HR exam 1

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  1. target
    • Violated ADA by performing pre-employment medical exam
    • valid test: Predicts job performance Correlate with important elements of work behavior
  2. Silicon Valley can do better for women
    • Bias interrupters (systems that identify bias and intervene to mitigate it)
    • Unitive: rank blind resumes
    • more diverse teams has higher returns on equity
    • need culture disruptors
  3. Amazon
    • bar raisers: Gained reputation for asking hard questions and identifying successful employees
    • want employee to really fit culture, long term
  4. Are Workplace Personality Tests Fair?
    • Used to streamline hiring process
    • EEOC don’t want to discriminate against people with mental disorders like bipolar; yet scoring in the red may suggest the employee may ignore customers
  5. Spending on Corporate Training
    • Supply chain of skill, Capability gaps
    • Number one area of spending is management and leadership
    • High performing companies spend more Technology is revolutionizing the market
  6. Microsoft abandons stack ranking
    • Stack ranking: grade employees against one another and rank them from one to five
    • Calibration: to review one another employees’ performance
    • Changes were based on feedback and interviews with employees
  7. Accenture get rid of annual reviews
    • Time and money didn’t achieve better performance
    • How do I get the best value out of the time and money we are spending? Regularly support and position workers
    • giving people flexibility and freedom
    • self-promoting people
  8. five step training process
    • Analyze the training need
    • Design the overall training program
    • Develop the course
    • Implement training (target group)
    • Evaluate the course’s effectiveness
  9. interview steps
    • structured interview form (train interviewers, ask same qs)
    • review background
    • establish rapport
    • ask q
    • close interview
    • use mechanical/stats to select
  10. Realizing power of talented women
    • Most important: senior commitment, focus on a few people processes, and measurement of data
    • Winning companies will be those that learn to deploy the entire workforce productively
  11. systematic approach to HR
    • diagnose (environment)
    • evaluate (HR practices)
    • Design (recommendations)
    • implement (persons responsible)
  12. three situational analysis
    • environment (political affect HR)
    • organization (mission and strategy)
    • job
  13. diversity
    Different perspectives, new opportunities, enhance performance, improves customer responses, adds to products, supported by US laws.
  14. Civil right act of 1964
    • Reduced discrimination on bases of race, color, religion, gender or national origin
    • Disparate or adverse impact
  15. bonafide occupational qualification
    • a quality or an attribute that employers are allowed to consider when hiring
    • qualities that in other contexts would constitute discrimination and thus in violation of civil rights employment law.
  16. Civil Rights Act of 1991
    • EEOC and courts has authority in handling disparate impact suits
    • right of recovery and right to jury trial
  17. Sexual harassment handling
    • Inform employees of rules
    • Establish procedures to detect and handle complaints
    • Protection
    • Fair system for discipline and punishment
  18. Age discrimination in employment
    • No discrimination in hiring, retention, compensation for those over 40
    • bans mandatory retirement except for selected jobs
  19. talent management
    end to end process of planning, recruiting, developing, managing, and compensating employees throughout the organization
  20. HR planning
    • adequate human resources to achieve organization’s objectives what kind of workforce company have and show have?
