SHRM CP Functional Areas

HR Strategy

Developing, implementing, managing, and evaluating the strategic direction to achieve organizational success and create value.

Value Chain

A concept by Michael Porter that focuses on maximizing value for the least possible cost through primary and secondary activities.

Freeman Stakeholder Concept

Acknowledges the importance of various stakeholders, including government, community, and media, in organizational strategy.

Strategy Process

The steps involved in formulating, developing, implementing, and evaluating a strategy.

PESTLE Analysis

A tool for analyzing the political, economic, social, technological, legal, and environmental factors affecting an organization.

SWOT Analysis

A framework for identifying strengths, weaknesses, opportunities, and threats related to a business or project.

Porter’s Five Forces

A model that analyzes industry competitiveness through the threat of new entrants, substitutes, bargaining power of customers and suppliers, and industry rivalry.

Growth Share Matrix

A tool for assessing market growth and market share to inform strategic decisions.

Employee Value Proposition (EVP)

The unique set of benefits an employee receives in exchange for their skills and experience.

Validity

The degree to which an assessment accurately predicts job behavior, as required by the EEOC.

Adverse Impact

The negative effect on protected groups in selection processes compared to majority groups.

Employee Engagement

The emotional commitment and involvement of employees in their work and organization.

Maslow’s Hierarchy of Needs

A motivational theory that categorizes human needs into five levels, from physiological to self-actualization.

Herzberg’s Motivation-Hygiene Theory

A theory that distinguishes between hygiene factors (extrinsic) and motivational factors (intrinsic) affecting job satisfaction.

ADDIE Model

A framework for training design and development consisting of Analysis, Design, Development, Implementation, and Evaluation.

Total Rewards

A comprehensive approach to compensation, benefits, work-life effectiveness, recognition, and talent development.

Organizational Culture

A system of shared assumptions, values, and beliefs that influence how employees behave within an organization.

Knowledge Management

The process of retaining and distributing organizational knowledge, including both explicit and tacit knowledge.

Alternative Dispute Resolution (ADR)

Methods for resolving disputes without litigation, such as mediation and arbitration.

Globalization

The process of increasing interconnectedness among countries, influenced by economic, political, and environmental factors.

4 Steps in the Strategy Process

1. Formulation of Strategy

2. Development

3. Implementation

4. Evaluation

Lifecycle of a Business

• Introduction

• Growth

• Maturity

• Decline

Growth Share Matrix (Boston Box)

• Market Growth (x axis), Market Share (y axis)

GE-McKinsey Nine Box Matrix

• The attractiveness of the industry vs the competitive strength of the business unit

SMARTER goals

• Specific, Measurable, Attainable, Realistic, Timed, Evaluated, Revised

Employee Value Proposition (EVP)

the unique set of benefits that an employee receives in return for the skills, capabilities, and experience they bring to a company

Criteria for Selecting and Evaluating Selection Methods - for Assessing Job Candidates

• Validity - the extent to which the assessment can accurately predict the job behavior (EEOC requires this)

• Adverse impact - the extent protected groups score lower than majority groups

• Cost

• Applicant reactions - the extent applicants respond positively rather than negatively

Job Selection - Decision Process

• Summarize Information

• ID and rank candidates

• Collect additional information

• Make an offer

Understanding Employee Engagement

• Trait Engagement - personality based elements

• Stage Engagement - Influence of the workplace

• Behavioral Engagement - Individual effort creates satisfaction

4 drivers of engagement

• The work itself

• Stability and confidence in leadership

• Rewards and recognition

• Flow of communication

Leadership Practices that support employee performance

• Transformational leadership

• Authentic leadership

• Supportive leadership

Maslow’s Hierarchy of Needs

Physiological, Safety, Belonging and love, Esteem, Self Actualization

Herzberg’s Motivation-Hygiene Theory

• 2 categories of needs - hygiene /extrinsic and motivational/intrinsic

Theory X, Y, and Z (Motivation)

• X - authoritative management style

• Y - participative management style

• Z- stable employment, high productivity and high employee morale and satisfaction (job for life), Japanese management style

Skinner’s Behavioral Reinforcement Theory

• Positive reinforcement

• Negative reinforcement

• Punishment

• Extinction - no response

Performance Management

• Systematic process that helps improve organizational effectiveness by providing feedback on performance results and improvement needs

Methods for rating performance

• Narrative - time consuming but can be the most meaningful

• Management by objectives (MBO)

• Behaviorally anchored ratings (BARS)

• Category rating scales (1-5)

  • Graphic

  • Checklist

  • Forced Choice

• Comparative rankings with others

Adult Learning must be…

• Self concept

• Experience

• Readiness to learn

• Orientation to learning (problem focused)

