The document provides an overview and agenda for an HR certification exam preparation course. It discusses topics that will be covered including the exam structure, scoring methodology, sample questions, and test taking tips. It provides details on the content areas covered for both the PHR and SPHR exams such as workforce planning, employee relations, and strategic management. Deadlines and requirements for certification are also reviewed.
This is an eBook created to help others study for the PHR or SPHR exam. It will assist human resources professionals with test preparation and planning.
To help students understand and succeed in Assessment Centres we delivered a presentation at Heriot-Watt University.
What you will learn:
Get a better understanding of why companies use assessment centres
Knowledge of the various elements included in an assessment centre
Practical solutions to succeed in the various exercises.
An insight into what the assessors are looking for
How to avoid the main pitfalls that occur in assessment centres
This is an eBook created to help others study for the PHR or SPHR exam. It will assist human resources professionals with test preparation and planning.
To help students understand and succeed in Assessment Centres we delivered a presentation at Heriot-Watt University.
What you will learn:
Get a better understanding of why companies use assessment centres
Knowledge of the various elements included in an assessment centre
Practical solutions to succeed in the various exercises.
An insight into what the assessors are looking for
How to avoid the main pitfalls that occur in assessment centres
Training Slides of Coaching and Counseling for Peak Performance, discussing the importance of Coaching.
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
“If people in an organization are good at replicating what they already do well, what happens when the environment changes and what is needed begins to change?"
Presentation, created for a Taylor University MBA corporate site client, discusses the key differences between coaching and mentoring and when to use each.
Presentation is mainly focused on the coaching center in Bangladesh. I have tried to describe the impact in the student life and tried to use an ideal local academic coaching center.
Carrie Goff, Franchisee Owner and Talent CEO for Patrice and Associates, and Greg Haudek, Senior Analyst for People Sciences at PeopleMatter, explain how pre-employment assessments can help you find best-fit candidates ... and why passion and spirit should supersede an applicant's resume.
What causes employee engagement? How is the engagement in your country? Gallup shares all. See their presentation at the Human Capital Club in Feb 2015. For more information on the next Human Capital Club, email cynthiawihardja@actioncoach.com
15 Employee Engagement activities that you can start doing nowHppy
Trying to find new employee engagement activities to boost productivity in your company?
We thought you might, now that these long summer days make it difficult to focus and give 110% at work. But we also thought this is a great time to plan a proper employee engagement strategy that focuses on long-term growth and retention.
Whether you’re simply browsing for some ideas that might boost up morale or if you’re putting down the final details for your HR strategy, here are 15 employee engagement activities that you should try!
Good Managers Have the Following TalentsAhmed Banafa
Being a manager in any industry can be a fulfilling job, but it can also be a difficult one. You will need to create a good team atmosphere whilst achieving the bigger goals.
Bad managers cost businesses billions of dollars each year, and having too many of them can bring down a company. Businesses that get it right, and hire managers based on talent will thrive and gain a significant competitive advantage.
Training Slides of Coaching and Counseling for Peak Performance, discussing the importance of Coaching.
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
“If people in an organization are good at replicating what they already do well, what happens when the environment changes and what is needed begins to change?"
Presentation, created for a Taylor University MBA corporate site client, discusses the key differences between coaching and mentoring and when to use each.
Presentation is mainly focused on the coaching center in Bangladesh. I have tried to describe the impact in the student life and tried to use an ideal local academic coaching center.
Carrie Goff, Franchisee Owner and Talent CEO for Patrice and Associates, and Greg Haudek, Senior Analyst for People Sciences at PeopleMatter, explain how pre-employment assessments can help you find best-fit candidates ... and why passion and spirit should supersede an applicant's resume.
What causes employee engagement? How is the engagement in your country? Gallup shares all. See their presentation at the Human Capital Club in Feb 2015. For more information on the next Human Capital Club, email cynthiawihardja@actioncoach.com
15 Employee Engagement activities that you can start doing nowHppy
Trying to find new employee engagement activities to boost productivity in your company?
We thought you might, now that these long summer days make it difficult to focus and give 110% at work. But we also thought this is a great time to plan a proper employee engagement strategy that focuses on long-term growth and retention.
Whether you’re simply browsing for some ideas that might boost up morale or if you’re putting down the final details for your HR strategy, here are 15 employee engagement activities that you should try!
Good Managers Have the Following TalentsAhmed Banafa
Being a manager in any industry can be a fulfilling job, but it can also be a difficult one. You will need to create a good team atmosphere whilst achieving the bigger goals.
Bad managers cost businesses billions of dollars each year, and having too many of them can bring down a company. Businesses that get it right, and hire managers based on talent will thrive and gain a significant competitive advantage.
2010 Employment Lifecycle And Orientation Team Lead TrainingRobert Shearer
This presentation was delivered to Team Leads from across the country who were recently put into roles with supervisory responsibilities for the first time.
The Power of Stay Interviews for Employee Engagement & RetentionBizLibrary
At first glance, stay interviews seem way too simple. Can managers really keep employees longer and cause them to work better, just by asking how they can help?
The answer is “yes”, and research tells us stay interviews can drive turnover down by 20% and more, and also improve employee engagement.
The reason is simple: Stay interviews help managers build trust with their teams. Well-respected research calls out these findings:
Voluntary turnover is skyrocketing in the U.S
Employee engagement has been flat for 15 years
Companies continuously survey employees and implement new programs to “fix” things
…All while employees most want a manager they can trust.
In fact, U.S. companies spend $1.5 billion each year to fix engagement but work around managers rather than through them…and hence make no progress at all.
Stay interviews offer retention and engagement solutions that cannot be achieved with employee surveys or exit surveys. These interviews are conducted one-on-one, put managers in the solution seat, and provide focus on top performers.
