SHRM-SCP

Software application that automates organizations' management of the recruiting process (e.g., accepting application materials, screening applicants).

Applicant tracking system (ATS)

e.g., formal, informal mentorship programs

Approaches to coaching and mentoring

e.g., representation on community boards, joint community projects, employee volunteerism).

Approaches to community inclusion and engagement

e.g., best practices for diversity training

Approaches to developing an inclusive workplace

1. scheduling 2. timekeeping 3. benefit enrollment

Approaches to electronic self-service for basic HR and people management functions

e.g., mergers and acquisitions, downsizing

Approaches to restructuring

The activities that enhance the knowledge, skills, abilities and other characteristics (KSAOs) and competencies of the workforce in order to meet the organization's business needs.

FUNCTIONAL AREA #4: Learning & Development

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

FUNCTIONAL AREA #5: Total Rewards

Type of labor environment in which multiple forces are at work in an organization, each with its own agenda, and in which conflict is overcome through negotiation.

Pluralism

System for identifying, evaluating and controlling actual and potential risks to an organization, and which typically incorporate mitigation and/or response strategies, including the use of insurance.

Risk management

considers an HR professional a driver of the organization's ethical environment—someone who ensures that organizational policies and practices reflect ethical and organizational values.

"Ethical agent" subcompetency

Describes the ethical pressures of professional relationships, and encourages HR professionals to act ethically and perform their jobs in light of the core values of their organization.

"Professional integrity" subcompetency

Understands information provided by others

Listening

Demonstrates high levels of integrity in professional relationships and behaviors.

Personal integrity

Act of replacing employees who are leaving an organization. Attrition or loss of employees.

Turnover

Critical Evaluation's 4 subcompetencies:

1. Data advocate 2. Data gathering 3. Data analysis 4. Evidence-based decision-making

Individual development plans (IDPs)

A HR professional proficiency indicator

Recruiting tool used to communicate good and bad aspects of a job; used to provide prospective employees a realistic view of what the job entails.

A Realistic Job Preview (RJP)

A set of competencies that collectively defines the requirements for effective performance in a specific job, profession or organization.

A competency model.

A company structure in which the reporting relationships are set up as a grid, or matrix, rather than in the traditional hierarchy. In other words, employees have dual reporting relationships - generally to both a functional manager and a product manager.

A matrix organizational structure:

Instructional systems design (ISD) framework consisting of five steps that guide the design and development of learning programs.

ADDIE (analysis, design, development, implementation, and evaluation) model

Single Loss Expectancy (SLE) X Annualized Rate of Occurrence (ARO) Annualized Rate of Occurrence (ARO) is a number that represents the estimated frequency in which a threat is expected to occur. ... Single Loss Expectancy (SLE) is the value in dollars that is assigned to a single event.

Annualized Loss Expectancy (ALE) =

Designs, implements and promotes organizational policies and practices to ensure diversity and inclusion in the workplace.

Advocating for a diverse and inclusive workplace

Person who has applied for or formally expressed interest in a position.

Applicant

Umbrella term for the various approaches and techniques, other than litigation, that can be used to resolve a dispute (e.g., arbitration, conciliation, mediation).

Alternative dispute resolution (ADR)

The market perception of what it's like to work for an organization. In other words, it's the image that your prospective, current and past employees have in their minds about the employment experience at your company.

An employment brand:

Tools that add context or sub-classifying comparison groups to data so that the data can be used for decision support.

Analytics

The art and science of helping adults learn: Adults learn better from experience (even if they make mistakes). Adults favor a pragmatic approach and must be able to apply learning to solve a specific problem. Adults are most interested in learning things that have immediate relevance. Adults need to be involved in the planning and evaluation of their instruction.

Andragogy (Malcolm Knowles, 1968)

According to the Equal Employment Opportunity Commission (EEOC), it is unlawful to retaliate against job applicants or employees for: Filing or being a witness in an equal employment opportunity (EEO) charge, complaint, investigation or lawsuit. Discussing employment discrimination with a supervisor or manager. Answering questions during an employer investigation of alleged harassment. Refusing to follow directions from a supervisor that would result in discrimination. Resisting sexual advances or intervening to protect others. Requesting a disability or religious accommodation. Asking managers or co-workers about salary information to uncover potentially discriminatory wages.

Approaches to retaliation prevention

Method of alternative dispute resolution (ADR) by which disputing parties agree to be bound by the decision of one or more impartial persons to whom they submit their dispute for final determination.

Arbitration

consists of a standardized evaluation of behavior based on multiple evaluations, such as job-related simulations, interviews, and/or psychological tests. Job Simulations are used to evaluate candidates on behaviors relevant to the most critical aspects (or competencies) of the job.

Assessment Center

Process by which job candidates or employees are evaluated to determine their suitability and/or readiness for employment, training, promotion or an assignment.

Assessment center

Statement of an organization's financial position at a specific point in time, showing assets, liabilities and shareholder equity.

Balance sheet

Performance management tool that depicts an organization's overall performance, as measured against goals, lagging indicators and leading indicators.

Balanced scorecard

describe the KSAOs that facilitate the application of technical knowledge to job-related behaviors

Behavioral competencies

how HR professionals apply technical competencies or knowledge

Behavioral competencies =

Process by which an organization identifies performance gaps and sets goals for performance improvement, by comparing its data, performance levels and/or processes against those of other organizations.

