IPMA-HR Everything

Cost Sharing

the most common means of benefits cost control

Energy Reorganization Act (ERA)

certain employees in the nuclear power and nuclear medicine industries may file complaints with OSHA if they believe that they have experienced discrimination or retaliation for reporting alleged violations of nuclear safety laws or regulations

Fair Minimum Wage Act of 2007 (FLSA)

$7.25 per hour ($2.13 for tipped employees)

Key Concepts for Reasonable Accommodations

-identification of the RA -undue hardship -interactive process -direct threat to health and safety

Types of Appraisals

-informal -systematic

Training Delivery Options

-internal to the organization -external to the organization

Common Means of Reasonable Accommodations

-job reassignment -employer provided assistance -additional training time -job restructuring -special equipment -modified work schedules

Reasonable Accommodations related to Job Performance

-job restructuring (reallocating marginal job functions) -leave (accrued paid or unpaid leave)

MBO Process

-job review and agreement -development of performance standards -setting of objectives -continuing performance discussions

Example of Pro-Active Programs (that lead to productive, satisfied and efficient workforce)

-joint labor/mgmt committees at work site; -employee involvement teams; -interactive training programs in which mgrs and supervisors and employees interact and role play each other's responsibilities, such as in interest based bargaining

Focuses for Training Objectives

-knowledge -skill -attitude

Positives of Affirmative Action

-needed to overcome past injustices or eliminate the effects of those injustices -creates more equality for all persons, even if temporary injustice to some individuals may result -raising the employment level of protected class members will benefit society in the future -when used properly, does not discriminate against males or whites -goals indicate that progress is needed, not quotas

Court Proof of Prima Facie Case

-plaintiff was a member of a protected group -plaintiff applied and was qualified in all respects for the job sought -plaintiff was rejected in spite of being fully qualified -after the rejection, the employer continued seeking for applicants with the plaintiff's qualifications

Disadvantages to Graphic Rating Scale

-rater error -focus should be on job duties and responsibilities on JD -separate traits or factors are often grouped and the only option is one box to check

Age Discrimination Prohibitions

-statements or specifications in job notices or advertisements -discrimination in apprenticeship programs -denial of benefits

HiPo Potential Assessment

-strong motivation to excel -humility to put group needs before personal -insatiable curiosity to explore new ideas -keen insight into connections that most people overlook -strong engagement with work tasks and people -determination to overcome obstacles

Reasonable Accommodation Benefits and Privileges

-training -services (cafeterias, lounges, credit unions) -parties or other social functions (retirement and birthday parties)

Performance Appraisal System Common Errors

-varying standards -recency/primacy effects -central tendency/leniency/strictness -rater bias -halo/horns effects -contrast error -similar-to-me/different-from-me -sampling

Types of EEO Reports

-workforce composition -recruitment/selection trends -complaints/allegations -training sessions planned/conducted -investigations conducted

Questions Only Discipline (QOD)

1-Do you understand what the required standard is? 2-Do you have a problem meeting the standard? 3-What can I expect in the future then? 4-What will we do if you don't?

Two Main Enforcement Bodies of EEO

1-Equal Employment Opportunity Commission (EEOC) 2-US Dept of Labor (DOL)...in particular, Office of Federal Contract Compliance Programs (OFCCP)

Vesting

A benefit that cannot be taken away

Instructional Systems Design (ISD)

A step-by-step process to ensure that the right learning materials are provided to the right people at the right time.

Memorandum of Understanding (MOU)

Agreement between two or more parties that concur on a common line of action.

Separation Agreement

Agreement in which a terminated employee agrees not to sue the employer in exchange for specified benefits

Non-Compete Agreements

Agreements that prohibit individuals who leave an organization from working with an employer in the same line of business for a specified period of time

Qualifying Event

An event that causes a plan participant to lose group health benefits

Phased Retirement

Approach that enables employees to gradually reduce their workloads and pay levels

Performance Tests

Assess the individual's level of skill in performing the task. Eg. Keyboard test for someone using a PC or driving test for someone who drives as part of a job or physical test for a sheriff deputy.

Assessment Process

Assessment Center Light. This selection method normally consists of a portion or piece of a typical assessment center.

ADDIE Model - 5 Phases of Training

Assessment, Design, Development, Implementation, Evaluation

Computer-Based Exams

Automated paper and pencil exams

Prevention

Best Tool to Eliminate Harassment

Merit Systems

Civil Service Systems that were established to assure fair and nonpartisan practices with respect to employment throughout Federal, state, and local government

Cost Sharing

Common means to benefit cost control, which refers to having employees pay for more of their benefit costs

Competency-based job analysis

Considers how knowledge and skills are used

Salary

Consistent payments made each period regardless of the number of hours worked

Different Types of Search Firms

Contingency, Retained, Container

Disadvantages to Buy

Costly; greater risk; if organization is strong, the outside leader may have difficulty being effective

Stress Interview

Create anxiety and put pressure on applicants to see how they respond.

Employee Stock Ownership Plan (ESOP)

Designed to give employees significant stock ownership in their organizations

Task

Distinct, identifiable work activity comprised of motions that employees perform

No; the employee gets the vacant position if qualified.

Does employee have to compete for the vacant position?

Organizational Justice

Fairness of decisions and resource allocations in an organization

Lag-the-Market

First-quartile strategy pays below market levels for several reasons. If there are financial difficulties, the company may be unable to pay more. Increases likelihood of higher worker turnover and lower employee morale.

Placement

Fitting a person to the right job

Facilitative Mediation

Fosters communication among the parties to help uncover options for settling

Essential Job Functions

Fundamental job duties

Job Standard/Specification

Generalized description of a group of jobs that for classification purposes, have the same title

Process and Event

HR innovation needs to be linked to organizational sustainability.

Task Significance

Impact the job has on other people and the organization as a whole

Progressive Discipline

Incorporates steps that become progressively more severe and are designed to change the employee's inappropriate behavior (1st offense=verbal caution, 2nd=written, 3rd=suspension, 4th=termination)

Green-Circled Employee

Incumbent who is paid below the range set for a job

Benefit

Indirect reward given to an employee or group of employees as part of membership in the organization, regardless of performance

Protected Characteristics

Individual attributes that are protected under EEO laws and regulations

EEO Prohibitions/Protected Characteristics

Individual attributes that are protected under EEO laws and regulations, such as: -age -color -disability -genetic information -marital status (some states) -military status or experience -national origin -pregnancy -race -religion -sexual orientation (some states and cities)

Competencies

Individual capabilities that can be linked to enhanced performance by individuals or teams

Internet Data that MAY be inappropriate and/or illegal

Individual characteristics; demographics; personal information that can't be obtained via interview; drug use, sexual activity or other questionable behavior.

Weingarten Decision

Individual employees have the right under the NLRA to refuse to submit without representation to an investigatory interview that the employee reasonably believes that may result in disciplinary action

Whistle-Blowers

Individual who report real or perceived wrongs committed by their coworkers or employers

Right to Privacy

Individual's freedom from unauthorized and unreasonable intrusion into personal affairs

Goal-Setting Theory

Individuals become more motivated when they have set goals for themselves

Ombuds

Individuals outside the normal chain of command who act as problem solvers for both management and employees

Criterion-referenced

Intended to assess each applicant's degree of total competence in a specific area of expertise. Generally used with assessments of education and achieving testing, certification, or licensing.

Web-Based Recruiting Options

Internet job boards, professional/career websites, employer websites.

Long Term Strategy

Internship

Job Classification Factors typically used to determine the level of difficulty/complexity

Interpersonal communication, decision making, consequence of error, supervision/guidance received or exercised over others; originality; variety of work assignments/tasks; required KSAs

Team Interview

Interview in which applicants are interviewed by the team members with whom they will work

Behavioral Interview

Interview in which applicants give specific examples of how they have performed a certain task or handled a problem in the past

Panel Interview

Interview in which several interviewers meet with the candidate at the same time

Structured Interview

Interview that uses a set of prepared job-related questions that are asked of all applicants

Nondirective Interview

Interview that uses questions developed from the answers to previous questions

The Pendleton Act

Introduced the merit system concept to the Federal Government; established the institutional framework for federal human resource management; created a bi-partisan Civil Service Commission as a buffer against partisan pressures from executive and legislative branches; served as a model for reformers seeking to change state and local governments.

The Pendleton Act 1883

Introduced the merit system concept to the Federal government. It established the institutional framework for Federal human resources management. Created a bipartisan Civil Service Commission as a buffer against partisan pressures from the executive and legislative branches. Served as a model for reformers seeking to change state and local governments.

Standard/Standard Deviation

Is a measure of variability, and is used to describe the distribution of scores around the mean.

3 Critical Components to Compensation Plan/Strategy

Job Analysis Market Analysis Internal Equity

Common Approaches to Job Design

Job enlargement, job enrichment, job rotation

Duty

Larger work segment composed of several tasks that are performed by an individual

Job Classification Non-Allocation Factors

Length of service; unusual personal qualifications; volume of work; personality; friendship; efficiency

OK Box

Making clear to staff what is OK and what is not OK

Educational and Technical Labor Markets

Markets where individuals need specific licenses, certifications or educational backgrounds.

MOOCs

Massive open enrollment online courses

No; this would be unreasonable

Must an employer provide a reassignment if it violates a seniority system?

Ways to increase Employment Brand

Name Recognition where possible, engage visitors, encourage employees to spread the word, mobilize the job.

Disadvantages of a Union

Negatively impacts the allocation of organizational resources, decreases profitability, hurts productivity as a result of increased compensation and rigid work practices

Mandatory Issues

Negotiation topics and collective bargaining issues identified specifically by labor laws or court decisions as subject to bargaining

Responsibilities

Obligations to perform certain tasks and duties

Disparate Treatment

Occurs when individuals with particular characteristics that are not job related are treated differently from others

Internal Recruiting Sources

Organizational Databases Job Postings Career Plans

Distributive Justice

Perceived fairness in the distribution of outcomes (when compared with others)

Fit Category

Person/Organization Fit Person/Group Fit Person/Job Fit

Orientation

Planned introduction of new employees to their jobs, coworkers, and the organization

Paid-Time-Off Plans (PTO)

Plans that combine all sick leave, vacation time, and holidays into a total number of hours or days that employees can take off with pay.

Yellow Dog Contracts

Pledges by workers not to join a labor union

Job Evaluation Methods

Point Method Job Ranking Factor Comparison Classification

Evaluative Mediation

Points out the potential weaknesses in each side's case and offers potential settlement options

Open-Door Policy

Policy that allows workers with a complaint to talk with someone in management

No-Solicitation Policy

Policy that restricts employees and outsiders from distributing literature or soliciting union membership on company premises.

2 Most Common Approaches to Discipline

Positive and Progressive

Interest Based Bargaining

Positive approach to negotiation, intended to create a "win-win" for both sides: -separate the people from the problem -focus on interests rather than problems -invent options for mutual gain -insist on objective criteria

Rights

Powers, privileges, or interests derived from law, nature or tradition

Codetermination

Practice in which union or worker representatives are given positions on a company's board of directors

Broadbanding

Practice of using fewer pay grades with much broader ranges than in traditional compensation systems

Instructional Strategies

Practice/feedback, over-learning, behavioral modeling, error-based examples, reinforcement/immediate confirmation

Ways to Address Employee Theft

Pre-hire applicant screening and background investigations; honesty tests; workplace monitoring; ethics code defining behaviors; internal checks and balances

Succession Planning

Preparing for inevitable vacancies in the organization hierarchy

How to Reduce Sexual Harassment

Proactive preventive approach: -establish sexual harassment policy -communicate the policy regularly -train employees and managers on avoiding sexual harassment -investigate and take action when complaints are voiced

Conciliation

Process by which a third party facilitates the dialogue between union and mgmt negotiators to reach a voluntary settlement

Talent Acquisition

Process of finding and hiring high-quality talent needed to meet the organization's workforce needs

Job Rotation

Process of moving a person from job to job

Job Rotation

Process of shifting a person from job to job

Repatriation

Process that involves planning and training for the reassignment of global employees back to their home countries

Arbitration

Process that uses a neutral third party to make a binding decision, thereby eliminating the need to involve the court

Realistic Job Previews

Process through which a job applicant receives an accurate picture of a job

Decertification

Process whereby a union is removed as the representative of a group of employees

Training

Process whereby people acquire capabilities to perform jobs

Older Workers Benefit Protection Act of 1990

Prohibits age-based discrimination in early retirement and other benefit plans; prohibits employees who sign liability waivers for age discrimination in exchange for severance packages during reductions in force

Apprentice Training

Provides employee with on-the-job experience under the guidance of a skilled and certified worker

Reasons candidates may be considered for employment

Rank scores, bands, whole list/aka rule of the list

Social Learning Theory

Reinforcement alone cannot motivate behavior or learning; self-pride, internal satisfaction and a sense of accomplishment are all powerful intrinsic motivators that shape behavior

Immigration Reform and Control Act (IRCA) of 1986

Requires employers to ensure that employees hired are legally authorized to work in the US.

Bands

Scores are grouped into categories, or bands, and all candidates within a band are considered as equally qualified

Workers' Compensation

Security benefits provided to workers who are injured on the job

Behavior-Based Information

Specific behaviors, such as customer satisfaction, verbal persuasion, timeliness of response, citizenship/ethics, effective communication

Rules

Specific guidelines that regulate and restrict individuals' behavior (i.e. rule that an employee cannot take a vacation day before or after a holiday)

Management by Objectives (MBO)

Specific performance appraisal method that highlights the performance goals that an individual and manager identify together

Work Interruptions

Strikes, picketing, blue flu (police officers who are prohibited from striking and so they call off in mass numbers), rolling strikes (employees at one location used by a single employer will strike for a day or a week and then return to work, wherein a different group of employees will then strike at a different employer location)

Workflow Analysis

Study of the way work (inputs, activities, and outputs) moves through an organization

Contemporary Career Perspective

Success is measured in terms of intrinsic satisfaction that comes from doing challenging work that increases skills and competencies

Traditional Career Perspective

Success is represented by tangible things like title, money, power and status

Informal Appraisals

Supervisor conducts when necessary, through various conversations on the job or by on-the-spot discussion of specific occurrences

Job Posting

System in which the employer provides notices of job openings and employees respond by applying for specific openings.

Gainsharing

System of sharing with employees greater-than-expected gains in profits and/or productivity

Dual-Career Ladder

System that allows a person to advance up either a management or a technical/professional ladder

Profit Sharing

System to distribute a portion of an organization's profits to employees

Job Analysis

Systematic collection of information about the critical job tasks performed by employees in a job and the required knowledge, skills and abilities needed to perform critical job tasks. A job description is not a substitute for a job analysis.

Job Analysis

Systematic way of gathering and analyzing information about the content, context and human requirements of jobs

Disadvantages to Make

Takes time and may result in tunnel vision due to organization-based intelligence

Elements of Total Rewards

Tangible Direct Rewards/Compensation Tangible Indirect Rewards/Compensation Intangible Rewards

Incentives

Tangible rewards that encourage or motivate action

Different Types of Job Analysis

Task-based job analysis and Competency-based job analysis

Challenges to Global Staffing

Tax laws, employment regulations, local customs

Contrast Error

Tendency to rate people relative to others rather than against performance standards

Wrongful Discharge

Termination of an individual's employment for reasons that are illegal or improper

Situational Judgment Test

Tests that measure a person's judgment in work settings.

Physical Ability Tests

Tests that measure an individual's physical abilities such as strength, endurance and muscular movement

Cognitive Ability Tests

Tests that measure an individual's thinking, memory, reasoning, verbal and mathematical abilities

Psychomotor tests

Tests that measure dexterity, hand-eye coordination, arm-hand steadiness and other factors

Work Sample Tests

Tests that require an applicant to perform a simulated task that is a specified part of the target job

Fisher vs University of Texas (2016)

The Supreme Court considered a case involving reverse discrimination. Abigail Fisher, a white woman, claimed she was denied admission because of her race. Under a provision known as the Top 10 Percent programs.

Feedback

The amount of information employees receive about how well or how poorly they have performed

Standard/Mean

The average of all scores

Normal Curve

The classic bell shaped curve

Person/Group Fit

The congruence between individuals and group or work unit dynamics; a person who does not communicate well, share information or otherwise act as an effective team member can drag down the group's performance; getting the right people on the team is especially important

Copayment

The portion of medical expenses paid by an insured individual for medical treatment

Long-Term Incentives (LTI)

To ensure that executives look beyond the immediate future when making critical decisions

Discrimination Goal

To put the victim of the discrimination in the same position (or nearly the same) that he or she would have been if the discrimination had never occurred

Raw

Total number of examination items answered correctly.

Internal Training Options

Traditional classes, on-the-job training, self-guided training at company portal, mentoring/coaching, job shadowing, developing teachers internally, cross training, training projects, group-based classroom

Technology-Support Training Cons

Trainee anxiety, must have access to technology, relies on user self-direction and motivation, not appropriate for some content (leadership, culture change, etc.), significant up-front investment of both time and money, significant support from top mgmt, security and access concerns

Active Practice

Trainees perform job-related tasks and duties during training

Possible Costs of Training

Trainer's salary and time, trainees' salaries and time, materials, expenses for trainers and trainees, cost of facilities and equipment, lost productivity

Cross-Training

Training people to do more than one job

Informal Training

Training that occurs through interactions and feedback among employees

Contingency Firm

Transaction-oriented; paid only if we hire the candidate; generally the mid- to lower-level positions; typically 20-30% of the candidate's first year of pay.

Differences in Public and Private Sector

Transitional Leadership, Transparency, Merit System Requirements, Compensation.