To be most effective, stay interviews must be implemented as a process rather than a one-time, solitary event. This process includes assigning managers retention goals, providing stay interview training to build probing skills, training managers to build effective, individualized stay plans, and forecasting how long each employee will stay.
What You’ll Learn
The value and limitations of employee surveys as they provide data but not solutions.
Study data that drives home the importance of supervisor effectiveness as the linchpin that drives each individual employee’s engagement and retention.
The value and techniques for converting engagement and retention to dollar values rather than continue to report them only as scores and percentages which fail to drive executive action.
Specific stay interview tools including questions to ask, data to record, and potential solutions.
The four required skills leaders must learn to make their interviews successful.
How to develop a tool to forecast employee turnover based on interview results.
This session is based on the presenter’s book, The Power of Stay Interviews for Engagement and Retention, which is Society for Human Resources Management’s top-selling book in history.
CCD- Benefits of Working as a Temporary Employee_RHTridentCADC
Trident University International Center for Career Development Employer information session presented by Robert Half (Accountemps and Office Team). Provided an overview of the benefits of working as a temporary professional and how temp work can assist in the job search process.
Internships can be a win-win proposition for both students and employers. To help interested organizations launch successful internship programs, the Columbus Chamber will offer a series of workshops for local business leaders. The Columbus Chamber supports internships because they strengthen the business community.
The Columbus Chamber’s intern consultant, Dave Cofer's introductory workshop provides tips on how to best to leverage interns in your business. This is the ideal session for any organization that is considering the use of interns.
Grooming & Kennel Expo Pasadena | Angela Clark & Mike Hooper XCEL CREATIVE
Angela Clark owner of American Grooming Academy in Temecula speaking at Grooming & Kennel Expo Pasadena. Topic: Competitive Recruitment Strategies
Guest Speaker: Mike Hooper from XCEL Creative in Murrieta
HR Professional should be able to establish a Market – Competitive Pay structure. No doubt, SMEs and startups cannot compete with more giant corporations when it comes to offering glamorous salary packages and benefits. Make sure you provide a competitive salary and contribute as many benefits to your team as possible, such as health insurance, life insurance, retirement plans, extra.
Its has taken me 2 months to make this presentation on Job Evaluation which is based on mine actual learning & practice in my previous organization
Please click like & forward it others too
Please give your feedback & keep following
Rahul Kunwar
rajcite@gmail.com
+918051139888
How to Classify Your Exempt and Non Exempt Employees Correctly June 15, 2016Allyson Lewis
On May 18, 2016 the Department of Labor released new rules that significantly impact how you pay your employees. Do you know the answer to which employee and which position will be exempt or non-exempt under the new rules?
Join us for an overview of the new DOL rules and a demonstration of the new Classification Wizard tool from KPA HRDrive. Using the Classification Wizard will allow you to quickly and easily determine which employees must be paid overtime, which employees must be paid minimum wage for all hours worked, and which employees are exempt from overtime. The Classification Wizard asks you a series of questions to help determine the appropriate employee classification quickly and easily, and also gives you access to certified HR professionals by phone or email at any point in the process.
The webinar will be presented by Kathryn Carlson, Vice President of HR Management Products. Kathryn has over 25 years of human resources management experience and is a certified HR professional. For the past 13 years she has focused on developing HR software and programs to improve efficiency, reduce risk, and ensure compliance for companies ranging from small businesses to international.
Workplace Health Issues: Effectively Identifying And Handling FMLA, ADA, Workers’ Comp, Health & Safety Whistleblower and OSHA Issues
presented by
PEDRO P. FORMENT, ESQ.
JACKSON LEWIS LLP
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
Experience unparalleled EXTENDED STAY and comfort at Skye Residences located just minutes from Toronto Airport. Discover sophisticated accommodations tailored for discerning travelers.
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[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
13. WHERE DO THE QUESTIONS COME FROM? Teams of Certified HR Professionals With Special Training in Item Development Every Question Passes 3 Levels of Review Every Question Pre-tested Before Being Used to Score the Exam
17. SCORING THE TESTSRAW, SCALED & EQUATING Raw Scores Number answered correctly (129-144) Scaled Scores Scores 100 – 700 (Minimum 500 is passing) Equating the Scores No two tests the same Ensures comparable proficiency Adjusts minimum raw score PHR – 67% to 56% pass SPHR – 60% to 50% pass
18. WHAT TO EXPECT No Trick Questions No Trivia Questions No Dates No All of the Above No None of the Above Know Acronyms
19. TEST TAKING TIPS Relax - Don’t Study the Night Before Won’t Know All of the Answers Arrive on Time Dress Comfortably - Bring Sweater No Extra Credit for Finishing Early 1.07 Per Question
20. TEST TAKING TIPS (cont) The Basics: Read each question carefully! The Answer is NOT always “C” Read All of the Choices Answer All Questions First Chosen Answers are Usually Correct
26. Sample Test Question The owner of a growing authentic Japanese Steak house is looking to hire his 10th employee. The amount of applicants overwhelm him. In frustration, the owner suddenly announces that only Japanese applicants may apply. One Caucasian applicant remains. The applicant states that the owner has acted illegally and that he is going to report the owner to the EEOC. The owner _________ A. Has nothing to fear from this EEOC complaint B. Should just hire the applicant to keep him quiet C. Must go ahead and interview this applicant D. Should interview the applicant and make a contingent offer
30. FLSA Establishes Minimum Wage Requires Overtime Pay - 1.5 hours over 40 Establishes exemptions from overtime & minimum wage (“exempt” v. “non-exempt”) Limits employment of child labor
31. FLSA EXEMPTIONS Exempt Employees Must Generally Meet Two Tests Requirements: Paid on a Salary Basis, With a Salary of At Least $455/week and Without Improper Deductions Perform Exempt Duties
32. EXECUTIVE EXEMPTION Employee’s Primary Duty Must be the Management of an Enterprise or a Department or Subdivision and: – Direct the Work of at Least Two or More FTE’s (or Equivalent PTE’s) – Authority to Hire, Fire or Make Recommendations – Recommendations are Given Particular Weight
33. ADMINISTRATIVE EXEMPTION Primary Duty – Office or Nonmanual Work Directly Related to the Management or General Business Operations of the Employer or the Employer’s Customers Requires Exercise of Discretion and Independent Judgment in Matters of Significance
34. PROFESSIONAL EXEMPTIONS Learned Professionals: Requires Advanced Knowledge Acquired by Prolonged Instruction in a Field of Science or Learning Intellectual in Nature Requires Exercise of Discretion and Judgment
35.
