Workforce Management Flashcards

Question

Judgemental forecasts:

Answer 1

Judgmental forecasts apply expert judgment to information from the past and present to predict future conditions and staffing needs and to understand opportunities and threats that can affect the staffing plan.

Answer 2

research into industry standards and benchmarks (such as productivity and revenue-generation rules of thumb) as well as the Analytical Aptitude competency: - Interviews with management and industry and economic experts - Questionnaires for operational managers - Focus groups with managers, using the nominal group technique and the Delphi technique to focus on likely outcomes and reach consensus - Exit interviews and surveys to determine where employees are identifying issues, including those that cause turnover - Digital skills assessments to determine the ability of the workforce to continue to be productive as technologies advance or are added

Answer 3

New positions or skill sets needed. Positions to be changed, eliminated, or left unfilled. Job sharing. Job design needs or organizational structure changes. Costs of changes. Adjustments in overhead, contracted labor, and supervision.

Answer 4

The success of this method is entirely dependent upon the quality of information provided to managers to use in making estimates.

Answer 5

Regression Analysis and Simulations

Answer 6

Simple linear regression: Simple linear regression is a projection of future demand based on a past relationship between employment level and a single variable related to employment. For example, a statistical relationship between gross sales and the number of employees might be useful in forecasting the number of employees needed in the future if sales increase by 25%. Multiple linear regression: operates the same as simple linear regression, except that several variables are used to project future demand. For example, hours of operation might be added to gross sales to determine the number of employees needed.

Answer 7

Representations of real situations in abstract form; they are often referred to as “what if” scenarios. They provide organizations with the opportunity to speculate as to what would happen if certain courses of action are pursued. For example, an organization might consider the ramifications of changing a compensation system or doing business online.

Answer 8

This is the process of comparing the supply analysis to the demand analysis to identify the differences in staffing levels and competencies needed for the future. This process of reconciling the differences between supply and demand establishes the goals and objectives for the staffing plan. A gap analysis may identify deficiencies in staffing needs as well as any surplus of staffing levels in certain jobs and/or competencies. A surplus can result from a number of factors, including operation efficiencies, new technology, lower attrition rates, and changes in the organization.

Answer 9

New skills are needed to perform new jobs.

Answer 10

New behaviors are needed to be successful.

Answer 11

Talent is not properly spread throughout the enterprise.

Answer 12

The organization is too homogeneous.

Answer 13

Talent cannot be sent where it is needed most.

Answer 14

It takes too long to achieve results.

Answer 15

Too much money is being spent on talent acquisition and development activities.

Answer 16

Organizational learning is not occurring.

Answer 17

It is not clear where the next generation of leaders will come from.

Answer 18

The best talent is leaving the organization.

Answer 19

They must be analyzed and prioritized to determine which ones will be addressed. Rarely can all gaps be addressed at the same time or completed in the one- to three-year time frame of a typical staffing plan.

Answer 20

Are used as the basis for defining the plan’s tactical objectives. High-priority gaps identified in the workforce analysis process are the basis for creating longer-term workforce planning strategies and for defining (near-future) tactical objectives.

Answer 21

Permanence - Does the problem identified in the gap analysis occur on an ongoing basis, or is it due to some temporary factor that may be resolved without having to take any action? Impact - How significant is the impact of this gap on the organization compared to other identified gaps? Control - Does the organization have sufficient resources to address the gap? Will an effective solution use a reasonable expenditure of resources, or is the solution likely to be more expensive than the problem itself? Will employees be willing to participate in the solution? For example, because the permanence of a recent increase in business is uncertain, leadership chooses to meet increased demand by requiring overtime. How will employees react to a prolonged period of required overtime? Will there be resignations or a decrease in activity or an increase in accidents or poor quality work? Evidence - How certain is the quality of the data? Does the evidence provide a clear indication that the gap is a serious problem, or is more evidence required? Root Cause - To the extent that the gap indicates a problem that needs to be addressed, is it the root cause of the problem? Or is there a deeper problem that must be fixed to eliminate this gap permanently?

Answer 22

The solution analysis is an examination of how the organization can get what it needs to meet the tactical objectives within budget constraints. Solution analysis considers whether an organization should have a continuous recruitment program or wait until vacancies appear before engaging in an intensive effort to fill openings.

Answer 23

Build, buy, borrow, or bridge the talent...

