Communication Flashcards
Which communication technique demonstrates one of the four principles of active listening?
Avoiding interrupting or talking over the speaker
Avoiding interrupting or talking over the speaker demonstrates the essential principal of inviting the other person into the conversation.
Which option is an example of noise in the communication model?
The speaker uses technical abbreviations that the listener does not know.
Noise is any condition that can prevent a message from being correctly understood by a receiver. Technical jargon and other unfamiliar terms can be a barrier (noise) to the listener’s understanding. Disagreement is not noise, nor are factors that actually enhance understanding, such as shared context or respect.
A manager wants to explain to an ambitious employee that they will not be receiving a promotion and why they did not get the job. What would be the best form of communication to use in this case?
Private, face-to-face conversation
This situation calls for privacy and the opportunity to use verbal and nonverbal communication, including active listening.
A total rewards team is made up of persons from countries on opposite sides of the world. What can the team leader do to facilitate relationship building among these virtual team members?
Hold additional offline conversations with individual meeting participants.
Leaders need to communicate more often with members of virtual global teams than with members of domestic teams. This can include having offline conversations to check understanding, answer questions, and provide feedback. Discussions of personal lives allows team members to see others as complete human beings with similar lives and challenges. Also, since team members are in different time zones, a good practice is to rotate meeting times to ’spread the pain.’ A variety of media such as blogs or wikis is recommended.
What might prevent an HR leader from fully adopting a new team chat application designed as an alternative to internal e-mails?
Adopting the system is difficult for team members.
One factor for selection of a communications technology is ease of use. If the least savvy member cannot use the system, it may not be the best fit. While training can facilitate higher levels of technology, this example indicates that the training was not effective for some department members. If the technology is introduced, these members may resist it and undermine its use. Not including them in the technology is not practical or ethical.
What communication tactic is most effective when an HR professional is leading a global team with no opportunities for face-to-face meetings?
Creating independent feedback channels, such as check-in calls, to ensure upward communication
The cultural and language differences in a global team may prevent some members from participating fully. However, synchronous meetings (with or without video components) are an important part of team formation. The professional can establish channels for communication with individual team members outside meetings. These can be check-in calls where members may feel freer to provide feedback.
When communicating with neurodiverse persons, what should an HR professional be prepared to do?
Notice when their social cues may be signaling a miscommunication.
Individuals on the autism spectrum or those diagnosed with dyslexia, ADHD, dyspraxia, or social anxiety disorders may not exhibit the same social cues as other people. If such cues indicate that there may be a miscommunication present, it is important to recognize when appropriate accommodations might be needed and to verify that messages are being sent and received accurately. The accommodations needed will differ by individual, so no specific method such as electronic means will always be the right choice. While listening is important, not talking is not always what is needed. One should also not assume that the neurodiverse person wants to be communicated with differently from the start.
One month into working in a new department, an employee asks their new supervisor for feedback. The supervisor responds by listing three ways in which the employee’s performance is inadequate. How is the employee likely to react?
The employee will be discouraged and may ask someone else for assessment of their performance.
The critical information here is that the employee is fairly new and probably does not feel that they have a valued place in the organization yet. In these cases, the employee is likely to disregard the negative feedback and try to find some other source of positive feedback.
What should the newly assigned HR director do if weekly staff meetings to review previously submitted progress reports are not effective?
Cancel the regular meetings
It is possible that the meeting is an unnecessary tradition that should be stopped. Staff can simply submit progress reports in writing to the director.
An organization’s culture tends to punish failure, and this has led to a low retention rate. What is a way to compensate for this weakness that can be accomplished fairly quickly?
Create an anonymous suggestion platform.
Research has found that providing employees with an anonymous platform for communicating their opinions, concerns, and suggestions freely can increase retention, encourage engagement, and improve performance. While a better long-term solution would be to improve the culture such as by adopting servant leadership, this is not something that can be accomplished quickly.
Components of a message apart from its words. This could include physical gestures and posture and vocal tones, volume, and speed.
