified level of retirement income

Why is it important for training professionals to understand their own learning style? (People Module)

People tend to teach the way they prefer to learn. Training professionals need to understand their own learning styles, because they tend to teach others with the method by which they prefer to learn. Being aware of that makes them more cognizant of the need to develop activities that cater to a variety of learning styles.

Kinesthetic learners

People who learn best through a hands-on approach; also called tactile learners.

Adult learners (People Module)

People who prefer to be given information they can use immediately, to be actively involved in the learning process, to connect their life experiences with the new information they learn, to know how the new information is relevant to their busy lives, to know how the information will solve a problem, and to receive information that is relevant to their needs.

Ethical Practice Competency

Philosophershave long debated exactly what ethical behavior is: adherence to socially accepted norms of behavior (such as honesty), integrity (maintaining consistency between one's values and one's actions), and commitment to the common good.

The best role for HR is one that is proactive, not reactive, and that considers risk from an integrated enterprise perspective. The definition of risk appetite and risk tolerance is best made by senior management, however. (Workplace Module)

Proactively participating in the identification and management of threats and opportunities across the organization

Recruitment

Process of encouraging candidates to apply for job openings. Quantity and Quality of candidates matters.

HR audit

Process to measure the effectiveness and efficiency of HR programs and positions. Helps to identify new gaps. (Organization)

Surveys

Questionnaires and interviews that ask people directly about their experiences, attitudes, or opinions. The probably outcome of measuring employee attitudes through a survey. The survey can reveal problems that might go unreported. Surveys do not provide in-depth information. Surveys can identify issues employees were hesitant or didnt think to raise.

RACI (Organization Module)

RACI Responsible Accountable Consult Inform

A CEO thinks the best way to make his organization a leading competitor is to merge with a healthcare organization that recently acquired the rights to new technology. Which best describes the degree and timing of the change the CEO is implementing?*

Radical-reactive Rationale: The degree of change would be radical because the merger is a major change to how the organization currently does business. The time of change would be reactive because they are forced to change by some event in the external environment.

Unweighted average

Raw average of data that gives equal weight to all values, with no regard for other factors. Gives equal weight to all values with no regard for other factors.

Recruitment starts the employee's life cycle (ELC) journey. It encompasses all the HR processes leading up to Hiring. (People Module)

Recruitment Integration Development Transition Recruitment Employer - employee relationship begins Integration The employee gains access to information and tools required for the job and settles into the position. Development To promote engagement and retention, the organization invests time and resources in the employees development. HR and management typically work collaboratively with the employee to develop performance objectives and goals in conjunction with performance evaluation. Transition Specific activities during this phase are dependent upon the type of transition (resignation, firing, transfer, promotion, demotion or retirement)

Sustainability

Referred to an ecological goal, the preservation of the environment. 3 P's People Planet Profits Planet Environmental People - Social Sustainability Economics - Profits

Value

Refers to an organization's success in meeting its strategic goals.

U.S. Employment Law and Regulations

Refers to the knowledge and application of all relevant laws and regulations in the United States relating to employment.

SJT: The hotel manager terminates the housekeeper. The housekeeper then threatens to file a wrong termination claim, stating that she did not know the policies were different from the affordable hotel where she previously worked. What is the first thing the HR manager should do to resolve the wrongful termination claim?

Reinstate the employee to allow for a thorough investigation to be conducted. Situational judgment test (SJTs) require you, as an examinee, to think about what is occurring in the scenario and decide which response option identifies the most effective course of action. Other response options may be something you could do to respond in the situation, but SJTs require thinking and acting based on the best of the available options. Do not base your answer on your organization's approach to handling the situation, but rather, answer based on what you know should be done according to best practice. Panels of SHRM-certified subject matter experts rate the effectiveness of each response option, and the "best" answer is derived by statistical analysis of those expert opinions.

What is good advice for an HR professional implementing an employee engagement survey?

Report results

A declining cash flow indicates fewer resources available to fund additional projects or initiatives. It does not necessarily require a prompt decrease in staffing or hiring, which could worsen problems by reducing revenues. (HR Competencies Module) A review of the organization's cash flow statement shows that cash outflow has increased over the previous year. How will this most likely affect the HR function?

Resource-intensive projects will be delayed.

A review of the organization's cash flow statement shows that cash outflow has increased over the previous year. How will this most likely affect the HR function? (HR Competencies Module)

Resource-intensive projects will be delayed. A declining cash flow indicates fewer resources available to fund additional projects or initiatives.

Kirkpatrick identified four levels at which training can be evaluated. At which level would you be evaluating return on investment? (People Module)

Results Kirkpatrick identifies 4 levels of rigor in the eval of training programs. According to his model, which of the following reps the highest level of eval? a) reaction criteria b) results criteria c) behavioral criteria d) learning criteria

FA #13 Risk Management

Risk Management is the identification, assessment, and prioritization of risks, and the application of resources to minimize, monitor and control the probability and impact of those risks accordingly.

Under deadline pressure, a global team leader grows angry with workers from one region, resorting to threats and accusations. Realizing that her behavior is counterproductive, she apologizes and sets up a meeting to determine the source of the delays and how she can best help. What critical quality has she acquired? (HR Competencies Module)

Self-regulation component of emotional intelligence Self-regulation enables the team leader to control her own emotions. That is the critical problem here. The cognitive skills of intercultural wisdom, a multidimensional perspective of a global mindset, and the positive motivation of intercultural wisdom may all help her better understand the perspective of the workers' region, but controlling her own emotions is a critical first step.

Management has asked for HR guidance in selecting a benefit plan that manages increased costs without sacrificing employee morale. What should HR suggest?

Several representative focus groups. The best advice would be to conduct several focus groups representative of employees in different areas and with different lengths of tenure.

Negotiating styles

Soft negotiator-value the relationship more than the outcome and will back down on issues in the interest of reaching agreement-even if they are no longer getting what they need. Hard negotiators-are committed to winning, even at the cost of the relationship. (i.e., Donald J. Trump) Principled negotiators aim for mutual gain. They can separate people from positions and maintain focus on the issues. They identify common interests and make them a goal of the negotiation. This is referred to as interest-based or integrative bargaining. Principled negotiators are creative: -they come to the negotiation prepared with different options that may satisfy both sides -the goal is a win-win solution -requiring some sacrifice of position from each side in order to gain meaningful points. • Win-Lose (Competition) • Compromise (Lose/Lose) • Win-Win Orientation (Collaboration) • Avoidance/Accommodation

SMARTER Objectives

Specific, Measurable, Attainable, Relevant, Time-based, Ethical, Recorded

Global Assignment Process (Workplace Module)

Stage 1-Assessment and selection Stage 2-Management and assignee decision Stage 3-Pre-departure preparation Stage 4-On Assignment Stage 5-Completing the assignment Redeployment 0r Repatriation Repatriation involves reintegrating the employee back into the home country after an international assignment. Redeployment does not always involve repatriation. An assignee's next assignment can be back in the home country, in a different global location or in a new location or new position in the current host country.

R. Edward Freeman

Stakeholder Concept proposes that any organization operates within a complex environment in which it affects and is affected by a variety of forces or stakeholders who all share in the value of the organization and its activities.

Upside and Downside Risks (Workplace Module)

Strategic risk management and the options used to manage response to a risk event. Because risk events can have either positive or negative outcomes, there are parallel tactics for managing upside (Opportunity) and downside (Threat) risks. Management Risks Risks Opportunities UPSIDE DOWNSIDE Optimize Avoid Share Transfer Enhance Mitigate Ignore Accept

Blue ocean strategies

Strategies that generate competitive advantage by creating a new marketplace arena in which there are no other competitors.

What are the categories of risk in the COSO ERM framework? (Workplace Module)

Strategy, operations, financial reporting, compliance

Which part of the SWOT analysis identifies the core competencies of a global enterprise?

Strengths and weaknesses - Internal Strengths and weaknesses refer to the environment. Competitive compensation and benefits could be a strength, and lack of diversity in managerial positions could be a weakness. Opportunities and threats come from the external environment.

SWOT analysis - Strengths Weaknesses Opportunities Threats

Strengths, Weaknesses, Opportunities, Threats Method for assessment of an organization's strategic capabilities through use of the environmental scanning process, by which internal and external factors affecting achievement of organizational goals are identified and considered. Strengths and Weaknesses-Internal Opportunities and Threats-External

Barriers to Risk Management are: (Workplace Module)

Structural-They overlook dependencies within the organization that can create risks and/or interfere with proactive risk management. Cognitive-Risks have been clearly identified and responses fully defined. Cultural (Corporate Culture)-The cultural barriers ultimately involve what types of mindsets are sought, instilled and rewarded.

FA #6 Structure of the HR Function

Structure of the HR Function encompasses the people, processes, theories, and activities involved in the delivery of HR-related services that create and drive organizational effectiveness.

At present, the attrition rate for women far exceeds that for men in management at a global nonprofit organization. A strategic initiative is to move more women into leadership development programs. What process could help mitigate the organizational exit of women and retain them for leadership positions? (Organization Module)

Succession planning Connecting succession planning to organizational strategy and objectives can drive the efficiency and effectiveness of the program. In turn, succession planning efforts can help the organization mitigate the risk exposure of voluntary employee turnover.

Functional Area (FA) #2 Talent Acquisition

Talent Acquisition encompasses the activities involved in building and maintaining a workforce that meets the needs of the organization.

HR Budgets - Operational Side, includes resources that are directly related to staffing and expenses required to provide HR services to internal customers. The budget normally includes resources related to: (People Module)

Talent acquisition Training and development Compensation and benefits Employee and labor relations Health, safety and security Information technology Planning Philanthropy

Diversity council (Workplace Module)

Task force created to define a diversity and inclusion initiative and guide the development and implementation process.