Answer 24

“Building” the talent refers to redeploying as well as training and developing the current workforce to meet the future needs of the organization. This may include up-skilling employees, or enabling them to learn new skills to improve their performance in their current jobs.

Answer 25

“Buying” the talent refers to recruiting and hiring employees.

Answer 26

“Borrowing” the talent refers to outsourcing, leasing, and contracting with others to get the work done.

Answer 27

“Bridging” is similar to building but with a focus on providing training in areas adjacent to employees’ current roles to enhance the value they can create. This may include re-skilling employees to help them learn the skills needed to prepare them to move into different position or jobs.

Answer 28

Job redesign may adjust the responsibilities associated with a certain role, allowing employees to expand their skills and area of influence while also addressing gaps identified during the workforce analysis. Companies may also turn to robotics to fill in labor gaps, where the technology is sufficient and affordable enough. They can also work to identify and develop high-potential employees and better use employees who are already considered high-performance. Labor market trends should be considered during solution analysis.

Answer 29

To create a staffing plan that will be in alignment with the organization’s strategic plan and support the future needs of the organization. Founding the staffing plan on data collection and analysis positions HR as a strategic business partner by ensuring that the right people are in the right place at the right time.

Answer 30

The staffing plan turns workforce analysis data and tactical objectives into reality. A staffing plan describes—in some detail—how the tactical objectives are going to be achieved through the delegation of tasks and the application of resources.

Answer 31

Consistent with other HR planning initiatives. Collaborative and easily understood by all participants. Accepted by those responsible for implementing the plan.

Answer 32

Key stakeholders are the people who will be affected by the implementation of the staffing plan or whose support will be needed for its success. Organizational Management - Are they convinced of the strategic value of the staffing plan? Will they publicly endorse the staffing plan and encourage the support of others? HR Management - Is there agreement that the staffing plan will support HR's goals? Does the staffing plan integrate with the plans of other HR functions? Other Organizational Units - Have the implications of the staffing plan been discussed with them? Has the creation of the staffing plan been synchronized with tehir planning functions? Union Leadership - Have their concerns been identified in advance to avoid unexpected conflict? Can the staffing plan be devised to support union goals while still meeting organizational goals?

Answer 33

Should be addressed during staffing plan development so they do not surface as a surprise during implementation. Requirements may be financial, human, or physical. They may exist internally or may have to be obtained from external sources.

Answer 34

Budget—for example, fees for recruiting firms, advertising and job posting costs. A project schedule that meets the organization’s planning needs but is also realistic. A staffing plan team of sufficient size and with adequate availability. Tasks span all aspects of the staffing plan—from planning through implementation to assessment. Members may perform staffing plan tasks in addition to their regular assignments. The knowledge required to shape the plan to specific stakeholder circumstances—for example, previous experience with restructuring initiatives, insight gained from a SWOT analysis or analysis of succession plans. Equipment, facilities, and materials—for example, videoconferencing equipment for interviews or access fees to premium recruitment sites/services. Logistical support—for example, analysis and IT services.

Answer 35

Communication requires particular attention in the design of a staffing plan. Often neglected, it is essential for the plan’s long-term success. Communication of the plan begins during the development of the specific tactics, continues as the plan is finalized, and is used to support the plan’s implementation. Ongoing encouragement and support are required because the tactics are implemented by and require the continuous insight and commitment of the affected departments. In addition, ongoing feedback from those implementing the plan is crucial to those responsible for developing and monitoring the staffing plan.

Answer 36

Audience Objectives Required Information Modes of Communication Resources Timing Responsibility and Accountability

Answer 37

The final stage in the workforce analysis process involves evaluating the impact of the process and considering how to improve it.

Answer 38

The purpose of continuous improvement is to create a mindset of ongoing process improvement: evaluating the current state of a program, plan, or policy based on the desired state, result, or impact; identifying opportunities for improvement as soon as possible; documenting lessons learned from the experience; and ensuring that these lessons are used to enhance ongoing and future initiatives.

Answer 39

Specific, Measurable, Achieveable, Relevant, Time-Based, Evaluated, Revised The SMARTER goal acronym is used in organizations to improve the way goals are planned and evaluated. Goals focus on both results and continuous improvement. Identifying what success looks like early on will allow project managers to understand when goals are accomplished and when action needs to be revisited because the goal is no longer appropriate, relevant, or prioritized.

