Human capital interview Flashcards
Why do teams not work
Absence of trust Inattention to results Fear of conflict Lack of commitment Avoidance of accountability
Human capital trends
Building organization of the future Careers and learning in real time Talent acquisition Employee experience Performance management Leadership disrupted Digital HR People analytics Diversity and inclusion Augmented workforce
Deloitte human capital purpose
To build a culture of continuous learning, design employee experience for productivity and growth, leverage digital technology and data
Performance management trend
Continuous feedback and coaching, less focus on appraisals
Employee experience trend
Use NPS to gauge experience
Workplace re-design
What do millennials want from work
-Engaging, enjoyable, productive experience at work
Gen Z workforce trends
- how to retain them
- want highly cognitive, non-routine work
- gen z will bring tech skills to the workforce
- Millennials make employers more socially responsible but they themselves are less loyal
Self-determination theory
Competence
Autonomy
Relatedness
Nature of motivation
Concerns energy, direction, persistence..etc
Cognitive Evaluation Theory
Explain effects of external consequences on internal motivation
Better business outcomes when you
Create a culture of learning, curiosity, knowledge sharing
Learning = ILM feature = better retention
Human Capital Framework
Market
- product
- competition
- industry
People
- culture
- talent acquisition and mgmt - acquire and remove
- internal and external
Process
- skill transfer - need to be a way to transfer if people leave
- compensation
- mission, vision
Technology
- hr service delivery - how to make HR easy
- performance reporting - Oracle, SAP
Human Capital
How to use people’s talents
When assessing culture of company, look for
- Relationship management
- Communication skills
- Awareness and perception
- Innovation and culture
New view on culture
Culture is not soft - is it hard - it needs to be managed to promote bottom line
Culture v engagment
How you do things vs how you feel about how you do things
Pulse survey
Fast and frequent surveys
4 human capital systems
Strategic planning and development
Talent management
Performance culture
Evaluation
Forming a strategy
What elements are you looking at
How will you gather data
Benchmarking against similar organization
What are desired outcomes
Characteristics for external benchmarking
- Similar mission
- Number of employees
Different populations of the workforce and their power and influence
Unionized, non-unionized
How will you use Deloitte’s relationship with, and institutional knowledge, of X to develop your deliverables?
- type of information from other parts of the industry
- how does this project affect other deloitte projects
- how stakeholders in current case could be later stakeholders
What approach would you suggest to the Partner overseeing this project?
- identify info needed
- what areas of the business are impacted
- how do the changes impact employees and external stakeholders
- how can the client be included in the process
Areas of focus for M&A
A: Performing an assessment of all the institutions and stakeholders
B: Conducting interviews
C: Identifying resource needs
D: Developing change management and communications plans
Identifying potential issues and conflicts such as scope creep, technology needs, etc
Suggesting plans of action to prevent and mitigate identified problems
Types of data to examine to better understand the organization
- Previous growth strategies
- Interviews with subject matter experts
Communication considerations for smooth transition
- think about internal communication
- how things will be contributed across all companies
- how info is conveyed to external stakeholders
- *Importance of tailoring communications to different groups
Issues that come with M&A
- High turnover
- Realignment problems
- Training problems
What immediate steps would you take to review screening processes and training procedures?
A: Conduct stakeholder interviews to determine the current processes
B: Identify gaps and duplicative efforts in processes and procedures
C: Create a responsibility assignment matrix to map our current roles and responsibilities
D: Gather input from leadership and an understanding of their vision and expectations for these processes
include mapping out a detailed approach with specific action steps.
5 conflict modes
Compromising Collaborating Competing Avoiding Accomodating
Reinventing performance management
Constant feedback
-check ins, career coaching, talent reviews, pulse
-deloitte was spending 1.8 m hours on performance appraisals
Highest performing teams have
Mission and purpose, clarity of expectations, and use of strengths
Check-ins look at
Status of work, performance, road-blocks, well-being
Lower engagement is
better predictor of turnover than low performance
Millennials in the workforce
Millennials form the majority of the workforce
Drive culture
Work and life are integrated
Want purpose driven organization
Problem with annual reviews
Favor accountability over development
OCAI
Organizational Culture Assessment Instrument
- tool to assess culture, help organizations identify culture
Change management
How we prepare, equip and support individuals to successfully adopt change in order to drive organizational success
Workday
On-demand financial management and human capital software vendor
Communications systems
Organize staff, pay, and develop global workforce
Adapts as your organization evolves
Workforce planning, HRM, Recruiting, Talent management, Learning, Compensation, Benefits
Kirkpatrick’s Four-Level Training Evaluation Model
Measures the effectiveness of training
•Reaction
oHow did trainees react?
•Learning
oHow much has knowledge increased?
•Transfer/Behavior
oHow have trainees changed their behavior as a result?
oBehavior can only change if conditions are favorable
•Results
Benchmarking
Comparing your organization with similar organizations
How to benchmark
- what to benchmark
- building the benchmark team
- identifying benchmark partners
- collecting benchmark data
- analyzing the data
- distributing info to benchmark partners
- initiating improvement from benchmark
Analysis techniques
mind mapping affinity diagrams simulations focus groups probing interviews engagement surveys job satisfaction surveys
Elements of employee engagement
Leadership
Stress, balance, Workload
Goals and objectives
Organizations image
Drivers of engagement
Career growth opps Trust and integrity Nature of the job Company pride Employee development Personal relationship with managers
Assessing employee learning
- Talk to stakeholders - management and employees
- Reaction, learning, transfer, result
- Review individual learning plans
- Skill gap analysis
- Scalability
Human resource information systems
HRIS - intersection of HR and IT
- example - Deloitte ConnectMe
- –treat employees like customers
Learning Management System
Software to administer educational courses / training programs
Elements of culture
Artifacts
-easy to observe but maybe difficult to understand
Espoused values
-values impact how people interact with each other
Shared basic assumptions
