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SHRM > HR Competences > Flashcards

HR Competences Flashcards

1
Q

What are KSAO’s?

A

Knowledge, skills, abilities, and other characteristics

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2
Q

In the behavioral competencies there are two categories in the Leadership cluster, what are those?

A

Leadership and navigation, and Ethical practice

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3
Q

What is Leadership and navigation?

A

The KSAOs needed to navigate the org and accomplish HR goals.

  • create vision and mission for HR that aligns the strategic direction and culture of org
  • to lead and promote org change
  • to manage and implement HR initiaves (plans, strategy, actions)
  • to promote HR as a key business partner
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4
Q

What is Ethical Practice?

A

The KSAOs needed to maintain high levels of personal and professional integrity
-to act as an ethical agent, promoting core values, integrity, and accountability through out the org

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5
Q

In the behavioral competencies there are three categories in the Interpersonal cluster, what are those?

A

Relationship managment, Communication, Global and Cultural Effectiveness

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6
Q

What is Relationship management?

A

The KSAOs needed to create and maintain a network of professional contacts within and outside of the org

  • to build and maintain relationships
  • work as effective member of team
  • manage conflict while supporting the org
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7
Q

What is communication?

A

The KSAOs needed to effectively craft and deliver concise and informative communications

  • listen to and address concerns of others
  • transfer and translate from one level or unit of the organization to another level
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8
Q

What is Global and Cultural effectiveness?

A

The KSAOs needed to value and consider the perspectives and backgrounds of all parties

  • interact with others in global context
  • promote diverse and inclusive workplace
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9
Q

In the behavioral competencies there are three categories in the Business cluster, what are those?

A

Business Acumen, Consultation, Critical Evaluation

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10
Q

What is Business acumen?

A

The KSAOs needed to understand the org’s operations, functions, and external environment
*Apply business tools and that inform HR initiatives (plans, strategies, actions) to keep consistent with the direction of the org

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11
Q

What are HR Initiatives?

A

All the plans, schemes, strategies, measures, proposals, steps, actions, and approaches that support or drive the company’s vision

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12
Q

What are the Technical competencies (3)?

A

These are the HR expertise (HR knowledge domains)

  • People
  • Organization
  • Workplace
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13
Q

Try to name a few HR functional areas… (15 total)

A 
Strategic planning 
Talent Acquisition 
EE retention and engagement 
Learning and development
Total rewards 
Structure of HR 
Org effectiveness 
workforce management 
technology management 
HR Global context
Diversity and Inclusion
RISK management
Corporate Social Responsibilities 
US Employment law and regulation
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14
Q

What is the difference between a leader and a manager?

A

leaders inspire, managers show how it done

-Organizations need both

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15
Q

What is the Trait OR “Great man theory”?

A

Leaders are born, not teachable

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16
Q

In the HR Expertise/ Knowledge section there are five categories in the People cluster, what are those five?

A
  • HR Strategic Planning
  • Talent Acquisition
  • EE Engagement & retention
  • Learning & development
  • Total rewards
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17
Q

What is HR Strategic planning?

A

activities necessary for developing, managing the strategic direction to create value for stakeholders

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18
Q

What is Talent Acquisition?

A

building and maintaining a workforce that meets the org’s needs

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19
Q

What is employee engagement and retention?

A
  • retaining high-performing talent
  • improving relationships between employees
  • improving the workplace environment
  • developing performance expectations for all levels
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20
Q

What is learning and development?

A

enhancing the KSAOs and competencies of the workforce to meet business needs

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21
Q

What are Total Rewards?

A

design and implementation of comp, and benefits used to retain employees

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22
Q

In the HR Expertise/ Knowledge section there are five categories in the Organization cluster, what are those five?

A
  • structure of HR function
  • org effectiveness and development
  • workforce management
  • employee and labor relations
  • technology Management
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23
Q

What is the Structure of the HR Function?

A

people, processes, theories and activities involved in the delivery of HR services

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24
Q

What is Organizational effectiveness and development?

A

Overall structure and functionality of the org, and how effective it is

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25
Q

What is workforce management?

A

the HR practices and initiatives allowing the org to meet talent needs

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26
Q

What are employee and labor relations?

A

dealings between org and its EE regarding the terms of conditions of employement

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27
Q

What is Technology Management?

A

all existing, new and emerging technologies to support the HR functions

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28
Q

In the HR Expertise/ Knowledge section there are five categories in the Workplace cluster, what are those five?

A
  • HR in the Global Context
  • Diversity and Inclusion
  • Risk Management
  • Corporate Social Responsibility
  • US employment law and regulation
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29
Q

What is HR in the Global Context?

A

The role of HR professional in managing global workforces

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30
Q

What is Diversity and Inclusion?

A

Activities that create opportunities for the organization to leverage the unique backgrounds and characteristics of all EE

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31
Q

What is RISK Management?

A

the identification, assessment and prioritization of risks and the application to minimize those

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32
Q

What is corporate social responsibility?

A

commitment to philanthropy, transparency, sustainability and ethical practices

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33
Q

What is US Employment Law and Regulations?

A

knowledge and application of all relevant laws and regulations

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34
Q

Why are managers essential to the org?

A
  • planning activities
  • organize resources
  • directing work in a way to ensure effectiveness
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35
Q

Why are leaders essential to the org?

