Initial Assessment Flashcards
How does an organization’s adoption of the Global Reporting Initiative Standards for reporting corporate social responsibility (CSR) performance benefit HR?
The standards enable comparison of different organizations’ CSR performance.
A successful beverage production company controls key activities in its value chain so that they can maintain uninterrupted production; this is the key to their profitability. Which actions should HR recommend managers focus on to assist in the organization creating value?
Implementing cross-training and job rotation strategies
What is the process where two or more parties work together to reach an agreement on a matter?
Negotiation
What is a global mindset?
The ability to take an international, multidimensional perspective that is inclusive of other cultures, perspectives, and views
In a conversation outside of work, an accounts payable supervisor shares with an HR professional secondhand reports about another employee’s marital problems. Which approach should the HR professional take?
Advise the supervisor not to engage in gossip
Technology now encompasses most business activities. Which areas of HR practice can technology support?
Nearly every HR functional area
Which part of the organization has primary responsibility for bringing in revenue?
Marketing and sales
Which is the best way to demonstrate the impact of an organizational effectiveness and development initiative?
Measuring change over the course of the initiative
What do judgmental forecasting, trend and ratio analysis projections, and turnover analysis all assist an HR professional in predicting?
Future staffing needs
When would a return on investment (ROI) analysis be an effective metric?
When a function is seeking budget to hire new staff
Which is an accurate statement about employment at-will?
It is uncommon in most parts of the world
An organization fears that it has become less competitive. Which should an OED assessment of this issue identify?
Internal and external factors that impact organizational success
Which is an essential aspect of alternative dispute resolution (ADR)?
Does not preclude litigation or prevent disputes from winding up in court or in formal arbitration
Which action would an organization take during the strategy formulation phase?
Deciding on the organization’s mission
Which factor contributes to the economic cost of diversity and inclusion efforts?
Increased training
What are the basic steps in crisis management planning and readiness?
Identify risks, develop plan, test and drill, evaluate
Two team members continually disagree about project decisions impacting work duties and tasks. The team leader meets with the employee relations director to seek advice on the best course of action to resolve this situation. Which is the best conflict management approach for the ER director to recommend?
Suggest that the team leader meet with both employees and mediate a mutually acceptable solution.
An HR director has been assigned to develop a program to support the opening of new retail stores. Which step in the ADDIE process identifies the behavioral results of the program?
Design
Which classification of employee engagement is demonstrated by working long hours and responding positively to engagement surveys but not feeling engaged?
Transactional
Which task is vital when assessing strategic objectives?
Comparing the outcome of strategic initiatives to outlined metrics
How are perquisites generally characterized?
Goods or services provided on an individualized basis
Which HR task is typically required by a multi-domestic corporation?
Coordinating HR activities between headquarters and the international offices
Which action would best support an international assignee returning home after being away for more than ten years?
Provide repatriation support services such as counseling and logistical support
Which best describes the influence that training has on an organization’s strategic diversity and inclusion process?
Creating awareness and helping develop knowledge and skills
What skill could most improve an HR function’s ability to manage change?
Mastery of complex communication means
Which statement exemplifies Hersey-Blanchard’s situational leadership theory?
Over time individuals require a different type of direction and leadership
Third-party contractors are best used for what types of activities?
Activities that are not strategic
Which organizational structure is best described as being divided according to a linear process?
Functional organization
Which type of career development mobility provides meaningful career paths for professional and technical workers whose preferences may be outside traditional management roles?
Dual career ladders
Which type of globalization is characterized by large numbers of emerging country populations moving abroad for better employment opportunities?
The diaspora
In terms of risk management, what is a risk control?
Measure taken to reduce the probability or severity of a threat
Which occupation is considered nonexempt under the Fair Labor Standards Act?
Electrician
An HR consultant receives a phone call from the CFO of a mid-sized family-owned manufacturing company. She states that the company’s turnover is nearing 100% in the operations department. Employees are staying an average of 60 to 90 days before leaving. Exit interviews indicate that turnover is due to lack of training. The CFO doesn’t understand this data, because all new employees participate in a one-day orientation and an onboarding program.
The consultant further learns that the manager of the operations department has a reputation for being aggressive and direct. The manager, who directly reports to the CEO, has been with the company for ten years and is a good friend of the owners’ family. The CFO admits that the manager can be difficult to deal with but nobody says anything because of the manager’s strong relationship with the family. She says that while morale is low in the department, the company hasn’t conducted an employee survey in at least two years.
The CFO asks the consultant for help in fixing the turnover problem. They discuss various options, including training, coaching, and an employee engagement survey. A minimal budget has been provided to determine which tasks are necessary and to complete them.
