4- Organization- Workforce Management
Which judgmental forecasting method requires a face-to-face meeting? Delphi technique Nominal group technique Regression analysis Trend and ratio analysis
Nominal group technique Rationale The nominal group technique uses a variety of individuals associated with the industry to forecast ideas and assumptions. This technique requires that the individuals meet face to face. The Delphi technique is performed individually but anonymously and is therefore not performed face-to-face. For more information, refer to Module Organization, Functional Area 7, Section 1
Senior management has determined that a reduction in force (RIF) is the only way it can address financial difficulties. Which action would best minimize the impact of the downsizing on the organization and employee morale? Allow employees to volunteer to be separated. Imply a chance that terminated employees might be called back. Treat separation volunteers as terminations. Constructively discharge the least productive employees.
Allow employees to volunteer to be separated. Rationale A reduction in force in which employees in selected task areas are allowed to volunteer for layoff has the potential to benefit both the organization and employees. For the organization, a voluntary RIF creates opportunities for restructuring and assists in meeting its fiscal responsibilities. For employees, a voluntary RIF may facilitate an employee's transition to retirement and an early "at will" separation can provide access to federal or state financial assistance for the pursuit of other career opportunities. For more information, refer to Module Organization, Functional Area 7, Section 2
What type of assessment is most likely to be conducted near the beginning of the development of a global staffing plan? Process analysis to decrease costs or improve effectiveness Analysis to determine the gap between the current staffing situation and future staffing resource requirements Trend analysis to predict future requirements based on experience Performance evaluations to assess performance against goals
Analysis to determine the gap between the current staffing situation and future staffing resource requirements Rationale One of the first steps in developing a global staffing plan is determining the gap between the current staffing situation and future staffing requirements. A trend analysis also may be useful as input to a staffing plan, but estimating future requirements based on experience may not adequately reflect changes in the staffing environment or corporate strategy. For more information, refer to Module Organization, Functional Area 7, Section 1
When planning major changes with the performance appraisal process, what would be most helpful in obtaining commitment from managers? Ask the managers what changes they think should be made. Have HR coach the managers on the use of the new process. Evaluate the OD effort. Conduct intergroup activity interventions.
Ask the managers what changes they think should be made. Rationale The first stage of designing an OD intervention requires determining the target audience's readiness for the upcoming change. In this case, soliciting management's input is a way to diagnose their readiness and obtain commitment. Then, managers could be involved in the design, implementation, and evaluation of the new performance appraisal process. For more information, refer to Module Organization, Functional Area 7, Section 2
What factors provide the best basis for determining future global staffing requirements? Corporate and HR strategic plans Staffing projections based on past experience Current experience with staffing requirements Combined average of the projections of individual country organizations
Corporate and HR strategic plans Rationale A common mistake is to weight too heavily past and current experience when forecasting future requirements. All of the items listed may be useful for predicting staffing requirements, but it is best to start with the requirements specified in the HR and corporate strategic plans, perhaps adjusting projections to reflect reasonable assumptions about how the environment may change. This will help ensure the alignment of staffing plans with corporate and HR strategy. For more information, refer to Module Organization, Functional Area 7, Section 1
Which stage in the workforce analysis process considers the business challenges an organization faces and creates a forecast of the organization's future workforce composition? Supply analysis Demand analysis Gap analysis Solution analysis
Demand analysis Rationale A demand analysis forecast should consider a myriad of internal and external business issues. These issues may include new services/product lines, competitive forces and expansion/constriction in marketplaces, anticipated workforce availability within geographic boundaries, and so forth. For more information, refer to Module Organization, Functional Area 7, Section 1
A supervisor hires a new employee, and, by the end of the first month, the employee is having performance problems. What is the first thing the supervisor should do? Ask HR to terminate the employee. Discuss performance issues with the employee. Put the employee on probation. Place a written warning in the employee's personnel file.
