GoConqr has a new look! Let us know what you think.

Sign up free

Flashcards

Workforce Planning and Employment

Van T Human Resources PHR English 176 cards

Cards in this deck (176)

  1. 1Three branches of the federal government participate in regulating the way employers interact with their employees1. Congress (enacts legislation)
    2. The Executive Branch (promulgates regulations)
    3. The courts (adjudicates cases to clarify legislation and regulations created by the other two branches)
  2. 2Enforcement agency of Civil rightsEEOC (Equal Employment Opportunity Commission)
    OFCCP (Office of Federal Contract Compliance Programs)
  3. 3Enforcement agency of Executive OrdersOFCCP
  4. 4Enforcement agency of Fair CreditFTC (Federal Trade Commission)
  5. 5Enforcement agency of ImmigrationUSCIS
    (U.S. Citizenship and Immigration Services)
  6. 6Enforcement agency of mass layoffsDOL
    (Department of Labor)
  7. 7Enforcement agency of military serviceDOL & OFCCP
  8. 8Enforcement agency of polygraphDOL
  9. 9Enforcement agency of privacyDOJ
    (Department of Justice)
  10. 10Enforcement agency of sexual harrassmentEEOC
  11. 11What is regarded as the milestone for modern equal employment opportunity?the Civil Right Act of 1964
  12. 12How many times was Tittle VII of the Civil Rights Act of 1964 amended?Three
    (1972, 1978, 1991)
  13. 13Two concepts Title VII of the Civil Rights Act of 1964Protected classes
    Unlawful employment practices
  14. 14Unlawful employment practicesEmployment practices that have adverse impact on member of protected classes
  15. 15Protected classesA group of people who share common characteristics and are protected from discriminatory practices
  16. 16Two types of unlawful practicesDisparate treatment
    Disparate impact
  17. 17Disparate treatmentHappens when employers treat some candidates or employees differently, such as requiring women to take a driving test when they apply for a job but not requiring men to take the test when they apply for the same job
  18. 18Disparate impactPractices have disparate impact on members of protected class seem fair on their face but result in an adverse impact on members of protected class, such as requiring all candidates for firefighter position to be a certain height
  19. 19BFOQ Bona fide occupational qualificationsOccur when religion, sex, or national origin is "reasonably necessary to the normal operation" of the business
    e.g. attendants for changing rooms for men have to be men
  20. 20Amendment 1: Equal Employment Opportunity Act of 1972+ Provides litigation authority to EEOC in the event that an acceptable conciliation agreement can't be reached
    + Extends coverage to education institutions, state and local government, and the federal government
    +Employers with 15 employees are covered
  21. 21EEOC's guidance on processing a complaint- Employer is notified within 10 days of receipt of a charge by EEOC
    - Findings are issued within 120 days of the charge being filed
    - EEOC can sue employers within 30 days of notice to employers if acceptable agreement can't be reached
  22. 22PDAPregnancy Disability Act of 1978
  23. 23ADEAAge Discrimination in Employment Act of 1967
    Protects individuals 40 years of age and older
    Applies to employers with 20 or more employees
    The Older Workers Benefit Protection Act amended the ADEA in 1990.