The consultant agrees that turnover needs to be addressed quickly. Which are the initial actions they should take to determine the root cause?
Further analyze exit interview information for details about training deficiencies
An HR consultant receives a phone call from the CFO of a mid-sized family-owned manufacturing company. She states that the company’s turnover is nearing 100% in the operations department. Employees are staying an average of 60 to 90 days before leaving. Exit interviews indicate that turnover is due to lack of training. The CFO doesn’t understand this data, because all new employees participate in a one-day orientation and an onboarding program.
The consultant further learns that the manager of the operations department has a reputation for being aggressive and direct. The manager, who directly reports to the CEO, has been with the company for ten years and is a good friend of the owners’ family. The CFO admits that the manager can be difficult to deal with but nobody says anything because of the manager’s strong relationship with the family. She says that while morale is low in the department, the company hasn’t conducted an employee survey in at least two years.
The CFO asks the consultant for help in fixing the turnover problem. They discuss various options, including training, coaching, and an employee engagement survey. A minimal budget has been provided to determine which tasks are necessary and to complete them.
The consultant is surprised at how brief the on-boarding process is and how it appears to focus more on orientation activities. Which action should the consultant recommend to create a long-term on-boarding program?
Evaluate and enhance the company’s orientation and on-boarding program to cover the first 90 days
An HR consultant receives a phone call from the CFO of a mid-sized family-owned manufacturing company. She states that the company’s turnover is nearing 100% in the operations department. Employees are staying an average of 60 to 90 days before leaving. Exit interviews indicate that turnover is due to lack of training. The CFO doesn’t understand this data, because all new employees participate in a one-day orientation and an onboarding program.
The consultant further learns that the manager of the operations department has a reputation for being aggressive and direct. The manager, who directly reports to the CEO, has been with the company for ten years and is a good friend of the owners’ family. The CFO admits that the manager can be difficult to deal with but nobody says anything because of the manager’s strong relationship with the family. She says that while morale is low in the department, the company hasn’t conducted an employee survey in at least two years.
The CFO asks the consultant for help in fixing the turnover problem. They discuss various options, including training, coaching, and an employee engagement survey. A minimal budget has been provided to determine which tasks are necessary and to complete them.
The CFO has requested that the consultant administer an employee survey. Which action should the consultant take to determine if a survey would, in fact, be the best step to take at this point?
Request assurance from the entire executive team that action will be taken based on the results of the survey
An HR consultant receives a phone call from the CFO of a mid-sized family-owned manufacturing company. She states that the company’s turnover is nearing 100% in the operations department. Employees are staying an average of 60 to 90 days before leaving. Exit interviews indicate that turnover is due to lack of training. The CFO doesn’t understand this data, because all new employees participate in a one-day orientation and an onboarding program.
The consultant further learns that the manager of the operations department has a reputation for being aggressive and direct. The manager, who directly reports to the CEO, has been with the company for ten years and is a good friend of the owners’ family. The CFO admits that the manager can be difficult to deal with but nobody says anything because of the manager’s strong relationship with the family. She says that while morale is low in the department, the company hasn’t conducted an employee survey in at least two years.
The CFO asks the consultant for help in fixing the turnover problem. They discuss various options, including training, coaching, and an employee engagement survey. A minimal budget has been provided to determine which tasks are necessary and to complete them.
The CEO supports the consultant’s recommendation to further develop the manager through executive coaching. Which step should the consultant take to gain the manager’s support for coaching?
Develop talking points with the CEO to use to discuss the benefits of coaching with the manager
For the past several years, a company has experienced frequent turnover in the CFO position due to poor performance.
After the first CFO was terminated, the VP of HR and the CEO reviewed the job description. A selection committee was formed to perform interviews with candidates, and a single interview was held with each candidate using knowledge-based questions. After three months a candidate was hired. One year later the candidate was released due to poor performance.
The same recruiting process was used with a limited selection of candidates. A third CFO was hired three months later. The company is now preparing to terminate this CFO due to poor job performance and not meeting the expectations of the company.
What should the VP of HR do first to assist the organization in hiring the next CFO?
Conduct a job analysis prior to conducting an executive search
For the past several years, a company has experienced frequent turnover in the CFO position due to poor performance.
After the first CFO was terminated, the VP of HR and the CEO reviewed the job description. A selection committee was formed to perform interviews with candidates, and a single interview was held with each candidate using knowledge-based questions. After three months a candidate was hired. One year later the candidate was released due to poor performance.