36. Perform in a Recognized Field of Creative or Artistic Endeavor
37. HIGHLY COMPENSATED EMPLOYEE EXEMPTION A Highly Compensated Employee Must: Minimum Compensation of at least $100,000.00 ($455/week of which must be paid on a salary basis) Perform One of the Job Duties of an Exempt Administrative, Executive, or Professional
38. COMPUTER RELATED OCCUPATIONS Salary of $455 Per Week or $27.63 Per Hour Performs higher level computer work involving design, analysis and implementation of systems “Help desk” positions not exempt
39. OUTSIDE SALES EXEMPTION An Employee Must: Have a Primary Duty Involving Making Sales or Obtaining Orders and Contracts Be Customarily and Regularly Engaged Away From the Employer’s Place of Business Note: No salary requirement
40. PERMISSIBLE DEDUCTIONS FROM SALARY Full day absences due to sickness or disability if deductions under a bona fide plan, policy or practice of providing wage replacement benefits for these types of absences Good faith full day disciplinary suspensions for infractions of written workplace conduct rules First or last week of employment, as long as the employee is paid a proportionate share of salary for time actually worked Penalties imposed in good faith for violating safety rules of “major significance” FMLA leave including both partial and full day absences To offset amounts received as payment for jury fees, witness fees or military pay
41. SAFE HARBOR “Salary Basis” will not be destroyed if: Employer Has a Clearly Communicated Policy Prohibiting Improper Pay Deductions Employees Are Reimbursed for Any Improper Deductions Employer Makes a Good-Faith Effort to Comply in the Future
42. FLSA MINIMUM WAGE REQUIREMENTS $7.25 July 24, 2009 $2.13 Per Hour Tip Credit Unchanged – Cash Wage Plus Tips = Minimum Wage
43. FLSA BASIC OVERTIME REQUIREMENTS Sets Rate of Overtime Pay (1.5 X Regular Pay) Requires Overtime for “Hours Worked” Workweek Is Any Fixed, Recurring Period of 168 Hours (7 Days X 24 Hours)
44. COMPENSATORY TIME Overtime Usually Must Be Paid in Cash Public-Sector Employers May Grant Compensatory Time Off Private-Sector Employers May Not Pay With “Comp” Time
45. PORTAL-TO-PORTAL ACT Defines the Beginning and End of the Workday Provides Guidelines On: On-call/standby Time Preparatory/Concluding Activities Waiting Time Meals and Breaks Travel Time Training Time
46. EQUAL PAY ACT Equal Pay for Equal Work: Effort Working conditions Responsibility Skills
47. DIRECT VERSUS INDIRECT COMPENSATION Base Pay Differential Pay Incentive Pay Selected Employees Cash Recognition Legally Required Benefits Income Replacement STD/LTD Medical Deferred Pay Pay for Time Not Worked/Unpaid Leave
50. MEASURES OF PAY EQUITY Internal Equal Work = Equal Pay Comparable Worth External Match, Lead, Lag Industry Occupation Geography
51. COMPA-RATIOS Divide Employee Pay Level by the Midpoint Example: Pay Range $10 - $15/Hour Midpoint $12.50 Employee Salary $11.00 Compa-Ratio .88%
52. LEAD VERSUS LAG STRATEGIES Compa-Ratios - Indicators How Actual Wages Lead, Lag or Match Market Compa-Ratio Below 1.0 Means Employee Wages are Less Than Midpoint (Lag) Compa-Ratio Above 1.0 Means Wages Exceed the Midpoint (Lead)
53. JOB EVALUATION Used to Determine Relative Worth Of Jobs Derived from Job Analysis Non-Quantitative/Quantitative
58. INDIRECT COMPENSATION Designed to: Reward Continued Employment Retain Good Employees Improve Productivity, Work Quality, Competitiveness Protect Employees’ Physical/Financial Well-Being Affordable for Employers Attractive to Employees
59. Review Organizational Strategy Review Compensation Philosophy Review Employee Needs Review Current Benefits Conduct Gap Analysis BENEFIT NEEDS ASSESSMENT
60. GAP ANALYSIS Revise Benefits That Are Not Meeting Employee or Organizational Needs
62. WORKERS’ COMPENSATION StateInsurance Program Paid for by the Employer According to the State by Its Own State Law and by the Federal Government for Federal Workers Provides Income Continuation and Reimbursement of Accident Expenses for Employees Who Are Injured on the Job
63. CATEGORIES OF WORKERS’ COMPENSATION BENEFITS 1. Permanent and Total Disability 2. Permanent and Temporary Partial Disability 3. Survivor’s Benefits in Cases of Fatal Injuries 4. Medical Expenses 5. Rehabilitation
64. EMPLOYEE RETIREMENT INCOME SECURITY ACT (ERISA) Applies to Retirement Plans, Medical Plans, Group Life Insurance, Long Term Disabilities Basic Standards must be Met for Benefit Programs to Maintain their Tax-Favored Status Designed to Protect Employees in Private Sector
66. ERISA (continued) Pension Benefit Guaranty Corporation (PBGC)– Guarantee of Payment (With Limits) to Employees Covered by Terminated Pension Plans Revenue Act Of 1978 – Section 125 - Can Offer Favorable Tax Treatment on Benefits – Section 401k - Allow Tax Favored Pay Deferrals Toward Retirement Retirement Equity Act (REA), 1984- Legal Protection for Spousal Beneficiaries
67. REQUIRED COMMUNICATION ERISA Requires: Summaries of the Plan Description, Annual Report, and Material Modifications Filing Form 5500 With the IRS Other Required Communications Include: Continuation of Benefits’ Notice Explanation of Stock Options (SEC Regulation) Posting of Workers’ Compensation Benefits (Required by States)