M-Learning

Use of mobile technology to conduct training

Exam Weighting

Weighting specific portions of the selection process based on the results

Acceptance Rate

percentage of applicants hired divided by total number of applicants offered jobs

Flexible Benefits Plan

program that allows employees to select the benefits they prefer from options established by the employer (problem is that employees may select an inappropriate benefits package)

Prepaid Legal

employees or employer pays a flat fee for a set amount of legal assistance time each month.

Consumer-Driven Health Plan (CDHP)

health plan that provides employer financial contributions to employees to help cover their health-related expenses

Limits on Compensatory and Punitive Damages

-15 to 100 employees: $50,000 -101 to 200 employees: $100,000 -201 to 500 employees: $200,000 -more than 500 employees: $300,000

3 Basic Types of Evidence

-Direct -Circumstantial -Statistical

Salary Structure Designs

1 - Step Plan Variation 2 - Open Range Variation

6 Items for PIP

1-state performance to be improved 2-state level of work performance expectation to be performed on consistent basis 3-identify and specify the support and resources you will provide 4-communicate the plan for providing feedback 5-specify possible consequences 6-provide sources of additional information

Coaching

A collaborative process focused on improving individual performance

Competency Interview

A competency profile which includes a list of competencies necessary to do that particular job. This interview process takes time and sometimes articulate or impression management-oriented values.

GeorgiaGain

A comprehensive reform of it civil service system. The biggest change, which went into effect July 1, 1996, made anyone hired by the state after that date an at-will employee, without merit-system protection.

Garnishment

A court order that directs an employer to set aside a portion of an employee's wages to pay a debt owed to a creditor

Affirmative Action

A document that outlines proactive steps the organization will take to attract and hire members of underrepresented groups

Grievance

A formal complaint by a person or persons who believe they have been wronged

Reasonable Accommodation

A modification to a job or work environment that gives a qualified individual an equal employment opportunity to perform

Across-the-Board Increases

A percentage raise based on standard market or financial budgeting determinations

Characteristics Necessary to Achieve Good Job Performance (Selection Criteria)

Ability Motivation Intelligence Conscientiousness Appropriate Risk for Employer Appropriate Performance

Learner Characteristics

Ability to learn, motivation to learn, self-efficacy, perceived utility/value, learning styles

Common Disciplinary Problems

Absenteeism, tardiness, productivity deficiencies, alcoholism, insubordination

Results-Based Information

Accomplishments, such as sales volume, cost reduction, units produced, improved quality

Lilly Ledbetter Fair Pay Act

Act that creates a rolling time frame for filing wage discrimination claims and expands plaintiff field beyond employee who was discriminated against

Task Analysis

Addresses the process of analyzing a particular task into its various elements

Pregnancy Discrimination Act 1978

Amendment to Title VII which made it illegal to discriminate against pregnant women in matter related to employment.

Supplemental Application

An effort to gain more information regarding applicant's' past experience and training. This is similar to T&E, but is not normally scored.

Coefficient of Correlation

An indication of the degree to which the exam is an effective predictor of future performance.

Peer Review Panel

An internal committee of employees that reviews the actions and makes recommendations or decisions for employees that appeal disciplinary actions. There may be a few managers on this panel.

Rank Score

Applicants considered in order of their scores, highest to lowest

Challenges in Employee Discipline

At-will employment, fairness and consistency, documentation problems, reluctance to discipline

20%

Average percentage that a learner retains one month after training

Microunit

Bargaining unit that includes only one job category or department within a company

Immediate Confirmation

Based on the idea that people learn best if they receive reinforcement and feedback as soon as possible after training

Reinforcement

Based on the idea that people tend to repeat responses that give them some type of positive reward and to avoid actions associated with negative consequences

Base Pay

Basic compensation that an employee receives, often as an hourly wage or salary

Fair Labor Standards Act

Basic requirements: payment of the minimum wage; overtime pay for time worked over 40 hours in a workweek; restrictions on the employment of children; and recordkeeping. Amended 1938. Workers are covered for overtime at 1.5 times hourly rate.

Yes

Can an employer restructure a disabled person's job by taking away some marginal functions and giving the person others?

Job Redesign

Changing existing jobs in different ways to improve them

Ability Tests

Cognitive, physical, psychomotor, work sample, situational judgment

Americans with Disabilities Act (ADA), 1990 - Title I

Covers employment and requires that the employers of more than 15 people must make reasonable accommodations that allow a qualified job application with a disability to complete the application process or a disabled employee to carry out the duties of his or her job.

O*Net

Database that includes information on skills, abilities, knowledge,work activities, and interests associated with occupations

Time Limitations for the Equal Pay Act

Deadline to file a charge or lawsuit is two years from the day you received the last discriminatory paycheck

Direct Evidence

Defendant admitted; proves a fact without resort to inference or presumption

No.

Do requests for reasonable accommodations need to be in writing?

Types of Strikes

Economic, Unfair Labor Practice, Wildcat, Jurisdictional, Sympathy

Duties Test

Executive, Professional, Administrative

PERA - Public Employee Relations Acts

Gives public employees the right to organize for purposes of collective bargaining

The four emerging roles embodied in the transformation of the HR function:

HR Leader, Business Partner, Change Agent, and HR Expert

Line of Sight

Idea that employees can clearly see how their actions and decisions lead to desired outcomes

Job Description Components

Identification, general summary, essential job functions and duties, job specifications, disclaimers and approvals

Alternate Dispute Resolution (ADR)

In lieu of or in addition to formal grievance and arbitration procedures; allows the parties to a dispute to discuss and develop their interests and discuss solutions; creative, innovative solutions that move away from the win-lose dynamics of traditional, position-based proceedings

Shift Differential

Increase in pay for working the evening or night shifts

Intern Recruitment Sources

Job Fairs Guest Lecturers Grants Career Days Work Improvement Programs

Fair Labor Standards Act

Law that regulates workplace practices related to minimum wage, overtime pay and child labor

Blended Learning

Learning approach that combines short, fast-paced, interactive computer-based lessons and teleconferencing with traditional classroom instruction and simulation.

Advantages to External Training

Less expensive, less time to develop internal training, staff may not have the level of expertise needed, employees can learn from other companies

Alternative List

List comprised of RIF employees

Deductible

Money paid by an insured individual before a health plan pays for medical expenses

Yes

Must an employer offer reassignment if it doesn't allow any other employee to transfer from one position to another?

Negotiating Challenges

One size fits all re: benefits/leave/bonuses; above-minimum salary appointments typically require prior approval; bonuses, where they exist, may be predetermined or based on performance; housing and/or use of a vehicle may be possible but will have tax implications; bonus awards are limited when they are available at all.

Employee Handbook

Physical or electronic manual that explains a company's essential policies, procedures and employee benefits.

401(k) Plan

Plan allows for a percentage of an employee's pay to be withheld and invested in a tax-deferred account

Discipline

Process of corrective action used to enforce organizational rules

Similar-To-Me/Different-From-Me Error

Raters are influenced by whether people possess characteristics that are the same as or different from their own qualities

Standard

Raw scores that have been converted to indicate the applicant's score in relation to a reference group. Example: If the average score is 50, a score of 60 would be above average.

Data Protection Act

Requires employers to keep personnel records up to date and keep only the details that are needed

Science, Technology, Engineering, Math Skills

STEM

Advantages of Using Technology in Recruiting

Saves the company money, can be accessed by candidates at any hour of the day or night, find passive job seekers, save time, enhance employment brand.

Person/Organization Fit

The congruence between individuals and organizational factors; linking the person's principles to the values of the company.

Kurtosis

The degree to which the scores concentrate around the mean, or central tendency. In this case the bell shape curve is more peaked in the center, around the mean.

Reliability

The extent to which a test or measure repeatedly produces the same results over time

Job Specifications

The knowledge, skills, and abilities (KSAs) an individual needs to perform a job satisfactorily

On-The-Job Training

The most common training because it is flexible and relevant

Sifting Phase

The objective is to eliminate all candidates who do not meet the minimum requirements

Short-list Phase

The objective is to identify candidates that best conform to all requirements set, or even exceed them.

Workforce Planning

The strategic alignment of an organization's human capital with it business direction.

Labor Markets

The supply pool from which employers attract employees.

Reasons for Decertification

Treatment by employer has improved; union has been unable to address the needs of the workforce; image of the union has declined

Issues to consider in the selection process

Type and weight of the selection process, and weighted versus qualifying

Reemployment List

Typically comprised of former employees who have lost their jobs through a reduction in force (RIF), the elimination of funding for their operation or privatization

Interest Arbitration

Unresolved issues or proposals are submitted to a panel or single arbitrator or arbitrators for final resolution in the negotiation of the CBA

Harassment

Unwelcome conduct that is based on race, color, religion, sex (including pregnancy), national origin, age (40 or older), disability or genetic information

Sexual Harassment

Unwelcome verbal, visual or physical conduct of a sexual nature that is severe and affects working conditions or creates a hostile work environment

Implied Contract

Unwritten agreement created by the actions of the parties involved

Benefit

a tangible indirect reward provided to an employee or group of employees for organizational membership

No-Fault Insurance

an injured worker receives benefits even if the accident was the employee's fault

Employee Rights

any employee who believes that he has been discriminated or retaliated against in violation of any of the whistle-blower statutes may file a complaint with OSHA

Mental Health Parity Act (MHPA)

requires that annual or lifetime dollar limits on mental health benefits be no lower than any such dollar limits for medical and surgical benefits offered by a group health plan or health insurance issuer offering coverage in connection with a group health plan

Union Security Provisions

contract clauses to help the union obtain and retain members and collect union dues

Performance Standards

Define the expected levels of employee performance

Glass Ceiling (aka Glass Elevators)

Discriminatory practices that have prevented women and minority status employees from advancing to executive-level jobs

Administrative Actions

Dismissal from work, disciplinary procedures, compensation adjustments, promotions/demotions, transfers

Employment Brand

Distinct image of the organization that captures the essence of the company to engage employees and outsiders.

3 Elements of Organizational Justice

Distributive, Interactional, Procedural

Cons of Internal Recruiting

"Inbreeding" may lead to less diverse workforce, tunnel vision thinking may lead to a lack of new ideas, may lower morale for individuals not promoted, employees may engage in "political" infighting for promotions, employees promoted may need to be trained or developed, some managers may block the internal movement of good performers.

Whistle-Blower/Qui Tam Action

"Who As Well" ... Lawsuit brought by a private citizen against a person or company who is believed to have violated the law in the performance of a contract with the government or in violation of a government regulation when there is a statute which provides for a penalty for such violations; this type of action is generally based on significant violations which involve fraudulent or criminal acts, and not technical violations and/or errors

Types of Agreements used in Collective Bargaining

- Memorandum of Understanding (MOU) -Memorandum of Agreement (MOA) -Letter of Understanding (LOU)

Key Elements in Grievance Investigation

-identifying and interviewing all witnesses -gathering and preserving evidence -identifying the contractual provisions and organizational policies that are the subject of the grievance

Process for Progressive Discipline

-counseling -oral warning -written warning -suspension -termination

Circumstantial Evidence

-Based on inference (conclusion based on evidence and reasoning); 3 types: .....suspicious timing, ambiguous statements, behavior or comments directed at others in protect group, bits and pieces .....evidence that similarly-situated employees not in the protected class received systematically better treatment .....evidence that plaintiff was qualified, someone not in a protected class got the job, and employer's stated reason for its decision is unworthy of belief

Criteria for Unit Determination

-Community interest of employees -Prior bargaining history and prior union organization -Potential effect on the efficiency of employer operations -Effect of over-fragmentation

2 Types of Unlawful Employment Discrimination

-Disparate Treatment -Disparate Impact

Mediation Process

-EEOC asks if both parties wish to mediate -decision to mediate is voluntary -if either turn down mediation, charge is forwarded to investigator -if both agree to mediate, mediation is scheduled -if mediation does not resolve the charge, the charge will be investigated like any other charge -written signed agreement reached during mediation is enforceable in court just like any other contract

Key Union Focuses

-Economic issues vs. other concerns -Organization by kind of job and employer -Collective agreements as "contracts" -Competitive relations

HR Functions in Labor/Management Leadership

-Gather information regarding mgmt and supervisory concerns prior to negotiations -Keep mgmt and supervisors updated as to the progress -Coordinate the preparation of strike plans -Assist supervisors and managers in processing settlement of grievances -Provide assistance for line staff in the investigation and pre-disciplinary elements, as well as the administration of employee discipline -Provide training for management staff to increase their knowledge and skills in labor-mgmt relations

Due Process Determinants

-How have precedents been handled? -Was employee asked for their side of the story? -Is a complaint process available? -Was complaint process used? -Did company retaliate against employee? -Was decision based on facts? -Were actions and processes viewed as fair by outside entities?

Job Analysis Elements

-Important and Essential Functions -New or Revised KSAs -Testing

Disadvantages to BARS

-creating and maintaining requires extensive time and effort -many appraisal forms are needed to accommodate different types of jobs

Narrative Methods for Appraisals

-critical incident (manager keeps written record of both favorable and unfavorable actions) -essay (manager writes short essay describing each employee)

3 Types of Medical Plans

-Indemnity Plan, aka Fee-For-Service Plan which reimburses the patient or provider as expenses are incurred -PPO which provides coverage to the enrollees through a network of doctors and hospitals; enrollees may go outside the network, but incur higher costs -HMO which also provides benefits but through a contracted network but no payment is made for services outside the network and referral are necessary.

2 Types of Arbitration

-Interest -Contract

Types of Training

-Legally Required -Basic and Remedial Skills -Job and Technical Training -Soft Skills

Categories of employees in relation to Unit Determination

-Management employees -Confidential employees -Supervisors -Professional employees

Steps for Impasse

-Mediation -Fact-Finding -Binding Interest Arbitration

Typical Unionization Process

-Organizing campaign -Authorization cards/petition filing -Representation Election -Certification -Collective bargaining/contract negotiation

Training Evaluation Designs

-Post Measure (reflect only one point in time...right after training is finished) -Pre/Post-Measure (measured both before and after training to determine results)

2 Basic Types of Sexual Harassment

-Quid Pro Quo -Hostile Environment

Executive Exemption

-Regularly supervises two or more employees -Has management as the primary duty of the position -has genuine input into the job status of other employees, which includes activities such as hiring, terminating, promotions or assignments or and reassignments

Examples of Items that need to be Costed and Considered

-Retirement Increase -Health Care Contributions -Holidays, Personal Days, Sick Days

Reasonable Accommodations for Religious Beliefs and Practices

-Schedule changes, voluntary substitutes, shift swaps -changing job tasks or providing lateral transfer -make exception to dress and grooming rules -make accommodations related to paying union dues or agency fees -make accommodations related to necessary prayer, proselytizing and other forms of religious expression

Considerations for Unit Criteria

-Similarity for determining wages, hours & other conditions and terms -Frequency of contract ad interaction among employees -Interconnected nature of the work being performed -Common supervision and labor relations policies -Relationship to the administrative body of employer -Collective bargaining history -Wishes of the parties

Just Cause Determinants

-Was employer's rule reasonable? -Was employee warned of the consequences? -Did mgmt investigate before disciplining? -Was investigation fair and impartial? -Was there sufficient evidence of guilt? -Were rules and penalties applied consistently? -Was penalty reasonable, given the offense?

