SHRM CP 2023
Outsourcing Process
1. Analyze current operations, I.D. potential for improvement and define goals 2. Define budget 3. Develop and issue a Request for proposal 4. Evaluate responses in terms of compliance with RFP 5. Chose a contractor and negotiate the contract 6. Implement , administer and monitor contract 7. Evaluate outsourcing strategy against original goals
3 ways to show one's engagement
1) Vigor: High energy & investment in work 2) Dedication: pride, enthusiasm & involvement in work 3) Absorption: concentration & engrossment in work
Structural Characteristics of an org
1) Work specialization (degree to which tasks are performed as separate jobs) 2) Decision making authority (how decisions are made and by whom) 3) Layers of hierarchy (chain of command & span of control - # of EEs that report to each manager) 4) Formalization (extent to which policies govern the behaviors of EEs) 5) Mechanistic (highly specialized, hierarchical, and formal org) 6) Organic (flatter, more flexible org)
Best approach to compromising
1) both sides express their version 2) both side's paraphrase the other 3) brainstorm solutions that everyone believes will work 4) all parties agree on the next steps 5) facilitator ends the meeting on good terms
Planning a Focus Group
1) clearly identify goals 2) schedule during a distraction free time 3) Hire a facilitator who: - knows the topic - is a good listener - understands group dynamics - allows ideas to emerge without bias 4) Have a representative group 5) Select participants at random & voluntarily 6) Designate a note taker
CSR Maturity Curve
1) compliance: tactical response or "do what you have to do" 2) integration: integrated into reg functioning of business processes 3) transformation: orgs have redefined themselves, their brand to reflect a commitment to CSR
4 dynamics that work against inclusion
1) covering 2) like me bias 3) bias based exclusion 4) majority backlash - majority feels left out by diversity
Developing a pay structure
1) develop market line for all jobs 2) Use market line to set pay grades 3) Spread pay grades evenly over market line points 4) calculate pay ranges 5) calculate individual pay rates
Team Formation Stages
1) forming (shared goal, but no trust) 2) storming (individuals clash) 3) norming (build trust to establish group identity) 4) performing
Steps to implementing an anticorruption program
1) identify specific risk areas 2) institute control 3) provide training 4) embed disciplinary methods 5) implement robust monitoring, detection, & auditing 6) reassess
5 fatal flaws of leaders
1) inability to learn from mistakes 2) lack of interpersonal skills 3) lack of openness to new ides 4) lack of accountability 5) lack of initiative
3 factors leading to focus on the triple bottom line
1) increased importance of CSR 2) increased data mining & analytics capabilities 3) standardization of reporting metrics & methods
Questions to check data validity (6)
1) is the source credible 2) what possible biases exist 3) are the sources clearly cited & reliable 4) are the facts relevant 5) is the data current 6) is the argument being made sound
4 major experiences for successful leaders
1) key jobs 2) hardships 3) training 4) important people
Executive Comp differs from EE pay b/c:
1) made up of incentives 2) incentives are linked to org erformance
5 characteristics of a profession
1) national org 2) code of ethics 3) research done to advance field 4) outline of KSAs needed 5) credentialing org
4 ways to use emotions
1) perceiving emotions 2) using emotions to facilitate thought 3) understanding emotions 4) managing emotions
Tactics for sustaining change
1) periodic team meetings 2) "sensing" meetings to monitor org reactions 3) periodic intergroup meetings to assess collaboration 4) dedicated renewal conferences for management to evaluate and discuss status 5) goal directed performance for reviews 6) 3rd party assessments 7) rewards aligned with new goals
PWC framework for ethical decision making
1) recognize ethical situations as they arise 2) establish the facts & options 3) evaluate ethical dimensions of outcomes 4) apply relevant codes of ethics 5) consult with others 6) make a decision and own it
5 characteristics to consider data
1) relevance 2) influenceable or manageable 3) fact based & objective 4) selective 5) sufficient & specific
Finkelstien's 7 habits of unsuccessful execs
1) see themselves & org as dominant 2) identify so completely with org that no boundaries exist between personal and company interests 3) think they have all the answers 4) eliminate anyone that isn't 100% behind them 5) obsessed with company image 6) underestimate major obstacles 7) stubbornly rely on what worked in the past
3 forces shaping globalization today
1) shift from developed to emerging economies 2) Global crises 3) Hyperconnectivity
2 keys to good governance
1) written code of conduct 2) compliance program
Mid level leader competencies
1-5 yrs creating new policies leading multiple org units opperational planning
Conflict Resolution Modes
1. Accommodate (Smooth): emphasize agreement - best when there is little time to argue or reach root cause of the issue 2. Assert (force): leader imposes a "win/lose" solution - best in a crisis, or when authority is being threatened 3. Avoid: useful for small conflicts or when relationships aren't worth keeping 4. Collaborate - most effective: seek a "win/win" solution - best when there is time & relationships are important 5. Compromise: leader asks everyone to bargain in a "lose/lose" solution - best for complex issues with strong egos and little time
Scenario/what-if analysis
Statistical method used to test the possible effects of altering the details of a strategy to see if the likely outcome can be improved.
Statistical Sampling
When you can't sample the whole population so you pick a representative subset of the whole, which must be large enough to identify & weed out outliers
defined benefit plan
a pension plan in which the amount an employee is to receive on retirement is specifically set forth - ER bears risk
Scatter Diagram
a plot of two variables showing whether they are related
Wildcat strike
a strike not approved by the strikers' union
Antifragility
ability to not just withstand high-impact events or shocks but to improve and benefit from them
Value Driver
actions, processes, or results that are needed to deliver value
Just in time expats
ad hoc or contract workers hired for a single assignments
Staff units
assist the line units by providing specialized expertise and services
Secondary action/boycott
attempt by a union to influence an ER by putting pressure on another ER (supplier)
Stock Purchase
available to all EEs with tax breaks given to anyone that isn't an exec
Blake-Mouton's Country Club Definition
avoid discipline to protect relationships
Disapora
brain drain individuals leaving their home country to go some place new and sending money back to their families as global remittances
ADDIE model Design
broad goals & plans are drafted with all major components in order and all stakeholders are involved to address conflicts
Greenfield operation
building factories and offices from scratch
Intercultural Wisdom/Cultural Intelligence
capacity to recognize, interpret, & adapt to multicultural situations & context
Business Intelligence (BI)
central database to retrieve timely, accurate, and complete date and turn it into "actionable intelligence" to make decisions
Performance Objectives
combine activity measurement (what is being done) with results (what happened) to measure: - effectiveness - efficiency - impact
Joint Venture
companies invest together to form a new org
Strategic alliance
companies share assets to accomplish a goal
Income satatement
compares revenues, expenses, & profits over a period of time
ADDIE Model Evaluation
comparing results to objectives Identifying best practices Assessing ROI Establishing a database for future use
Enterprise Resource Planning
contains a shareable database, common tools, & function specific software systems
Vacancy Costs
cost of substitute labor - wages and benefit costs not paid
Cost Per Hire Internal
creates a formula for 1 org without comparing capabilities of other orgs
Shared Value
creating economic value in a way that also creates value for society
Knowledge Management Process
creating, sharing, & managing knowledge for individual and org performance 1) Expertise sharing/org learning 2) Knowledge retention
ADDIE Model Analysis
data is collected to identify gaps between actual and desired performance via a needs assessment
SOX and Blackout Periods
defined contribution plans must alert participants within 30 days if they will have more than 3 days with no access to their accounts due to a provider plan change
ISO 31000
defines risk as the effect of uncertainty on objectives More proactive and applicable to more orgs
Justice approach
degree to which an action may be preferential
Blake-Mouton's Impoverished Definition
delegate & disappear
Functional Structure
departments are defined by their functions
Blake-Mouton's Middle of the Road Definition
get work done, but are not leaders
Job enlargement
given added tasks within same job that require the same skill level
pull globalization factors
greater strategic control, policies promoting outward foreign investment, trade agreements that offer protection of intellectual property
Histogram
groups data into the shape of a statistical distribution to show a central tendency & dispersion from comparison of groups
Work councils
groups of nominated or elected employees who must be consulted when management makes decisions involving personnel and unions
Product structure
groups together people and jobs working on a single product or service
80% or 4/5ths rule
guideline for assessing whether there is evidence of adverse impact: if it can be shown that a protected group received less than 80% of the desirable outcomes (e.g., job offers, promotions) received by a majority group, the plaintiffs can claim to have met the burden of demonstrating adverse impact.
Value
guiding principles and beliefs of the org
Job Enrichment
incorporate meaning, variety, autonomy, and respect into jobs to connect EE with org strategy
Job enrichment
increases depth of a job by adding related responsibilities
Hyperconnectivity
increasing digital connections increased measurability & accessibility of data
Outsourcing or Managed services
independent org with expertise in operating specific function contacts with an org to assume full responsibility for the function (as opposed to just supplying personnel); functions may be peripheral to the core business (security, food service) or closer operations (such as managing all flexible staffing programs or the IT function)
frequency distribution
listing of grouped data from lowest to highest & how frequently it appears
Malicious Compliance
local management agreeing to a standardized policy they know won't work in their region
Structural Org
look at how the org is helped or hindered by its structure Interventions include movement of decision making authority, mergers/acquisitions/divestitures
Remedial org development interventions
make changes to bring an org back on track
Price Earnings Ratio
market price per share/earnings per share
measures of central tendency
mean, median, mode, quartile/percentile
Sit down strike
method of boycotting work by sitting down at work and refusing to leave the establishment so temp workers cannot be brought in
Single enterprise union
model seen in Japan, all employees of an employer regardless of job type or skill may be represented by a single enterprise union
Leader development methods
more challenging assignments/risk management, hardship testing (high pressure & emotionally charged situations), problem solving in controlled environments and training and action learning leadership
MECE
mutually exclusive and comprehensively exhaustive - identified all plausible risks but not overlapping
Net Profit Margin
net income/net sales
earnings per share
net income/shares outstanding
Rule of Law
no individual is beyond the reach of the law & authority is exercised in accordance with laws
Summary offense
not preceded by warning steps. If an EE is found to have committed it, they will be terminated
Disparate Impact
occurs when an employer creates a seemingly fair employment practice that has a negative impact on members of a protected class.