68. Consolidated Omnibus BudgetReconciliation Act (COBRA) Employers Who Provide Health Care and Employ More Than 20 People Must Provide Continuation Benefits Exception: Employment Terminated Due to Gross Misconduct
69. COBRA QUALIFYING EVENTS Voluntary Termination Involuntary Termination of Employment for any Reason Other Than Gross Misconduct Disability as Determined by the SSA Reduction in Hours Resulting in Loss of Benefits Divorce or Legal Separation From the Employee Employee Becomes Eligible for Medicare Dependent Ceases to Be a “Dependent Child” Under Plan Rules Death of the Employee
70. CONTINUATION PERIODS (Months) Termination of Employment for Gross Misconduct 0 Termination of Employment for any Reason other than Gross Misconduct 18 Reduction in Hours 18 Employee Is Disabled at the Time of Reduction in Hours or Termination 29 Divorce or Death of the Employed Spouse 36 Dependent Child Loses Eligibility Status 36
71. WHEN DOES A COBRA COVERAGE END? Premium for Coverage Is Not Paid Employer Terminates Group Health Coverage Beneficiary Becomes Covered Under Another Group Health Plan Qualified Beneficiary Is Entitled to Medicare Benefits
72. COBRA(continued) Four Notices Employers Must Provide: 1. General Notice 2. Election Notice 3. Notice of Unavailability of Continuation Coverage 4. Notice of Termination of Continuation
73. FAMILY AND MEDICAL LEAVE ACT (FMLA) Provides 12 Weeks of Unpaid Leave for: Serious Health Condition of Employee, Spouse, Parent or Child; Birth, Adoption or Placement & To Care for Child; A Qualifying Exigency; Being the Spouse, Child, Parent or Next of Kin of a Covered Service Member with a Serious Injury or Illness. Covered Employers - 50+ Employees Eligible Employees – 12 Months/1,250 Hours at Worksite with 50 or more employees within 75 miles a. Health Benefit Continuation b. Reinstatement Rights c. Intermittent Leave (right to transfer to accommodate)
74. Uniformed Services Employment & Reemployment Rights Act “USERRA” Provides protected leave for up to 5 years of military service Guarantees reinstatement to job individual would have held but for leave (escalator principle) Must permit continuation of health care coverage for up to 24 months (can require payment of up to 102% of premiums)
75. OLDER WORKERS BENEFITPROTECTION ACT (OWBPA) 1990 Covers Compensation, Terms, Conditions and Privileges Provided Under Employee Benefit Plans Must Be Given 21 or 45 Days to Consider Any Agreement Under ADEA Group Terminations or Retirement Programs -Provide 7 Days to Revoke Agreement After Signing Eligible Employees Must Be Provided With Certain Demographic Information As a Part of Group Term Release or ADEA Claims
76. OMNIBUS BUDGET RECONCILIATION ACT (OBRA) Reduces Compensation Limits in Qualified Retirement Programs Require That Health Plans Honor Qualified Medical Child Support Orders for Dependent Children of Employees When Issued by a Court Group Health Plans Must Provide Coverage for Dependent Adopted Children When Those Children Are Placed for Adoption in a Covered Employee’s Home
77. Health Insurance Portability &Accountability Act (HIPAA) Limits Exclusion for Preexisting Conditions Ensures Availability of Coverage Guarantees Renewability Allows Employees to Change Jobs Without Concern of Losing Coverage Restricts "Actively at Work" Requirements to Health Plan Eligibility Established Anti-discrimination Rules for Plan Participants
78. QUALIFIED DEFERREDCOMPENSATION PLANS Help to Recruit and Retain Employees Allow People to Retire, Creating New Employment Opportunities Provide Tax Deferrals for Owners and Highly Compensated Employees (HCEs)
79. CHARACTERISTICS OFQUALIFIED PLANS Under ERISA, Plans Must: Be in Writing and Be Communicated to Employees Be Established for Exclusive Benefit of Employees/beneficiaries Satisfy Rules Concerning Eligibility, Vesting, and Funding Not Favor Officers, Shareholders, or HCEs
85. CASH BALANCE PLAN Type of Defined Benefit Plan Defines Benefit in Terms of Stated Account Balance Employers Assume Investment Risks and Rewards Is Portable At Retirement Employees Receive: Lifetime Annuity Lump Sum
86. NONQUALIFIED DEFERREDPLANS Provide Additional Benefits to Key Executives Employees Defer Reporting Income; Not Subject to the Limits Placed on Qualified Plans Employer Contributions Are Not Deductible Funds Are not protected by ERISA
87. HEALTH-CARE PLANS Indemnity (Fee-for-service) Plans Full-choice Plan Employees Can Go to Any Qualified Physician Fees Are Generated When Services Are Used Managed Care Plans Prepaid Health-care Plans Physician Is Paid Per Capita (Per Head) Rather Than for Actual Treatment Provided Members Enroll and Pay a Set Monthly or Annual Fee
88. TYPES OF MANAGED CARE PLANS Health Maintenance Organizations Group, Staff, and IPA Models Preferred Provider Organizations Point-of-service Organizations Exclusive Provider Organizations Physician Hospital Organizations
89. OTHER HEALTH CARE OPTIONS Dental Plans Vision Care Plans Prescription Drug Plans Employee Assistance Programs Alternative health care
91. CAFETERIA PLANS SECTION 125 Premium-only Plans Employees Receive Favorable Tax Treatment on Benefits Already Offered Flexible Spending Accounts Pretax Dollars Are Set Aside to Pay for Dependent Care or Unreimbursed Expenses Must “Use It or Lose It” Full Cafeteria Plans Benefit Credits Are Used to Purchase Benefits Unused Credits Can Be Cashed Out