Nonverbals
In communication, any factor that can disrupt the sending and receipt of a message - for example, physical factors such as loud environments, cultural factors such as a distinctive accent, or cognitive factors such as the use of unfamiliar jargon.
Noise
Communication technique to increase the engagement between communicators and their audiences. It involves two-way communication and attention to nonverbal signs that indicate interest and reactions to the message and speaker.
Active listening
Process of constructing a message so that an audience sees communicated facts in a certain way and is persuaded to take a certain action.
Framing
A company has recently decided that a comprehensive system for payroll, time and attendance, and employee records retention is needed. An HR manager has been assigned to a team charged with evaluating different systems and vendor responses to the requests for proposal. The team includes IT, finance, legal, and procurement specialists.
The team is impressed with several of the systems presented. They are pleasantly surprised when the top two systems offer competitive pricing. However, there is a lack of consensus on the committee about which program to select and implement. Disagreement on the team centers on whether speed of implementation or potential scalability is more important. The committee has been tasked with making a timely decision and putting a system in place quickly, but, based on the presentations and the long-term goals of the company, scalability is viewed by many members as an important aspect for consideration. As the HR team will be using the program almost exclusively, the HR manager has a good deal of input on the final decision.
The HR manager is uncertain about how to represent HR’s needs on the committee. What should the manager do?
Meet with members of the HR team who will use the system
A company has recently decided that a comprehensive system for payroll, time and attendance, and employee records retention is needed. An HR manager has been assigned to a team charged with evaluating different systems and vendor responses to the requests for proposal. The team includes IT, finance, legal, and procurement specialists.
The team is impressed with several of the systems presented. They are pleasantly surprised when the top two systems offer competitive pricing. However, there is a lack of consensus on the committee about which program to select and implement. Disagreement on the team centers on whether speed of implementation or potential scalability is more important. The committee has been tasked with making a timely decision and putting a system in place quickly, but, based on the presentations and the long-term goals of the company, scalability is viewed by many members as an important aspect for consideration. As the HR team will be using the program almost exclusively, the HR manager has a good deal of input on the final decision.
Based on HR user input, the HR manager has decided which system to support. What is the most transparent and collaborative approach the HR manager can use to present the decision to the committee?
Send a summary of HR user comments to the committee members before the next full meeting.
A company has recently decided that a comprehensive system for payroll, time and attendance, and employee records retention is needed. An HR manager has been assigned to a team charged with evaluating different systems and vendor responses to the requests for proposal. The team includes IT, finance, legal, and procurement specialists.
The team is impressed with several of the systems presented. They are pleasantly surprised when the top two systems offer competitive pricing. However, there is a lack of consensus on the committee about which program to select and implement. Disagreement on the team centers on whether speed of implementation or potential scalability is more important. The committee has been tasked with making a timely decision and putting a system in place quickly, but, based on the presentations and the long-term goals of the company, scalability is viewed by many members as an important aspect for consideration. As the HR team will be using the program almost exclusively, the HR manager has a good deal of input on the final decision.
Several of the decision makers have begun to express concern regarding the time requirement to ensure an effective rollout of the new system. They feel that the short-term need for a system is more important than the long-term scalability. What should the HR manager do to be most effective in resolving these concerns?
Acknowledge their concern, but remind them of the need to meet the company’s future growth needs.
An HR manager uses interactive meeting software to allow a team to review and change a document during a virtual meeting. Changes are shown as markups to all other meeting participants. Participants are then asked to comment on the changes and their implications. What do these comments create?
Feedback loop
A feedback loop is an important part of the communications model. It forms a self-correcting cycle as the message received is cycled back to the sender. The group discussion of the changes made helps confirm understanding and acceptance of the intended communication.
