10.24 Business Behavioral Competency Flashcards

Question

# business acumen subcompetencies key concepts what are 3 key elements of hr strategic planning? | Analyzing and interpreting business documents

Answer 1

**1) workforce data and analytics:** employee turnover, retention rates, productivity, and training effectiveness; *frequency and quality of manager-employee conversations, the percentage of employees who are meeting their career development goals, and if and how employees are completing goals.* **2) Clear workforce development opportunities** **3) Metrics for measuring success**

Answer 2

employee stock option agreements (ESOs), are contracts between a company and its employees that grant the employees the right to purchase shares of the company’s stock at a predetermined price, known as the strike price, within a specified period

Answer 3

**Strike price:** price employee can purchase the stock **vesting schedule: ** timeline over which the employee earns the right to exercise the options **Expiration Date:** The date by which the employee must exercise the options, typically 10 years from the grant date **Number of Shares:** The total number of shares the employee can purchase under the agreement

Answer 4

**Equity Participation: **Incentive Alignment** **Potential Financial Gain**

Answer 5

legally binding contract that establishes a confidential relationship between two parties.

Answer 6

Ensures employees do not disclose proprietary information during and after their employment.

Answer 7

also known as contract variation letter - formal document used to modify or amend terms of existing contract ("mod")

Answer 8

provides funding for various initiatives aimed at 1) improving workforce development 2) enhancing employee skills 3) supporting organizational growth.

Answer 9

1) help streamline HR ops 2) Consistency in executing tasks 3) efficiency 4) compliance 5) training and onboarding 6) quality control 7) accountability 8) risk management 9) continuous improvement

Answer 10

KEY TAKEAWAYS A business plan is a document detailing a company's business activities and strategies for achieving its goals. Startup companies use business plans to launch their venture and to attract outside investors For established companies, a business plan helps keep the executive team focused on short- and long-term objectives. There's no single required format for a business plan, but certain key elements are essential for most companies.

Answer 11

Charts that show the relationships and ranks of positions and jobs. Types are: 1) hierarchical 2) matrix 3) flat

Answer 12

top down structure with clear chain of comment used in traditional businesses with multiple levels of management CEO at the top followed by senior management, middle management and employees

Answer 13

employees report to multiple managers (functional and a project manager) used in project based orgs for cross functional collaboration

Answer 14

few or no levels of middle management between staff and executives Common in small businesses or startups

Answer 15

1) clarifies structure 2) improves communiation 3) helps with workforce planning

Answer 16

strategic framework outlining procedures and instructions an organization will follow in face of disaster ensures operations continue during and after crisis

Answer 17

1) Risk assessment 2) business impact analysis - *what are the critical functions and processes and prioritize recovery efforts *3) develop recovery strategies 4) plan development - what is responses to different disruptions? assign roles and responsibilities 5) Testing and training 6) Maintenance and review

Answer 18

**⊲ Uses organizational and external resources** to learn about the organization’s *business operations, functions, products and services*. ⊲ Uses organizational and external resources to learn about the political, economic, social, technological, legal and environmental (PESTLE) trends that influence the organization (examples include automation, unemployment trends, economic boom or recession, talent shortages). ⊲ Applies knowledge of the organization’s business operations, functions, products and services to implement HR solutions and inform business decisions. ⊲ Applies knowledge of the organization’s industry and PESTLE trends to implement HR solutions and inform HR decisions.

Answer 19

⊲ Gathers and applies business intelligence about PESTLE trends to define HR’s strategic direction and long-term goals. ⊲ Applies expert knowledge of the organization’s business operations, functions, products and services when setting HR’s strategic direction and long-term goals. ⊲ Applies an understanding of the labor market when developing a strategy to manage and compete for talent. ⊲ Participates in advocacy activities involving government policy and proposed regulations related to the organization’s HR strategies and long-term goals

Answer 20

justification for a project detailing benefits, costs and risks involved.