A
  • model deeply held values in actions
  • change the status quo
  • inspire and influence a group toward achieving a common goal
  • maintain EE’s motivation in hard times
  • foster growth and develop new leaders
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36
Q

What are the problems with “Trait Theory” “Great Man” theory?

A
  • research has never proven the strength of correlation between traits and outcomes
  • it can discourage the development of leadership
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37
Q

What is the Behavioral School?

A

A focus on the leader’s ability to influence performance and satisfaction of followers

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38
Q

What is Consideration?

A

Employee-centered behavior is known as consideration

  • meeting the social and emotional needs of individuals
  • coaching and looking out for the employee’s best interest
  • *Basically the needs of the EE
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39
Q

What is initiating structure?

A

Job-oriented behavior is known as initiating structure

-these behaviors focus on task goals, and addressing EE needs only to the extent that they improve task results

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40
Q

What is the Blake-Mouton theory?

A

“Managerial grid” two axes (concern for people) (concern for production or task)

  • Team leader
  • authoritarian manager
  • country club manager
  • impoverished manager
  • “middle of the road” manager
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41
Q

What is a Team Leader (managerial grid)?

A

Managers that lead by positive example, encourage development

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42
Q

What is an Authoritarian manager (managerial grid)?

A

lower concern for people, expect people to do what they are told without question and do not foster colloboration

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43
Q

What is a country club manager (managerial grid)?

A

Tend to create a secure atmosphere and trust individuals to accomplish goals, they don’t want to jeopardize relationships

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44
Q

What is an Impoverished manager (managerial grid)?

A

on tasks and people these managers use a “delegate and disappear” style, they detach themselves creating power struggles

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45
Q

What is a “middle of the road” manager (managerial grid) ?

A

Balanced, and get the work done, but they are not considered leaders

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46
Q

What is the Managerial Grid?

A

Blake-Mouton Theory

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47
Q

What are Situational Theories?

A

Build on behavioral concept and further proposed the effectiveness of different leadership styles depends on the situation

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48
Q

What is the Hersey-Blanchard Situational Theory of Leadership?

A

-No ideal leader type, instead leadership type should match to maturity of their employees

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49
Q

What are the two dimensions (axes) for Herset-Blanchard situational chart?

A

Relationship behavior- extent to which leaders provide support to fulfill psychological needs (supportive behavior)
Task behavior- extent to which leaders provide employees with guidance on performing tasks (guidance)

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50
Q

Participating

A

High Relationship/ Low Task
Share ideas and facilitate in decision making
(Example: EE is capable but manager provides support by participating in Brainstorming or decision making)

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51
Q

Delegating

A

Low Relationship/ Low Task“just get it done attitude, get it done” – the leader knows the worker doesn’t need to sell the employee on the task they know the worker can do it
(Example: EE needs little explanation/support/supervision. Manager keeps responsibility but empowers employee to perform task)

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52
Q

Selling

A

High Task/ High Relationship
Explains decisions and provides opportunity for clarification
(Example: manager knows EE is capable, but EE needs more explanation or opportunity to ask questions)

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53
Q

Telling

A

High Task/ Low Relationshipvolunteer situation, PIPS- Performance improvement plans –usually lack of time to get the work done, specific processes
Provides specific instructions & closely supervises
(Example: Antonio failing to understand the operations in production)-lack of skills, and knowledge

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54
Q

Situational Leadership II model

A

Four behavior types –directing(similar to telling), coaching (similar to selling), supporting (similar to participating), and delegating

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55
Q

What is Fiedler’s contingency theory?

A
  • leaders should change their factors not their style
  • Leader-member relations- refers to the degree of trust, confidence, and respect that followers have in leaders
  • Task structure- refers to the extent to which followers’ tasks are well defined
  • Position power- refers to the degree of power and influence a leader has over subordinates
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56
Q

What is the path-goal theory, of the situational theories?

A

The LEADER performs the behavior needed to help employees stay on track toward their goal.

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57
Q

What is the Leaders role in Path-Theory?

A

Define the Goal
Clarify the path or goal
Remove the obstacles
Provide support

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58
Q

What is Emergent Theory? (Hint:*Think of myself)

A

In some situations a leader will gradually and naturally emerge from a group working on a task and exert influence over the others in the group and the direction of the task

  • the leader is not formally appointed
    (example: before Sherri was the team lead I thought she was the team lead already)
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59
Q

What is “Situational Favorableness”? (Hint: Fiedler’s Contingency Theory)

A

Occurs when:

  • Leader-member relations are STRONG
  • Task structure and requirements are CLEAR
  • The leader can exert the necessary POWER to reach the group’s goal
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60
Q

Belbin’s Model of Team Leadership

A

Solo Leader and Team Leader
Solo- this is transformational leadership, the leader interferes in everything, expects the team to conform to the leaders standards, directs team member activities
Team- this is authentic leadership, delegates team roles to others, recognizes diversity, encourages constructive disagreement, develops growth

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61
Q

What are the four elements in Belbin’s Model of Team Leadership

A

Power-informal or formal
Orientation-thinking of vision strategy of longer term
Emotional Intelligence- self aware and ability to understand others
Ethical Grounding- model an orgs values

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62
Q

Strong HR Leaders (*hint:4 of these)

A
  • Develop and coach others
  • build positive relationships
  • model their values and fufill their promises and commitments
  • Have functional expertise
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63
Q

Weak HR Leaders (*hint: 4 of these)

A
  • Focus internally rather than externally, fail to look at stakeholders and instead focus on HR function
  • Lack strategic perspective, focus on SHORT term goals
  • Do not anticipate or react well to change
  • Resist “stretch” goals, and drag innovation
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64
Q

What are John French and Charles Bertram’s five ways in which leaders can create power?