    • attuned to future
    • people and goal oriented
  21. Balanced scorecard for HR
    • quantitative standards used to measure effectiveness of HR activities on employee behaviors and organizational outcomes
    • emphasizes critical indicators (based on company’s strategy and competitive demands)
  22. strategic management
    • framework for long term planning and implementation in company
    • kind of people, market, operation and logistics
    • start by knowing mission
  23. job analysis procedures
    • duties and skills required
    • kind of person who should be hired
    • responsibilities of person holding it
  24. uses of job analysis
    • recruiting and selection
    • performance appraisal
    • job evaluation
    • compensation
    • training requirements
  25. job analysis
    • identify job
    • how to use info
    • review background info
    • determine which positions to be analyzed
    • best data collection method
    • collect and analyze data
    • write job description and specifications
    • do job audit finalize
  26. regression analysis
    • use data indicators to figure out how many people you need
    • develop equation over time
  27. job description
    basic function for satisfactory performance (activities, most people should go beyond)
  28. job specifications
    competency based, performance and compensation tied, qualifications
  29. job analysis major updating
    3-5 years
  30. approaches to recruitment
    • Develop recruiting culture
    • Work closely with educational institutions
    • Summer jobs and internships
    • Develop own educational institution
    • Develop good reputation as employer
  31. Employer branding
    • Captures essence of employer in a way that engages employees
    • Represents core values, organizational approach to work 
    • uses unique methods to build brand
  32. Steps in recruitment
    • Analyze the environmental and organizational context
    • Conduct job analysis
    • Identify recruitment criteria
    • Identify sources of recruits and methods for recruiting
    • develop plan
    • assess
  33. counter-cyclical hiring
    hire a lot when people aren't hiring
  34. contingent emplyees
    • hire from another company for a particular amount of time
    • don't need to pay benefits
  35. recruitment criteria
    things you are not willing to train them on
  36. big data
    maintain employee databases, predict which employees will be most successful
  37. what happens when you combine recruitment and selection
    too many or too little people
  38. selection
    • Do job analysis
    • Develop criteria
    • Choose instruments to measure selection criteria (use multiple)
    • Collect data about applicants
    • Analyze data to identify preferred candidate
  39. concurrent
    does it correlate with other personality tests
  40. instruments to measure selection criteria
    Tests, resumes, interviews, references, honesty tests, drug screening, skills inventory
  41. orientation
    • Help employee acclimate to new working environment
    • High quality engaging orientation
    • Develop plan for them to learn their jobs
    • Follow up after orientation
  42. steps in training
    • Conduct situational analysis
    • Identify T&D needs
    • Set objectives
    • Determine training content
    • Validate or pilot the training
    • Implement and evaluate
  43. design training
    • trainee readiness
    • training relevance
    • reinforcement of desired behaviors consideration of individual differences
    • different levels of learning are appropriate at different times and require different methods
  44. levels of evaluation
    overall (training measures, results) program level (reaction, learning, behaviors and results)
  45. performance management
    • Measuring and providing feedback about employee contributions to the organization
    • help them develop
    • Critical component of talent management
  46. managerial issues of performance evaluation
    • Purpose
    • Evaluation vs. development
    • Participants
    • Timing
  47. steps in performance appraisal
    • Define the job
    • Appraise the performance
    • Provide feedback
    • fit evaluation to the job
  48. Graphic rating scale
    • Easy and fast to design and complete
    • Can measure outcomes or behaviors
    • Prone to subjectivity
    • Prone to central tendency
  49. Behaviorally anchored rating scale
    • Focuses on behavior
    • States the expected behaviors
    • Challenging to construct
    • Easy to complete
    • Hard to select single most applicable behavior
  50. good on boarding
    • technology when possible
    • engaging employees
    • giving you the job to do right away
  51. Management by objectives
    • Set SMART goals
    • Develop plans for how and when objectives will be accomplished
    • Decide on criteria for determining how they will be met
  52. how is performance management linked to company strategy?
    • gives info in performing and implementing strategies
    • how well you implemented strategy based on employee competencies
  53. rater bias
    rate people differently based on age, gender, etc
  54. multinationals and performance evaluation
    adapt evaluation to culture and still be consistent
  55. RC
    • apply for awards
    • service quality indicators
    • humanistic HR (ladies and gentlemen)
    • aligns with company culture (aligns with target market, and strategy)
    • training (emphasize values, best trainers, CEO, gold standard reinforced at beginning, goal oriented)
  56. SG Cowen
    • went for top 10-25 schools
    • interviewers responsible for interviewees brought to super saturday
    • CEO speaks, long hours, multiple interviewers
    • cultural fit, diff backgrd, job analysis, recruitment criteria
  57. Sodexo
    • diversity (education, networks with other companies, diversity officers held accountable and uniform standards)
    • schedule of implementation, diversity ambassadors
    • set actionable policies
    • data collection (cost)
  58. infosystem
    • rotation of leadership
    • high turnover means not good values reflected, not people valued, moral is not good, relationships are strained
    • heavily driven by metrics
    • campus connect
    • sought not only smart, but also problem solvers
    • individualized training program for employees
    • educational facility
  59. Vitality health
    • less on system, more on implementation
    • think about what's next (training, manager support, clear standards, timing, change culture)
    • evaluation needs to align w/ job description
    • move to 360 feedback
  60. train performance management
    • increase reliability of observations
    • multi dimensions of work performance
    • performance logs
    • behavior rather than personalities
    • consenus about how to improve
  61. performance management problems
    • too complicated process
    • no impact on job performance
    • legal challenges
    • no connection with rewards
    • rater errors
    • rater bias
    • unclear standards
    • poor communication
  62. strategic perspectives of performance management
    • what kind of people organization has
    • succession plan
    • data from outside to help with HR decision making
    • implementation (what mangers need to do to execute strategy, implement developmental programs)
  63. management by objectives
    • joint goal setting
    • plans for how and when objectives will be accomplished
    • criteria for determining how they will be met
  64. T&D and manager's job
    • provides orientation
    • assess needs
    • plans developmental strategies
    • provides on the job training
    • ensures transfer of training
  65. HR and T&D
    • orientation
    • management development programs
    • train
    • evaluates
  66. types of training and development
    • orientation
    • employee training (to do the skills they need to do on job)
    • management development (impart knowledge, change attitudes, increase skills)
  67. importance of T&D
    • reduce cost
    • increase strategic alignment
    • improve performance
  68. strategy driven training and development
    • relate to overall strategic goals
    • set criteria
    • align learning with organization structure, culture
    • use many channels
    • share accountability
    • learn by doing
    • transferable back to job
    • continuous process
  69. selection instruments
    • reference
    • honesty
    • skill inventory
    • resumes
    • interviews
    • cognitive, personality tests
  70. instruments for selection needs to be
    • valid (predictive, content)
    • reliable (test-retest)
    • cost
    • legal
    • easy to administer
  71. factors affecting interviews
    • first impressions
    • misunderstanding of the job
    • pressure to hire
    • nonverbal behavior
    • personal characteristics
    • interview behavior
  72. what should recruitment do
    • ensure retention
    • lead to desired workforce
    • attract qualified candidates
    • cost efficiencies
    • make sense of strategic plans
  73. operational recruitment
    • individual attempting to attract the organization and organization attempting to attract individual
    • lead to conflicts
    • should be realistic
  74. realistic recruitment
    • not trying to sell
    • accurate and complete info about the job
    • match individual needs, job requirements and organization's culture
    • emphasis on job satisfaction
  75. recruitment yield pyramid
    ratio of recruitment to actual hired based on historical data
  76. use of social media for recruiting
    • make sure its right medium
    • use current workforce to announce opening
    • get info about experience, skills, lifestyle
  77. how to measure recruitment effectiveness
    • time
    • quantity
    • quality
    • cost
  78. two types of job analysis
    • function: focuses on specific duties and responsibilities
    • competency based (focuses on other characteristics to perform the job successfully)
  79. how to collect data
    • interview job holders
    • observe people while they perform jobs
    • interview experts
    • job holders keep diary
    • surveys
    • critical incidents
    • sample work from job
  80. job analysis interview
    • work with supervisor to identify best workers
    • rapport
    • structured
    • list duties in order of importance
    • review and verify data
  81. what is important for strategic planning?
    • mission 
    • environment (SWOT)
    • strategic goals
    • strategic plan (changes are needed?)
  82. HR planning
    • adequate HR to achieve organization objectives
    • how business changes will likely affect HR
  83. what does a balanced scorecard look like
    • objective
    • actions
    • measures (turnover rate)
  84. what are parts of organizational analysis
    • mission and strategy
    • resources
    • culture
    • structure
Card Set:
HR exam 1
2015-10-15 13:36:48

exam 1
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