What first step could she have suggested if the director had called the HR manager for advice before terminating the groundskeepers employment?

Thank the student worker for raising their concern and drive the groundskeeper for a drug/alcohol test to be taken immediately.

Leadership, Interpersonal and Business

The 8 Behavioral Competencies that describe the behaviours and attributes necessary for HR Professionals to perform effectively in the workplace, are grouped into three (3) clusters.

Communication competency

The Communication competency is defined in the SHRM Body of Competency and Knowledge as "the knowledge, skills and abilities (KSAOs) needed to effectively craft and deliver concise and informative communications, to listen to and address concerns of others and to transfer and translate information from one level or unit of the organization to another." Communication is one of the basic competencies that HR Professionals use in all aspects of their work and at all stages in their career-from listening to employee grievances to presenting the HR Strategy to senior leaders. The ability to effectively exchange information with stakeholders. The ability to communicate with knowledge, skills, and thoughtfulness.

Should the HR business partner agree to the colleagues offer to discuss recruiting in exchange for wage and benefit information?

The HR Business partner should decline the offer, recommend that the clinic participate in a broader industry wage survey, and share names of good surveys.

Duty of Care

The duty of all persons, as established by tort law, to exercise a reasonable amount of care in their dealings with others. Failure to exercise due care, which is normally determined by the reasonable person standard, constitutes the tort of negligence.

A family-owned business with 100 employees wants to set up a retirement plan. If the organization sets up a qualified defined contribution plan, what restrictions, if any, does the Employee Retirement Income Security Act impose on the investment of the assets? (Workplace Module)

The employer has a fiduciary responsibility to invest the pension fund as any prudent person would. The employer must follow the prudent person rule with respect to its handling, investment, and management of the plan's assets.

The evaluation of work samples

The evaluation of work samples will probably provide the most consistent results because of the direct relationship between the test situation and the work situation. Actual job tasks used in testing applicants' performance. Require a candidate to perform observable work tasks or job-related behaviors to predict future job success.

Particularistic

The exclusive devotion to the interests of one's own group. A particularist culture a strong handshake agreement may be sufficient and requiring a written agreement may be perceived as an insult. In this culture a verbal agreement or handshake is likely to be received as a detailed contract.

Communicating Strategic Results (People Module)

The key challenge is to use information efficiently and effectively to make a point. HR has amassed considerable historical data for the organization and individual branches, conducted surveys, examined the effects of different tools, implemented a program and performed a preliminary evaluation.

The leading and the lagging strands differ in that

The leading strand is synthesized continuously, whereas the lagging strand is synthesized in short fragments that are ultimately stitched together. The leading strand is synthesized in the same direction as the movement of the replication fork, and the lagging strand is synthesized in the opposite direction.

Employment at will

The legal concept that an employee may be terminated for any reason

Risk Management Process

The method of making, implementing, and monitoring decisions that minimize the adverse effects of risk on an organization.

Due diligence

The need to thoroughly investigate an action before it is taken, through diligent research and evaluation. Necessary level of care and attention that is taken to investigate an action before it is taken.

Corporate Social Responsibility

The notion that corporations are expected to go above and beyond following the law and making a profit

Life Cycle Concept

The period of time over which an entity goes from introduction to withdrawal. Time - x-axis Revenue - y-axis Introduction (revenue is low bc there is little market awareness & bc of the markets resistance to change), Growth (time proceeds, revenue begins to increase), Maturity through introduction of new products or customer groups), Renewal/no growth/decline (eventual demand will decrease, orgs and: renew, take no action or take no action and decline)

People, Organization and Workplace

The single technical competency of HR Expertise is grouped into three (3) Knowledge domains.

Equity (Workplace Module)

The term equity often arises in D&I discussions. The word has several different meanings in the world of business. -In Finance, equity means ownership -In Compensation, equity means relative fairness in total rewards -In Hiring, equity means equal opportunity to work. A condition in which people receive from a relationship in proportion to what they give to it. (n.) The state or quality of being just, fair, or impartial; fair and equal treatment; something that is fair; the money value of a property above and beyond any mortgage or other claim

Expatriate

The term expatriate comes from the Latin "ex" meaning out and "patria" meaning homeland. Expat = International Assignee (IA) refers to anyone who is not a citizen of the country in which they reside and doesn't intend to become a permanent resident.

Functional Areas

The term used to refer to the different sections of a business. These are usually named as the marketing, production, finance and human resources departments.

HR structural alternative that allows businesses with different strategies in multiple units to apply HR expertise to each unit's specific strategic needs.

The types of HR structures are: -Centralized vs. Decentralized Centralized-All HR personnel located with HR Department, delivers services to entire organization Decentralized-HR staff within each function, business unit, or location carrying out required activities. -Functional vs. Dedicated Functional-Headquarters HR is staffed with specialists who craft policies. Dedicated-Allows organizations with different strategies in multiple units to apply HR expertise to each units specific strategic need. -Shared Services Each business unit can supplement its resources by selecting what it needs from a menu of shared HR services.

Various negotiating tactics

There are various negotiating tactics that rely on bullying, deception or manipulation, such as deadlines (this is an one-time offer), brinksmanship (take it or leave it) or low-/high-balling (making ridiculously low or high demands). These tactics are risky, especially when the negotiation involves an ongoing relationship; they can destroy trust.

What is the advantage of using a "chosen officer" in alternative dispute resolution (ADR)? (Organization Module)

This ADR method empowers the employee. In a chosen officer ADR system, the employee selects an individual from a list of individuals within (not outside) the organization. Having choice provides some sense of empowerment. It does not offer a particular economic advantage over the single officer system. Nor is it more effective than an open-door policy, which may in fact preempt many disputes by improving communication in the organization.

ROI calculation?

This expresses the profit on an investment, expressed as a percentage of the investment. It is calculated by considering the annual benefit divided by the investment amount. ROI% = Net program benefits/Total incurred costs x 100 A Positive number means Good ROI A Negative number means Negative ROI

Data Protection Act (Organization Module)

This law regulates how personal information is used and protects against misuse of personal details.

What is the primary function of an HR audit?

To determine HR programs to enhance

What is the most important reason to complete a risk assessment?

To develop management tactics for strategic and operational risks

What is one critical stop in the candidate selection process? (Workplace Module)

To ensure a broad selection of qualified candidates, create and maintain a potential global assignee talent pool.

Many organizations now require their members to complete business cases when requesting organizational resources in order to increase accountability. A business case describes a problem to be solved, desired outcomes, the advantages and disadvantages of different solutions, and what will be needed to implement the best solution. (HR Competencies Module)

To secure budget and resources for a proposed project

Risk scorecard

Tool used to gather individual assessments of various characteristics of risk (e.g., frequency of occurrence, degree of impact/loss/gain for the organization, degree of efficacy of current controls). Event/Threat 1) Event probability-A 2) Speed of onset-B 3) Existing mitigation-C 4) Severity of impact-D Total = Threat Ranking Index (AxBxCxD)

FA #5 Total Rewards

Total Rewards refers to the design and implementation of compensation systems and benefit packages, which employers use to attract and retain employees.

While developing the HR function's business plan, an HR manager is informed that organizational budget constraints have led to an organization-wide hiring freeze. The manager has also been told to plan for conducting at least one major round of workforce reductions. What would be a reasonable objective for the coming year's business plan? (Organization Module)

Train all HR personnel in the termination process.

While developing the HR function's business plan, an HR manager is informed that organizational budget constraints have led to an organization-wide hiring freeze. The manager has also been told to plan for conducting at least one major round of workforce reductions. What would be a reasonable objective for the coming year's business plan? (Organization Module)

Train all HR personnel in the termination process. Ensuring that all personnel are prepared to assist in layoffs will use function resources prudently and flexibly. If there are budget constraints, outsourcing represents additional costs and may not be feasible. Similarly, the training program should probably be postponed if it cannot be conducted in-house and without impeding preparations for the layoffs. The health-care contract probably cannot be delayed and may be a way to help the organization save money.

Ethics in the Workplace-THC

Transparency Honesty Confidentiality Transparency-commits an ethical organizations to disclosing details about dealings, transactions, or processes to those who have a vested interest. Transparency provides assurance when behaviors cannot be witnessed and it cannot be verified tha they comply with laws, rules, or policies. Honesty-Honest dealings reflect a commitment to truthfulness and fairness, abiding by social and business norms. Conflict of Interest-can occur both on a person to organization level, in which an employee's personal interests conflict with the employer-organization's interests) and on an organization to organization (or organization to government) level. Bribery is the exchange of anything of value to gain greater influence or preference. Bribery and corrupt practices are increasingly unlawful in many jurisdictions worldwide. As part of building thier business acumen, HR professionals should make it a point to learn their organizations' particular ethical vulnerabilities. Implementing and maintaining an effective anticorruption program can decrease corruption risks. Confidentiality-refers to the treatment of personal information that has been disclosed to another person or organization. Maintaining confidentiality is the agreement to not share or make public that information. This requirement of ethical behavior applies to all stakeholders. Protecting the Rights of Others-Ethical employers provide workplaces in which the rights of employees are protected. -Creating a safe working environment -Maintaining a fair working environment -Protecting employee privacy

GLOBE - Building Trust

Trust is associated with words like truthfulness and reliability. Negotiations can proceed more quickly to mutually acceptable conclusions. Research conducted by Robert Hurley found that while honesty and predictability are necessary to build trust, they are only part of the requirements. Building trust is more likely when the person bestowing trust recognizes certain qualities in the other person: Common Values-People trust people who are similar to themselves Aligned Interests-Trust is possible to construct across differences in beliefs, experiences or culture, it simply takes time and communication. In organizations, a common value can be found in a commitment to stakeholders-i.e. to the Visions of its leaders or the well-being of its employees and customers. Benevolence-a benevolent person is perceived as having genuine concern about another's well-being, above or at least equal to his or her own interests. Someone who manipulates others to achieve personal objectives is Not benevolent. Capability or competence-People must feel that an individual can deliver on commitments. People who over promise or do not follow through do not merit trust. Predictability and integrity-A trustworthy person reliably walks the talk there is consistency between values and behavior. Communication-Trustworthy people communicate often and fully. They listen and respond to what they hear.