Answer 21

1. **Executive summary:** brief overview of the project - includes purpose, benefits and key points. It helps stakeholders quickly understand the purpose 2. **Project definition:** general project info including scope, stakeholders and expected outcomes 3. **Vision, goals and objectives:** also includes aligning with the strategic vision 4. **Project scope: ** tasks, deliverables, constraints 5. **Background info: **explains the problem the project aims to solve 6. **Success criteria and stakeholder requirements** 7. **Project plan:** detailed plain outlining tasks, timelines and resources needed to complete the project 8. **Project budget: **also includes cost benefit analysis 9. **Risk assessment: **how identified risks will be managed 10. **Implementation plan**: how the project will be executed

Answer 22

HR analytics or people analytics. Types of analytics used: * data-driven recruitment * employee performance and development * employee retention * compensation and benefits * workforce planning goal is to transform raw data into insights that drive positive business outcomes

Answer 23

* improved decision making * enhanced efficiency * better employee experience

Answer 24

Advanced Analytics is the autonomous or semi-autonomous examination of data or content using sophisticated techniques and tools, typically beyond those of traditional business intelligence (BI), to discover deeper insights, make predictions, or generate recommendations.

Answer 25

**Predictive Analytics:** Forecasting future trends such as employee turnover or hiring needs. **Machine Learning:** Algorithms that identify patterns and make predictions based on HR data. **Natural Language Processing (NLP):** Analyzing text data from employee feedback or surveys. **Data Mining:** Extracting useful information from large datasets to uncover hidden patterns

Answer 26

trend analysis in HR involves examining historical data to identify patterns and predict future workforce needs. This helps HR professionals make informed decisions about hiring, training, and development.

Answer 27

**understanding the external dynamics** that could influence the operating environment of your business, **using data** to create plausible and possible scenarios for the future **defining strategic choices** that should be explored as a result of each scenario; and **developing an internal organizational response** for each scenario

Answer 28

Scenario planning in HR involves creating and analyzing different possible future scenarios that could impact the workforce. helps organizations prepare for uncertainty and develop plans to mitigate potential risks or take advantage of opportunities

Answer 29

system used to measure hr indicators (HR KPIs) to predict future business growth ## Footnote https://www.aihr.com/blog/hr-scorecard/

Answer 30

identify which hr practices are driving the desired business outcomes? (i.e. recruiting, comp & ben, L&D)

Answer 31

assign 1 or more kpis to the hr strategy map. assess current state of kpi's and set a target

Answer 32

create high performance work systems - increase effectiveness

Answer 33

invest in what will drive desired outcomes

Answer 34

tool to assess company's financial health provides financial status at a point in time and includes assets, liabilities, shareholder's equity

Answer 35

Market position refers to the perception of a brand or product in the minds of consumers relative to its competitors. elements of market positioning: unique value proposition; target market; competitive analysis, perceptual mapping, positioning statement ## Footnote https://corporatefinanceinstitute.com/resources/management/market-positioning/

Answer 36

leverage org (internal) and external resources to learn about an organizations: - business operations, functions, products and services - PESTLE trends that influence the organization. Then take that knowledge to influence HR initiatives and business decisions.

Answer 37

understand an organization's internal and external environment to: - apply business tools and analyses that: - shape HR initiatives so that - the organization can meet its strategic goals

Answer 38

set long-term strategy and goals by applying: - Business intelligence about PESTLE trends - expert knowledge of org's business functions, operations, products and services - understanding of labor market when competing for talent

Answer 39

participate in advocacy activities related to government policy and propsed regulations related to the org's HR strategy

Answer 40

1) **Inform business decisions** ***solve problems*** **address needs:** a) through *cost beneift analysis,* *org metrics, KPIs* and b) using *HRIS and business technology* 2) Consider **programs, policies and practices** based on principles of fianance, economics, marketing, sales, tech, law, busines systems

Answer 41

1) **DIE HR initiatives** by considering: a) value add b) ROI c) utility d) P&L statements e) other KPIs 2) **Examine org problems and opportunities** in terms of integrating HR solutions that *maximize ROI* and *strategic effectivenes* 3) Use **risk assessment **to inform HR/org strategic direction and long-term goals a) Use **HRIS and business tech **to solve business problems and address needs 4) determine budget and resources of HR initiatives

