Relationship Management Flashcards
What should be developed in HR staff to help them be professional even when upset as well as to find the most inclusive way to deal with employees from very different backgrounds and perspectives?
Emotional intelligence
Emotional intelligence (EI) is the quality of being sensitive to and understanding of one’s own and others’ emotions and the ability to manage one’s own emotions and impulses. It enables people with very different backgrounds and perspectives to work productively with one another.
An HR manager for a trucking company is new to the profession, the job, and the community. The manager wants to build a professional network in this new community. Which external stakeholder would offer the most value to the HR manager at this point in their career?
The guidance counselor at the local high school
The HR manager can probably establish a mutually beneficial relationship with the high school guidance counselor. The counselor can provide the HR manager with an understanding of the labor pool and access to recruits, while the HR manager can visit classes or arrange internships. The logistics head is an internal stakeholder. The bank manager and the state house member would be useful contacts in a few years, when the HR manager is ready for more strategic business activities.
Which best describes the concept of a stakeholder?
Anyone who shares in the value of an organization and its activities.
A stakeholder has an interest in the operation, value, and activities of an organization, although this interest may or may not be financial or contractual. A stakeholder is a participant in receiving value directly or indirectly.
An organization has hired a new HR director. Which action should the director take first after meeting and getting to know the HR staff?
Identify and understand internal and external stakeholders.
Identifying stakeholders and their interests will provide the information the director will need to interpret staff recommendations and perform the assessment and analysis needed to develop an HR business plan.
A vice president (VP) of HR has joined a senior leadership team charged with identifying possible acquisitions. The VP of HR has never worked with the other team members and barely knows them. Which action would best allow the VP to develop influence with these other team members?
Take time to socialize with them
A vice president (VP) of HR has joined a senior leadership team charged with identifying possible acquisitions. The VP of HR has never worked with the other team members and barely knows them. Which action would best allow the VP to develop influence with these other team members?
An HR manager will not use the HR portal that all other managers have agreed to use. The HR director has asked the manager to use the portal, but the manager persists in taking their own path. The HR director resigns themself to the time and bother of entering the data into the system themself. What mode of conflict resolution is the HR director using?
Accommodate
The HR director has conceded their position to maintain the relationship, which is a form of accommodating (or smoothing).
A manager notices that two employees are having a debate regarding a project’s management. Although they both agree that the current way the project is being managed is incorrect, they have two completely different views as to what the solution is, and both are determined to implement their own solution. The manager recognizes that there could be value in both of the proposed solutions and suggests that a hybrid of the two could be used. What mode of conflict resolution is being used?
Collaborate
A collaborative approach to conflict resolution tries to find a “third way” that meets the needs of both sides. It is referred to as a win-win solution.
What conflict management style is defined by a senior manager establishing priorities after stopping two co-workers from arguing?
Force
The vice president of HR has directed the managers on what to do and has made the decision for them. This mode creates a “win/lose” resolution, and it is often used when there is a crisis, when authority is being challenged, or when the impact on future relations is minimal. The other management styles are not applicable to the example.
Which strategy is likely to be most effective at reviving stalled negotiations between a company and an important vendor over cost?
Recommend an independent review of the fair market value as a starting point.
The correct answer looks to move the negotiation away from positions and toward the use of objective criteria, such as an independent assessment of fair market value. This will preserve the relationship and help both parties feel that they have been treated fairly. Other options present risky solutions that may not work in the organization’s best interest if the vendor does not acquiesce.
What is the benefit of determining your BATNA, or best alternative to a negotiated agreement, before beginning a negotiation?
More accurate sense of the value you need.
A BATNA identifies alternatives if a negotiation cannot be successfully concluded and quantifies their costs. Knowing these costs allows you to value the item under negotiation more accurately and propose terms that provide benefit to you
Ability to be sensitive to and understand one’s own and others’ emotions and impulses.
Emotional intelligence (EI)
Process in which negotiators aim for mutual gain, emphasizing the need to focus on the problem instead of personal differences and on mutually beneficial outcomes.
Principled negotiation
Process by which two or more parties work together to reach agreement on a matter.