Equity Partnership
one firm acquires partial ownership of another by buying shares
Merger/acquisition
one firm buys another
Temp to lease program
org contracts with staffing firms for long term assignments & after a period of time they are promoted to lease status to become eligible for benefits
Mission
organization's purpose or reason for being
Red circle rates
payment rates above the maximum of the pay range
Attribution Theory of Motivation
people attribute behaviors to: 1) Internal: intelligence, desire, attitude 2) External: other people, the task itself, access to proper tools
Perquisites
perks provided on an individual basis in the form of goods and services (company phone)
Sustainability Sweet Spot
place where an action can fulfill expectations in social, environmental, & economic areas
Total rewards strategy
plan to provide regards to EEs who achieve specific, combines comp and benefits with personal growth opportunities
Trend Diagram
plots data points on 2 axes, time and volume, to identify cycles of trends
Hofstede's Cultural Dimensions
power distance individualism/collectivism masculinity/femininity uncertainty avoidance long-term orientation indulgence/restraint
Leading indicator
predictive in that action in this area can change future performance and help achieve success
PAPA model (risk prioritization matrix)
prepare (not likely to happen but will move fast) act (likely to happen and fast-moving) park (slow moving and unlikely) adapt (slow materializing trends that may affect the org significantly) - likelihood by speed of change matrix
Pie chart
presents data as a percentage of the whole
Restricted stock units
promise of a set # of stocks after restrictions are met
Safe Harbor Protections
protects ER from paying OT if: - a clear policy prohibits improper pay deductions and offers a complaint process - reimburses EEs - makes a good faith effort for future compliance
Stock Option
right to purchase stock at a set (exercise) price but are not stockholders so they can't vote
Broad banding
salary bands combine 2+ pay grades to create larger ranges to move in
push globalization factors
saturated local markets, increased cost pressures, decreased local access to materials and talent, restrictive govt. policies, trade agreements that increase domestic completion and globalized supply chain
Cloud computing
scalable IT capability is delivered as a service via the internet
Donaldson's Ethical Decision Framework
seeks to decide if an action that is unacceptable in a home country will be acceptable abroad by asking: 1) if the response is due to a difference in economic development - if the home country would have allowed this behavior when they were at the same stage of development, then you may proceed 2) Can the MNE compete without this and does the action violate a basic human right? - If no to both, you may proceed
Ethics
set of behavioral guidelines an org expects EEs to follow
Coemployment/Joint employment
situation in which an org shares responsibility & liability for their alternative workers with staffing orgs
local responsiveness
the need to tailor product and service offerings to fit local consumer preferences and host-country requirements - increases cultural flexibility
Duty of Care
the obligation people owe each other not to cause any unreasonable harm or risk of harm
Stereotyping
the process by which people draw inferences about others based on their knowledge of the categories to which others belong
Residual Risk
the risk that remains after management implements internal controls or some other response to risk
Andragogy
the study of teaching adults
Porter's 5 forces of competition
threat of new entry suppliers bargaining power buyers bargaining power threats of substitute products competitive rivalry
Contract manufacturing
to lower labor costs, a local manufacturer produces a product for you
Cost of Hire
total costs / # of new hires
Graphic Scale
Category Rating system 1-5 rating is given to each task
Picketing
The gathering of striking workers at a business site as a sign of protest
4 Layers of Diversity
1. Personality 2. Internal Dimensions 3. External Dimensions 4. Organizational Dimensions
ADDIE model Development
Materials are created and modified to meet the program objectives
Key characteristics of an independent contractor
- set own hours - work by project - paid by job, not hour - furnish own tools and training - being self employed
Functional v Dedicated HR teams
- Functional: HQ staffs specialists and sites staff generalists to implement policies and engage EEs - Dedicated: allows orgs with different strategies to apply policies as needed "corporatized"
Retention Rate (stability index)
(# of EEs who stay within a period/# of EEs at the start of that period) x 100
Workers Compensation Incident Rate
(# of injuries per 100 FT EEs/Total hours worked in a calendar Yr) x 200,000
Turnover Rate
(# of separations in a period/Avg # of EEs during the period) x 100
Recruitment Costs Ratio
(External+Internal Costs/Total 1st year comp of new hires) x 100
ROI
(gain from investment - cost of investment) / cost of investment
Maslow's Hierarchy of Needs
(level 1) Physiological Needs, (level 2) Safety and Security, (level 3) Relationships, Love and Affection, (level 4) Self Esteem, (level 5) Self Actualization
External Recruiting Sources
- Ads - Staffing agencies - Community Involvement - Educational/Government Groups - Internships - Employer Website - Former Employees - Job Boards - Intraregion Recruiting - Social Media
Success factors to strategic planning
- Alignment of effort with a focus on the org's mission - Control of strategic drift - Focus of core competencies with other tasks being outsources
Layers of culture
- Basic Assumptions (implicit culture - core beliefs) - Norms and Values (right and wrong) - Artifacts and Products (explicit culture - food, dress etc.)
Gap Solution Options
- Build (redeploying/training current workforce to meet future needs) - Buy (recruiting/hiring employees) - Borrow (outsourcing, leasing, contracting with others to get the work done)
Ways to build trust
- Common values: helps overcome a sense of "otherness" - Aligned Interests: navigates cross cultural relations via a common goal - Benevolence: having genuine concern of others - Capabilities of Competence: follow through - Predictability & Integrity: "walks the talk" - Communication: promote 2 way communication
Travel Time
- Commute: not hours worked unless you drive company car with org tools or go o a work site after hours for an emergency - Workday travel: paid time - Out of town travel (1 day): travel time is paid if you are sent to another org site - Overnight Travel: only counted as paid if you work during travel or travel overlaps with regular shift schedule - Training Time: not paid if training is: 1) voluntary 2) outside regular work hours 3) not directly job related 4) No productive work is performed
Sources of the law
- Constitution - Statutes (actions passed by legislative bodies) - Regulations (proposed, adopted, & enforced by agencies to reflect how laws are implemented) - Executive orders - Agency Guidelines (interpret how laws and regulations are enforced) - Common Law (based on court decisions)
Types of employment offers
- Contingent Offer: contingent on final tests - Employment offer: oral or written - Employment contract: written agreement detailing employment relationship
Responses to Downside Risk
- Eliminate Uncertainty: Avoid - Redefine Ownership: Transfer risk - Employe levels to increase risk: Mitigate - Take no action: Accept risk
Responses to Upside Risk
- Eliminate Uncertainty: Optimize - Redefine Ownership: Share risk - Employe levels to increase risk: Enhance - Take no action: ignore
Errors in Appraials
- Halo/Horn Effect - Recency Bias - Primacy Bias - Strictness/Leniency- of appraisers - Central Tendency (everyone is rated within a narrow range) - Contrast (ratings are made in comparison of other EEs rather than performance metrics)
Niel Shorney's Cultural Challenges for trainers
- High power distant cultures may not want to display display confusion if subordinates are present - One culture may dominate the other - Trainer may damage credibility by being too formal - Language can be a barrier
Leadership assessment tools
- Inventories: assess the strengths that rising leaders can bring to higher levels - Work samples: simulations and assessment centers - Situational judgement tests - EI assessments
Categories of risks
- Known Knowns: expected risk - Known Unknowns: uncertainties we know exist, but we don't know their probability or impact - Unknown Unknowns: risks we don't know exist - Black Swans: rare, outlier events with a major impact that, when viewed in hindsight, are reasonable predictable - Unknown Knowns: risks we mistakenly think we understand
Types of Power
- Legitimate: hierarchy/title - Reward: offer of value - Expert: knowledge or experience - Referent: personality, loyalty, admiration - Coercive: threat of punishment
Obstacles to learning
- Low tolerance of change - Lack of trust in training impact - Peer group pressure to resist - Bad experience with prior learning - Lack of org commitment to learning
Job analysis methods
- Observations - EE interviews - Open ended questionnaire - Highly structured questionnaire (determines frequencies and importance of tasks) - Work Diary maintained by EE
Types of environmental scanning
- PESTLE - SWOT - Growth Share Matrix - Scenario Analysis
Blue Collar & Veteran Workers
- Perform repetitive work with physical skill and energy - not exempt no matter how highly they are compensated
imigration reform and control act of 1986
- Prohibits discrimination of national origin and citizenship - Establishes penalties for hiring undocumented EEs
International Labor Org (ILO)
- Promote rights at work - Encourage decent employment opportunities - Enhance social protection - Strengthen dialogue on work issues
Employment at will exceptions
- Public Policy: can't term if it would violate laws - Implied contract - Covenant of good faith: only exist in some states but don't fire if it would be seen as unjust
Push v Pull Marketing
- Push: getting products to customers - Pull: attracts customers to products
Tactics of Influence
- Reasoning: explaining your view logically with examples - Vision/Value: when evidence is unavailable, appeal to a shared vision - Relationships: enlist allies via existing networks - Reciprocity: banking "favors" for future use
Internal Recruiting Sources
- Referrals - Job Bidding: allows current EEs to express and interest in a role before it's available - Inside Moonlighting: EE takes on a 2nd role in the org - Skill Tracking: computerized system provides a list of qualified candidates - Succession Planning - Job Posting - Nominations
Reasons to engage separate EEs
- Refferals - Boomerang EEs - Brand ambassadors - New Business (old EEs returning as new clients) - Industry intelligence (old EEs providing new insight)
ILO laws protect
- Right to organize - No forced labor - minimum age requirements - equal pay - antidiscrimination
Differences between kid and adult learners
- Self concept: adults are less dependent - Experience: adults have more to learn from - Readiness to learn: adults focus more on the development of their social roles - Orientation to learning: shift from subject to problem focused - Unlearn to learn: adults have to break old ideas
Exceptions to equal pay can be based on:
- Seniority or merit - Quantity or quality of work - Geographic differences - Factors other than sex
FLSA or Wage & Hour Law
- Set Minimum Wage - Regulate hours worked prior to OT - Restrict hours and conditions for minors - No protections of independent contractors
Conditions that make change possible
- Shared purpose - reinforcement system - skills required for change - consistent role models
Time-based differential pay
- Shift pay - emergency shift pay - premium pay for holidays or 7 days in a row - On call/call back pay - reporting pay - travel pay - OT pay
Enterprise Perspective
- Strategy: risks that affect org's ability to meet goals - Operations: risks that affect value streams - Financial Reporting: risks that affect accuracy and timeliness of reports - Compliance: risks associated with meeting requirements
