PPA 2 Exam 2 Flashcards
Leadership
Creating an environment in which members of your team can be successful.
What do leaders do?
There is a balanced mix of management and leadership.
How leaders get it done
Strategy, structure, people
Strategy
Setting a compelling direction, constant clear communication, sound informed decision making, leading change, analytics and metrics to measure performance
Structure
Clearly defined/aligned goals and objectives, hard wired processes to reduce variation, transparent metrics to measure performance, organization structure to support the vision, budgets that match goals and objectives, high performing teams.
People
Get the right people, set clear expectations, provide regular feedback, motivate, develop, coach, achieve alignment with vision/goals, reward and recognition
What leaders need
Energy, strong internal compass and set of values, a relentless focus on achieving the vision, leaders must show up for the good and the bad, flexibility, vulnerability, disciplined approach, contextual intelligence.
Leadership extension
In many cases you will have a team of other leaders to assist you. They are an extension of you, and you will be subject to and judged by their actions, they must be fully aligned with your program of leadership, develop the team.
Human Resource Management (HRM)
The organizational activities needed to acquire, develop, retain, and utilize human resources
HRM issues
Equal employment opportunity, human resource planning, recruitment and selection, training and development, performance evaluation, compensation, benefits and services.
Equal employment opportunity
The employment of individuals in a fair and unbiased manner utilizing employment policies that incorporate laws, executive orders, court decisions, and regulations to end job discrimination.
Affirmative action
Making a concerted effort to hire persons who were discriminated against in the past. Using, at least in part, the race, sex, or age of a person in reaching an employment decision.
Equal Pay Act of 1963
Requires all employers covered by the Fair Labor Standard Act and others to provide equal pay for equal work regardless of sex
Title VII of Civil Rights Act of 1964
Prohibits discrimination in employment on the basis of race, color, religion, sex, or national origin; created the Equal Employment Opportunity Commission (EEOC) to enforce the provisions of Title VII
Age Discrimination in Employment Act of 1967
Prohibits private and public employers from discriminating against persons 40 years of age or older in any area of employment because of age; exceptions are permitted where age is a bona fide occupational qualification
Equal Employment Opportunity Act of 1972
Amended Title VII of Civil Rights Act of 1964; strengthens EEOC’s enforcement powers and extends coverage of Title VII to government employees, faculty in higher education, and other employers and employees
Americans with Disabilities Act of 1990
Prohibits discrimination in employment against persons with physical or mental disabilities or the chronically ill; enjoins employers to make reasonable accommodation to the employment needs of the disabled; covers employers with 15 or more employees
Civil Rights Act of 1991
Provides for compensatory and punitive damages and jury trials in cases involving intentional discrimination; requires employers to demonstrate that job practices are job related and consistent with business necessity; extends coverage to US citizens working for American companies overseas
Family and Medical Leave Act of 1993
Requires all employers with 50 or more employees to provide 12 weeks of unpaid leave for family and medical emergencies
Uniformed Services Employment and Reemployment Rights Act of 1994
Protects the employment rights of individuals who enter the military for short periods of service
Human resource planning
A two-step process that involves forecasting future human resource needs and then planning how to adequately fulfill and manage these needs.
Human resource inventories
The skills, abilities, and knowledge that exist within the firm already.
Human resource forecast
The firms future requirements based on numbers available, skill mix, and external labor supply
Action plans
The recruitment, selection, training, orientation, promotion, development, and compensation plans used
Control and evaluation
The monitoring system used to determine the degree of attainment of human resource goals
Recruitment
The set of activities used to attract qualified job candidates with the abilities and attitudes needed to help an organization achieve its objective.
Selection
The process by which an organization chooses from a list of applicants the person or persons who best meet the criteria for the position available, considering current environmental and financial conditions
All selection methods must show job-relatedness- a relationship to successful job performance `
Types of screening interviews
Structured interviews, semi structured interviews, situational interview
Behavior based interviews (BBI)
A process that allows the interviewer to dive deeper into the candidates background, experiences, skills and behaviors
Each question is aligned to a component of the leadership model then the candidate is asked to describe an example of when they effectively exhibited that behavior to effectively lead.
Typical interview format
Motivational fit question Role based questions Managerial skill question Our leadership model questions Diversity and inclusion questions
Interview preparation
- ) Research the industry and the company
- ) Nail down 3-5 “selling points” you bring to the employer
- ) Anticipate the interviewers concerns or reservations
- ) Practice
- ) Win the first 5 minutes
- ) Be assertive
- ) Be positive and close the interview on a positive note “I was excited about this position prior to the interview and am even more so after hearing more about the role”
BAR format
Answer BBI questions in BAR format
Background
Action
Result
Training
The systematic process of altering employees behavior to further organizational goals
Development
the acquisition of knowledge and skills that employees may use in the present or future
Formal training program
an effort by the employer to provide opportunities for the employee to acquire job-relatedness skills, attitudes, and knowledge
Learning
The act by which individuals acquire skills, knowledge, and abilities that result in a relatively permanent change in their behavior
Performance evaluations
Typically, an annual, formal process. Evaluate success and also help identify training and development programs. Provide associates with feedback regarding strengths and weaknesses, help determine potential career path within the organization.
Objectives-two lenses
Future- learn how to administer an effective personnel review as a manager (of people)
Current- learn how to receive an effective performance review in your current job (to position you better for future employment opportunities)
Green employee praise
Tell the person what he/she did, share your feelings or that of others, encourage more of the same behavior
When to use green employee praise
Can be used with learners or veterans
Do your homework, be specific, praise immediately, dont evaluate, dont add work, never “but”
Green employee reprimand
Get the facts first, tell the person what he or she did, share your feelings or those of others in the workplace, pause, affirm past performance