A company has experienced sudden and significant growth and its workforce has expanded almost threefold, from 100 to nearly 300. With the expansion, the dynamics of the employee relationships within the company are beginning to change. The employees who have been with the company since it was smaller are quite proud of the tradition of a close-knit, cohesive group of colleagues. The newly hired colleagues are not as personally close to each other but are good and effective employees and coworkers. Many times, when working on a project, long-tenured employees will reach out to trusted contacts within the company of similar tenure, instead of working with newer employees. This has occasionally caused friction between the two groups, and with the significant growth in business, the company’s employee value proposition (EVP) has been transitioning.
How can the HR director enhance the EVP, leveraging the relationships between the newly hired employees and those with longer service to the company?
Craft a comprehensive and effective hiring strategy promoting common factors of the EVP shared by all workers.
A company has experienced sudden and significant growth and its workforce has expanded almost threefold, from 100 to nearly 300. With the expansion, the dynamics of the employee relationships within the company are beginning to change. The employees who have been with the company since it was smaller are quite proud of the tradition of a close-knit, cohesive group of colleagues. The newly hired colleagues are not as personally close to each other but are good and effective employees and coworkers. Many times, when working on a project, long-tenured employees will reach out to trusted contacts within the company of similar tenure, instead of working with newer employees. This has occasionally caused friction between the two groups, and with the significant growth in business, the company’s employee value proposition (EVP) has been transitioning.
Which is the best method for HR to use when marketing the company’s EVP?
Leverage technology that appeals to and is used by multi-generation candidates to ensure maximum exposure.
An HR professional works as a human capital consultant for a management consultancy group and is discovering the challenges of consultancy. The consultant’s contact in their engagement is the client’s HR manager. The consultant has been given authority to set up private meetings with individuals they want to talk to. The list includes the HR manager. The consultant has been trying to speak with this person for a week, but the manager seems to be avoiding them.
The consultant must also speak with the CEO, who does not provide much support or cooperation. The consultant has also become aware of tension between the HR manager and the CEO. The consultant anticipates intense disagreement over the report and is correct. These two clients expect the consultant to pick a side, which places the consultant in an uncomfortable position. Before the report can be presented, the HR manager asks the consultant to change some of the information that the consultant discovered concerning the misalignment of HR strategy with organizational strategy. As motivation, the HR manager suggests continued work for the consultant and recommendations to their HR network if the consultant complies.
Which is the best approach for the consultant regarding the HR manager who is not making themselves available?
Send an email to the manager, copying the CEO and the supervisor, explaining that a meeting is critical.
An HR professional works as a human capital consultant for a management consultancy group and is discovering the challenges of consultancy. The consultant’s contact in their engagement is the client’s HR manager. The consultant has been given authority to set up private meetings with individuals they want to talk to. The list includes the HR manager. The consultant has been trying to speak with this person for a week, but the manager seems to be avoiding them.
The consultant must also speak with the CEO, who does not provide much support or cooperation. The consultant has also become aware of tension between the HR manager and the CEO. The consultant anticipates intense disagreement over the report and is correct. These two clients expect the consultant to pick a side, which places the consultant in an uncomfortable position. Before the report can be presented, the HR manager asks the consultant to change some of the information that the consultant discovered concerning the misalignment of HR strategy with organizational strategy. As motivation, the HR manager suggests continued work for the consultant and recommendations to their HR network if the consultant complies.
How should the consultant respond when the HR manager and the CEO demand that the consultant back one or the other?
Remain neutral, identifying the advantages and disadvantages of each position, and encourage consensus.
An HR professional works as a human capital consultant for a management consultancy group and is discovering the challenges of consultancy. The consultant’s contact in their engagement is the client’s HR manager. The consultant has been given authority to set up private meetings with individuals they want to talk to. The list includes the HR manager. The consultant has been trying to speak with this person for a week, but the manager seems to be avoiding them.
The consultant must also speak with the CEO, who does not provide much support or cooperation. The consultant has also become aware of tension between the HR manager and the CEO. The consultant anticipates intense disagreement over the report and is correct. These two clients expect the consultant to pick a side, which places the consultant in an uncomfortable position. Before the report can be presented, the HR manager asks the consultant to change some of the information that the consultant discovered concerning the misalignment of HR strategy with organizational strategy. As motivation, the HR manager suggests continued work for the consultant and recommendations to their HR network if the consultant complies.