Benchmarking

Mandatory or voluntary payments or services provided to employees, typically covering retirement, health care, sick pay/disability, life insurance and paid time off (PTO).

Benefits

Progression through a series of employment stages characterized by relatively unique issues, themes and tasks.

Career development

Conscious or unconscious beliefs that influence a person's perceptions or actions, which may cause that person to become partial or prejudiced.

Bias

Factor (e.g., gender, religion, national origin) that is reasonably necessary, in the normal operations of an organization, to carry out a particular job function.

Bona fide occupational qualification (BFOQ)

KSAOs needed to understand the organization's operations, functions and external environment, and to apply business tools and analyses that inform HR initiatives and operations consistent with the overall strategic direction of the organization.

Business Acumen

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

Business Acumen

• Business and competitive awareness • Business analysis • Strategic alignment

Business Acumen's three subcompetencies:

the behaviors, attributes and underlying knowledge necessary for HR professionals to identify, design, implement and evaluate HR solutions

Business Acumen, Consultation and Critical Evaluation

Applies business metrics, principles and technologies to inform and address business needs

Business analysis

Understands the organization's operations, functions, products and services, and the competitive, economic, social and political environments in which the organization operates.

Business and competitive awareness

Tool or document that defines a specific problem, proposes a solution, and provides justifications for the proposal in terms of time, cost efficiency and probability of success.

Business case

Raw data, internal and external to an organization, that is translated into meaningful information for decision makers to use in taking strategic action.

Business intelligence

Element or segment of an organization that represents a specific business function (e.g., accounting, marketing, production); also may be called department, division, group, cost center or functional area.

Business unit

Process by which a person or group provides a sustained commitment in support of a decision, approach, solution or course of action.

Buy-in

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

Employee value proposition (EVP)

Process by which organizations use visual tools or guides to depict prototypical or exemplary career possibilities and paths, in terms of sequential positions, roles and stages. A way for companies to develop internally the skills needed to achieve future business goals and, along the way, it benefits the company in other ways as well. It shows employees how they can advance in any given organization

Career mapping

Process by which employers provide employees with a clear outline for moving from a current to a desired position. The process used by an employee to chart a course within an organization for his or her career path and career development; requires taking an honest look at his or her career goals, skills, needed knowledge, experience, and personal characteristics.

Career pathing

Statement of an organization's ability to meet its current and short-term obligations, showing incoming and outgoing cash and cash reserves in operations, investments and financing

Cash flow statement

Team or structure that provides expertise, best practices, support and/or knowledge transfer in a focused area.

Center of excellence (COE)

Transition in an organization's technology, culture or behavior of its employees and managers.

Change initiative

Principles and practices for managing a change initiative so that it is more likely to be accepted and provided with the resources (financial, human, physical, etc.) necessary to reshape the organization and its people. Leads and supports maintenance of or changes in strategy, organization and/or operations.

Change management

A type of outsourcing where the outsourcing agreement is a collective arrangement between one vendor and multiple clients. From the perspective of the outsourcing globalization, co-sourcing is the process of outsourcing certain business activities to only one external vendor (Edguer & Pervan, 2004).

Co-sourcing

Focused, interactive communication and guidance intended to develop and enhance on-the-job performance, knowledge or behavior.

Coaching

Persons who exchange their work for wages or salary.

Employees

Process by which management and union representatives negotiate the employment conditions for a particular bargaining unit for a designated period of time.

Collective bargaining

1) the KSAOs needed to effectively communicate across a range of media (e.g., e-mail and oral presentations) and with a variety of audiences (e.g., internal and external stakeholders) 2) The KSAOs needed to effectively craft and deliver concise and informative communications, to listen to and address the concerns of others, and to transfer and translate information from one level or unit of the organization to another.

Communication

e.g., giving feedback, facilitating focus groups, facilitating staff meetings

Communication techniques for specialized situations

e.g., phone, e-mail, face-to-face, report, presentation, social media

Communications media

Concept that jobs primarily filled by women, which require skills, effort, responsibility and working conditions comparable to similar jobs primarily filled by men, should have the same classifications and salaries.

Comparable worth

Employee Retirement Income Security Act of 1974 (ERISA); Fair Labor Standards Act of 1938 (FLSA; Wage-Hour Bill; Wagner-Connery Wages and Hours Act) and amendments; FLSA; Wage-Hour Bill; Wagner-Connery Wages and Hours Act) and amendments; Equal Pay Act of 1963 (amending FLSA Lilly Ledbetter Fair Pay Act of 2009; Ledbetter v. Goodyear Tire & Rubber Co. (2007).

Compensation laws examples

Clusters of highly interrelated attributes, including knowledge, skills, abilities and other characteristics (KSAOs), that give rise to the behaviors needed to perform a given job effectively.

Competencies

State of being in accordance with all national, federal, regional and/or local laws, regulations and/or other government authorities and requirements applicable to the places in which an organization operates.

Compliance

Method of nonbinding alternative dispute resolution (ADR) by which a neutral third party tries to help disputing parties reach a mutually agreeable decision (i.e., mediation).

Conciliation

Manages and resolves conflicts by identifying areas of common interest among the parties in conflict.