Negotiation
Concept that proposes that any organization operates within a complex environment in which it affects and is affected by a variety of forces or stakeholders who all share in the value of the organization and its activities
Stakeholder concept
Process of developing mutually beneficial contacts through the exchange of information
Networking
An education research organization provides several types of services, including outreach to current and prospective students from various backgrounds. The outreach team consists of a supervisor and members with different job titles, qualifications, and duties. One employee on the team, the outreach coordinator, contacts the HR manager with a request for a pay raise, with the reason that the pay is lower than that of other coordinators in the same position. The employee has had a history of performance reviews indicating satisfactory performance or slightly better, across many job facets.
The HR manager examines the job specifications of the outreach team and notices that the higher-paid jobs require higher levels of education, more experience, and bilingualism. In fact, in the years since the coordinator has been employed at the organization, the job specifications have changed to include qualifications that the coordinator does not possess.
How should the HR manager respond to the coordinator’s request for a pay increase?
Review the current job specifications with the coordinator and develop a plan for improvement.
An education research organization provides several types of services, including outreach to current and prospective students from various backgrounds. The outreach team consists of a supervisor and members with different job titles, qualifications, and duties. One employee on the team, the outreach coordinator, contacts the HR manager with a request for a pay raise, with the reason that the pay is lower than that of other coordinators in the same position. The employee has had a history of performance reviews indicating satisfactory performance or slightly better, across many job facets.
The HR manager examines the job specifications of the outreach team and notices that the higher-paid jobs require higher levels of education, more experience, and bilingualism. In fact, in the years since the coordinator has been employed at the organization, the job specifications have changed to include qualifications that the coordinator does not possess.
The HR manager conducts a job analysis. The manager believes that the coordinator role has basic qualifications and that additional qualifications should not require more pay. Which action should the HR manager take first?
Ask the supervisor to explain reasons for higher requirements in the job specifications.
An education research organization provides several types of services, including outreach to current and prospective students from various backgrounds. The outreach team consists of a supervisor and members with different job titles, qualifications, and duties. One employee on the team, the outreach coordinator, contacts the HR manager with a request for a pay raise, with the reason that the pay is lower than that of other coordinators in the same position. The employee has had a history of performance reviews indicating satisfactory performance or slightly better, across many job facets.
The HR manager examines the job specifications of the outreach team and notices that the higher-paid jobs require higher levels of education, more experience, and bilingualism. In fact, in the years since the coordinator has been employed at the organization, the job specifications have changed to include qualifications that the coordinator does not possess.
The HR manager notices a lack of qualified candidates who are proficient in a particular language that has recently become higher in demand. Which step should the HR manager take to increase the candidate pool?
Partner with professional and social organizations whose membership is proficient in the target language to post the job.
What advice can you give to a new HR manager who is a bit of an introvert but wants to improve their networking skills?
Get outside your comfort zone and talk with non-team members and people who hold higher and lower positions in the organization.
Cultivate contacts who can help you increase knowledge, skills, and awareness of the organization, its culture, and the cultures of its communities. Do not restrict yourself to people in your own discipline, areas of expertise, or social group.
A company’s division president arrives late for the annual staff holiday party. The division president is the highest ranking company employee that is expected to be present at the party. As the division president greets the 200 guests in attendance, the HR VP notices some erratic behavior. The division president casually mentions to the HR VP drinking prior to the party. The division president then begins loudly complaining that the directions to the event facility provided by the new HR site manager were wrong, causing the late arrival time. The HR VP reads the directions and confirms their accuracy, but the division president continues making rude and disparaging remarks about the directions and the HR site manager. The division president continues to drink as the party continues, taking advantage of the cash bar set up for the event. As the evening progresses, many employees begin expressing concerns to the HR VP about the division president’s erratic behavior.
How should the HR VP address the division president’s behavior to demonstrate a high level of personal integrity?
Immediately call the company CEO to request quick removal of the president to prevent further risks to the company.
A company’s division president arrives late for the annual staff holiday party. The division president is the highest ranking company employee that is expected to be present at the party. As the division president greets the 200 guests in attendance, the HR VP notices some erratic behavior. The division president casually mentions to the HR VP drinking prior to the party. The division president then begins loudly complaining that the directions to the event facility provided by the new HR site manager were wrong, causing the late arrival time. The HR VP reads the directions and confirms their accuracy, but the division president continues making rude and disparaging remarks about the directions and the HR site manager. The division president continues to drink as the party continues, taking advantage of the cash bar set up for the event. As the evening progresses, many employees begin expressing concerns to the HR VP about the division president’s erratic behavior.
Which behavioral strategy should the HR VP implement to positively influence the division president to model ethical behavior?
