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SS T3 > HRM > Flashcards

HRM Flashcards

1
Q

Digital Transformation (Video)

+ Industry Examples

Digital Transformatin

A

Digital transformation is the process by which companies/organizations/institutions go from being analog and happening in the ‘real world’ to being not only adapted for but optimized and designed for the digital and online world.

Examples:

  • Axel Springer: Today 70% of revenues are made by digital products and services (Before zero)
  • BMW/Tesla: High one-to-one relationship due to interactive software that is built into the cars (e.g. via updates)
  • Telecommunications: Today also entertainment

-> Overall digital transformation adds value for the customer

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2
Q

Digital Transformation - changing work atmosphere and attitudes

Digital Tranformation

A

Areas that are changing:
- Talent
- Work with, not for
- Teamwork
- Cooperation
- Diverse workforce
- Empathy
- Work-Life-balance

Technology
- Digital
- Artificial Intelligence

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3
Q

What does digital really mean/

Examples and Areas of digitality

Three different possibilities to create new value

Digital Transformation

A
  1. Creating Value at new frontiers

Examples:

  • Uber. Airbnb-> don’t own cars, or apartments but adds value through a shared economy, due to technology -> they own an application
  1. Creating Value at core business
  • Due to tehnology and higher interaction companies are able to gain a deeper undertsanding of their customers and hence they can built better products
  1. Building foundational capabilities
  • Employees need to undestand digital tools in order to benefit from them, human factor + digital products
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4
Q

Global Trends affecting the way work is done

Technology
Globalization
Carbon resources
Demographic Challenges
Social Trends

Future of Work

A

1.Accelarting Technology
* Cloud Technology
* AI (allows work to be done vertically, e.g. self driven cars, SIRI, ALEXA)
-> prone to lead to increased productivitiy and to substitute human tasks

2.Accelerating Globalization
* Emerging Markets
-> Global Partnerships

3.Accelerating Carbon Resources
* Sustainability (Global Warming)
* Adoption energy effiecient ways of working
* Environmental records
-> energy effiecient building, environmental footptint becomes also relevant for employees

4.Accelarting Demographic Challenges
* Ageing in specific regions
* Generation Y - positions of authority
-> Gen Y values work-life balance strongly

5.Accelerating Social Trends
* Urbanization of the population
* ‘Balanced man’ (felxibility is values for women and man)
-> People live in poor suburbs

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5
Q

What is the impact the four trends in the future of work have on companies?

Future of work

A

1.Leadership
* shaping values and behaviors, transparent, authentic

2.Company Structure
* project teams, matrix, joint ventures, virtual teams

3.Culture
* Focus on collabiration, sustainability, cross-business, networks, relationships with partners, consumers and entrepreneurs

4.Acquisition of specific skills
* Analytics, building networks, working in virtual teams

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6
Q

What impact have new trends in the workplace on the Managment of People/HRM?

Future of Work

A
  • Work collaboration across boundaries
  • Toilerance of failure
  • Skill development (network creation, data analysis, customization of processes, building, monitoring virtual teams)
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7
Q

Agile HR

Future of Work

A
  • Working easy moving and flexible
  • mindset and culture at core
    s. next card
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8
Q

Agile HR Principles

Future of Work

A

1.Psychological Safety (everyone dares to be themself)
2.Purpose (create an actual value to customer or user)
3.Value creating activity (no policy and documentation trap)
4.Probe, sense and respond (finding humble solutions by exploring and learning out of it)

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9
Q

Agile HR Def

Future of Work

A

People and interactions over processes and tools, without eliminating the required regulations and the structures and policies that enhance culture within the firm.
Probe, sense and respond to the complex and changing environment.

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10
Q

Three most important things about HR

Intro HR

A
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11
Q

Human Ressource Management

Intro HR

A

Guarantee the entry of high-quality individuals; Develop them;
Retain them,

Through:
Recruitment and Selection Appraisal, Training and Development, Management of Rewards

That is:
Choose the best resources and make the best use of these resources.

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12
Q

How to attract Talent (EVP)

Intro HR

A

Employee value proposition
1. Company culture
2. Type of Jobs offered
3. Type of Compensation

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13
Q

Different employee segments need different value propositions

Intro HR

A

Examples:

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14
Q

Process for attracting talent

Intro HR

A
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15
Q

HR Planning

Intro HR

A

Eliminate gaps between supply and demand

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16
Q

Job Analysis

Intro HR

A

Process to obtain detailed information about the job.
Information about the process of the job and the individual requirements for performance of that job.

