Shrm-Scp

System of actions that leaders take to drive an organization toward its goals and objectives.

Basic beliefs, attitudes, values, behaviors, and customs shared and followed by members of a group, which give rise to the group's sense of identity.

Process of charting a course through cultural differences.

Tendency to enhance or diminish the strength or credibility of a statement or person based on one's impression of a preceding statement or person.

Type of analysis that starts with a result and then works backward to identify fundamental cause.

Ratio of net income (gross sales minus expenses and taxes) to net sales.

Value that occurs most frequently in a set of data.

Middle number in a range of values.

Ratio of gross profit to net sales.

Requirement to thoroughly investigate an action before it is taken, through diligent research and evaluation.

Statistical method that examines data from different points in time to determine if a variance is an isolated event or if it is part of a longer trend.

Money an organization's customers owe the organization.

The process by which an organization creates the product or services it offers to the customers.

Raw average of data that gives equal weight to all values, with no regard for other factors.

Society in which relationships have less history; individuals know each other less well and don't share a common database of experience, so communication must be very explicit.

Factors that initiate, direct, and sustain human behavior over time.

Concept that proposes that any organization operates within a complex environment in which it affects and is affected by a variety of forces or stakeholders who all share in the value of the organization and its activities.

Concept that stipulates that no individual is beyond the reach of the law and that authority is exercised only in accordance with written and publicly disclosed laws.

Ability to create connections or rapport with others.

Ability to be sensitive to and understand one's own and others' emotions and impulses.

Extent to wich an organization's agreements, dealings, information, practices, and transactions are open to disclosure and review by relevant persons.

Ability to have an international perspective, inclusive of other cultures' views.

Amount of owners' or shareholders' portion of a business.

Concept that argues that there are fundamental ethical principles that apply across cultures.

Technique that progressively collects information from a group without physically assembling the contributors.

Treatment of personal information that has been disclosed to another person (e.g., one's doctor, lawyer, or financial advisor) or organization (e.g., one's employer or a hospital).

Type of measurement bias in which analyst allows one strong point that he or she values highly and that works in subject's favor to overshadow all other information.

Legal system based on written codes (laws, rules, or regulations).

Right of a legal body to exert authority over a given geographical territory, subject matter, or persons or institutions.

Extent to which a measurement instrument measures what it is intended to measure.

Extent to which a measurement instrument provides consistent results.

Statement of an organization's financial position at a specific point in time, showing assets, liabilities, and shareholder equity.

Type of measurement bias in which analyst allows one strong point that he or she values highly and that works against subject to overshadow all other information.

Average of data that adds factors to reflect the importance of different values.

Extension of the power of a country's laws over its citizens outside that country's sovereign national boundaries.

Data-sorting technique in which group members add related ideas and indicate logical connections eventually grouping similar ideas.

Raw data, internal and external to an organization, that is translated into meaningful information for decision makers to use in taking strategic action.

Money an organization owes its vendors and suppliers.

Concept that argues that ethical behavior is determined by local culture, laws, and business practices.

Statistical method for identifying the degree of difference between planned and actual performance or outcomes.

Ratio of net income (gross sales minus expenses and taxes) to net sales.

Situation in which a person or organization may potentially benefit, directly or indirectly, from undue influence, due to involvement in outside activities, relationships, or investments that conflict with or have an impact on the employment relationship or its outcomes.

Legal system in which each case is considered in terms of how it relates to legal decisions that have already been made; evolves through judicial decisions over time.

Technique in which participants each suggest ideas through a series of rounds and then discuss the items, eliminate redundancies and irrelevancies, and agree on the importance of the remaining items.

Process of setting goals and designing a path toward organizational success.

Quantifiable measures of performance that gauge an organization's progress toward strategic objectives or other agreed-upon performance standards.

Type of measurement bias in which analyst fails to recognize that individual is responding with answers the analyst wants to hear.

Ability to create connections or rapport with others.

Middle number in a range of values.

Society or group characterized by complex, usually long-standing networks of relationships; members share a rich history of common experience, so the way they interact and interpret events is often not apparent to outsiders.

Ability to be sensitive to and understand one's own and others' emotions and impulses.

Concept that proposes that any organization operates within a complex environment in which it affects and is affected by a variety of forces or stakeholders who all share in the value of the organization and its activities.

Leadership style that focuses on challenging and developing members of an organization to attain long-range results through continuous evolution, improvement, or change, based on the leader's vision and strategy.

Generalized opinions about how people of a given gender, race, religion, age, education level, job type, or national origin look, think, act, feel, or respond.

Type of measurement bias that involves weighting a small negative reaction or piece of information more than it should objectively merit.

Tendency to enhance or diminish the strength or credibility of a statement or person based on one's impression of a preceding statement or person.

Organization's debts and other financial obligations.

Average score or value.

Process of developing mutually beneficial contacts through the exchange of information.

The benefit created when an organization meets its strategic goals; measure of usefulness, worth, or importance.

Conscious or unconscious beliefs that influence a person's perceptions or actions, which may cause that person to become partial or prejudiced.

Ratio of gross profit to net sales.

Tool or document that defines a specific problem, proposed a solution, and provides justifications for the proposal in terms of time, cost efficiency, and probability of success.

Financial, physical, and sometimes intangible properties an organization owns.

Statistical method used to test the possible effects of altering the details of a strategy to see if the likely outcome can be improved.

Capacity to recognize, interpret, and behaviorally adapt to multicultural situations and contexts; also called cultural intelligence.

Raw average of data that gives equal weight to all values, with no regard for other factors.

The basic beliefs and customs shared by members of an organization that contribute to the organization's sense of its identity.

Plan of action for accomplishing an organization's overall and long-range goals.

Concept that laws are enforced only through accepted, codified procedures.

Statement that reports revenues, expenses, and profits for a specified period of time, for example, quarterly or annually.

Money an organization's customers owe that organization.

Data-sorting technique in which a group categorizes and subcategorizes data until relationships are clearly drawn.