92. CAFETERIA PLANS – ADVANTAGES Tailored to Employee’s Needs; Change as Employees’ Lives Change Efficient Use of Benefits Employer Sensitivity to All Program Costs and Employee Cost Sharing Employee’s Awareness of Benefits and Cost Favorable Tax Treatment Employer’s Cost of Benefits Can Be Lowered Over Time
93. CAFETERIA PLANS – DISADVANTAGES Inappropriate Benefits Chosen Complicated Record Keeping Adverse Selection (Benefits Selected Only by Employees Who Fully Utilize Those Benefits) NondiscriminationRequirementsIRSCode
94. LIFE INSURANCE PROTECTION Salary Continuation Group-Term Life Insurance Excess Group-Term Life Insurance Dependent Group Life Insurance Split-Dollar Plans
95. PAID LEAVE Paid Leave for Events: Holiday Pay Vacation Pay Community Service Pay Leave of Absence Bereavement Leave Paid-Time-Off Banks Lumped Into One Account
97. WORKFORCE PLANNING Presented by Don C. Works, III, JD, SPHR Jackson Lewis LLP Orlando 407-246-8433 worksd@jacksonlewis.com
98. EQUAL EMPLOYMENT OPPORTUNITY Decisions Must Be Job and Business Related Hiring Work Assignments Compensation Promotions Terminations
99. PURPOSE OF EQUAL EMPLOYMENT OPPORTUNITY INITIATIVES Prevent Employee Discrimination In The Workplace Take Remedial Action To Offset Past Employee Discrimination
100. TWO TYPES OF DISCRIMINATION Disparate Treatment – Intentional Act Direct Discrimination Unequal Treatment Decision Based on Protected Characteristic Prejudiced Actions Different Standards For Different Groups Disparate Impact – Unintended or Intentional Indirect Discrimination Unequal Consequences Or Results Decision Not Based on Protected Characteristic Unintentional Discrimination Neutral Actions Same Standards But Different Consequences
101. ADVERSE IMPACT Occurs When There Is A Substantially Different Rate Of Selection In Hiring, Promotion, or Other Employment Decisions Which Works To The Disadvantage Of Members Of Protected Groups 4/5ths Rule – success rate of protected group less than 80% of other group
102. 2007 EEO-1 REPORT OVERHAUL "Two or more races, not Hispanic or Latino"; "Asians, not Hispanic or Latino"; "Native Hawaiian or Other Pacific Islander, not Hispanic or Latino"; "Asian and Pacific Islanders" Category Deleted
103. EEO-1 REPORT OVERHAUL "Officials and Managers" Divided Into Two Levels Based on Responsibility and Influence Within the Organization: (1) “Executive/Senior Level Officials and Managers” (2) “First/Mid-Level Official and Managers” Non-Managerial Business and Financial Occupations Moved From the "Officials and Managers" Category to the "Professionals" Category
104. Title VII of the Civil Rights Act Prohibits discrimination against protected classes. Makes it unlawful to deny career advancements to protected classes. Prohibits discrimination because of pregnancy, childbirth, or related conditions.
105. Title VII of the Civil Rights Act Provides equal opportunity for training. Prohibits sexual harassment. Prohibits compensation discrimination.
106. Age Discrimination in Employment Act Age 40 and over Older Workers Benefit Protection Act Release language Group versus individual releases
107. Americans with Disabilities Act (ADA) Protects qualified individuals with a disability Prohibits medical exams or inquiries about a disability, except in certain situations Requires reasonable accommodation that enables employees to perform essential functions as long as there is no undue hardship
108. Who Is Protected By ADA? Individual with a physical/mental impairment that substantially limits a major life activity Record of impairment Regarded as having an impairment Associated with a disabled person Can perform the essential functions of the job with or without reasonable accommodation
110. FORCES WHICH IMPACT PLANNING Organization’s Direction Internal Labor External Labor Business Change
111. JAC FITZ-ENZ – P.E.R.M. MODEL Projections Evaluate - Key Group Review Recruitment Plan Measurement - ROI
112. P.E.R.M. ROI – INDICATORS Planning - % of Jobs Filled Internally Evaluation – Past Source Performance & Tenure Recruitment – Future Source Cost, Time, Quality Measurement – Business KPI’s Affected
113. ANALYSIS OF RECRUITMENT SOURCES Sourcing Media Advertising Agencies Referrals Events Selection Methods Screening Assessment Interviews Testing
114. INCREASING INTERVIEWING ACCURACY All Voters Must Know Position Delay Yes/No Decision Multi-Factor Assessment Give Each Interviewer 2-3 Traits to Assess Panel Interviews Formal Debriefing ~ Lou Adler
115. WORKFORCE PLANNING METRICS Cost Per Hire Time to Fill Yield Ratios – Used to evaluate recruiting sources Adverse Impact
116. JOB ANALYSIS DEFINED Systematic study of a job to determine qualifications, responsibilities, conditions and relationship to other jobs Identify Tasks, Duties & Responsibilities Evaluate KSAs (Knowledge, Skills and Abilities)
123. TASK STATEMENT Analyzes jobs using various methodologies within federal, local, and professional standards in efforts to define levels of responsibility & specific tasks; as well as the level of specific KSAs, necessary for successful performance.
