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communication research

Questions and Answers of Communication Research

Understand how to use HR metrics and HR analytics to help solve business challenges.
Differentiate between HR metrics and HR analytics.
Understand what is meant by Big Data, and it implications for HRM.
Identify specific IT applications for HR planning.
Explain how different IT solutions can be leveraged to improve HR planning.
Describe the benefits of information technology (IT) solutions for human resource planning (HRP).
3. How would this process apply to non-executive succession planning?
2. What additional techniques might be used to assess talent?
1. What steps might you include or remove from this process?
3. This chapter has focused mainly on managers, implying that they are the key talent that needs to be managed. However, there are people who believe that the organization's most critical employees
2. About half of all Canadian companies offer paid leave to volunteer, ranging from one day to two weeks annually. According to Mario Paron, KPMG's chief HR officer,"Employees return with a fresh
1. Ganong Bros., a manufacturer of candy and chocolates, is based in St. Stephen, New Brunswick. In 2008, for the first time in its 135-year history, an outsider succeeded a member of the Ganong
Describe the role of HR in succession management.
Outline the employee's role in the succession management process.
Recognize the difficulties in measuring the success of a management succession plan.
Evaluate the advantages and disadvantages of the five management development methods: promotions, job rotations, special assignments, formal training, and mentoring and coaching.
Describe several ways to identify high-potential employees.
Discuss the four approaches to the identification of managerial talent.
Compare and contrast the job-based and competency-based approaches to aligning future needs with strategic objectives.
List the steps in the succession management process.
Trace the evolution of succession management from its roots in replacement planning, comparing the two models with respect to focus, time, and talent pools.
Understand why succession management is important.
5. Using information provided in item 9, estimate the number of managers that M&K would need using regression analysis if revenue levels:a. Increase to $2.5 billionb. Increase to $3.5 billion How
4. Calculate the transitional probabilities of movements for levels 5 to 9 on the basis of information provided in item 8. Using the calculated transitional probabilities, what employee movements (at
3. Calculate the number of employee movements if M&K uses:a. Exclusively a "promote from within" policy, orb. A mix of internal and external supply as detailed in item 7b As HR Director, what do you
2. Estimate changes in HR supply for M&K for next year, by job level.
1. Estimate the total HR demand for M&K for next year, by job level.
Recognize when an HR gap may be filled through substitution strategies such as automation, or when the gap may be attributable mostly to the bullwhip effect.
Discuss and evaluate the advantages and disadvantages of the following specific methods of determining external and internal supply:a. Skills and management inventoriesb. Human capital segmentationc.
Comprehend the importance of segmenting human capital to better understand where human capital plays a critical role in implementing strategy and how to manage the supply of that human capital.
Recognize the importance of effectively managing the supply of human capital.
Understand the relationship between demand and supply forecasting techniques in the HR planning process.
2. What specific form of quantitative or qualitative model do you think 0 PG should use?
1. Assuming that 0 PG wishes to improve its HR demand forecasts for technicians over a three-year period, do you think that 0 PG should use a quantitative or qualitative type of model to assess its
h. Discuss your findings with other groups or individuals. How are they similar, and how do they differ? What were the critical differences in your assumptions that affected the outcomes?
g. Look at the strategies, resources, and activities that are common to all four worlds. Any attributes that are common to all four worlds are likely to lead to success in any outcome that is close
f. Describe the types of strategies, resources, and activities that would be necessary for a university course to be successful in each of these worlds.
e. Look at the world that is represented by each quadrant, and describe what each world would be like. How does online education fit into this world? Give each world its own representative name.
d. Now stretch these two clusters out. Place the two extremes of the first cluster at either end of the horizontal axis, and the two extremes of the second cluster at each end of the vertical axis.
c. Select the two clusters that you think have the potential to have the most impact on the decision to increase online course offerings and that are also unpredictable.
b. Look at your factors, and move the sticky notes into groups of factors that form natural clusters. Give each cluster a title.
a. On your own, or in groups of 4-5 people, write down all the factors that you can think of that might influence the move toward increasing or decreasing the use of online courses. Write each factor
3. Ratio or trend analysis can be a very effective method for determining HR demand.Identify a wide variety of relevant indices that can be used for this demand-forecasting technique in different
2. The Delphi technique and the nominal group technique (NGT) are often used to facilitate creative and innovative solutions to HR demand issues. What are the similarities and differences between the
1. Imagine that you have a friend who owns and runs a family restaurant that specializes in plant-based whole foods. At capacity, the restaurant requires four wait staff to wait on all the tables.