Basic beliefs, attitudes, values, behaviors, and customs shared and followed by members of a group, which give rise to the group's sense of identity.

Leadership style that focuses on challenging and developing members of an organization to attain long-range results through continuous evolution, improvement, or change, based on the leader's vision and strategy.

Value that occurs most frequently in a set of data.

Statistical method used to determine whether a relationship exists between variables and the strength of the relationship.

Using relationships between data in financial statements to measure the financial health of an organization.

Type of measurement bias in which investigator makes snap judgments and lets first impression (either positive or negative) cloud subsequent evaluation.

Small group of invited persons (typically six to twelve) who actively participate in a structured discussion, led by a facilitator, for the purpose of eliciting their input on a specific product, process, policy, or program.

Exchange of anything of value to gain greater influence or preference.

Extent to which an organization's agreements, dealings, information, practices, and transactions are open to disclosure and review by relevant persons.

Factors that initiate, direct, and sustain human behavior over time.

Modifications of adjustments to a job or job application process that accommodate persons with disabilities but do not impose a disproportionate or undue burden on the employer.

Process of systematically studying a job in order to identify the activities/tasks and responsibilities it includes, the personal qualifications necessary to perform it, and the conditions under which it is performed.

All financial returns (beyond any benefits payments or services), including salary and allowances.

Job evaluation method in which the relative worth and pay structure of different jobs are based on their market value or the going rate in the marketplace.

Process of assimilating new employees into an organization, through orientation programs to help them, as well as their experiences in their first months of employment.

Process by which an organization seeks out candidates and encourages them to apply for job openings.

Ability of an organization to keep its employees.

Job evaluation method in which each job is compared with every other job being evaluated; the job with the largest number of "greater than" rankings is the highest-ranked job, etc.

Process for understanding how seemingly independent units within a larger entity interact with and influence one another.

Mandatory or voluntary payments or services provided to employees, typically covering retirement, health care, sick pay/disability, life insurance, and paid time off.

Tools, activities, and processes that an organization uses to manage, maintain, and/or improve the job performance of employees.

Pay rate divided my the midpoint of the pay range.

Primary job duties that a qualified individual must be able to perform, either with or without reasonable accommodation.

Electronic media delivery of educational and training materials, processes and programs.

Document that describes a job and its essential functions and requirements (including tasks, knowledge, skills, abilities, responsibilities, and reporting structure).

Pay system in which employee characteristics, rather than the job, determine pay.

HR function that acts on the organizational human capital needs identified through workforce planning and attempts to provide an adequate supply of qualified individuals to complete the body of work necessary for the organization's financial success.

Internet technology platforms and communities that people and organizations use to communicate and share information, opinions, and resources.

Career development programs that identify meaningful career paths for professional and technical people outside traditional management roles.

Instructional systems design framework consisting of five steps that guide the design and development of learning programs.

Plan or method implemented by an organization that provides monetary, benefits-in-kind, and developmental rewards to employees who achieve specific business goals.

Process by which new employees become familiar with the organization and with their specific department, coworkers and job.

People who learn best by relying on their sense of hearing.

Focused, interactive communication and guidance intended to develop and enhance on-the-job performance, knowledge or behavior.

Type of metric describing an activity or change in performance that has already occurred.

Direct and indirect remuneration approaches that employers use to attract, recognize, and retain workers.

Training and professional development programs targeted at assisting management- and executive-level employees in developing the skills, abilities, and flexibility required to deal with a variety of situations.

Situation where an individual's performance on the job is the basis for the amount and timing of pay increases; also called merit pay or pay for performance.

Employees' perceived value of the total rewards and tangible and intangible benefits they receive from the organization as part of employment, which drives unique and compelling organizational strategies for talent acquisition, retention and engagement.

Situation where an individual's performance on the job is the basis for the amount and timing of pay increases; also called merit pay or performance-based pay.

Description of what an organization hopes to attain and accomplish in the future, which guides it toward that defined direction.

Provides each incumbent of a job with the same rate of pay, regardless of performance or seniority; also known as single-rate pay.

Software application that automates organizations' management of the recruiting process (such as accepting application materials, screening applicants, etc.)

Pay increase given to employees based on local competitive market requirements; awarded regardless of employee performance.

Occurs when there is only a small difference in pay between employees regardless of their experience, skills, level, or seniority; also known as salary compression.

Training provided to employees at the work site utilizing demonstration and performance of job tasks.

Process of measuring and evaluating an employee's adherence to performance standards and providing feedback to the employee.

Unmarried couples, or the same or opposite sex, who live together and seek economic and non-economic benefits comparable to those granted to their married counterparts.

Pay adjustment given to eligible employees regardless of performance or organizational profitability; usually linked to inflation.

Process that involves a systematic survey and interpretation of relevant data to identify external opportunities and threats to asses how these factors affect the organization currently and how they are likely to affect the organization in the future.

Used to group jobs that have approximately the same relative internal or external worth and are paid at the same rate or within the same pay range.

Process of positioning an organization as an "employer of choice" in the labor market.

Written statements of the minimum qualifications for the job incumbent.

Provides each incumbent of a job with the same rate of pay, regardless of performance or seniority; also known as flat-rate pay.

Process of determining a job's value and price for the purpose of attracting and retaining employees, by comparing the job against other jobs within the organization or against similar jobs in competing organizations.

Progression through a series of employment stages characterized by relatively unique issues, themes, and tasks.

Performance management tool that depicts an organization's overall performance, as measured against goals, lagging indicators, and leading indicators.

Document that guides employees toward their goals for professional development and growth.

Payments in return for the achievement of specific, time-limited, targeted objectives.

Actions and activities that individuals perform in order to give direction to their work lives.

Interviews designed to probe areas of interest to the interviewer in order to determine how well a job candidate meets the needs of the organization.

Actions, processes, or results that are needed to deliver a desired value.

Process of delivering educational or instructional programs to locations away from a classroom or site.

Number of people on an organization's payroll at a particular moment in time.

Movement between different jobs.

Situations in which an employee's pay is below the minimum of the range.

