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MHA |\ 702 |\exam |\ 3 |\with |\correct |\answers
Succession |\planning |- |\CORRECT |\ANSWERS |\✔✔-useful | for |\managerial |\positions |(CEO, |\COO |\etc) -prepares |\single |\designated |\successor -proactive |\approach |\to |\ensuring |\continuity |\of |\leadership Career |\planning |- |\CORRECT |\ANSWERS |\✔✔-succession | plans |\for |\middle |\managers -focuses |\on |\many |\particular |\individuals | -prepares |\several |\candidates |\for |\a |\position Senior |\organization |\leaders |- |\CORRECT |\ANSWERS | ✔✔Expected |\to |\retire |\over |\ 5 |\to |\ 10 |\years Organizations |\without |\succession |\plans |- |\CORRECT | ANSWERS |\✔✔Uneasiness |\is |\intensified |\and |\negatively | affect |\performance Leaving |\development |\of |\future |\leaders |\to |\chance CEO |\is |\responsible |\for |- |\CORRECT |\ANSWERS | ✔✔Initiating |\succession |\planning
Organizations |\with |\succession |\plans |- |\CORRECT | ANSWERS |\✔✔More |\likely |\to |\have |\smoother |\leadership | transition Board |\of |\directors |\is |\responsible |\for |- |\CORRECT | ANSWERS |\✔✔Appointing |\a |\successor Succession |\planning |\should |\begin |- |\CORRECT |\ANSWERS |\✔✔ 4 |\years |\prior |\to |\CEO |\leaving HR |\responsibility |- |\CORRECT |\ANSWERS |\✔✔Managing | succession |\planning |\process Succession |\planning |\saves |\organizations |- |\CORRECT | ANSWERS |\✔✔-Money -Executive |\search |\fees |\eliminated -Maintains |\leadership |\continuity |\when |\inside |\person |\is | promoted Grooming |\an |\internal |\person |- |\CORRECT |\ANSWERS |\✔✔- key |\element |\of |\for-profit |\succession |\planning Hiring |\outside |\of |\an |\organization |- |\CORRECT |\ANSWERS | ✔✔-requires |\6-12 |\months |\before |\financial |\performance | regains |\the |\level |\that |\existed |\prior |\to |\replacement
Succession |\planning |\should |\begin |\early |- |\CORRECT | ANSWERS |\✔✔-for |\developmental |\assessments -provide |\insight |\and |\allow |\skills |\to |\be |\acquired -developmental |\tasks |\should |\be |\diverse |\to |\expose |\to | departments/operations -institutional |\memory |\preserved | -CEO |\personally |\experienced |\being |\groomed |\support | process Potential |\pitfalls |- |\CORRECT |\ANSWERS |\✔✔-connections | to |\social |\network |\and |\psychological |\ties |\to |\organization | that |\complicate |\effort |\to |\change -inappropriate |\or |\limited |\experience CEO/ |\Management |\team |\damaged |- |\CORRECT | ANSWERS |\✔✔-only |\bringing |\in |\an |\entire |\new |\regime |\can |\sweep |\organization |\clean | -organization |\will |\be |\taking |\a |\fall |\anyway -comes |\out |\of |\scandal, |\mismanagement, |\failed |\takeover Organizations |\May |\inventory |\potential |\employees |- | CORRECT |\ANSWERS |\✔✔Often |\called |\assessing |\their | inside |\bench |\strength
If |\no |\suitable |\candidates |- |\CORRECT |\ANSWERS |\✔✔- based |\on |\skills |\and |\ability | -consider |\hiring |\outside |\person |\at |\least |\18months |\and |\up |\to |\5years |\in |\advance Succession |\planning |\can |\become |\costly |- |\CORRECT | ANSWERS |\✔✔-Due |\to |\expense |\of |\maintaining |\ 2 | individuals |\with |\high |\salaries |\over |\time CEO |\must |\be |\mature |- |\CORRECT |\ANSWERS |\✔✔-May | feel |\threatened |\by |\trained |\successor |\standing |\in |\wings, | poised |\to |\takeover |\at |\a |\misstep |\at |\the |\whim |\of |\board |\of | directors Why |\organizations |\have |\not |\created |\succession |\plans |- | CORRECT |\ANSWERS |\✔✔-require |\time |\and |\thought -not |\a |\daunting |\task -governing |\boards |\often |\lack |\experience |\with |\planning | -Fail |\to |\see |\how |\it |\benefits |\organization Organizations |\without |\plans |- |\CORRECT |\ANSWERS | ✔✔Complain |\of |\being |\swamped |\by |\more |\immediate |\and | pressing |\issues
Barriers |\to |\succession |\planning |- |\CORRECT |\ANSWERS | ✔✔-Composed |\of |\self |\imposed |\fears |\and |\concerns -HR |\can |\mitigate |\fears |\by |\providing |\more |\knowledge | about |\the |\practice |\of |\succession |\planning Survey |\of |\2,500 |\largest |\public |\companies |- |\CORRECT | ANSWERS |\✔✔Those |\that |\found |\themselves |\scrambling | to |\find |\replacement |\for |\departing |\CEO |\lost |\on |\average | 1.8 |\billion |\in |\share |\holder |\value |\during |\the |\year |\following |\CEO |\departure Statistics |\show |\15% |\of |\large |\companies |- |\CORRECT | ANSWERS |\✔✔Will |\be |\in |\search |\of |\a |\ceo |\this |\year |\and | only |\half |\have |\designated |\successors/succession |\plans Statistics |\show |\30% |\to |\50% |\of |\new |\CEOs |- |\CORRECT | ANSWERS |\✔✔Fail |\within |\first |\ 15 |\months |\of |\the |\job These |\CEOs |\are |\not |\prepared |\or |\groomed |\to |\succeed New |\employees |- |\CORRECT |\ANSWERS |\✔✔Justified |\and | approved |\by |\senior |\manager |\coo |\cfo |\etc Provides |\approved |\personnel |\requisition |\to |\hr After |\approval, |\HR |\will |- |\CORRECT |\ANSWERS | ✔✔Review |\position |\description
Check |\references Verify |\education Procure |\candidates |(about |\5) Managers |\interview |\candidates |- |\CORRECT |\ANSWERS | ✔✔-Use |\standardized |\list |\of |\questions -Discussion |\of |\position |\organization |\and |\benefits -Avoid |\discussing |\compensation(range |\is |\okay) -Create |\list |\of |\acceptable |\candidates HR |\is |\familiar |\with |- |\CORRECT |\ANSWERS |\✔✔All | applicable |\laws Responding |\to |\references |- |\CORRECT |\ANSWERS |\✔✔-by | hr | -should |\not |\contain |\any |\subjective |\statements | -answered |\impersonally |\and |\directly |\from |\records Information |\that |\is |\not |\in |\an |\employee |\file |- |\CORRECT | ANSWERS |\✔✔Does |\not |\exist. |\Nothing |\is |\off |\employee | record
Negligent |\hiring |\cases |- |\CORRECT |\ANSWERS |\✔✔Less | common |\but |\more |\serious/expensive Frequently |\is |\defined |\as |- |\CORRECT |\ANSWERS |\✔✔ 3 | times |\a |\month |\or |\more No |\formal |\HR |\Department |- |\CORRECT |\ANSWERS |\✔✔- reference |\requests |\centrally |\addressed |\uniformity -person |\responsible |\for |\maintaining |\personnel |\files | responds Reference |\requests |\should |\be |\documented |- |\CORRECT | ANSWERS |\✔✔-added |\to |\personnel |\record -date, |\info |\provided, |\name |\of |\organization |\requesting, | contact |\info, |\person |\spoken |\to, |\and |\person |\giving |\out | info. -can |\resolve |\legal |\claims Supervisors |\should |\observe |\the |\rule |- |\CORRECT | ANSWERS |\✔✔Offer |\no |\negative |\judgments |\and |\convey | nothing |\that |\cannot |\be |\verified |\in |\personnel |\file Weighing |\the |\risk |\of |\defamation |- |\CORRECT |\ANSWERS | ✔✔Giver |\of |\reference |\must |\weigh |\risk |\of |\defamation |\
lawsuit |\by |\ex |\employee |\against |\the |\risk |\of |\a |\bad |\hire | lawsuit |\by |\requestor |\or |\victim Weighing |\the |\risk |\of |\negligent |\hire |- |\CORRECT | ANSWERS |\✔✔The |\requestor |\of |\a |\reference |\must |\weigh | the |\risk |\of |\negligent |\hire |\by |\injuries |\person |\against |\the | risk |\of |\discrimination |\lawsuit |\by |\potential |\employee A |\Manager's |\Role |\in |\Finding |\Candidates |- |\CORRECT | ANSWERS |\✔✔-keep |\position |\descriptions |\up |\to |\date -groom |\employee |\advancement -give |\hr |\advance |\notice |\about |\future |\needs/ |\hints |\special | opportunities |\to |\connect |\with |\potential |\hires Advertise |\open |\positions |- |\CORRECT |\ANSWERS |\✔✔- internet |\and |\social |\media -paper |\approaches |\have |\limited |\effectiveness |\now -Sunday |\paper |\most |\effective |\for |\lower |\order |\jobs -periodicals |\aimed |\at |\special |\groups |(professionals) Networking |- |\CORRECT |\ANSWERS |\✔✔-series |\on | contracts, |\referrals, |\subsequent |\contact -personal |\contacts -job |\fairs
-used |\to |\access |\regional |\supply |\and |\demand -coordinate |\contacts |\with |\potential |\candidates |\with |\HR Internet |\resumes |- |\CORRECT |\ANSWERS |\✔✔May |\not |\be | serious |\job |\seekers |\or |\accurate Not |\actively |\looking |\to |\change |\jobs |\but |\posted |\in |\case | ideal |\position |\should |\seek |\them |\out Promotion |\within |- |\CORRECT |\ANSWERS |\✔✔- organizations |\endorse |\philosophy |\of |\developing |\and | promoting |\from |\within -opportunities |\for |\personal |\promotion |\and |\growth Managers |\that |\look |\outside |\of |\the |\organization |- | CORRECT |\ANSWERS |\✔✔For |\new |\employees |\create | conflict | Employees |\hear |\one |\thing |\and |\see |\something |\different Must |\balance |\cost |- |\CORRECT |\ANSWERS |\✔✔Benefit |\of | internal |\promotion |\vs |\external |\promotion External |\recruitment |- |\CORRECT |\ANSWERS |\✔✔-Used |\to | fill |\entry |\level |\position -Outsiders |\bring |\new |\ideas |\and |\experiences
-Ignoring |\current |\employees |\may |\lead |\to |\claims |\of | discrimination | -demoralize |\existing |\staff Organizational |\stagnation |- |\CORRECT |\ANSWERS | ✔✔Inbreeding -filling |\all |\positions |\by |\promotion |\from |\within |\can |\cause | this Promising |\employees |- |\CORRECT |\ANSWERS |\✔✔Tend |\to | leave |\and |\seek |\employment |\elsewhere |\when | organizations |\hire |\outside |\due |\to |\lack |\of |\opportunities | for |\growth |\and |\promotion Less |\promising |\employees |- |\CORRECT |\ANSWERS | ✔✔Stay |\at |\the |\organization |\with |\no |\opportunities |\for | growth |\and |\promotion Salary |\bumping |- |\CORRECT |\ANSWERS |\✔✔-Group |\of | employees |\applies |\pressure |\for |\more |\money -request |\because |\higher |\pay |\elsewhere -attempt |\to |\create |\fear |\that |\local |\employers |\will |\lure | away |\employees |\unless |\salary |\increase -inaccurate |\due |\to |\per |\diem |\pte |\wages |\and |\fte
Employer |\branding |- |\CORRECT |\ANSWERS |\✔✔- Promoting |\your |\company |\as |\employer |\of |\choice |\to | desired |\target |\group | -encompasses |\employers |\mission |\values |\culture |\and | personality | -"this |\is |\a |\good |\employer/great |\place |\to |\work" Employer |\branding |\strategies |- |\CORRECT |\ANSWERS | ✔✔Define |\mission |\vision Survey |\employees | Market |\about |\brand Create |\strategy Social |\media/recruitment | Employee |\testimonials, |\workplace, |\culture, |\events, | benefits, |\awards, |\recruiting |\content Civil |\service |\systems |- |\CORRECT |\ANSWERS |\✔✔Used | primarily |\by |\government |\employers |\and |\agencies | Overseen |\by |\civil |\service |\commission | Main |\features |\of |\hr |\administration Main |\features |\of |\hr |\administration |- |\CORRECT | ANSWERS |\✔✔Position |\classification
Compensation Hiring Promoting Dismissal First |\government |\jobs |- |\CORRECT |\ANSWERS |\✔✔Spoiled |\systems |\until |\1880s Senator |\George |\Pendleton |\of |\Ohio |- |\CORRECT | ANSWERS |\✔✔Introduced |\civil |\service |\system |\bill |\ 1881 Merit |\system |\in |\federal |\service |- |\CORRECT |\ANSWERS | ✔✔Enacted |\ 1883 Modern |\era |- |\CORRECT |\ANSWERS |\✔✔1950s -Focus |\shifted |\to |\attracting |\and |\retaining |\employees -Workplace |\became |\diverse |\due |\to |\new |\legislation | -launched |\federal |\personnel |\management |\system |\in |\a | new |\direction Civil |\service |\reform |\act |\ 1978 |- |\CORRECT |\ANSWERS |\✔✔- Beginning |\of |\period |\change -strengthen |\and |\diversity |\federal |\civil |\service |\system
Civil |\service |\system |\operation |- |\CORRECT |\ANSWERS | ✔✔ 4 |\major |\components Classification |\and |\compensation Hiring |\and |\promoting Lay |\off Dismissal |\and |\appeal Positions |\are |\classified |- |\CORRECT |\ANSWERS |\✔✔Not | people Identifies |\duties |\and |\responsibilities |\of |\position Positions |\grouped |\according |\to |\similarities Same |\classification |- |\CORRECT |\ANSWERS |\✔✔Same | qualifications Receive |\same |\pay Experience |\similar |\level |\of |\work |\responsibilities Healthcare |\workers |- |\CORRECT |\ANSWERS |\✔✔In |\civil | service |\system |\are |\gov |\employees Classified: |\Protected |\or |\nonexempt | Unclassified: |\exempt
Unclassified |\service |\position |- |\CORRECT |\ANSWERS | ✔✔Exempt Managers, |\supervisors | Special |\duties Trust |\and |\financial |\responsibility Salaried |\employees Classified |\service |\position |- |\CORRECT |\ANSWERS | ✔✔Nonexempt Line |\staff |\workers Hourly |\employees Represented |\by |\labor |\unions Overtime |\pay Collective |\bargaining |\agreements |- |\CORRECT |\ANSWERS |\✔✔-Can |\supersede |\many |\aspects |\of |\civil |\service |\laws -Rights |\given |\to |\state |\and |\local |\public |\employees |\in | 1960- -Mutual |\good |\faith |\obligation |\to |\negotiate |\between | employer |\and |\union -issues |\include |\wages |\hours |\conditions |\of |\employment Pay |\range |- |\CORRECT |\ANSWERS |\✔✔-Unclassified | employees |\specify |\minimum |\and |\maximum |\rates |\