Compare and contrast the advantages and disadvantages of various demand forecasting techniques, including quantitative, qualitative, and blended techniques.
Recognize the linkages between the HR plan, labour demand forecasting techniques, and the subsequent supply stage.
Understand the importance of demand forecasting in the HR planning process.
List all the reasons that demand for healthcare workers will increase, and the reasons that supply will decrease. What can governments do to increase the supply?What can employers do?
3. List all the ways that an organization can deal with a surplus of employees. Discuss the advantages and limitations of each option.
2. The chapter starts with a discussion of the labour supply/demand mismatch and suggests that the government needs to become more actively involved in influencing the supply of the types of workers
1. If you are reading this discussion question, you are probably taking a course at a university or community college. In groups, discuss some ways that you might be able to forecast the demand for,
Outline the environmental and organizational factors affecting HR forecasting.
Comprehend the forecasting process in general, and the categories of forecasting methods.
Understand the rationale for giving special attention to specialist/technical workers, managers, recruits, and designated groups in the HR forecasting process.
Discuss the differences between stocks and flows of human capital, and comprehend the implications that stocks and flows have for HR planning.
Understand the value of human capital to the firm, and discuss the difference between generic human capital and firm-specific human capital.
Understand what HR forecasting is, and its strategic importance to the firm.
Describe the role of the stakeholder, and list several examples.
Explain the environmental factors, such as the economic climate, the political and regulatory context, and the social and cultural climate, that influence the practice of HRM.
Discuss the challenges in scanning the environment.
Understand how environmental scanning is practised.
Identify the sources that HR planners use to keep current with business and HR trends.
2. Design the HRM selection, orientation, training, performance management, and incentive compensation program that will develop these competencies.
1. Develop a list of the competencies (skills, knowledge, and attitudes)that employees of this hotel need to demonstrate in order to become excellent at customer service.
3. HR Planning Notebook 2.1 outlines some barriers to HR planning. In a group, can you think of ways to overcome or bypass these barriers?
2. You and your friend decide to open a high-end restaurant specializing in cuisine from your home country. This type of food may appeal to people in the neighbourhood, but you will need to
1. "Employees are our biggest asset." "Yes, but they can walk out the door any time and all your investment in them will be lost." Explain why investments in human capital are important. Using the
List the characteristics of an effective HR strategy.
Discuss approaches to linking strategy and HR, including the barriers to becoming a strategic partner.
Identify the risks associated with not planning.
Understand the importance of strategic HR planning.
4. Compare and contrast the practices of the two companies.
3. Discuss their differences in resources, capabilities, and core competencies.
2. Research these two companies' mission, vision, and value statements.
1. Identify two companies working in the same sector (hotels, restaurants, and postsecondary institutions are good choices), one using a low-cost provider strategy and one using a differentiation
7. Appoint one person from each team to incorporate the revisions into a value statement, which is then combined with all the value statements. These then become the company values.
6. Have groups present their definitions and behaviours, which may be adopted or revised.
5. Have subgroups take one value, and develop a definition of the value and the employee behaviours related to that value.Strategic Human Resources Planning
4. Discuss and debate these themes, until there is consensus on a short list of core values.
3. Have the group identify common themes.
2. Record these without judgments, criticisms, or comments.
1. Invite all employees to offer ideas about the current and the desired values for the organization.
10. Is the statement easy to read?
9. Does the statement give a portrait of the company capturing the culture of the organization?
8. Are the standards described in a way that enables individual employees to judge when they are behaving correctly?
7. Does the statement describe important behaviours and standards that serve as beacons of the strategy and values?
6. Do the values resonate with and reinforce the organization's strategy?
5. Does the statement identify values that link with the organization's purpose and act as beliefs with which employees can feel proud?
4. Does the statement describe the strategic positioning that the company prefers in a way that helps to identify the sort of competitive position that it will look for?
3. Does the statement define a business domain and explain why it is attractive?
2. Does the statement describe the organization's responsibil ities to stakeholders?
1. Does the statement describe an inspiring purpose that avoids playing to the self-serving interests of stakeholders?Strategic Human Resources Planning
List the benefits of strategic planning.
Discuss the steps used in strategic planning.
Define business strategy and discuss how it differs from corporate strategy.
Describe organizational strategies, including restructuring, growth, and maintenance.
Understand the various terms used to define strategy and its processes.
Discuss why human resources managers need to understand strategy.
Discuss why managers need to examine the human resources implications of their organizational strategies.

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