Answer 42

Align HR: - ***Strategy*** - **C**omms - **I**nitatives - **O**perations w/strategic direction of the org

Answer 43

1) align decisions w/hr and org strategic goals 2) understand relationship between effective HR and effective business functions 3) create and communicate buiness case or provide data to build the case for HR initiatives and impact on org effectiveness (ROI)

Answer 44

1) define and comm HR/Org: **- strategy - goals - challenges ** --> in terms of *business results*. 2) align **HR's strategic direction**/long-term goals w/ org's overall business **strategy** a**nd objectives 3) apply **systems thinking** to make HR and business decisions 4) **drive key business results** by developing strategies and long-term business goals w/senior leadership's input 5) serve as strategic contributor to org decisions (fiscal, business function matters) 6) evaluate all business cases for hr initiatives

Answer 45

work with organizational stakeholders to: 1) evaluate business challenges 2) identify opps for DIE of change initiatives build ongoing support for HR solutions that meet changing needs of customers and the business

Answer 46

1) **E**-valuting business challenges 2) **D**-esigning HR solutions 3)** A**-dvising on HR solutions 4) **C**-hange management 5) **S**-ervice excellence

Answer 47

| Lewin's concept came from the 1940s

Answer 48

1) understand current state: what needs to change and why (surveys, impact, etc) 2) conduct stakeholder analysis and management to make sure the right ppl make change happen 3) frame the issue as organizational wide and create a compelling message (use vision and strategy as supporting evidence) 4) emphasize the why and be open to employee concerns. respond to concerns in terms of need for change

Answer 49

1) **communicate early and often** throughout planning and implementation phases of change a) **d**escribe the benefits b) **e**xplain the impact of change to everyone c) **p**repare everyone for what's coming 2) be proactive and **dispel any rumors** a) answer questions open and honestly (relate answers to the need for change) 3) **involve employees in the process **when possible. a) line managers can provide day to day direction, updates and quick wins

Answer 50

happens once change occurs and ppl have embraced new ways of working. **signs change has occurred**: stable org chart, consistent job descriptions, etc. stability in making sure change is incorported in everyday work otherwise ee's will be unsure how to do work to full capacity

Answer 51

1) know what supports and inhibits change 2) ensure leadership support 3) create a reward system 4) establish feedback channels/systems 5) adapt org structure as needed 6) keep everyone informed and supported 7) celebrate your success!

Answer 52

Start by creating the motivation to change **(unfreeze)**. Move through the change process by promoting effective communications and empowering people to embrace new ways of working **(change)**. The process ends when you return the organization to a sense of stability **(refreeze)**, which is so necessary for creating the confidence from which to embark on the next, inevitable change.

Answer 53

KSAOs needed to work with organizational stakeholders in **evaluating business challenges and identifying opportunities** for the *design, implementation and evaluation of change initiatives*, and to *build ongoing support for HR solutions* that meet the changing needs of customers and the business

Answer 54

- Evaluating business challenges - Designing HR solutions - Advising HR solutions - Change management - Service excellence

Answer 55

The McKinsey 7-S Model serves as a guide for managing organizational change, focusing on the design of a company. It emphasizes the interplay of seven crucial components: **structure, strategy, system, shared values, skills, style, and staff. ** This model underscores the ripple effect caused by altering any single element, necessitating a rebalancing of the whole system.

Answer 56

1) Strategy 2) Structure 3) System 4) Shared values 5) Skill 6) Style 7) Staff

Answer 57

**Hard elements:** Easily identified and influenced by management. Structure, Strategy, and Systems. **Soft elements:** Intangible, culture-driven aspects. Encompasses Shared Values, Skills, Style, and Staff.

Answer 58

**Strategy:** The plan developed to achieve competitive advantage and long-term success. **Structure:** The way the organization is arranged, including the hierarchy and reporting lines. **Systems: **The daily activities and procedures that staff use to get the job done. **Shared Values**: The core values and culture of the organization, which are central to its identity. **Style: **The leadership approach and management style of the organization. **Staff: **The employees and their general capabilities. **Skills: **The actual skills and competencies of the employees within the organization

Answer 59

1) create a sense of urgency 2) build a guiding coalition 3) form a strategic vision and initiatives 4) enlist a volunteer army 5) enable action by removing barriers 6) generate short term wins 7) sustain acceleration 8) institute change

Answer 60

concentrate on a window of opportunity that is open today but may close tomorrow 1) Do you see a Big Opportunity that could ignite the hearts + minds of your people? 2) Do you know how to identify, articulate and communicate it? 3) Are you able to connect an external change factor with a special capability of your organization? 4) What are the stakes if you succeed? What are the consequences if you fail?

Answer 61

1) diversity of the team in terms of level, function, geographic location, tenure, gender and ideas. 2) An ability and a willingness to work across the hierarchy while also working with people across all levels and functions… with respect and energy. 3) A commitment to the change initiative at hand.

Answer 62

Motivates people to take action. Coordinates and aligns their actions. Without it, strategies can struggle to get activity behind them. Clarifies how the future will be different from the past, and how that future will become a reality. Ties directly to The Big Opportunity

Answer 63

* 1. Relevant in light of the opportunity before you. Meaningful to others. People beyond the winner or winners care about the win, be it members of your team, another team, customers, stakeholders, etc. * Unambiguous, visible and tangible such that people can replicate or adapt it. * Wins have the most impact when they scale across organizations.

Answer 64

* Revisit urgency after generating some significant wins. It is so easy to lose sight of the ultimate goal, which is to move the initiatives into the culture and sustain them. * It may be necessary to revisit some of the urgency raising activities incorporated at the start. Get more and more people involved, always looking for ways to expand the volunteer army. * With new volunteers and fresh eyes, you’ll find more barriers in need of knocking down. Remove them, too!

Answer 65

* Accelerators 1-7 are all about building new muscles, new behaviors and new ways of working. Accelerator 8 is about sustaining it long into the future. * New practices must be deeply rooted and anchored to replace the old ways. * There must be clear communication and synchronization between the traditional hierarchical structure and the innovative network of volunteers. * A key challenge is grafting the new practices onto roots that may be old but still effective, while killing off the inconsistent pieces

Answer 66

Give people a reason and motivation to join the movement. A strong vision goes a long way. Don’t boil the ocean – while you reach “stickiness” once you surpass 50%, about 15% of your organization is enough to build material momentum toward change. Recognize the effort of existing volunteers to keep them engaged and to recruit more.

Answer 67

1. In order to remove barriers, you must **identify them**. Think about why past initiatives have failed. At what stage? Did they get off the ground at all? Stall mid-way? Get completed but then abandoned? 2. Barriers can be commonly stated and accepted statements that, while appearing helpful, can deter attempts to get past legacy obstacles. **These are statements like, "It's just not done that way," or "We tried that before — it didn't work.”** 3. Common barriers include: *silos, parochialism, pressure to hit numbers, complacency, legacy rules or procedures, and limited access to key stakeholders and leaders*

Answer 68

**Denial**: Initial reaction to change, characterized by disbelief and avoidance. People may think, "This can't be happening." **Anger:** As reality sets in, frustration and anger emerge. This might be directed at others or the situation itself. **Bargaining:** Attempting to negotiate or find a way to avoid the change. People might think, "If I do this, maybe things will go back to how they were." **Depression:** Realization of the inevitable leads to sadness, regret, and a sense of loss. **Acceptance:** Finally, coming to terms with the change and starting to move forward

Answer 69

Change management is the set of actions that helps take you from point A to point B, being the promised land you’re hoping to get to. It inculdes a structured set of processes, tools, and techniques to **minimize resistance** and **maximize the benefits** of change. It is really about **winning the hearts and minds of the people experiencing the change**

Answer 70

**Understand** * how the change will impact employees * why there might be resistance in the organization * how to get employees on board * champion the change,

Answer 71

Understand the need for change and communicate the clear need. Tie it into the strategic direction of the Firm this minimizes resistance and increases buy-in when the need is clear, then the results can be positive: streamline operations, enhance productivity, and explore novel revenue streams.

