Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

SHRM-SCP > Leadership Cluster > Flashcards

Leadership Cluster Flashcards

1
Q

What are the three behavioral competencies in the Leadership
cluster:

A

Leadership & Navigation; Ethical Practice; and
Diversity, Equity & Inclusion

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Key components of Leadership behavioral competencies include:

A

1.setting and implementing a vision and direction for the HR
function
2. managing or leading organizational initiatives
3. influencing and supporting other organizational members and
leaders
4. driving an ethical organizational environment
5. behaving in an ethical manner that promotes high standards of integrity and the organization’s values
6. cultivating and supporting a diverse
and inclusive culture that supports organizational performance
7. ensuring equity effectiveness.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Leadership & Navigation Definition

A

as the knowledge, skills, abilities and other characteristics (KSAOs)
needed to create a compelling vision and mission for HR that aligns with the strategic direction and
culture of the organization, accomplish HR and organizational goals, lead and promote organizational
change, navigate the organization, and manage the implementation and execution of HR initiatives

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Leadership theories

A

Examples include situational leadership; transformational leadership; participative leadership; inclusive leadership;
leader-member exchange theory; servant leadership; transactional leadership; trait theory; contingency theory

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

People management techniques

A

Examples include directing; coaching; supporting; delegating; mentoring

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Motivation theories

A

Examples include goal-setting theory; expectancy theory; attribution theory; self-determination theory; equity theory;
Herzberg’s 2-factor theory

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Influence and persuasion techniques

A

Examples include personal appeal; forming coalitions; leading by example; rational persuasion

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Personal leadership qualities

A

Examples include vision; self-motivation; self-discipline; risk taking; commitment to continuous learning; growth mindset

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Sub-Competency Navigating the Organization

A

Works within the parameters of the organization’s hierarchy, processes, systems and policies.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

PI for All: Navigating the Organization

A

⊲ Demonstrates an understanding of formal and informal work roles, leader goals and interests, and relationships
among employees and executives.
⊲ Facilitates communication and decision-making necessary to implement initiatives.
⊲ Uses awareness and understanding of the organization’s political environment and culture to implement HR
initiatives.
⊲ Uses an understanding of the organization’s structure, processes, systems and policies to facilitate the successful
implementation of HR initiatives.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

PI for Advanced: Navigating the Organization

A

⊲ Uses an understanding of complex relationships among organizational leaders to facilitate the design,
implementation and maintenance of initiatives.
⊲ Uses an understanding of the organization’s political environment to develop and implement HR’s strategic
direction, implement needed changes, and resolve talent needs and issues.
⊲ Uses an understanding of the complex relationships among the organization’s formal and informal processes,
systems and policies to facilitate the development and implementation of HR’s strategic direction.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

SUB-COMPETENCY:
Vision

A

Defines and supports a coherent vision and long-term goals for HR that support the strategic
direction of the organization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

PI for all: Vision

A

⊲ Embraces and supports the business unit’s and/or organization’s culture, values, mission and goals.
⊲ Defines actionable goals for the development and implementation of HR programs, practices and policies that support the
strategic vision of HR and the organization.
⊲ Identifies opportunities to improve HR operations that better align with and support the strategic vision of HR and the
organization.
⊲ Supports the implementation of HR programs, practices and policies that uphold the strategic vision of HR and the
organization.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

PI for Advanced Vision

A

⊲ Envisions the current and ideal future states of the HR function, organization and culture to identify gaps and areas for
improvement.
⊲ Develops the long-term strategic direction, vision and goals of HR and the organization to close the gap between the
current and ideal states of the HR function and the organization.
⊲ Develops and socializes a broad plan to achieve the strategic direction, vision and goals of HR and the organization.
⊲ Solicits feedback from executive-level stakeholders on strategic direction, vision and goals.
⊲ Pivots HR strategy, approaches and/or programs in response to significant changes within and outside of the organization.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

SUB-COMPETENCY:
Managing HR Initiatives

A

Implements and supports HR projects that align with HR and organizational objectives

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

PI for All: Managing HR Initiatives

A

⊲ Defines and elaborates on project requirements set by leadership.
⊲ Sets and monitors project goals and progress milestones.
⊲ Manages project budgets and resources.
⊲ Identifies and develops solutions for overcoming obstacles to the successful completion of projects.
⊲ Identifies and monitors the resources necessary to implement and maintain HR projects.
⊲ Identifies when resource allocation is inconsistent with project needs and makes adjustments as necessary.
⊲ Demonstrates agility and adaptability when project requirements, goals or constraints change.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

