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SHRM-CP > HR Competency: Interpersonal > Flashcards

HR Competency: Interpersonal Flashcards

(72 cards)

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1
Q

Stakeholder concept

A

Any organization affects and is affected by a variety of forces (stakeholders) who all share in the value of the organization and its activities

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2
Q

Stakeholder (External customers)

A

Those receiving or purchasing the organization’s products or services and those who seek a return on their investment in the organization.

Customers
Shareholders
Donors

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3
Q

Customers as HR Stakeholders (why do they need HR?)

A

Define value in terms of their needs, which may include economy, convenience, reliability, responsiveness, or innovation.

HR communicates customer needs to new employees, recruits/trains for customer service

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4
Q

Shareholders as HR Stakeholders (why do they need HR?)

A

Want results from short-term returns or long-range growth

HR can help unify the organization behind strategic goals and build organizational competencies.

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5
Q

Donors as HR Stakeholders (why do they need HR?)

A

Interested in the proportion of donations that goes directly to the organization’s mission.

HR can manage executive compensation and support organizational performance.

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6
Q

Types of Internal Customers

A

SR Management
Board of Directors
Functional Leaders
Employees

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7
Q

Senior Management HR Stakeholder (why do they need HR?)

A

Rely on HR’s workforce data and costs, expertise in risk management related to human resources

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8
Q

Board of Director HR Stakeholder (why do they need HR?)

A

Need HR to attract senior management talent, support succession plans, develop compensation plans, and support the organization’s ethical environment and governance system.

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9
Q

Functional Leaders HR Stakeholder (why do they need HR?)

A

Rely on HR for support in staffing, development, and employee relations.

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10
Q

Employees HR Stakeholders (why do they need HR?)

A

Fulfill needs such as pay equity, work flexibility, support for diversity, opportunities to affect society and the environment, and so on.

HR can help address these perspectives through its policies and programs.

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11
Q

Suppliers as HR Stakeholders (who are they/why they need HR)

A

Suppliers include short- and long-term staffing suppliers, vendors providing or managing benefits, or internal functions like IT that provide necessary support.

Suppliers tend to value economic stability, fair treatment, and control over their businesses.

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12
Q

Communities, political groups, religious institutions, and governments as HR Stakeholders

(What does HR do for each of these 4 areas?)

A

These stakeholders all focus on shared interests

HR develops and maintains relationships with groups within the community

Can partner with political to get support for making changes in laws and regulation

Religious communities can benefit from improved employment opportunities and corporate volunteer programs

HR monitors the expectations of government agencies and fulfills its legal and regulatory obligations

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13
Q

Define Networking

Best way to start?

A

Networking starts with listening and helping others with their needs.

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14
Q

Conflict Resolution
Accommodate (or smooth)
Pro/Con

A

Emphasizing agreement and downplaying disagreement.

Useful when there is little time to be lost and movement forward is needed.

Does not address the root conflict.

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15
Q

Conflict Resolution
Assert (or force)
Pro/Con

A

Leader imposes a solution. One side wins and the other loses

Useful because it resolves the issue quickly, when there is minimal impact to future of the group.

Does not permanently address the problem.

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16
Q

Conflict Resolution
Avoid
Pro/Con

A

Leader withdraws from the situation

Useful when conflict will resolve soon without any intervention from leader

Can weaken leader’s role in organization/damage the group by leaving problem unsolved

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17
Q

Conflict Resolution
Collaborate (or confront)
Pro/Con

A

2 parties & leader accept the fact that they disagree and look for a “third way” to solve the problem.

Useful when the stakes are high, relationships are important, and time allows.

Ineffective without adequate time or strong interpersonal skills.

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18
Q

Conflict Resolution
Compromise
Pro/Con

A

The leader asks those involved to bargain until they agree on solution (Lose/Lose)

Useful for complex issues, when both sides are determined to win, and when short on time. Preserves egos.

Solutions may be temporary/not very effective. Relies on concessions.

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19
Q

Negotiation - definition, what does it involve?

A

Process in which two or more parties work together to reach agreement on a matter.

Distinguishing between needs and wants. Relies on an understanding of the other side in hopes of reaching win-win agreements.