Discreetly inform the president about their choices and the consequences of their behavior.
A company’s division president arrives late for the annual staff holiday party. The division president is the highest ranking company employee that is expected to be present at the party. As the division president greets the 200 guests in attendance, the HR VP notices some erratic behavior. The division president casually mentions to the HR VP drinking prior to the party. The division president then begins loudly complaining that the directions to the event facility provided by the new HR site manager were wrong, causing the late arrival time. The HR VP reads the directions and confirms their accuracy, but the division president continues making rude and disparaging remarks about the directions and the HR site manager. The division president continues to drink as the party continues, taking advantage of the cash bar set up for the event. As the evening progresses, many employees begin expressing concerns to the HR VP about the division president’s erratic behavior.
After the party, the division president states the desire to terminate the HR site manager for providing inaccurate directions. How should the HR VP negotiate a disagreement with the division president over the termination of the HR site manager following the holiday party?
Ask to meet one-on-one with the division president to openly identify relevant issues to settle the dispute.
A biotech seed company has grown by acquiring smaller brands to become the largest firm in the country offering genetically modified grains. The company is now composed of a national brand and 12 regional brands. Over the past five years, the company has invested a large portion of its profits in new research. To recoup its investment, company executives have established steep sales revenue and operating profit goals to support aggressive earnings forecasts. Although revenue has increased consistently for the last five years, neither sales nor profits are meeting expectations to sustain new product research. Tensions are high, because the brands were competitors prior to being acquired and employees are fiercely loyal. In addition, the aggressive sales goals have led to increased complaints of ethics violations by the sales staff. Company executives task the VP of HR with leading a project to redesign the sales incentive plan to increase market share, customer loyalty, and internal collaboration between the different brands. The project team consists of senior sales executives, HR business partners, and business and financial analysts from the national and regional brands.
Which action should the VP of HR take to discourage unethical practices by sales employees?
Ask the CEO to communicate the ethical expectations for every interaction and transaction
A biotech seed company has grown by acquiring smaller brands to become the largest firm in the country offering genetically modified grains. The company is now composed of a national brand and 12 regional brands. Over the past five years, the company has invested a large portion of its profits in new research. To recoup its investment, company executives have established steep sales revenue and operating profit goals to support aggressive earnings forecasts. Although revenue has increased consistently for the last five years, neither sales nor profits are meeting expectations to sustain new product research. Tensions are high, because the brands were competitors prior to being acquired and employees are fiercely loyal. In addition, the aggressive sales goals have led to increased complaints of ethics violations by the sales staff. Company executives task the VP of HR with leading a project to redesign the sales incentive plan to increase market share, customer loyalty, and internal collaboration between the different brands. The project team consists of senior sales executives, HR business partners, and business and financial analysts from the national and regional brands.
Which action should the VP of HR recommend to the project team as a starting point for aligning the sales incentive plan with employee behaviors?
Analyze the relationship between sales incentive plan payouts and business results.
A biotech seed company has grown by acquiring smaller brands to become the largest firm in the country offering genetically modified grains. The company is now composed of a national brand and 12 regional brands. Over the past five years, the company has invested a large portion of its profits in new research. To recoup its investment, company executives have established steep sales revenue and operating profit goals to support aggressive earnings forecasts. Although revenue has increased consistently for the last five years, neither sales nor profits are meeting expectations to sustain new product research. Tensions are high, because the brands were competitors prior to being acquired and employees are fiercely loyal. In addition, the aggressive sales goals have led to increased complaints of ethics violations by the sales staff. Company executives task the VP of HR with leading a project to redesign the sales incentive plan to increase market share, customer loyalty, and internal collaboration between the different brands. The project team consists of senior sales executives, HR business partners, and business and financial analysts from the national and regional brands.
Which action should the VP of HR take to be a strategic contributor to business decisions through the redesign of the sales incentive plan?
Communicate the vision of promoting ethical sales behaviors to achieve business goals.
A newly hired HR director has been assigned to lead a company’s transition to a total rewards environment. The company CEO expresses full support for the HR director but expects results.
The HR director has identified significant challenges to be overcome:
Within HR, there is personal and professional conflict between the benefits manager and the compensation manager. Each believes that the former HR director favored the other in allocating resources.
Senior leaders are dissatisfied with the benefits and the HR department as a whole. They believe that HR used employee survey data to make them and their departments look bad. They doubt that HR can successfully implement any change initiatives.