Conflict management

Situation in which a person or organization may potentially benefit, directly or indirectly, from undue influence, due to involvement in outside activities, relationships or investments that conflict with or have an impact on the employment relationship or its outcomes.

Conflict of interest

e.g., avoidance, competition, cooperation, conciliation

Conflict resolution styles

e.g., accommodate, avoid, collaborate

Conflict resolution techniques

(KSAOs) needed to work with organizational stakeholders in evaluating business challenges and identifying opportunities for the design, implementation and evaluation of change initiatives, and to build ongoing support for HR solutions that meet the changing needs of customers and the business

Consultation

KSAOs needed to work with organizational stakeholders in evaluating business challenges and identifying opportunities for the design, implementation and evaluation of change initiatives, and to build ongoing support for HR solutions that meet the changing needs of customers and the business.

Consultation

e.g., discovery, analysis and solution, recommendation, implementation), including the contributions of consulting to organizational systems and processes.

Consulting processes and models

Approach to evaluation and decision-making that utilizes data and research findings to drive business outcomes.

Evidence-based

Concept that a corporation has an impact on the lives of its stakeholders and the environment, encompassing such areas as corporate governance, philanthropy, sustainability, employee rights, social change, volunteerism, corporate-sponsored community programs and workplace safety.

Corporate social responsibility (CSR)

Approach to determining the financial impact of an organization's activities and programs on profitability, through a process of data or calculation comparing value created against the cost of creating that value.

Cost-benefit analysis (CBA)

The KSAOs needed to collect and analyze qualitative and quantitative data, and to interpret and promote findings that evaluate HR initiatives and inform business decisions and recommendations.

Critical Evaluation

Amount of time needed to complete all required elements or components of a task, determined by taking into account all project-task relationships.

Critical path

Basic beliefs, attitudes, values, behaviors and customs shared and followed by members of a group, which give rise to the group's sense of identity.

Culture

Provides high-quality customer service and contributes to a strong customer service culture.

Customer interaction

Uses the results of data analysis to inform the best course of action.

Evidence-based decision-making

directing, coaching, supporting, delegating

Example of people management techniques

Understands and promotes the importance and utility of data.

Data advocate

Analyzes data to evaluate HR initiatives and business challenges.

Data analysis

e.g., data integrity, confidentiality, security, disclosure

Data and information management

Understands how to determine data utility, and identifies and gathers data to inform organizational decisions.

Data gathering

glass ceiling The glass ceiling: a metaphor referring to an artificial barrier that prevents women and minorities from being promoted to managerial- and executive-level positions within an organization. The phrase "glass ceiling" is used to describe the difficulties faced by women when trying to move to higher roles in a male-dominated hierarchy. The barriers are most often unwritten, meaning that women are more likely to be restricted from advancing through accepted norms and implicit biases rather than defined corporate policies. "the first female to break through the glass ceiling in Engineering"

Demographic barriers to success

Effectively translates and communicates messages among organizational levels or units.

Exchanging organizational information

Works with business partners and leaders to design HR solutions and initiatives that meet business needs.

Designing HR solutions

Physical or mental impairment that substantially limits one's major life activities.

Disability

Differences in people's characteristics (e.g., age, beliefs, education, ethnicity, gender, job function, personality, race, religion, socioeconomic status, thought processes, work style).

Diversity

Requirement to thoroughly investigate an action before it is taken, through diligent research and evaluation.

Due diligence

Electronic media delivery of educational and training materials, processes and programs.

E-learning

Age Discrimination in Employment Act of 1967 (ADEA) and amendments; Americans with Disabilities Act of 1990 (ADA) and amendments; Civil Rights Acts; Equal Employment Opportunity Act of 1972; Uniform Guidelines on Employee Selection Procedures (1978) (29 CFR Part 1607); Griggs v. Duke Power Co. (1971); Phillips v. Martin Marietta Corp. (1971).

EQUAL EMPLOYMENT OPPORTUNITY Laws examples

Employer value proposition

EVP

(e.g., understanding organizational culture, understanding areas and limits of one's own expertise, setting reasonable expectations, avoiding overpromising).

Effective consulting techniques

Source Sender Receiver Message feedback

Elements of communication:

e.g. recruiting, talent management, compensation, benefits

Elements of the HR function

Ability to be sensitive to and understand one's own and others' emotions and impulses.

Emotional intelligence (EI)

Labor Management Relations Act of 1947 (LMRA; Taft- Hartley Act National Labor Relations Act of 1935 (NLRA; Wagner Act; Wagner-Connery Labor Relations Act); NLRB v. Weingarten (1975); Lechmere, Inc. v. NLRB (1992).

Employee Relations law examples

Employees' emotional commitment to an organization, demonstrated by their willingness to put in discretionary effort to promote the organization's effective functioning.

Employee engagement

Instruments that collect and assess information on employees' attitudes and perceptions (e.g., engagement, job satisfaction) of the work environment or employment conditions.

Employee surveys

Employment categories: salaried/ hourly, contract, temporary, interns

Employment categories:

The KSAOs needed to maintain high levels of personal and professional integrity, and to act as an ethical agent who promotes core values, integrity and accountability throughout the organization.

Ethical Practice

An individual who promotes and supports ethical behavior Cultivates the organization's ethical environment, and ensures that policies and practices reflect ethical values.