The same recruiting process was used with a limited selection of candidates. A third CFO was hired three months later. The company is now preparing to terminate this CFO due to poor job performance and not meeting the expectations of the company.
The VP of HR determines that a significant issue in selecting executive-level candidates lies in the interview process. Which actions should the VP of HR recommend the CEO take to enhance this process?
Recommend a more dynamic and interactive process to include behavioral interviews, value assessments, and personality tests
For the past several years, a company has experienced frequent turnover in the CFO position due to poor performance.
After the first CFO was terminated, the VP of HR and the CEO reviewed the job description. A selection committee was formed to perform interviews with candidates, and a single interview was held with each candidate using knowledge-based questions. After three months a candidate was hired. One year later the candidate was released due to poor performance.
The same recruiting process was used with a limited selection of candidates. A third CFO was hired three months later. The company is now preparing to terminate this CFO due to poor job performance and not meeting the expectations of the company.
Which metrics should the VP of HR use to best support the changes in the hiring process for the CFO?
Cost of hire and cost of turnover
For the past several years, a company has experienced frequent turnover in the CFO position due to poor performance.
After the first CFO was terminated, the VP of HR and the CEO reviewed the job description. A selection committee was formed to perform interviews with candidates, and a single interview was held with each candidate using knowledge-based questions. After three months a candidate was hired. One year later the candidate was released due to poor performance.
The same recruiting process was used with a limited selection of candidates. A third CFO was hired three months later. The company is now preparing to terminate this CFO due to poor job performance and not meeting the expectations of the company.
Which should the VP of HR include in a recommendation to best help the CEO understand why a new executive onboarding process is critical?
Onboarding establishes a thorough understanding of the organization
A global consulting firm hires a director of business development from outside the organization, much to the disappointment of one of the managers in the department, who also applied for the position.
This manager complains bitterly about the decision to go outside of the firm, and he continues to exhibit disruptive and angry behavior. He feels that he has been unfairly treated, since he believes that he has more experience than the newly hired director.
Two months later, the new director of business development has made changes that most of her team are quite excited about. Unfortunately, this does not include the disappointed manager. He openly criticizes the director’s ideas, even escalating this criticism to the CEO. He comes to HR to discuss his options in the company.
The new director has also come separately to HR regarding the continued hostility from this manager and also about a new employee on the global sales team, who tends to stay to herself and does not interact with the rest of the team. The new sales employee has no problems with attaining her sales goals, but the director does not see her as a “team player” and asks the HR manager for assistance with how best to deal with both of these situations.
What response should the HR manager provide to the disappointed and angry manager?
Show empathy for his disappointment, confirm that the process was objective, and provide specific deficiencies from his interview for the job
A global consulting firm hires a director of business development from outside the organization, much to the disappointment of one of the managers in the department, who also applied for the position.
This manager complains bitterly about the decision to go outside of the firm, and he continues to exhibit disruptive and angry behavior. He feels that he has been unfairly treated, since he believes that he has more experience than the newly hired director.
Two months later, the new director of business development has made changes that most of her team are quite excited about. Unfortunately, this does not include the disappointed manager. He openly criticizes the director’s ideas, even escalating this criticism to the CEO. He comes to HR to discuss his options in the company.
The new director has also come separately to HR regarding the continued hostility from this manager and also about a new employee on the global sales team, who tends to stay to herself and does not interact with the rest of the team. The new sales employee has no problems with attaining her sales goals, but the director does not see her as a “team player” and asks the HR manager for assistance with how best to deal with both of these situations.
What should the HR manager recommend the director of business development do to build the relationship with the disappointed manager?
Meet with the manager to understand his concerns, explain that bypassing her authority is not acceptable, and encourage him to share his ideas for the benefit of the department
A global consulting firm hires a director of business development from outside the organization, much to the disappointment of one of the managers in the department, who also applied for the position.
This manager complains bitterly about the decision to go outside of the firm, and he continues to exhibit disruptive and angry behavior. He feels that he has been unfairly treated, since he believes that he has more experience than the newly hired director.
Two months later, the new director of business development has made changes that most of her team are quite excited about. Unfortunately, this does not include the disappointed manager. He openly criticizes the director’s ideas, even escalating this criticism to the CEO. He comes to HR to discuss his options in the company.
The new director has also come separately to HR regarding the continued hostility from this manager and also about a new employee on the global sales team, who tends to stay to herself and does not interact with the rest of the team. The new sales employee has no problems with attaining her sales goals, but the director does not see her as a “team player” and asks the HR manager for assistance with how best to deal with both of these situations.
What should HR recommend as the best approach for the director to take in regard to the sales employee keeping to herself?
