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Interview > Human capital interview > Flashcards

Human capital interview Flashcards

1
Q

Why do teams not work

A 
Absence of trust
Inattention to results
Fear of conflict
Lack of commitment
Avoidance of accountability
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2
Q

Human capital trends

A 
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
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3
Q

Deloitte human capital purpose

A

To build a culture of continuous learning, design employee experience for productivity and growth, leverage digital technology and data

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4
Q

Performance management trend

A

Continuous feedback and coaching, less focus on appraisals

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5
Q

Employee experience trend

A

Use NPS to gauge experience

Workplace re-design

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6
Q

What do millennials want from work

A

-Engaging, enjoyable, productive experience at work

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7
Q

Gen Z workforce trends

A
  • 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
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8
Q

Self-determination theory

A

Competence
Autonomy
Relatedness

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9
Q

Nature of motivation

A

Concerns energy, direction, persistence..etc

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10
Q

Cognitive Evaluation Theory

A

Explain effects of external consequences on internal motivation

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11
Q

Better business outcomes when you

A

Create a culture of learning, curiosity, knowledge sharing

Learning = ILM feature = better retention

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12
Q

Human Capital Framework

A

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
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13
Q

Human Capital

A

How to use people’s talents

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14
Q

When assessing culture of company, look for

A
  • Relationship management
  • Communication skills
  • Awareness and perception
  • Innovation and culture
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15
Q

New view on culture

A

Culture is not soft - is it hard - it needs to be managed to promote bottom line

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16
Q

Culture v engagment

A

How you do things vs how you feel about how you do things

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17
Q

Pulse survey

A

Fast and frequent surveys

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18
Q

4 human capital systems

A

Strategic planning and development
Talent management
Performance culture
Evaluation

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19
Q

Forming a strategy

A

What elements are you looking at
How will you gather data
Benchmarking against similar organization
What are desired outcomes

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20
Q

Characteristics for external benchmarking

A
  • Similar mission

- Number of employees

21
Q

Different populations of the workforce and their power and influence

A

Unionized, non-unionized

22
Q

How will you use Deloitte’s relationship with, and institutional knowledge, of X to develop your deliverables?

A
  • 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
23
Q

What approach would you suggest to the Partner overseeing this project?

A
  • 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
24
Q

Areas of focus for M&A

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

25
Q

Types of data to examine to better understand the organization

A
  • Previous growth strategies

- Interviews with subject matter experts

26
Q

Communication considerations for smooth transition

A
  • 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
27
Q

Issues that come with M&A

A
  • High turnover
  • Realignment problems
  • Training problems
28
Q

What immediate steps would you take to review screening processes and training procedures?

A

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.

29
Q

5 conflict modes

A 
Compromising
Collaborating
Competing
Avoiding
Accomodating
30
Q

Reinventing performance management

A

Constant feedback
-check ins, career coaching, talent reviews, pulse

-deloitte was spending 1.8 m hours on performance appraisals

31
Q

Highest performing teams have

A

Mission and purpose, clarity of expectations, and use of strengths

32
Q

Check-ins look at

A

Status of work, performance, road-blocks, well-being

33
Q

Lower engagement is

A

better predictor of turnover than low performance

34
Q

Millennials in the workforce

A

Millennials form the majority of the workforce
Drive culture
Work and life are integrated
Want purpose driven organization

35
Q

Problem with annual reviews

A

Favor accountability over development

36
Q

OCAI

A

Organizational Culture Assessment Instrument

- tool to assess culture, help organizations identify culture

37
Q

Change management

A

How we prepare, equip and support individuals to successfully adopt change in order to drive organizational success

38
Q

Workday

A

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

39
Q

Kirkpatrick’s Four-Level Training Evaluation Model

A

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

40
Q

Benchmarking

A

Comparing your organization with similar organizations

41
Q

How to benchmark

A
  • 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
42
Q

Analysis techniques

A 
mind mapping
affinity diagrams
simulations
focus groups
probing interviews
engagement surveys
job satisfaction surveys
43
Q

Elements of employee engagement

A

Leadership
Stress, balance, Workload
Goals and objectives
Organizations image

44
Q

Drivers of engagement

A 
Career growth opps
Trust and integrity
Nature of the job
Company pride
Employee development
Personal relationship with managers
45
Q

Assessing employee learning

A
  • Talk to stakeholders - management and employees
  • Reaction, learning, transfer, result
  • Review individual learning plans
  • Skill gap analysis
  • Scalability
46
Q

Human resource information systems

A

HRIS - intersection of HR and IT

  • example - Deloitte ConnectMe
  • –treat employees like customers
47
Q

Learning Management System

A

Software to administer educational courses / training programs

48
Q

Elements of culture

A

Artifacts
-easy to observe but maybe difficult to understand
Espoused values
-values impact how people interact with each other
Shared basic assumptions

Interview (2 decks)

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