Ethical agent

e.g., transparency, confidentiality, conflicts of interest

Ethical business principles and practices

Set of behavioral guidelines that an organization expects all of its directors, managers and employees to follow, in order to ensure appropriate moral and ethical business standards.

Ethics

Works with business partners and leaders to identify business challenges and opportunities for HR solutions.

Evaluating business challenges

collection of candidates that are engaged and can be contacted when your relevant roles are created.

External talent pipelines:

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

FUNCTIONAL AREA #10: Technology Management

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

FUNCTIONAL AREA #11: HR in the Global Context

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

FUNCTIONAL AREA #12: Diversity & Inclusion

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

FUNCTIONAL AREA #13: Risk Management

Represents the organization's commitment to operate in an ethical and sustainable manner by engaging in activities that promote and support philanthropy, transparency, sustainability and ethically sound governance practices. Did some banks violate the principle of corporate social responsibility?

FUNCTIONAL AREA #14: Corporate Social Responsibility

Refers to the knowledge and application of all relevant laws and regulations in the United States relating to employment—provisions that set the parameters and limitations for each HR functional area and for organizations overall.

FUNCTIONAL AREA #15: U.S. Employment Law & Regulations

Involves the activities necessary for developing, implementing and managing the strategic direction required to achieve organizational success and to create value for stakeholders.

FUNCTIONAL AREA #1: HR Strategic Planning

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

FUNCTIONAL AREA #2: Talent Acquisition

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

FUNCTIONAL AREA #3: Employee Engagement & Retention

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

FUNCTIONAL AREA #6: Structure of the HR Function

Organizational effectiveness: The extent to which an organization is able to achieve its desired goals. Concerns the overall structure and functionality of the organization, and involves measurement of long- and short-term effectiveness and growth of people and processes, and implementation of necessary organizational change initiatives.

FUNCTIONAL AREA #7: Organizational Effectiveness & Development

Refers to HR practices and initiatives that allow the organization to meet its talent needs (e.g., workforce planning, succession planning) and to close critical gaps in competencies.

FUNCTIONAL AREA #8: Workforce Management

Refers to any dealings between the organization and its employees regarding the terms and conditions of employment. Dealings between the organization and its employees regarding the terms and conditions of employment.

FUNCTIONAL AREA #9: Employee & Labor Relations

• Evaluating business challenges • Designing HR solutions • Implementing and supporting HR solutions • Change management • Customer interaction

Five subcompetencies of Consultation:

• Networking • Relationship building • Teamwork • Conflict management • Negotiation

Five subcompetencies of Relationship Management

Small group of invited persons (typically six to twelve) who actively participate in a structured discussion, led by a facilitator, for the purpose of eliciting their input on a specific product, process, policy or program.

Focus group

Process of broadening a job's scope by adding different tasks to the job. Tries to enrich jobs by giving more tasks, i.e. in a horizontal manner. It is a technique commonly applied in times of recession.

Job enlargement

• Navigating the organization • Vision • Managing HR initiatives • Influence

Four subcompetencies of leadership and Navigation

Method of assessing a current state in order to determine what is needed to move to a desired future state.

Gap analysis

The KSAOs needed to value and consider the perspectives and backgrounds of all parties, to interact with others in a global context, and to promote a diverse and inclusive workplace.

Global & Cultural Effectivenes

Ability to have an international perspective, inclusive of other cultures' views.

Global mindset

Status of growing interconnectedness and interdependency among countries, people, markets and organizations worldwide.

Globalization

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.

Governance

Three types of HR Service Models: (1) The traditional model of 'generalist' HR staff revolves around a central team that will provide key services and handle the needs of line managers, employees and senior staff; the most common type of service delivery model. (2) Ulrich's three-legged stool model of HR service delivery, involves three crucial strands - HR business partners, HR centers of expertise, and shared HR services. (3) Self-service, where employees use portals to access and input the information they need, and don't have to approach HR representatives directly.

HR Service Models

HR professional who advises an organization's leaders in developing and implementing a human capital strategy that closely aligns with overall organizational mission, vision and goals.

HR business partner

Approach to structuring and delivering an organization's HR services to support organizational success.

HR service model

e.g., generalists, specialists, HR business partners

HR staff roles, responsibilities, and functions

e.g., HR staff per full-time employee, customer satisfaction, key performance indicators, balanced scorecard

HR-function metrics

Potential harm, often associated with a condition or activity that, if left uncontrolled, can result in injury or damage to persons or property.

Hazard

One technical compentency

How many technical competencies does SHRM have?

Information technology (IT) framework and tools for gathering, storing, maintaining, retrieving, revising and reporting relevant HR data.

Human resource information system (HRIS)

Works with business partners and leaders to implement and support HR solutions and initiatives.

Implementing and supporting HR solutions

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

Inclusion

Document that guides employees toward their goals for professional development and growth.

Individual development plan (IDP)

Inspires colleagues to understand and pursue the strategic vision and goals of HR and the organization.

Influence

e.g., personal appeal, forming coalitions, leading by example, rational persuasion

Influence and persuasion techniques

Use of technology to collect, process and condense information, for the purpose of managing the information efficiently as an organizational resource.

Information management (IM)

Adherence to a set of ethical standards, reflecting strong moral principles, honesty and consistency in behavior.

Integrity

Extent to which employees perceive that monetary and other rewards are distributed equitably, based on effort, skill and/or relevant outcomes.