Structured conversations with employees for the purpose of determining which aspects of a job (e.g., satisfaction, engagement, culture, organization, leadership, etc.) encourage employee retention, or may be improved to do so.

Assessment tools that present prospective leaders with sample situations and problems they might encounter in a work environment.

Assessment tools that provide candidates a wide range of leadership situations and problem-solving exercises.

Planned approach to learning that includes a combination of instructor-led training, self-directed study, and/or on-the-job training.

People who learn best by relying on their sense of sight.

Ability to influence, guide, inspire or motivate a group or person to achieve their goals.

Payments in return for the achievement of specific, time-limited targeted objectives.

Method for assessment of an organization's strategic capabilities through use of the environmental scanning process, by which internal and external factors affecting achievement of organizational goals are identified and considered.

Short but broad statement document an organization's guiding principles and core values about employee compensation.

Learning/development programs offered initially in a controlled environment with a segment of the target audience.

Employees' emotional commitment to an organization, demonstrated by their willingness to put in discretionary effort to promote the organization's effective functioning.

Process by which an organization generates a pool of qualified job applicants.

Combining several salary grades or job classifications with narrow pay ranges into one band with a wider salary spread.

Type of metric describing an activity that can change future performance and predict success in the achievement of strategic goals.

Physical, psychological, and social aspects of employee health.

One-time payment made to an employee; also called performance bonus.

Clusters of highly interrelated attributes, including knowledge, skills, and abilities (KSAs), that give rise to the behaviors needed to perform a given job effectively.

Situations in which employees' pay is above the range maximum.

System in which pay is based on longevity in the job and pay increases occur on a pre-determined schedule.

A state in which an organization's strategy is consistent with its external opportunities and circumstances and its internal structure, resources, and capabilities.

Behaviors and results as defined by an organization to communicate the expectation of management.

System that shows preference to employees with the longest service.

Process of evaluating the most suitable candidates for a position.

Job evaluation method that involves establishing a hierarchy of jobs from lowest to highest based on each jobs overall value to the organization.

Instruments that collect and assess information on employees' attitudes and perceptions (such as engagement, job satisfaction, etc.) of the work environment or employment conditions.

Form of direct compensation where employers pay for performance beyond normal expectations to motivate higher performance.

Pay based on the quantity of work and outputs that can be accurately measured.

System that holds course content information and has the capability of tracking and managing employee course registrations, career development, and other employee development activities.

Related to technical skills training; often a partnership between employers and unions.

Process by which employees are provided with the knowledge, skills and abilities (KSAs) specific to a task or job.

Acquisition and/or transfer of knowledge within an organization through activities or processes that may occur at several organizational levels. Ability of an organization to learn from its mistakes and adjust its strategy accordingly.

Beliefs and principles defined by an organization to direct and govern its employees' behavior.

Organization characterized by capability to adapt to changes in environment.

Tool used in the staffing/selection process to provide an applicant with honest, complete information about the job and work environment.

Preparing, implementing, and monitoring employees' career paths, with a primary focus on the goals and needs of the organization.

One-time payment made to an employee; also called a lump-sum increase (LSI).

Special incidental payments, benefits, or privileges given to individual employees, over an above their regular rewards.

Job evaluation method that looks at compensable factors (such as skills and working conditions) that reflect how much a job adds value to the organization; points are assigned to each factor and then added to come up with an overall point value for the job.

People who learn best through a hands-on approach; also called tactile learner.

Process of increasing a job's depth by adding responsibilities to the job.

Activities associated with an employee's tenure in an organization.

Effective and continuing on-the-job application of the knowledge and skills gained through a training experience.

Process by which an organization identifies performance gaps and sets goals for performance improvement, by comparing its data, performance levels, and/or processes against those of other organizations.

Job evaluation method in which descriptions are written for each class of jobs; individual jobs are them put into the grade that best matched their class description.

Analyzing candidates' application forms, curriculum vitae, and resumes to locate the most qualified candidates for an open job.

Job evaluation method in which the relative worth and pay structure of different jobs are based on an assessment of their content and their relationship to other jobs within the organization.

Process of broadening a job's scope by adding different tasks to the job.

Activities that focus on preparing employees for future responsibilities while increasing their capacity to perform their current jobs.

Correlate pay with time spend in a professional field such as teaching of research.

Instruments that collect information on prevailing market compensation and benefits practices (including starting wage rates, base pay, pay ranges, statutory and market cash payments, variable compensation, and paid time off).

Set the upper and lower bounds of possible compensation for individuals whose jobs fall within a pay grade.

Situation in which an organization's compensation levels and benefits are similar to those of other organizations that are in the same labor market and compete for the same employees.

Situation where an individual's performance on the job is the basis for the amount and timing of pay increases; also called performance-based pay or pay for performance.

Relationship in which one person helps guide another's development.

Factor (such as religion, gender, nation origin, etc.) that is reasonable necessary, in the normal operations of an organization, to carry out a particular job function.

Concise outline of an organization's strategy, specifying the activities it intends to pursue and the course its management has charted for the future.

Assessment tools that provide candidates a wide range of situations and problem-solving exercises, including in-basket tests, financial or business data analysis, group discussions, interview simulations, role plays, and physiological inventories.

Principle of employment in the U.S. that employers have the right to hire, fire, demote, and promote whomever they choose for any reason unless there is a law or contract to the contrary and that employees have the right to quit a job at any time.

Broad statement that reflects an organization's philosophy, objectives, or standards concerning a particular set of management or employee activities.

System of integrated HR processes for attracting, developing, engaging, and retaining employees who have the knowledge, skills, and abilities to meet current and future business needs.

Systematic and comprehensive evaluation of an organization's HR policies, practices, procedures, and strategies.

Conversion of data into a format that protects or hides its natural presentation or intended meaning.

HR structural alternative established as an independent department that provides services within a focused area to internal clients.

Strategic process by which an organization analyzes its current workforce and determines the steps required to prepare for its future needs.

Process of studying data to detect patterns and relationships that can be used to make predictions and improve decisions.