Answer 40

HR will be most effective if it focuses on both continuous improvement activities and specific and measurable objectives that can be identified when complete. Using the “evaluated” and “revised” parts of the SMARTER concept leads to a continuously improving mindset.

Answer 41

-Have criteria and standards been defined for all outcomes and processes described in the staffing plan? -Have these criteria and standards been adjusted, when necessary, to account for specific conditions? -Have the processes outlined in the plan been analyzed for efficiency and for integration with other organizational processes? -Are the related processes within other departments equally well defined and implemented, or do contingencies need to be developed? -Have problem-identification and problem-solving processes been built into the plans? Are these consistent with specific operations? -Have arrangements been made to collect lessons learned during the implementation of the plan and shared across the organization? -Is an ongoing measurement function in place to monitor the quality of the plan implementation? -Are open-ended dialogues, such as milestone meetings, a key part of the project plan?

Answer 42

The process of creating, acquiring, sharing, and managing knowledge to augment individual and organizational performance. Effective knowledge management can maintain organizational effectiveness as the workforce changes over time.

Answer 43

In today’s complex and highly competitive environment, an organization must capture, house, and share its knowledge, information, practices, and policies. It is equally important to prevent the knowledge loss that can occur through layoffs, retirements, reassignments, and voluntary resignations.

Answer 44

Expertise sharing and organizational learning Knowledge retention and the reduction of knowledge loss due to employee attrition

Answer 45

They instill a knowledge-sharing attitude in new employees and use training and performance management systems to encourage creativity, innovation, and knowledge transfer.

Answer 46

- Leadership characteristics and behaviors. - Supplier management information and techniques. - Process control in operations. - Information management practices, techniques, and specifications. - Problem-solving techniques. - Innovation best practices. - People commitment procedures, policies, and practices. - Customer satisfaction practices, programs, skills, and techniques. - New product, service, or technology launch and introduction practices. - Change management practices and capabilities.

Answer 47

Informal or Formal

Answer 48

Informal systems arise as employees and teams gain experience and develop the ability to recognize and identify critical information, best practices, and experiences. While informal systems are very influential and important to organizations, they tend to be based on personal networks and consist heavily of personal contact information.

Answer 49

Formal systems are characterized by a structured, formal procedure for capturing information and a specific repository for the information that is gathered.

Answer 50

Inventory Knowledge and assets Create a knowledge repository and directory Encourage system use Update the system

Answer 51

This step involves cataloging the organization’s collection of tangible assets. Collections often include white papers, proposals, presentations, business and marketing plans, and growth and expansion plans. Some components of information systems (such as connections and lists of employees with specific skills, experiences, and assignment responsibilities) are also commonly added to the inventory.

Answer 52

Typically, an organization’s library or knowledge repository is available over its intranet or through a dedicated application. The access tool must be quick and easy to use and have a powerful search capability. More sophisticated systems, such as human capital management systems, may offer the ability to forecast information for new projects and assign team members based on skill and experience matches.

Answer 53

This step involves implementing communication, training, and other processes designed to ensure cultural applicability and overall acceptance of the system. If the system is not perceived as essential to the successful operation of the organization, its success is uncertain.

Answer 54

While keeping the database up-to-date often represents a challenge for the organization, continuous updates are essential to ensure the integrity and credibility of the system.

Answer 55

Creating an environment and structure that encourage the capture of best practices and facilitate sharing and cross-fertilization - Recognizing that information must travel within and be retained in the organization - Appreciating the role and importance of personal networks in knowledge and information transfer - Establishing a knowledge-friendly, data-sharing culture (Individuals across cultures and across hierarchical levels must feel encouraged to share their knowledge and ideas.) Seeing where knowledge exists and where it is liable to be lost or underutilized Helping people develop information management and data access skills Addressing the “What’s in it for me?” question (Those who “borrow” knowledge from the system should also “deposit” knowledge. In other words, employees should be both givers and takers of knowledge. Seeing the process as reciprocal and mutually rewarding encourages its use and vitality.) Developing criteria to define and measure successful KM projects Identifying and addressing multicultural challenges, such as multiple languages within the organization and different preferences for screen design

Answer 56

Learning by observing colleagues, receiving coaching from a supervisor or mentor, and having access to proven ideas and best practices as well as simply getting on-the-job experience every day.