Employee Polygraph Protection Act (EPPA)

U.S. act that prevents private employers from requiring applicants or employees to take a polygraph test for preemployment screening or during the course of employment, with certain exemptions.

U.S. Employment Law and Regulations

US Employment Law and Regulations refers to the knowledge and application of all relevant laws and regulations in the United States relating to employment-provisions that set the parameters and limitations for each HR functional area and for organizations overall. Deals with the knowledge and application of all relevant laws and regulations in the United States relating to employment. These provisions set the parameters and limitations overall. HR demonstrates value by ensuring the organization's compliance with laws and regulations on both domestically and globally (including extra-territorially)

A software company is opening a plant in China. Some U.S. management and key personnel will be transferred; however, most new employees will be hired in China. Company executives want more information, including a projection of the economic value of each employee's work. Which external environmental scanning factors should the company examine? (People Module)

Unemployment rate Unemployment rates are factors of the economic environment and are external factors related to the organization's success. While all of these factors would be beneficial information to examine in an environmental scan, the others are representative of forces internal to an organization.

Weingarten rights

Union employees' right to have a union representative or coworker present during an investigatory interview.

Weingarten rights

Union employees' right to have a union representative or coworker present during an investigatory interview. guarantee employees the right to union representation during investigatory interviews by the employer

GLOBE (Global Leadership and Organizational Behavior Effectiveness) for Universal Leadership Characteristics

Universal Characteristics that DEFINE Leadership: Administratively skilled Communicative Confidence builder Coordinator Decisive Dependable Dynamic Effective bargainer Encouraging Excellence-oriented Foresight Honest Informed Intelligent Just Motive arouser Motivational Positive Team-builder Trustworthy Win-Win problem solver ================================================ Universal Characteristics that DETRACT from Leadership: Asocial Dictatorial Egocentric Indirect/Nonexplicit Irritable Loner Noncooperative Ruthless

Global - local models (Workplace Module)

Upstream (decisions are made at HQ), downstream (decisions are made at local level), identity alignment (embraces diversity in mgt of people, products/services and branding - may be adjusted for local cultures), process alignment (extent to which underlying operations like HR, IT integrate across locations (single technology, same bus performance metrics, unified HR systems in place in all locations). Briscoe, Schuler and Tarique

HR Compliance Checklist (Workplace Module)

Using a compliance checklist to prepare for an HR compliance can effectively help to: Keep organizations compliant with employment laws and regulations Prevent potential liabilities and employee lawsuits Ensure that business operations are generating results and supporting the organizations brand

Risk Management

Using strategies to reduce the amount of risk (the degree of likelihood that a person will become ill upon exposure to a toxin or pathogen).

Expectancy Theory

Victor Vroom's theory that the amount of effort employees exert on a specific task depends on their expectations of the outcome. This theory proposes that the level of effort an individual expends depends upon a motivational force that is the product of three (3) factors: -Expectancy-a person's belief that a chance exists that a certain effort will lead to a particular level of performance. -Instrumentality-a person's belief that a specific action leads to a specific outcome, a reward of some sort. -Valence-the strength of an individual's desire for a particular outcome. If a person does not believe that hard work will result in meeting a goal, then the prospect of even a deeply desired reward will not generate motivation. It is important for leaders to pay attention to the work environment.

An organization examines the level of probability for all types of losses to which it may be exposed. What aspect of risk is the organization studying? (Workplace Module)

Vulnerability Vulnerability refers to the degree of probability that a loss will occur.

An organization examines the level of probability for all types of losses to which it may be exposed. What aspect of risk is the organization studying? (Workplace Module)

Vulnerability Vulnerability refers to the degree of probability that a loss will occur. Impact is the possible effect on the organization, and tolerance is the amount of risk the organization can survive if an event occurs. Mitigation planning occurs after analysis of probability, risk, and speed of onset.

SJT: The HR director reviews performance expectations for employees on the production line. She thinks that the employees skipped the quality control step because production goals are unattainable. Which is the best way for the HR director to proceed?

Work with supervisors to determine improvements that will help employees meet production goals. Situational judgment test (SJTs) require you, as an examinee, to think about what is occurring in the scenario and decide which response option identifies the most effective course of action. Other response options may be something you could do to respond in the situation, but SJTs require thinking and acting based on the best of the available options. Do not base your answer on your organization's approach to handling the situation, but rather, answer based on what you know should be done according to best practice. Panels of SHRM-certified subject matter experts rate the effectiveness of each response option, and the "best" answer is derived by statistical analysis of those expert opinions.

FA #8 Workforce Management

Workforce Management refers to the HR practices and initiatives that allow the organization to meet its talent needs. For example, workforce planning and succession planning, aEnd to close critical competency gaps.

Demographic Dichotomy (Workplace Module)

Workforce in emerging countries becoming disproportionately young, but in developing countries, aging rapidly. Younger workforce in emerging economies; aging workforce in developed economies. Creates educational, skills dividends and deficits. Longer lifespans, increased standards of living and lower population growth rates worldwide all exacerbate the effects of this basic dichotomy.

Organizations that implement a BoB, "best of breed" strategy pick the best applications for each HR functional area, working with one or more vendors. For example, the organization might use a recruiting solution from one vendor and a payroll system from another. The democratization of HR data describes expanding access to many users (such as employees, managers, health insurers, workers' compensation carriers, senior executives, job applicants, and regulatory agencies) and may apply to BoB or integrated solutions. The other choices here are characteristics of integrated solutions. What is a primary design consideration when procuring a "best of breed" (BoB) HRIS solution? (Organization Module)

Working with one or more vendors

Impactful Communication

You, Message, Delivery and Audience Influence Business Decisions through Effective Communication, describes impactful communication, communication that achieves its purpose. Impactful communication integrates: -An understanding of the audience's needs and perspectives -A clear message -Effective delivery Being an Impactful Communicator The most potent ways to have impact are available to all determined communicators: listening, projecting credibility and creating an effective presence or physical image. - Listening-Active listening is a technique used by communicators who are fully engaged with their audiences, both physically and cognitively. - Credibility-The audience is more willing to listen and to believe. - Creating presence-Engaging with an audience requires supporting your message and your credibility with physical presence that is appropriate and engaging. Impactful communicators use their words, their bodies and their voices as an element of the message. -Posture & movement -Gesture -Eye contact -Vocal qualities The major enemies to presence are falseness and nervousness.

Glass ceiling and Glass escalator

___ refers to an invisible lid on women's climb up the employment ladder; whereas ___ refers to the promotional ride men take to the top of a work organization, especially in feminized jobs.

CSR (Corporate Social Responsibility)

a business's obligation to pursue policies, decisions, and actions that align with the objectives and values of society.

MBO (management by objectives) (People Module)

a collaborative goal setting process through which organizational goals cascade down throughout the organization

job enlargement

a job enrichment strategy that involves combining a series of tasks into one challenging and interesting assignment. Job enlargement attempts to alleviate the boredom and low morale associated with excessive job simplification.

Trait Theory

a leadership theory that holds that effective leaders possess a similar set of traits or characteristics. The trait theory derives from the Great Man theory of the 19th century. Great Men theory, the traits of recognized leaders were identified and used to assign leadership to individuals with similar characteristics.

Principal-agent problem (Workplace Module)

a problem caused by agents pursuing their own interests rather than the interests of the principals who hired them.

Benchmarking (People Module)

a process by which a company compares its performance with that of high-performing organizations

Job evaluation

a process that determines the worth of each job in a company by evaluating the market value of the knowledge, skills, and requirements needed to perform it Between widening skill gaps and retiring knowledge capital, organizations must ensure that their compensation structures are competitive. Benchmarking external peer industry organizations will provide a significant competitive edge in sourcing and placing top talent. Module~People

Strategic Objectives (People Module)

a set of organizational goals that are used to operationalize the mission statement and that are specific and cover a well-defined time frame

Balance Sheet

a statement of the assets, liabilities, and capital of a business or other organization at a particular point in time, detailing the balance of income and expenditure over the preceding period.

Code of conduct

a statement that guides the ethical behavior of a company and its employees Code of conduct/Code of ethics can be defined as principles of conduct within organization that guide decision making and behavior.

Performance management system

a system that establishes performance standards that are used to evaluate employee performance

Talent Management

a systematic, planned effort to attract, retain, develop, and motivate highly skilled employees and managers

A key advantage that market-pricing (external) job evaluation provides organizations over job-content-based (internal) job evaluation is

it compares an organization's compensation levels and benefits to those of other organizations that are in the same labor market and that compete for the same employees. Between widening skill gaps and retiring knowledge capital, organizations must ensure that their compensation structures are competitive. Benchmarking external peer industry organizations will provide a significant competitive edge in sourcing and placing top talent. For more information, refer to Module People, Functional Area 5, Section 2

Civil Rights Act of 1964

outlawed discrimination based on race, color, religion, sex, or national origin 1964; banned discrimination in public acomodations, prohibited discrimination in any federally assisted program, outlawed discrimination in most employment; enlarged federal powers to protect voting rights and to speed school desegregation; this and the voting rights act helped to give African-Americans equality on paper, and more federally-protected power so that social equality was a more realistic goal

Risk barriers

physical, economic, or social

judgmental forecasting

relying on the experience and insights of people in the organization to predict a firm's future employment needs

Diaspora

A dispersion of people from their homeland

Vulnerability (Workplace Module)

A person's diminished ability to deal with demanding life events. Susceptibility or tendency to develop a disorder.