Method of dispute resolution by which disputing parties agree to be bound by the decision of one or more impartial persons to whom they submit their dispute for final determination.

Positioning of employees at a place of work targeted for the action for the purpose of protest.

Process by which an organization contracts with third-party vendors to provide selected services/activities, instead of hiring new employees.

Software that is owned, delivered, and managed remotely and delivered over the Internet to contracted customers on a pay-for-use basis or as a subscription based on use metrics.

Decision-making tool in which a team determines critical characteristics of a successful decision; a matrix is used to score each alternative and compare results.

High-volume, high-velocity, and high-variety information assets that require innovative forms of information processing for enhanced insight and decision making.

Data structure that stores organized information (numeric information as well as sound clips, pictures, and videos).

Style of computing in which scalable IT-enabled capabilities are delivered as a service using Internet technologies.

Part of a service contract where the service expectations are formally defined.

Process of implementing a talent management strategy for identifying and fostering the development of high-potential employees or other job candidates who, over time, may move into leadership positions of increased responsibility.

Organizational structure in which functional departments are grouped under major product divisions.

Act of replacing employees leaving an organization; attrition or loss of employees.

Attempt by a union to influence an employer by putting pressure on another employer, for example, a supplier.

Termination of employment of individual employees and groups of employees for reasons other than performance, for example, economic necessity or restructuring; also known as downsizing.

Ownership of innovation by an individual or business enterprise; includes patented, trademarked, or copyrighted property.

Systematic approach to anticipate human capital needs and data HR professional can use to ensure that appropriate knowledge, skills, or abilities will be available when needed to accomplish organizational goals and objectives.

Line of authority within an organization.

Action taken in support of another union that is striking the employer.

Use of technology to collect, process and condense information, for the purpose of managing the information efficiently as an organizational resource.

Annualized formula that tracks number of separations and total number of workforce employees per month.

Reporting mechanisms that aggregate and display metrics and key performance indicators.

Work stoppages at union contract operations that have not been sanctioned by the union.

Process of enhancing the effectiveness and efficiency of an organization and the well-being of its members through planned interventions.

Organizational structure in which departments are defined by the services they contribute to the organization's overall mission, such as marketing and sales, operations, and HR.

All activities needed to ensure that the knowledge, skills, abilities, and other characteristics of the workforce meet current and future organizational and individual needs.

HR structural alternative that allows organizations with different strategies in multiple units to apply HR expertise to each unit's specific strategic needs.

Process of creating, acquiring, sharing, and managing knowledge to augment individual and organizational performance.

Way an organization groups jobs to coordinate work.

Work groups that assist line units by providing specialized services, such as HR.

Refusal by workers to work; also refusal by workers to leave their workstations, making it impossible for the employer to use replacement workers.

Act of reorganizing the legal, ownership, operational, or other structures of an organization.

Various forms of collective employee actions taken to protest work conditions or employer action.

Broadcast-style communications that enable authors to publish articles, opinions, product or service reviews, etc., on a web page.

HR structural alternative in which centers with specific areas of expertise develop HR policies in those areas; each unit can then select what it needs from a menu of these services.

Form of corrective discipline that implements increasingly severe penalties for employees; also called progressive discipline.

Organization structure that divides an organization into "front" functions, which focus on customers or market groups, and "back" functions, which design and develop products and services.

Type of analysis in which factors that can influence an outcome in either a negative or positive manner are listed and then assigned weights to indicate their relative strengths.

Organizational structure that mixes elements of the functional, product, and geographical structures.

Variety of software applications that electronically manage stores data.

Orderly way to resolve differences of opinion.

HR structural alternative in which headquarters HR specialists craft policies and HR generalists located within divisions of other locales implement the policies, adapt them as needed, and interact with employees.

Business management software, usually a suite of integrated applications, that a company can use to collect, store, manage and interpret data form many business activities.

Information technology framework and tools for gathering, storing, maintaining, retrieving, revising, and reporting relevant HR data.

Use of information past and present to predict future conditions.

Method of nonbinding dispute resolution by which a neutral third party tries to help disputing parties reach a mutually agreeable decision; also called conciliation.

Umbrella term for specialized collaborative software applications.

Group of workers who formally organize and coordinate their activities to achieve common goals in their relationship with an employer or group of employers; also called trade union.

Form of corporate governance that requires a typical management board and supervisory board and that allows management and employees to participate in strategic decision making.

Self-employed individuals hired on a contract basis for specialized services.

Termination of employment of individual employees and groups of employees for reasons other than performance, for example, economic necessity or restructuring; also know as reduction in force (RIF).

Act of deliberately accessing a computer without permission.

Work groups that conduct the major business of an organization.

Situation in which workers slow processes by performing tasks exactly to specifications or according to job or task descriptions.

Digitized instructional content delivered to wireless mobile devices (e.g., smartphones, tablet computers, notebooks, and digital readers).

"Snapshot" assessment of the availability of qualified backup for key positions.

Selective use of game design and game mechanics to drive employee engagement in non-gaming business scenarios.

Approach to determining the financial impact of an organization's activities and programs on profitability, through a process of data or calculation comparing value created against the cost of creating that values.

Groups that represent employees, generally on a local or organizational level, for the primary purpose of receiving from employers and conveying to employees information about the workforce and the health of the enterprise.

Arrangement in which an enterprise and a vendor share different tasks within a larger complex, often strategic responsibility.

Violation of employee rights; act prohibited under labor relations statutes.

Process by which management and union representatives negotiate the employment conditions for a particular bargaining unit for a designated period of time.

Organization structure that combines departmentalization by division and function to gain the benefits of both; results in some employees reporting to two mangers rather than one, with neither manager assuming a superior role.

Situation in which an organization shares responsibility and liability for their alternative workers with an alternative staffing supplier; also known as co-employment.

Situation in which an organization shares responsibility and liability for their alternative workers with an alternative staffing supplier; also known as joint employment.

Umbrella term for the various approaches and techniques, other than litigation, that can be used to resolve a dispute.

Method of nonbinding dispute resolution by which a neutral third party tries to help disputing parties reach a mutually agreeable decision; also called mediation.

Refers to the number of individuals who report to a supervisor.

Group of workers who formally organize and coordinate their activities to achieve common goals in their relationship with an employer or group of employers, also called labor union.

Refers to the extent to which rules, policies, and procedures govern the behavior of employees in an organization.

Organizational structure in which geographical regions define the organizational chart.

Employees who work outside their home countries.

1992 case in which the U.S. Supreme Court rules that an employer cannot be compelled to allow nonemployee organizers onto the business property.

First comprehensive U.S. law making it unlawful to discriminate on the basis of race, color, religion, sex, or national origin.

Refers to the country (including those that no longer exist) of one's birth or of one's ancestors' birth.

2010 U.S. law that requires virtually all citizens and legal residents to have minimum health coverage and requires employers with more than 50 full-time employees to provide health coverage that meets minimum benefits specifications or pay a penalty.

Concept that jobs filled primarily by women that require skills, effort, responsibility, and working conditions comparable to similar jobs filled primarily by men should have the same classifications and salaries.

Monies sent back home by migrants working in foreign countries.

Union employees' right in U.S. to have a union representative or coworker present during an investigatory.

Amendments to U.S. Americans with Disabilities Act covering the definition of individuals regarded as having a disability, mitigating measures, and other rules of construction to guide the analysis of what constitutes a disability.

Extent to which each person in an organization feels welcomed, respected, supported, and valued as a team member.

Process by which a retirement benefit becomes nonforfeitable.

Innovations created for or by emerging-economy markets and then imported to developed-economy markets.

Extent to which underlying operations such as IT, finance, or HR integrate across locations.

U.S. acts that expanded FMLA leave for employees with family members who are covered members of the military.

Rule or order issued by an administrative agency of government, which usually has the force of law.

U.S. act that creates a rolling time frame for filing wage discrimination claims and expands plaintiff field beyond employee who was discriminated against.

Voluntary group for employees who share a particular diversity dimension (race, religion, ethnicity, sexual orientation, etc.); also known as affinity group or network group.

U.S. court ruling that distinguished between supervisor harassment that results in tangible employment action and supervisor harassment that does not.

U.S. act that prevents private employers from requiring applicants or employees to take a polygraph test for preemployment screening or during the course of employment, with certain exemptions.

U.S. act that protects and encourages the growth of the union movement; established workers' rights to organize and bargain collectively with employers.

2007 case in which the U.S. Supreme Court ruled that claims of sex discrimination in pay under Title VII were not timely because discrimination charges were not filed with the EEOC within the required 180-day time frame.

States that a fiduciary of a plan covered by the U.S. Employee Retirement Income Security Act has legal and financial obligations not to take more risks when investing employee benefit program funds than a reasonably knowledgeable, prudent investor would under similar circumstances.

Refers to the socially constructed system that associates masculinity or femininity with certain roles, behaviors, activities, and attributes.

U.S. act that expands the possible damage awards available to victims of intentional discrimination to include compensatory and punitive damages; gives plaintiffs in cases of alleged discrimination the right to a jury trial.

U.S. act that prohibits discrimination in the workplace on the basis of age.

U.S. act that prohibits discrimination against job applicants on the basis of national origin or citizenship and establishes penalties for hiring undocumented workers.

Organization that owns or controls production or services facilities in one or more countries other than the home country.

U.S. act that prohibits discrimination on the basis of pregnancy, childbirth, or related medical conditions.

System of rules and processes set up by an organization to ensure its compliance with local and international laws, accounting rules, ethical norms, internal codes of conduct, and other standards.

U.S. act that established the first national policy for safety and health and continues to deliver standards that employers must meet to guarantee the health and safety of their employees.

U.S. act that prohibits wage discrimination by requiring equal pay for equal or "substantially equal" work.

Concept that a corporation has an impact on the lives of its stakeholders and the environment, encompassing such areas as corporate governance, philanthropy, sustainability, employee rights, social change, volunteerism, corporate-sponsored community programs, and workplace safety.

Physical or mental impairment that substantially limits one's major life activities.

Employees who are excluded from U.S. Fair Labor Standards Act minimum wage and overtime pay requirements.

Globalization strategy that emphasizes adapting to the needs of local markets and allows subsidiaries to develop unique products, structures, and systems.

Process by which employees returning from international assignments reintegrate into their home country's culture, conditions and employment.

Amount of uncertainty an organization is willing to pursue or to accept to attain its risk management goals.

Status of growing interconnectedness and interdependency among countries, people, markets, and organizations worldwide.

Modification of the U.S. Constitution of a U.S. law.

Expected monetary loss every time a risk occurs; calculated by multiplying asset value by exposure factor.

Type of discrimination that occurs when an applicant or employee is treated differently because of his or her membership in a protected class.

Employees covered under U.S. Fair Labor Standards Act regulation, including minimum wage and overtime pay requirements.

People who are covered under a particular federal or state antidiscrimination law.

1971 U.S. case that stated that an employer may not, in the absence of business necessity, refuse to hire women with preschool-aged children while hiring men with such children.

Principle that organizations should take all steps that are reasonably possible to ensure the health, safety, and well-being of employees and protect them from foreseeable injury.

U.S. act that frees employers who use third parties to conduct workplace investigations from the consent and disclosure requirements of the Fair Credit Reporting Act in certain cases.

A proposal presented to a legislative body for possible enactment as a statute.

Protocol that an organization implements when an identified risk event occurs.

U.S. act that protects the employment, reemployment, and retention rights of persons who serve or have served in the uniformed services.

System for identifying, evaluating, and controlling actual and potential risks to an organization, and which typically incorporate mitigation and/or response strategies, including the use of insurance.

U.S. act that provides individuals and dependents who may lose health-care coverage with opportunity to pay to continue coverage.

Refers to one's internal, personal sense of being a man or a woman (or boy or girl), which may or may not be the same as one's sexual assignment at birth.

U.S. act that amended Title VII and gave the Equal Employment Opportunity Commission authority to implement its administrative finding and conduct its own enforcement litigation.

U.S. act that prohibits discrimination against a qualified individual with a disability because of their disability.

Economic, social, and environmental impact metrics used to determine an organization's success.

Statement in U.S. Occupational Safety and Health Act that requires employers subject to OSHA to provide employees with a safe and health work environment.

U.S. law that requires federal contractors with contracts of $100,000 or more as well as recipients of grants from federal government to certify they are maintaining a drug-free workplace.

Any fixed, recurring period of 168 consecutive hours (7 days times 24 hours = 178 hours)

U.S. act that requires that all publicly held companies establish internal controls and procedures for financial reporting to reduce the possibility of corporate fraud.

Extent to which diversity is embraced in management of people, products/services, and branding.

U.S. act that imposed regulations on internal union affairs and the relationship between union officials and union members.

Required for nonexempt workers under U.S. Fair Labor Standards Act at 1.5 times the regular rate of pay for hours over 40 in a workweek.

An action taken to manage risk.

Amount of uncertainty an organization is willing to pursue or to accept to attain its risk management goals.

Amount of uncertainty that remains after all risk management efforts have been exhausted.

Procedural document designed to assist employers in complying with federal regulations prohibiting discrimination.

Practice of contracting a part of business processes or production to an external company in a country that is relatively close (e.g., within the same region).

Expected monetary loss for an asset due to a risk over a one-year period; calculated by multiplying single loss expectancy by annualized rate of occurrence.

Sexual, romantic, or emotional/spiritual attraction that one feels for other persons of a particular, or multiple gender/sex.

U.S. case that set the standard for determining whether discrimination based on disparate impact exists.

State of being in accordance with all national, federal, regional, and/or local laws, regulations, and/or other governmental authorities and requirements applicable to the places in which an organization operates.

Metrics that provide an early signal of increasing risk exposures for an enterprise.

U.S. act that requires some employers to give a minimum of 60 days' notice if a plant is to close or if mass layoffs will occur.

An organization's desired gain or acceptable loss in value.

Practice of purchasing and using resources wisely by balancing economic, social, and environmental concerns, with the goal of securing the interests of present and future generations.

Task force created to define a diversity and inclusion initiative and guide the development and implementation process.

Globalization strategy that emphasizes consistency of approach, standardization of processes, and a common corporate culture across global operations.

Classification of people as male or female.

U.S. Supreme Court ruling that Patient Protection and Affordable Care Act requirement that individuals purchase health insurance was constitutional but requirement that states expand Medicaid was not.

Medical condition or disorder, other than one resulting from an occupational injury, caused by exposure to environmental factors associates with employment.

U.S. act that provides employees with up to 12 weeks of unpaid leave to care for family members of because of a serious health condition of the employee.

Situation in which an agent (e.g., an employee) makes decisions for a principal (e.g., an employer) potentially on the basis of personal incentives that may not be aligned with the principal's incentives.

U.S. act that establishes minimum wage, overtime pay, youth employment, and record-keeping standards affecting full-time and part-time workers in the private sector and in federal, state, and local governments.

Process by which an organization moves an employee out of an international assignment; can involve moving back to the home country, moving to a different global location, or moving to a new location or position in the current host country.

Type of liability insurance covering an organization against claims by employees, former employees, and employment candidates alleging that their legal rights in the employment relationship have been violated.

U.S. act that established uniform minimum standards to ensure that employee benefit and pension plans are set up and maintained in a fair and financially sound manner.

Legal doctrine under which a party can be held liable for the wrongful actions of another party.

Set of behavioral guidelines that an organization expects all of its directors, managers, and employees to follow, in order to ensure appropriate moral and ethical business standards.

Type of sexual harassment that occurs when an employee if forced to choose between giving in to a superior's sexual demands and forfeiting an economic benefit such as a pay increase, a promotion, or continued employment.

Individuals who exchange work for wages or salary; in the U.S., workers who are covered by Fair Labor Standards Act regulations as determined by the IRS.

Situation in which one party engages in risky behavior knowing that it is protected against the risk because another party will incur any resulting loss.

Relocation of business processes or production to a lower-cost location inside the same country as the business.

Differences in people's characteristics (such as socioeconomic status, beliefs, personality, thought processes, work style, race, age, ethnicity, gender, religion, education, job function, etc.)

Tool used to gather individual assessments of various characteristics of risk (e.g., frequency of occurrence; degree of impact, loss, or gain for the organization; degree of efficacy of current controls).

U.S. act that imposed several restrictions and requirements on unions.

U.S. act that defines what is included as hours worked and is therefore compensable and a factor in calculating overtime.

U.S. act that prohibits discrimination against individuals on the basis of their genetic information in both employment and health insurance.

Principles of conduct within an organization that guide decision making and behavior; also know as code of ethics.

Type of discrimination that results when a neutral policy has a discriminatory effect; also known as adverse impact.

Potential harm, often associated with a condition or activity that, if left uncontrolled, can result in injury or damage to persons or property.

U.S. court ruling that distinguished between supervisor harassment that results in tangible employment action and supervisor harassment that does not.

Time allowed for the public to express its views and concerns regarding an action of an administrative agency.

Occurs when sexual or other discriminatory conduct is so severe and pervasive that is interferes with an individual's performance; creates an intimidating, threatening, or humiliating work environment; or perpetuates a situation that affects the employee's psychological well-being.

Method by which an organization relocates its processes or production to an international location through subsidiaries or third-party affiliates.

Action of rejecting a bill or statue.

Type of discrimination that results when a neutral policy has a discriminatory effect; also know as disparate impact.

Landmark 1975 U.S. labor relations case that dealt with the right of a unionized employee to have another person present during certain investigatory interviews.

U.S. act that protects privacy of background information and ensures that information supplied is accurate.

Injury that results from a work-related accident or exposure involving a single incident in the work environment.

U.S. act that amended the Age Discrimination in Employment Act to include all employee benefits; also provided standards that an employee's waiver of the right to sue for age discrimination must meet in order to be upheld by a court.