How should the consultant respond to the HR manager’s offer regarding changes to the report?
Decline the offer, saying that it would be unethical, and report it to the CEO and the consultant’s supervisor.
A mid-sized government contractor is in the decline phase of its organizational life. The founder and CEO is a former military pilot who started the company ten years ago. The company grew quickly from five employees to 400. The primary business contracts have been for the aerospace and submarine industries. During times of conflict, the company’s business contracts tripled in size, but now that conflicts have subsided, the government has cancelled a number of planned purchases. Orders from other customers have also decreased. The company’s economic outlook is poor.
The CEO debates several strategic options for survival and decides that cutting costs throughout the company is the best option. Since wages and benefits are the largest budget items, the CEO solicits help from the vice president of HR. The VP is concerned and advises the CEO that simple, across-the-board cuts could severely and adversely impact the company.
Many employees are afraid of losing their jobs, and talented employees are already leaving. The VP suggests strategically assessing each business unit and then deciding to grow, maintain, or close each one. The CEO asks the VP to prepare a report of strategic downsizing options including associated impacts on the employee population.
The CEO and the VP plan to address the employee population regarding the status of the company. Which content strategy should be used for the communication?
Honestly set the direction of the company’s economic future and its impact on human capital.
A mid-sized government contractor is in the decline phase of its organizational life. The founder and CEO is a former military pilot who started the company ten years ago. The company grew quickly from five employees to 400. The primary business contracts have been for the aerospace and submarine industries. During times of conflict, the company’s business contracts tripled in size, but now that conflicts have subsided, the government has cancelled a number of planned purchases. Orders from other customers have also decreased. The company’s economic outlook is poor.
The CEO debates several strategic options for survival and decides that cutting costs throughout the company is the best option. Since wages and benefits are the largest budget items, the CEO solicits help from the vice president of HR. The VP is concerned and advises the CEO that simple, across-the-board cuts could severely and adversely impact the company.
Many employees are afraid of losing their jobs, and talented employees are already leaving. The VP suggests strategically assessing each business unit and then deciding to grow, maintain, or close each one. The CEO asks the VP to prepare a report of strategic downsizing options including associated impacts on the employee population.
In one of the options, the VP suggests downsizing the employee population to save money. Which method should be used for determining which employees stay and which employees leave?
Separate employees based on a needs analysis of the restructured company.
A mid-sized government contractor is in the decline phase of its organizational life. The founder and CEO is a former military pilot who started the company ten years ago. The company grew quickly from five employees to 400. The primary business contracts have been for the aerospace and submarine industries. During times of conflict, the company’s business contracts tripled in size, but now that conflicts have subsided, the government has cancelled a number of planned purchases. Orders from other customers have also decreased. The company’s economic outlook is poor.
The CEO debates several strategic options for survival and decides that cutting costs throughout the company is the best option. Since wages and benefits are the largest budget items, the CEO solicits help from the vice president of HR. The VP is concerned and advises the CEO that simple, across-the-board cuts could severely and adversely impact the company.
Many employees are afraid of losing their jobs, and talented employees are already leaving. The VP suggests strategically assessing each business unit and then deciding to grow, maintain, or close each one. The CEO asks the VP to prepare a report of strategic downsizing options including associated impacts on the employee population.
In another option, the VP wants to suggest across-the-board cuts in pay and benefits to save the company money and also save jobs. Which content strategy should be used for this communication?
Explaining the alignment between organizational strategy and compensation and benefit cuts.
A business supply company of 700 employees has to reduce its workforce by 15% due to declining sales. There is no human resource policy addressing criteria for making layoff decisions, and most employees feel seniority should be the predominant criterion rather than performance.
Historically, the company has experienced a positive employee relations environment, with minimal turnover and well-trained supervisors who have managed their employees fairly and effectively. Senior management has been productive and successful and is perceived by most employees as credible and engaged with the workforce.