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17
Q

Difference between Job Description and Job Specification

Intro HR

A
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18
Q

Recruitment

Intro HR

A
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19
Q

Examples of recruitment channels

Intro HR

A
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20
Q

Examples of recruitment channels

Intro HR

A
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21
Q

Examples of recruitment channels

Intro HR

A
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22
Q

Selection Process Stages

Intro HR

A
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23
Q

Difference Selection Criteria and selection methods

Intro HR

A
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24
Q

Ways to manage Performance

Intro HR

A
  • Performance Appraisal
  • Training anf Development
  • Compensation
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25
Q

Performance Appraisal:
Objectives

Intro HR

A
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26
Q

Appraisal Criteria

Intro HR

A
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27
Q

Appraisal Instruments

Intro HR

A
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28
Q

Reasons for Traning and Development

Intro HR

A
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29
Q

Career Management

Intro HR

A
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30
Q

(Reasons for) Compensation

Intro HR

A
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31
Q

Equity

Intro HR

A
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32
Q

Mission of HRM

Intro HR

A
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33
Q

Peter Principle

Intro HR

A

→ The Peter Principle is an observation that the tendency in most organizational hierarchies, such as that of a corporation, is for every employee to rise in the hierarchy through promotion until they reach a level of respective incompetence.

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34
Q

Goals of Selection

Employee Selection

A
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35
Q

Fit/Match

A
  • Selection Criteria
  • Selection Methods
  • Decision Making Strategy
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36
Q

Methods

Employee Selection

A
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37
Q

Digital Interviews (Example: Wade and Wendy)

Employee Selection

A
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38
Q

What IBM Watson can do (Example for AI in HR)

Employee Selection

A
  • Accelerate talent decisions (Uses workforse analytics to get fact-based answers)
  • Uncover hidden patterns (providing deeper insights by discovering hidden patterns and relationships in talent data)
  • Influence decisions (Leverage built-in cognitive capabilities to make better organizational decisions based on talent data)
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39
Q

Gamification

Employee Selection

A
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40
Q

How does Cybervetting work, Method, Research Questions

Cybervetting

A
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41
Q

What is cybervetting? And why is it common in HR?

Cybervetting

A
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42
Q

When and how do companies use cybervetting?

Cybervetting

A
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43
Q

Cybervetting Pros

Cybervetting

A
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44
Q

Problems with Cybervetting

Cybervetting

A

Security Reasons, some applicants have private accounts and prefer to not show all their data (some companies are therefore trying to get informations elsewhere e.g. by APIs, GNIP or Datasift who analyze data.
BUT: More than half of participants are not comfortable with companies analyzing their private information
* Further problem is discrimination
* Hence ethics needs to be included in the hiring process -> more transparency

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45
Q

Key aspects about face-to-face and digital recruitment processes

A
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46
Q

Goal of Gamification

Employee Selection

A
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47
Q

Training def (Talent Development)

Talent Development

A

Training – focused on current performance, short-term improvements;
* Needs analysis;
* Implementation;
* Evaluation.

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48
Q

Development def

Talent Development

A

Development – focused on competencies, strategic talent needs, longer-term skills and attitudes;
* Defining relevant competencies;
* Development policies.

49
Q

Reskilling vs. Upskilling

Talent Development

A

Reskilling (learning sth. new)
Upskilling (Broad-based digital training in essential skills
* Focused upskilling rooted in changing work - e.g. after the Covid-19 pandemic
* Leadership development - e.g. for more agile processes)

50
Q

Trends in the near future in Training and Development

Talent Development

A
  1. Increase inpersonalized learning
  2. The tech industry will take the lead in training
  3. Tech upskilling will reduce displacement
  4. Continuous professional learning will outpace one-off training
  5. Gamification
  6. Power/Behavioural skills will be critical
  7. Training as an employee benefit
51
Q

Future of learning

Talent Development

A

Just enough / just-in-time / just for me
Speed, Flexibility, and Innovation
1. Technology-supported learning
2. Technological and data analytics competences
3. Team-based learning
4. Bringing customers and providers together
5. Investment in the whole team, even the freelancer, part-time, and contract workers,…
6. Development-motivated learning, particularly for Millennials and Gen. Z. Development support is more important than other benefits

52
Q

Development of Competencies, Challenges and Conditions for Success

Talent Development

A

1.Challenge:
* Being appointed to projects
* Job rotation - mobility
* Higher responsibilities
* International exchange