PI for Advanced: Managing HR Initiatives

A

⊲ Translates HR’s vision, strategic direction and long-term goals into specific projects and initiatives with clear timelines and
goals.
⊲ Monitors the progress of HR initiatives toward achievement of HR’s vision, strategic direction and long-term goals.
⊲ Collaborates with leadership to remove obstacles to the successful implementation of HR initiatives.
⊲ Obtains and deploys organizational resources and monitors their effectiveness.
⊲ Ensures accountability for the implementation of project plans and initiatives.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

SUB-COMPETENCY:
Influence

A

Inspires colleagues to understand and pursue the strategic vision and goals of HR and the organization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

PI for All: Influence

A

⊲ Builds credibility as an HR expert within and outside of the organization.
⊲ Promotes buy-in among organizational stakeholders for HR initiatives.
⊲ Motivates HR staff and other stakeholders to support HR’s vision and goals.
⊲ Serves as an advocate for the organization or employees to advance the organization’s strategic direction and goals.
⊲ Shares opinions about important issues, regardless of risk or discouragement from others.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

PI for Advanced: Influence

A

⊲ Promotes the role of the HR function in achieving the organization’s mission, vision and goals.
⊲ Builds credibility for the organization regionally, nationally or internationally as an HR expert.
⊲ Serves as an influential voice for HR strategies, philosophies and initiatives within the organization.
⊲ Advocates for the implementation of evidence-based HR solutions.
⊲ Inspires HR staff, non-HR customers and executive-level organizational stakeholders to support and pursue the
organization’s strategic direction, vision and long-term goals.
⊲ Builds consensus among leaders about the organization’s strategic direction and long-term goals.
⊲ Uses HR knowledge and skills to influence business strategy.
⊲ Empowers leaders to create an environment where there is tolerance for risk taking and workers feel comfortable sharing
ideas.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

Ethical Practice Definition

A

defined as the KSAOs needed to maintain high levels of personal and professional
integrity, and to act as an ethical agent who promotes core values, integrity and accountability
throughout the organization.

22
Q

Ethical Practice Sub-competencies

A

⊲ Personal Integrity
⊲ Professional Integrity
⊲ Ethical Agent

23
Q

Ethical business principles and practices

A

Examples include transparency; authenticity; conflicts of interest

24
Q

Privacy principles and policies

A

Examples include anonymity; confidentiality; opt-in/opt-out policies

25
Q

Internal ethics controls

A

Examples include protection of employee confidentiality; standards for employee investigations

26
Q

SUB-COMPETENCY:
Personal Integrity

A

Demonstrates high levels of integrity in personal relationships and behaviors

27
Q

PI for All: Personal Integrity

A

Shows consistency between stated and enacted values.
⊲ Acknowledges mistakes and demonstrates accountability for actions.
⊲ Recognizes explicit and unconscious biases in oneself and others, and takes steps to increase
self-awareness.
⊲ Serves as a role model of personal integrity and high ethical standards.

28
Q

PI for Advanced: Personal Integrity

A

⊲ Brings potential conflicts of interest or unethical behaviors to the attention of leaders and executives.
⊲ Helps others to identify, understand and address their biases.
⊲ Holds others accountable to their commitments.

29
Q

SUB-COMPETENCY:
Professional Integrity

A

Demonstrates high levels of integrity in professional relationships and behaviors

30
Q

PI for All: Professional Integrity

A

⊲ Maintains privacy as appropriate and complies with laws and regulations mandating a duty to report unethical behavior.
⊲ Uses discretion appropriately when communicating sensitive information, and informs stakeholders of the limits of
confidentiality and privacy.
⊲ Maintains current knowledge of ethics laws, standards, legislation and emerging trends that may affect organizational HR
practice.
⊲ Leads HR investigations in a thorough, timely and impartial manner.
⊲ Establishes oneself as credible and trustworthy.
⊲ Does not take actions based on personal biases.
⊲ Applies, and challenges when necessary, the organization’s ethics and integrity policies.
⊲ Manages political and social pressures when making decisions and when implementing and enforcing HR programs,
practices and policies.
⊲ Provides open, honest and constructive feedback to colleagues when situations involving questions of ethics arise.
⊲ Balances ethics, integrity, organizational success, employee advocacy, organizational mission and values, laws and
regulations, and organizational policies and procedures.
⊲ Seeks opportunities to learn new skills and improve existing skills to become a stronger HR professional.

