WGU C234 Study Guide Latest 2023 Graded A+.

"Workforce Planning" The HR function that links workforce strategies with the strategic goals and objectives of the organization. Workforce planning is about forecasting staffing needs, helping to ensure that the organization has the right number of employees, with the right skills, at the right time. Competency The knowledge, skills, abilities, and behaviors that are essential for successful performance. competency modeling Refers to the process of determining the specific competencies associated with being a successful high performer in a particular occupation or industry. Culture A company's culture consists of its standards for behavior and the values shared by its employees. Diversity Training A course of instruction aimed at increasing the participants' cultural awareness, knowledge, and skills. Electronic Communications Privacy Act of 1986 (ECPA) Federal law that dictates how electronic communication in the workplace is monitored. The ECPA restricts the interception and monitoring of oral, wire, and electronic communications. Job Analysis The process used to study the work done by employees. Job Descriptions Identify the essential functions of a job and provide information concerning a job's duties and responsibilities. They should explain what employees do, how they do it, and the conditions under which they do it. Job Specification Identifies the minimum acceptable qualifications required for an employee to perform a job adequately. Long-range Business Strategy A business planning strategy that identifies what an organization is about, what it expects to do, and why it exists. Middle-range Business Planning A business planning strategy that formulates the specific organizational goals and objectives that the organization expects to achieve within the next two to five years. Moral Philosophy How the organization decides what is right and what is wrong. Negligent Hiring The failure to use reasonable care in the employee selection process, resulting in harm caused to others. Person-job Fit The degree to which the applicant fits with the job for which he/she is applying. Person-organization Fit The degree to which the applicant fits with the company. Private Employment Agencies Agencies which specialize in helping employers find applicants to fill job openings. Recruitment The process of attracting potential job applicants. Selection A formal process in which the organization first identifies the tasks, duties, and responsibilities (TDRs) of the job, evaluates the applicant's ability to perform the TDRs, and then finally offers the job to the most qualified applicant. Short-range Business Planning A business planning strategy involves developing short-term performance goals or annual operating plans. Situational Interview Invokes the use of hypotheticals by asking candidates what they would do or how they would act in a certain situation. Temporary Staffing Agencies Agencies which help companies fill positions on a part-time basis without having to make a permanent hiring decision. Validity Refers to whether a test measures what it is supposed to measure. Workforce Planning The HR function that links workforce strategies with the strategic goals and objectives of the organization. Workforce planning is about forecasting staffing needs, helping to ensure that the organization has the right number of employees, with the right skills, at the right time. Yield Ratio The number of applicants that make it from one stage of the selection process to the other. Structured Interview List of prewritten questions asked to all applicants, allows no follow up questions non-directive interview Asks applicants questions and guides interview questions and discussions based on the interviewers interpretation of the applicant's answers Team Interview Applicants interviews with multiple employees who all ask questions and guide the interview from the answers. The applicant can get a better feel for corporate structure based on interacting with multiple employees. Four steps for building a high-performing culture motivate change, lay high performance foundation, sustain high performance behavior, and monitor and improve Human Resources Who is responsible for helping employees improve performance? Interpersonal conflict between two people intergroup Conflict that occurs between two or more groups of people intragroup conflict within a group Metrics and Reporting for Conflict Resolution Number of grievances filed on time Cost per grievances filed Causes of grievances Average close time Return on investment ECPA of 1986 Law that dictates how electronic communication is monitored in the workplace ECPA Restrictions The monitoring or interception of written, oral, or electronic communication Strategies to increase diversity Use referrals to try to reach a particular group Develop external partnerships with new customer bases or companies Design an initiative to set diversity goals Engage senior leadership and other stakeholders in diversity initiative HR's role in managing diversity define and develop a scoreboard and establish accountability Diversity Scorecard Financial and nonfinancial information related to diversity initiatives Separator Makes a conscious effort to keep work and family life separate Integraters Bring work home and bring home to work with no distinction or boundary. Volleyers Both integrate home and work life and separate home and work life depending on their priorities at the time. Benefits of managing work/life balance Strategic, Cultural, Employee-Employer work life Strategic benefit to work/life balance Organization should enact changes that reflect the external environment. Create a culture that respects letting employees spend time with their families Cultural benefit to work/life balance Global employers needs to realize work/life cultures vary around the world. Cultural competance Employer/Employee work/life balance employers and employees aligning how to achieve work/life balance - ex. creating flex times It allows managers and HR to help shape the culture of the company Why should companies recruit internally? Introduces people with new persepctives Why should companies recruit externally? Argument for internal recruitment Employees are more qualified because they are familiar with the organization Greater number of qualified candidates Enhanced reputation as an employer of choice Which two recruitment outcomes result from effectively communicating the firm's employment brand? Hire temporary employees. Cozi Security Company has seen sky rocketing growth over the last six months. The owner needs to bring on more workers, but is concerned the growth spike won't last and that he will end up with a surplus of employees. Which strategy would you recommend the owner use? Find ways to identify types of IT professionals who perform at a high level and are likely to be content in the company. Timmy, a new recruiting manager, has been asked to develop a recruitment strategy to deal with the ongoing issue of the company not being able to attract top IT talent. The company's compensation is slightly below average. The company does, however, have an above average benefits package that includes a generous tuition reimbursement program. Further, the company is on the leading edge in its use of technology. Which strategy should Timmy suggest?