The company’s hourly workforce has not had a raise in the last three years, although virtually all salaried workers have received at least a 2% annual adjustment with an additional 2% to 3% merit award based on individual performance against goals.
What should the HR director do about the benefits manager and the compensation manager who do not get along?
Talk with both managers and define acceptable behavior. Ask for feedback until everyone agrees on a way to work together.
A newly hired HR director has been assigned to lead a company’s transition to a total rewards environment. The company CEO expresses full support for the HR director but expects results.
The HR director has identified significant challenges to be overcome:
Within HR, there is personal and professional conflict between the benefits manager and the compensation manager. Each believes that the former HR director favored the other in allocating resources.
Senior leaders are dissatisfied with the benefits and the HR department as a whole. They believe that HR used employee survey data to make them and their departments look bad. They doubt that HR can successfully implement any change initiatives.
The company’s hourly workforce has not had a raise in the last three years, although virtually all salaried workers have received at least a 2% annual adjustment with an additional 2% to 3% merit award based on individual performance against goals.
Knowing that the leadership team doesn’t see the value in employee surveys, how should the HR director handle the next employee survey cycle?
Prepare the survey, outline each section’s benefits to the organization, and ask the leadership team for feedback before sending the survey to employees.
A newly hired HR director has been assigned to lead a company’s transition to a total rewards environment. The company CEO expresses full support for the HR director but expects results.
The HR director has identified significant challenges to be overcome:
Within HR, there is personal and professional conflict between the benefits manager and the compensation manager. Each believes that the former HR director favored the other in allocating resources.
Senior leaders are dissatisfied with the benefits and the HR department as a whole. They believe that HR used employee survey data to make them and their departments look bad. They doubt that HR can successfully implement any change initiatives.
The company’s hourly workforce has not had a raise in the last three years, although virtually all salaried workers have received at least a 2% annual adjustment with an additional 2% to 3% merit award based on individual performance against goals.
What should the HR director do about the pay equity within the company?
Conduct a pay equity study and compare internal and external data. Recommend any changes to the leadership team for approval.
A manager leads a team that is highly diverse. Two team members frequently argue vigorously in meetings about causes and solutions to problems. The manager thinks these exchanges are fueled by ethnic differences. What should the team leader do?
Schedule a workshop to focus on improving cultural awareness and communication skills.
There is evidence that the benefits of a diverse team outweigh the work that the leader and the team may have to invest in learning how to work together. This can be done by improving global perspective (understanding other’s cultural perspectives) and communicating more effectively. The conflicts should be addressed because they can be affecting team productivity. Dealing with the individual problem does not address other problems that may be affecting this diverse team. Transferring one team member does not solve the problem.
An older employee complains to HR that younger employees are treating the older employee dismissively and making comments and jokes about them. The employee’s manager has refused to get involved. What should HR do?
Coach the employee’s managers on ways to address intergenerational conflicts.
This situation illustrates the challenges of a team that is diverse in terms of ages, with generations that have different values and preferences. The manager of this group needs to learn how to interrupt these behaviors in a way that builds teamwork—perhaps by pairing older workers with younger workers on tasks where their diverse experiences and expertise will be an advantage.
A pharmaceutical company has been struggling over the past year. The CEO announced their planned retirement at the beginning of the year, and the board of directors recently hired a replacement who is from the hospitality industry. Sales have been flat, and the board and stakeholders are looking for growth. They believe that the experience the new CEO brings will be successful in creating growth.
In their second week with the company, the new CEO visits the chief human resources officer (CHRO) and advises the CHRO that they want a particular training company to train all the sales staff. The CEO has used this training company in the past and believes this will improve sales. The CEO advises the CHRO to call the training company and tell them the CEO referred them and to get on this quickly. The CEO then leaves.
The CHRO knows that this violates the company’s procurement policy of requiring three bids. The CHRO is also concerned that the training company may not be familiar with the legal regulations of pharmaceutical companies. In addition, the CHRO is not certain that a lack of training is really the solution to the problems the company has been experiencing.
The CHRO learns that the competition has changed significantly over the past year, with lower-priced options on the market. The sales team has also shared that the VP of sales refuses to compete on price. Which is the best course of action that the CHRO should take with the information received?
Validate with the VP of sales why the feedback has not been acted on or brought to the senior leadership team meetings.
