Hr Competencies Flashcards
(99 cards)
1
Q
HR constituencies
A
Across organizational areas
Internal and external stakeholders
Entire workforce
From senior management to new hires
2
Q
Behavioral competencies
A
Leadership and navigation Business acumen Ethical practice Relationship management Consultation Critical thinking Global and cultural effectiveness Communication
3
Q
HR role
A
Align HR and business strategy goals and objectives
4
Q
Leadership and navigation
A
HR role-
Act as a change agent to support the organizational strategy
5
Q
Managers and leaders
A
Managers- plan, control resources, organize and direct
Leaders- support innovation and change, develop and coach , modeling values, maintains functional expertise.
6
Q
Practices for successful leaders
Kouzes and Posner
A
Challenging process Inspire a shared vision Enables others to act Models the way Encourage from the heart
7
Q
Competencies
A
Combined knowledge skills abilities and other characteristics we need to succeed in our profession
8
Q
Leaders inner team
A
Analytical thinker- applies fact and logic
Emotional lover- cultivates empathy
Practical warrior- takes action
Inspirational dreamer- generates a path forward
As a leader you have to know when to switch
9
Q
Influencing others
A
Reasoning Emotion Shared visions and values Existing ties Reciprocity Trading All influence colleagues HR team members
You use existing ties / relationships
10
Q
Authentic leadership
A
Self aware
Grounded
Transformative
11
Q
Leadership Theory
Trait or great man
A
19th century they studied men returning from war and noticed fear they had similar traits - Adaptability Desire to influence others Desire to assume responsibilities Energy Persuasiveness
12
Q
LT- mc Gregory’s X and Y
A
X- people dislike work and will try to avoid it
Y- work is neutrally active and people can enjoy it.
13
Q
LT- Blake mouton theory
A
Concern for people against concern for productivity (task)
High cfp low task- country club manager
Low cfp low task - impoverished manager
Low cfp and high task - authoritarian manager
High cfp and high task - team leader
Middle cfp and task - middle of the road manager
14
Q
Lt- Hersey Blanchard theory
Always comes
A
Relationship behavior vs task behavior
Low task behavior and low relationship behavior - delegating
High task b and low relationship b- telling
High relationship b and low task b- participating
High relationship b and high task b - selling
15
Q
LT- fielders contingency model
A
Favorableness of leadership environment is determined by:
Leaders member relationships
Task structure
Position power
—– leaders should change the factors instead of change their style
16
Q
LT-action centered leadership
John deer
A
Structure
Support
Coordinate
17
Q
Solo leaders vs team leaders
A
Solo- interfere in everything Expects team to conform to his/her standard Admires a yes man Directs team activities Sets objectives
Team (transformational) leader Delegates team roles to others Recognizes the value of diversity in the team Encourages constructive disagreements Not threatened by team members abilities Develops team growth Creates vision on which others acts
18
Q
Universal characteristics of leadership
A
Trustworthy Honest Plans ahead Foresight Positive Dynamic Motivates Team builder Dependable Intelligent Win win problem solver
19
Q
Ethical practice
A
Ability to integrate core values integrity and accountability throughout all organizational and business practices
20
Q
Leaders inner team
A
Analytical thinker- applies fact and logic
Emotional lover- cultivates empathy
Practical warrior- takes action
Inspirational dreamer- generates a path forward
As a leader you have to know when to switch
21
Q
Influencing others
A
Reasoning Emotion Shared visions and values Existing ties Reciprocity Trading All influence colleagues HR team members
You use existing ties / relationships
22
Q
Authentic leadership
A
Self aware
Grounded
Transformative
23
Q
Leadership Theory
Trait or great man
A
19th century they studied men returning from war and noticed fear they had similar traits - Adaptability Desire to influence others Desire to assume responsibilities Energy Persuasiveness
24
Q
LT- mc Gregory’s X and Y
A
X- people dislike work and will try to avoid it
Y- work is neutrally active and people can enjoy it.