Discuss performance issues with the employee. Rationale The first thing the supervisor should do is have an honest discussion with the employee. Performance discussions should be held when needed, not just as part of a yearly performance appraisal. The employee must understand what is expected and why present performance is not adequate. For more information, refer to Module Organization, Functional Area 7, Section 2
A salesperson takes a personal phone call while a customer needs help. How should the owner give the salesperson feedback? Document the incident and discuss it during the performance review. Discuss the incident with the salesperson in private and remind the salesperson of the policy on personal phone calls. Gather the salespeople together, relate the incident, and explain why the behavior was wrong. Wait a few days and then discuss the behavior with the salesperson.
Discuss the incident with the salesperson in private and remind the salesperson of the policy on personal phone calls. Rationale Assuming an attitude of helpfulness rather than power is key when providing performance feedback. Discussing the incident with the employee immediately shows respect. During the discussion, it is necessary to specifically describe the behavior in question without passing judgment. For more information, refer to Module Organization, Functional Area 7, Section 2
What is the first step in developing a knowledge management system? Monitoring both the formal and informal knowledge management systems Choosing the technology Separating collections from connections Inventorying knowledge assets
Inventorying knowledge assets Rationale The first step in developing a formal knowledge management system is to inventory the types of knowledge assets that exist and the assets themselves. This can be a time-consuming and considerable task, and a system must be established to properly index and mark each asset. For more information, refer to Module Organization, Functional Area 7, Section 2
Which of these technologies has the primary mission of sharing information in meaningful ways to promote employee learning? Human resource information systems (HRIS) Communication platforms (such as webconferencing and video teleconferencing) Knowledge management systems Project management systems
Knowledge management systems Rationale Knowledge management systems are increasingly popular as a knowledge-sharing tool in organizations. These systems facilitate access and exchange of information and learning throughout the organization. For more information, refer to Module Organization, Functional Area 7, Section 2
What best describes the difference between replacement planning and succession planning? Replacement planning focuses on the short term; succession planning focuses on the long term. Replacement planning focuses on the long term; succession planning focuses on the short term. Replacement planning is optional; succession planning is necessary. Replacement planning is designed for individual countries; succession planning is designed to serve corporate headquarters.
Replacement planning focuses on the short term; succession planning focuses on the long term. Rationale Although the two overlap in practice, replacement planning focuses on the short term and succession planning focuses on the long term. Both are important within headquarters as well as nonheadquarters countries. For more information, refer to Module Organization, Functional Area 7, Section 2
What is the most productive focus for knowledge management? Developing new procedures and creating organizational policies Implementing change and committing to employee development Acquiring knowledge from outside sources and solving problems Sharing organizational learning and reducing knowledge loss
Sharing organizational learning and reducing knowledge loss Rationale Knowledge management programs typically focus on two key elements: expertise sharing and knowledge retention/reduction of knowledge loss due to employee attrition. For more information, refer to Module Organization, Functional Area 7, Section 2
An organization has four generations working side-by-side in the workplace. Which practice could alleviate management concerns that intergenerational tensions and a lack of camaraderie could undermine organizational success? Preventive health-care and wellness programs A flexible workplace Sustainability initiatives Succession planning
Succession planning Rationale Organizational success often depends on contributions from employees of all ages and the open sharing of knowledge and experience that will help prepare future organizational leaders. Succession planning could promote productive relationships, employee motivation, collaboration, and leadership development. For more information, refer to Module Organization, Functional Area 7, Section 2
Workforce planning is a technique used to help an organization reach its short- and long-term goals and objectives. The staffing needs analysis consists of four steps. What is the first step? Supply analysis Demand analysis Solution analysis Gap analysis
Supply analysis Rationale The needs analysis is a four-step process that begins with a supply analysis (Where are we now?), followed by a demand analysis (Where do we want to be?), a gap analysis (What is lacking?), and a solution analysis (What can we afford?). For more information, refer to Module Organization, Functional Area 7, Section 1
In organizations instituting strategic performance management systems, employees should be evaluated annually rather than on a continuous basis. be told about performance expectations. receive praise and recognition rather than monetary rewards. be rewarded equally regardless of the task performed.
be told about performance expectations. Rationale The organization must communicate what it wants employees to do, and these behaviors have to be translated into performance standards. When performance standards are communicated, they must be defined so all employees understand the expected behavior. For example, if innovation counts, it must be identified and measured, and employees must be given clear examples of what represents innovation. For more information, refer to Module Organization, Functional Area 7, Section 2