124. KSAs vs. Competencies Knowledge – Specific Skill – Degree of Performance Ability – Mental or Physical Capacity Competencies: Groupings of KSAs that Relate to a Particular Purpose or Function
125. METHODOLOGY 5 PHASES OF JOB ANALYSIS Identification of Function & Responsibilities Task Statement Data Collection Task Statement Development & Refinement KSA Development & Refinement Documentation Report
126. JOB ANALYSIS METHODOLOGY CLOSE UP PHASE I – ORGANIZATIONAL LEVEL Purpose & Responsibilities of Job Place in Organizational Hierarchy Location & Work Environment
127. JOB ANALYSIS METHODOLOGY CLOSE UP PHASE II – INITIAL TASK STATEMENT Collect Existing Task Statement Information Develop List of Tasks & Responsibilities – Strategic Tools: Surveys, Questionnaires, Round Tables, Workplace Shadowing
128. Job Analysis MethodologyCLOSE UP PHASE III – TASK DEVELOPMENT & REFINEMENT Consolidate & Refine Frequency & Duration Importance Levels
129. Job Analysis MethodologyCLOSE UP PHASE IV – KSA DEVELOPMENT & REFINEMENT Determine KSAs Needed to Effectively Perform Each Task Minimum Qualifications Competency Model Development
130. Job Analysis MethodologyCLOSE UP PHASE V – DOCUMENTATION REPORT Statistically Analyze All Task & KSA Data Create Written Job Descriptions & Specs Determine Classification & Compensation Develop Plans for Selection & Performance Management Prepare Report Documenting Methodology & Results
131. USES OF JOB ANALYSIS Recruiting Compensation Career Paths Succession Planning Training Organizational Design Performance Standards Performance Evaluations Time Management Compliance AAP Legal Defense
132. JOB DESIGN Rational Approach – Frederick Taylor – work should be arranged so that employees can be efficient & output maximized Job Enrichment – Frederick Hertzberg – design work for employees’ personal enrichment
133. RELIABILITY & VALIDITY Reliability is the Ability of an Instrument to Measure Consistently and with Relative Absence of Error
134. RELIABILITY & VALIDITY Validity is the Ability of an Instrument to Measure What it is Intended to Measure Validation Answers Two Questions: What does the instrument measure? How well does the instrument measure it?
136. RELIABILITY & VALIDITY Reliability Can Be Measured By : Parallel Forms – uses two forms with different items – scores correlated for each individual Test/Retest – measures degree to which scores are the same over time Internal Consistency – equivalent parts of test taken separately and results correlated
137. RELIABILITY & VALIDITY Content Validity – Simplest Job Analysis Key Construct Validity – Most Complex Measures Theoretical Construct or Trait Criterion-Related Validity – (Preferred) Trait of Work Behavior that is Predicted by a Test
138. CRITERION RELATED VALIDITY Concurrent Validity – Test is Given to Current Employees – Scores Correlated with Performance Ratings Predictive Validity – Before the Fact Measure – Test Results Correlated with Subsequent Job Performance Usually After 12 Months (Preferred by EEOC)
139. RISK MANAGEMENT Presented by Don C. Works, III, JD, SPHR Jackson Lewis LLP Orlando 407-246-8433 worksd@jacksonlewis.com
140. Definition Risk Management is the use of insurance and other strategies in an effort to prevent or minimize an organization's exposure to liability in the event a loss or injury occurs.
142. OSHA General Duty Clause Each employee has the right to “a place of employment which is free from recognized hazards that are causing or are likely to cause death or serious physical harm.”
143. Employee Responsibilities & Rights Comply with rules Right to safety & health Right to request inspection Right to file complaint Right to be informed of workplace hazards Right to request action to correct hazards Right to file a discrimination/retaliation complaint Right to receive training
144. Best Known OSHA Standard Hazard Communication (also known as the Employee Right-to-Know Law) It requires: An inventory of hazardous chemicals An evaluation of chemical hazards Communication / Training MSDS
145. OSHA Inspection Priorities Imminent danger Catastrophes & fatal accidents Employee complaints High-hazard industries Follow-up inspections Are they in order of priority?
146. Purpose of Safety Programs Prevent work-related injuries, accidents or incidents Definitions: Incident – deviation from any acceptable standard Hazard – incident without adequate controls applied
147. Classification of Incidents Unsafe Acts Failing to use protective equipment Removing safety devices Using equipment improperly Dressing improperly Operating equipment at unsafe speeds Performing unauthorized procedures Unsafe Conditions Defective equipment Hazardous process Noise, heat, dust Fumes, chemicals Poor ventilation Improper lighting Unsafe floor surfaces Unsafe stacking, storing Inadequate personal protection equipment
149. Health Health Hazards Infectious Diseases Environmental Health Hazards Fetal Protection Policies Employee Assistance Programs Can you require EAP treatment? Employee Wellness & Fitness Programs Chemical Dependency
150. Security Fire Industrial Sabotage Trespassing Employee Theft Natural Disasters Theft/Sabotage of Classified Information Violence Terrorism
151. Theft and Fraud 30% of employees admit stealing 40% hits companies under 100 workers Technology has made it easier Goes up in a down economy Why some organizations make employees take 1 – 2 weeks off
152. Security Risk Analysis Vulnerabilities are considered first Specific or generic Probability of occurrence Virtually certain Highly probable Moderately probable Improbable Assessment of impact or cost Level 1 (fatal to org.), 2, 3, or 4 (negligible)
153. Business Continuity & Recovery Disaster Recovery Plan procedures to recover lost data in the event of a disaster Emergency Response/Preparedness Plan describes the action to be taken by all personnel to respond to natural or human disasters
154. Can the Workplace Cause Stress & Violence? Harassment Poor management style Pressure for increased productivitynrealistic job expectations Mis-handled job terminations Untrained supervisors Lack of zero tolerance for inappropriate behavior
155. Workplace Privacy Employer Privacy Concerns Protection of Propriety Information Identify what needs protecting Get confidentiality & nondisclosure agreements Technology Security Risks Employee Privacy Concerns Identify Theft Monitoring employees
157. Impact of the Law on Employee Relations Employee Rights under the NLRA Can organize themselves Can discuss their salaries EEO Laws Common Law Employment-at-Will Public policy exceptions Implied contract
158. Impact of the Law on Employee Relations (con’t) Common Law Tort Claims Negligent foursome Defamation Fraudulent misrepresentation Others Contract Issues Oral contracts Non-compete agreements Others
159. Characteristics of Union-Free Organizations Fair and consistent treatment Access to career opportunities Feedback mechanisms Communication programs Problem-solving procedures Trained supervisors/ managers Rewards and recognition
160. Employee Involvement Strategies Job Design Alternative Work Schedules Teams Employee Suggestion Systems Employee Surveys Focus Groups
161. Problem-Solving Procedures Discipline Process Alternative Dispute Resolution (ADR) Prevents escalation of issues Private forum Cost-effective An umbrella term for over 23 options Must have basic elements of due process Becomes a condition of employment
162. The MOST beneficial outcome of an effective employee discipline process is: A structured method for addressing substandard performance. A productive workforce with high levels of personal accountability A reduction of legal challenges to termination decisions. Workforce compliance with rules and performance standards.