Since this is the first time in the company’s history they have had a layoff or a reduction in force (RIF), management is naturally concerned about its effect on employees and the most effective and responsible way to manage this change. The director of human resources has been tasked with developing a comprehensive RIF plan to address key issues such as management’s role in the layoff process, communications, conducting a risk assessment, interpretation and application of current HR policies in making layoff decisions, and designing a separation package with competitive severance.
How should human resources work collaboratively with internal legal counsel in developing the RIF plan?
Analyze legal issues and concerns associated with the layoffs and incorporate legal recommendations into the workforce reduction plan.
A business supply company of 700 employees has to reduce its workforce by 15% due to declining sales. There is no human resource policy addressing criteria for making layoff decisions, and most employees feel seniority should be the predominant criterion rather than performance.
Historically, the company has experienced a positive employee relations environment, with minimal turnover and well-trained supervisors who have managed their employees fairly and effectively. Senior management has been productive and successful and is perceived by most employees as credible and engaged with the workforce.
Since this is the first time in the company’s history they have had a layoff or a reduction in force (RIF), management is naturally concerned about its effect on employees and the most effective and responsible way to manage this change. The director of human resources has been tasked with developing a comprehensive RIF plan to address key issues such as management’s role in the layoff process, communications, conducting a risk assessment, interpretation and application of current HR policies in making layoff decisions, and designing a separation package with competitive severance.
How can HR best implement a preventive labor relations strategy addressing the threat of possible union organizing during the reduction-in-force process?
Engage an external consultant specializing in union avoidance to develop a preventive labor relations strategy.
A business supply company of 700 employees has to reduce its workforce by 15% due to declining sales. There is no human resource policy addressing criteria for making layoff decisions, and most employees feel seniority should be the predominant criterion rather than performance.
Historically, the company has experienced a positive employee relations environment, with minimal turnover and well-trained supervisors who have managed their employees fairly and effectively. Senior management has been productive and successful and is perceived by most employees as credible and engaged with the workforce.
Since this is the first time in the company’s history they have had a layoff or a reduction in force (RIF), management is naturally concerned about its effect on employees and the most effective and responsible way to manage this change. The director of human resources has been tasked with developing a comprehensive RIF plan to address key issues such as management’s role in the layoff process, communications, conducting a risk assessment, interpretation and application of current HR policies in making layoff decisions, and designing a separation package with competitive severance.
How can HR minimize the risk of possible discrimination complaints or lawsuits filed against the company by laid-off employees?
Assess the impact of the layoff decisions on protected class groups and evaluate the extent of the company’s possible exposure in this area.
A significant change in standards for medical coding causes a panic in the industry when many coders decide to retire rather than learn the new system. With the anticipated shortage of qualified employees, demand for coders escalates rapidly, creating a highly competitive labor market. A large company whose main source of revenue is based on the output of medical coders is faced with the challenge of keeping current staff to avoid losing productivity. The company institutes a large wage increase for coders, including both current employees and new hires. Over time, as the industry stabilizes, the company determines that its coders are now overpaid, and a wage decrease is necessary to maintain profitability. The company’s HR director is tasked with ensuring a smooth transition of the new wage policy.
Which action should the HR director take to encourage retention of employees affected by the reduction in wages?
Solicit feedback from affected employees about the wage reduction to maintain an open line of communication between HR, executive leadership, and employees.
A significant change in standards for medical coding causes a panic in the industry when many coders decide to retire rather than learn the new system. With the anticipated shortage of qualified employees, demand for coders escalates rapidly, creating a highly competitive labor market. A large company whose main source of revenue is based on the output of medical coders is faced with the challenge of keeping current staff to avoid losing productivity. The company institutes a large wage increase for coders, including both current employees and new hires. Over time, as the industry stabilizes, the company determines that its coders are now overpaid, and a wage decrease is necessary to maintain profitability. The company’s HR director is tasked with ensuring a smooth transition of the new wage policy.