Forces shaping CSR
- Tech: in on org CSR are more readily available - Environment: climate change - Economic Pressure: decreased unemployment means you need more ways to boost org brand - Sociopolitical Forces: civil rights
John Kotter's 8 Steps to Leading Change
- Unfreeze 1) create urgency 2) Assemble a strong team 3) Provide a clear vision - Move 4) Over-communicate 5) Empower action 6) Ensure short term success - Refreeze 7) Sustain progress & build on achievements 8) Institutionalize
Barriers to Risk Management
- structural: orgs are siloed and overlook dependencies within the org that create risk - cognitive: risks are mainly undefined and vague. If the org is unwilling to try new approaches, it will remain vulnerable - cultural: orgs must clearly outline to decision makers what their policies are regarding risks
Strategic approach to global assignments involves:
- viewing them as long term investments - using them to develop future execs - Increase effectiveness of coordination between home & foreign offices - Helping disseminate info, tech, & values worldwide
Audience Analysis for communication
- who should receive the info and what are their needs - What do they already know/what are they missing - How will the audience react (surprise, resistance, lack of interest) - What approaches will work best
4 T's of managerial skills and practice
-Travel -Teams -Training -Transfers
Approaches to implementing change
1) Cascade: top down 2) Progressive: Change starts at the top & is slowly broadcast downward to gain buy in 3) Organic: multiple, independent centers change within the org. It is uneven, but accelerates with top leadership support
EE Appraisal Methods
1) Category Ranking: least complex - an appraiser marks an EE's performance on a form - Graphic scale - Checklist - Forced Choice 2) Comparative Methods: appraiser compares EEs to eachother - Ranking - Paired Comparison - Forced Distribution 3) Narrative Methods: Written performance reviews - Essay - Critical Incident - Field Review 4) Special Methods - Management by Objectives - Behaviorally Anchored Rating System (BARS)
Change response spectrum
20-30%: Resistance due to fear of the unknown 40-60% Neutral 20-30% Welcoming and view change as a benefit
Low level leader competencies
0-1 year manage within existing policies addressing obstacles with existing mechanisms translating org goals to immediate tasks
Responses to Unions
1) Acceptance 2) Avoidance & policy appealing 3) Adaptation of relationship
Mcclendand's 3 needs of motivation theory
1) Achievement: give them challenges to accomplish 2) Affiliation: give them feedback to build connections 3) Power: give them a task to delegate
4 As of Assimilation
1) Appearance - changing style to blend in 2) Affiliation - avoiding behaviors associated with their identity group 3) Advocacy - avoiding engaging in advocacy on behalf of their identity group 4) Association - avoiding associating with members of their identity group
3 elements to develop a global mindset
1) Appropriate knowledge, skills, & understanding 2) Desire & motivation to change 3) System & MGMT support
Developing a total rewards program
1) Assessment - What are our current offerings? - Are they fair & competitive - are we accidentally rewarding bad behaviors b/c they make money 2) Design - designed by a multidepartment team of execs 3) Implementation - HR shares info on new system 4) Evaluation
Global Assignment Process
1) Assessment & Selection - choose the right criteria 2) Mgmt & Assignee Decision - cost/benefit analysis of assignment - preparation of assignment plan - candidate acceptance/rejection of offer 3) Pre-Departure Preparation - work permits - security briefings - cross cultural counseling 4) On Assignment - Support through stages 5) Completing the Assignment - Repatriation - Redelopyment
3 ways to achieve a balanced scorecard
1) Between financial & nonfinancial success 2) Between internal & external constituents 3) Between lagging & leading performance indicators
Best practices for branding
1) Brand Pillar Identification: clear statements of the most important attributes to include 2) Award Evaluation: what employment/quality awards will we include 3) Benchmarking 4) Touchpoint Mapping: identifying key points of interactions between candidates and company 5) Online job portals 6) Personalized Channels for external audiences
2 ways to create competitive advantage
1) Change in the external environment (price, product, customer) 2) Change in the org's innovation - Blue Ocean: create a new area to compete within the same industry (luxury lines) - Red Ocean: compete in an existing market & take customers from competition (promos/mktg efforts)
Roles in Career Development
1) Coach: listen to, clarify, & assist in identifying career concerns 2) Appraiser: give feedback & clarify performance standards 3) Advisor: suggest options, give advice, & set goals 4) Referral Agent: consult on action plans & link EE with resources
3 aspects of cultural intelligence
1) Cognitive: thinking, learning, & strategizing on cultural differences 2) Motivational: effectiveness, confidence, & attraction to enjoy other cultures 3) Behavioral: being flexible & adaptable in multicultural contexts
Elements needed for strategy implementation
1) Communication outward to the team 2) Communication inward to leaders 3) Leadership support of subordinates 4) Free flow of info throughout the org 5) Enough info to connect work to strategy
6 categories of US employment law
1) Compensation 2) EE Relations 3) EEO 4) Job Safety & Health 5) Leave Benefits 6) Misc Protection Laws
Challenges to data management
1) Complexity of big data 2) Openness/transparency 3) Real time data is hard to manage
4 types of Audits
1) Compliance 2) Best practices 3) Strategic (focus on strengths & weaknesses of systems to see if they align with goals) 4) Function Specific
System Integration Methods
1) Continuous (waterfall) - components are integrated as they are developed - decreases risk as issues are addressed early 2) Big Band Approach - everything is integrated at the end - testing is time consuming
Types of "path-goal theory" leadership behaviors (4)
1) Directive - define the task/goal 2) Supportive - fulfill relationships & remove obstacles 3) Achievement - Motivate by setting challenging goals 4) Participative - control work & leverage group expertise through participative decision making
5 paths to dealing with diversity
1) Dominate (Parochialism) 2) Avoid conflict 3) Accommodate (cede to local culture) 4) Compromise 5) create an alternative (cultural synergy)
3 models of codetermination
1) Dual system (mgmt & supervisory board of workers and non workers) 2) Single tier (1 board with EE reps) 3) Mixed system (EE reps act as advisors with no voting power)
Forms of career development
1) EE Self Assessment 2) Apprenticeships (combine OTJ with classroom learning) 3) Job Rotation 4) Job Enlargement 5) Job Enrichment 5) Projects, committees, & teams 6) Internal Mobility
Perlmutter's Relationship between Org and Staffing
1) Ethnocentric: control of power is held at headquarters and home staffing policies are replicated with subsidiaries 2) Polycentric: subsidiaries are managed separately by local personnel and HQ has little impact on talent acquisition. Talent does not move between subsidiaries 3) Regiocentric: operations are handled regionally with little cross-region communication and policies and talent are shared within the region 4) Geocentric: org is seen as one, global enterprise with talent coming from anywhere to meet global & local needs
Obstacles to Cross Cultural Understanding (4)
1) Ethnocentrism & Parochialism: our way is the best/only way 2) Cultural Stereotypes 3) Cultural Determinism: culture excuses actions & impedes change 5) Cultural Relativism
CSR Strategic Implementation Process
1) Exec Commitment 2) Assessment of current state 3) Infrastructure creation 4) Plan implementation 5) Measure report evaluate 6) Reassess and revise
D&I Strategic Process
1) Executive Commitment 2) Preliminary Assessment - current needs & benchmarks for success 3) Infrastructure Creation 4) System Changes - alignment of processes to diversity initiatives 5) Training 6) Measurement & Evaluation - Process & Results measurements 7) Evolution & Integration
2 major changes in CSR
1) Expansion of the definition to include sustainability 2) Move to center of corporate focus
Exceptions to the WARN act
1) Faltering Company - org seeking new opportunities to stay open and discussing these would ruin their chances 2) Unforeseeable business circumstances 3) Natural Disaster
4 KPIs in a Balanced Scorecard
1) Finance: productivity & mgmt of funds 2) Customers: quality & service 3) Internal Business Processes: talent acquisition/development 4) Learning & Growth: actions that lead to future success
3 keys of networking
1) Find people with something you need 2) Have something others need 3) Maintain the connection
Steps in Strategic Planning
1) Formulation: gather & analyze date to determine the org's SWOT & mission 2) Development: strategic goals that will optimize success 3) Implementation: strategic mgmt & communication 4) Evaluation
3 areas CSR can capture value
1) Growth via sustainability sweet spot products 2) Return on Capital via savings and increased savings 3) Risk Management
7 approaches to managing global enterprises
1) Hands off: orgs are locally managed 2) Monitor: HQ voices opinion by doesn't make decisions 3) Guide & Advise 4) Strategic Planning: policies are global, but practices are locally determined 5) Set limits & approve decision 6) Integration of decision making 7) Manage locally from HQ
To be qualified under ADA
1) Have the KSAs for the job 2) Be able to do the job with or without reasonable accommodation
Global Assignment Stages
1) Honeymoon: Everything is new & exciting & ample support is provided 2) Culture Shock: Disillusionment & dissatisfaction & support is reduced 3) Adjustment: assignment gets easier over time 4) Mastery: biculturalism occurs when the EE can participate fully & comfortably in the host country
Crisis Management and Readiness Process
1) ID & Manage Risk 2) Develop Contingency Plans 3a) Train Test Drill 4a) Learn 5a) Evaluate 3b) Crisis 4b) Activate plans 5b) Recover, Learn, Improve 6) Evaluate
Types of incentive pay
1) Individual (most impact on productivity) - piece rate system - commission - non cash rewards 2) Group - gainsharing plans - team bonuses 3) Org - profit sharing/stock ownership - bonus program
Computing training ROI
1) Isolate effects of training 2) Convert effects to monetary value 3) calculate training costs 4) Calculate ROI
Harassment is unlawful when
1) Its a condition of continued employment 2) It creates a hostile environment 3) It stems from a retaliation for filing a claim
6 key aspects of a union
1) Level at which bargaining occurs (org specific or full industry) 2) focus of bargaining topics 3) union density 4) membership requirements 5) relationship with management 6) government role
Tech Service delivery options
1) License: owned & operated/customized by client 2) SaaS: all clients share one instance of vendor managed software 3) Outsourcing: entire business process is managed by a vendor
4 behaviors of an impactful communicator
1) Listening 2) Credibility 3) Create Presence - Posture & movement - Gesture - Eye contact - Vocal qualities 4) Do NOT display falseness or nervousness
Steps to engaging onboarding
1) Make the job hint simple & informative 2) Create accurate 1st impressions 3) Make the 1st day count 4) Give EEs a structured onboarding 5) Provide a buddy 6) Show EEs the path to success
FLSA Exempt Status
1) Must meet a minimum salary of $23,000 2) Be paid on a salary basis 3) Primary duty must be an exempt role and performance based
3 ways to deliver tech
1) On premise: org buys hard/software & installs into onsite systems managed by internal IT 2) Hosted: org purchases system which is installed & manage by a vendor 3) SaaS: didn't purchase or installation of software
Components of a Value Based Code of Conduct
1) Org values and mission statement 2) Org expectations and conduct guidelines
