SHRM-SCP flashcards

32 cards. Read the term and the definition here. The deck at the top of this page is optional.

Vertical fit

The alignment of HR practices with the organization's overall business strategy so that workforce behaviors and investments support strategic direction. Contrasts with horizontal fit, which concerns consistency among HR practices themselves.

Human capital ROI

Revenue minus operating expenses excluding compensation, divided by compensation plus benefits. It expresses the return generated for each dollar invested in the workforce.

Balanced Scorecard perspectives

A strategy measurement framework with four perspectives: financial, customer, internal business process, and learning and growth. HR metrics map to each to demonstrate workforce contribution to strategy.

Ulrich four HR roles

Strategic partner, change agent, administrative expert, and employee champion (later employee advocate). The model underpins modern HR business partner and shared services operating structures.

Yield ratio

Number of candidates advancing to the next hiring stage divided by the number who applied at the prior stage. Used to compare recruiting sources and find where the hiring funnel leaks.

Selection ratio

Number of positions filled divided by the number of applicants. A low ratio means a large applicant pool relative to openings, increasing the potential utility of a valid selection test.

Four-fifths rule

A selection procedure shows adverse impact when any protected group's selection rate is less than 80 percent of the highest group's rate, under the Uniform Guidelines on Employee Selection Procedures.

Realistic job preview

Providing candidates accurate information about both positive and negative aspects of a job. It tends to reduce early turnover through better self-selection and more realistic expectations.

Turnover rate

Separations during a period divided by average headcount for that period, multiplied by 100. Usually annualized and split into voluntary, involuntary, avoidable, and unavoidable categories.

Stay interview

A structured conversation with current employees about what keeps them engaged and what might cause them to leave. Used proactively to reduce regretted turnover.

Two-factor theory

Herzberg's model holding that hygiene factors such as pay, policy, and working conditions prevent dissatisfaction but do not motivate, while motivators such as achievement, recognition, and growth drive satisfaction.

Job characteristics model

Hackman and Oldham's model in which skill variety, task identity, task significance, autonomy, and feedback create meaningfulness, responsibility, and knowledge of results, yielding motivation and satisfaction.

Kirkpatrick four levels

Training evaluation levels: reaction, learning, behavior, and results. Phillips later added a fifth level, return on investment, calculated from program benefits and costs.

ADDIE model

Instructional design model with five phases: analysis, design, development, implementation, and evaluation. Evaluation is iterative and feeds back into earlier phases.

Needs assessment levels

Three levels of training needs analysis: organizational (where training is needed), task or operational (what must be taught), and person (who needs the training).

70-20-10 model

A guideline that roughly 70 percent of learning occurs on the job, 20 percent through others such as coaching and mentoring, and 10 percent through formal courses.

Compa-ratio

An employee's salary divided by the pay range midpoint. A value near 1.0 indicates pay at midpoint; below 1.0 indicates pay below the structure midpoint.

Range spread

The difference between a pay range maximum and minimum, divided by the minimum, expressed as a percentage. Wider spreads suit roles with greater pay progression potential.

Point-factor method

A job evaluation technique assigning points to compensable factors such as skill, effort, responsibility, and working conditions, then ranking jobs by total points to build pay structures.

Market pricing

Setting pay structures from external survey data, often anchoring to a percentile such as the median (P50). Organizations then choose to lead, match, or lag the market.

Section 7 rights

NLRA protections letting employees, union and nonunion, engage in concerted activity for mutual aid or protection, including discussing wages and working conditions.

Weingarten rights

A unionized employee's right to have a union representative present during an investigatory interview the employee reasonably believes may lead to discipline.

Mandatory bargaining subjects

Topics the NLRA requires employers and unions to negotiate in good faith: wages, hours, and other terms and conditions of employment. Refusing to bargain over them is an unfair labor practice.

Showing of interest

The minimum share of employees, commonly 30 percent, who must sign authorization cards before the NLRB will order a representation election.

FMLA eligibility

The employee must have 12 months of service and 1,250 hours worked in the prior 12 months, at a worksite where the employer has 50 or more employees within 75 miles.

Disparate impact

A neutral policy that disproportionately excludes a protected group, regardless of intent. The employer may defend it by showing the practice is job related and consistent with business necessity.

Reasonable accommodation

Under the ADA, a modification to a job or workplace enabling a qualified individual with a disability to perform essential functions, unless it imposes undue hardship on the employer.

FLSA exemption tests

Overtime exemption generally requires meeting the salary basis test plus the duties test for the executive, administrative, professional, computer, or outside sales categories.

HR-to-employee ratio

The number of HR full-time equivalents divided by total employees, often expressed per 100 employees or as one HR FTE per a given number of employees.

Predictive analytics

HR analytics that use historical data and statistical models to forecast future outcomes such as turnover risk, hiring success, or staffing demand.

Shared services model

An HR operating design separating transactional processing into a central service center, strategic expertise into centers of excellence, and business alignment into HR business partners.

ADKAR model

Prosci's change model with five sequential outcomes: awareness, desire, knowledge, ability, and reinforcement. Change succeeds only when each element is achieved.