• Motivation to learn

Obstacles to Learning

• Situational

• Institutional

• Dispositional

Learning curves take into account

the person’s motivation, prior knowledge, the specific knowledge to be learned and the persons aptitude and attitude

Training Design and Development - ADDIE

• Analyze, Design, Develop, Implement and Evaluate

Evaluating Training Programs - Kirkpatrick’s Four Levels

• Reaction

• Learning

• Behavior

• Results

HR Roles in Career Development

• Coach

• Appraiser

• Advisor

• Referral agent

Total Rewards Strategy

• Assessment- surveys

• Design

• Implementation

• Evaluation

Organization approaches to total rewards

• Entitlement Oriented - fairness/family oriented

• Contribution Oriented - performance based

Objectives to total rewards

• Pay Equity - equal pay for different but equivalent work

• Internal Equity - performance fairly determines pay OR relative difficulty results in appropriate pay differences in pay rates between jobs (skill, effort, responsibility and working conditions)

• External Equity - comparisons with other competitive pay structures

Pay strategies

• Lag market - pay less

• Match Market - stay current

• Lead Market - pay more

• Lead-lag Market - depends on value to org

Global Staffing

• Ethnocentric - tight control

• Polycentric - subsidiary treated as own entity

• Regiocentric - operations managed regionally

• Geocentric - single international enterprise with global strategic plan

Compensation Systems

• Single or Flat Rate - Stipend

• Time Based Step Rate - pay increases on a predetermined schedule

• Performance Based Merit System - more popular pay method in US

• Person Based - capabilities rather than performance

Every organization’s basic business functions

• Marking and sales

• Operations

• Information technology

• Finance and accounting

Four approaches to budgeting

• Zero-based

• Incremental

• Formula

• Activity based - using cost driver data

Designing Your Organizational Structure

• Departmental - functional, divisional or matrix

• Chain of Command

• Span of Control (flat organization)

• Work Specialization (vs. rotation of jobs)

• Formalization (rigid or loose rules)

• Centralized or Decentralized decision-making authority

Functional Org Structure

grouping based on the type of work you do

Divisional Org Structure

groupings based on the product, service or geographic area

Matrix Org Structure

2 direct supervisors

RACI Matrix

Responsible, Accountable, Consulted, Informed - used to better define roles

Flat organization (structure)

workers are skilled and require little supervision

KPI’s

key performance indicators are used to measure value

Balanced scorecard (CLIF)

• Customers

• Learning and growth

• Internal processes

• Financial

Organizational Gap Development

• Isolating an area of interest

• Identify the benchmark or industry standard

Steps for Implementation plans (for org effectiveness)

• Documenting goals and actions to achieve

• Meeting with employees to discuss the new vision

• Soliciting employee support

• Implementing your change

• Measuring the results

OED Initiatives (Org Effectiveness and Development) can use which model

ADDIE model (Analysis, Design, Development, Implementation, Evaluation)

Types of Group Decision Making

• Brainstorming

• Dialectical Inquiry - debate pros and cons

• Nominal Group Technique - structured process, compose list of ideas

• Delphi technique - successive rounds of ideas, etc.

Systems Theory (way to address quality)

•  success relies on synergy, interrelations and interdependence between different subsystems

• ISO Quality standards

• Terminology

• Recruitment

• Human Governance

• Workforce Planning

Quality control Tools

• Cause and effect diagram - fishbone - 5 whys

• Check sheet

• Control Chart

• Histogram

• Pareto chart

• Scatter diagram

• Stratification 

Theory of Constraints

• chain is no stronger than the weakest link

Six Sigma

variation in a process creates waste and errors

Measuring OED

• Lagging indicators

• Leading indicators

• Cultural assessment - identify current and desired culture (OCAI tool)

  • Internal focus and integration vs external focus and differentiation (product, relationship and price)

  • Stability and control vs flexibility and discretion

Forecasting

identifying job openings before they exist; part time vs full time jobs available, # of full time equivalent (FTE) people

• Four organizational culture types

• Clan - family

• Adhocracy - creative, innovation

• Market - results oriented

• Hierarchy - formal, structured

6 Elements of Organizational Structures

• Departmental - functional, divisional or matrix

• Chain of Command

• Span of Control (flat organization)

• Work Specialization (vs. rotation of jobs)

• Formalization (rigid or loose rules)

• Centralized or Decentralized decision-making authority

Phases of the M&A process (merger and acquisition)

• Preparation

• Due Diligence Production

• Integration Planning

• Implementation, Measurement, and Monitoring Results

Workforce Planning

balance between the work to be done and the workers available to do it

Supply analysis (in workforce planning)