A pharmaceutical company has been struggling over the past year. The CEO announced their planned retirement at the beginning of the year, and the board of directors recently hired a replacement who is from the hospitality industry. Sales have been flat, and the board and stakeholders are looking for growth. They believe that the experience the new CEO brings will be successful in creating growth.
In their second week with the company, the new CEO visits the chief human resources officer (CHRO) and advises the CHRO that they want a particular training company to train all the sales staff. The CEO has used this training company in the past and believes this will improve sales. The CEO advises the CHRO to call the training company and tell them the CEO referred them and to get on this quickly. The CEO then leaves.
The CHRO knows that this violates the company’s procurement policy of requiring three bids. The CHRO is also concerned that the training company may not be familiar with the legal regulations of pharmaceutical companies. In addition, the CHRO is not certain that a lack of training is really the solution to the problems the company has been experiencing.
The VP of sales agrees with the CEO that sales training would be helpful but says the sales team doesn’t have time for it this year or they won’t meet sales quotas. Which steps should the CHRO take to influence the VP of sales to begin the training sooner?
Recommend that the CHRO and the VP of sales discuss these concerns with the CEO
A pharmaceutical company has been struggling over the past year. The CEO announced their planned retirement at the beginning of the year, and the board of directors recently hired a replacement who is from the hospitality industry. Sales have been flat, and the board and stakeholders are looking for growth. They believe that the experience the new CEO brings will be successful in creating growth.
In their second week with the company, the new CEO visits the chief human resources officer (CHRO) and advises the CHRO that they want a particular training company to train all the sales staff. The CEO has used this training company in the past and believes this will improve sales. The CEO advises the CHRO to call the training company and tell them the CEO referred them and to get on this quickly. The CEO then leaves.
The CHRO knows that this violates the company’s procurement policy of requiring three bids. The CHRO is also concerned that the training company may not be familiar with the legal regulations of pharmaceutical companies. In addition, the CHRO is not certain that a lack of training is really the solution to the problems the company has been experiencing.
The VP of sales has requested that they conduct the sales training as part of their phased retirement plan which would allow a search for a high-potential replacement immediately. The CHRO has concerns about the VP’s capability and effectiveness in this role. Which recommendation should the CHRO make?
Explore other phased retirement options with the VP of sales and the CEO
Two employees from the same department attend an industry conference in a foreign country. One is the department head and the other is a junior consultant. At the conference, the employees engage in a consensual sexual relationship. Such relationships are forbidden in the organization’s policies and are considered inappropriate according to societal norms in their home country. Upon returning from the conference, the junior consultant tells a coworker in the department about the relationship via text message. Several weeks later, the coworker reports the incident to HR, stating that the junior consultant frequently drinks too much alcohol and behaves unprofessionally at work events. The HR director initiates an investigation and discovers that the department head recommended the junior consultant for a promotion a week before the conference, even though the junior consultant has not met the tenure requirements for the position. The HR director also learns that the department head was hired to fill a critical skill gap and enhance the organization’s reputation in the industry.
The HR director asks the department head about the allegation of the relationship with the junior consultant and the department head denies it happened. What should the HR director do?
Remind the department head of the consequences of violating the organization’s policy on relationships among employees
Two employees from the same department attend an industry conference in a foreign country. One is the department head and the other is a junior consultant. At the conference, the employees engage in a consensual sexual relationship. Such relationships are forbidden in the organization’s policies and are considered inappropriate according to societal norms in their home country. Upon returning from the conference, the junior consultant tells a coworker in the department about the relationship via text message. Several weeks later, the coworker reports the incident to HR, stating that the junior consultant frequently drinks too much alcohol and behaves unprofessionally at work events. The HR director initiates an investigation and discovers that the department head recommended the junior consultant for a promotion a week before the conference, even though the junior consultant has not met the tenure requirements for the position. The HR director also learns that the department head was hired to fill a critical skill gap and enhance the organization’s reputation in the industry.
The HR director is worried that implementing administrative action against the department head will reflect poorly on the organization, but failing to address the incident will negatively impact HR’s reputation. Which action should the HR director take?
Implement administrative action consistent with the organization’s policies on employee relationships.