Answer 57

Knowledge moves throughout the organization in a social manner as employees transfer into new positions or locations and form new work relationships. Their experiences may increase the organization’s understanding of local laws and business practices, local market needs and competitive dynamics, and the strengths and development needs of local workers.

Answer 58

Transform the inherently ad hoc nature of this social learning and knowledge transfer into something with more structure and rigor. Social networking and collaboration technologies can be used to create learning and knowledge management opportunities.

Answer 59

Social learning doesn’t necessarily require technology-based tools. Coaching and mentoring programs are social learning opportunities that require planning and time from supervisors but little capital investment. They can also support employees who don’t fit the typical knowledge worker profile. By building social learning solutions, an organization can leverage the biggest database of all—the collective experience of people both within and outside their own organization. Social learning can turn an entire organization into a unified learning team.

Answer 60

Depending on how much time is available, perhaps through mentoring employees who will remain after the departure or succeed the departing employee or even interviews with a relevant department head who can then pass this knowledge on to a successor in the vacated role.

Answer 61

Benchmarking is recognized as a best practice for companies looking to improve their performance and ensure that their processes meet global best practices to the extent possible. But benchmarking would not be possible if high-performing organizations did not share information for others to compare against.

Answer 62

Thought leadership is another way that individuals and organizations may choose to share knowledge outwardly. Thought leaders, generally speaking, use their knowledge to influence their industry by transferring the knowledge to the industry and the general public. Motivations for doing so may vary from person to person and organization to organization. Individuals who act as thought leaders may increase visibility in their organization and industry, leading to promotion and job opportunities. Organizations that prioritize green initiatives may magnify their impact by influencing other organizations in the industry to change their procedures to be more environmentally friendly. They may also increase their brand perception, which in turn may increase sales, or help drive technological innovations that end up increasing profitability over time.

Answer 63

Also referred to as alternative staffing - flexible staffing uses alternative recruiting sources and workers who are not regular employees. Many staffing approaches are possible other htan conventional full-time arrangements where the organization directly hires, supervises, and provides compensation and benefits to regular employees

Answer 64

Shortages of available workers for open positions. Seasonal peak demands for operations. Operational upturns and downturns that make permanent head count impractical. Special projects that demand specific skills.

Answer 65

Temporary assignments Temporary employees Remote Workers Interns On-call workers Part-time employees Job sharing Seasonal Workers Phased Retirement

Answer 66

Employees hired to work on a specified job to supplement the regular workforce on a short-term basis or for a specific period of time.

Answer 67

Employees hired to work directly on the organization’s payroll on a short-term basis or for a specific period of time to rotate among several positions or departments as needed.

Answer 68

Employees who do not work from a main office location.

Answer 69

Professional learning experience that offers meaningful, practical work related to a student’s field of study or career interest. An internship gives a student the opportunity for career exploration and development; they can also learn new skills. It offers the employer the opportunity to bring new ideas and energy into the workplace, develop talent, and potentially build a pipeline for future full-time employees.

Answer 70

Employees who report to work only when needed.

Answer 71

Employees scheduled to work less than a regular workweek on an ongoing basis; benefits eligibility may depend on various factors (such as number of hours worked).

Answer 72

The practice of having two different employees performing the tasks of one full-time position. Each of the job-sharing partners works a part-time schedule, but together they are accountable for the duties of one full-time position. Communication between the two employees is a key to success.

Answer 73

Part-time or “casual” workers hired to perform seasonal work in a variety of industries (for example, agriculture, construction, tourism, and recreation); may or may not be eligible for benefits (such as paid time off).

Answer 74

Any work arrangement that falls somewhere in between full-time retirement and working full-time; these types of programs allow mature employees to work on a reduced or modified basis as they approach retirement.

Answer 75

Finite Temporary Help Temp-to-hire programs Contract Workers

Answer 76

Workers who are recruited, screened, and employed by a temporary help firm; the temporary firm assigns individuals to work at client sites for a finite duration (such as to cover an employee’s medical/maternity leave).

Answer 77

Workers hired on a temporary basis (usually through a temporary firm) with the understanding that they may be offered regular employment if they perform competently for a specified time.

Answer 78

May include highly skilled workers (for example, engineers, data processing specialists) supplied for long-term projects under contract between the organization and a technical services firm or gig workers who contract independently and provide varying levels of skills.