Other employees at the company who are not medical coders are concerned that their salaries will be reduced as well. Which action should the HR director take to address these employees’ concerns?
Meet with department managers to provide information and guidance on how to respond to employees’ questions and concerns.
A significant change in standards for medical coding causes a panic in the industry when many coders decide to retire rather than learn the new system. With the anticipated shortage of qualified employees, demand for coders escalates rapidly, creating a highly competitive labor market. A large company whose main source of revenue is based on the output of medical coders is faced with the challenge of keeping current staff to avoid losing productivity. The company institutes a large wage increase for coders, including both current employees and new hires. Over time, as the industry stabilizes, the company determines that its coders are now overpaid, and a wage decrease is necessary to maintain profitability. The company’s HR director is tasked with ensuring a smooth transition of the new wage policy.
What should the HR director do to better prepare the company to respond to changes in the industry that impact its medical coding workforce?
Implement a continuous learning program for coders to ensure that their knowledge and skills remain current.
An HR leader mentions an upcoming change in compensation strategy at a management retreat. The news quickly spreads, employees are alarmed, and productivity (and the reputation of HR) suffers. How can this be avoided in the future?
By developing and following a communication strategy for major initiatives.
Using an impactful communication strategy in the future will address understanding the audience’s needs and perspectives, developing clear messages, and delivering communication effectively.
A global HR team meets every two weeks via telephone conference calls. They supplement this communication with team and individual e-mails. The team has had many problems and conflicts that can be attributed to miscommunication. What might help the team leader reduce the number of these issues?
Replacing conference calls with video conferences.
Video conferences have all of the benefits of conference calls, but they also convey nonverbal information about the speakers. This can deepen understanding and reduce miscommunications.
The HR manager needs to alert the HR director about a potentially serious employee complaint. Since the HR director is always busy and it is difficult to find a private moment to discuss the issue, the manager sends an e-mail. Which is the most likely outcome?
The HR director will not receive this crucial information about an organizational risk.
The effective communication of a message requires picking the right medium or way to reach the receiver. In this case, e-mail is probably not a good choice. The HR director’s email box is probably as full as their day is. This is an important matter, and the HR manager should persist in securing a face-to-face meeting with the director.
A large multinational corporation hosts a competitive student internship program every summer to identify future talent and recruit candidates for part-time employment during the school year. Each year five interns are selected from over 200 applicants. Interns come from diverse backgrounds, and many do not have experience in a corporate environment.
An HR manager leads a team of three HR staff who are responsible for successfully implementing the internship program components, including onboarding and training in business etiquette, team building, and computer skills. Several weeks after the start of the internship, the HR manager receives an e-mail from a senior VP stating that an intern has sent an inappropriate e-mail to the entire executive team. A few days later, the intern’s supervisor notifies the HR manager that the intern appears unkempt and has been wearing the same clothing for several days in a row. In addition, the supervisor states that a written complaint was submitted by a group of employees alleging that the intern uses unprofessional language in common areas of the workplace. The HR manager sends the intern an e-mail requesting a meeting.
The senior VP requests a meeting with the intern and the HR manager to discuss the e-mail sent to the executive team. What should the HR manager do?
Inform the senior VP that HR will meet with the intern first to gain a clearer understanding of the situation.
A large multinational corporation hosts a competitive student internship program every summer to identify future talent and recruit candidates for part-time employment during the school year. Each year five interns are selected from over 200 applicants. Interns come from diverse backgrounds, and many do not have experience in a corporate environment.
An HR manager leads a team of three HR staff who are responsible for successfully implementing the internship program components, including onboarding and training in business etiquette, team building, and computer skills. Several weeks after the start of the internship, the HR manager receives an e-mail from a senior VP stating that an intern has sent an inappropriate e-mail to the entire executive team. A few days later, the intern’s supervisor notifies the HR manager that the intern appears unkempt and has been wearing the same clothing for several days in a row. In addition, the supervisor states that a written complaint was submitted by a group of employees alleging that the intern uses unprofessional language in common areas of the workplace. The HR manager sends the intern an e-mail requesting a meeting.