3 levels of a learning needs analysis
1) Organizational: what are future KSA needs 2) Task: compares job requirements to EE KSAs 3) Individual: focus on individual EEs and who needs what kind of training - Low Power distance countries: Participants are selected based on departmental needs & training needs are identified in formal reviews - High Power distant countries: Participants are selected based on status in org & training needs may not be expressed
Steps to selecting & offering a role
1) Organize selection criteria 2) Identify & rank candidates 3) Collect additional info as needed 4) Make offer
Prioritization of Gaps
1) Permanence (is the issue ongoing) 2) Impact 3) Control (can we control it) 4) Evidence (do we have enough data) 5) Root cause
4 components to capitalize your global footprint
1) Physical Dispersion 2) Diversity of thoughts & cultures 3) Unification via a single org identity 4) self awareness of global reach
3 levels of EE well being
1) Physical Health 2) Psychological Health 3) Social Health
Strategy Implementation stages
1) Planning - work with stakeholders to define objectives - Define deliverables - Create a schedule - Assemble a team 2) Executing - Communicate - keep group focused - clear obstacles - manage stakeholders - monitor project 3) Closing & Evaluation
Elements to a positive employer brand
1) Positive, compelling image 2) Clear message of what it is like to work here 3) encouragement for talent to apply 4) Reinforcement of public image
Authentic Transformational Leadership (4 key ideas)
1) Power - formal & informal leaders arise at all org levels & they exercise their power by empowering others 2) Orientation - think in long term visions rather than short term results 3) EI - self awareness 4) Ethical Grounding - model & encourage org values
Negotiation Process (6 steps)
1) Preparation (identify BATNA) 2) Relationship Building 3) Info exchange 4) Persuasion 5) Concessions 6) Agreement
3 reasons why a Diversity & inclusion strategy is necessary
1) Priority - without a strategy, D&I efforts will be placed on the back burner 2) Complexity - the complexity of D&I requires a strategic, org wide solution 3) Resistance - D&I involves major change of the org & change is hard
Corporate Volunteering Levels
1) Private volunteering - no benefit to org 2) Supported EE volunteering - individual benefit of EE recognition 3) ER Sponsored Volunteering - Team benefits 4) ER Planned volunteering - Org benefits of a stronger culture 5) Business Integrated EE volunteering - Business benefits of a stronger brand
3 ways to create shared value
1) Redeveloping products and markets 2) Redefining Productivity to reduce waste and ensure safety 3) Enabling local cluster development to build & enhance local orgs and infrastructure
Forms of org restructuring
1) Redistribution of decision making authority - send decision making downward to line managers 2) Extended Org - Formed through outsourcing, strategic alliances, or partnerships to allow separate units to stay in communication 3) Merger & acquisition/divestiture 4) RIF
3 IRS factors for independent contractors
1) Scope of control - does the org train/control job duties 2) Financial Control - Does org pay worker by hour or can the worker realize a profit/loss 3) Relationship of parties - employment contracts/benefit offerings
Selection Steps
1) Screen: analyze candidates to identify most qualified - ATS - CV (detailed overview of accomplishments) - Resume (concise & general overview of skills) 2) Interview: probe areas of interest to determine fit - Prescreening (short convos with HR to weed through a large volume of applicants) - Indepth (Long convos with mgmt or colleagues) - Structured - Unstructured - Behavioral - Competency Based - Group Interviews - Stress Interviews 3) Assess & Evaluate: Screening to identify/confirm skills not determined in the interview - Substantive (pre-employment tests to reduce pool to finalists) - Discretionary (separate those given offers from all qualified finalists to assess culture fut and citizenship behaviors) - Contingent (drug tests/medical exams 4) Select & Offer
5 components of Emotional Intelligence Quotient
1) Self Awareness 2) Self Regulation 3) Motivation/Passion 4) Empathy 5) Social Skills/Intelligence
3 types of negotiators
1) Soft Negotiators: value relationships over outcomes, will back down to reach an agreement 2) Hard Negotiators: committed to winning 3) Principled Negotiators: aim for mutual gain - identify common interests via integrative bargaining
3 key dimensions of 21st century globalization
1) Speed & constancy of communication 2) Degree & breadth of impact a a local event can have worldwide 3) Omnidirectionality of operations & offshoring of businesses to developing or developed nations
Attribution theory factors can be:
1) Stable or unstable: consistency or changeability (one's own intelligence can't change, but their study effort can) 2) Locus of control: if it's an internal or external cause 3) Control Ability: degree to which the factor can be controlled
Steps to creating a business need (4)
1) Statement of the need 2) Recommended solution 3) Risks & opportunities 4) Estimated cost/time frame
Drivers of Org Restructuring
1) Strategy (creation of new divisions to facilitate new products or markets) 2) Structure (rearrange to follow new business model, improve efficiency, or reduce costs) 3) Downsizing (done to remain functional during loss of revenue) 4) Expansion (similar to strategy)
Mgmt Competencies needed to boost engagement
1) Supporting EE Growth - Autonomy & empowerment - Development - Feedback & recognition 2) Interpersonal Style & Integrity - Individual interests - Availability - Personal Manner is positive - Strong Ethics 3) Monitoring Direction - Reviewing & guiding - Clarifying expectations - Managing time & resources - Following procedures
Group Member roles
1) Task roles - get work done 2) Social Roles - maintain relationships & positive group function 3) Dysfunctional - weaken the group & reduce productivity
Flexible Staffing Alternatives
1) Temp Assignments: temps hired for 1 job 2) Temp EEs: temps hired for a set time 3) On call staff 4) Part Time EEs 5) Job sharing 6) Seasonal Work 7) Phased Retirement
4 Engagement Drivers
1) The work itself 2) Trust in Leadership 3) Recognition 4) Delivery of org communication
Macey & Schnieder's 3 facets of Engagement
1) Trait: inherent personality that makes someone predisposed to engagement 2) State: influenced by workplace conditions (can be managed by the task variety & input level) 3) Behavioral: Evident in the effort put into jobs (occurs when both trait & state exist)
Porter's 3 Successful generic strategies
1. Cost Leadership 2. Differentiation 3. Focus
2 functions of an HR audit
1. Help management understand what is happening in HR 2. Allow HR to determine which programs should be eliminated or enhanced
Kaplan and Mikes's Categories of Risk
1. Internal and preventable (ethical violations or failures in routine processes) 2. Strategy. (uncertainty that an organization willingly accepts when it commits to a strategy) 3. External. (outside the organization and beyond its control)
3 underlying principles of human behavior
1. People have a reason to do what they do 2. People do this to accomplish something 3. People have unique motives
3 reasons to approach diversity as a strategic initative
1. To make it a priority 2. To allow for its complexity 3. To address organizational resistance to change
Layers of diversity
1. personality - style & preferences 2. internal dimensions - aspects of self assigned at birth (gender, sexual orientation, race, religion) 3. external dimensions - results of life experiences & choices (income, geographic location, habits, education, career) 4. organizational dimensions - similarities & differences based on org role
Employee Life Cycle
1. recruitment and selection - Relationship begins 2. integration - EE gains access to info and becomes familiar with the culture 3. development - promote engagement and retention 4. transition - dependent on type of transition
ADA applies to companies with X number of employees
15
Age Discrimination in Employment Act
1967 law that prohibits discrimination of employees 40 years and up.
Phillips v. Martin Marietta Corporation
1971 U.S. case that stated that an employer may not, in the absence of business necessity, refuse to hire women with preschool-aged children while hiring men with such children.
NRLB v. Weingarten
1975 - Dealt with the right of a unionized employee to have another person present during certain investigatory interviews.
Lechmere, Inc. v. NLRB
1992 case in which the U.S. Supreme Court ruled that an employer cannot be compelled to allow nonemployee organizers onto the business property.
UN Global Compact
1A voluntary corporate citizenship initiative endorsing 10 key principles that focus on four key areas of concern: the environment, anticorruption, the welfare of workers around the world, and global human rights.
Ledbetter v. Goodyear Tire & Rubber Co.
2007 case in which the U.S. Supreme Court ruled that claims of sex discrimination in pay under Title VII were not timely because discrimination charges were not filed with the EEOC within the required 180-day time frame.
Patient Protection and Affordable Care Act
2010 legislation aimed at reducing the number of uninsured individuals and decreasing health care costs
Peter Senge's The Fifth Discipline
5 Disciplines that foster learning: 1) Systems thinking 2) mental models 3) personal mastery 4) team learning 5) shared vision **make training tied to business objectives, continuous, both employee and managers take responsibility for training
Exec level leader competencies
5-20 yrs conducting long range strategic planning implementing org wide policy changes communication of a vision plan managing relationships with stakeholders
70-20-10 rule of training
70% challenging assignments 20% developmental relationships 10% coursework and training
Pareto Chart
80% of effects come from 20% of causes Distinguishes the "vital few" categories that contribute to most issues and the "trivial many"
National Labor Relations Act
A 1935 law, also known as the Wagner Act, that guarantees workers the right of collective bargaining sets down rules to protect unions and organizers, and created the National Labor Relations Board to regulate labor-managment relations.
Labor-Management Reporting and Disclosure Act
A federal law enacted in 1959 that established a system of reporting and checks intended to uncover and prevent fraud and corruption among union officials by regulating internal operating procedures and union matters. Also known as Landrum-Griffin Act.
Labor Management Relations Act
A federal law, enacted in 1947 as an amendment to the NLRA, that prohibits requiring employees to join or continue membership in a union as a condition of employment. Also known as Taft-Hartley Act.
Cash Flow Statement
A financial statement that shows the flow of money in and out of the business. 1) Operations: depreciation, income from sales, AR&AP 2) Investing: negative flow 3) Financing: Borrowing/positive flow
Emergent Theory of Leadership
A leader gradually & naturally emerges & exerts influences over others
Vicarious Liability
A party can be held liable for the wrongful actions of another party
job ranking method
A procedure for developing a wage structure that involves ranking the various jobs in a hierarchy of job worth and then assigning monetary values to them. + simplest & cheapest + best for small orgs
Secondary Risk
A risk that arises as a direct result of implementing a risk response.
Path-Goal Theory of Leadership
A situational leadership theory in which a leader performs the behavior needed to keep the team on track towards their goal
Strategic Fit
A state in which an organization's strategy is consistent with its external opportunities and circumstances and its internal structure, resources, and capabilities.
Multicriteria Decision Analysis
A technique that utilizes a decision matrix to provide a systematic analytical approach for establishing criteria, such as risk levels, uncertainty, and valuation, to evaluate and rank many ideas.
Gantt Charts
A visual representation of all the tasks in a particular project plotted against the timescale. As a planning and scheduling tool, it allows project managers to monitor progress.
Economically Dependent Worker
A worker who is formally self employed but who derives most income from one employer
Forced Choice
Category Rating system Appraiser must check 2 of 4 statements - 1 that EE is most like, and 1 that EE is least like
RACI Matrix
An org structure analysis 1) Responsible (perform the activity) 2) Accountable (in charge of the activity & reports progress to mgmt) 3) Consulted (provides advice or info on task) 4) Informed (members who only receive progress info)
Checklist
Category Rating system check the statements that describe the EE
Value creation
An org's success in meeting its strategic goals through activities that create, retain, & increase value
Stakeholder concept
An organization operates within a complex environment in which it affects and is affected by a variety of forces or stakeholders who all share in the value of the organization and its activities.
Risk Position
An organization's desired gain or acceptable loss in value.
SAGE (Self-Assessment for Global Endeavors)
Assists employees considering global assignments to evaluate 3 ares 1) Self 2) Career 3) Family
Employee Surveys
Attitude Surveys: determine perceptions on culture, mgmt, compensation, diversity, etc. Opinion Surveys: measure specific issues Engagement Surveys: focus on job satisfaction, commitment, & moral
Cultural Orientations Indicator (COI)
Assess work style & cultural preferences and provides advice on development
Incremental Budget
AKA Line Item The prior budget is the basis for the next budget, which is increased by a set percentage
Leadership
Ability of an individual to influence a group or another individual toward the achievement of goals and results.
Global Mindest
Ability to take an internationally inclusive mindset in which cultural differences are not ignored, but appreciated
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.
Employee Retirement Income Security Act (ERISA)
Act that established uniform minimum standards for employer-sponsored retirement and health and welfare benefit programs.
Employee Polygraph Protection Act
Act that makes it unlawful for employers to use polygraphs in employment decisions except for a few narrowly defined exceptions for "security-sensitive" positions.
Fair Credit Reporting Act
Act that protects privacy of background information and ensures that information supplied is accurate.
Sympathy Strike
Action taken in support of another union that is striking the employer.
Career Planning
Actions and activities that individuals perform in order to give direction to their work lives with a focus on the individuals goals and responsibilities
Strategic Management
Actions made to move an org toward the goals and create value for stakeholders
Just in time Assignee
Ad hoc, contract assignees
Positive Punishment
Added requirement i.e. forced counseling
Workforce Management
All activities needed to ensure that the skills, knowledge, abilities, and performance of the workforce meet current and future organizational and individual needs.
Pilot Testing
Allows for evaluation of: - Content detail & sequence - Effectiveness and cultural appropriateness - Time allotted - Space available
Best of Breed
An approach used by organizations in which they procure the best systems for each application, regardless of the vendor, and then build interfaces among them.
Short Term Assignee
An assignee that goes to another country for a period of less than 1 year without moving family
Payrolling
Approach that allows an organization to refer individuals it wants to hire to an agency. The agency hires them to work for the organization and provides payroll and tax services for either a fixed fee or a percentage of the salary, which is generally less than a traditional temp agency fee.
Reynolds change in staffing patterns (Expats to Locals)
As time goes on within an org, you have a change in staffing approaches. - Expats are frequent in the beginning and taper off as time goes on - Local Nationals start off slowly when entering a new market, but increase steadily into the future - Local nationals that become global resources don't start occurring until later on in the org lifecycle, but increase steadily once they appear
Extinction
Avoiding/Ignoring violations until they stop
Cultural Noise Bias
Bias that occurs when candidates answer questions based on what they think the interviewer wants to hear instead of what they believe or know about themselves.
Negative emphasis
Weighting a small negative reaction or piece of information more than it should objectively merit.
Exempt status salary minimum
Exempt individuals must make a minimum of $455/week
Workforce Analysis
gathers data on current workforce and forecasts future needs
Title 7 of the Civil Rights Act of 1964
Banned discrimination in employment on the basis of race, color, religion, sex or national origin. Holds to ERs with > 15 EEs
Blake & Mouton's Managerial (Leadership) Grid
Behavioral leadership model, designed to explain how leaders help organizations to reach their purposes
Behavioral v Competency Based Interviews
Behavioral: focus on previously handled scenarios and the description of the situation, action take, & outcome Competency: focus on competency of the role & asks for examples of when candidate experienced those
Sourcing
generates a pool of applicants to recruit from via internal & external advertising
Market-based evaluation
Method similar to job evaluation systems that evaluates jobs based upon their market value.
Short-term assignees
On assignment for less than a year but more than a few weeks, often without moving the family
Dual career ladders
Career development programs that identify meaningful career paths for professional and technical people outside traditional management roles.
Career Planning v Career Management
Career planning focuses on individual needs and interests Career management focuses on future org needs and career path options
Most critical piece of effective performance management
Clarity of performance standards
Coaching v Mentoring
Coaching: one on one discussions between EE and an experienced individual Mentoring: developmentally oriented relationship between 2 individuals
Tripartism
Collaboration of government, employers, and unions in labor negotiations.
Forced Distribution
Comparative Rating system Bell curve
Paired Comparison
Comparative Rating system Compares each EE against everyone else one at a time
Ranking
Comparative Rating system rank EEs highest to lowest
Systems Thinking
Conceptual framework that makes patterns clearer and helps one see how things interrelate and how to change them.
National Federation of Independent Business v. Sebelius
Considers 2 keys of ACA 1) Medicade Expansion: it is illegal to tie federal funds on the condition of complying with the expansion 2) Individual Mandate: requires you to buy private health coverage if you are non-exempt and not covered through your employer or government
Service Level Agreement
Contracts specifying the level of service provided in terms of performance, warranties, disaster recovery, and so on.
Primary activities in the value chain
Contribute directly to the end result
International Company
Coordinated Federation Ethnocentric Low GI & low LR weak links between HQ & subsidiaries No need to increase efficiency or tailor products to local markets Best for strong global brands w/ a specialized product & weak competition
Maturity curves
Correlate pay with time spent in a professional field such as teaching or research.
Faragher v. City of Boca Raton
Court made it clear that employers are responsible for preventing and eliminating harassment at work Court ruling that distinguished between supervisor harassment that results in tangible employment action and supervisor harassment that does not.
Performance based/Merit pay system
Pay for performance - must be valuable to EE & linked clearly to role
OECD (Organization for Economic Cooperation and Development)
Created guidelines for MNE CSR that covers disclosure and transparency, workforce relations, environment, bribery, consumer interests, & access to STEM
Multidomestic Company
Decentralized Federation Polycentric Low GI & High LR Weak links between HQ & subsidiaries, which are autonomous independent businesses that mirror the home country enterprise in foreign locales High HQ control, but local leaders can adapt policies as needed
Delphi Technique
Decision making technique in which the facilitator starts with 1 key question and everyone anonymously submits their idea for resolution. These ideas are then sent back to the group to refine & comment on. The process is repeated until no more ideas are submitted, at which time the group comes together
Efficiency v Effectiveness
Efficiency: deals with activities Effectiveness: deals with end results
regression analysis
Determining if a relationship exists between variables and if so, the strength of the relationship
Workforce planning
Process of analyzing the organization's workforce and determining steps required to prepare for future needs.
The J Curve of change management
Process of change and its impact on productivity over time (first it takes a dip, and then it starts to improve)
Yield Ratio
Desired Data/Total Data i.e. Female Applicants/Total Applicants
ADDIE Model Implementation
Delivery of the program via pilot testing, content revisions, translation & interpretation, instructor selection, & logistical concerns
Cultural Synergy
Determine if a conflict is cultural in nature and identify what led to the dilemma. Then, craft alternatives from similarities
Forcefield Analysis of Change
Developed by Kurt Lewin, this theory analyses the forces that help (driving) and those that hinder (restraining) change initiatives and desired organizational outcomes. Think of an automobile: Driving forces are the ""gas""; Restraining forces are the brakes. You have to address both to move the vehicle forward. Push the gas (drive forward) and release the brake (clear barriers - restraining forces).
Talent Management
Development and integration of HR processes that attract, develop, engage, and retain the knowledge, skills, and abilities of employees that will meet current and future business needs.
Formula Budget
Different units receive varying percents of the budget and funding is changed by a specific amount
Total rewards
Direct and indirect remuneration approaches that employers use to attract, recognize, and retain workers.
Reliability
Does the test gather consistent results
Waiting Time
Doesn't need to pay if you arrive early and is not working until shift If waiting in the middle of the day because machines are down, pay is needed
Risk Matrix
Doesn't reflect the degree to which an org is protected against each risk
Net Income
EBIT - Interests & taxes
Person based pay system
EE characteristics, rather than how the job is performed, determine pay - Knowledge based (scientists or teachers) - Skill based (production) - Competency based (professional groups)
Differential Piece-Rate pay Plan
EE received 1 piece rate up to a standard output and more for exceeded output
Straight piece-rate pay system
EE received a base rate and comp for amount produced
EEOC & EEO Act
EEO Act gave EEOC ability to backup its administrative findings with litigation
For surveys too succeed:
EEs must be: - Aware of their purpose - Surveyed on specifics - Guaranteed confidentiality - Given feedback on results
Phantom Stock
ER pays a cash award to EE in units that mimic stocks and awards of cash are given as that stock price goes up
Worker Adjustment and Retraining Notification Act (WARN)
ERs must give 60 days advance notice of plant closure or mass layoffs
According to Goleman, what leadership attribute separates good leaders from great leaders?
Emotional intelligence
Global Integration
Emphasizes consistency of approach, standardization of processes, and a common corporate culture across global operations - takes advantage of economies of scale
Herzberg's Motivation-Hygiene Theory
Employees have 2 categories of needs for motivation to occur 1) Hygiene Factors (extrinsic): factors that surround the job i.e. job security, pay, conditions, coworker relations 2) Motivation Factors (intrinsic): factors in the job itself i.e. opportunity for recognition, achievement, growth Hygiene satisfies an employee to stay, but does not motivate them to improve
Burlington Industries, Inc. v. Ellerth
Employers are liable if supervisors create a hostile work environment for employees. Court ruling that distinguished between supervisor harassment that results in tangible employment action and supervisor harassment that does not.
Recruiting
Encouraging the right quantity and quality of candidates to apply
Cultural Alignment of total rewards
Entitlement Oriented: length of service is rewarded Contribution Oriented: pay for performance
Selection
Evaluating the most suitable candidates for a role based on position criteria
Zero-Based Budget
Every budget begins at zero and funds are allocated based on each operation's priority ranking
Zero based Budgeting
Everyone's budget starts at zero and departments must present a case on how their budget will help the org's goals. Each department is then given a priority rating
Trend Analysis
Examines data from different points in time to determine if a variance is an isolated event or if it is part of a longer trend.
Direct Threat Standard
Exception to the ADAAA Allows ERs to exclude individuals that pose a direct threat to themselves or others and if that risk can't be reduced by a reasonable accommodation
Annualized Loss Expectancy (ALE)
Expected monetary loss for an asset due to a risk over a one-year period SLE x Annualized Rate of Occurrance
Explicit V Tacit Knowledge
Explicit: Shared through data or learning intervention - Saved in org via databases Tacit: personal & experience based - Saved in orgs via meetings or EE connections
Group Interview Styles
Fishbowl: Candidates work together on a real like work scenario Panel: candidate is interviewed by a group of individuals
Days to Fill & Recruiting Efficiency
Focus on: - Cost Efficiency - Quality - Speed
McKinsey 7-S Goal Framework
For an org to achieve its goals, 7 elements must align 1) Structure: the way work is divided 2) Strategy: the plan to improve competitive position 3) Systems: the operating procedure 4) Style: orientation of leaders 5) Staff: the way employees are managed/developed 6) Skills: current competencies 7) Superordinate Goals: the org's values
Codetermination
Form of corporate governance that requires a typical management board and a supervisory board and that allows management and employees to participate in strategic decision making.
Formal v Informal Mentoring
Formal: developed in response to a specific org need and involves strategic matching of mentors & program guidelines with a specific deadline Informal: organic mentoring relationship forms
Front-Back Functions or orgs
Front: defined by location or customer type Back: defined by products or business units
GI - LR Matrix
Global Integration - Local Responsiveness Driven by four factors: -Market Drivers -Cost Drivers -Governmental Drivers -Competitive Drivers Vertical Axis is Integration Horizontal Axis is LR Top L: Global-Strong links btwn HQ and subsidiaries. Top R: Transnational-Strong links between HQ and subsidiaries and amoung subsidiaries. Bottom L: International-Weak links between HQ and dependent subsidiaries. Bottom R: Multidomestic-Weak links between HQ and autonomous subsidiaries. Extent to which underlying operations such as IT, Finance, or HR integrate across locations.
Transnational Company
Glocalization Geocentric High GI & High LR Strong links between HQ & Subsidiaries & among subsidiaries Pressure to standardization & localization Shared knowledge & best practices while adapting to local preferences
Goal Setting Theory
Goals should be specific & clear, significant, & sufficiently challenging to allow for growth
Finance
How org uses its financial assets to operate in short & long term - support initiatives by controlling budgets - provide financial analysis used in strategy - managing org "treasury" through investments & borrowing
Utilitarian
Greatest good for the greatest number. AKA common good approach
Griggs v. Duke Power Company
Griggs claimed Duke's policy discriminated against african american employees in violation of title VII of the 1964 Civil Rights Act. The intradepartmental transfer policy did violate the act. The standardized test prevented a number of African Americans from being hired and the court concluded that it was illegal for the Duke power company to give job preferences to whites (1971)
Gross Profit Margin
Gross Profit/Net sales
Summary Offense
Gross misconduct in which no prior warnings are required for termination so long as a proper investigation and hearing was preformed
Employee Enablement
Having people in the right roles and providing them with both the resources and support to get things done.
Halls theory of high and low context culture
High Context: require more detail & explanation in relationships & communication Low context: what you say is what you mean
Local Hires
Hired locally in subsidiary countries (and are also known as HCs, host-country nationals)
Global Company
Hub & Spoke High GI & Low LR Regiocentric strong link between HQ & subsidiaries HQ has strong control & subsidiaries have little to no freedom to adapt Firms selling standard products with strong competition
Predictive Analysys
Identifying key metrics that improve hiring
Identity v Process Alignment
Identity: extent to which diversity is embraced & local products are offered Process: extent to which operations are integrated across location with the same metrics and tech systems You can be highly diverse in identity but not in process or vice versa
On Call/Standby Work
If ER restricts EEs activities and doesn't allow any personal business - these hours are time worked
Dodd-Frank Amendment
If adverse action is taken regarding an EEs credit check, the ER must notify the EE with the credit score results and the consumer reporting agency
Prep/Concluding Activities
If task is performed for ER benefits and is an integral part of EE job (put on PPE, delivery for ER on way home) it is paid
6 Sigma Project management
Improves quality
EEOC Complaint Process
In cases of alleged discrimination, the following complaint process is used: *The EEOC sends a letter that informs the respondent that a charge was filed and includes a copy of the charge and requests further information *The EEOC reviews the charge *The EEOC makes a determination as to whether there is reasonable cause to believe that discrimination has occurred -If no reasonable cause: The EEOC notifies both the charging party & the respondent. The charging party is given notice of the right to sue w/in 90 days -If reasonable cause: The EEOC works with the employer to achieve a voluntary solution. Requires the employer to provide the appropriate remedy for the discrimination. Charge is settled or may go to litigation with EEOC or private court. -If EEOC does not make a determination: Charging party has right to request right-to-sue letter after 180 days. Charging party must file suit in court within 90 days.
Current Liquidity Ratio
Indicates the level of working capitol (ideal is higher) current assets/current liabilities
Internal Recruiting Costs
Internal resources for recruiting i.e. salary of recruiting team, talent acquisition system costs
Caux Principles
International business principles set on: 1) Human Dignity 2) Kyosei (living & working together for the common good)
Key research approaches
Interviews Focus groups Surveys Observations Existing data
job classification method
Job descriptions are written and ranked into grades by an evaluator + best for large orgs + easy for EEs to understand - ambiguous
Job-content-based job evaluation
Job evaluation method in which the relative worth and pay structure of different jobs are based on an assessment of their content and their relationship to other jobs within the organization.
Job specifications
KSAs needed to succeed
Lagging v Leading Metrics
Lagging: look backwards at what was accomplished Leading: deal with performance that will impact future results
Due Process
Laws are enforced through accepted, codified, procedures to avoid abuse of power
career development
Process by which employees progress through a series of stages in their careers, each of which is characterized by relatively unique issues, themes, and tasks.
Trait Theory of Leadership
Leaders are assigned based on inherent personality personalist traits, wisdom, & political skills + Some traits do commonly appear with leaders - No proven correlation of success - Discourages the development of leadership skills
Situational Leadership
Leaders can flex behaviors to meet the needs of unique situations based on employee maturity 1) Relationship Behavior - support employees psychologically 2) Task Behavior - provide guidance on task completion
Behavioral School of Leadership & key behaviors
Leaders influence through certain behaviors: 1) Consideration - employee centered (meeting the social and emotional needs of the group) 2) Initiating Structure - Job oriented (focus on task goals)
Participatory Learning
Learning interacts with the instructor/group - Case Studies - Round Robin (participants compete one at a time to answer a question & the loser is eliminated) - Role Play - Structured Exercise (participants complete tasks similar to what they'd see on the job) - Simulations (participants perform an assigned role in a complex, real life scenario) - Fishbowl (one group sits in a circle to discuss a topic while the other group observes) - T Groups/Sensitivity Training (a group investigates and explores patterns of authority/communication amongst themselves)
Equal Pay Act of 1963
Legislation that requires employers to pay men and women equal pay for equal work skills, effort, responsibility, and conditions
Kirkpatrick's 4 Levels of Training Evaluation
Level 1: reaction - how participants felt about the training Level 2: learning - how participants increased or otherwise changed their knowledge, skills and attitudes Level 3: behavior - how participants changed their behavior on the job Level 4: results - how the program affected the organizational goals
Expectancy Theory of Motivation
Level of effort depends on 3 factors 1) Expectancy: a certain effort will lead to a particular level of performance 2) Instrumentality: A specific action leads to a specific reward 3) Valence: strength of one's desire for an outcome
debt to assets ratio
Leverage ratio of exposure to risk from debt. If >1, an org has more debt than assets total liabilities/total assets
ADA Amendments Act (ADAAA)
Makes it easier to gain protection under the definition of a disability - Impairment that substantially limits life events - Have a record of the disability - Is regarded as having a disability
Leader vs. Manager
Manager - Plans activities, organizes resources, directs tasks Leader - Models group values, challenges the status quo, inspires & motivates others
Primary focus of organizational development
Managing change and disrupting the status quo
Marketing v sales
Marketing - positioning products Sales - selling products
Productivity Based pay System
Pay is determined by the employee's output Useful if: - output can be measured - relationship between EE effort and output exists - job is standardized & workflow is regular - Quality < quantity - costs are known
AR Turnover
Measures efficiency of debt collection Net Credit sales/average AR
Intercultural Development Inventory (IDI)
Measures intercultural competence to access cultural development along a continuum
Benefits of mentoring
Mentee: guidance, encouragement, support, skill development, exposure to new ideas, & increased visibility in org Mentor: leadership development, opportunity to reflect on own goals, recognition as an SME Org: identification of emerging talent, engagement of hipots, improved morale and brand
High v Low level leaders
Mentor v Director Facilitator v producer Innovator v coordinator broker v monitor
Key risk indicators (KRIs)
Metrics that provide an early signal of increasing risk exposures in the various areas of an enterprise.
Point-factor method
Most commonly used method of job evaluation; it involves using specific factors such as skills, responsibilities, effort, working conditions, supervision of others to evaluate job worth + best for orgs with resources + produce defensible outcomes - complex and time consuming - hard to explain
Risk Level
Probability of occurrence x Magnitude of impact
Critical Incident
Narrative Rating system Both + and - EE actions are recorded
Field Review
Narrative rating system HR interviews supervisors on EE performance and then reviews and ranks them
Restricted stock grants
No requirement to buy stock, it is a gift of stock that will be lost if requirements are not met
Meals and Breaks
Not federally covered, but 5-20 minute breaks are hours worked
Employee absence rate
Number of days in month/Average number of employees during month Number of days
Experiental Learning
OTJ learning, which provides the majority of development
Primary goal of supply analysis
Obtain a snap shot of the current talent pool
Pay compression
Occurs when there is only a small difference in pay between employees regardless of their experience, skills, level, or seniority; also known as salary compression.
Integrated Solution
One IT system for all HR needs
Mental Modes
One of Peter Senge's five disciplines of learning organizations, which describe deep-seated beliefs that color perceptions and affect how individuals see the world around them and react to it.
Repatriate
One who returns from assignment
For effective information management, a balance must be struck between:
Openness and security
Vision
Org's future hopes & image
Hybrid structure
Organizational structure that mixes elements of the functional, product, and geographic structures. - used when org 1st goes global or enters new markets
Orientation V Onboarding
Orientation: EE becomes familiar with the org and helps to develop a realistic image Onboarding: 1st month of the job helps EE develop a positive working relationship
nominal group technique
Participants suggest ideas until no further suggestions are made. At that time, the group sorts through to eliminate redundant or irrelevant items until only core ideas are left
self-determination theory
People have a desire to grow and are self motivated by: 1) Competence: a desire to master a task 2) Relatedness: Interact & be a part of a group 3) Autonomy: control of one's own life
Value Chain
Process by which an org creates their product or service (aka business model)
Virtual-world simulations
Place learner in office setting to address real life challenges in a low risk way
4 motivational states (Positive & Negative)
Positive: 1) Empowerment: employees are optimistic in their ability to improve 2) Resilience: tempered optimism & pessimism built on the ability to attribute success & failure causes accurately & realistically Negative: 1) Learned Helplessness: one fails so often they believe they cannot succeed 2) Aggression: repeated failure is caused by external factors & leads to hostility
Authoritarian Culture
Power resides with top-level management
Career management
Preparing, implementing, and monitoring employees' career paths, with a primary focus on the goals and needs of the organization.
Dilemma reconciliation & the 4 Rs
Process of charting a course through cultural differences by using the 4 R's 1) Recognize: create awareness of cultural differences 2) Respect: Appreciate diversity 3) Reconcile: resolve differences to find a common path 4) Realize * Root: impement & reward actions
Org development
Process of enhancing the effectiveness of the org through planned intervention
4 P's of Marketing
Product, Price, Place, Promotion
EBITDA Margin
Profitability margin of Mgmt performance EBITDA/Total Sales
simple linear regression
Projection of future demand based on a past relationship; involves a single variable.
Uniformed Services Employment and Reemployment Rights Act (USERRA)
Protects vets employment if they are called to leave
KPMG Survey of Corporate Responsibility Reporting
Provides a detailed examination of the extent of reporting worldwide, what is being reported on, and quality of those reports
National Defense Authorization Act
Provides additional FMLA leave for military families, expanding FMLA to include employees caring for an injured service member as well as those who have a family member called to active duty.
Upside risk
Provides an opportunity that arises out of uncertainty of outcomes (i.e. an early completion date)
Fair and Accurate Credit Transactions Act (FACT Act)
Provides relief to ERs using 3rd party to conduct workplace investigations and ERs no longer need to get EE consent prior to investigations
Push v Pull Training
Push: traditional, classroom setting Pull: utilizing a variety of mediums to provide readily available access to training
ISO 26000 standards
Quality standard for CSR with no compliance
Key performance indicators (KPIs)
Quantifiable measures of performance used to gauge progress toward strategic objectives or agreed standards of performance.
Brownfield operation
Re purposing old operation
Influencing
Relying on one's power to change other's perspectives
Freedom of Association
Right for workers to unite to promote desired employment conditions as a group
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Training Delivery Methods
Self Directed Instructor Led On the Job Blended Learning
Cross-Cultural Adaptability Inventory (CCAI)
Self scoring assessment that helps individuals identify their strengths and weaknesses within 4 areas 1) Adapting to new situations 2) Interacting with others 3) Tolerating Ambiguity 4) Maintaining self in new situations
Pension Benefit Guaranty Corporation (PBGC)
Set up by ERISA to insure payment of benefits in the event that a private-sector defined benefit pension plan terminates with insufficient funds to pay the benefits.
Work to rule
Situation in which workers slow processes by performing tasks exactly to specifications or according to job or task descriptions.
Fielder's Contingency Theory
Situational leadership theory that states a leader is most effective when the leader's skills match task & team needs creating "situational favorableness"
Software as a Service (SaaS)
Software that is owned, delivered, and managed remotely and delivered over the Internet to contracted customers on a pay-for-use basis or as a subscription based on use metrics.
Belbin's model of solo & team leadership
Solo Leadership - Interferes in everything, expects leaders to conform, collects "yes men," directs member activities, sets objectives Team Leadership - delegates team roles, embraces diverse styles, encourages constructive disagreement, develops growth, creates vision
Globalist
Someone that spends their entire career on international assignments
Management by Objectives (MBO)
Special Rating system a process of setting mutually agreed upon goals and using those goals to evaluate employee performance
Behaviorally Anchored Rating Scale (BARS)
Special Rating system describes examples of desirable & undesirable behavior and measures it against a scale of performance + allows for more accuracy and clearer standards with independent dimensions - A different BARS is needed for each job category
SMARTER goals
Specific, Measurable, Attainable, Relevant, Time bound, Evaluated and Revised
Globalists
Spend their entire careers in international assignments, moving from one locale to another
Root cause analysis
Starts with a result and works backward. Each cause is analyzed to identify a preceding cause.
General Duty Clause
Statement in Occupational Safety and Health Act that requires employers subject to OSHA to provide employees with a safe and healthy work environment.
Variance analysis
Statistical method that identifies the degree of difference between planned and actual performance.
Strong vs Weak HR
Strong - develop & coach others, build positive relationships, model values, have functional expertise Weak - Focus internally vs. externally, lack long term perspective, don't anticipate or adjust to change, resist "stretch" goals
Structured and unstructured interviews
Structured: ask exactly the same questions to each candidate, more accurate and easier. Unstructured: open-ended, more of a conversation, less accurate. Semi-structured: Many companies are using a mix of the two to cover ambiguous questions.
Passive Learning
Students are taught in a non stimulating and inactive atmosphere.
Workforce Analysis Process
Supply Analysis, Demand Analysis, Gap Analysis, Solution Analysis
Renumeration surveys
Surveys that collect information on market compensation and benefits practices - Internal: develop own survey to shape the design, but competitors may not be willing to share their data - External: draw on databases of industry benchmarks, but org has no ability to customize
Negative Punishment
Suspension, removal, promotion
Governance
System of rules and processes set up by an organization to ensure its compliance with local and international laws, accounting rules, ethical norms, internal codes of conduct, and other standards.
High performance culture
Talent & innovation is key
Diversity Council
Task force created to define a diversity and inclusion initiative and guide the development and implementation process.
Hersey and Blanchard's situational leadership theory
Telling - used when employee lacks KSAs Selling - used when employee is capable of task, but requires explanation Participating - used when employee is capable, but manager supports brainstorming Delegating - used when employee no longer needs support
Behavioral Engagement
The effort employees put into their jobs - occurs when both Trait & State engagement are in place
Time based step rate pay system
The employee's pay rate is based on longevity in the job. Pay increases occur on a predetermined schedule. - Automatic: pay scale is divided into % steps - Step rate w/ variability based performance: size and timing of increase varies with performance - Combination: step increases occur up to a point and then are based on performance
Single Loss Expectancy
The expected monetary loss every time a risk occurs. Asset Value x Exposure Factor
Risk Management
The identification, assessment, and prioritization of risks followed by efforts to minimize, monitor, and control such events.
Trait Engagement
The inherent personality-based elements that predispose an individual to being engaged
Fiduciary Responsibility
The legal duty of a representative to manage property in the interest of the owner
Prima Facie Case
The minimum evidence sufficient to prove a case, prior to any rebuttal by the defense.
Retention Thresholds
The point at which a new employee exits the organization
Strategic Planning
The process of setting goals and designing a path toward a competitive position.
Business life cycle
The stages of growth and development a business can experience 1) Introduction 2) Growth 3) Maturity 4a) Renewal: change of offering, location, or plan 4b) No growth: don't change and accept low revenue 4c) Decline: Don't change and decline in revenue
pedagogy
The study of teaching children
McGregor's Theory X and Theory Y
Theory X - the assumption that employees dislike work, are lazy, avoid responsibility, and must be coerced to perform. Theory Y - the assumption that employees are creative, enjoy work, seek responsibility, and can exercise self-direction.
International Assignees
This is an international assignment that lasts more than one-year and includes full relocation. (traditional expat)
Pregnancy Discrimination Act
Title 7 amendment
Risk Scorecard
Tool used to gather individual assessments of various characteristics of risk (e.g., frequency of occurrence, degree of impact/loss/gain for the organization, degree of efficacy of current controls).
Gross Margin
Total Sales-COGS/Total Sales
Accounting
Tracking and reporting financial info - tracking revenue and expenses - maintaining records and audits - producing financial statements - compliance
International Assignee
Traditional expat
ADDIE model
Training design model conducive to any learning style - Analysis - Design - Development - Implementation - Evaluation
Training V Development
Training: providing KSAs specific to a job or task - used to fill short term skill gaps Development: prepares one for future responsibilities by increasing their capabilities in their current role - used to fill long term needs
Translation v Interpretation
Translation: conversion of written ward to a new language Interpretation: translation of spoken word
4 T's that help an org increase global mindsets
Travel, Teams, Training, & Transfers
Asynchronous Learning
Type of e-learning in which participants access information at different times and in different places.
Synchronous Learning
Type of e-learning in which participants interact together in real time.
Stress Interview
Type of interview in which the interviewer assumes an aggressive posture to see how a candidate responds to stressful situations.
Employment practices liability insurance (EPLI)
Type of liability insurance covering an organization against claims by employees, former employees, and employment candidates alleging that their legal rights in the employment relationship have been violated.
Genetic Information Nondiscrimination Act (GINA)
U.S act that prohibits discrimination against individuals on the basis of their genetic information in both employment and health insurance.
Older Workers Benefit Protection Act (OWBPA)
U.S. act that amended the Age Discrimination in Employment Act to include all employee benefits; also provided standards that an employee's waiver of the right to sue for age discrimination must meet in order to be upheld by a court.
Portal to Portal Act
U.S. act that defines what is included as hours worked and is therefore compensable and a factor in calculating overtime.
Drug-Free Workplace Act
U.S. law that requires federal contractors with contracts of $100,000 or more as well as recipients of grants from federal government to certify they are maintaining a drug-free workplace.
Groupware
Umbrella term for collaborative software apps - teleconferencing - videoconferencing - web conferencing - telepresence
Nonverbal Bias
Undue emphasis is placed on unrelated nonverbal cues.