Answer 79

The function to be performed The level of supervision required Time constraints Financial Constraints Concerns about legal risks and liability Again, the influence of local laws, culture, and practices makes universal solutions impossible.

Answer 80

An organization identifies specific people and refers them to a staffing firm, which employs them and assigns them to work at the organization; arrangement is usually at a lower cost than traditional (finite) temporary help.

Answer 81

In an explicit joint venture, an organization transfers all or substantially all employees at a discrete site or facility to the payroll of an employee leasing firm; the PEO leases employees back to the organization while handling most of the HR administrative functions (for example, payroll, benefits).

Answer 82

An organization contracts with two (usually affiliated) staffing firms—generally a temporary service and a PEO; the temporary firm assigns long-term temporaries to a client organization and, after a period of time, the employees are promoted to lease status and become eligible for benefits from the PEO.

Answer 83

An independent organization with expertise in operating a specific function contracts with an organization to assume full responsibility for the function (as opposed to just supplying personnel); functions may be peripheral to the core business (for example, security, food services) or closer to operations (such as managing all flexible staffing programs or the IT function).

Answer 84

Generally describes a situation in which an organization shares responsibility and liability for its alternative workers with the alternative staffing supplier. A co-employment agreement summarizes the legal relationship, rights, and obligations for some flexible staffing arrangements. Potential liability can vary dramatically depending upon the nature of the staffing agreement. In traditional temporary staffing models, the staffing firm and the client organization are most likely viewed as co-employers or joint employers under most employment law regulations. The less control one organization has over the terms and conditions of employment, the more difficult it becomes to prove that a co-employment relationship exists.

Answer 85

(also known as consultants or freelancers) rather than employees to gain greater workplace flexibility or manage uncertainty associated with entering a new market.

Answer 86

Defined as a worker who is formally self-employed but who derives most of his or her income from one employer

Answer 87

employees under some country's laws, creating a risk of noncompliance with a country's employment, business, and tax laws - from which penalties may be significant if de facto employees are determined.

Answer 88

Develop a process and guidelines/definitions for using independent contractors and should communicate that information clearly throughout the organization. To reinforce the nature of the independent relationship, the contractor should retain control (for the most part) over when, where, and how the work is done. Contracts should avoid requirements commonly associated with actual employment, such as dictating the contractor’s hours of work. Payment should be tied to deliverables rather than a schedule. HR professionals should be wary about the protection that a contract provides in the eyes of governments. Governments are likely to use the appearance of the working relationship rather than the formal terms of a contract to determine whether a worker is a regular employee or an independent contractor—in other words, does the contractor look and act like a de facto employee? When possible, employers should hire employees outright or lease them from another employer who takes responsibility for compliance with employment regulations. Regular audits of HR practices should include inspection of the use of independent contractors.

Answer 89

Record it. Thus, the best agreement is one that accurately and precisely reflects the underlying transaction. Depending on the staffing alternative, HR may need to work with legal counsel experienced in writing staffing contracts when orchestrating the terms for flexible staffing.

Answer 90

Be cautious of preprinted or standard forms Ensure Clarity Negotiate competitive pricing Consider including an alternative dispute resolution (ADR) provision Include a simple opt-out procedure Negotiate clear and precise provisions for what happens when the agreement expires or the relationship ends

Answer 91

Restructuring is the act of reorganizing legal, ownership, operational, or other organizational structures. It is a proactive adjustment to meet changing business needs. Restructuring intersects with workforce management when an organization makes changes in the size, number, or relationship of departments. After restructuring, certain groups will report to different departments; some new departments may be created while others are disbanded.

Answer 92

Strategy Structure Downsizing Expansion

Answer 93

When organizations change their strategy, they may create new divisions to faciliate new products or services or to move into new markets. The new strategy may mean staff increases in some areas and decreases in others, which will then require restructuring

Answer 94

Organziations may rearrange their structure to follow a new business model, improve efficiency, or reduce costs. Restructing is then required to meet the needs of the new organization

Answer 95

Organizations commonly downsize to remain functional during a loss of revenue. They may choose to close departments, drop product lines, lay off staff, or sell facilities. REstructuring may then be required to meet the need of the new, smaller organization

Answer 96

When an organization expands, new departments may be required to accommodate new products or facilities. The strucutre is then rearranged to include new staff and departments.

