Senior Professional in Human Resources Exam Prep: Workforce Planning and Employment
By Larry Phillips.
Sample Chapter is provided courtesy of Que.
Date: Feb 24, 2006.
Objectives
This chapter helps you prepare for the SPHR examination by covering concepts and strategies associated with workforce planning and employment. This section composes 16% of the SPHR examination.
Gain a Strategic Understanding of Workforce Planning and Employment
Understand the importance of workforce planning and employment to organizational success
Gain an Understanding of Workforce Planning and Employment Law
Understand the implications of these laws, regulations, and precedent cases in the design of workforce planning and employment programs
Gain an Understanding of Affirmative Action and Equal Employment Opportunity
Understand affirmative action plans
Understand the EEO complaint process
Gain an Understanding of Gender Discrimination
Understand the two types of sexual discrimination
Understand the broad scope of hostile environment
Understand how to develop effective harassment prevention programs
Gain an Understanding of Workforce Planning
Understand how to forecast workforce needs
Understand how to forecast workforce supply
Gain an Understanding of Job Analysis
Understand the job analysis process
Understand how to collect data needed for job analysis
Understand how to write job descriptions and job specifications
Understand job analysis using competencies
Gain an Understanding of Recruitment
Understand internal recruitment methods
Understand external recruitment methods
Understand how to evaluate recruitment program effectiveness
Gain an Understanding of the Contingent Workforce
Gain an Understanding of Selection
Understand the development of selection criteria
Understand the selection process
Understand the evaluation of the selection process
Gain an Understanding of Post-Offer Employment Practices
Understand employment offers
Understand employment contracts
Under employer practices with respect to relocation benefits and requirements for medical tests
Gain an Understanding of Organizational Exit
Understand concepts associated with organizational exit such as layoffs, exit interviews, and wrongful terminations
Gain an Understanding of the Management of Employment Records
Understand legal requirements for the retention of employment and payroll related records
Outline
Introduction
Workforce Planning and Employment Law
Civil Rights Act of 1866
United States Constitution
Equal Pay Act (1963)
Civil Rights Act of 1964
Executive Orders 11246 (1965), 11375 (1967), and 11478 (1969)
Age Discrimination in Employment Act of 1967
Consumer Credit Protection Act (1968)
Fair Credit Reporting Act (1970)
Rehabilitation Act of 1973
Vietnam Era Veterans' Readjustment Assistance Act (1974)
Privacy Act of 1974
Pregnancy Discrimination Act (1978)
Uniform Guidelines on Employee Selection Procedures (1978)
No Disparate Impact
Internal Analysis of Employment Practices
Analysis of the Workforce Against the External Labor Market
Job Relatedness / Business Necessity
Immigration Reform and Control Act (1986)
Worker Adjustment and Retraining Notification Act (1988)
Employee Polygraph Protection Act (1988)
Americans with Disabilities Act (1990)
What Is a Disability?
What Is a Qualified Individual?
What Is Reasonable Accommodation?
Civil Rights Act of 1991
Uniformed Services Employment and Reemployment Act (1994)
Congressional Accountability Act (1995)
Fair and Accurate Credit Transactions Act (2003)
Precedent Case Law
Griggs v. Duke Power (1971)
McDonnell-Douglas Corp. v. Green (1973)
Abermarle Paper Company v. Moody (1975)
Chandler v. Roudebush (1976)
Washington v. Davis (1976)
Regents of the University of California v. Bakke (1978)
United Steelworkers v. Weber (1979)
Meritor Savings Bank v. Vinson (1986)
Johnson v. Santa Clara County Transportation Agency (1987)
Martin v. Wilks (1988)
City of Richmond v. J. A. Croson Company (1989)
Taxman v. Board of Education of Piscataway (1993)
Harris v. Forklift Systems, Inc. (1993)
Hopwood v. State of Texas (1996)
Ocale v. Sundowner Offshore Services, Inc. (1998)
Faragher v. City of Boca Raton (1998)
Ellerth v. Burlington Northern (1998)
Grutter v. Bollinger et al. (2003)
Gratz et al. v. Bollinger et al. (2003)
General Dynamics Land Systems, Inc. v. Cline (2004)
Affirmative Action and Equal Employment Opportunity
Affirmative Action
Organizational Profile
Job Group Analysis
Availability Analysis
Utilization Analysis
Goals and Actions
Judicial Issues and Affirmative Action
EEOC Complaint Process
Employer Response to a Complaint
Gender Discrimination
Sexual Harassment
Quid Pro Quo
Hostile Environment
The Broad Scope of Hostile Environment
Harassment Prevention Programs and Affirmative Defense
Sexual Orientation Issues
Workforce Planning
Forecasting Workforce Needs
Trend Analysis
Ratio Analysis
Turnover
Nominal Group Technique
Delphi Technique
Managerial Judgment
Statistical Forecasts
Computer Modeling
Multiple Methods
Determining Internal and External Supply of Employees
Internal Supply
External Supply
Determination of Strategies
Job Analysis
The Job Analysis Process
Job Analysis Information Requirements
Data Collection Methods
Writing Job Descriptions and Job Specifications