Uncertainty that has an effect on an objective, where effect outcomes may include opportunities, losses, and threats.

Characteristic of an organization with a strong global image but an equally strong local identity.

Related to diversity and inclusion: travel, teams, training, and transfers.

They can be valuable strategies for creating a global mindset and enhancing the multicultural awareness of leaders and senior managers. In regard to teams, managers can be trained to form all their teams with an eye toward diversity and inclusion (gender, generational, cultural, etc.), not just for its own sake but for the problem-solving and innovation advantages of more-diverse teams.

1. Personality: This includes an individual's likes and dislikes, values, and beliefs.

2. Internal dimensions: These include aspects of diversity over which we have no control. This dimension is the layer in which many divisions between and among people exist and which forms the core of many diversityefforts. These dimensions include the first things we see in other people, such as race orgender and on which we make many assumptions and base judgments.

3. External dimensions: These include aspects of our lives which we have some controlover, which might change over time, and which usually form the basis for decisions oncareers and work styles. This layer often determines, in part, with whom we developfriendships and what we do for work. This layer also tells us much about whom we like tobe with.

4. Organizational dimensions: This layer concerns the aspects of culture found in awork setting. While much attention of diversity efforts is focused on the internaldimensions, issues of preferential treatment and opportunities for development orpromotion are impacted by the aspects of this layer.

Provides principles, framework and a process for managing risk. It can be used by any organization regardless of its size, activity or sector. It can help organizations increase the likelihood of achieving objectives, improve the identification of opportunities and threats and effectively allocate and use resources for risk treatment. It provides guidance for internal or external audit programs. Organizations using it can compare their risk management practices with an internationally recognized benchmark, providing sound principles for effective management and corporate governance.

(Risk Management) Prepare, act, park, and adapt. Vertical axis is the speed of change, horizontal axis is the degree of likelihood.

Prepare: contingency plans must be in place and early indicators defined.

Act: threats and opportunities require immediate responses in terms of enhancing the chances for opportunities and decreasing the chances of a threat occurring or creating significant damage.

Park: monitoring for changes in event characteristic but not investment in mitigation or contingencies.

Adapt: events are actually slowly materializing trends that may affect the organization significantly.

Phase 1: Compliance

Phase 2: Integration

Phase 3: Transformation

Global sustainability reporting standards. Measurement of most critical impacts – be they positive or negative – on the environment, society and the economy. They can generate reliable, relevant and standardized information with which to assess opportunities and risks, and enable more informed decision-making – both within the business and among its stakeholders. Designed to be universally applicable to all organizations of all types and sectors, large and small, across the world.

Amends FMLA in the following 2 ways: (1) to permit an eligible employee who is the spouse, son, daughter, parent, or next of kin of a current servicemember with a serious injury or illness incurred in the line of duty on active duty to take up to 26 workweeks of FMLA leave during a single 12-month period to care for the service member (military caregiver leave); and (2) to allow an eligible employee whose spouse, son, daughter, or parent is a member of the National Guard or Reserves to take up to 12 workweeks of leave for qualifying exigencies arising out of the military member’s active duty or call to active duty in support of a contingency operation (qualifying exigency leave).

Adverse impact occurs when the selection rate for a protected class is less than 80% of the rate for the class with highest selection rate.

This is commonly known as the 80% or four-fifths rule.

5 important forces that determine competitive power in a business situation:

Supplier Power, Buyer Power, Competitive Rivalry, Threat of Substitution, Threat of New Entry.

Forming. Individuals come together around common activityand shared goals. Members are polite, but there is little sense of trust,shared experience, or common values.

Storming. Individuals move past politeness, and there may behigher levels of discord as perspectives, styles, and agendas clash. This maybe painful, but valuable communication is occurring.

Norming. Over time, effective groups build trust andestablish relationships. They create rules that guide behavior. They begin toestablish a group identity and to identify “outsiders.” This can sometimes takea negative form. “Groupthink” can impel members to adopt the same positions andreject outside views; this can dampen innovation and creative problem solving.

Performing. The group becomes fully productive,collaborative, and mutually supportive.

Performance measurement of an organization pursuing a strategy of sustainability; its goal, then, is to achieve a positive ROI (return on investment) in each of the three areas: Economic, Environmental, Social

Political, economic, social, technological, legal, and environmental

Factors that drive orgs to globalization:

Need for new markets, Increased cost pressures and competition, Resource limitations, Government policies, trade agreements, globalized supply chains.

Factors that attract orgs to want to go global: Greater strategic control, Government policies that promote outward foreign investment, Trade agreements.

Emphasizes consistency of approach, standardization of processes, and a common corporate culture across global operations.

Emphasizes adapting to the needs of local markets and allows subsidiaries to develop unique products, structures, and systems.

Under an LR strategy, the local parts of the global enterprise may be connected under central management, but the rationale for local decisions and actions is defined by needs, rules, and opportunities of their own markets.

Decisions are made at the organization’s headquarters level.

Decisions apply to strategy and coordination and focus on standardization of processes and integration of resources.

Strategies for: Workforce alignment, Organizational development, Sharing of knowledge and experience

Decisions are made at the local level.

Decisions aim at adapting strategic goals and plans to local realities—in other words, local responsiveness.

Strategies for: Agreements with local workforce groups, Adjustments to standard policies on working conditions to reflect local cultural practices (for example, holidays and break times), Adjustments based on local legal requirements

Extent to which: Diversity is embraced in management of people, products/services, and branding. Differences among locations are embraced. Product/service offerings and brand identity may be adjusted to accommodate local cultures.

Challenges: Unless corporate brand is well-established, localized offerings may dilute brand.Local approaches may diffuse core identity.

Extent to which underlying operations such as IT, finance, or HR integrate across locations. Single technology used in all locales. Same business performance metrics in all locales. Unified HR systems in place in all locales.

Challenges: Businesses built through acquisitions often have separate processes; tendency is for each unit to operate independently and retain many of its original practices.

