HR Test 2 Terminology

Forecasting

the attempts to determine the supply of and demand for various types of human resources to predict areas within the organization where there will be labor shortages or surpluses

Trend Analysis

constructing and applying statistical models to predict labor demand for the next year, given relatively objective statistics from the previous year

Leading Indicators

objective measures that accurately predict future labor demand

Transitional Matrix

a chart that lists job categories held in one period and shows the proportion of employees in each of those job categories in a future period

Core Competency

a set of knowldges and skills that make the organization superior to competitors and create value for customers

Downsizing

the planned elimination of large numbers of personnel with the goal of enhancing the organization’s competitiveness

Outsourcing

contracting with another organization (vendor, thrid-party provider, or consultant) to provide services

Workforce Utilization Review

a comaprison of the proportion of employees in protected groups with the proportion that each group represents in the relevant labor market

Recruiting

any activity carried on by the organization with the primary purpose of identifying and attracting potential employees

Job Posting

the process of communicating information about a job vacancy on company bulletin boards, in employee publications, or corporate intranets, and anywhere else the organization communicates with employees

Direct Applicants

people who apply for a vacancy without prompting from the organization

Referrals

people who apply for a vacancy because someone in the organization prompted them to

Nepotism

the practice of hiring relatives

Yield Ratio

a ratio that expresses the percentage of applicant who successfully move from one stage of the recruitment and selction process to the next

Cost Per Hire

the total amount of money spent to fill a vacancy (computed by finding the cost of using a particular recruitment source and dividing that cost by the number of people hired to fill that type of vacancy)

Personnel Selection

the process through which organizations makde decisions about who will or will not be invited to join the organization

Applicant Tracking System

automated approach to selection process that reviews electronically submitted resumes, matches them against company selection criteria, and allows hiring managers to track job candidate information and hiring outcomes

Reliability

the extent to which a measurement is free from random error

Validity

the extent to which performance on a measure (such as a test score) is related to that the measure is designed to assess (such as job performance)

Criterion Related Validity

a measure of validity based on showing a substantial correlation between test scores and job performance scores

Predictive Validation

research that uses the test scores of all applicants and looks for a relationship between the scores and the future performance of the applicants who were hired

Concurrent Validation

research that consists of administering a test to people who currently hold a job, then comparing their scores to exisiting measures of job performance

Content Validity

consistency between the test items or problems and the kinds of situations or problems that occur on the job

Construct Validity

consistency between a high score on a test and high level of a construct such as intelligence or leadership ability, as well as between mastery of this construct and successful performance of the job

Generalizable

valid in other contexts beyond the context in which the selection method was developed

Utility

the extent to which something provides economic value greater than its cost

Aptitude Tests

tests that assess how well a person can learn or acquire skills and abilities

Achievement Tests

tests that measure a person’s exisiting knowlege and skills

Cognitive Ability Test

tests designed to measure such mental abilities as verbal skills, quantitative skills, and reasoning ability

Assessment Center

a wide variety of specific selection programs that use multiple selection methods to rate applicants or job incumbents on their management potential

Nondirective Interview

a selection interview in which the interviewer has great discretion in choosing questions to ask each candidate

Structured Interview

a selection interview that consists of a predetermined set of questions for the interviewer to ask

Situational Interview

a structured interview in which the interviewer describes a situation likely to arise on the job, then asks th candidate what they would do in that situation

Behavioral Interview

A structured interview in which the interviewer asks the candidate to describe how they handled a type of situation in the past

Panel Interview

selection interview in which several members of the organization meet to interview each candidate

Training

an organization’s planned efforts to help employees acquire a job-related knowledge, skills, abilities, and behaviors, with the goal of applying these on the job

Instructional Design

a process of systematically developing training to meet specific needs

Learning Management System

an online application that automates the administration, development, and delivery of training programs

Readability

the difficulty level of written materials

Transfer of Training

on-the-job use of knowledge, skills, and behaviors learned in training

Communities of Practice

groups of employees who work together, learn from each other, and develop a common understanding of how to get work accomplished