  24. 24Title VII and ADEA's exceptions- BFOQs that are reasonably necessary to the business operations
    - Hiring of firefighters or police officers of state or local government
    - Retirement of employees age 65 or older who have been in executive positions for at least 2 years and are eligible for retirement benefits of at least $44,000 per year
    - Retirement of tenured employees of institutions of higher education at age 70
    - Discharge or discipline for just case
    - Indian reservation/Indian tribes
  25. 25ADAAmericans with Disabilities Act of 1990
    Prohibits employment discrimination against qualified individuals with disabilities and applies to employers with 15 or more employees
    Was amended in 2008 to clarify the original intention of the ADA
  26. 26ADA- Requires covered entities to make reasonable accommodation to develop employment opportunities for qualified persons with disabilities in two areas:
    + Facilities should be accessible to persons with disabilities
    + Position requirements may be adjusted to accommodate qualified persons with disabiliities
  27. 27Define a qualified individual with a disabilityA person who meets legitimate skills, experience, education, or other requirement of an employment position that s/he seeks; and who can perform the essential functions of the position with or without reasonable accommodation
  28. 28What is undue hardship?An accommodation that places an excessive burden on the employer
  29. 29ADA Amendments Act of 2008Americans with Disabilities Act Amendments Act of 2008
  30. 30What is disability by ADAA Act?A physical or mental impairment that causes substantial limitation to one or more major life activities for an individual, a record of impairment for an individual, or an individual who is regarded as being impaired
  31. 31What is major life activity?Major life activity is defined in two areas: general activities and major bodily functions
    * General activity examples: caring for oneself, performing manual tasks, seeing, hearing, eating, sleeping, breathing, learning, reading, concentrating, thinking, communicating, working
    *Major bodily function examples: Functions of the immune system, normal cell growth, and functions of the digestive, bowel, bladder, neurological, brain, respiratory, circulatory, endocrine, and reproductive system
  32. 32Examples of mitigating measuresMedication, prosthetics, hearing aids, mobility devices, and others
    ** Ordinary glasses or contact lenses are not mitigating measures
    *** Mitigating measures may not be used to limit the definition of disability for an individual
  33. 33CRACivil Rights Act
  34. 34CRA limits for total punitive and compensatory damages 15-100 employeesMaximum damage award
    $50,000
  35. 35CRA limits for total punitive and compensatory damages 101-200 employeesMaximum damage award
    $100,000
  36. 36CRA limits for total punitive and compensatory damages 201-500 employeesMaximum damage award
    $200,000
  37. 37CRA limits for total punitive and compensatory damage award 500+ employeesMaximum damage award
    $300,000
  38. 38GINAGenetic Information Nondiscrimination Act of 2008
  39. 39What does GINA do?GINA prohibits employers form unlawfully discriminating against employees or their family members in any of the terms and conditions of employment included in Title VII. It is unlawful for employers to request, require, or purchase genetic information but does not penalize them for inadvertently obtaining the information.
  40. 40Rehabilitation Act of 1973, Sections 501, 503, and 505This was enacted to expand the opportunities available for persons with physical or mental disabilities
  41. 41VEVRAA- Vietnam Era Veterans' Readjustment Assistance Act of 1974
    - Requires employers with Federal contracts or subcontracts of $25,000 or more provide equal opportunity and affirmation action for Vietnam era veterans, special disable veterans, and veterans who served on active duty during a war
  42. 42Define executive ordersExecutive orders are presidential proclamations that, when published in the Federal Register, become law after 30 days
  43. 43Who enforce executive orders?OFCCP
  44. 44Executive Order 11246Prohibits employment discrimination on the basis of race, creed, color, or national origin and requires affirmative steps being taken in advertising jobs, recruiting, employing, training, promotion, compensation, and terminating employees
  45. 45Executive order 11375Amended EO 11246, expanded coverage for protected classes to include discrimination on the basis of sex
  46. 46Executive order 11478Expanded the scope of EO 11246 by adding handicapped individuals and persons 40 years of age or older to the list of protected classes
  47. 47Executive order 12138+ Created National Women's Enterprise Policy
    + Required federal contractors and subcontractors to take affirmative steps to promote and support women's business enterprises
  48. 48Executive order 13087Expanded coverage to include sexual orientation
  49. 49Executive order 13152Added "status as parents" to the list of protected classes
    Protects those who must care for an "individual who is under the age of 18 or who is 18 or older but is incapable of self-care because of a physical or mental disability"
  50. 50Executive order 13279Limited the impact of EO 11246 on faith-based and community providing social services as federal contractors or subcontractors
  51. 51Two levels of compliance by EOs1. Contractors are required to take affirmative actions in employment actions, applies to contract totaling of $10,000 or more in a 12-month period
    2. Contractors with 50 or more employees who have contracts of $50,000 or more; requires a written AAP be developed within 120 days from the origination of the contract with the OFCCP.