Answer 97

including robotics and artificial intelligence (AI). Robotics and AI can have an impact on organizational as well as job redesign. Whole departments may be eliminated or initiated if certain technological changes are made, and often employee re-skilling and up-skilling are priorities to close the skill gap in the workforce. Both re-skilling and up-skilling may be initiated by the organization or by an individual employee. Organizations that recognize that technology, robotics, AI, and so forth are changing the ways in which organizations will do business in the future will first identify what skills are needed to leverage the new technology and then create an appropriate up-skilling/re-skilling strategy.

Answer 98

May become so cumbersome that the organization becomes dangerously slow in responding to competitive threats or technological changes and opportunities. As a result, decision-making authority may move downward in the organization—toward line managers—and outward—from headquarters to field.

Answer 99

Organizations may also try to enhance their productivity and competitiveness by adding to the value of the firm (such as increasing assets or accessing new markets) through merger and acquisition (M&A) or by shedding assets that do not contribute to the bottom line through divestiture. In both cases, restructuring is required to align leadership and functions.

Answer 100

Due diligence is the process of investigating a decision thoroughly before finalizing it to identify all potential factors that could affect the positive and negative impacts of the decision. By practicing due diligence before implementing a supplier or partner relationship, HR helps make sure that the other parties in the relationship conform to international labor standards, local laws, and ethical expectations. This helps manage risk to the organization’s reputation and its legal liability. Because of the critical nature of the decision, due diligence investigation for M&A and divestiture should use multiple sources and industry and local contacts and experts.

Answer 101

Structural issues, such as the duplication of work processes and personnel, differences in organizational culture, conflicts in HR policies and practices, the arrangement of reporting relationships, titles, the design of how the organizations interact with customers/clients, and the relationships with vendors Technological considerations, such as direct product/service provisions; mechanisms for communication and data tracking; the use, type, and impact of each organization’s enterprise management tools; and the ability for integration of the technology Financial considerations, such as the compensation structure, union contracts, obligations to a union pension fund, stock options, incentive plans, and the full range of benefits administration Legal issues, such as reporting requirements that differ by jurisdiction or type of business, legal constraints on the closing of facilities or elimination of redundant personnel, and benefit and nonbenefit issues (such as severance and tax codes)

Answer 102

Talent of current managers at top and middle levels Anticipated level of post-M&A motivation of managers Likelihood of retaining top management Management pay structure Ability to recruit top managers

Answer 103

Centralized vs. decentralized? Paternalistic? Authoritarian? Collaborative? Distance of management style from that of own organization Probability that managers will be able to adapt to new style

Answer 104

Alignment of stated values with leaders’ actions How things happen every day Decision making (for example, amount of autonomy, levels of approval required) “Silo” internal structure Perception of internal and external customers Learning and development philosophy (for example, who receives training, how learning is perceived and delivered, how much money is spent on it) Age and diversity of workers

Answer 105

Types of employees (full-time, part-time) Local customs of employment Retention plans, if applicable

Answer 106

Employee attitudes Employee engagement Type of worker representation and participation Rates of absenteeism and disability Safety records Complaints filed with regulatory agencies

Answer 107

Union climate Availability of necessary skills

Answer 108

In-house or outsourced? Future plan

Answer 109

Written or unwritten policies and procedures Compatibility with own policies and procedures Other required policies (such as diversity in hiring)

Answer 110

HR activities needed to support business strategy (examples include hiring and closing of operations)

Answer 111

Special contract terms with management Benefit plans and transferability to new employees Pension plan status (adequacy of funding, distribution, retention of unvested percentage) Separation and incentive pay plans Compensation packages Pending lawsuits and judgments

Answer 112

To maintain focus on the “people” dimension while it conducts HR due diligence and plans the M&A HR integration strategy, implements, and monitors and evaluates.

Answer 113

Designating integration leaders. Securing management support and resources. Developing integration and communication plans, setting measurable objectives for integration, and establishing a realistic time line.

Answer 114

Communicating honestly and quickly, before incorrect rumors spread and take hold. Making required changes quickly—where this is possible. Part of the due diligence process is identifying restrictions on implementation, such as laws affecting acquired rights (existing obligations of merged or acquired entities), workforce terminations, and job reassignments. Supporting efforts to blend or revise work processes—perhaps by using cross-cultural task forces. HR also ensures that stakeholders—such as vendors or supply chain partners and affected communities—are included in both planning and implementation.