Two employees from the same department attend an industry conference in a foreign country. One is the department head and the other is a junior consultant. At the conference, the employees engage in a consensual sexual relationship. Such relationships are forbidden in the organization’s policies and are considered inappropriate according to societal norms in their home country. Upon returning from the conference, the junior consultant tells a coworker in the department about the relationship via text message. Several weeks later, the coworker reports the incident to HR, stating that the junior consultant frequently drinks too much alcohol and behaves unprofessionally at work events. The HR director initiates an investigation and discovers that the department head recommended the junior consultant for a promotion a week before the conference, even though the junior consultant has not met the tenure requirements for the position. The HR director also learns that the department head was hired to fill a critical skill gap and enhance the organization’s reputation in the industry.
The junior consultant has a strong performance record and would likely perform very well in the position recommended by the department head. However, employees may view the promotion as a result of the relationship between the junior consultant and the department head. What should the HR director do?
Ask the department head to send an e-mail to HR explaining the justification for the promotion recommendation.
A company is growing its business into new geographic regions around the country. The CEO hires a temporary HR director to manage the company’s HR department because the former individual in the role resigned without any notice and was the only HR staff member. During the first week on the job, the new HR director learns that the company’s senior officers do not trust the CEO’s strategic leadership, although they believe the CEO is a strong operational manager. They describe the CEO as a micromanager who consistently undermines other senior officers within the company, including HR. The HR director is unsure whether to prioritize (a) ensuring that the HR department functions effectively during the growth period or (b) establishing credibility with the CEO and senior officers to influence decision making and strategy.
The senior officers are frustrated by the CEO’s micromanagement of their job functions and are considering whether to leave the company or ask the company’s board of directors to intervene. What should the HR director do?
Meet with the CEO to share the senior officers’ perceptions of the CEO’s management style.
A company is growing its business into new geographic regions around the country. The CEO hires a temporary HR director to manage the company’s HR department because the former individual in the role resigned without any notice and was the only HR staff member. During the first week on the job, the new HR director learns that the company’s senior officers do not trust the CEO’s strategic leadership, although they believe the CEO is a strong operational manager. They describe the CEO as a micromanager who consistently undermines other senior officers within the company, including HR. The HR director is unsure whether to prioritize (a) ensuring that the HR department functions effectively during the growth period or (b) establishing credibility with the CEO and senior officers to influence decision making and strategy.
The CEO believes that the HR function should be outsourced and asks the HR director for help in convincing the board of directors to support the change. What should the HR director do?
Offer to conduct a strengths, weaknesses, opportunities, and threats analysis of the company’s current HR operations.
A company is growing its business into new geographic regions around the country. The CEO hires a temporary HR director to manage the company’s HR department because the former individual in the role resigned without any notice and was the only HR staff member. During the first week on the job, the new HR director learns that the company’s senior officers do not trust the CEO’s strategic leadership, although they believe the CEO is a strong operational manager. They describe the CEO as a micromanager who consistently undermines other senior officers within the company, including HR. The HR director is unsure whether to prioritize (a) ensuring that the HR department functions effectively during the growth period or (b) establishing credibility with the CEO and senior officers to influence decision making and strategy.
The CEO convenes a meeting with the senior officers and the HR director to discuss the company’s growth strategy. What should the HR director do to clarify HR’s role during the growth period?
Describe how HR department functions can be leveraged to support the company’s vision for growth.
One month after a health-care provider company hires two new employees, a manager issues written warnings to the employees for inadequate performance. The manager submits a request to HR to have the employees terminated. The employees are in a three-month probationary phase of their employment and can be terminated at will. On the same day, the two employees tell the HR manager that they are having significant challenges working with the manager. They claim the manager lacks interpersonal skills. The manager has received two formal warnings in the past year for mishandling disciplinary problems with employees.
How should the HR manager respond to the manager’s request to terminate the employees?
Ask the manager to provide documentation regarding employee development to date.
One month after a health-care provider company hires two new employees, a manager issues written warnings to the employees for inadequate performance. The manager submits a request to HR to have the employees terminated. The employees are in a three-month probationary phase of their employment and can be terminated at will. On the same day, the two employees tell the HR manager that they are having significant challenges working with the manager. They claim the manager lacks interpersonal skills. The manager has received two formal warnings in the past year for mishandling disciplinary problems with employees.
Which action should the HR manager take to address the employees’ complaints about the manager?
Meet with the employees individually to learn more about the complaint.
One month after a health-care provider company hires two new employees, a manager issues written warnings to the employees for inadequate performance. The manager submits a request to HR to have the employees terminated. The employees are in a three-month probationary phase of their employment and can be terminated at will. On the same day, the two employees tell the HR manager that they are having significant challenges working with the manager. They claim the manager lacks interpersonal skills. The manager has received two formal warnings in the past year for mishandling disciplinary problems with employees.