During the meeting with the intern, the HR manager learns that the intern has limited exposure to corporate settings and is having difficulty balancing work and social commitments. What should the HR manager do?
Ask the intern’s supervisor to spend additional time training the intern on proper business etiquette.
A large multinational corporation hosts a competitive student internship program every summer to identify future talent and recruit candidates for part-time employment during the school year. Each year five interns are selected from over 200 applicants. Interns come from diverse backgrounds, and many do not have experience in a corporate environment.
An HR manager leads a team of three HR staff who are responsible for successfully implementing the internship program components, including onboarding and training in business etiquette, team building, and computer skills. Several weeks after the start of the internship, the HR manager receives an e-mail from a senior VP stating that an intern has sent an inappropriate e-mail to the entire executive team. A few days later, the intern’s supervisor notifies the HR manager that the intern appears unkempt and has been wearing the same clothing for several days in a row. In addition, the supervisor states that a written complaint was submitted by a group of employees alleging that the intern uses unprofessional language in common areas of the workplace. The HR manager sends the intern an e-mail requesting a meeting.
The intern’s supervisor expresses concern that the intern’s recent decline in professional appearance could be because of a personal issue. How should the HR manager respond to the supervisor?
Advise the supervisor to inquire of the intern if there are personal problems that HR can support.
The chief human resources officer (CHRO) for a leading global supplier of technology solutions in the call center industry reports to the CEO and personnel committee of the board of directors. The board has decided to end the employment contract with the CEO, citing frustration with the terms of the contract, and has asked the CHRO to lead the search for a replacement while the chief operating officer steps in as interim CEO.
The dismissed CEO was very likeable and outgoing, often engaging and interacting with many front-line employees and supervisors when visiting global locations. Before the departure, the CEO had agreed on an organizational engagement strategy proposed by the CHRO that included a recently announced survey. The announcement of the survey generated excitement and enthusiasm in the workforce, and historically the company has achieved an 80% response rate and a good balance of feedback.
The interim CEO is dissimilar to the previous CEO, and though aware that the CHRO believes the survey should move forward, the interim CEO has directed the CHRO to suspend the survey. The interim CEO expresses concern that the sudden change will skew the results and indicate a negative reaction to the new CEO’s leadership.
Which action should the CHRO take first in response to workforce concerns regarding the sudden departure of the CEO?
Create a communication plan with the interim CEO that addresses employee concerns.
The chief human resources officer (CHRO) for a leading global supplier of technology solutions in the call center industry reports to the CEO and personnel committee of the board of directors. The board has decided to end the employment contract with the CEO, citing frustration with the terms of the contract, and has asked the CHRO to lead the search for a replacement while the chief operating officer steps in as interim CEO.
The dismissed CEO was very likeable and outgoing, often engaging and interacting with many front-line employees and supervisors when visiting global locations. Before the departure, the CEO had agreed on an organizational engagement strategy proposed by the CHRO that included a recently announced survey. The announcement of the survey generated excitement and enthusiasm in the workforce, and historically the company has achieved an 80% response rate and a good balance of feedback.
The interim CEO is dissimilar to the previous CEO, and though aware that the CHRO believes the survey should move forward, the interim CEO has directed the CHRO to suspend the survey. The interim CEO expresses concern that the sudden change will skew the results and indicate a negative reaction to the new CEO’s leadership.
Which action should the CHRO take the best support the interim CEO?
Create an onboarding plan outlining new responsibilities being assumed.
The chief human resources officer (CHRO) for a leading global supplier of technology solutions in the call center industry reports to the CEO and personnel committee of the board of directors. The board has decided to end the employment contract with the CEO, citing frustration with the terms of the contract, and has asked the CHRO to lead the search for a replacement while the chief operating officer steps in as interim CEO.