Internal equity

Drug-Free Workplace Act of 1988; Guidelines on Sexual Harassment; Occupational Safety and Health Act of 1970

JOB SAFETY AND HEALTH Laws examples

Process of systematically studying a job in order to identify the activities/tasks and responsibilities it includes, the personal qualifications necessary to perform it, and the conditions under which it is performed.

Job analysis

Document that describes a job and its essential functions and requirements (e.g., knowledge, skills, abilities, tasks, reporting structure, responsibilities).

Job description

Process of increasing a job's depth by adding responsibilities to the job. Method for redesigning jobs, motivation technique aims at making work more interesting and challenging for the employees; mainly consists of giving more responsibility than what originally applied to the job, creating opportunities for professional growth and recognition. Aim: to keep employees challenged and prevent boredom caused by repetitive tasks. Purpose: to give the employee a clear meaning of his or her function so that it gives more satisfaction ( Frederick Herzberg, roots in the 1950s and 1960s psychology)

Job enrichment

Process of determining a job's value and price in order to attract and retain employees, by comparing the job against other jobs within the organization or against similar jobs in competing organizations.

Job evaluation

based on variety rather than quantity or quality; employees take turns doing different jobs for short periods of time and get different but similarly challenging tasks; helps workers learn new skills and appreciate others' works, but sometimes it's just not enough to satisfy higher ambitions or to deepen someone's expertise.

Job rotation

Knowledge, skills, abilities and other characteristics.

KSAOs

ensuring that HR contributes to the strategic direction of the organization; understanding the business and the environment in which it operates; designing and implementing business solutions to meet human capital needs; contributing to and leading change management initiatives; and gathering and analyzing data to inform business decisions.

Key components of Business behavioral competencies

networking; building and maintaining professional relationships; successfully managing conflict and negotiations; clearly and effectively communicating with stakeholders; and operating within a diverse and global workforce.

Key components of Interpersonal behavioral competencies:

Setting and implementing a vision and direction for the HR function; managing or leading organizational initiatives; influencing and supporting other organizational members and leaders; driving an ethical organizational environment; and behaving in an ethical manner that promotes high standards of integrity and the organization's values.

Key components of Leadership-cluster behavioral competencies include

(e.g., listening, empathy, communication, followup).

Key components of successful client interactions

Quantifiable measures of performance that gauge an organization's progress toward strategic objectives or other agreed-upon performance standards.

Key performance indicators (KPIs)

Success

Knowledge + Behavior =

Family and Medical Leave Act of 1993 (FMLA; expanded 2008, 2010); Patient Protection and Affordable Care Act (ACA; "Obamacare"); National Federation of Independent Business v. Sebelius (2012).

LEAVE AND BENEFITS Laws examples

Group of workers who formally organize and coordinate their activities to achieve common goals in their relationship with an employer or group of employers (i.e., trade union).

Labor union

Type of metric describing an activity or change in performance that has already occurred.

Lagging indicator Type

Professional program that helps management- and executive-level employees develop knowledge, skills, abilities and other characteristics (KSAOs) related to leadership.

Leader development

Ability to influence, guide, inspire or motivate a group or person to achieve their goals.

Leadership

The knowledge, skills, abilities, and other characteristics (KSAOs) needed to navigate the organization and accomplish HR goals, to create a compelling vision and mission for HR that aligns with the strategic direction and culture of the organization, to lead and promote organizational change, to manage the implementation and execution of HR initiatives, and to promote the role of HR as a key business partner.

Leadership & Navigation

Type of metric describing an activity that can change future performance and predict success in the achievement of strategic goals.

Leading indicator

e.g., e-learning, leader development

Learning and development approaches and techniques

e.g., ADDIE model; The Successive Approximation Model (SAM) (from agile)

Learning and development program design and implementation

e.g., Kirkpatrick 4-level model: Level 1 - Reaction. focuses on learner reaction Level 2 - Learning. ... Level 3 - Behavior. ... Level 4 - Results.

Learning evaluation

e.g., vacation, holiday, sick, paid/unpaid leave

Leave plans and approaches

Organization's debts and other financial obligations.

Liabilities

ADP Ultimate Paycheck Workday Paylocity BambooHR PeopleSoft Talent Reef Paycom CoreHR Zenefits Kronos Human Capital Management Prism HR

List of HRM and HRIS (HR Information systems):

Employee Polygraph Protection Act of 1988; Genetic Information Nondiscrimination Act of 2008 (GINA).

MISCELLANEOUS PROTECTION LAWS examples

Executes the implementation and management of HR projects or initiatives that support HR and organizational objectives.

Managing HR initiatives

Process of collecting, quantifying and evaluating data.

Measurement

Method of nonbinding alternative dispute resolution (ADR) by which a neutral third party tries to help disputing parties reach a mutually agreeable decision (i.e., conciliation).

Mediation

Relationship in which one person helps guide another's development.

Mentoring

Process by which two separate organizations combine, either by joining together as relative equals (merger) or by one procuring the other (acquisition).

Merger & acquisition (M&A)

e.g., focus groups, stay interviews, surveys

Methods for assessing employee attitudes

Methods of data collection: -Observation: Observation method has occupied an important place in descriptive sociological research -Interview -Schedule -Questionnaire -Projective Techniques -Case Study Method

Methods of Data Collection

Concise outline of an organization's strategy, specifying the activities it intends to pursue and the course its management has charted for the future.