25
LT- Blake mouton theory
Concern for people against concern for productivity (task)
High cfp low task- country club manager
Low cfp low task - impoverished manager
Low cfp and high task - authoritarian manager
High cfp and high task - team leader
Middle cfp and task - middle of the road manager
26
Lt- Hersey Blanchard theory
Always
Relationship behavior vs task behavior
No ideal leader type but that leadership style should be matched to the maturity of the employees
27
Leaders inner team
Analytical thinker- applies fact and logic
Emotional lover- cultivates empathy
Practical warrior- takes action
Inspirational dreamer- generates a path forward
As a leader you have to know when to switch
28
Influencing others
```
Reasoning
Emotion
Shared visions and values
Existing ties
Reciprocity
Trading
All influence colleagues HR team members
```
You use existing ties / relationships
29
Authentic leadership
Self aware
Grounded
Transformative
30
Leadership Theory
Trait or great man
```
19th century they studied men returning from war and noticed fear they had similar traits -
Adaptability
Desire to influence others
Desire to assume responsibilities
Energy
Persuasiveness
```
31
LT- mc Gregory's X and Y
X- people dislike work and will try to avoid it
Y- work is neutrally active and people can enjoy it.
32
LT- Blake mouton theory
Concern for people against concern for productivity (task)
High cfp low task- country club manager
Low cfp low task - impoverished manager
Low cfp and high task - authoritarian manager
High cfp and high task - team leader
Middle cfp and task - middle of the road manager
33
Ethical practice
Ability to integrate values integrity and accountability throughout all organizational and business practices
34
Ethical behavior
```
Recognize ethical situations as they arise.
Establish the facts.
Evaluate ethics of alternatives.
Apply relevant code of ethics
Consult with others
Make a decision own it and learn from it
```
35
Ethical universalism
Fundamental practices apply across all cultures without regard to local ethical norms.
36
Cultural Relativism
Ethical behavior is determined by local culture laws and business practices
37
Business Acumen
Ability to understand and apply information to contribute to organization organization's strategic plan
38
Value
Value refers to organization success in meeting their strategic goals.
Both profit and non profit must produce value.
Value therefore can vary by organization.
It will influence an organization's mission.
39
Value Chain
Process used to create value is the value chain.
R&D/ operations/ marketing & distribution/ xxx- customer
40
Understand value chain
What's central to the mission and are core activities.
Where are costs and value created
What are the more profitable activities?
What activities can be outsourced for a lower cost.
How tight should the relationship with external partners be?
Who has a stake in the value chain?
41
Stakeholder Concept
The various bodies, groups, or individuals affected by and affecting an organizations operations.
```
Affects organizations
Government
Political groups
Employees
Suppliers
Communities
Trade associates
Customers
```
42
To understand stake holders
How does yr stakeholder define value?
How are competing stakeholder interests prioritized?
How do we open communication with all stakeholders to understand their needs?
How do we manage their expectations?
43
Life cycle
Introduction - may offer higher salaries to attract talent
Growth- may look at adding only specific talents
Maturity- may retook at value creation.
Decline- may look to outsource or reduce staff.
44
Porters five forces
Rivalry amongst competitors affected / influenced by:
1- bargaining power of buyers.
2-threat of substitutes
3-threat of new entry
4- bargaining power of suppliers
45
What is strategy?
Strategic planning- deliberate logical fact based
Strategic management- emergent , adaptive, flexible.
= strategy plan of option for accomplishing long term goals.
Benefits of strategy- consistent long term goals.
- better use of resources.
- consistent decision making.
- better internal and external vision.
46
Mistakes to avoid with strategies.
```
Taking short cuts
Not following through
Relying on the familiar
Not enough management support
Poor communication of what strategy means to the organization and employees
```
47
Levels of stalemate go
Organization
Business unit
Function
SP is repeated at each level in the organization.
BU & F are closely aligned with the organizational strategy to better support its implementation
48
Measuring performance (strategy)
Effectiveness
Efficiency
Impact
49
K.I.P
Quantifiable measures of performance used to gauge progress towards strategic objectives or agreed standards.
Focus on what's important
Consider future not just now
What does stake holders value
50
Relationship management
Ability to manage interactions to provide service and to support the organization
51
Building trust
```
Truthfulness
Common values
Predictability
Concern
Aligned interests
Competence
Communication
```
52
Emotional intelligence
Perceive emotion
Use emotion to think
Understand emotion
Regulate emotion
53
Stages of team development
Forming
Storming
Norming
Performing
Leaders role-
- provide vision- forming
- enforce ground rules- storming
- facilitate communication and decision making- morning
- monitor, evaluate improve and celebrate- performing.
54
Group roles
Social
Task
Dysfunctional
Need both social no task.
Dysfunctional roles weaken the group and should be quickly corrected.
55
Managing conflict
Passive -
Accommodative
Assert
Avoid
Win/win-
Collaborate
Compromise
56
Approaches to negotiation
Soft- relationship worth more that the issue at hand
Hard- winning is more important that the relationship
Principled- focus is on issues finding common interest and achieving mutual gain
57
Negotiation process
```
Prepare
Build relationship
Exchange information
Persuade
Concede and agree
```
58
Consultation
Ability to provide guidance to organization stakeholders
59
HR role in managing change
Identify impact
Assess ripple effect
Consult with leadership about ways to support acceptance
Involve stakeholders in solutions
Communicate quickly and often
Measure effectiveness in implementing the change
60
J curve
Nature of change
Performance against time
61
Managing change
Resistance 20-30%
Shift by showing empathy , communication, support.
Neutral 40-60%
Shift by selling benefits, opportunities for improvement.
Welcoming 20-40%
Maintaining course by recognition, delegation and support
62
What makes change possible
Shared purpose
Reinforcement systems
Skills required for change
Consistent role models
63
Lowing change model
Unfreezing
Move
Freeze
64
Change management model
Unfreeze- assemble a strong guiding team
Provide a clear vision.
Moving- over communicate, empower action, ensure short time successes.
Refreshing- consolidate, institutionalize.
65
System solution
Organization solutions must be designed for systems a collection of interrelated parts whose interconnections must be understood and reflected in the solution
66
Critical evaluation
Ability to interpret information to make business decisions and recommendations
67
Business intelligence
Ability to gather and analyze data from inside and outside the org to support decision making
Understand the story behind the data
See the patterns
Follow the causes
Show the Dara's significance
68
Evaluating data source
Consider quality of data source.
```
Authority
Evidence of bias
Sources cited
Facts relevant to use
Current data
Sound logic
```
69
Reliability and validity
Always comes
Reliability- ability of an instrument to provide consistent results.
Validity- ability of an instrument to measure the intended attributes.
70
Sampling
Must be represent the population being measured.
Must be sufficiently large to include possible variations
71
Measuring bias
Analysts evaluate data in an irrational manner!
```
Stereotyping
Inconsistency
First impression error
Negative emphasis
Halo/ Horn effect
Nonverbal bias
Contrast effect
Similar to me error
Cultural noise
```
72
Frequency analysis tools
Used to sort numerical data to reveal patters
73
Measures of central tendency
Unweighted average gives equal weight to all data values.
Weighted average adds factors to reflect the importance of different values
74
Median and mode
Median in the middle number
Mode most frequent occurrence
75
Data analysis methods
Regression analysis - identify relationship between variables and their strength.
Trend analysis- identify change in a variable over time.
Root cause analysis- identify possible causes for an event/ condition
76
Graphic analysis tools
Always comes
Pie chart compares data distribution as part of a whole.
Shows high level information about the composition of a group
Histogram- sorts data into groups and shows relative sizes as bars of diff lengths.
Supports rapid comparison
Pareto chart- sorts data groups and then superimposes a line showing % of each group.
Visualizes the 80/20 principal (80% problem 20% cause)
Scatter diagram
Plots data points against variables.
Tight clusters indicates strong relationships.
Direction of the line indicates positive and negative variables.
Trend diagram
Plots data points of a defined variable over time.
Line shows direction of movement
77
Global and cultural effectiveness
Ability to value and consider the perspectives and backgrounds of all parties in global business
78
Features of global mindset
Seeking a broader picture.