What should the HR manager do to help the manager and the employees build a stronger professional relationship?
Advise the manager to schedule regular individual meetings with employees to review their progress.
One month after a health-care provider company hires two new employees, a manager issues written warnings to the employees for inadequate performance. The manager submits a request to HR to have the employees terminated. The employees are in a three-month probationary phase of their employment and can be terminated at will. On the same day, the two employees tell the HR manager that they are having significant challenges working with the manager. They claim the manager lacks interpersonal skills. The manager has received two formal warnings in the past year for mishandling disciplinary problems with employees.
Before the HR manager has time to respond, the manager escalates the request to terminate the two employees to the CEO. What should the HR manager do?
Outline the HR manager’s assessment and plan to address performance concerns to the CEO
A nurse witnesses an argument between two physicians and reports this to the nurse’s manager, who then passes the information along to HR. According to the report, the nurse saw the physicians having a loud, heated debate, during which one physician rammed the other with their shoulder. The two physicians share an office once a week, making the complainant concerned that such an event could reoccur. The nurse refuses to file the complaint in writing and is the sole witness. The HR director sends an HR representative to the location to meet with each physician separately. Each states that they consider the other to be a friend and that they frequently discuss current events loudly. Neither physician admits to any physical altercation ever taking place.
The nurse’s manager, who initially reported the incident to HR, wants to know if there are any updates about the incident. Based on the physicians’ statements, the HR representative did not take further action. How should the HR director respond?
Thank the nurse’s manager and explain that HR conducted the investigation and resolved the issue.
A nurse witnesses an argument between two physicians and reports this to the nurse’s manager, who then passes the information along to HR. According to the report, the nurse saw the physicians having a loud, heated debate, during which one physician rammed the other with their shoulder. The two physicians share an office once a week, making the complainant concerned that such an event could reoccur. The nurse refuses to file the complaint in writing and is the sole witness. The HR director sends an HR representative to the location to meet with each physician separately. Each states that they consider the other to be a friend and that they frequently discuss current events loudly. Neither physician admits to any physical altercation ever taking place.
During the interviews, one of the physicians expresses concern that the nurse who filed the complaint seems irritated. What should the HR representative do with this information?
Conduct an interview with the nurse in question as part of the ongoing investigation process.
A nurse witnesses an argument between two physicians and reports this to the nurse’s manager, who then passes the information along to HR. According to the report, the nurse saw the physicians having a loud, heated debate, during which one physician rammed the other with their shoulder. The two physicians share an office once a week, making the complainant concerned that such an event could reoccur. The nurse refuses to file the complaint in writing and is the sole witness. The HR director sends an HR representative to the location to meet with each physician separately. Each states that they consider the other to be a friend and that they frequently discuss current events loudly. Neither physician admits to any physical altercation ever taking place.
The physician wants to know why an investigation was launched without a written complaint. How should the HR representative respond?
Explain that since this was a workplace violence complaint, it should be investigated regardless of the source.
Which form of negotiation is most consistent with the leadership characteristics found to be effective in global settings?
Principled
Principled negotiation aims to create win-win solutions that are based on the negotiator’s needs. It avoids taking hard positions in favor of developing trust and mutual understanding. This is consistent with most global definitions of leaders as honest, interested in learning other perspectives, and committed to problem solving rather than winning.
An HR director wants to reward a team member who played a critical role but who, because of downsizing, is scheduled to be leaving the organization soon. The function has no extra budget for a monetary reward. What would be the best reward to motivate this team member?
Offer to help with networking for future opportunities
Helping a fellow HR professional develop a professional network will be a great help in the coming job search. In this situation a network is more significant than praise and more permanent than some time off. The departure is involuntary; a promised raise is irrelevant and perhaps problematic if it were relevant.
An HR leader is very collaborative with staff members and very generous in giving praise. The leader doesn’t ask staff about their lives outside work or talk about their own personal life. The leader does not like conflict or drama but is always polite and respectful. How would you assess this HR leader’s team leadership?
The team may function adequately but may not have a sense of trust in the leader that is useful in challenging times.
Effective leaders build trust among those they work with, a sense of confidence that the leader will behave in a certain way based on shared values and interests. This requires communicating about things other than tasks at hand. By avoiding this type of communication, the leader has not conveyed much information about themself or much about their values other than politeness and dislike of drama. They may be a good manager, but they have not yet become a leader.