Mission statement

Factors that initiate, direct and sustain human behavior over time.

Motivation

e.g., goal-setting theory, expectancy theory, attribution theory, self-determination theory

Motivation theories

Works within the parameters of the organization's hierarchy, processes, systems and policies.

Navigating the organization

When an organization decides to transfer work to companies that are less expensive and geographically closer. Using this model allows businesses to move their operations to a closer, more cost-effective location. This close proximity allows for fewer time zone differences, cultural discrepancies, and a greater level of control in decision-making processes. Many U.S. companies choose to nearshore work to Canada, Mexico, and other Latin American countries.

Nearshoring:

e.g., person, organizational, training, cost-benefit) and techniques (e.g., surveys, observations, interviews

Needs analysis types

1) Process by which two or more parties work together to reach agreement on a matter. 2) Reaches mutually acceptable agreements with negotiating parties within and outside of the organization.

Negotiation

e.g., perspective taking, principled bargainer, auction, interest-based bargaining

Negotiation, tactics, strategies and styles

Effectively builds a network of professional contacts both within and outside of the organization

Networking

Method by which an organization relocates its processes or production to an international location through subsidiaries or third-party affiliates.

Offshoring

Process of assimilating new employees into an organization through orientation programs to help them. New employees' experiences in their first months of employment.

Onboarding

Demonstrates openness and tolerance when working with people from different cultural traditions

Operating in a diverse workplace

Effectively manages globally influenced workplace requirements to achieve organizational goals.

Operating in a global environment

Structure of the HR Function, Organizational Effectiveness & Development, Workforce Management, Employee & Labor Relations, Technology Management

Organization (Domain) has 5 functional areas:

e.g., Lewin's change management model, McKinsey 7-S model, Kotter's 8-step change model), and processes (e.g., leadership buy-in, building a case for change, engaging employees, communicating change, removing barriers

Organizational change management theories, models

The ongoing maintenance of a workforce capable of accomplishing organizational goals.

Organizational development

Degree to which an organization is successful in executing its strategic objectives and mission.

Organizational effectiveness

Acquisition and/or transfer of knowledge within an organization through activities or processes that may occur at several organizational levels. Ability of an organization to learn from its mistakes and adjust its strategy accordingly.

Organizational learning

Beliefs and principles defined by an organization to direct and govern its employees' behavior.

Organizational values

Process by which new employees become familiar with the organization and with their specific department, coworkers and job.

Orientation

e.g., disability, unemployment insurance, employee assistance programs, family, flex, wellness programs)

Other employment benefits

Process by which an organization contracts with third-party vendors to provide selected services/activities, instead of hiring new employees.

Outsourcing

A type of pay scale designed to provide more flexibility regarding how much employees are paid. The goal of Pay Banding is to give supervisors the ability to reward performance more.

Pay Band(s)

e.g., pay increases, base pay, pay levels, banding, variable pay

Pay practices and issues

HR Strategic Planning, Talent Acquisition, Employee Engagement & Retention, Learning & Development, Total Rewards.

People (Domain) has 5 functional areas:

Process of measuring and evaluating an employee's adherence to performance standards and providing feedback to the employee.

Performance appraisal

Tools, activities and processes that an organization uses to manage, maintain and/or improve the job performance of employees.

Performance management

Data or calculations comparing current performance against key performance indicators (KPIs).

Performance measures

Behaviors and results defined by an organization to communicate the expectations of management.

Performance standards

Scope of work roles and responsibilities associated with one or more persons.

Position

specific behavioral statements that illustrate effective HR practice

Proficiency Indicators:

Data or calculation comparing an investment's monetary or intrinsic value against expended resources.

Return on investment (ROI)

Concept that management-labor conflict is an inherent characteristic of capitalism and can be resolved only with a change in the economic system.

Radicalism

Tool used in the staffing/selection process to provide an applicant with honest, complete information about the job and work environment.

Realistic job preview (RJP)

Process by which an organization seeks out candidates and encourages them to apply for job openings.

Recruitment

Uncertainty that has an effect on an objective, where effect outcomes may include opportunities, losses and threats.

Risk

Rule or order issued by an administrative agency of government, which usually has the force of law.

Regulation

The KSAOs needed to create and maintain a network of professional contacts within and outside of the organization, to build and maintain relationships, to work as an effective member of a team, and to manage conflict while supporting the organization.

Relationship Management

Effectively builds and maintains relationships both within and outside of the organization.

Relationship building

Extent to which a measurement instrument provides consistent results.

Reliability

Process by which an unacceptable action or behavior is corrected.

Remediation

Total pay in the form of salary and wages received in exchange for employment (e.g., allowances, benefits, bonuses, cash incentives, monetary value of non-cash incentives).

Remuneration

e.g., comparable worth, determining compensation, internal alignment, external competitiveness)

Remuneration data analysis

Instruments that collect information on prevailing market compensation and benefits practices (e.g., base pay, pay ranges, starting wage rates, statutory and market cash payments, paid time off [PTO], variable compensation).

Remuneration surveys

Process by which employees returning from international assignments reintegrate into their home country's culture, conditions and employment.

Repatriation

Act of reorganizing the legal, ownership, operational or other structures of an organization.