163. Labor Relations Legislation National Labor Relations Act (NLRA) Pro-union Labor-Management Relations Act (LMRA) Established balance of power Union shops, right-to-work states Labor-Management Reporting and Disclosure Act (LMRDA) Protect employees from corrupt unions Others
165. Union Organizing Initial contact may occur via: A union organizer contacting employees Management contacting a union Employees contacting a union
166. Union Organizing Tactics Inside organizing Salting Leafleting Meetings Home visits Internet campaigns Others
167. Picketing A form of free speech Organizational picketing Induce employees to accept the union Recognitional picketing Obtain the employer’s recognition of the union Informational picketing Advise the public
168. Union Organizing Campaign Petition for Certification Authorization Cards Election Campaign Election Certification Of Results (no union elected) Certification of Representative (union elected) Contract Negotiation (collective bargaining)
169. Managements Rights in a Campaign Take the initiative State an opinion Point out the consequences of a strike Communicate through supervisors & meetings State that improvements are notdependent on unionization Point out the financial costs of a union
170. Employer Unfair Labor Practices (ULPs) Threaten Interrogate Promise Spy Known as “TIPS” or “SPIT” Don’t forget discrimination or retaliation
171. Union Organizing Campaign Authorization Cards Primary method of employees showing interest Union must have 30% of eligible employees sign to proceed Usually will not petition for an election until more than one-half of employees sign Are legal documents Don’t touch the cards if presented
172. Petition for Certification Election is most traditional route toward union recognition – 90% Authorization cards are primary example of supporting evidence Consent Election(waive pre-election hearing) Directed Election Voluntary recognition can occur, but happens infrequently
173. NLRB Pre-Election Hearing After determining validity of signatures and sufficient interest, the following are issues are decided: Voter eligibility Determination of the bargaining unit Community of interests Geography Others Time, date or place of the election
174. Election Excelsior List Names and addresses of all eligible bargaining unit employees Voter Eligibility On payroll for at least 3 payroll periods Campaign Not within 24 hours of election
175. Election Process Looks like a general election No campaigning around polling area Both parties have representatives Either party may challenge voter eligibility NLRB counts unchallenged ballots Simple majority of voting employees wins 50% plus one person
176. Other Paths to Unionization Employer volunteers recognition Union convinces the employer to grant recognition Union convinces the employer to witness its majority status Counting the authorization cards ULPs
177. Unfair Labor Practices by the Employer TIPS Employee committees Electromation Case Crown Cork and Seal Company Case No negotiating or proposing Discouraging union membership illegally Retaliation Refusal to bargain
178. Unfair Labor Practices by the Union Restraints and coercion Failure to provide fair representation Discrimination against non-members Excessive membership fees Featherbedding Refusal to bargain
179. Collective Bargaining Definition – the process by which management and union representatives negotiate the employment conditions for a particular bargaining unit Must be done in good faith Results in (ideally) – a collective bargaining agreement (CBA)
180. Collective Bargaining Subjects Mandatory Subjects Issues identified specifically by labor laws or court decisions as subject to bargaining Wages, benefits, working conditions, overtime, etc. Can only strike legally over mandatory subjects Permissive Subjects Those that may be bargained but are not obligatory Benefits for retirees, settlement of ULPs, etc. Illegal subjects Those that are unlawful by statute
181. Collective Bargaining – Public Sector Subjects are limited – why? No mandatory subjects Public sector employees generally not permitted to strike No negotiation over wage rates States may differ
182. Collective Bargaining Patterns Pattern (parallel) Bargaining Union focuses on one employer and then negotiates similar contracts with competitors Auto industry Coalition (multiple employer) Bargaining More than one employer negotiates with union Trucking industry / coal mining industry Coordinated Bargaining Employer bargains with two or unions simultaneously Airline industry
183. Contract Clauses Union security clauses Union shop Agency shop Management rights Bumping Strikes and lockouts Zipper clause
185. Protected Concerted Activities Lockout When management shuts down operations Strikes A refusal by employees to work Economic strikes (can replace strikers) Unfair labor practices strikes (must reinstate strikers) Wildcat strikes (unprotected) Sympathy strikes
186. Protected Concerted Activities (con’t) Picketing Informational Common situs picketing Consumer picketing Secondary Boycotts Generally illegal Exceptions: Ally doctrine Double breasting Others
187. Decertification Very similar to election process 30% of employees sign a petition Majority of voting employees decide Reasons: Inability to negotiate the first contract Fair treatment of employees by employers Poor job of unions providing service Others
190. Legislation Affecting HRD Copyright Act Public domain Who owns copyrights? Fair use U.S. Patent Act Trademark Act Title VII, Civil Rights Act Age Discrimination in Employment Act American with Disability Act
191. Functions of HRD Provides employees with the skills to meet current & future job demands Aligns & links HRD learning objectives, activities, and outcomes with organization’s goals & business needs Includes: Organizational Development Training & Development Career Development
192. The Learning Organization Learning is tied to business objectives Change is embraced Assumptions are always questioned Learning is both a part of work & a part of everyone's job description Failures become opportunities to learn Employees take responsibility for their own learning
193. Knowledge Management The process of creating, acquiring, sharing and managing knowledge to augment individual & organizational performance Facilitates information exchange & transfer between employees Taps expertise of those leaving the organization