A team is working on a project when a conflict arises between two team members. With the project deadline quickly approaching, the team leader decides to placate both team members so work can continue. In this scenario, what conflict resolution tactic is the team leader exhibiting?
Accommodate
This is accommodating; the leader emphasizes agreement and downplays disagreement. It is not avoidance; the leader does not withdraw from the situation or accept it, leaving the conflict to be resolved by others or to remain unresolved. It is not collaboration, because the team leader does not actively seek a new solution to the problem, and it is not a compromise, because the leader does not encourage concessions from both parties.
Which conflict resolution mode can be seen as win/win conflict resolution?
Collaborate
In the collaborate mode, both sides work together to identify a third or new solution to the conflict. Since both sides contribute, this can be seen as win/win conflict resolution.
A board of directors is engaged in very tough contract negotiations with the organization’s current CEO. The board’s head comes to the VP of HR and asks for help. What would be the best support HR could provide?
Give the board an accurate picture of the costs and opportunities associated with replacing the CEO.
It will be useful for the board to have a BATNA, or “best alternative to a negotiated agreement,” in their negotiations with the CEO. The VP of HR can help create this by presenting the board with more information about current and comparable CEO compensation ranges and the state of the talent pool. Getting information from other VPs may be unethical and would weaken relationships in the end. Practicing principled negotiation is good general advice but not helpful in this situation. Setting a firm limit without knowing one’s alternatives may be risky.
At a union contract negotiation session, the union negotiator makes a number of over-the-top demands and indicates that an answer needs to be made today. Which is the best response from the organization’s negotiator among the options listed?
Insist on time to study the issue to propose an innovative solution, or walk away if time is not provided.
Negotiating tactics that rely on bullying, manipulation, or deception, such as deadlines (“this is a one-time offer”), brinkmanship (“take it or leave it”), or low-/high-balling (making ridiculous, probably unacceptable demands) are risky tactics that can destroy trust. HR professionals persist in their commitment to win-win principles. They do not retreat and concede the core points of their negotiating position. They seek time to study a problem so they can come up with different options that may satisfy both sides. If they must, they walk away from the negotiation.
After losing an important contract with an overseas client, a negotiator learns the counterpart felt rushed during the process. Which approach would allow the negotiator to improve cross-cultural negotiation skills?
Study the context and the person on the opposite side of the bargaining table
During any cross-cultural negotiation, it is important to realize that cultures are characterized by different behaviors, communication styles, and norms. Failing to recognize the different perspectives may result in potential misunderstandings and a lower likelihood of exploring and discovering integrative, or value-creating, solutions. However, recognizing and using those differences to craft agreements will allow both sides to win.
The CEO is negotiating the vice president (VP) of sales termination. The VP has become disruptive and instigates conflict but has not violated policies. Despite receiving poor feedback from peers, the CEO and the board have always given the VP positive performance reviews and bonuses. The VP is requesting a much larger severance than given in the past. What would you suggest as the VP of HR?
Encourage both sides to commit to finding a mutual solution
The CEO and the VP of sales need to meet for a candid discussion on what would be an acceptable negotiated solution. The CEO can explain what they won’t do. The VP of sales can explain what their goal in this situation is. A more creative solution can be negotiated that meets both sides’ needs. It will be hard to justify a termination for performance or cause. Rather than paying the large severance amount, the board should prepare for the negotiation by deciding an amount that they can accept and determining what their alternatives are—their BATNA.
Which are the primary benefits of developing a network that includes customers, stakeholders, other HR leaders, members of local communities and businesses, and government representatives?
Professional development and improved ability to fill business needs
Professional development and improved ability to fill business needs are the primary benefits of this network. A well-developed, balanced network will benefit the employee individually as well as the employer in many areas. Employment security and peer recognition for HR contributions, community awareness and a stronger influence in local regulations, and recruiting strength and a large network of capable vendors are possible outcomes of a strong network but not the primary benefits.
Two senior VPs are struggling to work together to transform their departments to a functional management model. Which approach should HR take to help facilitate this negotiation?
Focus on mutual needs
Negotiation involves distinguishing between needs (which are essential to a leader’s goals) and wants (which, although may be attractive, are not essential). HR should focus on mutual needs and maintain win-win principles. It is not beneficial to use tactics that undermine trust, apply pressure, or are unethical.