Restructuring

Ability of an organization to keep its employees.

Retention

Eight key behavioral competencies and one technical competency.

SHRM Competency Model

Ethical Practice, Leadership & Navigation, Business Acumen, Relationship Management, Communication, Consultation, Critical Evaluation, Global & Cultural Effectivenes

SHRM eight behavioral competencies

Method for assessing an organization's strategic capabilities through the environmental scanning process, which identifies and considers the internal and external factors that affect the achievement of organizational goals and objectives.

SWOT (strength, weakness, opportunity and threat) analysis

e.g., workplace violence, theft, fraud, corporate espionage, sabotage, kidnapping and ransom) and prevention

Security concerns

Process of evaluating the most suitable candidates for a position.

Selection

the monetary value expected from the occurrence of a risk on an asset; related to risk management and risk assessment.

Single-loss expectancy:

A set of techniques and tools for process improvement, aimed at increasing quality by decreasing defects in processes. Lean Six Sigma also aims at increasing speed by eliminating waste.

Six Sigma/Lean Six Sigma

Internet technology platforms and communities that people and organizations use to communicate and share information, opinions and resources.

Social media

Process by which persons learn the knowledge, language, social skills, culture and values required for assimilating into a group or organization.

Socialization

Process by which an organization generates a pool of qualified job applicants.

Sourcing

Those affected by an organization's social, environmental and economic impact (e.g., customers, employees, local communities, regulators, shareholders, suppliers).

Stakeholders

Structured conversations with employees for the purpose of determining which aspects of a job (e.g., culture, engagement, leadership, organization, satisfaction) encourage employee retention, or may be improved to do so.

Stay interviews

Aligns HR strategy, communications, initiatives and operations with the organization's strategic direction.

Strategic alignment

System of actions that leaders take to drive an organization toward its goals and objectives.

Strategic management

Process of setting goals and designing a path toward organizational success.

Strategic planning

Plan of action for accomplishing an organization's overall and long-range goals.

Strategy

Process of implementing a talent management strategy to identify and foster the development of high-potential employees or other job candidates who, over time, may move into leadership positions of increased responsibility.

Succession planning

Practice of purchasing and using resources wisely by balancing economic, social and environmental concerns, toward the goal of securing present and future generations' interests.

Sustainability

Process for understanding how seemingly independent units within a larger entity interact with and influence one another.

Systems thinking

cost per hire, time to fill etc.

Talent acquisition metrics

System of integrated HR processes for attracting, developing, engaging and retaining employees who have the knowledge, skills, abilities and other characteristics (KSAOs) to meet current and future business needs.

Talent management

Participates as an effective team member, and builds, promotes and leads effective teams.

Teamwork

the principles, practices and functions of effective HR management Technical knowledge = what you know Behavioral competencies = how you apply what you know to contribute effectively to HR practice.

Technical HR knowledge (i.e., HR Expertise)

The knowledge specific to a given profession that is required for a professional in that field to perform a particular role.

Technical competencies

knowledge HR professionals apply to their jobs

Technical competencies =

e.g., career pathing, career mapping

Techniques for career development

1. Decide whether to investigate. 2. Take immediate action, if necessary. 3. Choose an investigator. 4. Plan the investigation. 5. Conduct interviews. 6. Gather documents and other evidence. 7. Evaluate the evidence. 8. Take action. 9. Document the investigation. 10. Follow up.

Techniques for disciplinary investigations

1. The supervisor or a manager takes informal action: If you are the HR representative, inform the manager or supervisor that the employee directly reports to about it. You are basically letting them take the first step or first informal action, which is usually through a casual and discreet conversation with the employee who made the complaint. 2. A formal meeting is held with the employee. The formal stage of the process begins and, this time, the grievance committee will take the reins. You will schedule a formal meeting with the employee, and it is in that venue where his grievance will be discussed in greater detail. The meeting should be held private. There are two parties that must be present during the meeting: you as a representative (and other representatives, if any) from the grievance committee and the employee who filed the grievance. In most cases, the employee may be accompanied by another co-worker. Witnesses may be invited. In the course of conducting the meeting, you may deem it necessary to call or invite other employees as witnesses that may provide valuable input regarding the grievance. Confidentiality is a must. The details about the meeting taking place must be kept under wraps, strictly among the people involved. Thus, the location of the meeting should also be kept off-limits to outsiders or uninvolved individuals. 3. Further investigation is conducted. 4. A decision is made and communicated to the employee. 5. If the grievance is rejected, or it was resolved but the employee was not satisfied with the resolution, the grievance may be taken to the next level in the management hierarchy.

Techniques for grievance and complaint resolution.

e.g., examination of HR records, interviews, focus groups

Techniques for organizational need-gap analysis

Describes adherence to one's own ethical principles, and recognizes the potential for bias.