Answer 115

Problems and responds appropriately. It implements various initiatives, such as communicating mission and values, to build cohesion. It begins the process of analyzing its strategy and evaluating its success, with an eye toward identifying best practices for future M&As.

Answer 116

HR must analyze the skills and functions of the divested unit and, if the divestiture leaves a gap, determine if the cost of filling the gap outweighs the financial benefits of the divestiture. If divestiture is considered the better option, this is still a major change initiative and must be approached as such. The potential loss of working relationships and necessary changes in work processes require the same type of planning, implementation to plan, and monitoring as with M&As.

Answer 117

Refers to the termination of employment of individual employees or groups of employees for reasons other than performance—for example, economic necessity or restructuring. This may take the form of permanent or temporary layoffs in certain divisions or locations or across the entire organization. The process for determining which employees will be affected by an RIF may depend on different factors. HR professionals should be aware of national and local labor laws and union contracts that affect an employer’s ability to reduce the size of its workforce. Employers usually consider skills, work record, and seniority. A straight seniority approach is most objective but may not meet the employer’s long-term needs. In workforce reductions that affect professional workers, less consideration is customarily given to seniority and more is given to the performance and skills the future organization will require.

Answer 118

Asking employees to sustain pay cuts or to take furloughs without pay, offering voluntary termination and/or retirement with additional benefits, or asking employees to accept a reduced work schedule.

Answer 119

Diminished job security. Increased workload. Different work assignments. Changed organizational priorities. Departure of leaders/managers who once defined the organization’s character. Departure of long-term employees who were knowledgeable about operations. Loss of colleagues, possibly friends (“survivor guilt”). Fear that their own jobs may be in jeopardy, causing them to look for other employment.

Answer 120

Clearly communicate the rationale for the new goals and structures. Provide employees with specific examples of behaviors that are appreciated as well as what will not be tolerated. Ensure that the transition period is short; the longer things are dragged out, the more likely employees are to view the situation as leadership failure. Support leaders and managers in leading by example and helping employees see how new challenges can be met. Clearly define job definitions and responsibilities. Realign rewards as necessary to support organizational goals.

Answer 121

Talent management refers to the development and integration of HR processes that retain the knowledge, skills, and abilities of employees that will meet current and future organizational needs. The purpose of talent management is to increase workplace productivity by supporting the recruitment, development, engagement, and retention of high-value employees.

Answer 122

Understanding the implications of the organization’s business strategy in terms of required competencies. Talent management is a strategic approach to managing human capital and as such must be aligned with the organization’s strategy and strategic business goals. It should be perceived as a long-term and continuous process that is most effective when it is an integrated effort and is perceived as continuous and dynamic, always evolving with the strategic direction of the organization. Tracking external conditions that affect the availability of talent, such as highly competitive job markets, demographic conditions (for example, bulges in the size of certain population age ranges), or changes in technology that call for new knowledge and skills. Reflecting the organization’s values and commitment to inclusion, diversity, and employee development. An effective talent management strategy is shaped by an organization’s: - Expectations regarding the differentiation of talent. - Overall philosophy regarding integration versus local differentiation. - View of the role that line leaders have in the development of people. - Philosophy regarding the movement of people across borders, businesses, and functions. - View of the role of diversity in staffing strategy. - Beliefs about hiring for potential versus hiring for position. Committing to creating a positive workplace and an engaged workforce.

Answer 123

Critical aspects of an organization’s talent management strategy. Members of a specific talent pool (for example, high-potential employees or potential global assignees) are employees who meet a set of formal identification criteria. These employees typically receive specialized development and enrichment experiences above those associated with traditional employee development.

Answer 124

Represent an essential component of strategic business planning. When talent management is carefully aligned with long-term business and strategic planning, the organization can develop a well-planned approach to giving employees who have specific skill sets the developmental experiences they need to prepare them for the future. Allow the organization to maximize and more effectively target employee and career development efforts. Can be a useful tool for identifying and cataloging the developmental experiences of employees who are candidates for future international assignments. Represent a valuable resource during crisis management. When an organization makes the effort to identify and catalog critical skill sets and experiences, it can quickly draw on these resources to fill in or supplement workforce gaps in times of organizational crisis.