Spend time with the sales employee, interacting the same way she does with all the other team members
A construction company with 75 field employees determines that the best way to improve communication with employees and efficiency in tracking employees’ working hours is to provide each field employee with a smartphone.
Each employee has a company e-mail account that can be accessed through the smartphone, enabling the employee to receive e-mail in a timely fashion. Additionally, the employee uses the smartphone to track hours worked at each job location. A benefit to the employee is not having to complete and turn in time sheets at the end of the week, since time tracking is in real time. These phones should be used for business only and turned into the supervisor at the end of the workday.
The company has made a significant financial investment in the smartphones. Some employees have personal smartphones and are very familiar with the phones. However, many employees have not used this type of technology and are not computer-literate. Even prior to the implementation of the phones, this small group is demonstrating negative and resistant behavior. The human resource director has been assigned the responsibility of distributing the smartphones to the employees and providing the necessary training and resources for the employees to be proficient in using the phones within 30 days.
Given the varying technology proficiency of the employees, which is the most effective training method the human resource director should use to facilitate the change?
Provide instructor-led, hands-on training sessions for employees based on their knowledge levels revealed during the needs assessment
A construction company with 75 field employees determines that the best way to improve communication with employees and efficiency in tracking employees’ working hours is to provide each field employee with a smartphone.
Each employee has a company e-mail account that can be accessed through the smartphone, enabling the employee to receive e-mail in a timely fashion. Additionally, the employee uses the smartphone to track hours worked at each job location. A benefit to the employee is not having to complete and turn in time sheets at the end of the week, since time tracking is in real time. These phones should be used for business only and turned into the supervisor at the end of the workday.
The company has made a significant financial investment in the smartphones. Some employees have personal smartphones and are very familiar with the phones. However, many employees have not used this type of technology and are not computer-literate. Even prior to the implementation of the phones, this small group is demonstrating negative and resistant behavior. The human resource director has been assigned the responsibility of distributing the smartphones to the employees and providing the necessary training and resources for the employees to be proficient in using the phones within 30 days.
An employee refuses to use the smartphone and continues to submit paper time sheets. Which action should the human resource director take to bring about the desired change in the employee’s behaviors?
Contact the employee to understand why the employee is not using the phone; identify solutions to overcome the obstacles
A construction company with 75 field employees determines that the best way to improve communication with employees and efficiency in tracking employees’ working hours is to provide each field employee with a smartphone.
Each employee has a company e-mail account that can be accessed through the smartphone, enabling the employee to receive e-mail in a timely fashion. Additionally, the employee uses the smartphone to track hours worked at each job location. A benefit to the employee is not having to complete and turn in time sheets at the end of the week, since time tracking is in real time. These phones should be used for business only and turned into the supervisor at the end of the workday.
The company has made a significant financial investment in the smartphones. Some employees have personal smartphones and are very familiar with the phones. However, many employees have not used this type of technology and are not computer-literate. Even prior to the implementation of the phones, this small group is demonstrating negative and resistant behavior. The human resource director has been assigned the responsibility of distributing the smartphones to the employees and providing the necessary training and resources for the employees to be proficient in using the phones within 30 days.
The human resource director is receiving feedback from several employees that other employees are playing games, texting, and using social media on their phones during working hours. How should the human resource director respond to the feedback?
Investigate the feedback to determine its validity; create a policy regarding smartphone use and meet with employees to review the policy
A construction company with 75 field employees determines that the best way to improve communication with employees and efficiency in tracking employees’ working hours is to provide each field employee with a smartphone.
Each employee has a company e-mail account that can be accessed through the smartphone, enabling the employee to receive e-mail in a timely fashion. Additionally, the employee uses the smartphone to track hours worked at each job location. A benefit to the employee is not having to complete and turn in time sheets at the end of the week, since time tracking is in real time. These phones should be used for business only and turned into the supervisor at the end of the workday.
The company has made a significant financial investment in the smartphones. Some employees have personal smartphones and are very familiar with the phones. However, many employees have not used this type of technology and are not computer-literate. Even prior to the implementation of the phones, this small group is demonstrating negative and resistant behavior. The human resource director has been assigned the responsibility of distributing the smartphones to the employees and providing the necessary training and resources for the employees to be proficient in using the phones within 30 days.
Which action should the human resource director take to create shared ownership and accountability with business leaders for the smartphone change’s success?
Involve business leaders to get feedback on and finalize the strategy for distributing the smartphones and training employees
A company has been giving its employees automatic pay increases annually. Recently, however, production has decreased, resulting in less profit. The president tasks HR with implementing a new goal-oriented pay plan to incentivize employees to increase production.
HR designs a pay-for-performance plan and trains supervisors. HR also sends an e-mail to all employees explaining the change, referring employees with questions to their supervisor.
As part of the new program, goal development is handled by supervisors. However, some supervisors feel that the change in pay philosophy is unnecessary and tell employees that the new pay plan will not work.
Twelve months pass, and, upon review of performance evaluations, HR finds that some appraisals lack goals and do not objectively measure employees’ work performance. The results are recommended pay increases that are subjective and unsubstantiated by metrics.
Rumors that pay increases will be provided to employees who are favorites begin to impact morale, and work production continues to decline. Leadership is disappointed with the results of using a pay-for-performance system.
HR is instructed to temporarily revert to the original pay plan and complete a further analysis of its continued viability. Employees are satisfied; however, the reputation of the company and HR has suffered by this rollout, and production has not increased and profits are still low.
HR still believes that the cause of decreased production is the absence of incentive pay. Which recommendation should the HR manager include in a business case for an incentive pay program that would convince leaders while rebuilding HR’s credibility?
Analyze data related to the organization’s mission, strategy, goals, size, industry, and location and on talent availability
A company has been giving its employees automatic pay increases annually. Recently, however, production has decreased, resulting in less profit. The president tasks HR with implementing a new goal-oriented pay plan to incentivize employees to increase production.
HR designs a pay-for-performance plan and trains supervisors. HR also sends an e-mail to all employees explaining the change, referring employees with questions to their supervisor.
As part of the new program, goal development is handled by supervisors. However, some supervisors feel that the change in pay philosophy is unnecessary and tell employees that the new pay plan will not work.
Twelve months pass, and, upon review of performance evaluations, HR finds that some appraisals lack goals and do not objectively measure employees’ work performance. The results are recommended pay increases that are subjective and unsubstantiated by metrics.
Rumors that pay increases will be provided to employees who are favorites begin to impact morale, and work production continues to decline. Leadership is disappointed with the results of using a pay-for-performance system.
HR is instructed to temporarily revert to the original pay plan and complete a further analysis of its continued viability. Employees are satisfied; however, the reputation of the company and HR has suffered by this rollout, and production has not increased and profits are still low.
The president and the HR manager agree on a 90-day period to address the problems related to workforce morale and the new pay plan. Which is the best first step for the HR manager to identify the root cause of the morale issues in order to develop a plan to address them?
Talk with the employees to understand their concerns and how supervisors supported the change efforts
A company has been giving its employees automatic pay increases annually. Recently, however, production has decreased, resulting in less profit. The president tasks HR with implementing a new goal-oriented pay plan to incentivize employees to increase production.
HR designs a pay-for-performance plan and trains supervisors. HR also sends an e-mail to all employees explaining the change, referring employees with questions to their supervisor.
As part of the new program, goal development is handled by supervisors. However, some supervisors feel that the change in pay philosophy is unnecessary and tell employees that the new pay plan will not work.
Twelve months pass, and, upon review of performance evaluations, HR finds that some appraisals lack goals and do not objectively measure employees’ work performance. The results are recommended pay increases that are subjective and unsubstantiated by metrics.
Rumors that pay increases will be provided to employees who are favorites begin to impact morale, and work production continues to decline. Leadership is disappointed with the results of using a pay-for-performance system.
HR is instructed to temporarily revert to the original pay plan and complete a further analysis of its continued viability. Employees are satisfied; however, the reputation of the company and HR has suffered by this rollout, and production has not increased and profits are still low.
Which approach should HR take first to encourage better alignment between the organization and the employees in order for them to accept and sustain the new pay system?
Identify organizational and departmental goals, specific employee performance and behaviors, and meaningful metrics
A company has been giving its employees automatic pay increases annually. Recently, however, production has decreased, resulting in less profit. The president tasks HR with implementing a new goal-oriented pay plan to incentivize employees to increase production.
HR designs a pay-for-performance plan and trains supervisors. HR also sends an e-mail to all employees explaining the change, referring employees with questions to their supervisor.
As part of the new program, goal development is handled by supervisors. However, some supervisors feel that the change in pay philosophy is unnecessary and tell employees that the new pay plan will not work.
Twelve months pass, and, upon review of performance evaluations, HR finds that some appraisals lack goals and do not objectively measure employees’ work performance. The results are recommended pay increases that are subjective and unsubstantiated by metrics.
Rumors that pay increases will be provided to employees who are favorites begin to impact morale, and work production continues to decline. Leadership is disappointed with the results of using a pay-for-performance system.