The "Personal integrity" subcompetency associated with Ethical Practice

technical knowledge specific to the HR field (e.g., talent management, recruiting, compensation and benefit)

The HR Expertise competency

1. People (domain) 2. Organization (domain) 3. Workplace (domain)

The Technical competency of HR Expertise is grouped into 3 knowledge domains:

(HR Expertise)

The technical competencies of SHRM

Leadership, Interpersonal and Business

The three clusters that the eight SHRM behavioral competencies are grouped into:

Leadership & Navigation and Ethical Practice

The two behavioral competencies in the Leadership cluster are:

Business Acumen, Consultation, and Critical Evaluation

Three behavioral competencies in the Business cluster

Relationship Management, Communication, and Global & Cultural Effectivenes

Three behavioral competencies in the Interpersonal cluster:

• Delivering messages • Exchanging organizational information • Listening

Three subcompetencies of Communication:

• Personal integrity • Professional integrity • Ethical agent

Three subcompetencies of Ethical Practice

True

True or False: HR professionals add value to their role in the organization, and are seen by organizational leaders as reliable strategic partners by collecting and properly using metrics.

True

True or False: Successful HR professionals effectively build and manage a network of relationships with other employees, with organizational leaders, and with professional colleagues outside their organization.

The Mercer Total Remuneration Surveys (TRS) provide comprehensive market data on compensation and benefits around the globe. This gives you a complete picture - from base pay to total remuneration and benefits.

Total Remuneration Surveys (TRS)

Bilateral agreements between countries, entered into for the purpose of eliminating double taxation of employees on international assignments.

Totalization agreements

Group of workers who formally organize and coordinate their activities to achieve common goals in their relationship with an employer or group of employers (i.e., labor union).

Trade union

Process by which employees are provided with the knowledge, skills, abilities and other characteristics (KSOAs) specific to a task or job.

Training

Leadership style that focuses on challenging and developing members of an organization to attain long-range results through continuous evolution, improvement or change, based on the leader's vision and strategy.

Transformational leadership

Extent to which an organization's agreements, dealings, information, practices and transactions are open to disclosure and review by relevant persons.

Transparency

True

True of False: well-developed Consultation competency is important for effective HR practice.

True

True or False: All effective HR professionals must display strong leadership skills with a strategic mindset.

True

True or False: HR Expertise covers 15 functional areas:

True

True or False: HR leaders are responsible for setting and contributing to a strong ethical climate.

e.g., emotional and social intelligence

Trust- and relationship-building techniques

-General Appraisal: A constant interaction between the manager and employee all year round. -360-Degree Appraisal: Feedback from employees about other employees. -Technological Performance Appraisal: Evaluation of an employee's technical proficiency. -Employee Self-Assessment: Employee's self-appraisal as compared with that of his direct line manager. -Manager Performance Appraisal: Evaluation of the manager involving feedback from both the team and clientele. -Project Evaluation Review: Appraisal to ascertain the level of an employee's expertise on the job. -Sales Performance Appraisal: Judgment of a salesperson's goals versus results obtained via targets met.

Types of a Performance Management System

e.g., mediation, arbitration

Types of alternative dispute resolution (ADR)

e.g., relationship, task, inter- and intra-organizational

Types of conflict

e.g., authoritarian, mechanistic, participative, learning, high performance

Types of organizational cultures

Violation of employee rights. Action prohibited under labor-relations statutes.

Unfair labor practice (ULP)

e.g., acceptance, avoidance strategies

Unionization approaches, methods and management

Concept that employers and employees can act together for their common good.

Unitarism

Extent to which a measurement instrument measures what it is intended to measure.

Validity

Measure of usefulness, worth or importance.

Value

Statistical method for identifying the degree of difference between planned and actual performance or outcomes.

Variance analysis

Description of what an organization hopes to attain and accomplish in the future, which guides it toward that defined direction. Defines and supports a coherent vision and long-term goals for HR that support the strategic direction of the organization.

Vision

#1—Sourcing candidates through a recruiting database #2—Sourcing candidates through social media #3—Sourcing candidates through online job postings #4—Sourcing candidates via referrals #5—Sourcing candidates from within the organization #6—Sourcing candidates through a recruiter network

Ways of sourcing candidates

an HRIS system is the integration of HR activities and information technology; tracking and management for human resources, payroll and accounting; helps companies organize and manage people-related data: Employee demographic information like birth date, gender, contact information; employee job information like manager, department, pay rates, Benefits selections, Time-off balances and requests; all this information is tracked in one location, serves as a single source of accurate data and often allows users to create reports that can be used to identify trends and make business decisions.

What Is an HRIS?

The sourcing and purchasing of goods and services for business use from an external source. Individual businesses set procurement policies that govern their choice of suppliers, products, and the methods and procedures that are going to be used to communicate with their suppliers.

What is procurement?

Strategic process by which an organization analyzes its current workforce and determines the steps required for it to prepare for future needs.

Workforce planning

e.g., attrition, gap and solution, implementation and evaluation, reduction in force, supply and demand, workforce profile).

Workforce planning approaches, techniques and analyses

HR in the Global Context, Diversity & Inclusion, Risk Management, Corporate Social Responsibility, U.S. Employment Law & Regulations

Workplace (Domain) has 5 functional areas:

Modification of a job, job site, or way of doing a job, so that persons with disabilities can have equal access to opportunity in all aspects of work and can perform the essential functions of their positions.

Workplace accommodation

e.g., disability, religious, transgender, veteran, active-duty military

Workplace accommodations

e.g., telecommuting, alternative work schedules

Workplace flexibility programs

Groups that represent employees, generally on a local or organizational level, for the primary purpose of receiving from employers and conveying to employees information about the workforce and the health of the enterprise.

Works councils

Either technical or behavioral

two (2) Types of competencies: