10.24 Business Behavioral Competency Flashcards

Question 1

Q

Businesss cluster

What are the 3 behavioral competencies in the Business Cluster?

business subcompetencies

Answer

A

1) Business acumen
2) consultation
3) analytical aptitude

the 3 business subcompetencies

Question 2

Q

business cluster

What do the 3 behavioral subcompetencies of business describe?

business subcompetencies

Answer

A

behaviors, attributes and knowledge needed for HR pros to
* 1) identify
* 2) design
* 3) implement
* 4) evaluate
HR solutions that meet business goals

business subcompetencies

Question 3

Q

business cluster

what are the 5 key components of the behavioral competencies of business acumen, consultation and analytical aptitude?

business competencies

Answer

A

5 Key components are:
* ensure HR contributes to strategic direction of the organization
* understand the business and environment it operates
* design and implement business solutions that meet ppl (human capital) needs
* lead (or contribute to) change management initiatives
* gather and analyze data to inform business decisions

business competencies

Question 4

Q

business competencies

Define business acumen

Answer

A

1) KSAOs needed to understand: organization’s operations, functions and external environment

2) apply business tools and analyses that inform HR initiatives and operations consistent with overall strategic direction of the organization

Question 5

Q

business acumen subcompetencies

Business acumen sub-competencies

Answer

A

1) business and competitive awareness
2) business analysis
3) strategic alignment

Question 6

Q

business acumen subcompetencies key concepts

competitive advantage

definition

business terms and concepts

Answer

A

what sets a company apart from its competitors done in one of three ways:

1) Cost: Provide offerings at the lowest price

2) Differentiation: Provide offerings that are superior in quality, service, or features

3) **Specialization: **Provide offerings narrowly tailored to a focused market

Question 7

Q

business acumen subcompetencies key concepts

comparative and differential advantage

definition

business terms and concepts

Answer

A

comparative: company’s ability to produce something more efficiently than a rival, which leads to greater profit margins.

differential: company’s products are seen as both unique and of higher quality

Question 8

Q

business acumen subcompetencies key concepts

profit and loss

definition

business terms and concepts

Answer

A

income statement that summarizes the revenues, costs, and expenses incurred during a specific period.

provides information about a company’s ability to generate revenues, manage costs, and make profits

Question 9

Q

business acumen subcompetencies key concepts

revenue v profit

definition

business terms and concepts

Answer

A

revenue:
total income generated from the sale of goods or services before any expenses are deducted.

“top line” bc at top of income statement

profit is
revenue - expenses, debts, taxes, costs

net income or “bottom line”

A company can have high revenue but still incur a loss if its expenses exceed its revenue

Question 10

Q

business acumen subcompetencies key concepts

what are the key components of financial projections

definition

business terms and concepts

Answer

A

1) sales projections
2) expense projections
3) cash flow projections
4) income statement projections
5) balance sheet projections (assets, liabilities)

Question 11

Q

business acumen subcompetencies key concepts

quality

definition

business terms and concepts

Answer

A

degree of excellence of a product or service and its ability to meet or exceed customer expectations

Question 12

Q

business acumen subcompetencies key concepts

service level agreements components

definition

business terms and concepts

Answer

A

1) service description
2) performance metrics
3) responsibilities (of provider and customer)

Question 13

Q

business acumen subcompetencies key concepts

financial projections

definition

business terms and concepts

Answer

A

estimates of a company’s future financial performance, typically covering a period of one to five years

used for planning, budgeting, and assessing the financial feasibility of new business ventures