Desirability of Unionization

-Working conditions -Compensation -Management Style -Employee Treatment

Uses for Performance Appraisals

-administrative actions -developmental actions

Learned Needs Theory

-affiliation/secure relationships -power/control -achievement

High Expectations of Performance Management

-align and support mission, goals and objectives -link pay-for-performance systems, where they exist, with individual and organizational success -provide logical means to link employee or teamwork functions with appraisal system -provide means to identify superior and poor performers -invite and promote meaningful dialogue between employee and supervisor

HR Functions in Handling Grievances

-assist in designing the grievance procedure -provide training for supervisors and managers -assist in preparing grievance cases for presentation at arbitration -may negotiate settlements of grievances -keep track of grievance rates and monitor the effect on the organization -may advise management as problems arise as well as how to respond at each stage of the grievance process

Do's of Succession Planning

-be forward focused -align compensation with succession planning -consider soft skills

Top Reasons Government Employees Stay At Their Jobs

-career advancement/development opportunities -relationship with their supervisor -compensation

Components of Performance-Focused Culture

-clear expectations, goals and deadlines -detailed appraisal of employee performance -clear feedback on performance -manager and employee training as needed -consequences for performance

Steps in Selecting a Benefits Provider

-competitive bid process -request for bids and scoring system -establishment of a review committee -evaluating and selection

Information Technology linked to Employee and Organization Development

-computer and web-based training -automated, computer-based performance management systems -electronic databases and HRIS systems

ADA and FMLA

-considered separately -accrued leave should be used first, then unpaid leave -position must be held open while on leave unless undue hardship -if position is no longer available due to undue hardship, employer must reassign employee to a vacant position which he is qualified -See examples on ebook #357-358

Effects of Equal Pay Discrimination

-depresses wages and living standards for employees necessary for their health and safety -prevents the maximum utilization of the available labor resources -tends to cause labor disputes, thereby burdening, affecting and obstructing commerce -burdens commerce and the free flow of goods in commerce -constitutes an unfair method of competition

3 Aspects of Graphic Rating Scale

-descriptive categories (quantity of work, attendance, dependability) -job duties (taken from JD) -behavioral dimensions (decision-making, employee development, communication effectiveness)

Elements of Coaching

-discussion is usually initiated by supervisor -done on a regular, recurring basis -involves exploration of job-related performance and/or problems -positive, corrective direction given to the employee with emphasis on training and teaching -provides specific advice on what to do and how to do it -improving employee's overall performance

Elements of Counseling

-discussion usually initiated by employee -intervention when a specific problem arises or employee feels he needs assistance -problems that can be personal or job-related -emphasis on listening techniques by the supervisor -supervisor avoiding offering specific guidance and encouraging the employee to utilize self-resolution techniques -reducing stress and resolving a specific problem

How to avoid whistle-blower claims

-don't retalitate -have a complaint policy in place and use it -investigate all credible complaints -be careful in disciplining whistle-blowers for other misconduct

Records that should be kept as part of an investigation

-employee handbook with the date when it was received by the employee -specific emails or posting records of relevant work policies with a record of receipt; -copies of performance evaluations, commendations and prior disciplinary actions; -documents gathered in the course of the investigation, witness statements, employee statements, etc.; -records of other disciplinary actions taken with other employees for the same or similar offense

Common Issues in Disparate Impact Cases

-employer uses a particular employment practice (eg. agility test) -selection process (needs to be job-related and consistent with business necessity) -can the person show that there was a less discriminatory alternative available

Unlawful Harassment

-enduring the offensive conduct becomes a condition of continued employment -conduct is severe or pervasive enough to create a work environment that a reasonable person would consider intimidating, hostile or abusive

Elements of Effective Onboarding

-establish clear goals -know what new hires want -start before "day one" on the job -provide multiple short sessions -create connections and networks -make it enjoyable

Ways to Break the Glass

-establish formal mentoring programs for women and minorities -provide opportunities for career rotation into different work areas, for those who show talent in their current jobs -Include women and minorities as members of top management and boards of directors -Establish clear goals for retention and progression of women and minorities -Allow for alternative work arrangements for employees, particularly those who balance work and family responsibilities

Effective Orientation

-establishes favorable employee impression of the organization -provides organization and job information -enhances interpersonal acceptance by coworkers and builds new network of resources -accelerates socialization and integration of new employee -ensures that employee performance and productivity begin more quickly

ERG Theory

-existence (physiological and safety needs) -relatedness (belonging and esteem needs) -growth (esteem and self-actualization needs)

Expectancy Theory

-expectancy/increased effort will lead to enhanced performance -instrumentality/enhanced performance will lead to rewards and other benefits -valence/consequences are viewed as desirable

Common Problems with Management Development

-failing to conduct adequate needs analysis -trying out fad programs or training methods -substituting training for selecting qualified individuals

Diversity Issues

-feelings of isolation or loss -integration of the "new" minorities in the workforce -assuring policies and procedures are non-discriminatory -dealing with allegations of harassment, intimidation and workplace violence

Requesting a Right To Sue

-filed under Title VII or ADA, Right to Sue is required to file a lawsuit in Federal court -filed under Age Discrimination Act, you do not need a Right To Sue -filed under Equal Pay Act, you do not need a Right To Sue

Diversity Model

-form committee -conduct training -establish monitoring systems -emphasize importance in succession and promotion planning -establish multi-cultural work teams

Ways to Develop Employees

-formal training -team sharing -coaching and mentoring -observation -university programs -individual development plans -job rotation

Sequential Activities for Succession Planning

-formulate HR strategic plans -address succession planning -develop preliminary replacement charts and assess capabilities and interest of current employees -identify the succession plan -link HR development to career planning -periodically review and reassess plans

What Should Happen at Termination

-get straight to the point -be prepared to deal with emotions -talk about benefits and rights -reconfirm the employee understands his or her obligations -outline the next steps -formally end the meeting -ensure the employee can get home safely -document the meeting

Administrative Exemption

-human resources -payroll and finance -accounting -legal and regulatory compliance -marketing and advertising

Organizational Career Perspective

-identify future staffing needs -plan career ladders -assess individual potential and needs -match organizational needs to individual KSAs -develop and audit career system for success

Individual Career Perspective

-identify personal KSAs and interests -plan life/career goals -assess alternative career paths inside and outside the organization -note personal changes through life and career progressions

EEOC Determination

-if unable to find discrimination, they issue a Dismissal and Notice of Rights; charge party then has the right to file a lawsuit in federal court within 90 days -if able to find discrimination, they issue a Letter of Determination and invite parties to seek to resolve the charge through conciliation -if conciliation is not successful, EEOC has authority to enforce violations by filing a lawsuit in federal court; if EEOC doesn't litigate, charging party receives a Notice of Right To Sue and can file a lawsuit within 90 days

Benefits of Digital Charge System

-increases responsiveness -streamlines the enforcement system with dates triggering msgs, reminders and action steps -saves resources, including staff time, paper and money -provides improved management of workflow and increased accountability and coordination -protects integrity, security and storage of documents

Cost-Saving Strategies for Health Care Benefits

-increasing deductibles and co-payments -instituting high-deductible plans -increasing employee contributions -using managed care -limiting family coverage; excluding spouses -switching to CDHP -increasing health preventive and wellness efforts

2 Basic Ways Employers Manage Risk for Benefit Plans

-insured programs -self-insured programs

Succession Planning Process

-integrate with strategy -involve top management -assess key talent -follow development practices -monitor and evaluate

Unfair Labor Practice for Employer (also NLRA)

-interfere, restrain, coerce employees in the exercise of their right to self organize, form, join or assist labor organizations, to bargain collectively through representative of their own choosing or the right to refrain from such activity; -to dominate or interview with the formation or administration of any labor organization or contribute financial or other support to; -to discriminate in regard to hire or tenure of employment or any term of condition of employment to encourage or discourage membership in any labor organization; -to discharge or otherwise discriminate against any employee because he has filed charges or given testimony under this act; -to refuse to bargain collectively with the exclusive representative of his employees

Effective Training Planning

-is there really a need for the training? -who needs to be trained? -who will do the training? -what form will the training take? -how will knowledge be transferred to the job? -how will the training be evaluated?

Performance Appraisal System Process

-job description -written standards -employee involvement -progress discussions -supervisor/employee interaction -employee self-evaluation -final discussion -appeal process -goal-setting discussion

Training Design Elements

-learner characteristics -training transfer -instructional strategies

Determining Undue Hardship

-nature and cost of the accommodation -overall financial resources of the specific facility making the accommodation, such as the number of persons employed and the effect on expenses and resources of the agency -overall financial resources, size, number of employees and type of location -type of operation, including structure and functions, geographic separateness, administrative or fiscal relationship of the facility -impact on the facility -employers should consider all outside funding

Uniform Guidelines (UGESP)

-need for uniformity -defines a set of principles -relation to prior guidelines -provides guidance for how to determine if tests and selection procedures are lawful and do not create disparate impact

2 Basic School of thought on How to Increase Employee Motivation

-need or content theories (hierarchy, ERG, learned needs) -cognitive/process theories (expectancy, equity, goal setting, reinforcement, social learning)

5 Principles for Designing Training for Adults

-need to know why they are learning something -need to be self-directed -bring more work-related experiences into the learning process -enter into a learning experience with a problem-centered approach to learning -are motivated to learn by both extrinsic and intrinsic factors

Elements of Just Cause

-notice -reasonable rule or order -investigation -fair investigation -proof -equal treatment -appropriate discipline/penalty

Factors surrounding Training Methods and Strategies

-objectives of training -available time -level of knowledge or experience -type of instructional content -learner expectations -organizational expectations -budget -trainer knowledge, experience, comfort -other techniques within the same program -learning styles -need for interaction

Common Forms of Instructional Techniques

-on-the-job training -apprenticeships -simulations -case studies -games and activities -role play -behavior modeling -computer-based training

Sources of Information for Needs Assessment

-organizational analysis -job/task analysis -individual analysis

Reasons Why Discipline Is Not Used

-organizational culture of avoiding discipline -lack of support -guilt -fear of loss of friendship -avoidance of time loss -fear of lawsuits

Pay for Performance Cons

-other motivators, such as satisfaction for achievement, interest in work, and non-monetary rewards are more effective and avoid the potential for destructive competition -pay for performance encourages the establishment of setting easily attainable goals -organizations have difficulty identifying top performers, particularly when quantifiable measures of success are absent -financial rewards typically linked to performance are too small to be meaningful

Negatives of Affirmative Action

-penalizes individuals (males and whites) even though they have not been guilty of practicing discrimination -creates preferences of certain groups which results in discrimination against others -results in greater polarization and separation along gender and racial lines -stigmatizes those it is designed to help -goals become quotas b forcing employers to "play by the numbers"

Components to a Performance Management System

-performance appraisal process -personal development and self-learning -coaching and counseling -progressive discipline

Reasonable Accommodation Examples

-physical changes (ramp, modifying work space) -accessible and assistive technologies (software, screen reader software) -accessible communications (interpreters, braille, large print) -policy enhancements (service animal in building)

Professional Exemption

-physicians and dentists -lawyers -architects -registered nurses -accountants -engineers

Hierarchy of Needs Theory

-physiological -security -belongingness -esteem -self-actualization

Traditional Burden Shifting Process

-plaintiff makes out a prima face case -burden of production shifts to the defendant employer to articulate a legitimate, nondiscriminatory reason for the employment action -plaintiff must then demonstrate that the employer's reason was pretext for discrimination

Indirect Method/Burden Shifting

-plaintiff must establish a prima facie case -employer must then articulate, through admissible evidence, a legitimate, nondiscriminatory reason for its actions -to prevail, plaintiff must prove that employer's sated reason is a pretext to hide discrimination

Steps for Termination

-plan the location -plan the attendees -have outplacement services ready -prepare a list of items to be returned -prepare the final paycheck -prepare any other checklists and documentation

Pay for Performance Pros

-powerful motivator -giving employees the same increase is unfair and discourages good employees from performing at a higher level -compatible with team relationships and enhances cooperation among team members

Appraisal Do's

-prepare before interview -focus on objective performance -be specific about ratings and feedback -develop a future improvement plan -reinforce employee successes

Fair Rules of Employee Conduct

-promote health and safety of all employees -protect company property -ensure steady production -conform to legal requirements -create a pleasant working environment

Employer's Action to Avoid Liability

-prove it reasonably tried to prevent and promptly correct the behavior -employee unreasonably failed to take advantage of any preventive or corrective opportunities provided by employer

Purposes of Civil Rights Act of 1991

-provide appropriate remedies for intentional discrimination and unlawful harassment -codify the concepts of 'business necessity' and 'job related' -confirm statutory authority and provide statutory guidelines for disparate impact -expand the scope of relevant civil rights statutes in order to provide adequate protection

Common Employee Performance Measures

-quantity of output -quality of output -timeliness of output -presence/attendance on the job -efficiency of work completed -effectiveness of work completed

Prohibited Pre-Employment Inquiries

-race -height and weight -financial information -unemployed status -background checks -religious affiliation or beliefs -citizenship -marital status, number of children -gender -disability -medical questions and examinations

4 Reasons for Training

-required or regular training -job/technical training -interpersonal and problem-solving training -developmental and career training

Speak English Only Rules

-requiring employees to speak only English in the workplace at all tines, including breaks and lunch time, will rarely be justified -rule should be limited to the circumstances which is needed for employer to operate safely or efficiently -justifiable reasons are communications with customers or co-workers who only speak English; emergencies or other situations in which workers must speak a common language to promote safety; cooperative work assignments in which the English-only rule is needed to promote efficiency -no disciplinary action for violating rule until employer has notified workers about the rule and the consequences

Employer Response to EEO Complaint

-review formal complaint and personnel records -take no retaliatory action -conduct internal investigation -reasonably cooperate with agency investigators -determine employer action .......negotiate/settle complaint ......oppose complaint in court

Advantages to Arbitration

-saves time and is less expensive -accomplished by neutral parties who possess specific expertise -viewed by Supreme Court as a superior means of conflict resolution

Exceptions to Equal Pay Act

-seniority system -merit system -system that measures earnings by quantity or quality of production -differential based on any other factor other than sex

Disadvantages to Ranking

-sizes of performance differences between employees are often not clearly indicated -someone must be last, which ignores the possibility that the last person in one group might be equal to the top-ranked person in another group

Ground Rules for Negotiations

-starting and ending times for negotiating sessions -location of meetings -agreement to reduce proposals to writing and to sign off on tentative language as agreement is reached -agreements about payment status for employees attending the negotiations as union representatives -information sharing -confidentiality of discussions -public disclosure of progress -civility across the table between team members -role of the chief spokesperson/team members

Common Mistakes of Succession Planning

-starting too late -not effectively linking succession plans to strategic plans -allowing the CEO to direct the planning and make all succession decisions -looking only internally for succession candidates

Goals and Objectives of Employee Organizations

-steady employment -adequate income -ability to influence HR policies to ensure fairness and economic security -having a voice in decisions affecting employees' welfare -protection from economic hazards beyond the employees' control -recognition and participation

Disadvantages to Forced Distribution

-supervisor may resist putting someone in the lowest or highest group -difficulty when rater has to explain to an employee why he was placed in a particular group -causes anxiety in employees, promotes conformity and encourages gaming of the system

People Who Conduct Appraisals

-supervisors rating employees -employees rating their superiors -team members rating each other -employees rating themselves -outside sources rating employees -variety of parties providing multi-source or 360-degree feedback

Benefits of Succession Planning

-supply of highly talented individuals -provide career opportunities which helps retention and performance motivation -provide basis for continual review of staffing requirements as organization changes -enhance "brand" -generate confidence in investors and stakeholders

Work-Life Balance

-support from senior leadership for WL programs -flexible hours -telecommuting options -compressed work weeks -family-friendly work environments -generous paid time off -on-site cafeteria -on-site fitness center

Appraisal Don'ts

-talk too much -berate or lecture the employee -focus entirely on negative job performance -think that the employee always has to agree -compare the employee with others

Approaches that Define Talent Management

-target jobs and individuals -competency models -management development risks -make or buy talent? -global development

Strategic Decisions for M-Learning

-target market -learning content -system architecture

Common Career Issues

-technical and professional workers -women -dual-career couples -individuals with global careers

Orientation Measurement of Success

-tenure turnover rate -new hire failure factor -employee upgrade rate -development program participation rate

Rules of Construction

-term 'substantially limits' requires a lower degree of functional limitation than the standard previously applied by the courts -term 'substantially limits' is to be construed broadly -requires an individualized assessment -without regard to the ameliorative effects of mitigating measures -impairment that is episodic or in remission is a disability -determination of disability should not require extensive analysis

Primary Reasons for Broadbanding

-to create more flexible organizations -to encourage competency development -to emphasize career development

Unfair Labor Practice for Labor Organization

-to restrain or coerce employees in the exercise of their rights in the choice of their bargaining representative, or to restrain or coerce an employee in the selection of his representative for the purposes of collective bargaining or the adjustment of grievances; -to cause an employer to discriminate against an employee; -to refuse to bargain collectively with the employer or the employees it represents; -to engage in secondary boycott; -to require of employees it represents the payment of excessive dues; -to engage in featherbedding, e.g. requiring an employer to pay for unneeded workers

Mandatory Subjects for Bargaining

-wages and benefits -grievances and procedures for resolutions -work hours and schedules -union security issues -seniority -health and safety rules -paid and unpaid time off from work -retirement and pension coverage

Don'ts of Succession Planning

-wait until a vacancy occurs to begin -identify one individual for each role -keep succession plans a secret

Job Evaluation Process

-why the position exists -major duties performed -educational and experience requirements -physical and mental requirements

7-Step Strategy to Increase Employee Retention

1 - Conduct job analysis audits to provide realistic job previews; 2 - Implement a well-designed assessment and selection process; 3 - Provide good employee orientation; 4 - Implement programs for employee training and development; 5 - Improve manage and employee relationship; 6 - Provide an equitable or fair pay system...be competitive! 7 - Encourage succession planning. 5 more strategies? Characteristics of the employer; job design and work; career opportunities; rewards; employee relationships

2 Steps for Succession Planning

1 - Develop preliminary replacement charts to ensure that the right individuals with sufficient capabilities and experience to perform the targeted jobs are available at the right time; 2 - assessment of the capabilities and interest of current employees provides information that can be placed into the preliminary replacement charts.

Job Classification Criteria

1 - Kind of work performed 2 - Level of difficulty and complexity 3 - KSAs required to perform the work

2 Types of Collective Bargaining

1 - Positional Bargaining 2 - Interest Based Bargaining

4 Stages of Contract Negotiations

1 - Preparation and initial demands 2 - Negotiations 3 - Settlement or impasse 4 - Strikes and lockouts

Steps for Interest Based Bargaining

1 - Separate the problem from the person 2 - Focus on interest, not on positions 3 - Invent options for mutual gain 4 - Insist on objective criteria

Process of Unionizing Workers

1 - Union targets an industry, region or company 2 - Employees request union representation

3 Acts that constitute the core of US Labor Law

1 - Wagner Act 2 - Taft-Hartley Act 3 - Landrum-Griffin Act

Job Classification Evaluation Methods (3)

1 - Whole job ranking, aka job-to-job comparison (aka benchmarking); 2 - Job standards/specification, aka job-to-category; 3 - Job component analysis, aka job components/point systems

Reasons to Join a Union

1 - dissatisfied with treatment by employers 2 - believe that unions can improve work situations

Considerations for Developing Total Rewards Program

1 - organizational climate and compensation philosophies; 2 - communication approaches; 3 - administrative responsibilities of a company's compensation approach

Whistle-Blower Key Questions

1 - when do employees have the right to speak out, with protection from retribution? 2 - When do employees violate the confidentiality of their jobs by speaking out?