A

(Think of Lyric) LERRC
Legitimate, Expert, Reward, Referent, Coercive
Legitimate- power that is formal- through title or position in hierarchy
Expert- when leader is recognized as possessing great intelligence, insight, or experience
Reward- the leader rewards its employees through promotions/ comp in exchange for their commitment (bribery)
Referent- power by force, good personalty, ability to attract loyalty and admiration
Coercive- power when the leader punishes those who do not follow

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65
Q

Building trust

A

common values- people trust people who are similar to themselves
aligned interests- takes time in orgs its people who hold common values
benevolence- genuine concern about another’s well being
capability or competence-knowledgable and can deliver on commitments
predictability and integrity- “walk the talk”
communication- communicate often and fully

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66
Q

What is emotional intelligence?

A

quality of being sensitive to and understanding of one’s own and other’s emotions, and to be able to manage your own emotions

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67
Q

Four branches of emotional intelligence (Peter Salovey and John Mayer)

A

Perceiving emotion, using emotion to facilitate thought, understanding emotion, regulating emotion

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68
Q

Goleman’s five components of EI

A

Self awareness, self-regulation (learning to control your emotions), motivation (passion for the job), empathy, social skills(social intelligence)

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69
Q

Motivation (McGregor’s theory) Theory X vs Theory Y

*think of this from a manager’s perspective

A

Theory X- people don’t like to work (lazy) they need to be watched, controlled (micro managed)
Theory Y- people want to accomplish things, people don’t like ridged controls

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70
Q

What is motivation?

A

the factors that initiate, direct, and sustain human behavior over time

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71
Q

Three underlying principles of human behavior

A
  • people have reasons for doing what they do
  • behavior is towards a goal
  • everyone is unique in thinking, due to heredity and environment
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72
Q

Maslow’s Hierarchy of needs

A

lower-level needs must be relatively satisfied in order for a higher-level need to emerge or serve to motivate
Physiological needs> safety and security> belonging and love> Esteem (self and others)> self-actualization

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73
Q

Herzberg’s motivation-hygiene theory

A

two categories of needs that are independent of each other but affect behavior in different ways:

  • Extrinsic (hygiene)- surround the job, enviornment, culture, working conditions, supervision, relations with coworkers
  • Intrinsic (motivation)- the job itself, opportunity for recognition, achievement, personal growth
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74
Q

What are McClelland’s three needs theory? (manager’s perspective)

A

(intrinsic needs) how a leader motivates followers

  • achievement- people want to tackle work that will contribute to the organization
  • affiliation- making social connections at work
  • power- the need to drive people to control or exert influence over others
  • up to the manager to figure out their employee’s motivations
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75
Q

What is self-determination theory?

A

all human beings have a inherent desire to grow, they are self motivated
-desire to master a task, be part of a group, need to have control over one’s life in order to fufill one’s desires
this is similar to McClelland’s three needs.
extrinsic motivators have some effect but do not last and decline overtime

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76
Q

What is expectancy theory?

A

If a person does not believe that hard work will result in meeting a goal, then the prospect of even a deeply desired reward will not generate motivation. Need all three factors, expectancy, instrumentally, and autonomy..

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77
Q

Attribution theory (Fritz Heider)

A

all people try to understand reasons for certain behavior

-internal and external reasons- failed a project due to lack of interest, or is it due to lack of managers support

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78
Q

Attribution theory (Weiner)

A

3 attribution factors:
stability (degree to which a factor changes)
locus of control (internal or external)
controllability (whether a cause can be controlled or not)
4 attribution stages:
learned helplessness and aggression (negative)
empowerment and resilience (positive)

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79
Q

What is goal-setting theory?

A

motivation can increase with goals, even better if employees join in on creating goals

  • specific and clear
  • important to individual
  • realistic but challenging
  • feedback to help ee realize effectiveness in effort
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80
Q

Leader-member relations

A

degree of confidence, trust, and respect that followers have in their leader

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81
Q

Task-structure

A

extent to which followers’ tasks are well defined ( structured or understood, clear or ambiguous)

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82
Q

Position power

A

power of influence a leader has over subordinates

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83
Q

situational favorableness

A

being prepared to make changes if the situation requires

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84
Q

p.89-122

A

make flash cards

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85
Q

Global mindset

A

the ability to take an international, multi dimensional, perspective that is inclusive of other cultures, perspectives, and views

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86
Q

What are Stephen Rhinesmith’s seven ways people with Global mindsets approach the world?

A
  • Bigger broader picture (know global strategies, structures, and trends)
  • Accept contradictions (they can localize practices)
  • Trust process to solve problems (look to the org’s procedures rather than the org structure)
  • Value multicultural teamwork (good communicators and are sensitive to cultural contexts and differences)
  • View change as opportunity (they can create order out of chaos)
  • Open to new ideas and continual learning (promote improvements to self, company, and others; and they welcome new ideas)
  • They are inclusive, not exclusive
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87
Q

What are the benefits of a global mindset?(try to name a few there are many)

A
  • early mover advantage
  • greater sophistication
  • smoother coordination across borders
  • *faster rollout of new product concepts and technologies
  • lower failure rate of international assignments
  • more rapid and efficient sharing of best practices across operational units
  • more proactive in respect to benchmarking
  • more knowledge on global markets and new competitors in those markets
  • more open to the concept of diversity
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88
Q

What three things must happen to develop a global mindset?

A
  1. Appropriate KSO and understanding
  2. Desire to motivate on the part of employee to change
  3. Support from systems and management
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89
Q

What is the checklist for developing and promoting a global mindset?

A
  • study and understand your own culture and how it relates to others
  • study and understand global business trends and forces
  • promote a global mindset within your organization
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90
Q

What is culture?

A

set of beliefs attitudes, values, and behaviors shared by members of a large group passed down from one generation to the next

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91
Q

What are the layers of culture?(Edger Schein)

A

Their are explicit and implicit culture layers
Artifacts and products (explicit- what we see)>Norms and values>Basic assumptions (implicit- what you don’t see, world views, habits)

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92
Q

What is organizational culture?

A

abide by agreed, unspoken rules, value and perform certain rituals, and interact in certain ways

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93
Q

What is due diligence?

A

the need to thoroughly investigate an action before it is taken

94
Q

What are the four types of organizational cultures according to Kim Cameron and Robert Quinn?

A
  • clans- value family-like ties and supportive relationships among employees
  • Adhocracies- value entrepreneurial spirit and risk taking
  • Hierarchies- (german) value efficiency and stability and believe in rules
  • market culture- are driven by competition and value results
95
Q

What are the four unique corporate cultures according to Trompenaars?

A 
cultures on two axes:
What's valued?
Person (relationship)<>Task (results)
How is power distributed?
Egalitarian (equally) ^v Hierarchical
96
Q

What is cultural relativism?

A

ethical behavior is determined by local laws, culture, and business practices

97
Q

What is Incubator? (one out of four)

A

This is one of the four corporate cultures from Trompenaar. Power comes from ability to innovate. fewer structures/ rules, seems chaotic

98
Q

What is Guided Missile? (one out of four)

A

This is one of the four corporate cultures from Trompenaar. Power comes from expertise. Achievements are short-ranged, and they are results-oriented.

99
Q

What is family? (one out of four)

A

This is one of the four corporate cultures from Trompenaar. Power is carefully reserved. Value placed on relationships and “getting along”.

100
Q

What is the Eiffel Tower? (one out of four)

A

This is one of the four corporate cultures from Trompenaar. Power comes from position. (Hierarchical and rules are important). Place emphasis on planning.

101
Q

What is intercultural wisdom?

A

This is called cultural intelligence, and the ability to recognize, interpret and behaviorally adapt to multicultural situations

102
Q

What are the three aspects of International Dimensions of Organizational Behavior (Nancy J Adler)?

A

Cognitive -thinking, learning, and determining how to best handle situations
Motivational-effectiveness, confidence, persistence and enjoying cultural differences
Behavioral-determining reactions and responses to intercultural encounters, to be flexible and adapt

103
Q

What are the three culture theories?

A

(p. 131)
- Edward Hall- High and Low context cultures
- Geert Hofsted- 6 dimensions of culture
- Fons Trompenaars and Charles Hampden-Turner - cultural dilemmas

104
Q

What is Norms and values ?

A

the right way to do things-usually what is right for your culture

105
Q

What is explicit culture?

A

artifacts and products (this is what is easier to know right and wrong)

106
Q

What is High-context culture?

A

“No business until I get to know you personally” relationships, traditions, long-term

107
Q

What is High-context culture?

A

“No business until I get to know you personally”

  • relationships, traditions, long-term
  • Countries: China, Japan, France, some latin American
108
Q

What is Low-context culture?

A

“It’s not personal, it’s just business.”

  • say what we mean, if something is wrong call up and complain
  • Countries: US, United Kingdom, and Canada
109
Q

What are some different levels of context culture that can potentially be misunderstanding?

A
  • Negotiations - high context culture (Japan) could agree to deal, but not fully understand terms of agreement
  • 360-degree performance reviews- low-context may misunderstand comments from high-context evaluators
  • Training Meetings - high context culture members frequently will not ask questions or challenge authority of instructor
110
Q

What is Hofstede’s dimensions of culture? (6)

A
  • power distance-
  • individualism/ collectivism-
  • uncertainty avoidance-
  • Masculine/feminine-
  • Long-term/ short-term-
  • Indulgence/restraint-
111
Q

What is Trompenaar’s and Hampden-Turner’s dilemmas? (7 dilemmas or alternatives, illustrate tensions)

A 
Universal<>Particular
Individual<>Collectivist (communitarian)
Neutral<>Affective
Specific<>Diffuse
Achieved<>Ascribed
Sequential<>Synchronic
Internal<>External
112
Q

What is Individualism/ collectivism?

A

(Hofsted’s Dimensions) put into one of the two -individual-ties are loose, self-reliance valued OR -collectivism- strong groups, protection exchanged for loyalty to group (Eg: US manager gives promotion to person based on individual work, but in a latin america country the promote based on evidence of loyalty

113
Q

What is Uncertainty avoidance?

A

(Hofsted’s Dimensions) level of tolerance of uncertainty and ambiguity
(Eg: French employee ask copious questions to ensure perfect understandinf of the manager’s expectations)

114
Q

What is Masculine/feminine?

A

(Hofsted’s Dimensions) Masculine-

115
Q

What is Masculine/feminine?

A

(Hofsted’s Dimensions) Masculine- ambitious, work and achievment focused
Feminine- nurturing, empathetic, quality of life focus, striving for consensus

116
Q

What is long-term/ short-term?

A

(Hofstede’s Dimensions) long-term- values thrift, perseverance, relationships by status short-term- values social traditions, being respected, expects reciprocation of greetings, gifts
(Ex: Nigerian worker doesn’t know why he won’t be promoted when he gives his boss gifts and is involved in community. While the boss promoted another Nigerian employee who is most tenure with the company and has the best attendance. The concept here is that the Manager is Chinese and values long-term relationships.)

117
Q

What is Indulgence/ restraint?

A

(Hofstede’s Dimensions) Indulgence: you enjoy life and freedom in satisfying desires
Restraint: suppressionn of desires in order to meet social norms (Eg: Russian company is surprised when EE wants to leave because the employee is well paid, however the EE enjoys his time off but feels it is hard to get ahead in the company.)

118
Q

What is Universal<>Particular?

A

(Trompenaar’s and Hampden-Turner’s Dilemma’s) Universal- esteems consistancy, clarity, and impartiality. RULES for each case ensure fairness
Particular- flexible, pragmatic, considers the case and makes exceptions based on relationships and other factors

119
Q

What is individual<>Communitarian (collectivist)?

A

(Trompenaar’s and Hampden-Turner’s Dilemma’s) Individual- good society is the freedom and ability to advance one’s self
communitarian- a good society is achieved when we all take care of each other, this means loss of personal freedon or opportunity
(Eg: Me with the certification- it’s positive when one can advance themselves. When an Indian worker is thrown into a project team and notices the competition among individuals he is perplexed.)

120
Q

What is Neutral<>Affective?

A

(Trompenaar’s and Hampden-Turner’s Dilemma’s) Neutral- disapproves of public expressions of emotion
Affective- individuals express culture freely
(Eg: Russian worker working for Hong Kong firm is convinced her manager doesn’t like her. The point is that the manager doesn’t display public emotions.)

121
Q

What is Specific<>Diffuse?

A

(Trompenaar’s and Hampden-Turner’s Dilemma’s) Specific-cultures have open public lives, but strong boundaries between public and private
Diffuse- cultures allow access to public lives, only through introduction by a trusted associate do they share a person’s private life
(Eg: China employee does not want to listen to younger HR employee until there is a trusted associate that introduces the two, even then the HR employee does not have access to personal life. So sad. )

122
Q

What is Achieved<>Ascribed?

A

(Trompenaar’s and Hampden-Turner’s Dilemma’s) Achieved- individuals are valued according to accomplishments
Ascribed- valued by social factors, position, wealth, family, age, gender, material things
(Eg: British manager senses hostility in Czech firm when a promotion is given to a younger employee who has accomplished a lot in the company.)

123
Q

What is Sequential<>Synchronic?

A

(Trompenaar’s and Hampden-Turner’s Dilemma’s) Sequential- time is seen as linear and in important part of life. Planning, making productive use of time.
Synchronic-time is large enough to accommodate multiple activities at once, delays can be accommodated
(Eg: German manager is upset when Spanish employee is never on time to meetings.)

124
Q

What is Internal<>External?

A

(Trompenaar’s and Hampden-Turner’s Dilemma’s) Internal world- individuals can decide their own path, dominate nature
External world- part of a larger scheme that directs course of events. Individuals can only adapt, not create
(Eg: An American worker assumes with hard work he will be rewarded with a promotion.)

125
Q

What is Ethnocentrism and Parochialism?

A

OUR way is the BEST way

-limited world views and Parochialism goes far to say there is only one way to solve a problem

126
Q

What is cultural stereotypes?

A

generalizing, but not factual

-describing culture in certain characteristics, these can turn into judgmental negative connotations but they shouldn’t

127
Q

What is cultural determinism?

A

“The culture made me do it”

-placing blame on a culture vs ones self

128
Q

What is cultural relativism?

A

“Everything is relative”
Culture is relative, so look at reasonable set of absolutes based on honesty, decency, and personal integrity
-situational

129
Q

What is dilemma reconciliation? (4 steps)

A

This is when you can have both: a degree of standardization and localization. (local culture and still incorporate global strategy, core principles, and work processes)
Recognize>Respect>Reconcile> Realize & root

130
Q

How do you create Cultural Synergy? (think of DAACC)

A

Dominate- (parochialism)
Avoid- (ignoring conflict)
Accommodate- (going by local cultures)
Compromise- (making both cultures give up something)
Create Alternative- (through cultural synergy- the key here is having a global mindset)

131
Q

What are the (3) types of Legal systems HR needs to be aware of?

A

Civil law: most common globally, this is the legislative law regulated and enforced by government
Common law: based on judicial primarily on legal precedent, example employment of will - this is interpreted
Religious law: mixture os written codes and interpretations by religious scholars
*HR must be aware of the relationships between civil and religious law in countries of opperations

132
Q

What is Rule of Law?

A

no individual is beyond the reach of law; authority is exercised in accordance with written and publicly disclosed laws

133
Q

What is due process?

A

laws are enforced only through accepted, codified procedures, thus avoiding arbitrary treatment and abuse of power

134
Q

What is Jurisdiction?

A

The right of legal body to exert authority over given geographical territory, subject matter, or persons or institutions
*this directly effects global orgs

135
Q

What is conflict of laws? (Jurisdictional issue)

A

A situation in which the laws of two or more jurisdictions differ and may exert a different result on a legal case depending on which system is deemed to have jurisdiction

136
Q

What is Forum or Jurisdiction shopping?

A

The practice of taking complaints to jurisdictions sympathetic to the complainants’ case

137
Q

What are levels of law?

A

Analyzing laws by their areas of control: national, subnational, supranational, international

138
Q

National law

A

laws enacted by the highest of federal legislative bodies of a country

139
Q

Subnational law

A

municipalities, states, provinces, or regions within a nation

140
Q

Extraterritorial law

A

laws that extend the power of a country’s laws over its citizens outside that country’s sovereign national boundaries
*this can affect assignees or employees traveling for work
(Ex: US employement-related laws that apply to US firms operating abroad are the Americans with Disabilities Act, Surbanes-Oxley Act, IRS taxation regulations)

141
Q

Regional/ supranational law

A

binding agreements among nations of a region

Ex: the EU

142
Q

International law

A

involves both relationships between nations and the treatment of individuals within national boundaries
-usually apply in a country when that country has ratified a related treaty or agreement

143
Q

What is Business Acumen?

A

the competency and KSAOs needed to understand the orgs operations, functions and external environment and how to apply business tools and analyses that inform HR initiatives and operations consistent with the overall strategic direction of the org

144
Q

What is Value in terms of business acumen?

A

Value can be defined and measured differently.

  • generally refers to an org’s success in meeting its strategic goals
  • influenced by mission and culture too
145
Q

What is Value Chain?

A

Represents the process by which an org creates the product or service it offers to the customer
-this may be referred to as the org’s business model
Primary activities= RandD>Operations>Marketing and Sales>Fulfillment>Customer
Secondary activities help Primary- Finance, HR, Supply Management, Technology

146
Q

What is a strategy?

A

plan of action for accomplishing org’s goals (long term) to create value

147
Q

What is growth?

A

Growth is not a strategy, but the result of a successfully designed and implemented strategy

148
Q

What is strategic planning?

A

process of setting goals and designing the path toward a competitive position

149
Q

What is Strategic Management?

A

includes the actions that leaders take to move their orgs toward those goals and create value for all stakeholders

150
Q

What are the benefits of Strategy?

A
  • consistent long-term goals
  • consistent decision making by leaders
  • better competitive and external vision (all orgs must be aware of competitive and external environment)
  • better internal vision (have better vision of resources the org can use)
151
Q

What are some mistakes orgs make during strategic planning and management? (6)

A
  • taking shortcuts
  • little follow-through
  • over-reliance on the comfort and familiar
  • insufficient commitment from management
  • insufficient involvement of the rest of the org
  • Inadequate communication
152
Q

What are the three levels of strategy?

A
  • Org strategy(future of org as a single unit and the long term goals)
  • Business unit strategy(how and where the org will focus)
  • Operational strategy(the way in which the org and business unit strategy are translated at each functional level)
153
Q

How do we measure strategic performance?

A

Effectiveness(accomplishments), Efficiency(exceeding investments), and Impact (making a difference)

154
Q

KPIs

A

Key performance indicators

155
Q

Tips for measuring performance

A
  • Don’t measure everything, just focus on performance that supports strategic goals
  • be mindful of all stakeholders
  • blend awareness of past, present, and future performance in creating objectives
  • reexamine what you’re measuring regularly
156
Q

Edward Freeman’s Stakeholder concept (*Hint- think of pigs and insects)

A 
Everything that makes up the org (PIGSCECTs)
Political group
Investors
Governments
Suppliers
Communities
Employees
Customers
Trade agreements
Shareholders, board of directors, senior management
157
Q

What is the life cycle concept?

A

Introduction>growth>maturity; > then either Renewal, no growth, or decline
on the horizontal axis is time, on the vertical axis is Revenue

158
Q

What are the Porters “Five forces” within industries?

A

Threat of substitution (similar product)
Threat of Entry (how easy is it to enter the industry?)
Bargaining power of suppliers (vulnerability to suppliers)
Bargaining power of buyers (vulnerability to customers)
Rivalry among existing competitors (all forces have ability to increase competition)

159
Q

What is Allocating resources?

A

aligning revenue and resources with strategic goals

160
Q

What are the four types of budgeting methods?

A

Zero based
Incremental (Line-item)
Formula
Activity based

161
Q

Business case

A

presentation to management that establishes specific problems that exist and proposing solutions

162
Q

What are 4 steps to create a business case?

A

-Statement of Need
-Recommended solution
-Risks and opportunities
-Estimated costs and time frame
(Walk through the example of when I tried to propose the Employee Recognition program)

163
Q

(BI) Business intelligence

A

application that allows analysts to retrieve timely, accurate, and complete data and transform that data into “actionable intelligence” used to make org decisions

164
Q

Balance Sheet

A

statement of org’s financial position
-Assets, Liabilities, and Equity
Assets=Liabilities+Equity OR Equity=Assets-Liabilities

165
Q

Income Statement

A

compares revenues, expenses, and profits

(known as P&L- Profits and losses statement OR “Bottom Line”) Revenue-Expenses=Net income

166
Q

Gross profit margin

A

Gross profit/ Net sales = Gross Profit Margin

167
Q

Net profit Margin

A

Net income/ Net sales= Net Profit Margin

168
Q

Cash flow statement, what are the three parts?

A

how money is flowing into and out of the organization

-Operations, Investing, Financing

169
Q

What is the Current ratio?

A

current assets/ current liabilities (liquidity ratio)

170
Q

What is the Debt to Asset ratio?

A

Total Liabilities/ Total Assets (leverage ratio)

171
Q

What is the Debt to Equity ratio?

A

Total debt/ Shareholder’s equity (leverage ratio)

172
Q

What is the Accounts receivable turnover ratio?

A

Net credit sales/ Average accounts receivable (activity ratio)

173
Q

What is Gross Margin ratio?

A

Total Sales- COGS(Cost of goods sold)/ Total sales (profitability ratio)

174
Q

What is EBITDA ratio?

A

Earnings before interest taxes, depreciation and amortization

Earning before interest taxes and depreciation/ Total sales
(Profitability ratio)

175
Q

What is Profit Margin ratio?

A

Total sales-total costs/ Total Sales (profitability ratio)

176
Q

What is (ROI) Return on Investment ratio?

A

Gain from investment- Cost of investment/ cost of investment (profitability ratio)

177
Q

What is Earnings per share ration?

A

Net income/ # of outstanding shares (profitability ratio) for equity holders

178
Q

What is Price to Earnings ratio?

A

Stock Price per share/ Earnings per share (Market value ratio)

179
Q

How can HR help with Financials?

A

come up with incentive plan for sales or inventory

180
Q

What are the McKinsey 7-S’s?

A

(must have seven elements aligned to achieve goals)

  • structure (way the work is divided)
  • strategy (plan to improve competitive position)
  • systems (procedures)
  • style (orientation of leaders and managers)
  • staff (way talent is managed and developed)
  • skills ( current competencies)
  • superordinate goals (org’s values)
181
Q

What is HR’s role in managing change?

A
  • identifying the impact on depts
  • assessing changes across the org
  • consulting with leaders
  • using stakeholder knowledge to negotiate solutions
  • tracking issues that arise, and following up on those
  • using communication skills to contact all affected ee of change initiative
  • measuring the effectiveness of the change initiative
182
Q

What is the J curve?

A 
when change is introduced there is typically a decline in performance and then a slow return to previous levels
vertical axis (performance) horizontal axis (Time)
183
Q

What is the Managing the Change Spectrum?

A

People are somewhere in between:
Resistant(20-30%)<>Neutral(40-60%)<>Welcoming(20-30%)
Eventually people shift from resistance>Neutral>Maintaining new status quo

184
Q

Why are people resistant to change?

A

fear of unknown, comfort in status quo

185
Q

Why are people welcoming to change?

A

perceived benefits, increased challenge

186
Q

What makes change in an organization possible?

A
  • when there is a shared purpose
  • Reinforcement systems (management, encouragement)
  • skills required for change
  • consistant role models
187
Q

What is Lewin’s Model of the change process?(*hint 3 steps) the “what”

A

(3 steps) Unfreezing- unfreeze the current state, in this stage you get people used to the change and work to reduce the factors against the change
Moving- move towards the new state, gaining acceptance of change
Refreezing- once this change is made and accepted make it the new regular for the org

188
Q

What is Kotter’s techniques for the “how” to manage change? (*hint 8 steps Under Steve’s Chin/Over Emily’s Shorts/ Something Interesting)

A

USC/OES/SI
In the Unfreeze stage: USC
Urgency, Strong guiding team, Clear vision
In the Moving stage: OES
Over-communicate, Empower action, Short-term success
In the Refreezing stage: SI
Sustain progress, Institutionalize

189
Q

What do HR professionals need to do to have competency in critical evaluations?