Universal (Non)Leadership Characteristics
Universal Leadership Characteristics - Trustworthy, just, honest, foresight, encouraging, dynamic, motivator, confidence builder, dependable, win-win problem solver Universal Non-Leadership Characteristics - Loner, asocial, indirect, noncooperative, irritable, egocentric, dictatorial
Trompenaar's Cultural Dilemmas (7)
Universal/Particular - Universal: consistency, clarity, rule following - Particular: flexible, pragmatic, ambiguous Individual/Communitarian - Individual: freedom & opportunity to advance - Communitarian: loss of personal freedom for the benefit of the whole Neutral/Affective - Neutral: no public emotions - Affective: freedom of emotion Specific/Diffuse - Specific: open public life, but closed private life - Diffuse: access to public life only by introduction, but it comes with private life too Achieved/Ascribed - Achieved: value on accomplishments - Ascribed: valued on who you are and who you know Sequential/Synchronic - Sequential: Sees time as linear & important to life where the future is more important than the past - Synchronic: sees time as something that can accommodate all tasks & deadlines flexibly, where the past & present is more important than the future Internal/External - Internal: individuals decide their own path - External: individuals are part of a larger design & can't create their own paths
GRI G4 Sustainability Reporting Guidelines
Universally accepted standard for global reporting of CSR Material Aspects
Upstream v downstream global decisions
Upstream: decisions are made at HQ for standardization Downstream: decisions are made locally for flexibility
Input-Process-Output Model
Used to analyze the impact a department change will have on internal and external environments - Inputs: Factors that can effect the outcome - Process: All possible methods available - Outputs: Desired strategic effect
ratio analysis
Using relationships between data to compare to a particular benchmark
Inconsistency bias
Varying a data gathering approach or tool so that data is selective rather than representative
Employee Resource Group
Voluntary group for employees who share a particular diversity dimension (race, religion, ethnicity, sexual orientation, etc.): also known as affinity group or network group. Also known as ERG.
Aon Hewitt engagement model
When EEs are engaged they will: Say: Speak positively about org Stay: intense sense of belonging Strive: Motivated to succeed
Strategic Drift
When an org fails to respond to environmental changes and is no longer focused on the strategic goals
Moral Hazard
When one person takes more risks because someone else bears the burden of those risks.
Principle Agent Problem
When the agent (worker or manager) doesn't act in the best interest of the principle (owner).
Line Units
Work groups that conduct major business of org
Performance grants
linking stock based comp to org performance to avoid deduction limits
Demographic Dichotomy
Workforce in emerging countries becoming disproportionately young, but in developing countries, aging rapidly.
Lockout
a company tool to fight union demands by refusing to allow employees to enter its facilities to work
Pull Learning
a continuous process where training is pulled seamlessly through computers anywhere, at anytime
Learning Culture
a culture in which learning is rewarded, promoted, and supported by managers and organizational objectives
Licensing
a local firm is given the rights to sell a product (low risk entry into the new market, but you have no control over licensees actions)
Jurisdiction
right of legal body to rule over a region
Incremental budgeting
aka line item budgeting, is based on the prior year's budget being increased by a set percentage
IDPs are most effective when they
align with org needs reflect an accurate assessment of EEs current strengths & weaknesses focus on linking development activities and goals include feedback embraced by EE
1st impression error
allowing a 1st impression to cloud judgement
Halo/Horn Effect
allowing performances in specific areas to unfairly influence overall performance evaluation
Civil Rights Act of 1991
amended the original civil rights act, making it easier to bring discrimination lawsuits while also limiting punitive damages that can be awarded in those lawsuits
Factoring Data for geography
an adjustment used to look at national, local or regional results
Leveling Data
an adjustment used to only view the level of the org that you need (i.e. only the execs)
Ageing Data
an adjustment used to reflect movement that has occurred since the data was collected (increasing for inflation)
Green circle rates
an employee's pay is below the minimum of the range.
Turnkey operation
an existing facility is purchased without changes
Comparatios
an indicator as to how actual wages match, lead, or lag the target market = Pay rate/range midpoint <1 = lag >1 = lead
Learning Org
an org that has developed the capacity to continuously learn, adapt, and change
Engendering
an undesirable form of transactional engagement in which employees act engaged to be rewarded, but don't feel it
Level of laws
analyzing laws by their areas of control - National - Subnational - Extraterritorial - Regional/Supranational - International
Management Contract
another company is brought in to manage the daily operations, but strategic decisions remain with the host
Judgemental foreasts
apply expert judgement to info from past and present to predict future conditions and staffing needs
Job specification
describes the minimum qualifications a person must have to perform the job successfully
employee value proposition
describes the organization's intentions for creating value for both the employee and employer sides of the psychological contract. Should answer: 1) Why should I start working here 2) Why would I continue working here
Performance criteria
desired behavior and results
Key paradox of globalization today
despite depth & breadth of globalization, most EEs work within a few hundred kilometers of their birthplace
Covering
diversity without inclusion - org hires for diversity, but promotes assimilation
Blake-Mouton's Authoritarian Definition
do what you're told, not foster collaboration
Validity
does the test measure what it is supposed to measure
Cameron & Quinn's Market Org cultures
driven by competition & value results
Job content
duties and responsibilities
Lagging Indicator
effects that have already occurred and cannot be changes (ex. turnover rate)
Flow analysis
employees can flow in, up, down, across and out of an org
Participative culture
employees contribute to goal setting
Talent Pools
employees who meet a formal set of identification criteria
Database Management System (DBMS)
encompasses a variety of apps and electronically manages the stored date eliminates redundant data between systems
Portal
entrance to web based content
Single (Flat Rate) Pay system
every EE received a set rate regardless of performance or seniority
Process/Technological Org
focus on activities such as work flow and departmental coordination
Interpersonal Org
focus on work relationships between employees
Lean project management
focuses on eliminating waste and improves process flows
Industrial Action
forms of collective EE actions taken to protest ER actions in a way that interferes with an ERs ability to fulfill its commercial actions
Go Native
full embrace of local culture & work modes
Activity Based budget
funding is allocated based on the strategic significance of the specific activities in the department
COSO
help businesses establish, assess and enhance their internal control defines risk as having an adverse effect more compliance based
Business Process (B2B) Integration
helps share processes with external partners
Proactive org development interventions
identify & correct problems before they impact productivity
Critical Path Analysys
identifying the order & length of tasks to determine the earliest end date
Improper Deductions
if ER deducts an exempt EE salary with no intention to pay on a salary basis, OT is eligible
Employee leasing/Professional ER org
in a joint venture, and org transfers EEs at a discrete facility to the payroll of an EE leasing firm to lease back to them
Material Aspects
issues that are significant to business' economic, environmental, and social impacts and that substantively influence the assessments and decisions of its stakeholders
What does Reservation mean in the context of diversity and inclusion?
laws mandate a percentage quota or other special considerations for specified minority groups or ethnic communities, is often based on the concept that historic national discrimination against a given minority requires counterbalancing favorable "affirmative actions."
Blake-Mouton's Team Leader Definition
lead by positive examples & encouragement
Bloom's Taxonomy
learning objectives proceed in a hierarchical manner: - Knowledge/remembering facts - Recognition of content when it is shown differently - Application of learning to an example - Use learning content to analyze causes/outcomes in examples - Use content to create new solutions - Show the value of materials
Debt to Equity Ratio
leverage ratio of how an org is funding their growth total debt/shareholder equity
Franchising
licensing a trademark or product for a fee + royalties
Divestiture
pruning of an under performing part of the business
Job context
purpose of the job & place in the org
Contrast Effect Bias
rater compares an individual, not against an objective standard, but against other employees
Homebound
refusal to assimilate to local culture
Disparate Treatment
results when employees from protected groups are intentionally treated differently
defined contribution plan
retirement plan in which the employer sets up an individual account for each employee and specifies the size of the investment into that account - EE bears risk
Obstacles to leader development
slowly developing crises that don't force leaders to emerge Suppressive effects of large orgs reward systems value individuals over teams negative publicity associated with high visibility
External Recruiting Costs
spending outside of the org for recruiting i.e. agency fees, ads, job fairs, travel
SA 8000
standard for human rights in supply chain only standard with a compliance component
Mind mapping and affinity diagramming.
start with a core idea and build off of it, grouping similar ideas together until a clear relationship forms
Balance Sheet
statement of the org's financial position (assets, liabilities, equity) at a particular time
Cost per hire
sum of external costs + sum of internal costs / total number of hires in a time period
Secondary activities in the value chain
support primary activities
Forum/Jurisdiction Shopping
taking complaints to areas sympathetic to the cause
Benefits
tangible payments or services to cover EE life
Mechanistic Culture
tasks and responsibilities are defined clearly to employees and shaped by formal rules and standard operating procedures
Risk Appetite & Risk Tolerance
the amount of uncertainty the organization is willing to pursue or to accept to attain its risk management goals Appetite= acceptable or not Tolerance = defined range
Eprocurement
the business-to-business (B2B) online purchase and sale of supplies and services
situational favorableness is based on what key factors
the degree to which a particular situation either permits or denies a leader the chance to influence the behavior of group members 1) Leader-member relations are strong 2) Task structure & requirements are clear 3) Leader can exert the power needed to reach the group goal
Info Management
the function of gathering, accessing, synthesizing, evaluating, and disseminating info to aid in making decisions
Departmentalization
the grouping of jobs into working units usually called departments, units, groups, or divisions
Cultural determinism
the idea that all human actions are the product of culture, which denies the influence of other factors like physical environment and human biology on human behavior
Uniform Guidelines on EE Selection
uniform federal position to prevent discrimination in the selection process Must prove a discriminatory selection procedure is a valid predictor of measuring job success
E-Procurement
use of electronic communications and transaction processing when buying (or contracting for/tendering) supplies and services
Critical chain project management (CCPM)
used when resources can't be increased to meet deadlines and buffers must be built to accommodate the schedule
Agile Project Management
used when the assumption on which a project is based are unclear or may evolve as project work proceeds. Focus on 1 step and then assess next step from there
Cost per Hire Comparable
uses more general data to compare results across orgs
Cameron & Quinn's Adhocracy Org cultures
value entrepreneurship & risk taking
Cameron & Quinn's Clan Org cultures
value family among employees
Cameron & Quinn's Hierarchy Org cultures
value rules, efficiency, & stability
Learning Portals
web site that provides access to orgs database & present info from diverse sources in a unified way
Reverse Innovation
when companies initially develop products for niche or underdeveloped markets, and then expand them into their original or home markets
Bottom Line Concept
when the overall selection process does not have an adverse impact, the government will usually not examine the individual components of that process for adverse impact or evidence of validity
Rights Approach
will a decision violate basic human rights
Virtue approach
will the action promote or disrupt the decision maker's character development
General Strike
work stoppage
