NKE Studying

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NKE Studying
2013-03-19 20:08:37

Cards for studying for 2013 NKE
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  1. Definition: Strategic HRM
    • The practices, policies, philosophies to achieve organizational strategy.  
    • Should be developed with the input of sr. mgmt
    • Provides foundation to attract/develop/retain
  2. HR Professionals must fill the role of...(4)
    • Strategic Partner
    • Change Agent
    • Manage employee contributions (engagement)
    • Administrative Expert
  3. Proactive HRM involves...
    • Early strategic involvement
    • Anticipative
    • Long term involvement
  4. Reactive HRM involves..
    • Firefighting (short-term)
    • Reactive
    • HRM as an afterthought
  5. Definition: Human Resources Management
    Management of human resources by MANAGERS within a framework established by HR
  6. Definition: Human Capital Management
    Attracting, retaining, and leveraging the skills and knowledge of the workforce

    HCM is not the exclusive domain of HR - enterprise wide discipline of which HR is a key influencer
  7. Why is strategic HRM important?
    Creates a sustainable advantage by increasing strategic value of human capital

    Involves all departments and integrates short term (operational) and long term (strategic) planning
  8. Definition: Human Resources Plan
    Describes the number of individuals, experience, and skills required for the organization to function properly.  Should be centered on the organization's vision, mission, and values.
  9. What are the benefits of a HRP
    • Plays a critical role in ensuring all HRM issues are being addressed within the org.
    • Creates accountabilities, resource requirements, and time frames for initiatives that HR and org are undertaking
    • Provides a framework for the org to achieve it's goals
  10. Definition: Competencies
    Broad categories defined by a mix of KSAs
  11. Definition: Skills
    • Learned mental or physical activities that can be measured in terms of performance.
    • Ex. Interviewing, driving, typing
  12. Competencies are a critical lever to produce leadership within an org b/c...
    • They guide direction
    • Measurable
    • Can be learned
    • Distinguish & differentiate the organization
    • Help integrate mgmt practices
  13. What are the core competencies all employees should have?
    • Flexibility
    • Ability to cope with stress
    • Customer focus
    • Ability to work in teams
    • Open-minded/creative
  14. What competencies should all Sr. Mgmt have?
    • Leading change
    • Persuading
    • Strategic thinking
  15. What competencies should all middle mgmt have?
    • Managing creativity
    • Team building
    • Implementing change
  16. Definition: Tacit Knowledge
    Knowledge that is difficult to transfer to another by writing it down
  17. Definition: Explicit knowledge
    Knowledge that can be articulated and stored.  Can be transmitted to others
  18. Five core competencies that HR should have?
    • Strategic contribution
    • Personal credibility
    • HR Delivery
    • Business Knowledge
    • HRM technology
  19. HR Core Competency 1: Strategic Contribution
    • Culture Mgmt
    • Fast Change
    • Involvement in business decision making
    • Leveraging customer info to create customer focused organizations
  20. HR Core Competency 2: Personal Credibility
    • Relationship building
    • Delivery results and establish track record
    • Effective verbal/written comm. skills
  21. HR Core Competency 3: HR delivery
    • Staffing
    • Development
    • Org Structure
    • HR Measurement
    • Legal Compliance
    • Perf. Mgmt
  22. HR Core Competency 4: Business Knowledge
    Must understand organization and industry to become key players and use that knowledge to make strategic contributions
  23. HR Core Competency 5: HRM Technology
    To free up time for less administrative tasks and deliver services to employees
  24. HRM comprises of four elements; each focused on reaching integration with business strategy.  These are:
    • The use of planning
    • A coherent approach to the design and management of personnel systems based on policy/strategy & philosophy
    • Matching HRM activities & policies to an explicit business strategy
    • Seeing employees as a strategic resource for achievement competitive advantage
  25. What are four HR programs designed with long-term strategic planning in mind?
    • Talent Management
    • Leadership Development
    • Organizational Performance
    • Succession Planning
  26. Definition: Talent Management
    Attract, select, develop careers, manage performance, retain talent, and manage succession
  27. Definition: Leadership development
    Assess, coach, and develop leaders & teams
  28. Definition: Organizational Performance
    Assess, execute strategy, and manage change
  29. Definition: Succession Planning
    Build career ladders for future leaders
  30. Definition: Vertical Linkage
    • How individual performance and behaviour is translated to impact the organization
    • Consistency and complementary relationship between people, competencies, strategy, and performance
  31. Definition: Horizontal Linkage
    • How processes and practices ensure cohesion amongst employees
    • Creation of an environment and culture that is conducive success
  32. Definition: Temporal Linkage
    • Maintaining a long-term strategic perspective
    • Focus on broader issues regarding the direction of the org.
  33. On a short-term basis organizations need to:
    • Set objectives that are linked to business strategy
    • Create performance metrics 
    • Reward performance that is aligned with goals
    • Provide short-term training to support delivery of goals
  34. For a long-term perspective organizations need to:
    • Develop a leadership team capable of delivery the strategy of the next decade
    • Transform the basic skills and aspirations of the workforce to prepare for long-term
    • Create an organizational structure and value set that will underpin long-term success