31
Q

PI for Advanced: Professional Integrity

A

⊲ Withstands politically motivated pressure when developing or implementing strategy, initiatives or long-term goals.
⊲ Balances ethics, integrity, organizational success, employee advocacy, and organizational mission and values when
creating strategy, initiatives or long-term goals.
⊲ Establishes the HR team as a credible and trustworthy resource.
⊲ Promotes the alignment of HR and business practices with ethics laws and standards.
⊲ Makes difficult decisions that align with organizational values and ethics.
⊲ Applies power or authority appropriately without seeking personal gain or benefit.
⊲ Demonstrates agility and courage when making difficult decisions or handling challenging situations.

32
Q

SUB-COMPETENCY:
Ethical Agent

A

Cultivates the organization’s ethical environment, and ensures that policies and practices
reflect ethical values

33
Q

PI for All: Ethical Agent

A

⊲ Empowers all employees to report unethical behaviors and conflicts of interest without fear of reprisal.
⊲ Takes steps to mitigate the influence of bias in HR and business decisions.
⊲ Maintains appropriate levels of transparency for HR programs, practices and policies.
⊲ Identifies, evaluates and communicates to leadership potential ethical risks and conflicts of interest.
⊲ Ensures staff members have access to and understand the organization’s ethical standards and policies

34
Q

PI for Advanced: Ethical Agent

A

⊲ Advises senior management of organizational risks and conflicts of interest.
⊲ Collaborates with leaders to support internal ethics controls.
⊲ Develops and provides expertise for HR policies, standards and other internal ethics controls to minimize
organizational risks from unethical practices.
⊲ Creates and oversees HR programs, practices and policies that drive an ethical culture, encourage employees to
report unethical behaviors, and protect the confidentiality of employees and data.
⊲ Communicates a vision for an organizational culture in which there is consistency between the organization’s
stated and enacted values.
⊲ Develops HR programs, practices and policies that meet high standards of ethics and integrity.
⊲ Designs and oversees systems to ensure that all investigations are conducted in a thorough, timely and impartial
manner.
⊲ Audits and monitors adherence to HR programs, practices and policies pertaining to ethics.
⊲ Designs and oversees learning and development programs covering ethics.
⊲ Implements and maintains a culture and system that encourages all employees to report unethical practices and
behaviors

35
Q

Diversity, Equity & Inclusion Definition

A

defined as the KSAOs needed to create a work environment
in which all individuals are treated fairly and respectfully, have equal access to opportunities and
resources, feel a sense of belonging, and use their unique backgrounds and characteristics to
contribute fully to the organization’s success.

36
Q

Diversity, Equity & Inclusion Sub-competencies:

A

⊲ Creating a Diverse and Inclusive Culture
⊲ Ensuring Equity Effectiveness
⊲ Connecting DE&I to Organizational Performance

37
Q

Characteristics of a dynamic workforce

A

Examples include multigenerational; multicultural; multilingual; multitalented; multigendered

38
Q

Approaches to developing an inclusive workplace

A

Examples include executive sponsorship; leadership buy-in; allyship; unconscious-bias training; employee resource
groups; mentorship; diversity metrics; psychological safety; using preferred gender pronouns

39
Q

Workspace solutions

A

Examples include lactation room; prayer room; Braille and screen reader; closed captioning; wheelchair ramp; genderneutral restrooms

40
Q

Barriers to success involving conscious and unconscious bias

A

Examples include gender-based discrimination; racism, including systemic racism; stereotypes; ageism; ableism;
ingroup/outgroup bias; affinity bias; gender identity bias; sexual orientation bias; social comparison bias; extroversion/
introversion bias; neurodiversity bias; microaggressions; personal barriers such as imposter syndrome and identity
covering; cultural taxation

41
Q

Techniques to measure and increase equity

A

Examples include SHRM Empathy Index; diversity of employees at all organizational levels; pay audits; pay equity
reports; pay transparency; employee surveys

42
Q

Benefits and programs that support DE&I

A

Examples include caregiver options; workplace flexibility policies; paid leave options; tuition reimbursement programs;
global festivities and events calendar

43
Q

DE&I metrics

A

Examples include gender diversity; race diversity; retention rates for diverse employees; diversity of external
stakeholders

44
Q

SUB-COMPETENCY:
Creating a Diverse and Inclusive Culture

A

Cultivates a work environment in which every person in an organization feels welcomed, respected,
supported and a sense of belonging