• where your workforce is and what KSAs and competencies they possess

Trend and Ratio Analysis Projection (in workforce planning)

• Trend - compares historical results with current and identifies what may happen in the future

• Ratio - compares current or historical points in time

Flow analysis (in workforce planning)

how processes operate

Demand analysis (in workforce planning)

• best determination of staffing needs for the future

Gap analysis (in workforce planning)

• Measuring the distance between where you are and want to be

Solution Analysis (in workforce planning)

identifying potential solutions

Employee Development includes

• Job rotation, job enlargement, job enrichment, apprenticeship programs, higher education tuition reimbursement, wellness training, stress management, and work-life balance (work, family, friends, self)

Stats for Measuring Talent Management Effectiveness

• Overall talent retention rate

• Cost to hire

• Revenue per FTE

• Time it takes to hire

• Time to full productivity

• Diversity stats

• Impact of loss rates on revenue

• Average tenure

• Number of senior positions and bench strength

• Number of internal promotions

Definition of Employee

a person in the service of another under any contract of hire, express or implied, oral or written, where the employer has the power or right to control and direct the employee in the material details of how the work is performed

Employer Rights

• EEO - can make employment decisions on factors that are job related

• Expected to give workers more consideration the longer they have served the employer

• All workers are due fair treatment

• Employers are generally owners of the work products created by their employees

Employee Rights

• Given the benefit of the doubt in complaints/discipline

• Restrictions to an employers termination without cause (civil service, constitutional protections, discrimination protections, whistleblowing proctections)

• Oral contracts are valid and enforceable

• International Labor Rights

• International Labor Organization

  • Right to collective bargaining

  • No forced labor

  • No child labor

  • No discrimination

• Org for Economic Co-operation and Development (OECD) - economic data

• World Trade Org (WTO) - global rules for trade

• Treaties - formal contracts

• Trade agreements - administrative arrangements

Handling Grievances/Complaint Procedure

• Written complaint

• Supervisor level discussion

• Management or HR level discussion

• Senior Management

• Mediation or arbitration

• Howard Guttman’s 5 roles (of HR)

• Custodian of team alignment

• Drive/monitor accountability

• Assess conflict-management behavior

• Ensure the right capability set on teams

• Work to make sure teams are high performers

Leader’s 5 Step Guide to Conflict Resolution

• Affirm the relationship

• Seek to understand

• Seek to be understood

• Own responsibility by apologizing

• Seek agreement

Steps to conducting investigations

• Obtain a written complaint

• Conduct interviews (employee, supervisor, witnesses and document)

• Make a determination

• Give feedback (to the employee)

• Disciplining Employees process

• Oral warning

• Written warning

• Suspension

• Termination

• Policies should be based on circumstances so you’re not locked in

Steps to developing workplace policies

1. Identify the need for a policy

2. Identify who will take the lead responsibility for this policy development

3. Gather infomation

4. Draft the policy

5. Consult with stakeholders

6. Finalize and approve the policy

7. Consider whether procedures will be required to implement the policy

8. Implement the policy

9. Monitor the policy’s success and the review and revisit it if necessary

Steps for developing Employee Handbooks

1. Review and make revisions to current policies

2. Create an outline of what to include

3. Create summarized versions of each policy

4. Add each summary statement in the appropriate sections according to the outline

5. Review the handbook

6. Provide a finalized version to legal counsel for review

7. Select a means of publication

8. Distribute the handbook

9. Update as necessary

A multitude of forces contribute to globalization

• Economic influences

• Investment trading markets

• Enviromental forces

• Political forces

• Global insecurity

• Refugee crises

Three Precepts of Global Force Interconnectedness

• PESTLE factors help us better understand it

• Forces may be global, but impacts can be uniquely felt locally

• We need to distinguish between large-scale forces and trends and more immediate events and “trendy” phenomena

Moving Work (4 options)

• Outsourcing (not payroll)

• Offshoring (on payroll but out of country)

• Onshoring (lower cost location)

• Near-shoring (other country is relatively close)

When moving work HR should research…

• Talent pool

• Sociopolitical environment

• Risk levels

• Cost and quality

Guarded Globalization

• slow moving, selective, with nationalism and regionalism

“Push” factors for globalization

• Saturation of domestic demand; new markets needed

• Shortfalls in natural resources and talent supply

• Trade agreements

• Technological revolution

• Globalized supply chain

• Domestic recession

• Cost pressures and competition

• Gov’t policies and regulation

• Improving company’s image

• Strategic vision

“Pull” factors for globalization - make foreign markets attractive

• Gov’t policies

• Strategic control

• Growth opps

• Declining trade and investment barriers