The dismissed CEO was very likeable and outgoing, often engaging and interacting with many front-line employees and supervisors when visiting global locations. Before the departure, the CEO had agreed on an organizational engagement strategy proposed by the CHRO that included a recently announced survey. The announcement of the survey generated excitement and enthusiasm in the workforce, and historically the company has achieved an 80% response rate and a good balance of feedback.
The interim CEO is dissimilar to the previous CEO, and though aware that the CHRO believes the survey should move forward, the interim CEO has directed the CHRO to suspend the survey. The interim CEO expresses concern that the sudden change will skew the results and indicate a negative reaction to the new CEO’s leadership.
The CHRO has received numerous e-mails from employees about positive interactions with the interim CEO. How should the CHRO handle these e-mails?
Ask employees to e-mail the interim CEO directly.
A new CEO is hired at a large financial services company that is struggling to turn a profit. The company has strong employee loyalty. Decades ago, in the early days of the company, the founder felt that the company should treat employees like family, which included paying the health insurance premium for all employees. The company continues to do so. However, upon entering the position, one of the first tasks the CEO undertakes is to review all of the company’s fixed costs to see what can be cut. In noticing how much the company is paying on employee health insurance, the CEO insists that the company change its policy and only partially subsidize the health insurance premiums. Furthermore, the CEO insists that the company outsource many of its HR functions to reduce costs and create efficiencies. The chief human resources officer (CHRO) has been placed in charge of overseeing the implementation of these changes.
The CHRO is concerned that the CEO is not fully taking the culture of the company into account regarding the health insurance decision. The CHRO worries that cutting back on benefits so suddenly will hurt the culture, and the company’s culture is part of its competitive advantage. How should the CHRO proceed?
Conduct a full ROI analysis to determine the overall impact on outcomes such as turnover and hiring.
A new CEO is hired at a large financial services company that is struggling to turn a profit. The company has strong employee loyalty. Decades ago, in the early days of the company, the founder felt that the company should treat employees like family, which included paying the health insurance premium for all employees. The company continues to do so. However, upon entering the position, one of the first tasks the CEO undertakes is to review all of the company’s fixed costs to see what can be cut. In noticing how much the company is paying on employee health insurance, the CEO insists that the company change its policy and only partially subsidize the health insurance premiums. Furthermore, the CEO insists that the company outsource many of its HR functions to reduce costs and create efficiencies. The chief human resources officer (CHRO) has been placed in charge of overseeing the implementation of these changes.
The CEO selects a company to which HR functions will be outsourced. The CHRO learns that the chosen company is run by a friend of the CEO. The CHRO suggests that they review other companies that are cheaper, but the CEO insists on this one. What should the CHRO do?
Explain to the CEO that there is a conflict of interest and that independent parties should be consulted.
A new CEO is hired at a large financial services company that is struggling to turn a profit. The company has strong employee loyalty. Decades ago, in the early days of the company, the founder felt that the company should treat employees like family, which included paying the health insurance premium for all employees. The company continues to do so. However, upon entering the position, one of the first tasks the CEO undertakes is to review all of the company’s fixed costs to see what can be cut. In noticing how much the company is paying on employee health insurance, the CEO insists that the company change its policy and only partially subsidize the health insurance premiums. Furthermore, the CEO insists that the company outsource many of its HR functions to reduce costs and create efficiencies. The chief human resources officer (CHRO) has been placed in charge of overseeing the implementation of these changes.
Many of the direct costs that the new CEO chooses to cut directly affect employees, and morale in the company drops. Employees claim that the company has lost its identity. What should the CHRO suggest to the CEO?
Tell the CEO to hold question-and-answer sessions with teams within the company to hear and respond to employees’ concerns.
An HR manager tells a staff member how to deliver quality customer service to internal customers. Although the staff member paraphrases the coaching advice and seems to understand it, the manager still receives negative comments from other functions who work with the staff member. How could this communication be improved?
Confirm understanding by observing actual on-the-job performance.
Effective feedback refers to specific behaviors that have been observed. To assess whether the message has been understood and to give feedback that will change performance, the manager must observe the actual performance.