Strategic Planning Process

A process that helps an organization allocate its resources under different conditions to accomplish its objectives, deliver value, and be competitive in a market-driven economy.

The VP of HR has been a member of the team for three years; she knows the players and the current business. The company has most of the major oil companies as clients and is already aware that this product could result in sizable deposits. However, there is no history to project with any certainty how long the deposits would remain in the company or how much activity the account would experience. What should HR include in the implementation plan to ensure that the strategy's activity stays on course to meet its objectives? (HR Competencies Module)

A. Agreed and measurable performance indicators

When a new HR director joins a company, the HR team expresses concerns about the process used for selecting new hires. In the current process, interviewers ask their own questions and use their own criteria for assigning letter grades. This system has resulted in poor hiring decisions, a lack of consistency across departments, and a lack of diversity in certain departments. The HR team is not confident that the organization is hiring the right people, but each department still thinks it can handle its own hiring better than HR can, and they are not interested in trying a new process. What is the best way to handle concerns about the current hiring process?

A. Create a structured interview process that standardizes the questions asked and the criteria for grading.

When a new HR director joins a company, the HR team expresses concerns about the process used for selecting new hires. In the current process, interviewers ask their own questions and use their own criteria for assigning letter grades. This system has resulted in poor hiring decisions, a lack of consistency across departments, and a lack of diversity in certain departments. The HR team is not confident that the organization is hiring the right people, but each department still thinks it can handle its own hiring better than HR can, and they are not interested in trying a new process. What is the best way to handle concerns about the current hiring process? (HR Competencies Module)

A. Create a structured interview process that standardizes the questions asked and the criteria for grading.

The plant manager believes that two female accounting employees reported the theft and the affair to corporate. During annual reviews, these employees are given a minimal wage increase, despite very good job performance. They ask their boss, the controller, about the low raises, who states that the plant manager left instructions to give them only the small increase. The controller will not discuss it any further. The employees feel that the plant manager is retaliating against them. The HR manager finds out that the plant manager has stolen not only a low-value item but also a high-value item from the facility, both of which are violations of company policy. Further, the HR manager discovers that HR's authority is being undermined. HR learns that the production manager did not follow HR's advice on how to handle an employee issue and has created a potential problem. When asked, the production manager states the plant manager has instructed all managers not to follow the HR manager's advice. What is the proper next step for the HR manager to take when finding out about the theft of the minor item? (HR Competencies Module)

A. Report this offense to corporate and let them decide the next steps.

The potential consequence of this decision is a negative salary equity impact on other HR managers in the organization, based on the race and gender mix of the other approximately 20 HR managers who may be affected. Additionally, there are internal salary equity concerns since other HR managers have greater seniority and comparatively greater responsibility in their respective areas than the manager who is projected to receive this large salary increase. So, in the context of the organization`s HR policy and practice, this action reflects a poor management decision, lacking the kind of collegial and collaborative behavior expected of senior managers at this level of responsibility. What should senior HR leadership do to achieve greater consistency and equity in adhering to compensation policies and procedures in the future? (HR Competencies Module)

A. Review the current policy to determine whether it is clear enough in conveying organizational expectations, and modify it as necessary to ensure consistent compliance. A is the best response. It provides an opportunity to review the existing policy to ensure that it is clear enough to provide guidance on the problem and allows managers some input toward improving its message and direction. B is incorrect. While it may prevent managers from implementing excessive or inequitable salary increases, it may be perceived as too authoritarian or control-oriented, rather than working collaboratively with managers to find a common solution to the problem. C is incorrect. This is not a proactive approach, and it will not ensure that the policy is understood or achieves buy-in from managers. D is incorrect. Operational information such as this is more appropriate during onboarding or management training rather than in an employee offer letter.

Business Intelligence (BI)

Allows analysts to retrieve timely, accurate and complete data and transform that data into actionable intelligence that can be used to make organizational decisions.

After further discussion, the HR consultant learns from the CFO that the manager of the operations department has a reputation for being aggressive and direct. The operations manager, who directly reports to the CEO, has been with the company for ten years and is a good friend of the family of the owners. The CFO admits that the operations manager can be difficult to deal with sometimes, but nobody says anything because of the operations manager's strong relationship with the family. The CFO says morale is low in the operations department, but an employee survey hasn't been done in the two years that the CFO has been at the company. The CFO asks the HR consultant for help in fixing the turnover problem. They discuss various options including training, coaching, and an employee engagement survey. The CFO has provided the HR consultant with a minimal budget to determine which tasks are necessary and to complete them. How should the HR consultant best determine if the operations manager could benefit from executive coaching? (HR Competencies Module)

A. Talk to the CEO. A is the best response. The CEO is the direct supervisor and has the authority to approve the expense of coaching and to make a determination if they see the manager as having issues that need to be addressed. When presenting the solution to the CEO, the HR consultant should create alignment between the behavior and the actions of a senior executive and the organization's goals, strategies, and bottom-line success. Coaching is most successful for executives when it has leadership approval. B is incorrect. Direct reports of the manager do not need to be consulted in this manner, as they do not have the authority to approve the action. The manager may choose to share the coaching arrangement with direct reports at a later time, but this should be determined by the manager. C is incorrect. Pressuring the operations manager could initiate resistance and a lack of buy-in. Moreover, the determination on whether coaching is needed should be discussed and approved by the CEO. D is incorrect. Coaching can be a sensitive subject to some people. Because it can be viewed as a performance improvement initiative, it is best to keep the initial conversations between the CEO and the manager being coached. As coaching commences, the manager may decide to share the arrangement with peers to aid in accountability, but that should be determined by the manager.

The SVP HR brings these concerns to the HR leadership team that directly reports to her. The SVP HR is concerned that they will continue to see this pattern of a highly disengaged HR group and a loss of institutional knowledge, which will result in an even greater challenge to deliver HR services. The HR leadership team responds to these concerns with equal frustration, sharing that they have been trying their best to respond to employee needs and they have not had the tools in place to do so. They do not think that employee engagement is a great concern within the HR group and think that the turnover has been healthy by bringing in a fresh perspective when they hire new people. The team decides to implement an employee engagement survey in the HR function, the first survey in a long time for either of the merged operations. The president of the division has supported the SVP HR's efforts to improve the engagement of her HR team, and, if she is successful, he has agreed to look at launching a broader engagement strategy division-wide. The SVP HR is hopeful for turning things around until an individual on the leadership team warns her that one of the team members believes that he would have been SVP HR if the acquisition had not happened. He has been working against the SVP HR's objectives in separate conversations throughout HR. If an employee engagement strategy is developed and implemented, what is the best way to communicate the strategy to the HR team? (HR Competencies Module)

A. The SVP HR should sponsor the initiative and select a direct report to lead the communication plan with volunteers from the broader HR team. A is the best response, as this helps to develop the skills of the leadership team as well as hold key members accountable for specific actions. B is incorrect. The survey should not be e-mailed without any context or formal communication strategy. C is incorrect, as the SVP HR should play the role of executive sponsor, supporting the team and removing barriers. Taking the lead role with the communication plan would not allow the leadership team to develop additional or new skills. D is incorrect, as this approach does not create accountability on the part of the SVP HR or her team.

Conflict Resolution Modes

Accommodate (or smooth), Assert (or force), Avoid, Collaborate (or confront - look for a new solution to problem, win/win situation) and Compromise (bargain - altering positions on different issues) Accommodate or smooth-the leader restores good relations by emphasizing agreement and downplaying disagreement. Assert or force-the leader imposes a solution. One side wins and the other loses-hence the term Win/Lose conflict resolution Avoid-the leader withdraws from the situation or accepts it, leaving the conflict to be resolved by others or remain unresolved. Collaborate or confront is the leader and those in conflict accept the fact that they disagree and look for a "third way", a new solution to the problem of the conflict. Since both sides contribute to the solution, this may be seen as "win-win" conflict resolution. Compromise-the leader asks those in conflict to bargain-altering positions on different issues until a mutually acceptable solution is defined. The solution relies on concessions. For this reason, it is often referred to as Lose/Lose conflict resolution.

Equal Pay Act (EPA) (Workplace Module)

Act that prohibits wage discrimination by requiring equal pay for equal work.

A risk is analyzed as likely to emerge slowly and likely to occur. According to the PAPA evaluation model, how would this risk be prioritized? (Workplace Module)

Adapt

Pay Differential (Workplace Module)

Adjustments to a pay rate to reflect differences in working conditions or labor markets

Globalization strategies (Workplace Module) page 42

Adopts standardized products and advertising for use worldwide. Product design and advertising are standardized throughout the world.

Concessions

Agreements made in response to demands. Both sides find wants that are not essential to agreement. Some negotiators plan to make small concessions, while others never make concessions-at least, formally.

CSR (Corporate Social Responsibility)

Align philanthropic activities with the organization's core business strategy and values

How would an organization's use of zero-based budgeting affect the human resources budget? (HR Competencies Module)

All expenditures must be justified. In an organization using zero-based budgeting, each function, including HR, begins with zero funds and must justify the strategic importance of each item in its budget. Funds are not carried over. Budgets are not necessarily frozen or decreased but could increase, especially if new projects are deemed strategically important.

Stakeholders

All the people who stand to gain or lose by the policies and activities of a business and whose concerns the business needs to address.

OED Intervention

An OED intervention should help to identify the internal and external factors that affect the corporation. While individual training and development needs may be identified or job tasks may change as a result, the emphasis is on the organization as a whole. Module~Organization

Greenfield

An approach in which a project lacks any constraints imposed by prior development.

