NIPA APR flashcards
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32 cards. Read the term and the definition here. The deck at the top of this page is optional.
- Time-to-fill
- The number of days from requisition approval to candidate offer acceptance. It measures recruiting efficiency and feeds vacancy-cost estimates, but excludes onboarding ramp time.
- Yield ratio
- The percentage of candidates entering one recruiting stage who advance to the next. It identifies the weakest funnel stage so recruiters can target sourcing or screening improvements.
- Selection ratio
- The number of hires divided by the number of applicants for a role. A very low ratio indicates a wide, costly applicant pool relative to actual hiring need.
- Cost per hire
- Total recruiting costs, including agency fees, advertising, and recruiter time, divided by hires in the period. It must be calculated on a consistent cost basis to be comparable.
- Realistic job preview
- A recruiting practice that presents both attractive and unattractive aspects of a role before an offer. It lowers first-year turnover by aligning expectations with actual working conditions.
- Four-fifths rule
- An adverse-impact screening guideline under which a protected group's selection rate below 80 percent of the highest group's rate suggests potential discrimination requiring further analysis.
- Disparate impact
- A discrimination theory in which a facially neutral policy or practice disproportionately excludes members of a protected group, regardless of whether intent to discriminate existed.
- Exempt status duties test
- The wage-hour test determining whether an employee qualifies for exemption from overtime, based on duties such as executive, administrative, professional, or outside sales work.
- Worker classification test
- A multifactor analysis of behavioral control, financial control, and relationship nature used to determine whether a worker is an employee or an independent contractor.
- Reasonable accommodation
- A modification to a job or workplace enabling a qualified individual with a disability to perform essential functions. Employers must engage in an individualized interactive process and may deny only on undue hardship.
- Compa-ratio
- An employee's base salary divided by the midpoint of the assigned pay range. Values far below or above 1.0 signal equity or retention risk requiring review.
- Range penetration
- The position of a salary within its pay band, calculated as salary minus minimum divided by the difference between maximum and minimum. It is expressed as a percentage.
- Pay compression
- A situation where new hires or subordinates are paid close to or more than experienced or supervisory employees, usually caused by market-driven starting salaries outpacing internal increases.
- Defined contribution plan
- A retirement plan in which the employer contributes a specified amount, such as a percentage of pay, and the employee bears investment risk and outcome uncertainty.
- COBRA continuation
- A federal requirement that covered group health plans allow qualified beneficiaries to continue coverage after a qualifying event, generally for up to 18 months after job termination.
- Voluntary turnover rate
- Voluntary separations divided by average headcount for the period. It should be reported separately from involuntary turnover to diagnose the underlying cause accurately.
- eNPS
- Employee Net Promoter Score, calculated as the percentage of promoters minus the percentage of detractors on a zero-to-ten likelihood-to-recommend survey item.
- Progressive discipline
- A documented escalation of corrective steps from verbal warning through termination. Its legal defensibility depends on consistent application across similar cases and circumstances.
- Stay interview
- A structured conversation with a current employee about what keeps them engaged and what might cause them to leave, used to address retention risks before resignation occurs.
- Concerted activity
- Protected conduct in which two or more employees act together regarding wages, hours, or working conditions, safeguarded under federal labor law even absent a union.
- Kirkpatrick levels
- A four-level training evaluation framework covering reaction, learning, behavior, and results. Levels three and four require post-training follow-up measurement in the workplace.
- Training needs analysis
- A three-layer assessment of organizational, task, and individual performance needs that determines whether training is the appropriate intervention before program design begins.
- Learning ROI
- The monetary benefit of a training program minus its total cost, divided by total cost and expressed as a percentage. Isolating the training effect requires a comparison group.
- 70-20-10 model
- A learning design heuristic allocating roughly 70 percent of development to experience, 20 percent to social learning and coaching, and 10 percent to formal coursework.
- Retrieval practice
- A learning technique in which learners actively recall information from memory rather than re-reading it, producing stronger long-term retention and transfer to the job.
- Skills gap analysis
- A comparison of the competencies a role requires against the current proficiency of the workforce, producing a prioritized list of training and hiring needs.
- Build-buy-borrow-bot
- A workforce gap-closing framework: develop internal talent, hire externally, use contingent or contracted workers, or automate work through technology.
- Succession readiness categories
- A classification of potential successors as ready now, ready in one to two years, or long-term, each paired with named development actions and review dates.
- Span of control
- The number of direct reports assigned to a manager. Together with organizational layers, it shapes cost structure, decision speed, and managerial effectiveness.
- Predictive attrition model
- A statistical model estimating the likelihood that an employee will leave, built from historical data. It requires periodic validation because relationships decay as conditions change.
- HR data quality dimensions
- Standard checks applied before analysis: completeness, uniqueness, timeliness, validity, and consistency. Poor quality in any dimension invalidates downstream analytics and reporting.
- Leading versus lagging indicators
- Leading indicators such as engagement and offer acceptance predict future outcomes; lagging indicators such as turnover and cost per hire confirm results after they occur.