Employee Development

the combination of formal education, job experiences, relationships, and assessment of personality and abilities to help employees prepare fort the future of their careers

Protean Career

a career that frequently changes based on changes in the person’s interests, abilities, and values in the work environment

Self-Assessment

the use of information by employees to determine their career interersts, values, aptitudes, and behavioral tendencies

Feedback

information employers give employees about their skills and knowledge and where these assets fit into the organization’s plans

Glass Ceiling

circumstances resembling an invisible barrier that keep most women and underrepresented groups from attaining the top jobs in organizations

Succession Planning

the process of identifying and tracking high-potential employees who will be able to fill top management positions when they become vacant

Needs Assessment

the process of evaluating the organization, individual employees, employees’ tasks to determine what kinds of training, if any, are necessary

Organization Analysis

a process for determining the appropriateness of training by evaluating the characteristics of the organization

Person Analysis

a process for determining individuals’ needs and readinness for training

Task Analysis

the process of identifying the tasks, knowledge, skills, and behaviors that training should emphasize

Readiness for Training

a combination of employee characteristics and a positive work environment that permits training

E-learning

receiving training via the internet or the organization’s intranet

Electronic Performance Support System (EPSS)

computer application that provides access to skills training, information, and expert advice as needed

On-the-job Training

training methods in which a personwith job experience and skill guides trainees in practicing job skills at the workplace

Apprenticeship

a work-study training method that teaches job skills through a combination of on-the-job training and clasroom training

Internship

on-the-job learning sponsored by an educational institution as a component of an acaemic program

Simulation

a training method that represents a real- life simulation, with trainees making decisions resulting in outcomes that mirror what would happen on the job

Avatars

computer depictions of trainees, which the trainees manipulate in an online role-play

Virtual Reality

a computer-based technology that provides an interactive, three-dimensional learning experience

Experiential Programs

training programs in which participants learn concepts and apply them by simulating behaviors involved and analyzing the activity, connecting it with real-life situations

Adventure Learning

a teamwork and leadership training program based on the use of challenging, structured outdoor activities

Cross-Training

team training in which team members understand and practice each other’s skills so that they are prepared to step in and take another member’s place

Coordination Training

team training that teaches the team how to share information and make decisions to obtain the best team performance

Team Leader Training

training in the skills necessary for effectively leading the organization’s teams

Action Learning

training in which trams get an actual problem, work on solving it and commit to an action plan, and are accountable for carrying it out

Orientation

training designed to prepare employees to perform their jobs effectively, learn about their organization, and establish work relationships

Onboarding

ongoing process that aims to prepare new employees for full particiaption in the organization

Diversity

the characteristics of individuals that make them unique

Equity

fair treatment, access, equality of opportunity, and advancement for all employees, while identifying nd eliminating barriers that have prevented the full participation of some groups

Inclusion

creating a work environment in which individuals are treated fairly and with mutual respect and have equal access to opportunities and resources so that they can contribute fully to the organization’s success

Diversity Training

training designed to change employee attitudes about diversity and/or develop skills needed to work with a diverse workforce

Assessment Center

a wide variety of specific selection programs that use multiple selection methods to rate applicants or job incumbents on their management potential

Assessment

collecting information and providing feedback to employees about their behavior, communication style, or skills

Leaderless Group Discussion

an assessment center exercise in which a team of 5-7 employees is assigned a problem and must work together to solve it within a certain time period

Transfer

assignment of an employee to a position in a different area of the company, usually in a lateral move

Downward Move

assignment of an employee to a position with less responsibility and authority

Promotion

assignment of an employee to a position with greater challenges, more responsibility, and more authority than in the previous job, usually accompanied by a pay increase

Externship

employee development through a full-time temporary position at another organization

Sabbatical

a leave of absence from an organization to renew or develop skills

Mentor

an experienced, productive senior employee who helps develop a less experienced employee (a protegee)

Reverse Mentoring

mentoring in which younger employees mentor more senior employees

Coach

a peer or manager who works with an employee to motivate the employee, help him or her develop skills, and provide reinforcement and feedback