Due to the high turnover, the CHRO asks the HR manager to find an external supplier to create and deliver a new orientation course for all new sales floor employees. Previously this training was run by the training director, but, due to the intense growth of the organization, this task has been given to the HR manager. Twenty companies have submitted requests for proposals, and the training director wants a short list to be presented in the next two days. Based on the current turnover and lack of management training, what should be the CHRO's first suggestion as a strategy for determining the needs for a management training program? (HR Competencies Module)

B. Conduct a job analysis for all management positions to ensure that job descriptions and specifications are appropriate. B is the best answer. This should always be the first step in designing any training. Having a good understanding of the job is a critical piece of training design. A is incorrect. While compensation should be reviewed, this does not directly address the needs of the management training program. C is incorrect. While this is a good strategy, it should not be the first option to be considered. D is incorrect. Reviewing customer satisfaction surveys would assist more in employee development and training but perhaps would not address the higher-level management concerns.

They travel to the meetings in China, Malaysia, Ireland, and several large U.S. sites all within a two-week period. In addition to the presentations at each site, they take facility tours and have one-on-one meetings with front-line employees of their functional organizations and with key talent while they are on site. It is a rigorous schedule, but it is very important to the president, who is committed to building a strong global team and organization. While the president is presenting to a room full of factory associates in Tianjin, China, the CHRO notices that many of the associates are whispering to each other. The president appears flustered. What should the CHRO do?

B. Consult with the local HR manager after the presentation to better understand why the associates were whispering during the presentation.

After an oil spill in the Gulf of Mexico, the educational and safety training requirements for petroleum engineers was increased, extending the job-readiness period for new graduates to an average of two years. The company is holding its annual strategic workforce planning meeting to assess the risks associated with their current workforce demographic. The CEO has been given a mandate from the board of directors to incorporate unconventional strategic thinking in order to address the pending risk of a severe key person talent shortage. Which offers the best high-risk, high-reward strategic recruiting option for the company to retain maximum control over any pending petroleum engineer shortages and develop new supplies of talent? (HR Competencies Module)

B. Develop a fully subsidized training program that targets and transitions engineers in other engineering fields to become petroleum engineers. _____________________________________________________________ B is the best answer. It directly addresses the specific talent shortage by increasing the supply while not relying upon other stakeholders or the market to resolve the problem. A is incorrect. Although this repositions the organization's employment value proposition to incentivize extending the work careers of the current talent, it fails to directly develop new supplies of talent. C is incorrect. It offers a low-risk, low-reward strategy that does not directly address the development of new talent; it is passive recruiting. D is incorrect. It represents an inflationary, talent-poaching strategy that will likely increase the industry's labor costs while doing nothing in the short term to directly address the organization's talent shortage.

The plant manager believes that two female accounting employees reported the theft and the affair to corporate. During annual reviews, these employees are given a minimal wage increase, despite very good job performance. They ask their boss, the controller, about the low raises, who states that the plant manager left instructions to give them only the small increase. The controller will not discuss it any further. The employees feel that the plant manager is retaliating against them. The HR manager finds out that the plant manager has stolen not only a low-value item but also a high-value item from the facility, both of which are violations of company policy. Further, the HR manager discovers that HR's authority is being undermined. HR learns that the production manager did not follow HR's advice on how to handle an employee issue and has created a potential problem. When asked, the production manager states the plant manager has instructed all managers not to follow the HR manager's advice. By asking the junior HR manager to report back on the behavior of the plant manager, corporate has put HR in an uncomfortable position. What is the best way for the HR manager to proceed, knowing that corporate is trying to build a case to fire the plant manager? (HR Competencies Module)

B. Discuss with corporate the discomfort the HR manager feels: being disloyal to the plant manager. ___________________________________________________________ B is the best response. The HR manager is demonstrating high ethics and integrity by challenging other executives when moral conflict arises. A is incorrect, as the HR manager is violating the trust that corporate has placed in HR. C is incorrect. An open dialogue with corporate should occur in order to discuss the challenges around the request. No threats should be made. D is incorrect, as the investigation should be kept confidential.

The company's HR team is made up of a head of HR, three HR directors, three HR managers, three HR business partners, and centers of excellence for total rewards, employee relations, and recruitment. When the head of HR joined the organization four years ago, she was able to convince the senior leadership team, which she is a part of, to support a shared services model that would help her revolutionize the way that HR does business and would better support the organization in its goals and objectives. The implementation has taken close to two years, and, after the first full year of operation, there has been a dramatic increase of 25% in the number of complaints from the business leaders as well as the employees. The head of HR is determined to get to the bottom of the increase in complaints and demonstrate the value of HR activities in supporting organizational success. She also wants to be able to confirm to the leadership team that they made the right choice in switching to a shared services model, as a few are now questioning the change. Credibility appears to be a significant concern for the head of HR and her team. How should she and the HR team go about repairing this credibility? (HR Competencies Module)

B. The head of HR, along with members of the HR team, should host meetings with leaders and employees to acknowledge the issues and solicit feedback about any improvements they are planning on making.

Using a Balanced Scorecard to Create KPIs

Balance scorecards provide a concise yet overall picture of an organization's performance. Four perspectives of the balance scorecard: 1) Financial 2) Customers 3) Internal business processes 4) Learning and Growth By linking clearly defined department objectives and performance to the company's strategic business goals, a balance scorecard for HR can serve a way of focusing human resources staff on activities that will support the company's goals.

Organizations generally outsource services that are not core activities or that require special expertise that may not exist in-house, such as benefits management. Designing effective compensation packages for management and developing HR strategic plans are core activities that should not be outsourced. The disciplinary process is best administered by those who have a vested interest in the outcome and are identified closely with the organization itself. (Organization Module)

Benefits management and administration

A large and growing health-care insurer is reluctant to increase staff size because of volatility in its market. The HR department, however, is so busy that staff finds it difficult to accomplish more than basic administrative tasks. What HR task would be the best candidate for outsourcing?

Benefits management and administration Organizations generally outsource services that are not core activities or that require special expertise that may not exist in-house, such as benefits management. Designing effective compensation packages for management and developing HR strategic plans are core activities that should not be outsourced. The disciplinary process is best administered by those who have a vested interest in the outcome and are identified closely with the organization itself. Module~Organization

9 Competencies for HR Professionals-SHRM BoCK

Business Acumen Critical Evaluation Technical Expertise and Practice Ethical Practice Global and Cultural Effectiveness Relationship Management Communications Organizational Leadership and Navigation Consultation

Country-specific

Of what geographical risks should an expatriate be apprised? advantages that are concerned with the desirability of producing in the home country versus locating production and distribution assets in the host country

These employees are given a minimal wage increase, despite very good job performance. They ask their boss, the controller, about the low raises, who states that the plant manager left instructions to give them only the small increase. The controller will not discuss it any further. The employees feel that the plant manager is retaliating against them. The HR manager finds out that the plant manager has stolen not only a low-value item but also a high-value item from the facility, both of which are violations of company policy. Further, the HR manager discovers that HR's authority is being undermined. HR learns that the production manager did not follow HR's advice on how to handle an employee issue and has created a potential problem. When asked, the production manager states the plant manager has instructed all managers not to follow the HR manager's advice. When the HR manager discovers that HR's authority is being undermined, what should be the first step to resolving this conflict? (HR Competencies Module)

C. Ask the production manager the context of the comments—exactly what was said, when it was said, who else was present—in order to determine the full context of the situation before taking action. C is the best response. The HR manager needs to understand the extent of the problem before deciding next steps. It is possible that there is a legitimate concern about performance. A is incorrect. Until the HR manager knows if there are legitimate concerns about performance, it would be premature and unfair to claim retaliation. This could damage HR's relationship with corporate and further erode the relationship with the plant manager. B is incorrect. The HR manager does not have enough information at this time to warrant a call to corporate. Further discussion needs to be conducted first. D is incorrect. The appropriate discussions need to take place in order to validate the concern; avoiding the potential of conflict could only make the issue worse.

Due to the high turnover, the CHRO asks the HR manager to find an external supplier to create and deliver a new orientation course for all new sales floor employees. Previously this training was run by the training director, but, due to the intense growth of the organization, this task has been given to the HR manager. Twenty companies have submitted requests for proposals, and the training director wants a short list to be presented in the next two days. An applicant from a local competitor has offered to give the HR manager a previous employer's salary and benefits information upon hire. What action should the HR manager take?

C. Do not hire the applicant and say that while the offer is appreciated, the company does not participate in this type of activity in the workplace.

Due to the high turnover, the CHRO asks the HR manager to find an external supplier to create and deliver a new orientation course for all new sales floor employees. Previously this training was run by the training director, but, due to the intense growth of the organization, this task has been given to the HR manager. Twenty companies have submitted requests for proposals, and the training director wants a short list to be presented in the next two days. An applicant from a local competitor has offered to give the HR manager a previous employer's salary and benefits information upon hire. What action should the HR manager take?

C. Do not hire the applicant and say that while the offer is appreciated, the company does not participate in this type of activity in the workplace. C is the best answer. The applicant is using leverage to get a position. Once hired, this person may use similar tactics within the new workplace. Moreover, hiring the applicant would be unethical. A is incorrect. Selection determinations should be based on who is best qualified and not on a perceived unethical bribe. B is incorrect. This would be an unethical decision and could impact the company's reputation and brand. D is incorrect. Although this applicant may be the best qualified, there are still concerns about behavior in asking for a position based on offering confidential information.

A global oil and gas company specializes in the construction and maintenance of offshore oil platforms. The work is highly specialized and physically demanding and can require significant time away from family. Roughly 10% of the company's 10,000 employees are petroleum engineers: highly coveted, highly compensated key persons in the success and sustainability of the company. The average age of the company's petroleum engineers is 48, and approximately half are scheduled to retire in the next five to ten years. After an oil spill in the Gulf of Mexico, the educational and safety training requirements for petroleum engineers was increased, extending the job-readiness period for new graduates to an average of two years. The company is holding its annual strategic workforce planning meeting to assess the risks associated with their current workforce demographic. The CEO has been given a mandate from the board of directors to incorporate unconventional strategic thinking in order to address the pending risk of a severe key person talent shortage. What is a low-risk, best-potential-return strategy for improving the company's pending talent gap? (HR Competencies Module)

C. Implement self-directed flex-plan working hours and advertise this to petroleum engineers.

increase productivity

What is the primary reason to develop workforce diversity programs? when the same amount of an output can be produced with fewer inputs; when more output can be produced with the same amount of inputs; or a combination of the two

The operations director approaches the HR director the day after the SLT decides to fund the full staffing of a mobile function beginning with a mobile leader. The operations director thinks the mobile leader would be better positioned in operations than in sales and shares that the IT employees are constantly being tapped to support the current mobile sales team. How should the HR director respond? (HR Competencies Module)

C. Offer to facilitate a discussion with the operations director and the SLT to consider the various options for where mobile should sit in the organization. C is the best answer. HR can help by providing insights about organizational structure options but shouldn't make the decision without consulting the SLT. A is incorrect. HR can actually assist by providing insights about organizational structure options. B and D are incorrect. New insights often surface after a decision is made. It is not too late to reconsider.

Inside Moonlighting

When a worker is enticed to take on a second job within the organization.

The operations director approaches the HR director the day after the SLT decides to fund the full staffing of a mobile function beginning with a mobile leader. The operations director thinks the mobile leader would be better positioned in operations than in sales and shares that the IT employees are constantly being tapped to support the current mobile sales team. How should the HR director respond?

C. Offer to facilitate a discussion with the operations director and the SLT to consider the various options for where mobile should sit in the organization.

The CEO would like a plan put together within two to four weeks that creates a low-key way to officially work toward a CSR culture for the organization. This places a great deal of pressure on the HR team, which is already stretched thin. The HR manager feels that this time line, while achievable, is going to be very challenging to meet. The HR manager begins to think through the long-term commitment that CSR takes and discusses this with the CEO. The CEO agrees and is understanding that it will be a long-term process for the change to be fully implemented in the company but is adamant to have a plan no later than a month from the meeting. How can the HR team encourage employees to embrace the cultural change?

C. Provide values-based training workshops that actively involve employees. C is the best response. Providing training to employees that focuses on the company values allows employees to personalize the new culture. The group setting allows for a more controlled level of communication regarding the change. This helps to deal with issues that may be brought up in the smaller settings while also uncovering potential challenges to the change. A is incorrect. This is a one-sided approach that will not allow for a collaborative discussion, thus limiting the opportunity for buy-in. B is incorrect. It has no control over how the message is communicated once the managers bring the information back to their teams. In a dynamic cultural shift such as this, managing how the message is communicated is vital to its successful adoption. D is incorrect, because simply changing terms does make for a company that has a CSR culture.

Given cost constraints, most of the SLT is inclined to train existing staff to fill the gap in mobile. The HR leader has done research on this topic, has benchmarked best practices, and is convinced that bringing in the right external talent would help the company accelerate the development of this competency. How should the HR director proceed? (HR Competencies Module)

C. Share the research and provide the data necessary to influence the SLT's view on this. C is the best response. Providing relevant facts and data along with logical perspectives will help to influence the SLT. A is incorrect. HR is not a sole decision maker in this process and, as such, should provide consultation to the SLT by sharing the relevant research. B and D are incorrect. Based on the information that HR has, as a strategic partner, the HR director should work to influence the decision and not just follow the majority. Ramping up the training department would be premature.

The senior HR manager discovers this change to the prescribed process during a routine exit interview with one of the employees from this unit. The departing employee says that only those within his department know of this skip in procedure. No one above his supervisor is aware, including the division manager. The unit had agreed to keep this fact from the division manager in large part because it is well known on the plant floor that the division manager has an ownership interest in the retailer that he did not reveal during contract negotiations because he didn't want to appear biased. From an ethical perspective, what should the HR manager do? (HR Competencies Module)

C. Talk first with the division manager about what she learned in the exit interview to understand that situation and then talk with the department supervisor about the process. Rationale C is the best answer. Ethical practice requires focusing on what should be done rather than just what must be done to fulfill a contract, law, or company code. A is incorrect. Interrogating each employee may only cause alarm among employees and generate rumors. The manager and the supervisor often can provide the necessary answers. B is incorrect. The HR manager should also speak to the division manager. D is incorrect. Action is called for in this instance, even if that action is only to gather additional information.

Shared Service Center

Centralizes routine, transaction-based HRM activities. A center that takes routine, transaction-based activities dispersed throughout the organization and consolidates them in one place.

The C-Suite (or C-level)

CEO CHRO CIO (Organization)

Benefits and Barriers

COSO ERM (Committee of Sponsoring Organizations Enterprise Risk Management) Integrated Framework provides a good general list of how risk management can benefit an organization: - A systematic approach to risk management aligns the process with the organization's strategy and strategic objectives. - It leads to a more effective response to risk.

Financial Ratios

Calculations typically used to track a business's liquidity (cash), efficiency, and profitability over time compared to other businesses in its industry. Relationships determined from a firm's financial information and used for comparison purposes.

Which term Best describes why an organization's employment brand and EVP are important? (People Module)

Candidate and employee engagement

Dual career ladders (People Module)

Career development programs that identify meaningful career paths for professional and technical people outside traditional management roles.

Title VII prohibits discrimination against an employee for exercising rights protected by the statute. This would be an example of: (Workplace Module)

Case Law

CRS

Central Reservation System

Parochialism

a narrow view in which people see things solely through their own perspective. There is only one way to solve a problem or reach a goal.

Option two would be to acquire a struggling competitor and quickly turn that company around. The CEO has preemptively asked the HR manager to assess possible HR issues that could arise for both of these options. What should the HR manager do to encourage retention of key employees during this critical time? (HR Competencies Module)

D. Clearly communicate job expectations and ensure that employees have adequate resources to perform their work D is the best response. In order to minimize stress and confusion for employees, it is critical to ensure that clear and consistent job expectations are communicated and to provide employees with the resources to perform their jobs. A is incorrect. This does not encourage the retention of the key employees. B is incorrect. This is a long-term solution, but it will not address the immediate loss of organizational knowledge. C is incorrect. Creating a succession plan for each key position will not address the immediate loss of organizational knowledge.

The VP of HR has been a member of the team for three years; she knows the players and the current business. The company has most of the major oil companies as clients and is already aware that this product could result in sizable deposits. However, there is no history to project with any certainty how long the deposits would remain in the company or how much activity the account would experience. What would be the best way to gain early buy-in and support for the project? (HR Competencies Module)

D. Formally present to the key decision maker, proposing objectives and a time line. D is the best answer. After information has been gathered, the next step is to identify the objectives for the new strategic initiative and a time line for implementation that fits the requirements of the company and the clients. C is incorrect. Gaining buy-in and support requires a proactive and collaborative approach. A is incorrect. It would not instill any faith that HR would be able to adequately support the initiative. B is incorrect. This is a very passive approach and would leave HR out of the decision-making and influence stream.

SJT: What is the first thing the HR director should do?*

D. Initiate an investigation to swiftly determine the accuracy of employee's claim. Situational judgment test (SJTs) require you, as an examinee, to think about what is occurring in the scenario and decide which response option identifies the most effective course of action. Other response options may be something you could do to respond in the situation, but SJTs require thinking and acting based on the best of the available options. Do not base your answer on your organization's approach to handling the situation, but rather, answer based on what you know should be done according to best practice. Panels of SHRM-certified subject matter experts rate the effectiveness of each response option, and the "best" answer is derived by statistical analysis of those expert opinions.

Data mining and analytics capabilities have made CSR factors more readily measurable and their impacts more demonstrable and understandable. That, in turn, has increased accountability, helped shape regulatory requirements, and, where measurable performance results are positive, given organizations a powerful strategic tool. (Workplace Module)

Data mining and analytics capabilities have made CSR factors more measurable and their impacts more demonstrable and understandable.

Strategy

a plan of action or policy designed to achieve a major or overall aim.

The HR leadership team responds to these concerns with equal frustration, sharing that they have been trying their best to respond to employee needs and they have not had the tools in place to do so. They do not think that employee engagement is a great concern within the HR group and think that the turnover has been healthy by bringing in a fresh perspective when they hire new people. The team decides to implement an employee engagement survey in the HR function, the first survey in a long time for either of the merged operations. The president of the division has supported the SVP HR's efforts to improve the engagement of her HR team, and, if she is successful, he has agreed to look at launching a broader engagement strategy division-wide. The SVP HR is hopeful for turning things around until an individual on the leadership team warns her that one of the team members believes that he would have been SVP HR if the acquisition had not happened. He has been working against the SVP HR's objectives in separate conversations throughout HR. What course of action should the SVP HR and the HR leadership team start with? (HR Competencies Module)

D. The HR leadership team should define what employee engagement and commitment mean for the newly merged organization. This will serve as the basis for all of the actions they take going forward. D is the best response, as this helps to understand what will be important for the organization going forward. It defines the culture of engagement for the new organization, which results in the foundation of a broad engagement strategy that in turn supports the organizational strategy. A is incorrect, as focusing only on compensation does not address other potential engagement issues. B is incorrect, as the exit interview information is a historical look at the issues and may provide limited value for the newly formed organization. C is incorrect. Each company's needs are different; as such, the survey should be tailored to the needs and goals of the company that is implementing it.

Realistic job preview (People Module)

a preview of a job that provides both positive and negative information about the job and the company

A dual career ladder refers to which of the following? (People Module)

Designed for employees who have technical skills and do not want to work in a managerial capacity

What is a key paradox of globalization today? (Workplace Module)

Despite the depth and breadth of globalization, most employees work within a few hundred kilometers of thier birthplace.

Work councils

Groups of nominated or elected employees who must be consulted when management makes decisions involving personnel

FA #11 HR in the Global Context

HR in the Global Context focuses on the role of the HR professional in managing global workforces to achieve organizational objectives

Branding Practice - Touch Point (People Module)

Identification of or 'mapping' of critical interaction points when the potential applicants and candidates come in contact with the organization's brand. Used to prioritize or improve activities and communications about the brand.

A business providing cloud computing services intends to distribute its server centers in different time zones to protect against risks of local outages and to save cooling energy by moving the bulk of processing to centers operating at night. How will this affect the business's human capital needs? (Workplace Module)

Increased need for diversity training Since the business is doing the same thing but now in different places, the strategy does not require new technical skills. It will not decrease the need for employees, nor the need to build and maintain employee skills and knowledge. It will require that home-country managers who work with staff at host-country sites are more aware of cultural diversity.

Leading indicators (People Module)

Key economic variables that economists use to predict a new phase of a business cycle

What risk management tool does a country travel advisory illustrate? (Workplace Module)

Key risk indicator

Categories of Risk - Known Knowns (Workplace Module)

Known knowns are events that are to be expected and so involve little uncertainty.

What HR directed policy initiatives could best help resolve glass ceiling issues for women?

Leadership development and mentoring programs

Fielder's Contingency Theory

Leadership effectiveness dependent on interaction of personality of leader and needs of situation

FA #4 Learning and Development

Learning & Development activities enhance the knowledge, skills and abilities (KSAOs) and competencies of the workforce in order to meet the organization's business needs.

What describes the climate in a learning organization? (People Module)

Learning is a part of work and a part of everyone's job description.

Global Leadership Models

Legitimate power-is created formally-through a title or position in the hierarchy that is associated with the rights of leadership. Reward power-power is created when the can offer followers something they value in exchange for their commitment. Expert power-power is created when a leader is recognized as possessing great intelligence, insight or experience. Referent power-power is created by the force of the leader's personality. Coercive power-is created when the leader has the power to punish those who do not follow.

Evaluation Method - Kirkpatrick's 4 Levels (People Module)

Level 1 - Reaction Level 2 - Learning Level 3 - Behavior Level 4 - Results

The HR department is instructed to fill a critical management position as quickly as possible. Using multiple agencies will produce more candidates more quickly but will increase the cost by several times. What critical direction does HR need from management before deciding how to proceed? (Workplace Module)

Level of risk the organization is willing to accept

The HR department is instructed to fill a critical management position as quickly as possible. Using multiple agencies will produce more candidates more quickly but will increase the cost by several times. What critical direction does HR need from management before deciding how to proceed? (Workplace Module)

Level of risk the organization is willing to accept. HR needs to know how management rates the level of risk in not filling this position quickly: their risk appetite. This will help HR decide whether the increased cost of using multiple search firms is appropriate. HR should know the appropriate applicant-to-hire ratio. The job description and referrals are useful but will not provide help in deciding how much to invest in the process.

Local responsiveness (Workplace Module)

Local Responsiveness=LI The necessity to be responsive to different customer preferences around the world.

Managers who exhibit low task, high people leadership styles avoid using their authority because they fear that it will jeopardize their relationships. They try to create a supportive atmosphere and trust that employees will respond positively. Reference Module Competencies A manager uses his skill with people to smooth over problems and to make his employees feel secure in their positions. According to the Blake-Mouton theory, what leadership style is the manager using?

Low task, high people

What is the importance of the first R in the SMARTER acronym?

Makes sure an objective aligns with strategic goals

Offshoring (Workplace Module)

Moving operations from the country where a company is headquartered to a country where pay rates are lower but the necessary skills are available A company hoping for a lower costs or taxation.

An expatriate has transferred to another country for a temporary assignment. She assumes that her colleagues in the new location will value timeliness just as her colleagues in the home country do. Therefore, she interprets the slow response to e-mails and requests in the host country as unprofessional. She becomes frustrated with her colleagues, inhibiting collaboration and the development of relationships among her new team. This example indicates a lack of understanding and exploration of what type of culture? (HR Competencies Module)

National culture

PPACA (Patient Protection and Affordable Care Act) (Workplace Module)

Nicknamed "ObamaCare". In March 2010, the US passed the largest reforms of its health care system since the enactment of the Medicare program in 1965. The combination of two official acts, the Patient Protection and Affordable Care Act of 2010 and the Heath Care and Education Affordability Reconciliation Act of 2010 are considered the PPACA. The rule requiring coverage for children up to age 26. An amendment to COBRA.

Kurt Lewin's Field Theory

Personality is dynamic and constantly changing; can be divided up into ever-changing "systems" that function in an integrated fashion under optimal conditions but are diffused when person is under anxiety or tension. Heavily influenced by Gestalt psychology. Personality is dynamic and constantly changing. A personality can be divided up dynammically into ever changing regions called systems. Under optimal conditions, the regions within the personality are well articulated and function in an integrated fashion. When the person is under tension or anxiety, articulation between variosu regions is diffused.

Four Layers of Diversity (Workplace Module)

Personality, internal dimensions, external dimensions, organizational dimensions - Gardenswartz and Rowe The four layers are: Personality-Style and characteristics, preferences, perceptions, behavioral predispositions, cognitive and learning styles Internal dimensions-Gender, sexual orientation, physical abilities, ethnicity, race and age External dimensions-Geographic location, income, personal habits, recreational habits, religion, education, work experiences, appearance, marital status and parental status Organizational dimensions-Functional level or classification; content or field of work; division, department, unit or group, seniority, work location, union affiliation and management status.

Total rewards strategy (People Module)

Plan or method implemented by an organization that provides monetary, benefits-in-kind, and developmental rewards to employees who achieve specific business goals.

Sustainability Sweet Spot

Planet Environmental People - Social Sustainability Economics - Profits Figure above contains an overlapping area that is known as the Sustainable Sweet Spot, the place where an action can fulfill expectations in all three categories.

Hofstede's Cultural Dimensions

Power distance, individualism, masculinity, uncertainty avoidance, long-term orientation

D&I Strategy

Priority Complexity Resistance

The most logical contribution for HR is to provide appropriate training in the use of the new system. HR could also advise on data privacy issues. Technical issues, such as testing or design, are best left to those who are most familiar with the process. The project charter should be created by the project leader, who, in this case, will probably be from IT or marketing. Marketing and IT are collaborating on a new system that will allow customer service representatives to access and change customer accounts directly (for example, to create sales credits). What would be HR's most valuable contribution to this effort? (Organization Module)

Process training for users

Self-Determination Theory

Researchers Edward L. Deci, Richard Ryan and Daniel Pink, propose that people are motivated by: -Competence, or the desire to master a task. -Relatedness, or the experience to interact and be part of a group -Autonomy, or the need to control one's life in order to fulfill one's desires. Deci and Ryan's theory asserting that all humans have three basic, innate organismic needs: competence, relatedness, and autonomy. Pink adds the need of purpose to do something that has a larger social purpose. Extrinsic motivators or rewards have some effect on employee behavior in the workplace, but the effect declines over time.

Defined contribution plan (People Module)

Retirement plan in which the employer sets up an individual account for each employee and specifies the size of the investment into that account

Which is a lagging indicator of an organization's performance?

Sales volume for last quarter

Meredith Belbin's Solo and Team Leaders concepts - Belbin's Model of Team Leadership

Solo Leader - Gets involved in everything - Sets objectives - Directs team members' activities - Collects admirers and yes men Team Leader - Delegates team roles to others - Creates vision on which others act - Develops team member's growth - Encourages constructive disagreement and is not threatened by team members' special abilities

Emergent Theory of Leadership

Someone will emerge from the group and lead. The followers agree to be led, usually based on some valuable personal qualities that have been shown.

HR Functions (Organization Module)

Strategy and planning, equal employment opportunity, staffing, talent management, rewards, risk management and worker protection, employee and labor relations. The Optimal HR Structure is designed to: -Assist in implementing and supporting the strategy -Facilitate the achievement of organizational and HR goals -Be consistent with the overall strutural design of the organization

McKinsey 7-S Framework

Structure, Strategy, Systems, Style, Staff, Skills, Superordinate goals

What are the four areas that need to be examined during workforce analysis? (Organization Module)

Supply analysis, demand analysis, gap analysis, solution analysis

Applying Impactful Communication to Special Situations

The SHRM Body of Competency and Knowledge mentions three (3) specific situations: giving feedback, facilitating focus groups and leading staff meetings. -Giving Feedback-When providing feedback, one must consider ways to be precise but also help the employee hear and apply the feedback. -Facilitating a Focus Group-The purpose of communication in a focus group is to elicit information. Effective facilitators are excellent listeners. -Leading a Staff Meeting-Communication in a recurring staff meeting often focuses on conveying new information, receiving updates and coordinating activities.

Duty of Care (Workplace Module)

The duty of all persons, as established by tort law, to exercise a reasonable amount of care in their dealings with others. Failure to exercise due care, which is normally determined by the reasonable person standard, constitutes the tort of negligence. Duty of care means that organizations should take all steps that are reasonably possible to ensure the health, safety and well-being of employees and protect them from foreseeable injury.

Polycentric

The belief that locals of the host country know their culture better and should run a business accordingly.

Ratio Analysis

The calculation and interpretation of a financial ratio. Calculations that measure an organization's financial health.

What important action takes place at the end of Lewin's change management model?

The change is made a lasting part of the organization's policies or processes.

What is the relationship between an organization's code of conduct and its compliance program?

The code of conduct defines organizational standards for compliance and ethical issues; the compliance program ensures that everyone can understand and adhere to that code.

The employer must follow the prudent person rule with respect to its handling, investment, and management of the plan's assets. The employer cannot take more risks than a reasonably knowledgeable, prudent investor would under similar circumstances. Benefit plan assets must be segregated from other organizational assets (i.e., trust agreements, insurance company accounts, and individual policies), and the employer has legal and financial obligations not to misuse the funds set aside in trust to provide specific benefits. (Workplace Module)

The employer has a fiduciary responsibility to invest the pension fund as any prudent person would.

Culture

The enduring behaviors, ideas, attitudes, values, and traditions shared by a group of people and transmitted from one generation to the next. Culture is a set of beliefs, attitudes, values and behaviors shared by the members of a large group and passed down from one generation to the next. The term large group: -Nations -Geographical regions -Organizations -Industries -Professions or job groups

Data mining (Workplace Module)

The process of analyzing data to extract information not offered by the raw data alone

Evaluating Performance (Organization Module)

The process of comparing performance at some point in time to a previously established expectation or goal

Strategic Planning

The process of determining the major goals of the organization and the policies and strategies for obtaining and using resources to achieve those goals.

Employment branding (People Module)

The process of developing and projecting an image that defines a company as an outstanding employer.

Conflict resolution

The process of ending a conflict through cooperation and problem solving. Conflict resolution in a multicultural organization will be more challenging.

Employment Branding/Branding Practices (People Module)

The process of positioning an organization as an employer of choice in the labor market. 1. Brand pillar identification 2. Achievement of work environment 3. Benchmarking 4. Touchpoint mapping 5. Online job and career portrayals 6. Personalized channels for external audiences-just for college grads or just for nurses

Perfomance management (People Module)

The process through which managers ensure that employees' activities and outputs contribute to the organization's goals

Communication Model

The process whereby meaning is transferred from a source to a receiver. Communication can be oral, nonverbal or written. COMMUNICATOR-Who MESSAGE-Says what MEDIUM-In what way RECEIVER-To whom FEEDBACK-With what effect *The communicator can be ineffective in articulating message. *The message may be sent at the wrong time and in the wrong manner or form *The receiver may misunderstand the message *The feedback loop does not operate well

Branding

The promotion of a product or service by identifying it with distinct characteristics (usually associated with public perception, quality or effectiveness)

When are knowledge management programs most productive? Organization Module)

They share organizational learning and reducing knowledge loss. Knowledge management programs typically focus on two key elements: expertise sharing and knowledge retention/reduction of knowledge loss due to employee attrition.

Diversity without inclusion (Workplace Module)

This affects workers' behavior along four (4) dimensions: (1) Appearance (2) Affiliation (3) Advocacy (4) Association

Lagging indicator (People Module)

Type of metric that describes an activity that has already occurred.

Reverse Culture Shock

When you return to your home country and feel uncomfortable ex: Have you ever experienced reverse culture shock?

Demographic Dichotomy (Workplace Module)

Younger workforce in emerging economies; aging workforce in developed economies. Creates educational, skills dividends and deficits. Developed countries are facing an aging workforce, while emerging economy workforces are much younger.

General Rule (People Module)

acceptance effective upon dispatch unless the offer specifically provides otherwise or the offeree uses an unauthorized means of communication General rule is to follow the regulations that most benefits the Employee. The regulation that most benefits the Employee should be followed any time a state law that differs from a related federal law.

Gain sharing

allows employees to share in cost savings or productivity gains realized by their efforts

Employee engagement (People Module)

an individual's involvement, satisfaction, and enthusiasm for work Wilmar Schaufeli and Arnold Baker -Vigor -Dedication -Absorption William Macey and Benjamin Schneider -Trait engagement -State engagement -Behavioral engagement

Edgar Schein's Levels of Culture

artifacts, values, and basic assumptions Three (3) Layers of Culture: Artifacts & products - Explicit culture Norms & values Basic assumptions - Implicit culture

Adult learner characteristics (People Module)

autonomous experience goal oriented want relevant info practical info respect

Managing Conflict

avoidance, accommodation, competition, compromise, collaboration Conflict is not necessarily a bad thing in an organization or a group or between two individuals. Conflict can derive from disagreements over how to do a particular task or it can relate to personal differences, such as culture, cognitive and communication styles or a need for control or dominance. Task conflict can actually lead to discoveries of better ways of doing things. Interpersonal conflicts may be an acceptable price for diversity in a team or organization. Constant conflict can weaken trust and erode relationships, obscuring a sense of common mission and making collaboration difficult. It can decrease employee productivity, morale, engagement and retention. It can increase risks of lawsuits and even violence. Many sources of conflict can be eliminated through clarity and communication.

Ethnocentric

believing in the superiority of one's own ethnic and cultural group, and having a corresponding disdain for all other groups

Attrition rate

dropout rate; loss of subjects before the study is completed; threat of mortality

Three Spheres of Sustainability

environmental, social, economic

Point-factor system

job evaluation method that looks at compensation factors (such as skills and working conditions) that reflect how much a job adds value to the organization; points are assigned to each factor and then added to come up with an overall point value for the job

Transformational leaders

leaders who inspire followers to focus on common, long-term goals

Leader vs. Manager

manager: focuses on the status quo, doing things right, organizational stability, physical resources, efficiency leader: focuses on change, crisis innovation, ultimate direction of the group, doing the right thing, effectiveness

Four drivers of globalization strategy (Workplace Module)

market, cost, governmental, competitive Market - Availability of global distribution networks Cost - Transportation costs; R&D costs Governmental - Trade policies Competitive - Extent and methods of globalization by industry competitors

Performing

members concentrate on solving problems and completing the assigned task

Scorecard and key performance indicators (KPIs) refer to

metrics to manage logistics operations

Total rewards strategy

plan or method implementation by an organization that provides monetary, benefits in kind, and developmental rewards to employees who achieve specific business goals

Engagement outcomes (People Module)

say, stay and strive

Knowledge Management Systems

software that stores and organizes expertise possessed by individual employees so that the knowledge can be shared and used by others.

Goals and Objectives (People Module)

statements of an accomplishment of a task to be achieved, often by a specific time -Know your audience -Know the audience level -Know the audience goals

WARN Act (Organization Module)

the Worker Adjustment and Retraining Notification Act of 1989; this law requires employers to give notice of plant closings and mass layoffs WARN Act (Worker Adjustment and Retraining Notification Act)

Inclusion (Workplace Module)

the action or state of including or of being included within a group or structure. The extent to which each person in an organization feels welcomed, respected, supported and valued as a team member.

BATNA (Best Alternative to a Negotiated Agreement)

the alternative left if a negotiated agreement is not reached

Due diligence

the attention reasonably expected from, and ordinarily exercised by, a person who seeks to satisfy a legal requirement or to discharge an obligation.

ADDIE model

A-Analysis - Phase 1-First step D-Design- Phase 2-Second step D-Development- Phase 3-Third step I-Implementation- Phase 4-Fourth step E-Evaluation- Phase 5-Fifth step Instructional systems design framework consisting of five steps that guide the design and development of learning programs. (People Module)

Learning and Development

Activities enhance the knowledge, skills and abilities KSAOs and Competencies of the workforce in order to meet the organization's business needs.

Performance management tool that depicts an organization's overall performance, as measured against goals, lagging indicators, and leading indicators. (People Module)

Balanced scorecard

What is the primary ethical and/or compliance problem raised by a company employee having a separate consulting contract with one of the company's clients?

Conflict of interest

What type of policy clarifies performance expectations and demonstrates organizational support of individual performance improvement?

Constructive discipline

High and low context cultures (HR Competencies)

Edward T. Hall concept of high and low context cultures. High-The applicable principle is No Business until I get to know you personally. High context countries, China, Japan and France. Low-Its not personal, its business. Low context countries, U.S., United Kingdom and Canada. Individuals in high-context cultures spend a lot of time getting to know one another before engaging in any important transactions; in low-context cultures, there is less prior knowledge of the members so everything has to be stated explicitly. high-context culture - tightly knit; inferences, symbols and gestures instead of words low-context culture - more literal

Structure of the HR Function

Encompasses the people, processes, theories and activities involved in the delivery of HR- related services that create and drive organizational effectiveness.

In the value chain which business function is likely to be closer to the customer?

Fulfillment

HR Strategic Planning

Involves the activities necessary for developing, implementing, and managing the strategic direction required to achieve organizational success and to create value for stakeholders.

Two weeks after the termination of the ground keeper, the groundskeeper contacts the HR Manager and claims he was discriminated against. What should the HR manager do?

Let the groundskeeper know that the HR Manager can discuss the situation with him at a later time and schedule a time for him to call back later in the day or week.

Workforce Management

Refers to HR Practices and initiatives that allow the organization to meet its talent needs (ex. workforce planning, succession planning) and to lose critical competency gaps.

Employee Engagement and Retention

Refers to activities aimed at retaining high performing talent, solidifying and improving the relationship between employees and the organization, creating a thriving and energized workforce and developing effective strategies to address appropriate performance expectations from employees at all levels.

About half of the employees are resisting the change. What is the best course of action?

Talk with those opposed to the change to determine their concerns.

Risk Management

The identification, assessment and prioritization of risks and the application of resources to minimize, monitor and control the probability and impact of those risks accordingly.

Work-related requirement

Work related requirement is the term for a hiring practice that has an adverse impact on a class of people but is defensible as a job related. Work related requirements exception an employer may be able to defend a practice that has a disparate impact on a class of people if its job related and required by business necessity.