CH 10: Assessing Internal Candidates

Question 1

What is internal assessment?

Answer 1

Evaluation of Firm’s current staff for training, reassignment, promotion, or dismissal purposes

Question 2

What are 3 things Internal assessment does?

Answer 2

Evaluates employees’ fit with other jobs

Assesses employees to enhance the firm’s strategic capabilities by aligning a firm’s talent with its vision, goals, and business strategy

Informs downsizing decisions

Question 3

What is a job posting?

Answer 3

A manager posting an open job, and all interested employees are able to apply

The persons selected here tend to perform better, stay longer, and receive higher salaries than those found through job slotting

Question 4

Job slotting

Answer 4

Manager personally identifies a prefered candidate and “slots” them into the open position

Question 5

What are some Internal Assessment goals?

Answer 5

Maximize fit

Maximize ROI

Assessing ethically

Support talent philosophy and HR strategy

Question 6

What can Internal assessments also do?

Answer 6

Evaluate employee’s fit with other positions

Assess employees to enhance the firm’s strategic capabilities

Gather info with which to make downsizing decisions

Question 7

Internal Assessment methods?

Answer 7

Skill Inventories

Mentoring programs

Performance reviews of task and personal behavior

Multi-source assessments

Question 8

What is a multi-source assessment?

Answer 8

Like 360 degree appraisal- getting several view of you from several people

Self, Supervisor, Peers, Internal, external customers

Question 9

Who best rates whoch behaviours?

Answer 9

https://jamboard.google.com/d/1WJlXqGCtx-wOqUmb35o18Wav_-zVL7FVZHKbZMV7RUA/viewer?f=0

Question 10

What is expatriate selection?

Answer 10

Expatriates are employees sent on foreign assignment

so selecting which employees should be sent on foreign assignment

Question 11

What is important for expatriate success (3)

Answer 11

Cultural agility: ability to recognize and appropriately respond to different cultural behaviours and world views to build strong intercultural working relationships

Interpersonal Skills

Tolerance for ambiguity

Professional autonomy

Question 12

Nine Box Matrix (another assessment method)

Answer 12

Combined assessment of an employee’s performance and potential

https://www.bing.com/images/search?view=detailV2&ccid=7nE7gevH&id=EA7854B0869270FAF3478E534A90A783DE216251&thid=OIP.7nE7gevHczv9l9946ptaGAHaFu&mediaurl=https%3a%2f%2fcdn.slidesharecdn.com%2fss_thumbnails%2f9-box-131207232449-phpapp01-thumbnail-4.jpg%3fcb%3d1386458718&cdnurl=https%3a%2f%2fth.bing.com%2fth%2fid%2fR.ee713b81ebc7733bfd97df78ea9b5a18%3frik%3dUWIh3oOnkEpTjg%26pid%3dImgRaw%26r%3d0&exph=594&expw=768&q=nine+box+matrix&simid=607997645429617377&FORM=IRPRST&ck=3BAAD0D632D2B0F08849844817553E72&selectedIndex=0&idpp=overlayview&ajaxhist=0&ajaxserp=0

Question 13

Career Cross Roads Model- Walt Mahler (assessment method again)

Answer 13

Focuses on managerial and leadership positions rather than technical or professional work

The natural hierarchy of work that exists in most large, decentralized business organizations consists of six career passages—each level having increased complexity

*Starting Point: Managing yourself
*Passage 1: Managing others
*Passage 2: Managing managers
*Passage 3: Managing a function
*Passage 4: Managing a business
*Passage 5: Managing multiple businesses
*Passage 6: Managing the enterprise

Question 14

Succession Management

Answer 14

ongoing process of systematically identifying, assessing, and developing an organization’s leadership capabilities to enhance its performance

Question 15

Succession management plans

Answer 15

Written polices that guide the succession management process

Question 16

Replacement Planning

Answer 16

Process of creating back-up candidates for specific management positions

Question 17

Steps in Developing Succession Management System

Answer 17

1. Check that the job description outlines the current and future competencies, behaviours, and values a person needs to perform at a high level in the key position.
2. Identify each interested candidate’s strengths, weaknesses,
   and succession readiness through formal assessment centres and skills testing, or more informally via supervisory assessments
3. create a plan to continually and systematically improve the capabilities
   of all identified succession candidates
4. create a plan to identify qualified and interested internal candidates for
   open positions.
5. . Evaluate the system on relevant criteria including the number of positions filled with
   candidates who have been the target of succession management activities
6. . Continually improve the system

Question 18

What makes succession management effective

Answer 18

The best succession systems bridge the gap between the individual career development
opportunities facing employees and the long-term business conditions facing firms.

Question 19

Understanding the nature of talent gaps with enough time before the talent is needed allows the org. to:

Answer 19

Plan for and remedy and workforce talent deficiencies

Develop an external recruiting strategy to bring in external talent

Redesign the work to reduce the need for the talent expected to be in short supply

Plan alternate career paths for surplus talent

Surplus: unused talent; may need to create a new job\

With no plans and no time and qualified candidates- you may need to hire externally

Question 20

Effective succession management systems

Answer 20

-Process needs to make sense to and be useable by different business units

Process should also align with other processes like recruitment, selection, training, performance management

Continually evaluate and improve system

Question 21

Career planning

Answer 21

a continuous sel-assessment and goal setting

Question 22

How to make career planning strategic

Answer 22

career planning needs to compliment expected future talent needs of the organization

Question 23

What happens when you integrate career planning, succession management and labor forecasting processes:

Answer 23

Can help give org. a snapshot of available talent for meeting current and future needs

Question 24

Career development tools (3)

Answer 24

Training and continuing education

Job rotation, challenging assignments and mentoring

Assessment centres simulate the position an employee is interested in pursuing, and if/not they are a good fit

Question 25

Making a career development plan

Answer 25

1. Assess yourself
2. Set goals
3. Develop an action plan
4. Revisit and revise as needed

Question 26

Moral Disengagement

Answer 26

The process convincing ourselves that ethical standards to not apply to us

Question 27

Moral Dis can happen to us through one of four loci

Answer 27

1. Behaviour Locus- Harmful behaviour reframed as “good” behaviour
2. Agency Locus: Displacing blame(away from self) about who is responsible or displacing the blame to others
3. Outcome locus: Harmful effects of one’s actions are ignored, minimized, or denied
4. victim locus refers to attempts to displace blame onto the victim

Attribution of blame occurs when one blames the victim — “she asked for it” or “he made me do it to him.”

https://jamboard.google.com/d/1vLrEN7UfI2OmT5M6tGNKHf2vv_sxND0jHfcMiXWYTrE/edit?usp=sharing

Question 28

Analytics in succession planning

Answer 28

Success planning metrics typically focus on individual data or descriptive statistics such as what percent of the possible successors for a position are ready now

Metrics on the success of the succession program as a whole are less common but would be useful

-Tracking no. of internal promotions compared to external hires; is it increasing?

Question 29

Technology

Answer 29

Technology is essential for managers to easily view, track, update, and search for potential successors

Question 30

Tech image

Answer 30

https://jamboard.google.com/d/1qeBEAzgj0H2zf4kM_Sd6Aig0BQhDfho8EpGvUlyGlBQ/edit?usp=sharing