Answer 72

**Set Clear Goals and Define Outcomes:** Clearly outline the objectives and desired results of the initiative. Explain what will change or improve and how these improvements will be achieved. Providing evidence of the challenges the initiative will address can also help1. **Assemble a Team of Champions:** Engage other team leaders and influential employees who are passionate about the initiative. Their support can provide diverse perspectives and strengthen your case1. **Create a Comprehensive Proposal**: Develop a detailed proposal that includes the background of the initiative, desired results, benefits, execution methods, new responsibilities, timeline, and required resources. Tailor this proposal to address leadership priorities1. **** **Emphasize ROI**: Highlight the return on investment (ROI) of the initiative. Provide concrete data on how the initiative will benefit the organization, such as increased employee engagement, retention, productivity, and performance1. **Be Open to Feedback**: Be prepared for questions, advice, and concerns from leadership. Their input can strengthen the initiative and ensure it aligns with the organization's goals1.

Answer 73

**Assess the Current State:** Start by evaluating your current HR processes and systems. Identify inefficiencies, pain points, and areas for improvement. This assessment provides a baseline and highlights the need for change1. **Define Clear Objectives:** Clearly articulate the goals of the change initiative. Explain what the initiative aims to achieve and how it aligns with the organization's strategic goals. This helps in demonstrating the value of the change2. **Gather Data and Evidence:** Collect data to support your case. This can include employee feedback, performance metrics, and industry benchmarks. Use this data to show the potential benefits of the change, such as improved efficiency, employee satisfaction, and cost savings2. **Highlight Risks and Opportunities:** Conduct a risk and opportunity analysis. Outline the risks of not implementing the change, such as falling behind competitors or losing top talent. Also, highlight the opportunities that the change will bring, like increased productivity and better employee engagement2. **Develop a Detailed Plan: **Create a comprehensive plan that includes the steps for implementation, required resources, timeline, and key milestones. This plan should also address potential challenges and how they will be mitigated1. **Emphasize ROI:** Calculate the return on investment (ROI) for the initiative. Show how the benefits outweigh the costs and how the change will positively impact the organization's bottom line2. **Engage Stakeholders:** Involve key stakeholders early in the process. Seek their input and address their concerns. Building a coalition of supporters can help in gaining broader acceptance for the initiative1. **Communicate Effectively:** Craft a compelling narrative that resonates with leadership. Use clear, concise, and persuasive language to present your case. Tailor your message to address the priorities and concerns of your audience

Answer 74

1) Help employees understand the why 2) Prepare them with specific instructions and resources 3) Sequence your communication deliberately - **send info to management first so they can digest the change and be prepared to help their teams adapt** 4) Be direct - do not sugarcoat 5) Repeat the clear consistent messages through multiple communication channels: intranet, chats, email, meetings 6) ask for feedback - surveys, q&a sessions

Answer 75

stablish a robust governance framework that provides clear structure, oversight, and accountability for the change initiative.

Answer 76

1) open and honest communication 2) empowerment and involvement: ask how they want to be involved, empower them to be accountable for their part of the change (i.e. serve on committees, change champion, etc) 3) training and development (workshops, microlearning, etc) 4) acknowledgement and rewards: celebrate behaviors you want to see 5) feedback mechanisms: how do they feel? what are concerns? ## Footnote https://changemanagementreview.com/how-to-foster-employee-engagement-in-change-initiatives/

Answer 77

1. Lack of clarity 2. Ineffective change communication **3. Strategic shortcoming 4. Change resistant culture** 5. Lack of organizational buy-in **6. Change fatigue 7. Lack of governance** 8. Inadequate training and support **9. Unrealistic expectations or timelines** 10. Insufficient resources **11. Lack of leadership support**

Answer 78

focus on developing a robust, well-aligned strategy that clearly defines the purpose, goals, and execution plan for the change initiative

Answer 79

cultural issues like internal politics, poor behavior control, and personal agendas start surfacing, contributing to a change-resistant culture organizations must take deliberate steps such as **demonstrating their commitment** to change, **addressing the reasons for resistance**, etc. to shift the cultural mindset

Answer 80

carefully plan and prioritize changes, ensuring that employees are able to handle the many initiatives at a time.

Answer 81

get key stakeholders involved early in the change process so they can lead by example in making sure the change is executed at all levels

Answer 82

ensure that leaders are fully engaged and committed to the change initiative from start to finish

Answer 83

reak down the change initiative into smaller, manageable milestones with realistic deadlines milestones should be clearly defined and achievable, allowing employees to focus on one step at a time rather than feeling overwhelmed by the entire change process.

Answer 84

goal: find root cause; have standard of performance. problems are best understood by knowing the context. share discovery in highly ## Footnote https://www.youtube.com/watch?v=GmFkL3SSrX4

Answer 85

1. build collaborative relationship 2. find root cause of the problem 3. find the best solution 4. agree on goals 5. set stage for action planning 6. mobilize and focus talent | https://www.youtube.com/watch?v=GmFkL3SSrX4

Answer 86

**Analysis Phase** **Data Collection**: Gathering relevant data through interviews, surveys, observations, and reviewing existing documents. This helps in understanding the current state of HR practices and identifying key issues. **Data Analysis:** Using techniques like SWOT analysis, root cause analysis, and problem tree analysis to interpret the data. This step helps in identifying patterns, strengths, weaknesses, and underlying causes of problems. **Benchmarking:** Comparing the organization's HR practices with industry standards or best practices to identify gaps and areas for improvement. **Stakeholder Feedback:** Engaging with employees, managers, and other stakeholders to gather their perspectives and validate findings. This ensures that the analysis is comprehensive and considers different viewpoints.

Answer 87

Works with leadership to identify * how HR can improve business outcomes and * support the organization’s strategic direction and long-term goals.

Answer 88

1) **partners with stakeholders** to *understand org's current and future HR challenges*; identifies HR needs and opportunities for improvement 2) **informs stakeholders** about *current and future HR-related threats and liabilities***** 3) **advises stakeholders** on existing HR programs, practices and policies that impede or support business success

Answer 89

1) **partners with stakeholders to suggest HR solutions** that are creative, innovative, effective and based on best practices and/or research. 2) **Provides guidance to non-HR managers** regarding HR practices, compliance, laws, regulations and ethics. 3) **Defines clear goals and outcomes for HR solutions**, and uses them to drive solution design.

Answer 90

⊲ **Works with key internal stakeholders to identify initiatives** that minimize threats and liabilities. ⊲ **Determines the strategic approach to remediation **of HR-related threats and liabilities. ⊲ **Works with business leaders** to create innovative, evidence-based talent **management strategies that align with and drive the organization’s strategy.** ⊲ **Designs **and oversees e*vidence-based long-term strategic HR and business solutions.*

Answer 91

⊲ Provides guidance to other HR professionals, non-HR managers and business unit teams on implementation of HR-related solutions. ⊲ Works with business partners to overcome obstacles to implementation of HR solutions. ⊲ Provides follow-up to and ongoing support for implementation of HR solutions to ensure their continued effectiveness. ⊲ Ensures that the implementation of HR solutions adheres to defined goals and outcomes.

Answer 92

⊲ Provides ongoing support and HR solutions to business unit leaders on the organization’s strategic direction. ⊲ Encourages staff and leaders to provide input on strategic HR and business decisions. ⊲ Works with leaders to overcome obstacles to implementation of HR initiatives. ⊲ Integrates HR solutions with related organizational processes, systems, and other business or management initiatives.

Answer 93

⊲ Recommends ways to improve HR programs, practices and policies. ⊲ Promotes buy-in among organizational stakeholders when implementing change initiatives. ⊲ Builds buy-in among staff for organizational change. ⊲ Aligns and deploys HR programs to support change initiatives.

Answer 94

⊲ Works with executives to identify when and where change is or is not needed. ⊲ Builds buy-in among leadership and staff at all levels for organizational change. ⊲ Defines change objectives and goals. ⊲ Oversees implementation of change initiatives across business units and throughout the organization. ⊲ Partners with business leaders to achieve change objectives and goals. ⊲ Provides support to HR staff at all levels during change initiatives

Answer 95

⊲ Identifies, defines and clarifies needs and requirements of stakeholders (examples include employees, candidates, vendors), and reports on the status of HR services provided and results achieved. ⊲ Responds promptly, courteously and openly to stakeholder requests, and takes ownership of stakeholder needs. ⊲ Identifies and resolves risks and early-stage problems in meeting stakeholder needs. ⊲ Manages interactions with vendors and suppliers to maintain service quality

Answer 96

⊲ Designs and oversees HR programs, practices and policies that ensure a strong, high-quality stakeholder service culture in the HR function. ⊲ Oversees HR’s stakeholder service objectives and outcomes. ⊲ Identifies larger system needs and issues influencing market requirements, and engages outside stakeholders to help meet requirements that go beyond HR’s functional assignment. ⊲ Develops and promotes an organizational culture that excels at meeting stakeholder needs

Answer 97

Provides high-quality service to all stakeholders and contributes to a strong customer service culture.

Answer 98

Works with business partners and leaders to identify business challenges and opportunities for HR solutions.

Answer 99

Works with business partners and leaders to design HR solutions and initiatives that meet business needs.

Answer 100

Works with business partners and leaders as they implement and support HR solutions and initiatives.

Answer 101

Leads and supports maintenance of or changes in strategy, organization and/or operations.

Answer 102

KSAOs needed to** collect and analyze *qualitative and quantitative *data**, and to **interpret and promote findings** that *evaluate HR initiatives and inform business decisions* and recommendations

Answer 103

⊲ Data Advocate ⊲ Data Gathering ⊲ Data Analysis ⊲ Evidence-Based Decision-Making

Answer 104

⊲ Demonstrates an understanding of the importance of using data to inform business decisions and recommendations. ⊲ Promotes the importance *evidence-based decision-making AND *validating HR (PPP) **programs, practices and policies **to ensure that they achieve desired outcomes ⊲ **Identifies decision points** that can be informed by data and evidence

Answer 105

⊲ Promotes * role of evidence in setting and validating HR’s strategic direction and long-term goals AND *use of HR metrics for understanding organizational performance. ⊲ Supports an organizational culture that promotes the collection and incorporation of data (examples include risks, economic and environmental factors) into decision-making, and supports the organizational processes, policies and procedures to do so. ⊲ Ensures that the HR function uses data to inform decision-making and the development and evaluation of HR initiatives

Answer 106

Understands and promotes the importance and utility of data

Answer 107

Analyzes data to evaluate HR initiatives and business challenges

Answer 108

⊲ Maintains working knowledge of statistics and measurement concepts. ⊲ Identifies potentially misleading or flawed data. ⊲ Conducts analyses to identify evidence-based best practices, evaluate HR initiatives and determine critical findings. ⊲ Maintains objectivity when interpreting data. ⊲ Identifies gaps in data based on analysis and seeks missing data

Answer 109

⊲ Maintains advanced knowledge of statistics and measurement concepts. ⊲ Oversees comprehensive and systematic evaluations of the organization’s HR programs, practices and policies. ⊲ Critically reviews and interprets the results of analyses to identify evidence-based best practices, evaluate HR initiatives and determine critical findings

Answer 110

Understands how to determine data utility, and identifies and gathers data to inform organizational decisions

Answer 111

⊲ Maintains working knowledge of data collection, research methods, benchmarks and HR metrics. ⊲ Identifies sources of the most relevant data for solving organizational problems and answering questions. ⊲ Gathers data using appropriate methods to inform and monitor organizational solutions. ⊲ Scans external sources for data relevant to the organization (examples include risks, economic and environmental factors). ⊲ Benchmarks HR initiatives and outcomes against the organization’s competition and other relevant comparison groups

Answer 112

⊲ Ensures that resources and processes are in place to facilitate systematic collection of data and to inform HR’s strategic direction and long-term goals. ⊲ Identifies new sources of data or new methods of data collection to inform and evaluate HR initiatives. ⊲ Interacts with leaders outside the organization to collect data relevant to HR.

Answer 113

Uses the results of data analysis to inform the best course of action.

Answer 114

⊲ Reports key findings to business and HR leaders. ⊲ Uses research findings to evaluate different courses of action and their impacts on the organization. ⊲ Applies data-driven knowledge and best practices from one situation to the next. ⊲ Ensures HR programs, practices and policies reflect research findings and best practices. ⊲ Objectively examines HR programs, practices and policies in light of data. ⊲ Uses data to explain and support business decisions to employees and leaders

Answer 115

⊲ Communicates critical data analysis findings and their implications for HR’s strategic direction and goals to senior leaders. ⊲ Uses research findings to inform HR’s strategic direction and long-term goals. ⊲ Develops best practices based on evidence from industry literature, peer-reviewed research, experience and other sources. ⊲ Sponsors evidence-based initiatives for process improvement. ⊲ Uses data to support business cases

Answer 116

comprehensive review and evaluation of the human resources services that are delivered to an organization. how well all the elements of your policies, programs, and practices work together to support organizational goals. | https://realhrsolutions.com/hr-assessments/

Answer 117

1) determine organization's need for an hr assessment * how long ago was the last one? are there growing pains? how do employees feel about current hr practices? how do hr elements fit into bigger picture to support org goals? 2) determine hr needs and goals 3) consider partnering with an HR consultant for the assessment **objectivity required** 4) make sure you have the tools and resources for the assessment 5) answer key 15 questions for assessment 6) collect info and conduct thorough analysis 7) use assessment results to develop recommendations and an action plan 8) implement positive changes to your hr plan

Answer 118

1) define objectives 2) choose the right questions to gather qual/quantitative data 3) select survey tool 4) pilot testing - identify issues with survey design 5) distribute the survey 6) analyze and validate the data 7) act on feedback

Answer 119

keep survey short ensure confidentiality regularly survey follow up - communicate how survey will be used to make improvements

Answer 120

validity: measures what the construct is designed to measure reliability: consistency in which respondents can take the survey ## Footnote https://www.youtube.com/watch?v=6mrPpneenvM

Answer 121

hr contributes to business operations by supporting its people assets in ways that enhance an org's strategic goals and objectives.

Answer 122

*operations management (OM) is the business function responsible for managing the process of creation of goods. OM is central core function of every company; HR should create people policies and practices that contribute to the org's success

Answer 123

**1) Problem statement**: 1 paragraph or less **2) background:** info (i.e. skills, budgeting, performance, etc.) that contributes to the business problem **3) project objectives:** use max 7 bullets to state what proposed solution is trying to accomplish **4) current process:** identify org teams impacted by proposed solution (i.e. L&D when training is required, relationships with clients, partners) **5) requirements:** list resources needed for the project **6) alternatives:** outline at least 4 alternatives to implementing the solution (basic requirements for each, ramp up time, project costs, delays) **7) compare alternatives** **8) additional considerations:** critical success factors other than ROI (i.e. partnership agreements, etc) **9) action plan: ** propose specific action steps (short-term: first 3 months and long-term 3+ months), action plan, milestones; propose KPIs/metrics **10) executive summary**: clear one page summary of proposed solution; many put at the beginning or after the problem statement

10.24 Business Behavioral Competency Flashcards

Understand the KSAOs for SHRM's business behavioral competency and their subcompetencies (150 cards)