45
Q

PI for All: Creating a Diverse and Inclusive Culture

A

⊲ Recognizes, supports and advocates on behalf of a diverse workforce with representation across race, gender, sexual
orientation, ethnicity, religious beliefs, country of origin, education, abilities and the intersectionality of the elements of
diversity.
⊲ Identifies and implements workspace solutions.
⊲ Identifies, confronts and addresses evidence of bias, stereotyping, microaggressions and subtle acts of exclusion in the
workplace.
⊲ Provides professional development, mentoring, coaching and guidance on cultural and diversity differences and practices
to employees at all levels of the organization.
⊲ Identifies and communicates the benefits of DE&I to employees and leaders.
⊲ Develops and maintains knowledge of current trends and HR management best practices relating to DE&I.
⊲ Implements HR programs, practices and policies that encourage employees to embrace opportunities to work with those
who possess diverse experiences and backgrounds.
⊲ Supports a workplace culture and team that invite interpersonal risk taking, support mutual respect and trust, and do not
embarrass or punish team members for speaking up.

46
Q

PI for Advanced: Creating a Diverse and Inclusive Culture

A

Advocates to leadership to increase workforce diversity with representation across race, gender, sexual orientation,
ethnicity, religious beliefs, country of origin, education, abilities and the intersectionality of the elements of diversity.
⊲ Partners with business leaders to develop, implement and oversee enterprise-wide programs, practices and policies that
lead to an inclusive and diverse workforce.
⊲ Ensures HR staff members have up-to-date knowledge of current trends and HR management best practices relating to
DE&I.
⊲ Assesses an organization’s inclusiveness, diversity and retention of diverse talent using DE&I metrics.
⊲ Creates and manages HR programs, practices and policies that encourage employees to embrace opportunities to work
with those who possess diverse experiences and backgrounds.
⊲ Develops policies and programs to create a workplace culture and team that support and reinforce the principles of
psychological safety.
⊲ Provides a culture that encourages employees to be their authentic selves, promotes courageous and honest DE&I-related
conversations, and supports allyship among employees

47
Q

SUB-COMPETENCY:
Ensuring Equity Effectiveness

A

Ensures fair treatment in access, opportunity and advancement for all individuals in the workplace

48
Q

PI for All: Ensuring Equity Effectiveness

A

⊲ Contributes to the development and enhancement of an organizational culture that provides access, opportunity and equity
for all employees.
⊲ Identifies opportunities to enhance the equity of organizational policies and procedures to all employees.
⊲ Assesses equity using tools to determine the relationship among empathy, inclusion and behavior.
⊲ Implements and manages benefits and programs that support a diverse and equitable workforce.
⊲ Consults with managers about behavioral distinctions between performance issues and DE&I differences.
⊲ Partners with people managers to hire new employees from diverse groups across a variety of dimensions

49
Q

PI for Advanced:

A

Designs and oversees HR programs, practices and policies that promote an organizational culture that provides access,
opportunity and equity for all employees.
⊲ Plans interventions to resolve identified inequities.
⊲ Incorporates the results of equity assessments into HR strategy and programs.
⊲ Identifies, advocates for and oversees benefits and programs that support a diverse and equitable workforce.
⊲ Seeks out and hires a team of HR professionals that is diverse across a variety of dimensions.
⊲ Advises business leaders on how to behave in more empathetic and inclusive ways.

50
Q

SUB-COMPETENCY:
Connecting DE&I to Organizational Performance

A

Demonstrates the importance of DE&I efforts to achieving organizational goals and key objectives

51
Q

PI for All: Connecting DE&I to Organizational Performance

A

⊲ Demonstrates support to internal and external stakeholders for the organization’s DE&I efforts.
⊲ Designs and executes effective DE&I initiatives to achieve business goals.
⊲ Collects, reviews, analyzes and effectively communicates DE&I metric results to show measurable effects on
organizational objectives and productivity

52
Q

PI for Advanced: Connecting DE&I to Organizational Performance

A

⊲ Creates and advocates for the organizational business case for DE&I.
⊲ Partners with leaders to incorporate DE&I goals into the organization’s strategic plan.
⊲ Sets and tracks DE&I goals and metrics to measure the effect on organizational objectives and productivity.
⊲ Incorporates DE&I goals and best practices into all HR programs and policies.
⊲ Identifies changes in the workforce and workplace related to DE&I that are necessary to help an organization meet
key business objectives.

SHRM-SCP (3 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions