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Hr Competencies Flashcards

1
Q

HR constituencies

A

Across organizational areas
Internal and external stakeholders
Entire workforce
From senior management to new hires

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2
Q

Behavioral competencies

A 
Leadership and navigation
Business acumen 
Ethical practice
Relationship management
Consultation
Critical thinking
Global and cultural effectiveness
Communication
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3
Q

HR role

A

Align HR and business strategy goals and objectives

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4
Q

Leadership and navigation

A

HR role-

Act as a change agent to support the organizational strategy

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5
Q

Managers and leaders

A

Managers- plan, control resources, organize and direct

Leaders- support innovation and change, develop and coach , modeling values, maintains functional expertise.

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6
Q

Practices for successful leaders

Kouzes and Posner

A 
Challenging process
Inspire a shared vision
Enables others to act
Models the way
Encourage from the heart
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7
Q

Competencies

A

Combined knowledge skills abilities and other characteristics we need to succeed in our profession

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8
Q

Leaders inner team

A

Analytical thinker- applies fact and logic
Emotional lover- cultivates empathy
Practical warrior- takes action
Inspirational dreamer- generates a path forward

As a leader you have to know when to switch

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9
Q

Influencing others

A 
Reasoning
Emotion
Shared visions and values
Existing ties
Reciprocity
Trading 
All influence colleagues HR team members

You use existing ties / relationships

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10
Q

Authentic leadership

A

Self aware
Grounded
Transformative

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11
Q

Leadership Theory

Trait or great man

A 
19th century they studied men returning from war and noticed fear they had similar traits -
Adaptability
Desire to influence others
Desire to assume responsibilities
Energy
Persuasiveness
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12
Q

LT- mc Gregory’s X and Y

A

X- people dislike work and will try to avoid it

Y- work is neutrally active and people can enjoy it.

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13
Q

LT- Blake mouton theory

A

Concern for people against concern for productivity (task)

High cfp low task- country club manager
Low cfp low task - impoverished manager
Low cfp and high task - authoritarian manager
High cfp and high task - team leader
Middle cfp and task - middle of the road manager

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14
Q

Lt- Hersey Blanchard theory

Always comes

A

Relationship behavior vs task behavior

Low task behavior and low relationship behavior - delegating
High task b and low relationship b- telling
High relationship b and low task b- participating
High relationship b and high task b - selling

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15
Q

LT- fielders contingency model

A

Favorableness of leadership environment is determined by:
Leaders member relationships
Task structure
Position power

—– leaders should change the factors instead of change their style

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16
Q

LT-action centered leadership

John deer

A

Structure
Support
Coordinate

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17
Q

Solo leaders vs team leaders

A 
Solo- interfere in everything
Expects team to conform to his/her standard
Admires a yes man
Directs team activities
Sets objectives
Team (transformational) leader
Delegates team roles to others
Recognizes the value of diversity in the team
Encourages constructive disagreements 
Not threatened by team members abilities
Develops team growth
Creates vision on which others acts
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18
Q

Universal characteristics of leadership

A 
Trustworthy
Honest
Plans ahead
Foresight
Positive
Dynamic
Motivates
Team builder
Dependable 
Intelligent 
Win win problem solver
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19
Q

Ethical practice

A

Ability to integrate core values integrity and accountability throughout all organizational and business practices

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20
Q

Leaders inner team

A

Analytical thinker- applies fact and logic
Emotional lover- cultivates empathy
Practical warrior- takes action
Inspirational dreamer- generates a path forward

As a leader you have to know when to switch

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21
Q

Influencing others

A 
Reasoning
Emotion
Shared visions and values
Existing ties
Reciprocity
Trading 
All influence colleagues HR team members

You use existing ties / relationships

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22
Q

Authentic leadership

A

Self aware
Grounded
Transformative

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23
Q

Leadership Theory

Trait or great man

A 
19th century they studied men returning from war and noticed fear they had similar traits -
Adaptability
Desire to influence others
Desire to assume responsibilities
Energy
Persuasiveness
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24
Q

LT- mc Gregory’s X and Y

A

X- people dislike work and will try to avoid it

Y- work is neutrally active and people can enjoy it.

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25
Q

LT- Blake mouton theory

A

Concern for people against concern for productivity (task)

High cfp low task- country club manager
Low cfp low task - impoverished manager
Low cfp and high task - authoritarian manager
High cfp and high task - team leader
Middle cfp and task - middle of the road manager

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26
Q

Lt- Hersey Blanchard theory

Always

A

Relationship behavior vs task behavior

No ideal leader type but that leadership style should be matched to the maturity of the employees

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27
Q

Leaders inner team

A

Analytical thinker- applies fact and logic
Emotional lover- cultivates empathy
Practical warrior- takes action
Inspirational dreamer- generates a path forward

As a leader you have to know when to switch

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28
Q

Influencing others

A 
Reasoning
Emotion
Shared visions and values
Existing ties
Reciprocity
Trading 
All influence colleagues HR team members

You use existing ties / relationships

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29
Q

Authentic leadership

A

Self aware
Grounded
Transformative

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30
Q

Leadership Theory

Trait or great man

A 
19th century they studied men returning from war and noticed fear they had similar traits -
Adaptability
Desire to influence others
Desire to assume responsibilities
Energy
Persuasiveness
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31
Q

LT- mc Gregory’s X and Y

A

X- people dislike work and will try to avoid it

Y- work is neutrally active and people can enjoy it.

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32
Q

LT- Blake mouton theory

A

Concern for people against concern for productivity (task)

High cfp low task- country club manager
Low cfp low task - impoverished manager
Low cfp and high task - authoritarian manager
High cfp and high task - team leader
Middle cfp and task - middle of the road manager

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33
Q

Ethical practice

A

Ability to integrate values integrity and accountability throughout all organizational and business practices

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34
Q

Ethical behavior

A 
Recognize ethical situations as they arise.
Establish the facts.
Evaluate ethics of alternatives.
Apply relevant code of ethics
Consult with others
Make a decision own it and learn from it
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35
Q

Ethical universalism

A

Fundamental practices apply across all cultures without regard to local ethical norms.

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36
Q

Cultural Relativism

A

Ethical behavior is determined by local culture laws and business practices

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37
Q

Business Acumen

A

Ability to understand and apply information to contribute to organization organization’s strategic plan

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38
Q

Value

A

Value refers to organization success in meeting their strategic goals.

Both profit and non profit must produce value.

Value therefore can vary by organization.

It will influence an organization’s mission.

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39
Q

Value Chain

A

Process used to create value is the value chain.

R&D/ operations/ marketing & distribution/ xxx- customer

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40
Q

Understand value chain

A

What’s central to the mission and are core activities.
Where are costs and value created
What are the more profitable activities?
What activities can be outsourced for a lower cost.
How tight should the relationship with external partners be?
Who has a stake in the value chain?

41
Q

Stakeholder Concept

A

The various bodies, groups, or individuals affected by and affecting an organizations operations.

Affects organizations
Government
Political groups
Employees
Suppliers
Communities
Trade associates
Customers
42
Q

To understand stake holders

A

How does yr stakeholder define value?
How are competing stakeholder interests prioritized?
How do we open communication with all stakeholders to understand their needs?
How do we manage their expectations?

43
Q

Life cycle

A

Introduction - may offer higher salaries to attract talent
Growth- may look at adding only specific talents
Maturity- may retook at value creation.
Decline- may look to outsource or reduce staff.

44
Q

Porters five forces

A

Rivalry amongst competitors affected / influenced by:

1- bargaining power of buyers.
2-threat of substitutes
3-threat of new entry
4- bargaining power of suppliers

45
Q

What is strategy?

A

Strategic planning- deliberate logical fact based

Strategic management- emergent , adaptive, flexible.

= strategy plan of option for accomplishing long term goals.

Benefits of strategy- consistent long term goals.

  • better use of resources.
  • consistent decision making.
  • better internal and external vision.
46
Q

Mistakes to avoid with strategies.

A 
Taking short cuts
Not following through
Relying on the familiar
Not enough management support
Poor communication of what strategy means to the organization and employees
47
Q

Levels of stalemate go

A

Organization
Business unit
Function

SP is repeated at each level in the organization.
BU & F are closely aligned with the organizational strategy to better support its implementation

48
Q

Measuring performance (strategy)

A

Effectiveness
Efficiency
Impact

49
Q

K.I.P

A

Quantifiable measures of performance used to gauge progress towards strategic objectives or agreed standards.

Focus on what’s important
Consider future not just now
What does stake holders value

50
Q

Relationship management

A

Ability to manage interactions to provide service and to support the organization

51
Q

Building trust

A 
Truthfulness
Common values
Predictability
Concern
Aligned interests
Competence
Communication
52
Q

Emotional intelligence

A

Perceive emotion
Use emotion to think
Understand emotion
Regulate emotion

53
Q

Stages of team development

A

Forming
Storming
Norming
Performing

Leaders role-

  • provide vision- forming
  • enforce ground rules- storming
  • facilitate communication and decision making- morning
  • monitor, evaluate improve and celebrate- performing.
54
Q

Group roles

A

Social
Task
Dysfunctional

Need both social no task.

Dysfunctional roles weaken the group and should be quickly corrected.

55
Q

Managing conflict

A

Passive -
Accommodative
Assert
Avoid

Win/win-
Collaborate
Compromise

56
Q

Approaches to negotiation

A

Soft- relationship worth more that the issue at hand
Hard- winning is more important that the relationship
Principled- focus is on issues finding common interest and achieving mutual gain

57
Q

Negotiation process

A 
Prepare
Build relationship
Exchange information
Persuade
Concede and agree
58
Q

Consultation

A

Ability to provide guidance to organization stakeholders

59
Q

HR role in managing change

A

Identify impact
Assess ripple effect
Consult with leadership about ways to support acceptance
Involve stakeholders in solutions
Communicate quickly and often
Measure effectiveness in implementing the change

60
Q

J curve

A

Nature of change

Performance against time

61
Q

Managing change

A

Resistance 20-30%
Shift by showing empathy , communication, support.
Neutral 40-60%
Shift by selling benefits, opportunities for improvement.
Welcoming 20-40%
Maintaining course by recognition, delegation and support

62
Q

What makes change possible

A

Shared purpose
Reinforcement systems
Skills required for change
Consistent role models

63
Q

Lowing change model

A

Unfreezing
Move
Freeze

64
Q

Change management model

A

Unfreeze- assemble a strong guiding team
Provide a clear vision.
Moving- over communicate, empower action, ensure short time successes.
Refreshing- consolidate, institutionalize.

65
Q

System solution

A

Organization solutions must be designed for systems a collection of interrelated parts whose interconnections must be understood and reflected in the solution

66
Q

Critical evaluation

A

Ability to interpret information to make business decisions and recommendations

67
Q

Business intelligence

A

Ability to gather and analyze data from inside and outside the org to support decision making

Understand the story behind the data
See the patterns
Follow the causes
Show the Dara’s significance

68
Q

Evaluating data source

A

Consider quality of data source.

Authority
Evidence of bias
Sources cited
Facts relevant to use
Current data
Sound logic
69
Q

Reliability and validity

Always comes

A

Reliability- ability of an instrument to provide consistent results.

Validity- ability of an instrument to measure the intended attributes.

70
Q

Sampling

A

Must be represent the population being measured.

Must be sufficiently large to include possible variations

71
Q

Measuring bias

A

Analysts evaluate data in an irrational manner!

Stereotyping 
Inconsistency
First impression error
Negative emphasis
Halo/ Horn effect
Nonverbal bias
Contrast effect
Similar to me error
Cultural noise
72
Q

Frequency analysis tools

A

Used to sort numerical data to reveal patters

73
Q

Measures of central tendency

A

Unweighted average gives equal weight to all data values.

Weighted average adds factors to reflect the importance of different values

74
Q

Median and mode

A

Median in the middle number

Mode most frequent occurrence

75
Q

Data analysis methods

A

Regression analysis - identify relationship between variables and their strength.

Trend analysis- identify change in a variable over time.

Root cause analysis- identify possible causes for an event/ condition

76
Q

Graphic analysis tools

Always comes

A

Pie chart compares data distribution as part of a whole.
Shows high level information about the composition of a group

Histogram- sorts data into groups and shows relative sizes as bars of diff lengths.
Supports rapid comparison

Pareto chart- sorts data groups and then superimposes a line showing % of each group.
Visualizes the 80/20 principal (80% problem 20% cause)

Scatter diagram
Plots data points against variables.
Tight clusters indicates strong relationships.
Direction of the line indicates positive and negative variables.

Trend diagram
Plots data points of a defined variable over time.
Line shows direction of movement

77
Q

Global and cultural effectiveness

A

Ability to value and consider the perspectives and backgrounds of all parties in global business

78
Q

Features of global mindset

A

Seeking a broader picture.
Accepting contradictions
Trusting systems procedures and norms rather than structure
Viewing change as an opportunity
Welcoming new ideas and opportunities to learn
Behaving inclusively rather than exclusively

79
Q

Global mindset in action

A

Learning
Traditional - trained against surprises / Global mindset - open to what is new

Judgement
Traditional- predictable / Global- change as opportunity

Knowledge
Traditional- functional expertise / broad and multiple perspective

80
Q

Benefits of global mindset

A

Global strategy

-Better decisions about global standardization and local adaptiveness

Workforce and individuals skill sets

  • adaptability
  • ability to deal with complexity and conflict
  • commitment to continuous improve

Culture and its employees

-acceptance of diversity and multicultural terms

81
Q

Culture

A

Set of beliefs attitudes values and behaviors shared by members of a large group.

National culture
👇🏽
Subcultures (region/ tribe)

Organizational or corporate cultures

Industry cultures

Professional or functional cultures

82
Q

Layers of cultures

Know plz

A

Implicit (inner) basic assumptions

Norms and values (middle)

Explicit (outer) artifacts and products

83
Q

Addddddd org culture square

A

From text book

84
Q

Typical world legal system

Always comes

A

Civil law- most relevant form of law in the world
Based on written codes approved by legislation.

Common law- evolves over time.forms basis of legal systems in the UK and former colonies. Evolves over time. Based on judicial decisions.

Religious law- can influence HR policies and practices. Implementation may be highly variable from nation to nation.

85
Q

Rule of law

Know

A

No individual is above the law

Authority is exercised only in accordance with the written and public ally disclosed law

Laws are enforced through due process procedures

Government is thereby restrained from a using power

86
Q

Jurisdiction

A

Right of a legal body to exert authority over a territory subject matter or persons or institutions

87
Q

Levels of law

A

Top- within a nation
National law
Sub national laws

Base- between or among nations
Extraterritorial
Regional/ supranational
International

88
Q

Communication

A

Ability to effectively exchange information with stakeholders

89
Q

Impactful communication

A

Takes audience needs and perspectives into account

Impels action

Reframed the message by connecting the facts

Is self-aware , aware of the impact of the communications delivery (emotional intelligence)

90
Q

Understanding Audience

A

Who should receive info
What do they need to know
How will they react
How can I persuade them

91
Q

Constructing the message

A

What is the objective- what do I want the autodidact to feel.
What benefits can be created as a result of this communication.
What are the key points and what order makes logical sense.
What evidence will convince them

92
Q

Mastering delivery

A

How may it occur in person or writing?

How might timing affect the communication?

Where will it happen

Who will be involved
What support is needed

How will feedback be obtained

93
Q

Being an impactful communicator

A

How can I create credibility ?

  • accuracy and consistency
  • reliability and creativity
  • courage and integrity
  • relaxed and comfortable

How do I invite engagement?

  • posture and movement
  • gesture
  • eye contact
  • vocal qualities
94
Q

LT- fielders theory

A

Group performance depends upon appropriateness of task oriented or relationship oriented leadership style.

Leader members relationship- degree of confidence trust and respect that followers have in their leaders.

Task structure- refers to the extent to which followers tasks are well defined.

95
Q

Talent acquisition and retention

ELC

A

Employee life cycle

Recruiting and selection
On boarding and orientation 
Training and development
Performance management
Transitioning
96
Q

Pest challenge- T&A

A

Political- gov & regulatory barriers to hiring.
Eg restriction on immigration and work visas

Economical - macro and microeconomic forces
Eg cherry picking ‘competing among employers for skilled workers’
Industry/ business/ product life cycle may require specific skill sets.

Social - trends
Eg brain drain
Lack of skilled labor
Demographics

Technological - effects of changes in technology and its availability
Eg social media, mobile communication and work devices.

97
Q

Staffing - T&A

A

Attempt to provide an adequate supply is qualified individuals to complete the body of work necessary for the organization’s financial success.

Anticipating organizational staffing needs and balances those needs with actual talent supply.

98
Q

Effect of growth strategy- T&A

A 
Type 
Merger/ acquisition 
Implication 
New resources for talent 
Retention of talent during process

Type
Joint venture
Implication
Contributions of how much and what type of talent from each partner

Type 
Greenfield operations
Implication 
All new staff 
Effects of local laws and labor markets

Type
Strategic alliance
Implication
Staffing requirements if new venture is formed

99
Q

Global talent acquisition

Always comes in exams

A

Ethnocentric
Home country staffing policies are replicated in host country
Eg- Walmart

Geocentric
Global policies are developed abased in organizational impact and needs
Eg- GE

Polycentric
Policies are unique to each country
Eg- Nissan

Regiocentric
Policies are developed and coordinated within regions
Eg- Nafta

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