Question 14

Q

business acumen subcompetencies key concepts

stragetic plan key components

definition

business terms and concepts

Answer

A

Executive Summary: A brief overview of the strategic plan, highlighting the main points.
Mission Statement: Defines the organization’s purpose and core values.
Vision Statement: Describes the desired future state of the organization.
Environmental Analysis: Includes SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis and PEST (Political, Economic, Social, Technological) analysis to understand the external and internal environment1.
Goals and Objectives: Specific, measurable, achievable, relevant, and time-bound (SMART) goals that the organization aims to achieve.
Strategies and Tactics: Detailed plans and actions to achieve the set goals.
IImplementation Plan: Outlines who is responsible for each action, timelines, and resources needed.
Monitoring and Evaluation: Methods for tracking progress and evaluating the effectiveness of the strategies
Financial Plan: Budget and Resources: Details the financial resources required to implement the strategies, including budgets, forecasts, and funding sources
**Risk Management Plan
Risk Assessment: Identifies potential risks and outlines strategies to mitigate them.
Communication Plan: **Stakeholder Engagement: Describes how the strategic plan will be communicated to stakeholders, including employees, customers, and investors.

Question 15

Q

business acumen subcompetencies key concepts

importance of quality

definition

business terms and concepts

Answer

A

1) customer satisfaction and loyalty
2) reputation and brand image
3) cost management (reduces costs in the long run)
4) market leadership
5) employee satisfaction
6) risk management
7) efficiency and profitability

Question 16

Q

business acumen subcompetencies key concepts

service level agreements

definition

business terms and concepts

Answer

A

contract between service provider and customer that outlines
1) services rendered
2) standards of performance
3) metrics used to measure performance

Question 17

Q

business acumen subcompetencies key concepts

types of key performance indicators (KPIs)

definition

business terms and concepts

Answer

A

Lagging: measures current state of business and achievements over set period of time
vs
Leading: measure and determine a business’s future state

High: KPIs that target an entire organization’s goals
vs.
Low: KPIs that target smaller projects such as departmental strategies

Question 18

Q

business acumen subcompetencies key concepts

stragetic plans

definition

business terms and concepts

Answer

A

outlines an organization’s direction, goals, and the actions needed to achieve those goals (serves as the roadmap to meet long-term objectives)

Question 19

Q

business acumen subcompetencies key concepts

fixed and variable costs

definition

business terms and concepts

Answer

A

**Fixed costs **remain the same throughout a specific period

Variable costs can increase or decrease based on the production or output of the business

Question 20

Q

business acumen subcompetencies key concepts

supply and demand

definition

business terms and concepts

Answer

A

describes the relationship between availability of a product and the desire for that product

Question 21

Q

business acumen subcompetencies key concepts

net income

definition

business terms and concepts

Answer

A

aka net earnings or net profit

amount of money a company has left after all expenses have been dedcuted from total revenue

“bottom line”; key indicator of company’s profitability

Question 22

Q

business acumen subcompetencies key concepts

key performance indicators (KPIs)

definition

business terms and concepts

Answer

A

quantifiable indicators of progress toward an intended result

They provide a focus for strategic and operational improvement, create an analytical basis for decision-making, and help ensure that everyone is aligned with the organization’s goals

Question 23

Q

business acumen subcompetencies key concepts

why is hr strategic planning important?

Analyzing and interpreting business documents

Answer

A

it aligns hr initiatives with business goals so that the right people are in the right roles to drive business success

Question 24

Q

business acumen subcompetencies key concepts

what is the first step in developing an hr strategic plan?

Analyzing and interpreting business documents

Answer

A

analyzing your current state and identifying places you can improve (consider external factors)

Question 25

Q

business acumen subcompetencies key concepts

what are 3 key elements of hr strategic planning?

Analyzing and interpreting business documents

Answer

A

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

Question 26

Q

business acumen subcompetencies key concepts

Contracts - employee options

Analyzing and interpreting business documents

Answer

A

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

Question 27

Q

business acumen subcompetencies key concepts

contracts - ESO elements

Analyzing and interpreting business documents

Answer

A

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

Question 28

Q

business acumen subcompetencies key concepts

contracts - benefits of ESOs

Analyzing and interpreting business documents

Answer

A

**Equity Participation:

Incentive Alignment

Potential Financial Gain

Question 29

Q

business acumen subcompetencies key concepts

contracts: Non-disclosure agreement (NDA)

Analyzing and interpreting business documents

Answer

A

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

Question 30

Q

business acumen subcompetencies key concepts

Why are NDAs used in employment

Analyzing and interpreting business documents

Answer

A

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

Question 31

Q

business acumen subcompetencies key concepts

variation letter

Analyzing and interpreting business documents

Answer

A

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

Question 32

Q

business acumen subcompetencies key concepts

grants

Analyzing and interpreting business documents

Answer

A

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

Question 33

Q

business acumen subcompetencies key concepts

standard operating procedures

Analyzing and interpreting business documents

Answer

A

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

Question 34

Q

business acumen subcompetencies key concepts

What is the purpose of a business plan

Analyzing and interpreting business documents

Answer

A

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.

Question 35

Q

business acumen subcompetencies key concepts

organizational charts types

Analyzing and interpreting business documents

Answer

A

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

Question 36

Q

business acumen subcompetencies key concepts

hierarchical org chart

Analyzing and interpreting business documents

Answer

A

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

Question 37

Q

business acumen subcompetencies key concepts

matrix org chart

Analyzing and interpreting business documents

Answer

A

employees report to multiple managers (functional and a project manager)

used in project based orgs for cross functional collaboration

Question 38

Q

business acumen subcompetencies key concepts

Flow org chart

Analyzing and interpreting business documents

Answer

A

few or no levels of middle management between staff and executives

Common in small businesses or startups

Question 39

Q

business acumen subcompetencies key concepts

Org chart benefits

Analyzing and interpreting business documents

Answer

A

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

Question 40

Q

business acumen subcompetencies key concepts

business continuity plans (BCP)

Analyzing and interpreting business documents

Answer

A

strategic framework outlining procedures and instructions an organization will follow in face of disaster

ensures operations continue during and after crisis

Question 41

Q

business acumen subcompetencies key concepts

Components of business continuity plan

Analyzing and interpreting business documents

Answer

A

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

Question 42

Q

Business acumen subcompetency

Proficiency indicators for all HR pros

Business competitiveness and awareness

Answer

A

⊲ 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.

Question 43

Q

Business acumen subcompetency

Proficiency indicators for Advanced pros

Business competitiveness and awareness

Answer

A

⊲ 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

Question 44

Q

Business acumen

what is a business case

Answer

A

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

Question 45

Q

business acumen

what are the elements of a business case

Answer

A

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

Question 46

Q

Business acumen

analytical processing

business analysis key concepts

Answer

A

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

Question 47

Q

Business acumen

benefits of hr analytics

business analysis key concepts

Answer

A

improved decision making
enhanced efficiency
better employee experience

Question 48

Q

business acumen

what are advanced analytics?

key concepts

Answer

A

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.

Question 49

Q

business acumen

what are types of advanced analytics used in HR?

key concepts

Answer

A

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

Question 50

Q

trend analysis

Answer

A

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.

Question 51

Q

business acumen

steps of scenario planning in hr

Answer

A

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

Question 52

Q

business acumen

what is Scenario planning in HR

Answer

A

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

Question 53

Q

business acumen

what is an hr scorecard?

Answer

A

system used to measure hr indicators (HR KPIs) to predict future business growth

https://www.aihr.com/blog/hr-scorecard/

Question 54

Q

describe hr scorecard step 1) create a strategy map

Answer

A

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

Question 55

Q

business acumen

hr scorecard development step 2) identify hr deliverables

Answer

A

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

Question 56

Q

business acumen

hr scorecard development step 3) create hr policies, practices, and processes

Answer

A

create high performance work systems - increase effectiveness

Question 57

Q

business acumen

hr scorecard step 4) align hr systems

Question 58

Q

business acumen

hr scorecard step 5) create hr efficiencies

Answer

A

invest in what will drive desired outcomes

Question 59

Q

business acumen

what are balance sheets?

Answer

A

tool to assess company’s financial health

provides financial status at a point in time and includes assets, liabilities, shareholder’s equity

Question 60

Q

business acumen

market position

Answer

A

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

https://corporatefinanceinstitute.com/resources/management/market-positioning/

Question 61

Q

business acumen

what are proficiencies for all hr professionals for business and competitive awareness?

https://www.shrm.org/content/dam/en/shrm/credentials/shrm-certification/

Answer

A

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.

Question 62

Q

business acumen

what is business acumen?

Answer

A

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

Question 63

Q

business and competitive awareness

What are the business and competitive awareness proficiencies for advanced HR professionals?

Answer

A

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

Question 64

Q

business and competitive awareness

what activity can advanced HR professionals do to maintain business and competitive awareness?

Answer

A

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

Answer 64

A

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 65

A

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 66

A

Align HR:
- Strategy
- Comms
- Initatives
- Operations
w/strategic direction of the org

Answer 67

A

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 68

A

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 69

A

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 70

A

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 71

A

Lewin’s concept came from the 1940s

Answer 72

A

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 73

A

1) communicate early and often throughout planning and implementation phases of change
a) describe the benefits
b) explain the impact of change to everyone
c) prepare 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 74

A

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 75

A

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 76

A

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 77

A

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 78

A

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

Answer 79

A

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 80

A

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

Answer 81

A

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 82

A

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 83

A

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 84

A

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 85

A

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 86

A

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 87

A

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 88

A

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 89

A

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 90

A

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 91

A

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?
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.”
Common barriers include: silos, parochialism, pressure to hit numbers, complacency, legacy rules or procedures, and limited access to key stakeholders and leaders

Answer 92

A

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 93

A

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 94

A

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 95

A

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 96

A

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 97

A

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 98

A

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 99

A

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

Answer 100

A

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?

https://changemanagementreview.com/how-to-foster-employee-engagement-in-change-initiatives/

Answer 101

A

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

Answer 102

A

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

Answer 103

A

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 104

A

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

Answer 105

A

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 106

A

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

Answer 107

A

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 108

A

goal: find root cause; have standard of performance. problems are best understood by knowing the context.

share discovery in highly

https://www.youtube.com/watch?v=GmFkL3SSrX4

Answer 109

A

build collaborative relationship
find root cause of the problem
find the best solution
agree on goals
set stage for action planning
mobilize and focus talent

https://www.youtube.com/watch?v=GmFkL3SSrX4

Answer 110

A

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 111

A

Works with leadership to identify

how HR can improve business outcomes and
support the organization’s strategic direction and long-term goals.

Answer 112

A

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 113

A

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 114

A

⊲ 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 evidence-based long-term strategic HR and business solutions.

Answer 115

A

⊲ 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 116

A

⊲ 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 117

A

⊲ 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 118

A

⊲ 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 119

A

⊲ 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 120

A

⊲ 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 121

A

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

Answer 122

A

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

Answer 123

A

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

Answer 124

A

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

Answer 125

A

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

Answer 126

A

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 127

A

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

Answer 128

A

⊲ 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 129

A

⊲ 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 130

A

Understands and promotes the importance and utility of data

Answer 131

A

Analyzes data to evaluate HR initiatives and business challenges

Answer 132

A

⊲ 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 133

A

⊲ 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 134

A

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

Answer 135

A

⊲ 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 136

A

⊲ 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 137

A

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

Answer 138

A

⊲ 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 139

A

⊲ 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 140

A

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 141

A

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 142

A

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 143

A

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

Answer 144

A

validity: measures what the construct is designed to measure

reliability: consistency in which respondents can take the survey

https://www.youtube.com/watch?v=6mrPpneenvM

Answer 145

A

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

Answer 146

A

*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 147

A

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

Brainscape's Knowledge GenomeTM

10.24 Business Behavioral Competency Flashcards

Understand the KSAOs for SHRM's business behavioral competency and their subcompetencies

Brainscape's Knowledge Genome^TM