Competencies and the Future of Job Analysis
Competencies
Recruitment
Internal Recruiting
Human Resource Management Information System
Job Posting
Job Bidding
Former Employees
Former Applicants
Employee Referrals
External Recruiting
Media Advertising
College and School Recruiting
Labor Unions
Employment Agencies
Temporary Employment Agencies
Customers
Suppliers and Competitors
Professional and Trade Associations
Walk-Ins
Job Fairs and Special Events
Internet
Outplacement Firms
Evaluating Recruitment Effectiveness
Contingent Workforce
Selection
Development of Selection Criteria
The Selection Process
Initial Applicant Contact
Prescreening
Application Forms
Applicant Testing
Interviews
Background Investigations
Conditional Job Offers, Medical Exams / Drug Testing, and Offers and Acceptance
Evaluation of the Selection Process
Post-Offer Employment Practices
Employment Offers
Employment Contracts
Medical Tests
Relocation
Organizational Exit
Layoffs
Strategies to Avoid Layoffs
Strategies to Minimize the Impact of Layoffs on Individuals
Exit Interviews
Wrongful Termination
Terminations That Violate Law
Constructive Discharge
Retaliatory Discharge
Management of Employment Records
Strategic Considerations for the SPHR
Chapter Summary
Key Terms
Apply Your Knowledge
Exercises
Review Questions
Exam Questions
Answers to Exercises
Answers to Review Questions
Answers to Exam Questions
Suggested Readings and Resources
Study Strategies
As with all chapters in this book, the objective is to understand the strategic implications of HR programmatic activities through grounding in the law, concepts, and practices associated with them. In this case, you should begin with the strategic plan of the organization and understand how the various employment practices facilitate its achievement. It is not enough to know the basics of recruitment or job analysis or workforce planning in isolation. The SPHR must approach the study of these and other concepts through an integrative approach understanding the interdependencies. You should attempt to understand how workforce planning, EEO strategies, recruitment, selection, organizational exit, and so forth are must be integrated into one comprehensive strategy that support the organizational goals and mission. You should also approach the study of this material by attempting to understand the interdependency of the various sections and the practices discussed in them. For example, how does workforce planning affect recruitment strategies, affirmative action plans, and exit strategies?
Introduction
Objective: Gain a Strategic Understanding of Workforce Planning and Employment
There are a number of dynamics that increasingly make workforce planning and employment critical components of the organization’s strategic plan. The United States economy has transitioned from a manufacturing base to a service base and is in the process of transitioning to a knowledge base. As the economy moves along this continuum, the success of the organization is increasingly based on the quality of its human capital, which is defined as the total current and potential capabilities of the organization’s workforce. As this transition occurs, organizational strategies increasingly must be developed to develop the organization’s primary resource: people. The quality of its human capital will allow an organization to differentiate itself in the market place, much as innovative products and services now do. In fact, for many organizations, human capital will become their core competency—the unique capability that distinguishes them from their competitors. To create this competency, an organization must be able to attract the right kinds of people in the right place at the right time.
The nature of competition has changed and is global. Markets and environments are frequently dynamic and volatile, and organizations have been downsized and right-sized to improve cost efficiencies. Globalization requires the organization to understand multiple cultures and how to attract, retain, and motivate persons from those cultures. The dynamics of the environment often require flexibility and adaptation at the lower levels of the organization. All this affects the workforce planning and employment practices.
Technology has not only changed the way work is done, it has also changed the knowledge, skills, and abilities needed to do the work. Organizations must plan to either attract those with the right skills to the organization or to develop those skills internally. The latter requires hiring individuals who have the capacity to learn and to grow.
Workforce demographics in the United States are changing. The workforce is aging and contains an increasing percentage of both women and members of minority groups. In addition, workers often come to the organization with deficient skill sets. The organization must plan how to replace the impending retirement of the "Baby Boomers" while developing the skills of those that follow.
The organization must be actively engaged in planning to determine how to react to the dynamics just discussed to develop an internal workforce that is capable of accomplishing the organization’s strategic goals. That is the essence of workforce planning and employment.
By Larry Phillips.
Sample Chapter is provided courtesy of Que.
Date: Feb 24, 2006.
Objectives
This chapter helps you prepare for the SPHR examination by covering concepts and strategies associated with workforce planning and employment. This section composes 16% of the SPHR examination.
Gain a Strategic Understanding of Workforce Planning and Employment
Understand the importance of workforce planning and employment to organizational success
Gain an Understanding of Workforce Planning and Employment Law
Understand the implications of these laws, regulations, and precedent cases in the design of workforce planning and employment programs
Gain an Understanding of Affirmative Action and Equal Employment Opportunity
Understand affirmative action plans
Understand the EEO complaint process
Gain an Understanding of Gender Discrimination
Understand the two types of sexual discrimination
Understand the broad scope of hostile environment
Understand how to develop effective harassment prevention programs
Gain an Understanding of Workforce Planning
Understand how to forecast workforce needs
Understand how to forecast workforce supply
Gain an Understanding of Job Analysis
Understand the job analysis process
Understand how to collect data needed for job analysis
Understand how to write job descriptions and job specifications
Understand job analysis using competencies
Gain an Understanding of Recruitment
Understand internal recruitment methods
Understand external recruitment methods
Understand how to evaluate recruitment program effectiveness
Gain an Understanding of the Contingent Workforce
Gain an Understanding of Selection
Understand the development of selection criteria
Understand the selection process
Understand the evaluation of the selection process
Gain an Understanding of Post-Offer Employment Practices
Understand employment offers
Understand employment contracts
Under employer practices with respect to relocation benefits and requirements for medical tests
Gain an Understanding of Organizational Exit
Understand concepts associated with organizational exit such as layoffs, exit interviews, and wrongful terminations
Gain an Understanding of the Management of Employment Records
Understand legal requirements for the retention of employment and payroll related records
Outline
Introduction
Workforce Planning and Employment Law
Civil Rights Act of 1866
United States Constitution
Equal Pay Act (1963)
Civil Rights Act of 1964
Executive Orders 11246 (1965), 11375 (1967), and 11478 (1969)
Age Discrimination in Employment Act of 1967
Consumer Credit Protection Act (1968)
Fair Credit Reporting Act (1970)
Rehabilitation Act of 1973
Vietnam Era Veterans' Readjustment Assistance Act (1974)
Privacy Act of 1974
Pregnancy Discrimination Act (1978)
Uniform Guidelines on Employee Selection Procedures (1978)
No Disparate Impact
Internal Analysis of Employment Practices
Analysis of the Workforce Against the External Labor Market
Job Relatedness / Business Necessity
Immigration Reform and Control Act (1986)
Worker Adjustment and Retraining Notification Act (1988)
Employee Polygraph Protection Act (1988)
Americans with Disabilities Act (1990)
What Is a Disability?
What Is a Qualified Individual?
What Is Reasonable Accommodation?
Civil Rights Act of 1991
Uniformed Services Employment and Reemployment Act (1994)
Congressional Accountability Act (1995)
Fair and Accurate Credit Transactions Act (2003)
Precedent Case Law
Griggs v. Duke Power (1971)
McDonnell-Douglas Corp. v. Green (1973)
Abermarle Paper Company v. Moody (1975)
Chandler v. Roudebush (1976)
Washington v. Davis (1976)
Regents of the University of California v. Bakke (1978)
United Steelworkers v. Weber (1979)
Meritor Savings Bank v. Vinson (1986)
Johnson v. Santa Clara County Transportation Agency (1987)
Martin v. Wilks (1988)
City of Richmond v. J. A. Croson Company (1989)
Taxman v. Board of Education of Piscataway (1993)
Harris v. Forklift Systems, Inc. (1993)
Hopwood v. State of Texas (1996)
Ocale v. Sundowner Offshore Services, Inc. (1998)
Faragher v. City of Boca Raton (1998)
Ellerth v. Burlington Northern (1998)
Grutter v. Bollinger et al. (2003)
Gratz et al. v. Bollinger et al. (2003)
General Dynamics Land Systems, Inc. v. Cline (2004)
Affirmative Action and Equal Employment Opportunity
Affirmative Action
Organizational Profile
Job Group Analysis
Availability Analysis
Utilization Analysis
Goals and Actions
Judicial Issues and Affirmative Action
EEOC Complaint Process
Employer Response to a Complaint
Gender Discrimination
Sexual Harassment
Quid Pro Quo
Hostile Environment
The Broad Scope of Hostile Environment
Harassment Prevention Programs and Affirmative Defense
Sexual Orientation Issues
Workforce Planning
Forecasting Workforce Needs
Trend Analysis
Ratio Analysis
Turnover
Nominal Group Technique
Delphi Technique
Managerial Judgment
Statistical Forecasts
Computer Modeling
Multiple Methods
Determining Internal and External Supply of Employees
Internal Supply
External Supply
Determination of Strategies
Job Analysis
The Job Analysis Process
Job Analysis Information Requirements
Data Collection Methods
Writing Job Descriptions and Job Specifications
Competencies and the Future of Job Analysis
Competencies
Recruitment