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20
Q

Soft negotiators

A

Value the relationship more than the outcome - will quickly back down in order to reach any agreement

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21
Q

Hard negotiators

A

Will do anything to “win” the outcome, even at the cost of the relationship

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22
Q

Principled negotiators

A

Negotiators aim for mutual gain. The goal is to come up with a win-win solution.

Uses concepts from Roger Fisher and William Ury - Interest-based relational negotiating or integrative bargaining

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23
Q

Roger Fisher and William Ury

Interest-based relational negotiating or integrative bargaining

A

Focuses are problem instead of personal differences, mutually beneficial outcomes rather than hard positions

Separate people from positions.

They identify common interests and make them a goal of the negotiation

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24
Q

What are the 6 phrases to the principled negotiation process?

A 
Preparation
Relationship building
Information exchange
Persuasion
Concessions
Agreement
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25
Principled Negotiation Process: Preparation
Negotiator identifies critical needs, important wants, potential demands. Define your BATNA, AND that of the opposite side: best alternative to negotiated agreement
26
Principled Negotiation Process: Relationship Building
Reveal personal info that builds character, creates trusting and open space
27
Principled Negotiation Process: Information Exchange
Positions and needs are explained by both sides. Negotiator takes other perspective to see the issue from the other side and anticipate reactions to proposals
28
Principled Negotiation Process: Persuasion | What do Fisher and Ury suggest?
Negotiators seek mutually beneficial options rather than trying to win the other side to their own position. Possible because they've understood each other's sides. Fisher and Ury recommend that negotiators focus on discovering interests rather than staking out—and clinging to—distinct positions.
29
Principled Negotiation Process: Concession
Both sides find wants that are not essential to agreement. Some negotiators plan to make small concessions, while others never make concessions.
30
Principled Negotiation Process: Agreement
May be legal instruments or verbally expressed understandings. Negotiators must also be alert to agreement that is only apparent and may result from a desire to avoid conflict.
31
Communication Model and it's Critical Message
Communication flows from communicator, message, medium, receiver, feedback, back to communicator. There can be "noise" (interferences) between each of the components of the model. Effective communicators do their best to minimize noise.
32
What does impactful communication integrate?
An understanding of the audience’s needs and perspectives. A clear message. Effective delivery. Communicator-->Message-->Delivery-->Understanding
33
Framing
The process of getting an audience to see facts in a certain way so that they take a certain action.
34
Reframing
Changing the way an audience already sees or feels. Ex. When an HR professional manages an employee’s discouragement by pointing out benefits and opportunities created by the change
35
Global mindset & how to develop
Ability to take international, multidimensional perspective that is inclusive of other cultures, perspectives and views. Study and understand your culture Study and understand global business trends Promote global mindset throughout your organization
36
What are 4 T's of global mindset?
Travel Teams Training Transfers
37
Culture
a shared set of beliefs, attitudes, values, and perspectives on how the world works.
38
Hofstede - what can complicate culture?
Personality, human nature
39
Explicit vs. Implicit aspects of culture
Explicit: dress, religion, manner - easy to notice Implicit: world views, cognitive habits - take time to notice
40
Schein - what are the 3 layers of culture?
Artifacts and products (explicit) Norms and values Basic assumptions (implicit)
41
Climate (& how it compares to culture)
Developed by actions of a subsection of individuals within a culture. Ex. if managers are selfish/only attentive to their own goals in a company that has a generally positive, selfless culture.
42
Cultural intelligence
Capacity to recognize, interpret, and behaviorally adapt to multicultural situations and contexts.
43
Adler - what are the 3 aspects of cultural intelligence?
Cognitive Motivational Behavioral
44
Cultural Intelligence - Cognitive Aspect
Developing knowledge of cultural differences and similarities and using that to handle cross-cultural situations
45
Cultural Intelligence - Motivational Aspect
Enables one to genuinely enjoy cultural differences rather than feeling threatened or intimidated by them.
46
Cultural Intelligence - Behavioral Aspect
Includes range of possible actions and responses to intercultural encounters - enables flexibility in multicultural contexts Reacting/responding differently based on the context of the culture
47
Hall’s Theory of High- and Low-Context Cultures
Organization's different levels of context can affect communication and relationships. High context: complex, implicit rules, applied flexibly. What you say is not necessarily what you mean. Low context: communication is very explicit, not much longstanding history in relationships, what you say is what you mean.
48
What are Hofstede’s Dimensions of Culture?
``` Power distance Individualism/collectivism Uncertainty avoidance Masculine/feminine Long term/short term Indulgence/restraint ```
49
Hofstede - Power distance
Extent to which unequal distribution of power is accepted High power distance: countries w/ more rigid hierarchy - management quick to blame subordinates, remain aloof Low power distance: share assignments and credit for work, less valuation on hierarchy of power
50
Hofstede - Individualism/collectivism
Degree to which cultures value personal achievement vs. group achievement Individualism: ties are loose, self reliance valued Collectivism: loyalty to group gives you protection, group membership is more important than personal identity
51
Hofstede - Uncertainty avoidance
Extent to which individuals feel comfortable in unstructured, new, or unexpected situations High tolerance for uncertainty Low tolerance for uncertainty
52
Hofstede - Masculine/feminine
Extent to which cultures embody stereotypical gender distinctions Masculine culture: Competitive, polarizing, emphasize work and achievement Feminine culture: Nurturing, collaborative, focus on quality of life
53
Hofstede - Longterm/short term
Looks at how organizations value their past & future Long term (normative): uses traditions and past as a guide, values loyalty to history/past ideas Short term (pragmatic): believes that actions today can shape our future
54
Hofstede - Indulgence/restraint
Refers to how gratification of desires is viewed Indulgence: Enjoyment of life and freedom in gratifying desires Restraint: Suppression of desires in order to meet social norms
55
Networking
Developing mutually beneficial contacts Key (SHRM) not to go in to networking expecting to get something
56
Ways to establish credibility
Reputation for expertise (don't own up to not knowing something) Reliability Integrity
57
Trompenaar's and Hampden-Turner's Dilemmas Universal vs. particular
Universal: same concept applies to all. Looking for more structure so that it concept would be universally accepted Particular: can adjust concept to person/group; more lax based on cultural setting (would accept handshake agreement)
58
Trompenaar's and Hampden-Turner's Dilemmas Invididual vs. Communitarian
Individual: Considering your own needs first Communitarian: Thinking first how your actions will affect entire group
59
Trompenaar's and Hampden-Turner's Dilemmas Specific vs. diffuse
Specific: private life kept separate from work life Diffuse: allow degree of blurring work/life
60
Trompenaar's and Hampden-Turner's Dilemmas Achieved vs. ascribed
Similar to power distance Achieved culture: individual's value is defined by their accomplishments Ascribed culture: value may be derived from social factors, like position, wealth, family, or gender (who they are).
61
Trompenaar's and Hampden-Turner's Dilemmas Sequential vs. Synchronic
Sequential - more linear | Sychronic - more agile
62
Trompenaar's and Hampden-Turner's Dilemmas Internal vs. External
internal: individuals can decide and follow their own paths. One can dominate nature. External world: human beings are part of a larger scheme that directs the course of events. Individuals can only adapt, not create. They must submit to nature. Zeynep Aycan (2005) refers to this dimension as “fatalism.” Internal - do you control your own destiny? External - letting things happen as they've been pre-scribed
63
Dilemma Reconciliation (4 R's)
Recognize Respect Reconcile Realize and root
64
Ethnocentrism | Parochialism
Ethnocentrism: Our way is the best way Parochialism: This is the rule that will stay
65
Cultural relativism
"Everything varies with the situation"
66
Cultural determinism
"The culture made me do it"
67
Culture: Malicious compliance
Agreeing to programs from headquarters and then sabotaging their success
68
Rule of Law
No one is beyond the reach of laws Authority exercised in accordance with laws Government restrained from abusing power
69
Jurisdiction
Right of a legal body to exercise authority Host country vs. Home country may apply to corporate activities
70
Conflict of laws
Two municipalities may have different laws - need to be sensitive to which may take precedent
71
Extraterritorial laws
Extend power of country's laws outside sovereign national boundaries.
72
High vs. Low context cultures
Low context: more blunt, allow to ask questions, be inquisitive (US) High context: need to be more careful what you say, be mindful of power distinctions, etc

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