Accepting contradictions
Trusting systems procedures and norms rather than structure
Viewing change as an opportunity
Welcoming new ideas and opportunities to learn
Behaving inclusively rather than exclusively
79
Global mindset in action
Learning
Traditional - trained against surprises / Global mindset - open to what is new
Judgement
Traditional- predictable / Global- change as opportunity
Knowledge
Traditional- functional expertise / broad and multiple perspective
80
Benefits of global mindset
Global strategy
-Better decisions about global standardization and local adaptiveness
Workforce and individuals skill sets
- adaptability
- ability to deal with complexity and conflict
- commitment to continuous improve
Culture and its employees
-acceptance of diversity and multicultural terms
81
Culture
Set of beliefs attitudes values and behaviors shared by members of a large group.
National culture
👇🏽
Subcultures (region/ tribe)
Organizational or corporate cultures
Industry cultures
Professional or functional cultures
82
Layers of cultures
Know plz
Implicit (inner) basic assumptions
Norms and values (middle)
Explicit (outer) artifacts and products
83
Addddddd org culture square
From text book
84
Typical world legal system
Always comes
Civil law- most relevant form of law in the world
Based on written codes approved by legislation.
Common law- evolves over time.forms basis of legal systems in the UK and former colonies. Evolves over time. Based on judicial decisions.
Religious law- can influence HR policies and practices. Implementation may be highly variable from nation to nation.
85
Rule of law
Know
No individual is above the law
Authority is exercised only in accordance with the written and public ally disclosed law
Laws are enforced through due process procedures
Government is thereby restrained from a using power
86
Jurisdiction
Right of a legal body to exert authority over a territory subject matter or persons or institutions
87
Levels of law
Top- within a nation
National law
Sub national laws
Base- between or among nations
Extraterritorial
Regional/ supranational
International
88
Communication
Ability to effectively exchange information with stakeholders
89
Impactful communication
Takes audience needs and perspectives into account
Impels action
Reframed the message by connecting the facts
Is self-aware , aware of the impact of the communications delivery (emotional intelligence)
90
Understanding Audience
Who should receive info
What do they need to know
How will they react
How can I persuade them
91
Constructing the message
What is the objective- what do I want the autodidact to feel.
What benefits can be created as a result of this communication.
What are the key points and what order makes logical sense.
What evidence will convince them
92
Mastering delivery
How may it occur in person or writing?
How might timing affect the communication?
Where will it happen
Who will be involved
What support is needed
How will feedback be obtained
93
Being an impactful communicator
How can I create credibility ?
- accuracy and consistency
- reliability and creativity
- courage and integrity
- relaxed and comfortable
How do I invite engagement?
- posture and movement
- gesture
- eye contact
- vocal qualities
94
LT- fielders theory
Group performance depends upon appropriateness of task oriented or relationship oriented leadership style.
Leader members relationship- degree of confidence trust and respect that followers have in their leaders.
Task structure- refers to the extent to which followers tasks are well defined.
95
Talent acquisition and retention
ELC
Employee life cycle
```
Recruiting and selection
On boarding and orientation
Training and development
Performance management
Transitioning
```
96
Pest challenge- T&A
Political- gov & regulatory barriers to hiring.
Eg restriction on immigration and work visas
Economical - macro and microeconomic forces
Eg cherry picking 'competing among employers for skilled workers'
Industry/ business/ product life cycle may require specific skill sets.
Social - trends
Eg brain drain
Lack of skilled labor
Demographics
Technological - effects of changes in technology and its availability
Eg social media, mobile communication and work devices.
97
Staffing - T&A
Attempt to provide an adequate supply is qualified individuals to complete the body of work necessary for the organization's financial success.
Anticipating organizational staffing needs and balances those needs with actual talent supply.
98
Effect of growth strategy- T&A
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Type
Merger/ acquisition
Implication
New resources for talent
Retention of talent during process
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Type
Joint venture
Implication
Contributions of how much and what type of talent from each partner
```
Type
Greenfield operations
Implication
All new staff
Effects of local laws and labor markets
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Type
Strategic alliance
Implication
Staffing requirements if new venture is formed
99
Global talent acquisition
Always comes in exams
Ethnocentric
Home country staffing policies are replicated in host country
Eg- Walmart
Geocentric
Global policies are developed abased in organizational impact and needs
Eg- GE
Polycentric
Policies are unique to each country
Eg- Nissan
Regiocentric
Policies are developed and coordinated within regions
Eg- Nafta