194. Global Issues for HRD Organization change and knowledge management become more complex Western motivation models and leadership theories may not apply Demand for multilingual/multicultural training is increasing Cultural issues have a greater influence on the selection of appropriate training
195. Competency Models A set of behaviors encompassing skills, knowledge, abilities, and personal attributes May be defined on an organizational or individual basis Core competencies differentiate an organization from its competition and provides for a competitive advantage
196. Organizational Development Enhances the effectiveness of an organization and the well-being of its members Occurs on both a large & small scale Is change management Primary roles for HR professionals: Serve as change agents Conduct evaluations of OD interventions
197. OD Intervention Strategies Interpersonal strategies Deal with work relationships Technological strategies Focus on processes Include job design & work flow analysis Structural strategies Look at how the structure of the organization is helping or hindering the organization
199. Training & Development The ADDIE Model Assessment or Analysis Design Development Implementation Evaluation
200. Types of Training Programs Orientation and on-boarding Skill development Supervisory/managerial Defense in lawsuits Corporate responsibility Other
201. Evaluation of Training Programs Don Kirkpatrick’s Model Level One – did you like it? Reaction Level Two – did you learn anything? Measuring learning Level Three – did anything change? Measuring behavior Level Four – any affect on organization? Measuring results
202. Learning and Motivation Assumptions about adult learning Obstacles Learning styles Auditory Visual Kinesthetic Learning levels Intrinsic vs. extrinsic factors
203. Which of the following intrinsic factors affect an employee’s willingness to do the job? Opportunities for recognition and relationships with co-workers Opportunities for personal growth and achievement Working conditions and job security Job environment and pay
204. Motivational Theories Maslow’s Hierarchy of Needs Herzberg's Motivation-Hygiene Theory Vroom’s Expectancy Theory Skinner’s Behavioral Reinforcement Theory Equity Theory McClelland’s Theory Theory X and Theory Y
205. A first-line supervisor desires a management position. However, only college graduates seem to be promoted. The employee decides not to enroll in college since balancing work and school would be too hard. According to Vroom, the employee Does not believe that a college degree will lead to a management job. Does not want a management position badly enough. Does not trust company management. Lacks confidence in himself.
206. Career Development Career Planning Focus on the individual Career Management Focus on the organization Talent Management Integration of HR processes that attract, develop & retain employees that will meet current & future business needs
207. Career Development Programs Employee self-assessment tools Coaching Mentoring Continuing education Committee/team participation Apprenticeship Job rotation, enlargement and enrichment Fast-track programs
208. Career Development Programs (con’t) Internal mobility Promotions Relocations Transfers Demotions ??? Dual ladder programs Succession planning / replacement planning Expatriation and repatriation
209. Leadership & Management Which is more important? Are leaders born or made? How are leaders developed? Can leadership be taught and learned? What are some obstacles to developing leaders?
210. Leadership Theories Trait Theories Behavioral Theories Situation Leadership Theory Hersey-Blanchard’s Theory Behavioral Leadership Theories Blake-Mouton’s Theory Contingency Theories Fiedler’s Theory Transformational/Transactional Leaders
212. Performance Management Organizational values and goals Provide a sense of purpose and priorities Performance standards Set expectations Identify and measure behaviors Provide a direct relationship between job description, job competencies and performance goals and objectives Point out important aspects of the job
213. Measurement & Feedback Performance appraisals Provide feedback and counseling Help in allocating rewards and opportunities Help in determining employees’ aspirations and planning developmental needs Should be formal and informal Should be conducted continuously, not as an annual event Should never be a surprise
220. The Evolving Role of HRM HR Models Advice / Service / Control Strategic / Operational / Administrative Dimensions of Change Workplace environment Globalization Offshoring vs. outsourcing Ethics Mergers & acquisitions
223. Transformational change differs from change initiatives in that it: affects qualitative processes and their results. challenges deeply held values, beliefs, and assumptions. permits individual modification of some elements. stems from market branding strategies.
227. Which of the following activities best prepares HR to participate in the strategic planning process? Evaluating a new HRIS system Restructuring HR’s recruiting system Training line managers on interviewing techniques Reviewing the company’s key financial data
228. Internal Business Partners Finance and Accounting Marketing and Sales The 4 P’s Operations Information Technology Employees Human Capital vs. Human Resources
234. Research Primary Research Experimental Pilot projects Surveys/questionnaires Interviews (exit, individual, and panel) Focus groups Direct observation Testing Secondary Research Historical data Benchmarking/best practices Purchased data Professional journals, books and other media Secondhand reports (e.g., grapevine reports)
235. Quantitative Analysis Charts and graphs Measures of central tendency Mean Mode Median Measures of variation Measures of association Inferential statistics
237. How valid and reliable is the data? Reliability: the ability of an instrument to measure consistently Test/retest Rater agreement Others Validity: the ability of an instrument to measure what it is intended to measure Content Construct Concurrent
238. Ethics Not synonymous with legality Must begin at top of organization HR plays important role Organizational culture influences Must walk the talk Training is important
239. Ethical Issues Privacy Drug testing Surveillance Technology Whistleblowing Conflict of interests Insider trading Bribes, payoffs and kickbacks Cultural clashes Copyrights