A
  • Skills to gather quality information and resources
  • Tools and knowledge to analyze info
  • Techniques for communicating info and making recommendations
190
Q

What are advantages and disadvantages to using Interviews? (HR data source)

A

Advantages: more confidential environment, discussion can lead to further questioning
Disadvantages: Time consuming, Requires Strong-relationship building skills, and carefulness to watch out for Bias

191
Q

What are the advantages and disadvantages to using focus groups? (HR data source)

A

(usually 6-12 people)
Advantages: gives EE chance for direct input, group brainstorming, comfortable environment, gives HR a better idea of needs, attitudes, and opinions of ee
Disadvantages: some people can get “group think” and confirm and don’t actually give you their opinion, difficult to control, not deep discussions

192
Q

What are the advantages and disadvantages to using surveys and questionnaires? (HR data source)

A

Advantages: efficient way to gather a large amount of data, easier to quantify data
Disadvantages: anonymous, interpretation could be bias, requires time and statistical expertise to analyze

193
Q

What are the advantages and disadvantages to using observation? (HR data source)

A

Advantages: seeing data first-hand can be helpful for memory, is not time consuming for subjects
Disadvantages: if subjects see observer the data becomes less reliable, carefulness to remove personal bias, pay attention to behaviors

194
Q

What are the advantages and disadvantages to using Existing Data? (HR data source)

A

Advantages: Eliminates bias, effects of observation, Data can be very rich and multi-perspective
Disadvantages: can be outdated, requires experience and cleverness to extract key data

195
Q

What are the statistical principles?

A

reliability and validity, statistical sampling, measurement bias
-built on reason and evidence

196
Q

What is validity?

A

ability of an instrument to measure the relevance

197
Q

What is reliability?

A

ability of a data-gathering instrument or tool to provide results that are consistant

198
Q

What is statistical sampling?

A

used when the population to be analyzed is very large or when data cannot be obtained from entire population (the sample is the representative)

199
Q

What is Measurement Bias?

A

Bias occurs when people consciously or unconsciously evaluate data in an irrational manner

200
Q

What challenges remain in Survey’s and questionnaires?

A

obtaining a valid sample, designing the survey with analysis in mind (using a Likert scale 1-5), asking the right questions

201
Q

What is the Delphi Technique?

A

kinda like a anonymous suggestion box, keep going through each idea then send back to participants to comment on Strengths and weaknesses, and see if any new ideas come back until participants can not think of anything new

  • usually done via email
  • benefit is this eliminates “group think”
202
Q

What is Mind mapping?

A

affinity diagramming

  • group members add related ideas and logical connections, grouping similar ideas
  • sorting a large amount of data that has already been collected
203
Q

What is nominal group technique (NGT)?

A

going through rounds in which participants suggest ideas, rounds continue until no more ideas

204
Q

Stereotyping

A

(applying to a specific situation) generalized opinions about how people of a given gender, race, religion, age, education level, job type, or national origin look, think, act, feel or respond

205
Q

Inconsistency

A

varying a data-gathering approach or tool so that data is selective rather than representative

206
Q

First-Impression error

A

Allowing a first positive or negative opinion to cloud subsequent evaluation

207
Q

Negative Emphasis

A

Weighting a small negative reaction (for example, dress) more than it objectively merits (worthiness)

208
Q

Halo/horn effect

A

allowing one highly valued point to overshadow all the other information, either positively (the halo effect) or negatively (the horn effect)
-this is more skills related, something thats important to the job

209
Q

Nonverbal bias

A

Placing undue emphasis on unrelated nonverbal cues (ex someone is tapping their fingers- comes across as nervousness oh they must be lying!)

210
Q

Contrast effect

A

Tendency to enhance or diminish the strength or credibility of a statement or person based on one’s impression of a preceding statement or person (First presenter was so strong, the person who follows them must be the same or better)

211
Q

Similar-to-me error

A

Judging based on shared (or not shared) personal characteristics

212
Q

Cultural noise

A

failure to recognize that an individual is providing answers that the interviewer wants to hear

213
Q

What is a frequency distribution table? (Data measurement tools)

A

listing of grouped data from lowest to highest

214
Q

What is the mean?

A

the average score or value

215
Q

What is the unweighted average?

A

RAW average, gives equal weight to all values

216
Q

What is the weighted average?

A

(weighted mean), adds factors to reflect the importance of different values

217
Q

What is the median?

A

This is the 50th percentile, the middle number in a range of values

218
Q

What is the mode?

A

The most frequently occurring value

219
Q

What is Quartiles and Percentiles?

A

how groups of data relate to each other

220
Q

What is Variance analysis?

A

degree of differences between planned and actual performance

221
Q

What is ratio analysis?

A

using relationships between data in financial statements to measure the financial health of org (think of wellness screenings) this shows a point in time

222
Q

What is a trend analysis?

A

examines data from different points in history to determine if a variance is an isolated event or if it is part of a longer trend -establishes direction and degree of change over time

223
Q

What is regression analysis?

A

statistical method used to determine whether a relationship exists between variables, is there a correlation or not
(scatter plot)

224
Q

What is Root-cause analysis?

A

starts with a result then works backwards

225
Q

Scenario analysis OR What-if analysis

A

to test the possible effects of altering the details of a strategy to see if the likely outcome can be improved

226
Q

Pie-chart

A

slices of a circle, to present a high level impression of data

227
Q

Histogram

A

data sorted in groups graphically, sort and support data for rapid comparison

228
Q

Trend diagram

A

plots data points on two axes, (H axis usually time, V axis usually volume) used to test for cycles or trends

229
Q

Pareto Chart

A

80% of effects come from 20% of causes, cumulative % line plots the category contributions to the whole

230
Q

Scatter Diagram

A

plots data points against two variables
-to test possible causal relationships
from upper left to bottom right- negative correlation
from lower left to upper right-positive correlation
(regression)

SHRM (4 decks)

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