2.Create conditions for success
*Coaching (formal or informal) Training
*Goal clarification

3.Emotional toughness
* Learning from errors
* emotional shield, becoming tougher and more resilient

53
Q

The Icarus Syndrome

Talent Development

A

The saying “don’t fly too close to the sun” is a reference to Icarus’ recklessness and defiance of limitations. In organisations, the Icarus syndrome characterises leaders who initiate overly ambitious projects that come to naught, causing harm to themselves and others in the process

54
Q

Ethical Marginality

Talent Development

A
55
Q

How to ensure a company with High-Fliers, motivated and creative people

A
56
Q

Guidelines for e-recruitment

A
57
Q

EVP, Employer Brand, Employer Branding

A
58
Q

Components of EVP

A
59
Q

Evolution of e-Recruitment

A
60
Q

Challenges of AI Recruitment

A
61
Q

Other Recruitment sources

A

Social recruiting is a proactive process for
job seekers and recruiters to search, converse, share, engage, and refer each other using social media, web-based and mobile platforms.
Good for online realistic job previews!
Social networking platforms:
LinkedIn, Xing, Facebook, Twitter, Google Profile, Flickr, WeChat…
* Other Resources: Employee Referral

62
Q

Diversity enhancing factors

A

Globalization + Technological Development + Demographic Changes

63
Q

Diversity Def.

A
64
Q

Difficulties in managing and defining Diversity

A
  • People belong to different identities and move in and out of different groups
65
Q

What are the benefits of diversity?

A

Talent recruiting
customer orientation
employee satisfaction
Better decision making and innovation

66
Q

Definition of motive(s) behind diversity

A
67
Q

Def Generations

A
68
Q

Gen Y

A
69
Q

Gen X (definitions may vary)

A
70
Q

Baby Boomers

A

(1946-1964)

71
Q

Age discrimination
*intergroup contact

A
72
Q

Gender - Women

A

*70% oft the people living in poverty are women
*Women’s participation in the job market follows an M-Shaped curve (due to returning to work after having children)

73
Q

Gender Pay Gap

A
74
Q

Weight and Payment differences between men and women

A
75
Q

Ethnicity def.

A
76
Q

Example of Discrimination in recruiting

A
77
Q

Diversity Training

A
  • Work-life balance/ family-friendly policies
  • Creating a culture of inclusiveness
  • Preventing harassment and bullying
78
Q

Performance Management

A

Consists of Appraisal
Development
Compensation

79
Q

What is performance management and why is it so challenging

A
  • “Performance Management is hugely challenging. I think of it as being a really powerful tool … to my mind it’s the lynchpin, the missing link that can transform the vision and mission statement into action – if it’s done well.
  • If it’s done badly – and so many are – it’s like any power tool and can rip off legs and arms and mangle bodies”
    Melanie O’Connor, WorkplaceInfo consultant
80
Q

Performance Appraisal

A
  • Criteria
  • Methods
  • Evaluatos
  • Review and Feedback
81
Q

Traditional vs. Current Performance Appraisals

A
82
Q

10 Attributes of great managers(Google)

A
  • Good coaches
  • Delegate
  • Create inclusiveness in team, concerned with success and well-being of team members
  • Productive and results-oriented
  • Good communicators – listen and share information
  • Support career development and discuss performance
  • Clear team strategy
  • Technically competent to provide team orientation
  • Collaborate with other Google departments
  • Good decision-makers
83
Q

Some practice example for good performance appraisal

A

GE’s Approach

84
Q

Another way for performance appraisal

A
85
Q

What is employee engagement?

A
86
Q

Employee engagement def. nach (Schaufeli and Bakker)

A

Persistent and positive affective-motivational state of fulfillment in employees (Schaufeli & Bakker, 2014), characterized by:

Vigor - high levels of energy and mental resilience while working, willingness to invest effort in one’s work, ability to not be easily fatigued, and persistence in face of difficulties.
Dedication - strong involvement in one’s work, with feelings of enthusiasm and significance, and a sense of pride and challenge at work.
Absorption - state in which individuals are fully concentrated on and happily engrossed in their work, whereby time passes quickly and they have difficulties in detaching themselves from work.