Internal Recruiting
Human Resource Management Information System
Job Posting
Job Bidding
Former Employees
Former Applicants
Employee Referrals
External Recruiting
Media Advertising
College and School Recruiting
Labor Unions
Employment Agencies
Temporary Employment Agencies
Customers
Suppliers and Competitors
Professional and Trade Associations
Walk-Ins
Job Fairs and Special Events
Internet
Outplacement Firms
Evaluating Recruitment Effectiveness
Contingent Workforce
Selection
Development of Selection Criteria
The Selection Process
Initial Applicant Contact
Prescreening
Application Forms
Applicant Testing
Interviews
Background Investigations
Conditional Job Offers, Medical Exams / Drug Testing, and Offers and Acceptance
Evaluation of the Selection Process
Post-Offer Employment Practices
Employment Offers
Employment Contracts
Medical Tests
Relocation
Organizational Exit
Layoffs
Strategies to Avoid Layoffs
Strategies to Minimize the Impact of Layoffs on Individuals
Exit Interviews
Wrongful Termination
Terminations That Violate Law
Constructive Discharge
Retaliatory Discharge
Management of Employment Records
Strategic Considerations for the SPHR
Chapter Summary
Key Terms
Apply Your Knowledge
Exercises
Review Questions
Exam Questions
Answers to Exercises
Answers to Review Questions
Answers to Exam Questions
Suggested Readings and Resources
Study Strategies
As with all chapters in this book, the objective is to understand the strategic implications of HR programmatic activities through grounding in the law, concepts, and practices associated with them. In this case, you should begin with the strategic plan of the organization and understand how the various employment practices facilitate its achievement. It is not enough to know the basics of recruitment or job analysis or workforce planning in isolation. The SPHR must approach the study of these and other concepts through an integrative approach understanding the interdependencies. You should attempt to understand how workforce planning, EEO strategies, recruitment, selection, organizational exit, and so forth are must be integrated into one comprehensive strategy that support the organizational goals and mission. You should also approach the study of this material by attempting to understand the interdependency of the various sections and the practices discussed in them. For example, how does workforce planning affect recruitment strategies, affirmative action plans, and exit strategies?
Introduction
Objective: Gain a Strategic Understanding of Workforce Planning and Employment
There are a number of dynamics that increasingly make workforce planning and employment critical components of the organization’s strategic plan. The United States economy has transitioned from a manufacturing base to a service base and is in the process of transitioning to a knowledge base. As the economy moves along this continuum, the success of the organization is increasingly based on the quality of its human capital, which is defined as the total current and potential capabilities of the organization’s workforce. As this transition occurs, organizational strategies increasingly must be developed to develop the organization’s primary resource: people. The quality of its human capital will allow an organization to differentiate itself in the market place, much as innovative products and services now do. In fact, for many organizations, human capital will become their core competency—the unique capability that distinguishes them from their competitors. To create this competency, an organization must be able to attract the right kinds of people in the right place at the right time.
The nature of competition has changed and is global. Markets and environments are frequently dynamic and volatile, and organizations have been downsized and right-sized to improve cost efficiencies. Globalization requires the organization to understand multiple cultures and how to attract, retain, and motivate persons from those cultures. The dynamics of the environment often require flexibility and adaptation at the lower levels of the organization. All this affects the workforce planning and employment practices.
Technology has not only changed the way work is done, it has also changed the knowledge, skills, and abilities needed to do the work. Organizations must plan to either attract those with the right skills to the organization or to develop those skills internally. The latter requires hiring individuals who have the capacity to learn and to grow.
Workforce demographics in the United States are changing. The workforce is aging and contains an increasing percentage of both women and members of minority groups. In addition, workers often come to the organization with deficient skill sets. The organization must plan how to replace the impending retirement of the "Baby Boomers" while developing the skills of those that follow.
The organization must be actively engaged in planning to determine how to react to the dynamics just discussed to develop an internal workforce that is capable of accomplishing the organization’s strategic goals. That is the essence of workforce planning and employment.
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