Answer 125

Talent pools can be used to help organizations identify and recognize the value of solid performers—those individuals who keep the organization running on a daily basis but are not typically singled out for recognition or special development experiences because they are not part of or have not expressed interest in specialized talent pools. Defined talent pools may aid in clarifying or guiding compensation decisions to be sure that key talent (including high potentials and leadership candidates) is rewarded and motivated. Talent pools represent an additional contributor to effective knowledge management, especially in global organizations. Talent pools of functional experts and historians serve a vital function in preserving essential knowledge and proprietary information.

Answer 126

the organization’s strategy and what types of activities have the greatest impact on measurable success and then focusing development efforts on the employees performing those activities.

Answer 127

the future talent needs of the organization and foresee what the potential employee pool will look like when those organizational needs become a reality. Used appropriately, talent pools can be created and developed to fill the gaps between the talent that the organization will need and the talent that is likely to be available.

Answer 128

Evaluating the percentage of positions for which there are internal successors. Comparing the number of external hires to internal promotions. Evaluating the differentiation of pay between performance levels. Identifying high-potential employees and reviewing their corresponding retention rates. Tracking retention and turnover rates at all levels of the organization. (Successful practices should be identified and repeated.)

Answer 129

Career management. Succession plans help to ensure that individuals in specific talent pools obtain the insights, awareness, and field experience necessary to make ongoing contributions to the organization. Training and learning. Structured training experiences provide the knowledge and skills necessary for success in various positions on the career advancement ladder. Performance management. Succession planning must also be carefully aligned with the organization’s performance management process to ensure that future managers and functional experts receive the ongoing developmental feedback, critical evaluation, and mentoring required to maintain their professional development.

Answer 130

An important talent management strategy to help identify and foster the development of high-potential employees. Succession plans focus on positions that are the most critical to the future needs of the organization. The goal is to “keep talent in the pipeline” and have people in place for future roles in the organization. It is important to recognize that succession planning, like other aspects of talent management, applies to employees at all levels of the organization. It should not be applied exclusively to senior management. Succession planning is a strategy that targets long-range needs and focuses on the cultivation of talent to satisfy those needs.

Answer 131

Concentrates on immediate needs and a “snapshot” assessment of the availability of qualified backup for individuals in key positions. Replacement planning is an important element in business continuity planning in the event of an emergency or business interruption.

Answer 132

Time frame Readiness Commitment level Planning Focus Planning Development Flexibility Plan Basis Evaluation

Answer 133

To retain high performers in the organization. Succession planning demonstrates to employees that the organization has an interest in their knowledge and skills and is committed to their career development. By identifying crucial job skills, knowledge, social relationships, and organizational practices and passing those on through succession planning, employers help to ensure the seamless movement of talent within the organization.

Answer 134

Help organizations withstand times of demographic change and talent scarcity. Succession plannign enables organizations to harvest critical organizational knowledge so it can be shared with subsequent generations of workers.

Answer 135

Visible support from senior leadership and all members of top management Clearly defined leadership criteria Defined plan to find, retain, and motivate future leaders and high-potential employees Simple, easy-to-follow, measurable process Use of succession planning to reinforce organizational culture Process that focuses heavily but not exclusively on leadership development Process that is a real organizational priority

Answer 136

In-house training, mentoring, cross-training, coursework from outside sources, or special projects specifically designed for the employee. Organizations may also deploy a nine-box grid, which groups employees into one of nine categories depending on whether they are considered low, medium, or high potential and low, medium, or high performance. By examining the example in Exhibit 3-27, you can see how a decision could be made based on a completed nine-box grid.

Answer 137

A nine-box grid can also be used as part of talent management/pool discussions, helping to assess employees’ ability to contribute to the organization now and in the future. Note that organizations may choose to use different numbers or labels to represent each box on the grid.

Answer 138

Basing future staffing needs on only past or current experiences. Developing succession plans in isolation. Making it a once-a-year event instead of an ongoing management activity.

Answer 139

established about what success looks like and metrics identified as to how program success will be measured. Standards and metrics used to evaluate succession planning will vary but should generally attempt to assess: - Employee satisfaction with personal development initiatives. - Management satisfaction with employee performance and job readiness. - The extent of goals achieved and the time to full-function attainment. Changes in organizational management are inevitable. Positions become vacant due to retirement, resignation, death, new business opportunities, terminations due to employee performance, or other reasons. Succession planning helps to provide continuity in leadership and avoid extended and costly vacancies in key positions.

Workforce Management Flashcards

(163 cards)