87
Q

Engagement is more than job involvement

A
88
Q

Antecedents (Prerequirements) of Work Engagement
1. Job Resources

A
89
Q

Antecedents (Prerequirements) of Work Engagement
2. Personal Resources: positive self-evaluations

A
  • Self-efficacy -> the awareness that you can overcome a challenge if you put into the required efforts
  • Hope -> find alternatives for the desired outcome of traditional ways have been blocked
  • Optimism -> failures are only temporarily
  • self-esteem -> employee is valued
  • Emotional intelligence
90
Q

Antecedents (Prerequirements) of Work Engagement
3. Organizational environment: HR practices

A
91
Q

Difference between Employee Satisfaction and Engagement

A
92
Q

Some Facts about employee engagement

A

Engagement employees
are 480% more committed to helping the company to succeed.
370% more likely to recommend their company as an employer
250% more likely to recommend improvements

On the other hand:
* Less engaged employees are four times more likely to leave the company
* Disengaged managers are three times more likely to have disengaged employees
* Bad managers are creating active disengagement costing the U.S. 450 Billion annually
* 35% of employees would forgo a pay rise to see their supervisor fired
* 7 out of 10 are (actively) disengaged
* 75% of employees say that their boss is the worst and most stressful part of their jobs.

93
Q

Ways leaders built trust

A
  1. Care about employees
  2. Have integrity
  3. Demonstrate Competence

(and empathy)

94
Q

Main outcomes of employee engagement for Businesses

A

strong reduction of
Safety incidents
Turnover

95
Q

What are the main drivers that make employee engagement have such a good impact on business performances 1/2

A
96
Q

What are the main drivers that make employee engagement have such a good impact on business performance 2/2

A
97
Q

Def employee engagement general

A

Mutual commitment between the organization and the employee

98
Q

The Three Types of (engaged) Employees

A
99
Q

Employee engagement facts
* Large Companies
* Empowerment
* Career opportunities
* Strong Employee Value Propositions

A
99
Q

Employee engagement facts
* Large Companies
* Empowerment
* Career opportunities
* Strong Employee Value Propositions

A
100
Q

Negative Impact of Disengaged Employees Overall
+ example Germany

A

In the US, Gallup estimates that active disengagement costs the U.S.A. $450 billion to $550 billion per year. Only 32% of U.S. employees are engaged and thriving. When employees are engaged and thriving in their overall lives, they are more likely to maintain strong work performance — even during difficult times.

101
Q

Diversity and Engagement

A
  • Gender: more women engaged
  • Age: Millenials show the lowest engagement, they know what they want, overwhelming desire
  • Disability: Higher engaged group
  • Manufacturing: Least engaged employees
102
Q

Disadvantages of Employee engagement

A
  • Costs
  • Higher opportunities for leaving the company–training that provides engagement also
    opens more opportunities to leave the company
103
Q

Def. Employee Retention

A
104
Q

What are predictive analytics for in employee retention?

A
105
Q

Workaholism def. versus Engagement

A

“Workaholism” - compulsion or uncontrollable need to work incessantly:
* working excessively hard
* existence of a strong, irresistible inner drive.

Workaholics persistently and frequently think about work, even when not working, which suggests that workaholics are “obsessed” with their work.

Engaged employees are not addicted to work.
They enjoy doing things outside of work,
do not feel guilty when not working, and
do not work hard because of a strong and irresistible inner drive but because, for engaged employees, work is fun.

106
Q

Consequences of Workaholism

A
107
Q

Consequences of Workaholism

A
108
Q

Main Trends in Compensation 1/2

A
109
Q

Job evaluation - Internal equity

A
110
Q

Example Compensation Package

A
111
Q

Compensation: Enhancing Motivation

A
112
Q

Objective Development of Human Capital 1/2

A
113
Q

Objective Development of Human Capital 2/2

A
114
Q

Trends in Compensation 2/2

A
115
Q

Goals for HRM/ HRM must:

A
116
Q

Requirements for HRM to make informed decisions:

A
117
Q

Three categories of indicators for HRM to make informed decisions and to gain more recogniztion within the company

A

Impact:
- Relationship between changes in the quality of the talent pools and competitive success
- “What difference does it make to have top performers vs. simply average performers in this role”
- Doweapply HR programs and practices to the talent pools where they have the greatest effect on our strategic and organizational effectiveness?

Effectiveness:
- Effect of HR policies and practices on
talent pools and organization structures to which they are directed
- How do HR programs affect capability (can employees contribute?), opportunity (do employees get the chance to contribute?),motivation(do employees want to contribute?

Efficiency
- Level and quality of HR
practices for the resources that are spent. What resources are used to deliver HR practices?
- Are HR programs and practices delivered through the frugal use of resources,suchastime,money and labor?

118
Q

What factors influence the quality of the selection decisions?

A

SS T3 (3 decks)

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