HR is instructed to temporarily revert to the original pay plan and complete a further analysis of its continued viability. Employees are satisfied; however, the reputation of the company and HR has suffered by this rollout, and production has not increased and profits are still low.
Which first step should the HR manager take to change the current perceptions of HR with the company’s managers?
Communicate the organization’s mission, vision, and strategy and HR’s role in support of the organization’s and employees’ success
A highly matrixed, decentralized international company has six business units in various locations. Although there’s a corporate human resources team with all HR functions represented, each business unit also has its own HR department that functions independently. All operate in a polycentric fashion; only the vice presidents of HR, who report to the senior vice president of HR, interact on a periodic basis.
A downturn in the economy has impacted the company and has led corporate HR to explore the possibility of using a new centralized service model to combine one or more of the HR functions into corporate. Other reasons for this include a reduction in practitioners, cost savings, improved consistency, and elevated expertise.
A human resources manager who has been with one business unit for the last seven years has been asked to join a team pulled together by corporate HR to design and implement an appropriate servicing model. He is the only one from outside of the corporate function participating on the team. For the past month, the team has been looking at the pros and cons of different HR structures, and they are discussing a shared services approach.
How should the team start the process of determining the appropriate HR servicing model?
By determining a structure that will align with the company’s strategic plan and objectives
A highly matrixed, decentralized international company has six business units in various locations. Although there’s a corporate human resources team with all HR functions represented, each business unit also has its own HR department that functions independently. All operate in a polycentric fashion; only the vice presidents of HR, who report to the senior vice president of HR, interact on a periodic basis.
A downturn in the economy has impacted the company and has led corporate HR to explore the possibility of using a new centralized service model to combine one or more of the HR functions into corporate. Other reasons for this include a reduction in practitioners, cost savings, improved consistency, and elevated expertise.
A human resources manager who has been with one business unit for the last seven years has been asked to join a team pulled together by corporate HR to design and implement an appropriate servicing model. He is the only one from outside of the corporate function participating on the team. For the past month, the team has been looking at the pros and cons of different HR structures, and they are discussing a shared services approach.
How should the team best use the HR manager’s experience with the organization?
They should use the HR manager to provide balanced input into the structure and delivery approach
A highly matrixed, decentralized international company has six business units in various locations. Although there’s a corporate human resources team with all HR functions represented, each business unit also has its own HR department that functions independently. All operate in a polycentric fashion; only the vice presidents of HR, who report to the senior vice president of HR, interact on a periodic basis.
A downturn in the economy has impacted the company and has led corporate HR to explore the possibility of using a new centralized service model to combine one or more of the HR functions into corporate. Other reasons for this include a reduction in practitioners, cost savings, improved consistency, and elevated expertise.
A human resources manager who has been with one business unit for the last seven years has been asked to join a team pulled together by corporate HR to design and implement an appropriate servicing model. He is the only one from outside of the corporate function participating on the team. For the past month, the team has been looking at the pros and cons of different HR structures, and they are discussing a shared services approach.
What should the team do to gain buy-in for its recommendations?
The team should develop a business case outlining its recommendations to present to the leadership team
A highly matrixed, decentralized international company has six business units in various locations. Although there’s a corporate human resources team with all HR functions represented, each business unit also has its own HR department that functions independently. All operate in a polycentric fashion; only the vice presidents of HR, who report to the senior vice president of HR, interact on a periodic basis.
A downturn in the economy has impacted the company and has led corporate HR to explore the possibility of using a new centralized service model to combine one or more of the HR functions into corporate. Other reasons for this include a reduction in practitioners, cost savings, improved consistency, and elevated expertise.
A human resources manager who has been with one business unit for the last seven years has been asked to join a team pulled together by corporate HR to design and implement an appropriate servicing model. He is the only one from outside of the corporate function participating on the team. For the past month, the team has been looking at the pros and cons of different HR structures, and they are discussing a shared services approach.
Changes to the HR structure or delivery model can create frustration and anxiety among employees. What is the best approach the team should take to ensure a smooth adoption by employees?
Develop an impactful communication plan outlining the team’s purpose, the need for change, and a high-level overview of the upcoming changes
The IT director of a research organization has created an innovative software application that enables researchers around the world to conduct research more efficiently. The application has been a great success; it has won several awards and has received recognition from industry leaders. Over time, the IT director has bragged about the success of the program, stating that no one else could have come up with this idea.
Even though the organization’s mission is to be a learning organization with a strong commitment to knowledge sharing, the IT director has refused to share knowledge of the application with anyone else in the organization for fear of losing power and control. The organization’s leadership won’t confront the IT director about this because there is no contingency plan if the IT director were to get upset and quit. While the IT team reports to the IT director, the IT director has no direct supervisor.
Recently, the HR manager received a verbal complaint that the IT director openly yelled at the IT team during a meeting-intimidating staff and making them feel worthless. Upon examining the issue, the HR manager learns that the IT director constantly overworks employees and treats them in an intimidating manner. The HR manager discovers that the IT director has created a culture of being uncollaborative by explicitly telling the rest of the IT team not to share any of the department’s secrets. Furthermore, the IT team has been told to lie about the status of certain projects by stating that work is being done when in fact it is not.
Which solution should the HR manager suggest to reinforce the organization’s commitment to being a learning organization?
Request that the leadership hold a company-wide meeting to reiterate the mission of being a learning organization, and build performance metrics and incentives around the mission
The IT director of a research organization has created an innovative software application that enables researchers around the world to conduct research more efficiently. The application has been a great success; it has won several awards and has received recognition from industry leaders. Over time, the IT director has bragged about the success of the program, stating that no one else could have come up with this idea.
Even though the organization’s mission is to be a learning organization with a strong commitment to knowledge sharing, the IT director has refused to share knowledge of the application with anyone else in the organization for fear of losing power and control. The organization’s leadership won’t confront the IT director about this because there is no contingency plan if the IT director were to get upset and quit. While the IT team reports to the IT director, the IT director has no direct supervisor.
Recently, the HR manager received a verbal complaint that the IT director openly yelled at the IT team during a meeting-intimidating staff and making them feel worthless. Upon examining the issue, the HR manager learns that the IT director constantly overworks employees and treats them in an intimidating manner. The HR manager discovers that the IT director has created a culture of being uncollaborative by explicitly telling the rest of the IT team not to share any of the department’s secrets. Furthermore, the IT team has been told to lie about the status of certain projects by stating that work is being done when in fact it is not.
Which strategy would help assess and correct the collaboration issues the IT department is facing?
Evaluate work relationships between employees and departments, clarify work expectations and reporting relationships, and assess the gap in operating expectations
The IT director of a research organization has created an innovative software application that enables researchers around the world to conduct research more efficiently. The application has been a great success; it has won several awards and has received recognition from industry leaders. Over time, the IT director has bragged about the success of the program, stating that no one else could have come up with this idea.
Even though the organization’s mission is to be a learning organization with a strong commitment to knowledge sharing, the IT director has refused to share knowledge of the application with anyone else in the organization for fear of losing power and control. The organization’s leadership won’t confront the IT director about this because there is no contingency plan if the IT director were to get upset and quit. While the IT team reports to the IT director, the IT director has no direct supervisor.
Recently, the HR manager received a verbal complaint that the IT director openly yelled at the IT team during a meeting-intimidating staff and making them feel worthless. Upon examining the issue, the HR manager learns that the IT director constantly overworks employees and treats them in an intimidating manner. The HR manager discovers that the IT director has created a culture of being uncollaborative by explicitly telling the rest of the IT team not to share any of the department’s secrets. Furthermore, the IT team has been told to lie about the status of certain projects by stating that work is being done when in fact it is not.
Which key problems affecting the IT department should the HR manager present to the organization’s leadership?
Behavioral and cultural problems, specifically related to communication, leader-employee relationships, workplace atmosphere, and collaboration
The IT director of a research organization has created an innovative software application that enables researchers around the world to conduct research more efficiently. The application has been a great success; it has won several awards and has received recognition from industry leaders. Over time, the IT director has bragged about the success of the program, stating that no one else could have come up with this idea.
Even though the organization’s mission is to be a learning organization with a strong commitment to knowledge sharing, the IT director has refused to share knowledge of the application with anyone else in the organization for fear of losing power and control. The organization’s leadership won’t confront the IT director about this because there is no contingency plan if the IT director were to get upset and quit. While the IT team reports to the IT director, the IT director has no direct supervisor.
Recently, the HR manager received a verbal complaint that the IT director openly yelled at the IT team during a meeting-intimidating staff and making them feel worthless. Upon examining the issue, the HR manager learns that the IT director constantly overworks employees and treats them in an intimidating manner. The HR manager discovers that the IT director has created a culture of being uncollaborative by explicitly telling the rest of the IT team not to share any of the department’s secrets. Furthermore, the IT team has been told to lie about the status of certain projects by stating that work is being done when in fact it is not.
Which approach should the HR manager recommend to the organization’s leadership to address the IT director’s behavior?
Provide both verbal and written feedback to the IT director, hold consistent meetings, stress the importance of accountability, and ensure that the IT director’s job description is aligned with the organization’s mission
The HR director and the CEO of a mid-sized company each receive an identical letter in the mail. The letter is from an anonymous disgruntled employee, and it accuses a company executive of several negative actions, including bullying, misrepresenting funds, and openly criticizing other executives during conversations with lower-level employees. The letter states that the employee has chosen to remain anonymous because the employee mistrusts the HR department and fears retaliation.
Which step should the HR director take first to address the accusations in this letter?
Review the executive’s personnel file for information that suggests that a pattern of behavior exists
The HR director and the CEO of a mid-sized company each receive an identical letter in the mail. The letter is from an anonymous disgruntled employee, and it accuses a company executive of several negative actions, including bullying, misrepresenting funds, and openly criticizing other executives during conversations with lower-level employees. The letter states that the employee has chosen to remain anonymous because the employee mistrusts the HR department and fears retaliation.
Which action should the HR director take to most effectively address the employee’s reason for reporting the issue anonymously?
Review the company’s policies and procedures to protect employees who report issues at the next all-employee meeting
The HR director and the CEO of a mid-sized company each receive an identical letter in the mail. The letter is from an anonymous disgruntled employee, and it accuses a company executive of several negative actions, including bullying, misrepresenting funds, and openly criticizing other executives during conversations with lower-level employees. The letter states that the employee has chosen to remain anonymous because the employee mistrusts the HR department and fears retaliation.
Which action should the HR director take to best ensure that executives understand and comply with the company’s expectations of leaders?
Develop a yearly training series that emphasizes behavioral expectations for all employees, including executives
An HR manager is the liaison for the sales department at an organization with roughly 600 employees. Recently the organization had a slight downturn in revenue and profit. To save money, over the past year, the sales department’s senior management has laid off several administrative assistants and assigned their work tasks, such as photocopying and processing sales orders, to the sales staff. Additionally, the department has modified its compensation system by reducing base pay but increasing sales commissions. The HR manager believes that the additional work duties and new compensation system have put substantial stress on employees. It’s been observed that employees seem dissatisfied with their jobs and are leaving the organization or thinking of leaving. One recently departed employee told the HR manager that he had looked for a new job because the increased workload caused him to make fewer sales, thereby significantly reducing his salary.
The HR manager brings their concerns to the vice president (VP) of sales. The manager tells the VP that he is worried about the effects of these changes on the department, such as high turnover and the loss of institutional knowledge. The VP disagrees with the manager; he believes that turnover is good for the department because poorly performing employees are leaving. The VP notes that one employee comes in late, leaves early, and takes a long lunch break every day. The VP believes that the recent changes to compensation save the company money by not employing administrative assistants and motivate sales employees to work harder by focusing on sales commissions. The VP tells the HR manager to ignore employees’ complaints and focus on hiring new employees who are willing to take on the additional tasks and work harder.
Which approach is most effective for the HR manager to use to resolve his disagreement with the vice president of sales?
Suggest that HR conduct several focus groups and exit interviews to find out why employees are leaving the company and if they are dissatisfied with their jobs
An HR manager is the liaison for the sales department at an organization with roughly 600 employees. Recently the organization had a slight downturn in revenue and profit. To save money, over the past year, the sales department’s senior management has laid off several administrative assistants and assigned their work tasks, such as photocopying and processing sales orders, to the sales staff. Additionally, the department has modified its compensation system by reducing base pay but increasing sales commissions. The HR manager believes that the additional work duties and new compensation system have put substantial stress on employees. It’s been observed that employees seem dissatisfied with their jobs and are leaving the organization or thinking of leaving. One recently departed employee told the HR manager that he had looked for a new job because the increased workload caused him to make fewer sales, thereby significantly reducing his salary.
The HR manager brings their concerns to the vice president (VP) of sales. The manager tells the VP that he is worried about the effects of these changes on the department, such as high turnover and the loss of institutional knowledge. The VP disagrees with the manager; he believes that turnover is good for the department because poorly performing employees are leaving. The VP notes that one employee comes in late, leaves early, and takes a long lunch break every day. The VP believes that the recent changes to compensation save the company money by not employing administrative assistants and motivate sales employees to work harder by focusing on sales commissions. The VP tells the HR manager to ignore employees’ complaints and focus on hiring new employees who are willing to take on the additional tasks and work harder.
What is the best way for the HR manager to evaluate the effectiveness of the new compensation system to increase sales?
Review existing research and literature on best practices to see if similar changes in other organizations have been effective