  52. 52When does EEO-1 form have to be file?On or befor September 30 of each year using employment data from any pay period during July, August, or September of that year
  53. 53Who is required to file EEO-1?Private employers with 100 or more employees
    Federal contractors or subcontractors with more than 50 employees
  54. 54Who are exempted from filing EEO-1?- State and local governments
    - Primary and secondary school systems
    - Institutions of higher education
    - Indian tribes
    - Tax-exempt private membership clubs (other than labor organization)
  55. 557 reporting categories in EEO-1- Hispanic or Latino
    - White (not Hispanic or Latino)
    - Black or African-American (not Hispanic or Latino)
    - Native Hawaiian or Other Pacific Islander (not Hispanic or Latino)
    - Asian (not Hispanic or Latino)
    - American Indian or Alaska Native (not Hispanic or Latino)
    - Two or More Races ( not Hispanic or Latino)
  56. 56Component of an AAP1. Organizational profile
    2. Job group analysis
    3. Placement of incumbents ability
    4. Determination of availability
    5. Comparison of incumbency to availability
    6. Placement goals
    7. Designation of the person responsible for implementation within the business
    8. Identification of problem areas
    9. Action-orientated programs
    10. Periodic internal audits
  57. 57Goals of strategic workforce planningTo ensure qualified employees are available when the organization needs them
  58. 58Strategic workforce planning process- Workforce goals and objectives that forecast the orgnization's future workforce needs
    - Job analysis and description that identifies the knowledge, skills, and abilities needed to meet the goals
    - Identification of qualified employees beginning with the organization's current workforce demographics
    - Translating the goals and objectives into tactical staffing plans to build the future workforce
  59. 59What is the goal of reengineering?To realign operations in a way that adds values to customers (it may mean eliminating jobs in some areas and adding jobs in others)
  60. 60What is the goal of corporate restructuring?To look at individual units in the organization to reduce or eliminate redundancy or bureaucratic processes to reduce costs and increase productions
    (reducing workforce or reassigning employees to new jobs)
  61. 61What is the goal of mergers and acquisition?To reduce labor costs as economies of scale allow jobs to be combined or eliminated
  62. 62What is the goal of Divestitures?To reduce the workforce of the divesting organization and, if appropriate, performing due diligence to determine whether to transfer employees to the new entity
  63. 63What is the goal of offshoring/outsourcing?To reduce workforce or transfer employees to other jobs
  64. 64What does job analysis do?To provide the foundation for identifying the knowledge, skills, and abilities needed to achieve specific results in an organization
  65. 65What is the goal of job competencies?To guide interviewers in formulating questions that elicit information beyond specific tasks and responsibilities assigned to a specific job
  66. 66Three options for locating talent1. Internal transfer or promotion
    2. External hires
    3. Alternative staffing methods
  67. 67What are alternative staffing methods?1. Telecommuting
    2. Job sharing
    3. Part-time employees
    4. Internships
    5. Temporary workers (Traditional arrangements, on-call workers, payrolling, seasonal workers)
    6. Contract workers (independent contractors, contingent workforce)
    7. Professional employer organization
    8. Outsourcing
  68. 68Three categories to determine whether an individual can be considered an independent contractor or an employee1. Behavioral controls (whether the organization has the right to direct and control tasks completed by the worker)
    2. Financial controls (whether the organization controls the business aspects of the individual)
    3. The type of relationships that exists between the parties
  69. 69What is staffing needs analysis?Identifies two key pieces of information: the work that needs to be done and how many people are needed to do it
  70. 70What does labor market analysis look at?1. Economic Indicators
    2. Industry Activity
    3. Labor Market Categories (geographic, technical/professional skills, education)
  71. 71What is sourcing candidates?Sourcing provides names and contact information for potential candidates in the active and passive markets.
  72. 72What is recruiting?Recruiting is the process of creating interest about open positions in an organization and seeking candidates who possess the necessary qualifications to successfully fill them.
  73. 73What are recruiting strategies?1.Employer Brands
    2. Total Reward Packages
  74. 74Two recruiting methods1. Internal Recruiting
    2. External Recruiting
  75. 75Internal recruiting methods1. Job postings
    2. Job bidding
  76. 76What is job bidding?Job bidding provides a means by which interested employees express interest in a position before it’s available.
  77. 77What is skills inventory?col- lects information on special skills or knowledge, performance appraisals, fluency in foreign languages, educational qualifications, previous experience in or outside of the company, credentials or licenses that may be required, and any continuing education employees have obtained through training classes, seminars, or educational institutions.
  78. 78What are external recruiting methods?1. Media Sources (newspaper, radio, TV)
    2. Internet Job Boards and Community Sites
    3. Social-Media Recruitment
    4. Company Websites
    5. Colleges and Universities
    6. Job Fairs
    7. Alumni Employees
    8. Previous Applicants
    9. Employee Referrals
    10. Vendors and Suppliers
    11. Labor Unions
    12. Professional Associations
    13. Employment Agencies
    14. Walk-in Candidates
  79. 79UGESPUniform Guidelines in Employee Selection Procedures
  80. 80What are requirements for selection tools according to UGESP?Any selection tool that has an adverse impact against a protected class is discriminatory unless the employer can show that the tool is both job-related and a valid predictor of success in the position.
  81. 81When does an adverse impact occur?An adverse impact occurs when the selection rate for a protected class is less than 4/5ths, or 80 percent, of the selection rate for the group with the highest selection rate. This is often referred to as the 4/5ths rule or the 80 percent rule.
  82. 82What are screening tools?1. Resumes
    2.Employment Applications
    3. Screening Interviews
  83. 83Types of application forms1. Short-Form Employment Application
    2. Long-Form Employment Application
    3. Job-Specific Employment Application
    4. Weighted Employment Application
  84. 84What is Weighted Employment Application?The form is developed using the job description; aspects of the job that are more important for success are given higher weights than other, less critical requirements. Weighted applications tend to reduce bias in the screening process, but they’re expensive to maintain because they must be redesigned when- ever job requirements change.
  85. 85What is the most common selection tool?An in-depth interview conducted by hiring managers and others who know what the successful candidate will need to do in the position
  86. 86Structures and steps for an effective interview process1. Select the Interview Team
    2. Hold a Pre-interview Strategy Meeting
    3. Complete Candidate Evaluation Forms
    4. Conduct Interviews
    5. Evaluate Candidates
  87. 87Seven types of interviews1. Behavioral Interviews
    2. Directive Interviews
    3. Nondirective Interviews
    4. Patterned Interviews
    5. Panel Interviews
    6. Structured Interviews
    7. Stress Interviews
  88. 8815 types of interview biases1. Average/Central Tendency
    2. Contrast
    3. Cultural Noise
    4. First Impression
    5. Gut Feeling
    6. Halo Effect
    7. Harshness/Horn Effect
    8. Knowledge-of-Predictor
    9. Leniency
    10. Negative Emphasis
    11. Nonverbal Bias
    12. Question Inconsistency
    13. Recency
    14. Similar-to-Me
    15. Stereotyping
  89. 89What is Realistic Job Preview?A realistic job preview (RJP), designed to give candidates an accurate picture of a typical day on the job, provides an opportunity for them to self-select out if the job isn’t what they expected it would be. E.g. observing a current employee doing the job (as in a call center environment, for example), a simulated experience
    of the job, or a video presentation about the organization, work environment, and co-workers. A tour of the workplace is another way to provide candidates with an idea of what it would be like to work in the organization.
  90. 90What is an In-Box Test?An in-box test provides candidates with a number of documents describing problems that would typically be handled by an employee in the position, with instructions to prioritize the problems and/or decide how the problems should be handled. Candidates are evaluated on the appropri- ateness of their decisions as well as on the length of time it takes for them to complete the test.
  91. 91What is Assessment center?Assessment centers are characterized by multiple tests designed to measure different aspects of the job. Generally used to assess candidates for management potential and decision- making skills, they have been demonstrated to be valid predictors of success on the job.
  92. 92Six candidate testing programs1 Aptitude Tests
    2. Cognitive Ability Test (CAT)
    3. Personality Test
    4. Integrity Tests (honesty test)
    5. Psychomotor Assessment Tests
    6. Physical Assessment Tests
  93. 93What are Aptitude Tests?These tests are designed to measure an individual’s knowledge and ability to apply skills in various areas, such as mathematics, typing, language, and reasoning. Properly constructed aptitude tests have been shown to be valid predictors of job success.
  94. 94What are Cognitive Ability Test (CAT)?CATs measure an individual’s ability to analyze and solve problems and draw conclusions from a set of facts. They also measure an individual’s potential for learning, thinking, and remembering.
  95. 95What are Psychomotor Assessment Tests ?Psychomotor assessment tests an individual’s coordination and manual dexterity.
  96. 96Two UGESP requirements about selection tests1. Reliability
    2. Validity
  97. 97What is reliability?Reliability measures whether a test or other measurement produces consistent results so that, over time, the scores won’t vary greatly. Test reliability is enhanced by several factors, including wording instructions and test questions clearly.
  98. 98What is validity?Validity considers the characteristics being measured by a test and whether the test is mea- suring the characteristic accurately.
  99. 99Three types of selection test validity1. Content validity
    2. Construct validity
    3. Criterion validity
  100. 100What is content validity?Content validity is the simplest of the three validation measures. Job analysis is a key element of the content-validity process, which confirms that a selection procedure samples significant parts of the job being tested. n other words, test items should be relevant to and measure
    directly important requirements and qualifications for the job.
    E.g. a typing test would be high validation support for a secretarial position, assuming much typing is
    required each day
  101. 101What is construct validity?Construct validity determines whether a test measures the connection between candidate characteristics and successful performance on the job. According to the DOL, construct validity is a method of testing that measures an applicant’s abstract future behaviors.
  102. 102What is criterion validity?A criterion is a trait or work behavior that is predicted by a test. Criterion
    validity is established when the test or measure either predicts or correlates the behavior. In other words, individuals who
    score high on the test tend to perform better on the job than those who score low on the test.
  103. 103Two types of criterion validity1. Predictive Validity
    2. Concurrent Validity
  104. 104What is Predictive Validity ?Predictive validity compares the test scores of a test given at the beginning of a job before new employees have experience to the same criterion collected at some future time. When the employees have had some experience (for example, 6 months or 1 year) with the job, the manager evaluates their performance. The original test scores are then measured against the criterion (the evaluation ratings), and the test is validated if they’re similar.
  105. 105What is Concurrent Validity?The assessment instrument and the criterion are measured at
    about the same time
    E.g. For example, an employment test may be administered to a group of workers and then the test scores can be correlated with the ratings of the workers' supervisors taken on the same day or in the same week. The resulting correlation would be a concurrent validity coefficient. This type of evidence might be used to support the use of the employment test for future selection of employees.
  106. 106Concurrent validity # Predictive validitythe time at which two measures are administered
  107. 107Five preemployment inquiries1. Reference checks
    2. Criminal Record Checks
    3. Polygraph Tests
    4. Medical Examinations
    5. Drug-Screening Tests
  108. 108What is the purpose of Pre-employment Inquiries?Pre-employment inquiries or background checks cover a range of activities designed to ensure that candidates who receive employment offers are who they represent themselves to be during the selection process.
  109. 109FACT ActFair and Accurate Credit Transaction Act
  110. 110FCRAFair Credit Reporting Act
  111. 111Three types of reference checks1. Employment References
    2. Educational References
    3. Financial References (When required, financial references, generally provided by credit-reporting agencies, are subject to require- ments of the federal FCRA)
  112. 112Who is consumer reporting agency (CRA)?An individual, a business, or a nonprofit association that gathers information about individuals with the intent of supplying that information to a third party.
  113. 113What is a consumer report?A written document produced by a CRA containing information about an individual’s character, reputation, lifestyle, or credit history for use by an employer in determining that person’s suitability for employment
  114. 114What is an investigative consumer report?A written document produced by a CRA for the same purpose as a consumer report but is based on information gathered through personal interviews with friends, co-workers, employers, and others who are acquainted with the individual
  115. 115What do Criminal Record Checks do?Uncover information about substance abuse, violent behavior, and property crimes such as theft and embezzlement
  116. 116EPPAEmployee Polygraph Protection Act
  117. 117What does EPPA apply to?The act applies to private employers but not federal, state, or local governments and is administered by the Wage and Hour Division of the DOL.
  118. 118What is the fine for violation of the EPPA?$10,000/employer
  119. 119What are Medical Examinations allowed to be conducted?Only after extending a job offer or conditional job offer if their purpose is job related and they’re required of all candidates.
  120. 120When may Drug-Screening Tests be required by employers?They may be required prior to extending an offer.
  121. 121Standards clauses in an employment contract1. Terms and Conditions of Employment
    2. Scope of Duties
    3. Compensation
    4. Benefits and Expense Reimbursements
    5. Nondisclosure of Proprietary Information
    6. Nonsolicitation Agreement
    7. Advice of Counsel
    8. Disability or Death
    9. Termination Clause
    10. Change of Control
  122. 122INAImmigration and Nationality Act
  123. 123IRCAImmigration Reform and Control Act
    (applied to businesses with four or more employees and made it illegal to knowingly hire or continue to employ individuals who weren’t legally authorized to work in the United States.)
  124. 124How long is I-9 form required to maintain for?IRCA requires employers to maintain I-9 files for 3 years from the date of hire or 1 year after the date of termination, whichever is later
  125. 125Three types of allowable media to store I-9 formspaper, microfilm, or microfiche
  126. 126When is employer allowed to terminate an employee with a TNC?Only when they receive a final nonconfirmation that an employer may terminate under E-Verify
  127. 127How can an employer start using E-Verify?An employer must first enroll their company, sign a Memorandum of Understanding (MOU) reviewing their obligations and acknowledging their understanding of the terms of enrollment, and commit to using E-Verify for every new employee at the affected hiring site.
  128. 128What is Immigration Act of 1990 about?1. Require that a prevailing wage be paid to H-1B immigrants to ensure that U.S. citizens didn’t lose jobs to lower-paid immigrant workers.
    2. Restricts to 65,000 annually the number of immigrants allowed under the H-1B category
    3. Created additional categories for employment visas
  129. 129H-1BSpecialty occupations, DOD workers, fashion models
  130. 130H-1CNurses going to work for up to three years in health professional shortage areas
  131. 131H-2ATemporary agricultural worker
  132. 132H-2BTemporary worker: skilled and unskilled
  133. 133H-3Trainee
  134. 134J-1Visas for exchange visitors Visas for intracompany transfers
  135. 135L-1AExecutive, managerial
  136. 136L-1BSpecialized knowledge
  137. 137L-2Spouse or child of L-1
  138. 138O-1Visas for Workers with Extraordinary Abilities (sciences, arts, education, business, or athletics)
  139. 139P-1Visas for Individual or team athletes
    Entertainment groups
  140. 140P-2Artists and entertainers in reciprocal exchange programs
  141. 141P-3Artists and entertainers in culturally unique programs
  142. 142R-1Religious workers
  143. 143TNTrade visas for Canadians and Mexicans
  144. 144IIRIRAIllegal Immigration Reform and Immigrant Responsibility Act
  145. 145What did IIRIRA do?Reduced the number and types of documents allowable to prove identity, employment eligibility, or both in the hiring process and established pilot programs for verification of employment eligibility.
  146. 146What is on-boarding?On-boarding refers to a system of organizational behaviors at the time of hire focused on the retention of new employees. It consists of both short-term and long-term behaviors that help to integrate employees into their new work environment. On-boarding programs exist to reduce the length of time it takes new employees to become productive team members.
  147. 147Two types of organization exit1. Voluntary Exit Processes
    (resigning or retiring)
    2. Involuntary Exit Processes
    (occur as the result of either performance problems or changing business needs)
  148. 148What notices must be provided to departing employees?COBRA & HIPPA notices
  149. 149WARN ActWorker Adjustment and Retraining Notification Act
  150. 150Who does WARN Act provide protection to?Workers in the event of mass layoffs or plant closings
  151. 151Why does WARN require a advance notice of 60 days o either the individual workers or their union representatives?To provide time for workers to obtain new employment or training before the loss of their jobs occurred.
  152. 152Which agency administer WARN Act?DOL
  153. 153Which employers are subject to WARN Act?- Employers with 100 or more full-time employees
    - Employers with 100 or more full- and part-time employees who work in the aggregate 4,000 hours or more per week
  154. 154What is a mass-layoff under WARN Act?A mass layoff occurs when either 500 employees are laid off or 33 percent of the workforce and at least 50 employees are laid off.