Problems with Personality Tests

1) Faking and 2) tests might inadvertently measure disabilities or mental health concerns such as depression or bipolar disorder

4 Ways to Effectively Train Employees

1-Blend in-person training and online training 2-Provide hands-on training 3-Incorporate mobile training apps 4-Allow employees to learn at their own pace

4 Key Concepts that lead to Fair Treatment and Nondiscriminatory Employment Decisions

1-Business Necessity 2-Bona Fide Occupational Qualification (BFOQ) 3-Burden of Proof 4-Nonretaliatory Practices

3 Ways which Employee's Freedom of Speech are Restricted

1-Controversial Views 2-Whistle-Blowing 3-Internet and other communication-based technology

What do CEOs do to earn all that money?

1-Establish strategic direction for the organization 2-Create shareholder value 3-Ensure the sustainability of the enterprise

4 Ways to Measure Training Effectiveness

1-Learner reaction 2-Measuring gain in knowledge or skill 3-Measuring increased performance back in the workplace 4-Impact on the organization itself

2 Primary Reasons for Genetic Screening

1-Make workers aware of genetic problems, so medical treatments can begin 2-Terminate employees who may make extensive use of health insurance benefits

Implementing Job Analysis

1-Plan the job analysis; 2-prepare for and introduce job analysis; 3-conduct the job analysis; 4-develop job descriptions and job specifications; 5-maintain and update job descriptions and job specs

2 Types of Elections

1-Representation 2-Decertification

3 Basic Assumptions for Variable Pay/Pay for Performance

1-Some people contribute more to organizational success than do others; 2-some perform better and are more productive than are others; 3-employees who perform better or contribute more should receive greater compensation

8 Major Types of Performance Systems

1-behaviorally-anchored rating scales 2-behavior-based 3-competency-based 4-forced distribution 5-multi-rater assessment 6- results-based 7-personal trait-based 8-job trait-based

4-Step Process to Determine Adverse Impact

1-calculate the rate of selection for each group (divide the number of persons selected form a group by the number of applicants from that group) 2-observe which group has the highest selection rate 3-calculate the impact ratios, by comparing the selection rate for each group with that of the highest group (divide the selection rate for a group by the selection rate for the highest group) 4-observe whether the selection rate for any group is substantially less (usually less than 4/5ths of 80%) than the selection rate for the highest group; if it is, adverse impact is indicated in most circumstances

6 Steps for Performance/Gap Analysis

1-describe desired performance 2-described actual performance 3-identify the gap between the two 4-determine the cause of the gap 5-propose intervention 6-implement and measure effectiveness

4 Stages in Calculating Training Costs and Benefits

1-determine training costs 2-identify potential savings results 3-compute potential savings 4-conduct costs and savings benefits comparisons

10 Most Common Mistakes Employers Make While Conducting Workplace Investigations

1-failure to develop and disseminate effective complaint mechanisms 2-ignoring complaints 3-failure to plan 4-lack of objectivity 5-allowing investigation to become a witch hunt 6-failure to conduct addl investigative work 7-failure to reach a conclusion 8-reaching legal conclusions 9-failure to draft a detailed report 10-failure to close out an investigation

3-Pronged Test to determine if an individuals meets the definition of Disabled

1-has the mental or physical challenge that greatly reduces the ability to perform important life functions 2-possesses a record of such a challenge 3-is thought to have such a challenge

3 Components to Diversity Training

1-legal awareness 2-cultural awareness 3-sensitivity training

6 Reasons That Employees Sue when Terminated

1-not giving a reason for firing 2-firing for bad performance when there have been good performance reviews 3-poor timing 4-delayed internal investigations 5-improper response to EEOC charge 6-failing to follow your own policies

3 Rationales for hearing Employment At-Will Cases

1-public policy exception 2-implied contract exception 3-good-faith and fair-dealing exception

What To Expect After Filing A Charge

1-within 10 days, EEOC will send a notice to the employer 2-if both victim and employer agree to mediation, a mediator will try to help both reach a voluntary settlement 3-if charge is not sent to mediation or mediation doesn't resolve the charge, employer must give a written answer to the charge within 20 days 4-if EEOC not able to determine that the law was violated, they send victim a Notice-of-Right-to-Sue

Scope of Bargaining

Divided by: -what parties MUST bargain about -what parties MAY bargain about -what parties are FORBIDDEN to bargain about

Merit Systems include:

1. A system of rules and policies established through formal administrative rules, regulations, and procedures which address the employment process. 2. Job Classifications, compensation, and grievance and layoff procedures.

Affirmative Action

Actions take to overcome barriers to equal employment opportunities and to remedy the effects of past discrimination, introduced by President Kennedy.

Protected Concerted Activities

Actions taken by employees working together to try to improve their pay and working conditions, with or without a union

Unfair Labor Practices

Actions that employers are legally prohibited from taking to prevent employees from unionizing

ROI

Divides the return produced because of the training by the cost (or investment) of the training

Functions typically part of providing for the "Common Good", within the Role of Public Sector HR

1. Promulgation and enforcement of laws, rules, regulations, and ordinances. 2. Provisions of infrastructure services, such as roads, parks, etc. 3. A system of social services to care for those in need or unable to care for themselves. 4. Safety services, such as police, fire, and prisons.

Types of Global Employees

Eg. expatriates, host-country nationals, third country nationals

Selection Process Phases

1. Sifting phase - Advertisement 2. Short Listing phase - The very best amongst the applicants 3. Final Selection phase - Selection

Consumer Credit Act

1968 - makes it mandatory for lenders to disclose to credit applicants the annual interest percentage rate (APR) and any finance charge. Mandating complete disclosure of the terms and conditions of finance charges in transactions by limiting the garnishment of wages and by regulation the use of change accounts.

Occupational Safety & Health Act

1970 Legislation workplace safety. Established the Commission of State Workers Compensation Laws to recommend upgrade of work protection, including higher disability benefits, compulsory coverage, and unlimited medical care and rehabilitation.

Employee Polygraph Act

1988 - Prevents employers from using lie detector tests, either for pre-employment screening or during the course of employment, with certain exemptions.

Uniform Services Employment & Reemployment Rights Act (USERRA)

1994 - to protect the civilian employment of non-full time military service members in the United States called to active duty. Applies to United States uniformed services and their respective reserve components. Protects disabled veterans by requiring employers to make reasonable efforts to accommodate the disability.

Affordable Care Act

2010 - Expanded health care coverage to those Americans who do not have health care. Expanded Medicaid.

Integrated Talent Management (ITM)

A holistic approach to leveraging and building human capital, through acquisition and staffing, talent development, and results and work outcomes

Selective List

A list including employees with special skills (e.g. bilingual)

Nine-Box Talent Grid

A matrix showing past performance and future potential of all employees

Previous Job Tenure

A measure of how long the applicant has stayed on jobs held in the past

Exam Reliability

A measure of the degree to which the examination consistently and dependably indicates that an applicant will be successful on the job.

Job Shifters

Second acts; employees who make major changes from one career field to another

Individual with a disability

A person who has a physical or mental impairment that substantially limits one or more life activities, has a record of such impairment, or is regarded as having such impairment. (Major life activities are typically defined as walking, breathing, seeing, hearing, speaking, learning, and working)

Business Necessity

A practice necessary for safe and efficient organizational operations

Business Necessity

A practice that is necessary for safe and efficient operations

Protean Career

A process whereby an individual makes conscious career plans to achieve self-fulfillment

Job-Relatedness

A qualification or requirement in selection is significantly related to successful performance of job duties

Uses for Applications

A record of the applicant's desire to obtain a position; it provides the interviewer with an application profile, basic employee record for applicants, used for research on the effectiveness of the selection process, formal document on which the applicant attests to the truthfulness of the information

Applicant Population

A subset of the labor force that is available for selection using a particular recruiting approach.

Core Competency

A unique capability that creates high value for a company. This can be achieved by combining productivity, customer service, organizational culture.

Third-Party Administrator (TPA)

A vendor that provides enrollment, record keeping, and other administrative services to an organization

Compressed Workweek

A workweek in which a full week's work is accomplished in fewer than five 8-hour days.

Unstructured Interview

Ad lib generic questions, different questions for each candidate, no established scoring key, untrained interviewers, low reliability and validity

Position Accuracy Certification (PAC)

Addendum to the annual performance appraisal form and requires the supervisor to list any work tasks that have been added or deleted from the employee's job

Disadvantages of Using Technology in Recruiting

Additional work for HR, some applicants prefer traditional methods, applicants can become wary of online hiring practices, not all who apply are actively looking for new jobs.

Title I of Genetic Information Nondiscrimination Act (GINA)

Addresses the use of genetic information in health insurance

Andragogy

Adult learning; ways in which adults learn differently than do younger people.

Advantages and Disadvantages of Computer-Based Exams

Advantages are that applicants have a "window" to access and complete the exam and at their own convenience and they would know the results as soon as the test is completed; disadvantages are that not all applicants are "tech savvy" and wouldn't be able to access or complete the test

Standard/Median

This reflects the midpoint of all scores - between the highest and the lowest scores.

Advantages and Disadvantages of Paper and Pencil Exams

Advantages are that it's relatively easy to administer and easy to score; disadvantages are the lack of "depth" of information gleaned from the results for leadership skills, judgment, decision-making

Advantages and Disadvantages to T&E

Advantages are that they are most effective when recruiting professional jobs, applicants with specialized education/experience, licensure; disadvantages are needing trained evaluators

Advantages and Disadvantages to Assessment Centers

Advantages are that they are very effective in evaluating soft skills such as managerial effectiveness, such as decision-making, judgment, time management, customer service and communication skills; disadvantages are cost and that they take more than a day to administer

Important Factors that illustrate the Workforce Profile

Age/Generational Groups Skill Gaps Improving Readiness to Work

Whole list

All candidates on the list are considered as equally qualified (Rule of List)

Labor Force Population

All individuals who are available for selection if all possible recruitment strategies are used.

Health Insurance Portability and Accountability Act (HIPAA)

Allows employees to switch their health insurance plans when they change employers and to enroll in health coverage with the new company regardless of pre-existing conditions; greatest impact are the provisions regarding the privacy of employee medical records

Benefits of Mediation

Allows people to resolve the charge in a friendly way and in ways that meet their own unique needs; charge can be resolved faster through mediation; it is fair, efficient and can help the parties avoid a lengthy investigation and litigation

Pregnancy Discrimination Act 1978

Amended Title VII, and made it illegal to discriminate against pregnant women in matters related to employment.

Undue Hardship

An employer is required to make a reasonable accommodation to a qualified individual with a disability unless doing so would impose significant difficulty or expense based on business size, financial resources, and the nature and structure of its operation.

McDonnel Douglas Burden Shifting

An evidentiary framework used to analyze whether a plaintiff's disparate discrimination claims should survive a defendant employer's motion for summary judgement.

Prevailing Wage

An hourly wage determined by a formula that considers the rate paid for a job by a majority of the employers in the appropriate geographic area

Serious Health Condition

An illness or injury that requires inpatient care or continuing treatment by a health care provider for medical problems that exist beyond three days

How to Diagnose Training

Analyze organizational outcomes and look at future organizational needs

Item analysis

Analyzing the responses to individual exam questions can be done quickly

Mental Disability

Any mental or psychological disorder, such as an intellectual disability, organic brain syndrome, emotional or mental illness, and specific learning disabilities; 2 of the 7 top disabilities are mental: depression and anxiety disorder

Situational Interview

Applicants are asked questions about how they might handle specific job situations.

Predictive Validity

Applicants test results are compared with their subsequent job performance

Standard Eligible List

Applicants who tested at one time and successfully completed the selection process will be placed on the eligible list at one time...typical with a small number of openings; turnover is limited; no foreseeable vacancies

National Labor Relations Board (NLRB)

Appointed body whose members are nominated by the President of the United States and confirmed by the Senate; there are 4 board members, each serving a 5-year term, and one general counsel who serves a 4-year term; purpose is to enforce the provisions of the law

Managed Care

Approaches that monitor and reduce medical costs through restrictions and market system alternatives; emphasizes primary and preventive care, the use of specific providers that charge lower prices, restrictions on certain kinds of treatment, and prices negotiated with hospitals and physicians; PPO and HMO are most common forms

Yes. Employer cannot ask when 1) both the disability and the need are obvious; 2) individual has already provided sufficient information

Are there situations where an employer cannot ask for documentation in response to a reasonable accommodation request?

Gamification

Using game thinking and software to engage people in solving problems.

Pay for Performance Philosophy

Assumes that compensation decisions reflect performance differences

Entitlement Philosophy

Assumes that individuals who have worked another year are entitled to pay increases, with little regard for performance differences

Testing Practices to Minimize Adverse Impact

Be clear about what what needs to be measured. Use assessment tools that are appropriate for the target population. Do not use assessment tools that are biased or unfair to any group of people. Consider alternative assessment methods that have less adverse impact Consider whether the test improves the quality of selections. If it is determined that is is necessary to use a test that may have an adverse impact, it is recommended that it be used as only one part of a comprehensive assessment process.

Change Agent

Becoming the agent to change within the HR function and also within the larger organization.

Interview Type

Biographical Behavioral Competency Stress Situational Typically, candidates respond to a list of interview questions that are asked of all competitors and are evaluated by panel members who are Subject Matter Experts (SMEs)

Container Firm

Blends the fee structure of the contingent and the retained services; typically $5,000-$8,000 to initiate the search and then a percentage (typically 20-25%) of the first year pay.

Job Enlargement

Broadening the scope of a job by expanding the number of different tasks to be performed.

Positive Discipline

Builds on the philosophy that violations are actions that usually can be corrected constructively and without penalty. Managers focus on counseling, written documentation, final warning, discharge

1978 - CSRA - Civil Service Reform Act

Built on the foundation of the Pendleton Act and altered the framework of public HR management. Created OPM, MSPB, FLRA, and Senior Executive Service.

No. If the disabled individual needs additional unpaid leave, the employer must modify its 'no-fault' leave policy to provide additional leave, unless it can show that 1) there is another effective accommodation that would enable the person to perform the essential functions or 2) granting additional leave would cause an undue hardship

Can an employer apply a 'no-fault' leave policy, where employees are automatically terminated after they have been on leave for a certain period of time, to a disabled employee who needs leave beyond the set period?

If the employer knows the applicant has a disability because it's obvious or the applicant voluntarily discloses the information

Can an employer ask whether a reasonable accommodation is needed when an applicant has not asked for one?

No

Can an employer use undue hardship if changes are required to property that employer doesn't own?

Yes, but the disabled person may refuse to accept an accommodation that is not needed

Can someone other than the disabled person request a reasonable accommodation for the disabled person?

Union Authorization Card

Card signed by employees to designate a union as their collective bargaining agent

Individual-Centered Career Planning

Career planning that focuses on an individual's responsibility for a career rather than on organizational needs.

Organization-Centered Career Planning

Career planning that focuses on identifying career paths that provide for the logical progression of people between jobs in an organization

Developmental Actions

Career progression, training opportunities, coaching, mentoring, identifying strengths/weaknesses

3 Factors for Budgeting Benefits

Census Utilization Trend

Trait-Based Information

Character Trait, such as attitude, teamwork, initiative, creativity, values, dispositions

Bona Fide Occupational Qualification (BFOQ)

Characteristic providing a legitimate reason an employer can exclude persons on otherwise illegal bases of consideration; this is very narrowly determined and an employer seeking to justify hiring on this basis is advised to obtain prior authorization from EEOC

Selection Criterion

Characteristic that a person must possess to successfully perform job duties

FLRA - Federal Labor Relations Authority

Charged with overseeing, investigating, announcing, and enforcing rules pertaining to labor management relations in the Federal government

Job Standard/Specification Components

Class title and numeric code, class definition, examples of work, required KSAs, experience and training requirements, necessary special requirements

Advantages to Market Pricing

Closely ties organizational pay levels to what is actually occurring in the market, allows an employer to communicate to employees that the system is truly "market linked"

Pay Survey

Collection of data on compensation rates for workers performing similar jobs in other organizations

Salary Surveys

Collections of salary and market data. May include average salaries, inflation indicators, cost of living indicators, salary budget averages.

Assessment Centers

Collections of test instruments and exercises designed to diagnose an individual's development needs

Permissive Issues

Collective bargaining issues that are not required but might relate to certain jobs or practices

Illegal Issues

Collective bargaining issues that would require either party to take illegal action

Human Capital

Collective value of the capabilities, knowledge, skills, life experiences, and motivation of an organization's workforce.

Internship

Combines job training with classroom instruction from high schools, technical school, colleges and universities

Shift Work

Common work schedule design which requires employees to work on various schedules that function at different times throughout a workday

Employment At Will (EAW)

Common-law doctrine stating that employers have the right to hire, fire, demote or promote whomever they choose, unless there is a law or contract to the contrary...and employees may quit at any time with or without notice

Old Age, Survivors, and Disability Insurance (OASDI)

Commonly referred to as Social Security; program funded through dedicated payroll taxes called FICA; provides benefits to retirees and the unemployed, and a lump-sum benefit at death

3 C's of Collective Bargaining

Communication Compromise Conclusion

Training Benchmarking

Comparing training in organization to training in the same industry and in companies of similar size

Norm-Referenced

Comparison of applicant's scores with the performance of a particular reference (or norm) group. Indicates how well each applicant does compared to others.

Cost-Benefit Analysis

Comparison of costs and benefits associated with training

Yield Ratio

Comparison of the number of applicants at one stage of the recruiting process with the number at the next stage.

Host Country-Based Approach

Compensates the expatriate at the same level as workers from the host country

Variable Pay

Compensation linked directly to individual, team or organizational performance

Variable Pay (AKA Pay for Performance)

Compensation that is tied to performance

Special Pay/Overtime Issues (FLSA)

Compensatory time-off, incentives for non-exempt employees, training time, security inspection time, after-hours email time, travel time, donning and doffing time

Patient Protection and Affordable Care Act (PPACA)

Comprehensive health insurance reforms that have improved access, affordability and quality in health care for Americans

Promotional

Comprised of only those internal applicants who have successfully completed the selection process

Certain groups of employees excluded from collective bargaining:

Confidential employees, such as HR employees, and supervisory employees and management employees

US Constitution

Contains certain prohibitions that provide the framework for labor-employee relations: -1st amendment pertaining to freedom of association and free speech -14th amendment which guarantees due process and has been applied to certain aspects of employee discipline

Behavioral Modeling

Copying someone else's behavior

Modeling

Copying someone else's behavior

American with Disability Act 1990

Covers employment and requires that employers of more than 15 people must make reasonable accommodations that allow a qualified job applicant with a disability to complete the application process or a disabled employee to carry out the duties of his or her job. An individual is considered to have a disability if he or she has a physical or mental impairment that substantially limits one or more major life activities, has a record of such an impairment, or is regarded as having such an impairment.

OPM - Office of Personnel Management

Created by Civil Service Reform Act, by doing the side of HRM-coordinating the Federal personnel system

MSPB - Merit Systems Protection Board

Created by Civil Service Reform Act, the adjudicatory side, hearing employee appeals and investigating merit system violations

Job Design

Creating and developing interesting jobs that fit effectively into the flow of an organization's work

Examples of Financial Benefits

Credit union; purchase discounts; discount programs and club memberships; employee thrift plans, savings plans or stock purchase plans; financial planning and counseling

Selection Factors for Global Employees

Cultural adjustment, organizational requirements, personal characteristics, communication skills, personal/family concerns

Behavioral Factors with Job Analysis

Current incumbent emphasis; inflation of jobs and job titles; employee and managerial concerns; legal aspects

Procedures

Customary methods of handling activities and are more specific than policies (i.e. specific steps for requesting vacation)

Constructive Discharge

Deliberately making conditions intolerable to get an employee to quit

Reasons for Union Decline

Deregulation, foreign competition, lack of individual support, increased right-to-work legislation, increasing use of temporary or contingent workers

Performance Improvement Plan (PIP)

Designed to facilitate constructive discussion between a staff member and his or her supervisor and to clarify the work performance to be improved

Human Resource Management

Designing formal systems in an organization to manage human talent for accomplishing organizational goals

Internship Strategic Plans

Determine Organizational Needs Meaningful Work Pay Well Treat as an Employee Look at Several Candidates

Steps in Individual Career Planning

Determine who you are, find out how you are viewed, investigate your options, create an overall plan, take action to advance the plan

Griggs vs Duke Power Company (1971)

Determined that employment selection criteria that had an adverse impact on African Americans were discriminatory. The court defined discrimination as any selection process that resulted in qualification rates of protected groups that are less than 80% of those of the highest group.

Two-Tiered Test

Determining the proper exemption status: Salary level and Basis Test....or Duties Test

Make or Buy

Develop competitive human resources or hire individuals who are already developed from somewhere else

No

Does a cost-benefit analysis determine undue hardship?

Yes; the individual is entitled to return to his same position unless the employer demonstrates that holding open the position would impose an undue hardship

Does an employer have to hold the individual's job as a reasonable accommodation?

Final Selection Phase

Done by interviews, a selection of panelists, fully apprised of both the job content and the set requirements subject each short-listed candidate to a predetermined set of questions. The objective is to test the depth and width of each candidate's knowledge, skills, and abilities to identify the most suitable candidate(s).

Marginal Job Functions

Duties that are part of a job but are incidental or ancillary to the purpose and nature of the job

Aspects of Job Analysis for Classification

Duties, supervision, decisions made, contact with other, physical requirements/environment, worker requirements

Varies, but generally 3 years minimum

EEO Document Retention

Social Security Act

Earliest benefit law, passed at the end of the Great Depression (1935) and in its later amendments, established a system to provide old age, survivors, disability and retirement benefits; started at 1% and now is 6.2% employee/6.2% employer

Information to check on a Background Check

Education attainment, professional licenses, certification or designations, driver's license, criminal convictions

Work

Effort directed toward accomplishing results

Improving Readiness for Work

Efforts focused on developing skills to improve employees' readiness for work

Development

Efforts to improve employees' abilities to handle a variety of assignments and to cultivate their capabilities beyond those required by the current job

Tangible Rewards/Compensation

Elements of compensation that can be quantitatively measured and compared between different organizations... DIRECT: Base Pay (wages, salary) Variable Pay (bonuses, incentives, equity awards) INDIRECT: Health Care Benefits, Paid Time Off, Disability Benefits

Intangible Rewards

Elements of compensation that cannot be as easily measured or quantified, such as supportive work environment, challenging work, autonomy, positive reinforcement

Self-Awareness

Emotional self-awareness Accurate self-assessment Self-confidence

Self-Management

Emotional self-control Optimism Adaptability Achievement orientation

Social Awareness

Empathy Organizational awareness Service orientation

Job/Task Analysis

Employee KSAs, benchmarks, effectiveness, job specs, efficiency data, employee surveys

Prima Facie Case

Employee has to prove in a discrimination case in order to require an employer to explain itself in court (at first sight)

Drug and Alcohol Use

Employees and applicants current engaging in the illegal use of drugs are not protected by the ADA when an employer acts on the basis of such use.

Surface Transportation Assistance Act (STAA)

Employees and certain independent contracts in the trucking industry may file complaints with OSHA for discrimination or retaliation for reporting certain commercial motor vehicle (CMV) safety, health or security concerns; refusing to drive under dangerous circumstances or in violation of CMV safety, health or security rules; for accurately reporting their hours on duty; for cooperating with safety or security investigations conducted by certain federal agencies; or for furnishing information to a government agency relating to any accident or incident resulting in injury or death or damage to property in connection with CMV transportation

Internal Equity

Employees are compensated fairly within the organization with regard to the KSAs they use in their jobs, as well as their responsibilities, accomplishments and job performance

Telework

Employees complete work through electronic interactions, telecommunications and internet technology

Equity Theory

Employees continually compare the rewards they are receiving for the efforts they make against the rewards and efforts received by others

Bargaining Unit

Employees eligible to select a single union to represent and bargain collectively for them

Occupational Safety and Health Act (OSH Act)

Employees may file complaints with OSHA if they believe they have experienced discrimination or retaliation for exercising any right afforded by the OSH act, such as complaining to the employer union, OSHA or any other government agency about workplace safety or health hazards.

Compulsory Arbitration

Employees must sign a pre-employment agreement stating that all disputes will be submitted to arbitration and that they waive their rights to pursue legal action until the completion of the arbitration process

Core Workers

Employees that are foundational to the business.

Flexible Workers

Employees that are hired on an "as-needed" basis.

Salary Level and Basis Test

Employees who are compensated less than $23,600 per year or $455 per week are non-exempt

Exempt Employees (FLSA)

Employees who hold positions for which they are not paid overtime

Non-Exempt Employees (FLSA)

Employees who must be paid overtime

Exempt from Overtime

Employees who perform their primary duties (50% of the time) as executive, administrative, professional or outside sales employees

Flextime

Employees work a set number of hours a day but vary staring and ending times to get more scheduling flexibility

Open Shop

Employer in which workers are not required to join or pay dues to a union

Jurisdiction

Employer must have 15 or more employees for each working day in each of 20 or more calendar weeks, in the current or preceding calendar year

Closed Shop

Employer that requires individuals to join a union before they can be hired

Equal Treatment

Employer's work rules and penalties for violations are applied evenhandedly and without discrimination

Work-Life Balance

Employer-sponsored programs designed to help employees balance work and personal life

Prohibited Inquiries and Examinations

Employers are prohibited from asking job applicants about the existence, nature, or severity of a disability before making a job offer.

Global Labor Markets

Employers in the US are tapping into this in order to be competitive in a global market and to take advantage of labor savings.

Equal Employment Opportunity (EEO)

Employment decisions must be made on the basis of job requirements and worker qualifications; employment that is not affected by illegal discrimination

Status-Blind

Employment decisions that are made without regard to individuals' personal characteristics

Title VII - Civil Rights Act of 1964

Employment discrimination based upon one's race, religion, sex, national origin and color, became illegal. Organizations with 15 or more employees are required to adhere to the rules set forth by Title VII.

Title VII Civil Rights Act 1964

Employment discrimination based upon one's race, religion, sex, national origin and color, became illegal. This includes hiring; promotion (including classification); determination of pay; benefits, retirement plans or disability leave; and harassment.

Employment At Will

Employment relationship in which either party can break the relationship with no liability

5 Types of Employment Contracts

Employment, Non-Compete, Intellectual Property, Implied, Employment At Will

Upward Communication

Enables managers to learn about employees' ideas, concerns and information needs

Role Play

Enables the practice of new skills in a safe environment, open communication among participants, mandate active involvement, build individual and group confidence, develop camaraderie among participants and enable the correcting of errors while still in the classroom

Older Workers Benefit Protection Act (OWBPA)

Enacted in 1990 as an amendment to the ADEA and requires equal treatment for older workers in early retirement or severance situations.

Wagner Act (aka National Labor Relations Act/NLRA)

Encouraged collective bargaining; specifically, established the right of workers to organize free from management interference; workers were provided with the right to participate or not participate in union membership; DOES NOT APPLY TO PUBLIC SECTOR COLLECTIVE BARGAINING...however, many of its tenets are embodied in public sector collective bargaining

Equal Employment Opportunity Commission (EEOC)

Enforces employment laws for employers in both private and public workplaces that make it illegal to discriminate against a job applicant or employee; also illegal to discriminate because a person complained about discrimination, filed a charge of discrimination or participated in an employment discrimination investigation or lawsuit

Office of Federal Contract Compliance Programs (OFCCP)

Enforces employment requirements set out by executive orders for federal contractors and subcontractors

Employee Retirement Income Security Act (ERISA)

Ensures that private pension plans and other plans meet minimum standards; requires plans to periodically provide participants with information about plan features (such as vesting), funding, and benefit accrual amounts; gives participants the right to file lawsuits for violations of the law

Salaried Non-Exempt (FLSA)

Entitled to overtime pay

2 Compensation Philosophies

Entitlement Philosophy Performance Philosophy

FMLA - Family and Medical Leave Act

Entitles employees to take up to 12 weeks, or 480 hours unpaid, job-protected leave for specified family and medical leave reason with continuation of group health insurance coverage

OSHA - Occupational Health and Safety Act

Established Federal standards for workplace safety, and imposed fines for failure to meet them

Taft-Hartley Act (Labor Mgmt Relations Act)

Established a code of conduct for unions who represent employees under the law; prohibited unions from engaging in unfair labor practices similar to the prohibitions already placed on employers in the NLRA, specifically, coercion, discrimination against non-union workers, refusing to bargain, excessive membership fees and other practices were made unfair practices under the law

Unemployment Compensation

Established as part of the Social Security Act of 1935 to provide minimum level of benefits for workers who are out of work; under normal circumstances, employee can receive up to 26 weeks of pay at a rate of 50% to 80% of normal pay

Merit System

Established to assure fair and nonpartisan practices with respect to employment throughout Federal, state, and local governments. A system of rules and policies established through formal administrative rules, regulations, and procedures which address employment practices; job classification, compensation, grievance and layoff procedures.

Immigration Reform and Control Act (IRCA)

Establishes penalties for employers who knowingly hire illegal aliens/immigrants; prohibits employment discrimination on the basis of national origin or citizenship; requires employers to verify the employment eligibility status of all employees

Training and Experience (T&E) Ratings

Evaluation of the applicant's training, education, work experience and professional licensure. Scores allocate points to various levels and types of experience, education and certification.

Workers Compensation

Every state and federal government has this law; provides compensation for on-the-job injuries and illnesses

Statistical Evidence

Evidence gained by a survey of the general environment as appropriate

Factors to consider in setting Passing Points

Exam reliability; error of measurement; skewness; kurtosis

Industry and Occupational Labor Markets

Examples are healthcare, healthcare support, construction and personal care fields.

Benefits Design Challenges or Issues

Examples are part-time employee benefits and status, domestic partner benefits, older workers benefit needs

GPRA, National Security Personnel System, Performance Based Organizations.

Examples of Liberation Management

Brownlow, First Hoover Commissions, CFO Act.

Examples of Scientific Management

Inspector General Act (IG); hearings on conference spending.

Examples of War on Waste

The 1957 Administrative Procedure Act (APA) - establish regulations, (Admin Procedures Act, Freedom of Information Act (FOIA), Federal Advisory Committee Act (FACA).

Examples of Watchful Eye

Implied Contract

Exception to the employment at will doctrine; an employer may not terminate an employee "when an implied contract is formed between the two, even though no express, written instrument regarding the employment relationship exists"; typically, a statement of continued employment is found in an employee handbook

Retained Firm

Exclusive relationship with employer and hired for a specific time period to find a candidate; paid a higher percentage of 30-35% of the candidate's first year of pay.

Games

Exercises that entertain and engage

HR Leader

Exercising appropriate leadership within the organization, raising issue for manager's attention and proposing solutions to organizational problems.

2 Theories of Motivation in a Compensation Design System

Expectancy Theory Equity Theory

Problems with Honesty and Integrity Tests

Expensive, questions considered overly invasive, insulting and not job-related, false positives are generated, scores could be affected based on gender and race, research is inconclusive regarding usefulness

Sources of Information for Conducting a Job Analysis

Explore organizational charts, job descriptions, and the O*NET system (Occupational Informational Network). Also contact other public organizations who can provide usable information.

Test Administration Considerations

Extended time, reader, special equipment, modification of exam selection materials, interpreter

Congressional Accountability Act

Extends EEO and Civil Rights Act provisions to U.S. congressional staff

Autonomy

Extent of individual freedom and discretion in the work and its scheduling

Interactional Justice

Extent to which a person affected by an employment decision feels treated with dignity and respect

Task Identity

Extent to which the job includes a recognizable unit of work that is carried out from start to finish and results in a known consequence

Skill Variety

Extent to which the work requires several activities for successful completion

Big Five Personality Framework

Extroversion, Agreeableness, Conscientiousness, Neuroticism, Openness to Experience

Legal Requirements pertaining to Background Checks

FCRA (Federal Fair Credit Reporting Act); state laws governing release of arrest information; ADA prohibitions on use of medical information or considering the fact an applicant applied for workers' compensation to discriminate; prohibiting use of a bankruptcy filing to discriminate against an applicant.

Family Oriented Benefits

FMLA; adoption benefits; child-care assistance; elder-care assistance

2 Types of Mediation

Facilitative and Evaluative

Reasons for Background Checks

False or misleading information (30-40%) Federal and state requirements....certain jobs require checks such as those that involve contact with children/elderly/disabled Fallout from corporate scandals 911 attacks Negligent hiring lawsuits

The National Commission on the State and Local Public Service Report

Favored a more flexible and less rule bounded system.

Strategic Components of Effective Recruiting

Financial limits, time limits, labor market dynamics, business strategies, quality of talent, quantity of talent

Recruitment Process Outsourcing (RPO)

Firms that offer a menu of recruiting services from placing advertisements to initial screening of applicants.

Disadvantages Using Flexible Staffing Alternatives

Flexible workers may perform less effectively than core workers, flexible workers may lack motivation because there are few opportunities for long-term employment and job advancement, time limits on temporary work contracts prevent significant enhancements in individual skills and knowledge, flexible workers in high demand fields may command premium wages.

Downward Communication

Flows from the top management to the rest of the organization, informing employees about what is and will be happening in the organization and what top management's expectations and goals are

Case Studies

Focus upon stories about individuals, organizations, processes, projects or events and the consequence of decisions or actions that were taken

Reinforcement Theory

Focuses on consequences

Scientific Management

Focuses on efficiency via tight hierarchy, specialization, clear chains of command. Frederick Taylor states that he developed this management theory, to prove that the best management is a true science, resting upon clearly defined laws, rules, and principles, as a foundation.

Biographical Interview

Focusing on chronological assessment of the candidate's past experiences. This type is widely used used and is often combined with other interview techniques.

Economic Proposals

For salary and benefits, unions research like organizations in surrounding locations for comparison data to justify their employees' desires

Prohibited/Illegal Issues for Bargaining

Forbidden to negotiate over and requires either party or both to engage in an illegal action (i.e. something that would take away an individual's civil rights)

Advantages to Forced Distribution

Forces manager to identify high, average and low performers. Thus, high performers can be rewarded and developed; low performers can be encouraged to improve or leave

Employment Contract

Formal agreement that outlines the details of employment

Union

Formal association of workers that promotes the interests of its members through collective action

Job Evaluation

Formal, systematic means to determine the relative worth/market value of jobs within an organization, for compensation purposes

Letter of Understanding (LOU)

Formal, written letter reviewing the terms of agreement between two parties.

Title VII of the Civil Rights Act of 1964

Foundation on which all other workplace nondiscrimination legislation is built; prohibits discrimination in employment on the basis of race, color, religion, sex or national origin; coverage includes hiring decisions, terminations, promotions, demotions, compensation, benefits, working conditions and many other personnel actions

Pulse Surveys

Frequent, short questionnaires used to solicit anonymous employee feedback

Railway Labor Act (RLA) of 1926

Gave railroad employees the right to organize and bargain collectively through representatives of their own choosing

Policies

General guidelines that focus organizational actions (i.e. 2 weeks vacation, with increases on 8th, 15th, 25th years)

Health Insurance

General term for insurance against loss by sickness or bodily injury.

Recruiting Efforts to be Mindful Of

Generational differences, past performance doesn't always guarantee future success in a changing labor market, skill sets/important functions/KSAs evolve

Advantages of a Union

Gives employees an opportunity to provide feedback to employers about their concerns and suggestions that would be difficult to express otherwise; provides a balance to the unchallenged decision-making power of mgmt when needed; increases job tenure, performance and employee earnings

Stock Option Plan

Gives employees the right to purchase a fixed number of shares of company stock at a specified price for a limited period of time

Outputs

Goods and services

Medicare

Government-operated health insurance program implemented in 1965 to provide medical care for people over the age of 65 and for some citizens with disabilities; 1.45% employee/1.45% employer

Market Line

Graph line that shows the relationship between job value as determined by job evaluation points and job value as determined pay survey rates

Organizational Analysis

Grievances, accidents, waste/scrap, training observations, customer complaints, exit interviews, equipment use, attitude surveys

Unit Determination

Grouping certain jobs together and designating the group of employees who occupy those positions as members of an appropriate bargaining unit

Market Banding

Grouping jobs into pay grades based on similar market survey amounts

Job

Grouping of tasks, duties, and responsibilities that constitutes the total work assignment for an employee

Pay Grades

Groupings of individual jobs that have approximately the same value to the organization

Affinity Groups

Groups for employees with a common interest or characteristic

Norris-LaGuardia Act

Guaranteed workers some rights to organize and restricted the issuance of court injunctions in labor disputes; prohibited employers from asking employees to sign yellow dog contracts

Examples of Modern Reality from David Ulrich

HR is not just about liking people, but about understanding and solving people related problems in organizations; Good HR leaders help the organization make good business decisions; etc.

Examples of Old Myths from David Ulrich

HR professionals go into HR because they like people; HR's customers are the employee in the company; etc.

US Department of Labor (DOL)

Has broad enforcement power and oversees compliance with many employment-related laws

Strategic and Administrative

Having the capability to accomplish the administrative functions while not losing focus on the need for adapting to changing organizational needs.

Retiree Health Care

Health plan that provides coverage to a retiree beyond what is mandated by COBRA or other health continuation laws.

Job Description

Identifies a job's tasks, duties and responsibilities

Steps of a Job Analysis

Identify Subject Matter Experts (SMEs); conduct research, including reading prior job analyses that may have been conducted; identify essential and critical job tasks; identify critical KSAs necessary to perform the most critical job tasks.

Key to Training Assessment

Identifying gaps in performance

External Equity

If an employer's rewards are not viewed as equitable compared to other organizations, the employer is likely to experience higher turnover

Advantages to Make

If business conditions are stable and predictable, developing leaders is advisable; provides continuity within leadership ranks and creates leaders who are well versed

No.

If employee is reassigned to a lower level position, must his/her salary be maintained?

Register or Open List

If the company's recruitment efforts continue for an extended period of time, applicants are tested periodically and their names inserted on the list based on their score (names will continue to be added over time)...larger number of vacancies over an extended period of time and turnover is higher

Americans with Disabilities Act (ADA) Title II

Illegal to discriminate against people with disabilities in all programs, activities and services offered by state and local government agencies including public transportation services and physical access to state and local government buildings

Americans with Disabilities Act (ADA) Title III

Illegal to discriminate by private entities that provide services to the public (also known as "public accommodations"). E.g. restaurants, hotels, movie theaters, stores, doctor offices, parks and schools.

Title VI of the Civil Rights Act of 1964

Illegal to discriminate in programs and activities receiving federal financial assistance

Job Duties

Important elements in a given job

HRMS Purpose

Improve administrative/operational efficiency and increase effectiveness of decision-making.

Pros of Internal Recruiting

Improves morale of promotee, provides more accurate performance history, lowers recruiting costs, offers hope and motivation to employees, facilitates succession planning, future promotions and career development, improves organization fit because current employees understand the company's culture, hierarchy and policies/practices.

Possible Benefits of Training

Increase in production, reduction in errors and accidents, reduction in turnover, less supervision necessary, ability to use new capabilities, attitude changes

Job Enrichment

Increasing the depth of a job by adding responsibility for planning, organizing, controlling or evaluating the job

Red-Circled Employee

Incumbent who is paid above the range set for a job

Federal Mediation and Conciliation Service (FMCS)

Independent agency tasked with settling labor contract disputes that were not resolved within 30 days after the expiration of the contract

Restricted Stock Option

Indicates that company stock shares will be paid as a grant of shares to individuals, usually linked to achieving specific performance criteria

Complaint

Indication of employee dissatisfaction

Performance Standards

Indicators of what the job accomplishes and how performance is measured in key areas of the job description

Skill Gaps

Individuals who do not have the skills needed to be successful at work

Boomerangs

Individuals who have left an organization for other jobs and willing to return because other positions and employers turned out to be less attractive than initially thought.

Alumni Networks

Individuals who have left the company.

HiPos

Individuals who show high promise for advancement in the organization (high potentials)

Mediation

Informal and confidential way for people to resolve disputes with the help of a neutral mediator who is trained to help people discuss their differences; the mediator does not decide who is right or wrong or issue a decision; instead, the mediator helps the parties work out their own solutions to problems

Relationship Management

Inspirational leadership Influence Conflict management Teamwork/collaboration

No; if the employer has other branches or locations, the employee must be offered a position there

Is reassignment limited to the individuals geographical location?

The employer may choose among reasonable accommodations as long as the chosen accommodation is effective; employer doesn't have to show undue hardship to provide the more inexpensive reasonable accommodation; preference to the individual should be given, however the employer has the ultimate discretion to choose

Is the employer required to provide the reasonable accommodation that the individual wants?

Attraction-Selection-Attrition (ASA) Framework

Job candidates are attracted to and selected by firms where similar types of individuals are employed, and individuals who are very different quit their jobs to work elsewhere

Compensable Factor

Job dimension commonly present throughout a group of jobs within an organization that can be rated for each job

Benchmark Jobs

Jobs that are found in many other organizations that can be used for the purposes of comparison

Family Medical Leave Act (FMLA)

Law requiring employers to grant up to 12 weeks of leave during a 12 month period to eligible employees who need time off due to a serious health condition that they or someone in their family is experiencing.

Lilly Ledbetter Fair Pay Act of 2009

Law that eliminates the statue of limitations for employees who file pay discrimination claims under the Equal Pay Act; came about because lawmakers recognized that because pay information is often secret, it could take months or even years for an employee to discover the inequality; successful plaintiffs can recover up to 2 years of back pay

Civil Service Reform Act of 1978 (CSRA)

Law that makes it illegal to discriminate against a federal employee or job applicant; also prohibits discrimination on the basis of certain other factors that don't adversely affect employee performance such as marital status, political association and sexual orientation; also makes it illegal to fire, demote or retaliate against federal employee or job applicant for whistle-blowing or exercising the right to file a complaint, grievance or appeal

Section 503 of the Rehabilitation Act

Law that prohibits certain federal contractors and subcontractors against discriminating against qualified employees and job applicants with disabilities; requires contractors to take affirmative steps to hire and promote qualified people with disabilities

Section 504 of the Rehabilitation Act

Law that prohibits disability discrimination in programs and activities that receive federal financial assistance

Section 1981 of the Civil Rights Act of 1866

Law that protects the equal right of all persons within the jurisdiction of the US to make and enforce contracts without respect to race; this includes all contractual aspects of the employment relationship such as hiring, discharge and term and conditions of employment

National Labor Relations Act

Law that protects workers who wish to form, join or support unions or who are already represented by unions; and workers who join together as a group (two or more employees) without a union seeking to modify their wages or working conditions

Social Security Act

Law that provides Social Security Disability Insurance (SSDI) to certain individuals with severe disabilities who can no longer work.

Section 508 of the Rehabilitation Act

Law that requires federal agencies to ensure that electronic and information technology used by the government can be accessed and used by people with disabilities

Occupational Safety and Health Act of 1970 (OSHA)

Law that sets out safety requirements for workplaces

Future and Past

Learning from the past, and adapting those lessons to the future.

Common and Important Considerations when choosing a Selection Method

Level of detail of the job analysis; time; number of applicants; number of positions to be filled; recruitment difficulty; competency and skill sets

When developing a selection methodology

Look at SME, Research, Essential Functions, KSA's

Liberation Management Weakness

Loss of individual discipline and responsibility

Disadvantages of Outsourcing

Loss of managerial control, hidden costs associated, loss of customer focus, loss of internal talent, and potential security and confidentiality concerns

Life Insurance

Lump sum payment to a designated beneficiary or beneficiaries of deceased employees

Application Methods

Mail, In Person, Online

Home Country-Based Approach

Maintains the standard of living the expatriate had in the home country

Job Characteristics

Management Can Control: Tasks, authority/responsibility, polices and procedures, tools, variety, time requirements, social opportunities, working conditions, stress

People Characteristics

Management Cannot Control: Motivation, interests, energy level, personality variables, satisfaction predisposition, physical characteristics, honesty, conscientiousness, intelligence

Organization and Individual

Managing the complexities of issues like talent and teamwork, competence and organizational culture.

3 Categories of Collective Bargaining Issues

Mandatory, Permissive, Illegal

Ethics

Many of the current laws and policies are the result of instances of corruption or misdeeds. Most laws and policies typically cover actual and potential conflicts of interest, as well as the appearance of conflicts of interest. This requirement to avoid the appearance of conflicts sets a higher standard for public employees than the one typically applied to private sector employees.

EEOC Considerations on Application Forms (information to avoid requesting)

Marital status, height and weight, number and ages of dependents, information on spouse, date of high school graduation, emergency contact information, social security number, criminal convictions (in some states)

Person/Job Fit

Matching the knowledge, skills, abilities, and motivations of individuals with the requirements of the job; fit is related not only to work satisfaction but also to company commitment and intentions to quit work

Age/Generational Groups

Mature (born before 1946) Baby Boomers (1946 to 1964) Generation Xers (1965 to 1980) Generation Yers (Millennials 1981 to 2000)

Liquidated Damages

May be awarded to punish an especially malicious or reckless act of discrimination

Professional Organizations

Most significant payback will accrue from serving in leadership roles within these organizations or associations. Those which I would be interested in would be American Society for Public Administration, Equal Employment Advisory Council, National Academy of Public Administration, National Human Resources Association and Society for Human Resource Management

Market Adjustments

May be warranted when the job market drives up the average salary on job classifications or skill sets.

Reasonable Accommodation

May include, but is not limited to, making existing facilities used by employees readily accessible to and usable by persons with disabilities; job restructuring; modification of work schedules; providing additional unpaid leave; reassignment to a vacant position; acquiring or modifying equipment or devices; adjusting or modifying examinations, training materials, or policies; and providing qualified readers or interpreters.

Transitional Leadership

Mayors, County Executives, and Governors are elected for specific and generally limited terms, usually due to voter approval or agreement with their state goals or objectives. Provide greater emphasis on programs and operations previously deemed less important, and comply with different fiscal, budgetary and taxation objectives.

Predictors of Selection Criteria

Measurable or visible indicators or selection criteria: Experience Past performance Physical skills Education Interests Salary requirements Certificates/degrees Test scores Personality measures Work references Previous jobs and tenure

External Recruiting Sources

Media Sources Competitive Recruiting Sources Employment Agencies Labor Unions Job Fairs and Creative Recruiting Educational Institutions

Problems with the Pendleton Act

Merit system concepts had spread to state and local governments. And by the 1970's problems appeared such as: Federal Personnel systems were inefficient, civil servants hindered executive initiatives, difficulties in getting rid of incompetent employees, frustrations with cumbersome rules, conflict in the roles of the civil service commission.

Public Sector Recruitment

Merit system requirements; union bidding procedures and other union requirements; local community groups, such as minority populations and public interest groups, transparency demands such as the need to conduct business publicly and with potential oversight and involvement by community groups, the media and an elected council or legislature

Review and Appeals

Merit systems typically allow applicants for public jobs the right to appeal their non-selection or that the selection process was unfair in some manner

Binding Arbitration

Method used for deciding the final outcome of disputes between the parties re; issues that are governed by that agreement, issues surrounding the interpretation of the contract language. This is usually the final step of the grievance procedures established in each contract.

Workforce Planning

Methodical process of analyzing the current workforce, determining future workforce needs, identifying the gap between the present and the future, and implementing solutions so the organization can accomplish its mission, goals and objectives.

Child Labor Provisions (FLSA)

Minimum age for employment with unlimited hours is 16 years. For hazardous occupations, 18 years. 14 and 15 years old may work outside school hours with certain limitations.

Three-Legged Stool

Model showing three sources of income to fund an employee's retirement: Traditional - Social security, retiree savings and EMPLOYER-funded pension plan/defined benefit Modern - Social security, retiree savings and EMPLOYEE-funded pension plan/defined contribution

Total Rewards

Monetary and non-monetary rewards provided by companies to attract, motivate, and retain employees, such as generous vacation leave, tuition assistance, company car, moving expenses, flexible work schedule

Honorary Performance Award

More widely used in public sector. A gesture of respect given to an employee to recognize his or her performance and value to the organization. Honorary awards are generally symbolic.

Tasked-based job analysis

Most common and focuses on the components and characteristics of work embedded within a job

Paper and Pencil Exams

Most common method of testing in the public sector. Typically used to evaluate a candidate's thinking, memory, reasoning, verbal and mathematical abilities

Offshoring

Moving jobs to lower-wage countries

Strategic HR Requirements

Moving outside our narrow focus; acquiring the "big picture" outlook; sharing HR information among all HR staff; understanding individual managers' problems and issues; etc.

Preference Point Requirements

Must achieve a passing score on the test before points are applied and must meet all experience and education requirements

Yes; absent undue hardship, employer must provide modified or part-time schedule even if it does not provide such schedules for other employees

Must an employer allow a disabled employee to work modified or part-time schedule as a reasonable accommodation?

Reassignment to a Vacant Position

Must be provided to an employee who, because of a disability, can no longer perform the essential functions of his current position, with or without a reasonable accommodation, unless the employer can show that it would be an undue hardship; employee does not need to be the best qualified individual for the position in order to obtain it as a reassignment; reassignment should be the last resort and only offered if no effective accommodations enable the employee to do his/her job or all other reasonable accommodations would impose an undue hardship; if no equivalent positions are available, employer must assign to a vacant lower level position which the individual would be qualified

Filing Requirements and Limitations Period

Must pre-file a charge within 180 days; if first filed a charge with state agency, 300 days from violation or 30 days after notice that the state agency terminated the proceedings

Disadvantages of Telework

No enjoyment in working more than 15 hours per week, feeling of isolation, electronic media may limit how well employees interact with each other

Employee Benefits

Non-cash compensation offered to employees at their place of work covering such things as medical expenses, disability, retirement, and death. Many of these benefits are insurance coverages and are paid in whole or in part by the employer.

Two concepts for interpreting the results of the test results

Norm-referenced and Criterion-referenced

Ways to Analyze Test Scores

Normal, Standard, Standard Deviation, Median, Mode

Assessment Center

Not a place but a selection process composed of a series of evaluative tests during which candidates are assessed by multiple raters.

Permissive Subjects for Bargaining

Not mandatory subjects, but issues that the parties MAY choose to negotiate over only if both parties agree (i.e negotiation of benefits for retired employees)

Elements of Protean Career

Numerous short learning cycles, willing and able to adapt to changes, self-directed and proactive, seek feedback to form accurate self perceptions, reward is pride in work and achievement, career plan is driven by employee and not employer

Job Accommodation Network (JAN)

ODEP-funded technical assistance center providing free, expert and confidential guidance on workplace accommodations for applicants and employees with disabilities and other employment-related issues

Meet and Confer

Obligation of both the public employer and the public employee organization to bargain in good faith to reach an agreement, which means to meet at reasonable times to exchange openly and without fear, information, views and proposals to strive to reach agreement on matters relating to wages, hours and other terms and conditions of employment

Responsibilities

Obligations that individuals have to perform certain tasks and duties within a job

Job Analysis Methods

Observations, interviews and questionnaires

Workforce Planning Process

Obtain a picture of the current workforce, then match with termination data, then HR shares information with management to gain input, then determine gaps, shortages and anticipated future needs

Horns Effect

Occurs when a low rating on one characteristic leads to an overall low rating

Strictness Error

Occurs when a manager uses only the lower end of the scale to rate employees

Central Tendency Error

Occurs when a rater gives all employees a score within a narrow range in the middle of the scale

Primacy Effect

Occurs when a rater gives greater weight to information received first when appraising an individual's performance

Recency Effect

Occurs when a rater gives greater weight to recent events when appraising an individual's performance

Halo Effect

Occurs when a rater scores an employee high on all job criteria because of performance in one area

Rater Bias

Occurs when a rater's values or prejudices distort the rating

Termination

Occurs when an employee is removed from a job at an organization

Negligent Retention

Occurs when an employer becomes aware that an employee may be unfit for work but continues to employ the person, and the person injures someone

Negligent Hiring

Occurs when an employer fails to check and employee's background and the employee injures someone on the job

Due Process

Occurs when an employer is determining if there has been employee wrongdoing and uses a fair process to give an employee a chance to explain and defend his or her actions: -employee has right to be heard before disciplinary action is imposed; -conducting a reasonable and fair investigation; -giving accused a right to question his/her accuser; -notice of rules and penalties

Due Process

Occurs when an employer is determining if there has been employee wrongdoing and using a fair process to give the employee a chance to explain and defend his or her actions

Disparate Impact

Occurs when an employment practice that does not appear to be discriminatory adversely affects individuals with a particular characteristic so that they are substantially underrepresented as a result of employment decisions that work to their disadvantage

Leniency Error

Occurs when ratings of all employees fall at the high end of the scale

Systematic Appraisals

Occurs when the contact between manager and employee is more formal and a system is in place to report managerial impressions and observations on employee performance

Pay Compression

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

Salary Inversion

Occurs when the pay given to new hires is higher than the compensation provided to more senior employees

Offensive Conduct

Offensive jokes, slurs, epithets or name calling, physical assaults or threats, intimidation, ridicule or mockery, insults or put-downs, offensive objects or pictures and interference with work performance

Centralized System

One where all important HR decision, activities , and services originate from a central point. Examples of important activities . Services would include recruitment, selection, classification and compensation, benefits, and labor and employee relations.

Decentralized

One where some or a majority of the important HR decisions, activities and services listed previously are performed separately from central control and oversight.

Lump-Sum Increase (LSI)

One-time payment of all or part of a yearly pay increase

Bonus

One-time payment that does not become part of the employee's base pay

Internet-Based Pay Information

Online pay information. However, use of these sources requires caution because of their accuracy and completeness may not be verifiable or applicable to individual firms and employees

Work Centers

Operate as nonprofit organization that offer union members a variety of services, often serving as a front for unions and providing worker advocacy, lobbying, legal advice and training services

Self-Directed Team

Organizational team composed of individuals who are assigned a cluster of tasks, duties and responsibilities to be accomplished

Special-Purpose Team

Organizational team formed to address specific problems, improve work processes, and enhance the overall quality of products and services

Virtual Team

Organizational team that includes individuals who are separated geographically but who are linked by communications technology

Advantages Using Flexible Staffing Alternatives

Organizations can hire workers without incurring high costs, reduces time spent on recruiting efforts such as screening and initial training of workers, gives the organization staffing flexibility, reduces the organization's legal compliance requirements, organization saves money by not providing employee benefits.

Job Design

Organizing tasks, duties, responsibilities, and other elements into a productive unit of work. This can influence performance, affect employees' overall job satisfaction and impact both physical and mental health.

Six Paradoxes HR needs

Outside and inside, business and people, organization and individual, process and event, future and past, strategic and administrative.

Business and People

Overemphasizing either role is potentially damaging for the organization.

Title I Civil Rights Act 1991

Overruling several Supreme Court decisions rendered in the late 1980s that had made it more difficult for plaintiffs to prevail in their employment discrimination suites and recover fees and costs when they won their law suites. Provides monetary damages in cases of intentional employment discrimination. The amendment provide the first time that the parties can request jury trials and that successful plaintiffs can recover compensatory and punitive damages in intentional employment discrimination cases.

Civil Rights Act of 1991

Overturns several past Supreme Court decisions and changes damage claims provisions (allows compensatory and punitive damages in cases of intentional discrimination, allows attorney fees and possibility of jury trials); requires that employers who that an employment practice is job related for the position and consistent with Business Necessity; clarifies that plaintiffs bringing discrimination charges must identify the particular employer practice being challenged and must show only that protected status played some role in their treatment

Training Transfer

Overview of training content, strategic link, supervisor support, opportunity, accountability

Examples of Selection Methods

Pencil and Paper exams, computer-based exams, assessment centers, training and experience (T&E) ratings, interviews, performance tests, assessment process, supplemental application, psychological or behavioral tests

Factors to Consider when using Pay Surveys

Participants, broad based, timeliness, methodology, job matches, details provided

Meet and Discuss

Parties meet to discuss proposals by the union, but the final authority rests with the employer

Federal Insurance Contributions Act (FICA)

Passed to facilitate payroll contributions in support of both Social Security and Medicare

Cost-Of-Living Adjustments (COLA)

Pay increase to compensate for inflation and rising prices

Compa-Ratio

Pay level divided by the midpoint of the pay range

Disadvantages to Market Pricing

Pay survey data may be limited or may not be gathered in methodologically sound ways; tying pay levels to market data can lead to wide fluctuations on the basis of market conditions

Piece-Rate System

Pay system in which wages are determined by multiplying the number of units produced by the piece rate for one unit

Wages

Payments calculated directly on the basis of time worked by employees

Subject Matter Experts (SME)

People in the organization who are familiar with the jobs for the selection process; they will provide data about the job tasks and KSAs

Self-Efficacy

People's belief that they can successfully learn the training program content

Inputs

People, material, information, data, equipment, etc.)

Distributive Justice

Perceived fairness of how rewards and other outcomes are distributed

Procedural Justice

Perceived fairness of the process and procedures used to make decisions about employees, including their pay

Procedural Justice

Perceived fairness of the processes used to make decisions about employees (Were they appropriate? Were they clearly understood? Did they provide an opportunity for employee input?)

Selection Rate

Percentage of employees hired from a group of candidates

3 Major Considerations in Determining Essential Functions

Percentage of time spent on tasks Frequency of tasks performed on the job Importance of tasks performed

Ranking

Performance appraisal method in which all employees are listed from highest to lowest in performance

Forced Distribution

Performance appraisal method in which ratings of employees' performance levels are distributed along a bell-shaped curve

Individual Analysis

Performance appraisals, tests, records, assessment centers, questionnaires, surveys, job knowledge tools

Non-Monetary Incentives

Performance awards, recognition awards, service awards

Collective Bargaining in the Public Sector

Performance of mutual obligation of the public employer and the representative of the public employees to meet at reasonable times and confer in good faith with respect to wages, hours and other terms and conditions of employment and the execution of a written contract incorporating any agreement reached

Beneficiary

Person or persons named by the insured to receive health benefits or the proceeds from an insurance policy

Whistle Blower

Person who raises a concern about a wrongdoing occurring in an organization or a body of people

Recruiting Diversity

Persons with different racial/ethnic backgrounds, workers over 40 years of age, particularly retirees, single parents, workers with disabilities, welfare-to-work workers, long-term unemployed

Early Retirement

Phased retirement that allows employees to bridge between full-time and retirement while offering the company a chance to retain important knowledge and skills

Post-Hire

Place and assign new hires Orient and onboard new hires Conduct follow-up evaluations on new employees Conduct exit interviews with department employees Maintain appropriate records and reports

Mixed Motive

Plaintiffs need to prove only that membership in a protected class was a motivating factor in the employment decision rather than the sole reason

Salting

Practice in which unions hire and pay people to apply for jobs at certain companies to begin organizing efforts

Nepotism

Practice of allowing relatives to work for the same employer

Bring Your Own Device (BYOD)

Practice of employees using their own mobile devices such as smartphones and digital tablets in the workplace

Diversity Training

Primary goal is to minimize discrimination and harassment lawsuits; other goals focus on improving acceptance and understanding of people with different backgrounds, experiences, capabilities and lifestyles; employees are encouraged to recognize, evaluate and appreciate differences

Business Partner

Proactively partnering with managers and supervisors to use the organization's HR systems to resolve problem and suggest means to improve performance.

Mediation

Process by which a third party suggests ideas to help the negotiators reach a settlement

Auto-Enrollment

Process by which employee contributions to a 401(k) plan are started automatically when an employee is eligible to join the plan

Ratification

Process by which union members vote to accept the terms of a negotiated labor agreement

Grievance Arbitration/Mediation

Process in which a neutral third party who is qualified and knowledgeable about the industry meets with the parties to the grievance and attempts to help the parties reach a settlement

Constructive Discharge

Process of deliberately making conditions intolerable to get an employee to quit

Performance Appraisal

Process of determining how well employees do their jobs relative to a standard and communicating that information to them

Collective Bargaining

Process whereby representatives of management and workers negotiate over wages, hours and other terms and conditions of employment

Recruitment Strategy Examples

Professional organizations, internet, print media, conferences, job announcements/bulletin boards, direct mailings, billboards, radio spots, project groups, job fairs, employee referrals, search firms

Retirement Plan

Program established and funded by the employer and/or employees to fund employee's retirement years

Disadvantages to Diversity Training

Programs interesting or entertaining but don't produce long-term changes; hasn't reduced discrimination and harassment complains; sometimes increased hostility and conflict; produced divisive effects and not changed behaviors; nothing but "lip service"; white males feel they are blamed for societal problems; perceived as benefiting only women and minorities and takes away opportunities for white man

Rehabilitation Act of 1973 Sections 501 and 505

Prohibit discrimination against qualified individuals with disabilities who work in the Federal Government

ADEA - Age Discrimination in Employment Act - 1967

Prohibits any employer from refusing to hire, discharge, or otherwise discriminate against any individual because of age

Age Discrimination Employment Act (ADEA)

Prohibits any employer from refusing to hire, discharge, or otherwise discriminate against any individual because of age for employees at least 40 years of age.

Age Discrimination Employment Act 1967

Prohibits any employer from refusing to hire, discharge, or otherwise discriminate against any individual because of age. Specifically prohibits age-based discrimination against employees who are at least 40 years of age.

Vietnam Era Veteran's Readjustment Act of 1974

Prohibits discrimination against Vietnam-era veterans; requires affirmative action and annual reporting of veteran employment; employment opportunities are based on percentage benchmarks that are not related to quotas

Age Discrimination in Employment Act of 1967

Prohibits discrimination against persons over age 40 and restricts mandatory retirement requirements, except where age is a bona fide occupational qualification

Sections 501 and 505 of the Rehabilitation Act of 1973

Prohibits discrimination against qualified individuals with disabilities who work in the Federal government

Pregnancy Discrimination Act

Prohibits discrimination against women affected by pregnancy, childbirth or related medical conditions; requires that they be treated as all other employees for employment-related purposes, including benefits

Genetic Information Nondiscrimination Act

Prohibits employers and health insurers from collecting and using genetic information in employment and insurance coverage decisions, which includes family members' genetic tests and family medical history

Ban-the-Box Laws

Prohibits employers from inquiring about an applicant's criminal history on job applications.

Vocational Rehabilitation Act and Rehabilitation Act of 1974

Prohibits federal contractors from discriminating against individuals with disabilities

Plaintiff's Proof of Pretext

Proof that the defendant's asserted reason is untrue permits, but does not require, a finding of discrimination

Uniformed Services Employment and Reemployment Rights Act (USERRA)

Protects members of the uniformed services from discrimination in employment and provides for reinstatement to their job upon return from active duty; common issues are: -leaves of absence -return to employment rights -prompt reemployment on return -protection from discharge and retaliation -health insurance continuation -continued seniority rights

Equal Pay Act (EPA) 1963

Protects men and women who perform substantially equal work n the same establishment from sex-based wage discrimination.

Uniform Guidelines

Provided guidance to employers to help them comply with Federal law which prohibited discrimination in employment based on race, color, religion, sex, and national origin

Uniform Guidelines on Employee Selection Procedures

Provided guidance to employers to help them comply with Federal laws which prohibit discrimination in employment based on race, color, religion, sex, and national origin. There was a need for uniformity, designed to assist employers, labor organizations, employment agencies, and licensing and certification boards to comply. Established the 80 percent rule; allowed a selection process that has an adverse impact to be used if the employer can demonstrate that the test measures a trait necessary for successful performance of the job; requires detailed records on employment selection procedures

Dues Checkoff Clause

Provides for the automatic deduction of union dues from the payroll checks of union members

Disability Benefits

Provides protection against loss of income due to a non occupational illness or injury. These may include short-term and/or long-term benefits.

State/Temporary/Short-Term Disability Insurance

Provides workers with partial wage replacement for disabling, nonoccupational illnesses and injuries that aren't expected to last for long

Psychological or Behavioral Tests

Psychological testing, in particular, is used in the selection process for public safety positions that subject incumbents to stress and other demands.

Exceptions to EAW

Public Policy Exception; Implied Contract Exception; Good-Faith and Fair-Dealing Exception

Exceptional Pay Increases

Public agencies offer this; granted to a specific employee for exemplary service that has been documented, and subject to review and approval at multiple levels within the organization.

Punitive Damages

Punishes an employer who as committed an especially malicious or reckless act of discrimination

Retaliation

Punitive actions taken by employers against individuals who exercise their legal rights

Federal Fair Credit Reporting Act (FCRA)

Put national standards in place for background checks.

Liberation Management

Puts premium on performance by letting managers manage, with market pressure as supporting tool for accountability.

Passive Job Candidates

Qualified individuals who aren't actively looking for work but might be interested if the right job comes along.

Recruiting Measurement and Metrics

Quantity and Quality Satisfaction Time Required to Fill Openings Cost Process Metrics Yield Ratios Selection Rates Acceptance Rates Success Base Rates

Elements of Good Job Performance

Quantity of work Quality of work Compatibility with others Presence at work Length of service Flexibility

How to Gather Information for Classification

Questionnaires, position descriptions, functional statements, org charts, focus groups, individual interview/audit, research

Percentile

Raw scores that have been converted to a percentage of people in the reference group that scored below the applicant. Example: a score is at the 80 percentile indicates that the applicant's raw score of 50 is the same or higher than the 80% of all applicants who too the exam.

Three main types of test scores

Raw, Standard, and Percentile

4 Levels to Evaluate Training

Reaction, Learning, Behaviors, Results

Just Cause

Reasonable justification for taking employment related action (see e269 for FAQ for Just Cause)

Just Cause

Reasonable justification for taking employment-related action; fairness

Criteria for Non-Compete Agreements

Reasonable limits; duration; geographical scope; additional consideration beyond employment; limitations from working within their specialization

Pre-Hire

Receive Applications Interview Applicants Administer Pre-Employment Tests Conduct Background Screening Schedule Physical Examination

Records that need to be retained

Records that need to be maintained that include the selection process, applicant tracking, examination results, job analysis, SME information, actual observation of work activities, skills tests, methods for determining the type of score of the selection method, applicant tracking system, examination results.

Selection Strategies/Development Strategies

Recruitment, Retention, Succession Planning, and Diversity

Examples of Application Notices and Disclaimers

Reference Contacts, Employment Testing, Application time limits, At will employment; Information about Falsification

Validity

Refers to how well a test measures what it claims to measure.

Duty to Bargain

Requires that employer and employee representative bargain in good faith over wages, hours and other terms and conditions of employment

Management Mentoring

Relationship in which experienced managers aid individuals in the earlier stages of their careers

Career Paths

Represent employees' movements through opportunities over time.

Simulations

Reproduce parts of the real world so they can be experienced, manipulated, and learning can occur

Executive Orders 11246 and 11375 and 11478

Require federal contractors and subcontractors to take affirmative action to compensate for historical discrimination against women, minorities and individuals with disabilities

Overtime (FLSA)

Required at 1.5 times the regular pay rate for all hours worked over 40 in a week, except for exempt employees

-Filing requirements and limitations period -Jurisdiction

Requirements that must be met in order to properly file an EEOC appeal

Americans with Disabilities Act (ADA) Title I and Title V

Requires employer accommodations for individuals with disabilities; prohibits employment discrimination against qualified individuals with disabilities in the private sector and in state and local governments

ADA - Americans with Disabilities Act

Requires employers of 15 or more people to provide reasonable accomodations that allow qualified job applicants to apply for a disabled employee to perform his/her duties

Equal Pay Act of 1963

Requires equal pay for men and women performing substantially the same work in the same establishment

Key Provisions of the ACA

Requires most individuals to maintain minimum essential coverage or pay a penalty; requires companies with 50+ employees who work 30+ hours or more to provide health care coverage or pay a penalty; extends dependent age to 26; eliminates lifetime and unreasonable annual benefit limits; requires coverage for preventive services; restricts insurance companies from setting rates based on an individual's health status, medical conditions or other health-related factors; creates state-run health care exchanges through which insurance companies will offer competitive health plans

Dodd-Frank Wall Street Reform and Consumer Protection Act

Requires public companies to disclose the mathematical relationship between CEO total compensation and average employee total compensation

Union Shop

Requires that an employee, as a condition of employment, become a member of the union within a stipulated period, usually 30 or 60 days, after being hired or after the effective ate of the CBA

Agency Shop

Requires that employees in the bargaining unit, as a condition of employment, pay the union an amount equal to the union dues of that organization. Employees are not required to become union members

Fair Share

Requires that employees represented by the bargaining unit, as a condition of employment, pay a proportionate share of the cost of collective bargaining activities, excluding the cost of other union activities; this amount is less than union members pay as their union dues

Consolidated Omnibus Budget Reconciliation Act (COBRA)

Requires that most employers with 20+ full-time and/or part-time employees offer extended health coverage to certain groups of plan participants

Maintenance of Membership

Requires that once an employee becomes a member, he/she must continue to be a member as a condition of employment; there is no requirement that an employee become a member of the union; usually, he/she may resign during specified periods

Landrum-Griffin Act

Requires unions to establish bylaws, make financial reports and provide union members with a bill of rights; appointed by the US Secretary of Labor to act as a watchdog of union conduct

FLSA - Fair Labor Standards Act

Requires: Payment of minimum wage, overtime pay for time worked in excess of 40 hours in a workweek, recordkeeping, restrictions on the employement of children

Portability

Retirement plan feature that allows employees to move their retirement benefits from one employer to another

Pension Plan

Retirement program established and funded by the employer and employees. Typically either a defined benefit plan or a defined contribution plan. Can also be a contributory plan, where money is paid by both the employer and employee or a non-contributory plan, where all of the funds are paid by the employer.

Escalated principle

Returning sevice-members are to be reemployed in the job that they would have attained had they not been absent for military service

Key Performance Indicators (KPIs)

Scorecard measures that tell managers how well the organization is performing relative to critical success factors

Examination Development Process, aka Test Development and Design

Review of job analysis results. Meeting with subject matter experts (SMEs) Item writing (determining the exams or assessments that may be used to test the KSAs; selecting and developing the appropriate testing methods) Establishing test standards and rating procedures

Passing Point

Reviewing a statistical model showing all results will enhance the ability to make rational decisions regarding the passing points.

Competency-Based Pay

Rewards individuals for the capabilities they demonstrate and acquire

Extrinsic Rewards

Rewards that are external to the individual, such as base pay, monetary incentives, bonuses and other measurable rewards

Intrinsic Rewards

Rewards that include meaningful work, autonomy professional development and opportunities to use their expertise

Intellectual Property and Trade Secrets

Right to keep trade secrets confidential; right to for employees to take business opportunities to employer first before pursuing them elsewhere; common-law copyright for works and other documents prepared by employees

Contractual Rights

Rights based on a specific contract between an employer and an employee

Statutory Rights

Rights based on laws or statutes passed by federal, state or local governments

Management Rights

Rights reserved so that the employer can manage, direct and control its business

Graphic Rating Scale

Scale that allows the rater to mark an employee's performance on a continuum indicating low to high levels of a particular characteristic

Behaviorally Anchored Rating Scale (BARS)

Scale that describes specific examples of job behavior, which are then "anchored" or measured against a scale of performance levels

Job Sharing

Scheduling arrangement in which two employees perform the work of one full-time job

Test Administration Details

Scheduling, Location (public transportation, parking, space), Staffing, Proctors, Security, Materials and Supplies, Timing

The four philosophies of Tides of Reform

Scientific Management, War on Waste, Watchful Eye, Liberation Management

Match-the-Market

Second-quartile (median) as determined by pay data from surveys of other employers' compensation plans. Choosing this is an attempt to balance employer cost pressures and the need to attract and retain employees

General Types of Benefits

Security; health care; retirement; financial; family oriented; time off

Rerecruiting

Seeking out former employees and applicants as candidates.

Error of Measurement

Selection methodologies that are intended to measure job related criteria, such as competencies, knowledges, skills and abilities, are not perfect and need to be accounted for when setting a passing point for the selection program. Linked to reliability; the higher the level of measurement error, the lower the reliability will be of the selection process.

Four Dimensions of Emotional Intelligence

Self-Awareness Social Awareness Self-Management Relationship Management

Computer-Based Training (CBT)

Self-paced training that can be provided from a PC through the use of a CD-ROM

Technology-Support Training Pros

Self-paced, interactive, automated scoring, quick and appropriate feedback, incorporates built-in guidance, updated content, allows for "training on the go" and "just-in-time", learners and contribute content to learning platform

Performance Management

Series of activities designed to ensure that the organization gets the performance it needs from its employees -make clear what organization expects -document performance -identify areas of success and needed improvement -provide performance information

Career

Series of work-related positions a person occupies throughout life

Escalator Positions

Service members who return from duty are to be staffed in the jobs they would have worked in or been automatically promoted into had they not left the company for military service

FLSA

Sets wage/hour laws and whether employees are exempt or non-exempt

Group Interview

Several job candidates are interviewed together by a hiring authority

Hostile Environment

Sexual Harassment occurs when an individual's work performance or psychological well-being is unreasonably affected by intimidating or offensive working conditions

Quid Pro Quo

Sexual Harassment that links employment outcomes to the granting of sexual favors

Major Legally Required Benefits

Social Security; Medicare, Workers Comp; unemployment compensation

Advantages to Buy

Shortens development cycle and produces leaders quickly, provides organization with fresh ideas and new approaches

Undue Hardship

Significant difficulty or expense imposed on an employer when making an accommodation for individuals with disabilities

ADA Amendments Act (ADAA)

Significantly broadens the definition of individuals with disabilities to include anyone wish a physical or mental impairment that substantially limits major life functions without regard for the helpful effects of medication, prosthetics, hearing aids, and so on

Group Insurance

Single policy, typically coverage a group of individuals and their dependents; the group is usually employees of the same company or members of the same association.

Glass Ceiling

Situation in which women fail to progress into top and senior management positions

Glass Cliff

Situation where women and minorities are promoted into top management positions only when companies are failing, often to be replaced by white men when they don't save the organization

Characteristics of Jobs

Skill variety, task identity, task significance, autonomy, feedback

Disadvantages to Interviews

Snap judgments, negative emphasis, halo effect, biases and stereotyping, cultural noise

Person with a Disability

Someone who has a mental or physical challenge that substantially limits one or more major life activities, has a record of such a challenge, or who is thought to have such a challenge

Contingent Worker

Someone who is not a full-time employee but is a temporary or part-time worker for a specific period of time and type of work

Qualified Individual with a Disability

Someone who satisfies skill experience, education, and other job related requirements of the position held or desired, and who, with or without reasonable accommodation can perform the essential functions of that position

Qualified Individual with a Disability

Someone who satisfies skill, experience, education and other job-related requirements of the position held or desired and who, with or without a reasonable accommodation, can perform the essential functions of that position

Perquisites (Perks)

Special benefits - usually non-cash items - for executives, such as company cars, health club and country club memberships, first-class air travel, home security systems, use of private jets, stress counseling, chauffeur services

Special Types of Teams

Special-purpose team, self-directed team, virtual team

Grievance Procedures

Specific steps used to resolve grievances (e256): 1-employee discusses grievance with immediate supervisor 2-union steward and employee discuss grievance with supervisor's manager, employee relations specialist or HR manager 3-union rep and grievant discuss issue with senior management level of organization 4-rep from national union and organizations CEO or employee relations officer review and attempt to resolve the grievance 5-presented to arbitrator for final decision and resolution

Advantages of Telework

Spend less for gasoline, vehicle maintenance, lunches and dry cleaning. Also more productive due to higher morale and decreased stress

Types of Eligible Lists

Standard Eligible, Register/Open List, Open Competitive and Promotional. Special types are Substitute Lists, Selective List, Reemployment List, Alternate List

Right-to-Work Laws

State laws that prohibit requiring employees to join unions as a condition of obtaining or continuing employment

Expectancy Theory

States that an employee's motivation is based on the probability that his or her efforts will lead to an expected level of performance that is linked to a valued reward

Equity Theory

States that individuals judge fairness (equity) in compensation by comparing their inputs and outcomes against the inputs and outcomes of referent others

Test Validation

Statistical analyses of selection results

Preference Points

Statutory requirement to provide special consideration to military veterans and other groups (senior citizens, current employees with seniority and graduates of training and apprenticeship programs) to enhance their chances at employment

Similarities in Public and Private Sector

Subject to the same laws, regulations, and court decisions; Performs many of the same functions such as recruitment, compensation, workforce planning.

Geographic Labor Markets

That which is defined by geographical location

Tides of Reform

The framework in considering the merit system came from Paul Light in his book, Making Government Work (1997).

Predictors Reliability

The extent to which it repeatedly or consistently produces the same results over time

Skewness

The extent to which scores deviate from the central tendency - the less "bell shape" to the curve, the greater the "skewness".

Pay Equality (aka Comparable Worth)

The idea that pay for jobs requiring comparable levels of knowledge, skill and ability should be similar, even if actual duties differ significantly

Job Classification

The orderly arrangement of categories of positions on the basis of the kind and level of work performed, within the context of the existing organization

The Reform Movement

The passage of the Pendleton Act created the federal merit system

Labor Force Participation Rate

The percentage of the population working or seeking work

Selection

The process of choosing individuals with the correct qualifications to fill the jobs in an organization.

Merit Pay

The process of determining employee compensation, in part, on the basis of how well each employee performs their work.

Recruitment

The process of generating a pool of qualified applicants for organizational jobs.

Strategic Talent Management

The process of identifying the most important jobs in a company that provide a long-term competitive advantage, and then creating appropriate HR policies to develop employees so that they can effectively work in these jobs.

Contracting Out and Privatization

The public perception is that the private sector operates more effectively and efficiently than the public sector. To reduce costs and improve productivity, many public sector employers have outsourced or contracted out activities normally performed in-house.

Standard/Mode

The score that was achieved by the largest number of applicants.

War on Waste

The second reform movement, with its emphasis on economy, using auditors, investigators, and inspectors general to achieve this goal.

Watchful Eye

The third reform movement, emphasized fairness and openness via sunshine.

Knowledge Management

The way an organization identifies and leverages knowledge to be competitive

Equal Employment Opportunity Commission (EEOC)

Their mission is to eliminate unlawful employment discrimination. Employer cannot make hiring decisions based on applicant's color, race, religion, sex, or national origin. Employer is prohibited from deciding whether or not to promote a worker based on the employee's color, race, religion, sex, or national origin. Employer cannot use an employee's race, color, religion, sex, or national origin to determine his or her pay, fringe benefits, retirement plans or disability leave. An employer cannot harass employee because of their race, color, religion, sex, or national origin.

Whistle-Blower Record Keeping/Reporting Requirements

There are no record keeping or reporting requirements for employers under most of the Whistleblower Protection provisions administered and enforced by OSHA

External Training Options

Third-party delivered training, web conferences, training at outside location, podcasts, educational leave, blended training, teleconferencing

Lead-the-Market

Third-quartile strategy uses an aggressive approach. This strategy generally enables a company to attract and retain sufficient workers with the required capabilities and be more selective when hiring.

Transparency

There is a clear expectation, reinforced with "sunshine" laws (i.e. open meeting/record laws), that business will be transacted in pubic, subject to oversight and close scrutiny of the citizenry.

Professional Employer Organizations (PEO)

These and employee leasing is where the employer signs an agreement, staff is hired by the leasing firm and leased back to the company for a fee.

Open Competitive

This list includes external and internal applicants, arranged in score order from highest to lowest.

Substitute list

Those interested in part-time or temporary employment or to replace a permanent employee on leave or perhaps to assist during peak workload periods

Factors to Consider for Recruitment Strategy

Time for advertising and administering merit examinations, getting internal approvals, coordinating internal/external efforts, comparing candidates objectively; timing of vacancies and when they need to be filled.

Sabbatical

Time off the job to develop and rejuvenate

Seniority

Time spent in an organization or working in a particular job

Laws that Influence Public Sector Employment Processes

Title VI of the Civil Rights Act of 1964 Age Discrimination in Employment Act of 1967 (ADEA) Equal Employment Opportunity Commission (EEOC) Uniform Guidelines on Employee Selection Procedures Title I of the Civil Rights Act of 1991 Americans with Disabilities Act (ADA), 1990

Outside and inside

Understand the external factors the organization must function in, along with internal staff needs and capabilities.

Hurdles in Navigating the Recruitment Outsourcing Landscape

Understanding your motivation for outsourcing recruitment for the position, recognizing the root problems that outsourcing will and will not solve, identifying, selecting, monitoring and managing the outside recruitment organization.

HR Expert

Understands the laws, rules, and regulations that govern the HR system within which the organization must function.

Disparate Treatment

Unequal behavior toward someone because of a protected characteristic

Adverse Impact

Unintentional form of discrimination which occurs when identical standards or procedures are applied to everyone, despite the fact that they lead to a substantial difference in employment outcomes for the members of a particular group and they are unrelated to success on the job; adverse impact is not illegal...only illegal if employer cannot justify the employment practice as "job related for the position in question and consistent with business necessity"; neutral rule that treats everyone equally in form, but has a disadvantageous effect on some people of a protected characteristic compared to others

To minimize adverse impact

Use assessment tools that are appropriate for target population, Do not use biased or unfair assessment tools, Be clear on what needs to be measured, is the test necessary

E-Learning

Use of web-based technology to conduct training online

Performance Appraisals

Used to assess an employee's performance and create a mechanism for providing feedback about past, current and future performance expectations

Pay Structures

Useful for standardizing compensation practices. Most pay structures include several grades with each grade containing a minimum salary/wage and either step increments or grade range. Step increments are common with union positions where the pay for each job is pre-determined through collective bargaining.

Concurrent Validity

Uses current employees to validate a predictor or test.

Market Pricing

Uses market pay data to identify the relative value of jobs based on what other employers pay for similar jobs

Fit Elements

Values, Culture Interpersonal, Team Skills Knowledge, Skills, Abilities and Motivation

Non-Economic Proposals

Varied and more complicated than economic issues; employees concerned about health and safety issues because of a recent accident, the application of seniority to job openings, parking spaces for employees, uniforms, etc.

Compensatory Damages

Victim's out-of-pocket expenses caused by the discrimination (such as costs associated with a job search or medical expenses) and compensate them for any emotional harm suffered (such as mental anguish, inconvenience or loss of enjoyment of life)

Positional Bargaining

Viewed as a contest making the end result a win/lose for respective negotiators; both parties begin by stating their positions on the issues.

Exit Interview Data

Voluntary/mandatory; personal interview/online/mail-in forms; all jobs included; data stored and retrieved electronically; what use is made of the data

Burden of Proof

What individuals who file suit against employers must prove to establish that illegal discrimination has occurred

Sampling Error

When rater has seen only a small sample of the person's work

There are no notice requirements and no specific Whistle-Blower poster requirement, but whistle-blower provisions have some poster requirements under the OSH Act and Energy Reorganization Act

Whistle Blower Poster and Notice Requirements

Exclusive Remedy

Workers' compensation benefits are the only benefits injured workers may receive to compensate for a work-related injuries

Memorandum of Agreement (MOA)

Written between two or more parties indicating a joint cooperative effort to achieve an agreed upon goal or objective.

Flexible Spending Account

employees can divert some pre-tax income for additional health care, life insurance, disability insurance, dependent care benefits

International Safe Container Act (ISCA)

employees may file complaints with OSHA if they believe that they have experienced discrimination or retaliation for reporting allegations of an unsafe cargo container

Clean Air Act (CAA), Safe Drinking Water Act (SDWA)

employees may file complaints with OSHA if they believe that they have experienced discrimination or retaliation for reporting alleged violations of certain environmental laws or regulations

Asbestos Hazard Emergency Response Act (AHERA)

employees may file complaints with OSHA if they believe they have experienced discrimination or retaliation for reporting alleged violations of environmental laws relating to asbestos in elementary and secondary school systems

Wendell H. Ford Aviation Investment and Reform Act for the 21st Century (AIR21)

employees of air carriers and their contractors and subcontractors may file complaints with OSHA if they believe that they have experienced discrimination or retaliation for reporting alleged violations of federal air carrier safety laws or regulations

Corporate and Criminal Fraud Accountability Act, Title VIII of the Sarbanes-Oxley Act (SOX)

employees of certain publicly traded companies, companies with certain reporting requirements with the Securities and Exchange Commission (SEC), and their contractors, subcontractors, and agents may file complaints with OSHA if they believe that they have experienced discrimination or retaliation for reporting alleged violations of the federal mail, wire, bank, or securities fraud statutes, any rule or regulation of the SEC, or any other provision of federal law relating to fraud against shareholders

Consumer Product Safety Improvement Act (CPSIA)

employees of manufacturers, private labelers, distributors, and retailers may file complaints with OSHA if they believe that they have experienced discrimination or retaliation for reporting alleged violations of any law or regulation within the jurisdiction of the Consumer Product Safety Commission (CPSC) to the employer, the federal government, or a state attorney general; or for refusing to perform assigned tasks that the employee reasonably believes would violate CPSC requirements

Pipeline Safety Improvement Act (PSIA)

employees of owners or operators of pipeline facilities and their contractors and subcontractors may file complaints with OSHA if they believe that they have experienced discrimination or retaliation for reporting alleged violations of federal law regarding pipeline safety or for refusing to violate such provisions

National Transit Systems Security Act (NTSSA)

employees of public transportation agencies and their contractors and subcontractors may file complaints with OSHA if they believe that they have experienced discrimination or retaliation for reporting an alleged violation of any federal law, rule, or regulation relating to public transportation safety or security, or fraud, waste, or abuse of federal grants or other public funds intended to be used for public transportation safety or security; reporting hazardous safety or security conditions; refusing to violate or assist in the violation of any federal law, rule, or regulation relating to public transportation safety or security; or refusing to work when confronted by a hazardous safety or security condition related to the performance of the employee's duties (under imminent danger circumstances)

Federal Rail Safety Act (FRSA)

employees of railroad carriers and their contractors and subcontractors may file complaints with OSHA if they believe that they have experienced discrimination or retaliation for reporting an alleged violation of any federal law, rule, or regulation relating to railroad safety or security, or gross fraud, waste, or abuse of federal grants or other public funds intended to be used for railroad safety or security; reporting hazardous safety or security conditions; refusing to violate or assist in the violation of any federal law, rule, or regulation relating to railroad safety or security; refusing to work when confronted by a hazardous safety or security condition related to the performance of the employee's duties (under imminent danger circumstances); or for requesting prompt medical or first aid treatment for employment-related injuries

Voluntary Benefits

long-term care insurance, life insurance, disability insurance

Person-Job Fit

matching characteristics of people with characteristics of jobs

Worker Adjustment and Retraining Notification Act (WARN)

requires employers to give 60 days notice of mass layoff or plant closings but does not mandatory severance pay

Cash Balance Plan

retirement program in which benefits are based on accumulated annual company contributions, expressed as a percentage of pay, plus interest credited each year

Defined Benefit Plan

retirement program in which employees are promised a pension amount based on age and service

Defined Contribution Plan

retirement program in which the employer makes an annual payment to an employee's retirement account

Adverse Selection

situation in which only higher-risk employees select and use certain benefits; problem is that since insurance plans are based on group rates, the premium rates for these might be higher

Self-Service

technology that allows employees to change their benefits choices, track their benefits balances, and submit questions to HR staff members and external benefits providers

Diversity Challenges

to design meaningful and effective training programs that assist people of diverse backgrounds to communicate and build rapport in work situations

Gross-Up

to increase the net amount of what the employee receives to include the taxes owed on the amount

Employer's Burden of Production

to rebut the inference of discrimination, employer must articulate, through admissible evidence, a legitimate non-discriminatory reason for its action; employer's burden is one of production, not persuasion; the ultimate burden of persuasion always remains with the plaintiff

Types of Performance Information

trait based, behavior based, results based

Cafeteria Plan

type of employee benefit plan which allows employees to choose between different types of benefits, similar to a cafeteria's wide choice of food