Organizations with subsidiaries in multiple countries that operate with a fair degree of independence from each other and from headquarters, which remains in the home country

Ethnocentric

Polycentric

Regiocentric

Geocentric

Ethnocentrism is common in international strategies, which tend to be headquarters-focused.

Polycentrism is characteristic of MNEs pursuing multidomestic strategies, a “confederation” style.

Regiocentrism is typical of global organizations, which have a bias toward the home country.

Geocentrism is characteristic of transnational organizations, networks of highly integrated equals.

Headquarters maintains tight control over subsidiaries, who are expected to follow the strategic pattern, values, policies, and practices expressed by headquarters.

Subsidiaries are allowed a large measure of independence as long as they are profitable. They may plot their own paths based on the business and cultural contexts of their countries.

Subsidiaries are grouped into regions (such as Europe, North America, or Asia-Pacific). Strategic coordination is high within the region but not as high between the region and headquarters.

Subsidiaries are neither satellites taking orders nor independent bodies setting their own course. Headquarters and subsidiaries are participants in a network, each contributing its unique expertise. There is essentially “a team way,” transcending national borders.

The elimination of all forms of forced and compulsory labour (Convention No. 29 & No. 105)

The effective abolition of child labour (Convention No. 138 & No. 182)

The elimination of discrimination in respect of employment and occupation (Convention No. 100 & No. 111)

The CCC calls upon companies to respect, in addition to these, the following internationally recognized labour rights: the right to a living wage based on a regular working week that does not exceed 48 hours; humane working hours with no forced overtime; a safe and healthy workplace free from harassment; and a recognised employment relationship with labour and social protection.

The legal principle where the laws mandate a percentage quota or other special considerations for specified minority groups or ethnic communities, is often based on the concept that historic national discrimination against a given minority requires counterbalancing favorable "affirmative actions."

Risk management discipline, usually applied to meetings to examine the effectiveness of a risk response strategy, such as workplace evacuations, in-place lockdowns for security reasons, a workplace injury or act of violence, or temporary relocation of operations.

An opportunity to learn and should be held even for near misses, can also be conducted to manage upside risks. Generally involves those responsible for the strategy.

When an investigatory interview occurs, the following rules apply:

Rule 1 - The employee must make a clear request for Union representation before or during the interview. The employee can't be punished for making this request.

Rule 2 - After the employee makes the request, the supervisor has 3 options. S/he mug either:Grant the request and delay the interview until the Union representative arrives and has a chance to consult privately with the employee: or Deny the request and end the interview immediately; or Give the employee a Choice of: 1) having the interview without representation or 2) ending the interview

Rule 3 - If the supervisor denies the request and continues to ask questions, this is an unfair labor practice and the employee has a right to refuse to answer. The employee cannot be disciplined for such refusal but is required to sit there until the supervisor terminates the interview. Leaving before this happens may constitute punishable insubordination.

Union Representative's Rights

You are not required to merely be 'silent witness'. You have the right to:

be informed by the supervisor of the subject matter of the interview

take the employee aside for a private conference before questioning begins

speak during the interview

request that the supervisor clarify a question so that what is being asked is understood

give employee advice on how to answer a question

provide additional information to the supervisor at the end of the questioning.

You do not have the right to tell the employee not to answer nor, obviously, to give false answers. An employee can be disciplined for refusing to answer questions.

Focusing on its core competencies to create customer value.

Employers are generally entitled to direct the work of their employees and to benefit from work performed by employees (unless limited by employment contracts). They are also entitled to protect their assets from damage or loss.

Building a business from scratch, the company can start fresh with new technology and best practices.

Compensation, HR planning, and training.

Concept that provides a standard against which key aspects of performance can be measured.

Describes performance, usually in the form of a ratio of a performance output against some standard unit of measurement.

Measures the costs associated with the sourcing, recruiting, and staffing activities borne by an employer to fill an open position in the organization.

Helps to assess the economic value of filling an open position.

The purpose is to avoid "group think," therefore, group members never meet. The group members take turns presenting forecasts until a composite emerges.Several rounds of questionnaires are sent out, and the anonymous responses are aggregated and shared with the group after each round. individuals are allowed to adjust their answers in subsequent rounds. Since multiple rounds of questions are asked and the panel is told what the group thinks as a whole, this method seeks to reach the correct response through consensus.

Keys to learning organizations:

mental models,

personal mastery,

team learning,

shared vision,

and systems thinking

1. Executive Commitment

2. Preliminary Assessment

3. Infrastructure Creation

4. System Changes

5. Training

6. Measurement and Evaluation

7. Evolution and Integration

A decision tree to help multinational organization leaders and employees resolve perplexing ethical challenges. The framework includes awareness of fundamental rights but also accommodates economic differences and business realities.

Key jobs, important people, training, and hardships.

Leadership theory that classifies leaders according to their concerns with people and production/task. Theory suggests that the most effective leaders are equally concerned with people and production to the maximum degree.

Requires a leader to change leadership styles based on a situation

(1) a change in global attitudes about the importance of corporate sustainability and social responsibility practices,

(2) the growing sophistication of data mining and analytics capabilities, enabling meaningful collection and analysis of environmental and social responsibility data, and

(3) standardization of reporting measures and methods through the Global Reporting Initiative (GRI).

Widely accepted as a critical data-gathering method that produces key results at a reasonable cost. The method is particularly important when the goal is to gather perceptions, opinions, suggestions, attitudes or feelings about a specific topic. Also used to get insight into why these beliefs or feelings are held.

HR practitioners use these to help improve the planning and design of new HR initiatives, as well as, provide a means of evaluating existing ones. They should create a supportive environment that truly encourages employee engagement.

Two benefits are (1)we gather the information we need about attitudes and perceptions as they relate to our HR products, services or programs, (2)as participants interact with each other we may also find out how their attitudes and perceptions were developed and this could be extremely helpful if we want to change them.

2 Areas:

● Process measures assess “how we did, what went well, what didn’t and why,” for example, the number of employees participating in a mentoring program and their feedback on the experience.

● Results measures assess the difference it made to the organization, for example, was there a decrease in turnover and how much did that save the organization.