  155. 155What is a plant closing under WARN Act?When 50 or more full-time employees lose their jobs because a single facility shuts down, either permanently or temporarily.
  156. 156Three situations in which 60-day notice is not required under WARN Act1. The faltering company exception
    2. The unforeseeable business circumstance exception
    3. The natural disaster exception
  157. 157When does the faltering company exemption apply?Only to plant closures in situations where the company is actively seeking additional funding and has a reasonable expectation that it will be forthcoming in an amount sufficient to preclude the layoff or closure and that giving the notice would negatively affect the ability of the company to obtain the funding
  158. 158When does the unforeseeable business circumstance exception apply?Applies to plant closings and mass layoffs and occurs when circumstances take a sudden and unexpected negative change that couldn’t have reasonably been predicted, such as the cancellation of a major contract without previous warning.
  159. 159When does the natural disaster exception apply?Applies to both plant closings and mass layoffs occurring as the result of a natural disaster, such as a flood, an earthquake, or a fire
  160. 160SeveranceOffering a severance package to departing employees helps ease the shock of unemployment. Severance packages must be consistent, based on a rationale that ensures equity to all departing employees. Severance amounts can be based on seniority, employee classes, or some combination of the two.
  161. 161Outplacement servicesAre used to transition employees who are leaving the company, most often as the result of a downsizing or layoff.
  162. 162WIAWorkforce Investment Act
  163. 163TAA ActTrade Adjustment and Assistance Act
  164. 164Two federal programs provide training or retraining displaced workers1. Workforce Investment Act
    2. Trade Adjustment and Assistance Act
  165. 165Three goals of WIA1. Improve workforce quality
    2. Enhance national productivity and competitive ability
    3. Reduce reliance on welfare
  166. 166Eligibility for the TAAA group of three or more workers to submit an application to the DOL Division of Trade Adjustment Assistance (DTAA) and must meet with requirements of:
    1. Workers must have been laid off or had their hours and pay reduced by 20 percent or more.
    2. The employer’s sales and/or production levels must have declined.
    3. The loss of jobs must be due in large part to increased imports.
  167. 167If get approved under TAA, what training/benefits will eligible workers get?1. Up to 104 weeks of training
    2. Trade readjustment allowances (TRAs) for up to 52 weeks of training after unemployment benefits are exhausted
    3. Reimbursement of job-
    search expenses
    4. Relocation allowances
  168. 168Life cycle of record management1. Establishing the Policy
    2. Proper Disposal
    3. Electronic Storage
  169. 169What does the Civil Rights of 1964 require about employee record retention?- Applies to employers with at least 15 employees
    - Retain applications and other personnel records for 1 year from making the records or taking the personnel actions.
  170. 170What is FTC's requirement for destruction of consumer information?- Burn, pulverize, or shred papers containing consumer report information so that the information cannot be read or reconstructed;
    - Destroy or erase electronic files or media containing consumer report information so that the information cannot be read or reconstructed;
    - Conduct due diligence and hire a document destruction contractor to dispose of material specifically identified as consumer report information consistent with the Rule...
  171. 171Two metrics for measuring results in workforce planning and employment1. Business Impact Measures
    2. Tactical Accountability Measures
  172. 172Six metrics for Tactical Accountability Measures1. Accession Rate
    2. Quality of Hire
    3. Cost per Hire
    4. Time to Hire
    5. Replacement Cost
    6. Turnover Analysis
  173. 173What does Accession Rate measure?The accession rate measures the number of new employees against the total number of employees. This measurement is useful for determining the types of HR programs needed to manage and support the workforce. Accession rate is calculated by dividing the total number of new employees by the number of employees at the end of the previous measurement period.
  174. 174How is cost per hire calculated?By dividing the total costs by the number of hires for the measurement period
  175. 175How is turnover rate calculated?By dividing the average number of total employees for the measurement period by the number of employees who exited the organization
  176. 176Five protected classes originally defined by title VII1. Race
    2. Color
    3. Religion
    4. National origin
    5. Sex

Information

Description
PHR Human Resources Flashcards on Workforce Planning and Employment , created by Van T on 17/12/2017.
Created by
Van T
Views
20
Rating

Feedback

What is it about?

What do you think of the new look?

How do you like it?