SHRM Competencies Book

Question 1

Define the nine behavioral competencies.

Answer 1

Describes the behaviors and attributes necessary for HR professionals to perform effectively in the workplace and operate with a strategic mindset, grouped into three clusters.

Question 2

What are the three behavioral competencies clusters?

Answer 2

1. Leadership
2. Interpersonal
3. Business

Question 3

What are the three behavioral competencies in the Leadership cluster?

Answer 3

1. Leadership & Navigation
2. Ethical Practice
3. Diversity, Equality, & Inclusion

Question 4

Define Leadership & Navigation

Answer 4

As the knowledge, skills, abilities and other characteristics (KSAOs) needed to create a compelling vision and mission for HR that aligns with the strategic direction and culture of the organization, accomplish HR and organizational goals, lead and promote organizational change, navigate the organization, and manage implementation and executive HR initiatives.

Question 5

What are the six approaches to Leadership?

Answer 5

Coercive
Authoritative
Affiliative
Democratic
Pacesetting
Coaching

Question 6

Define Coercive Leadership approach.

Answer 6

The leader imposes a vision or solution on the team and demands the team follow that direction.

Question 7

Define Authoritative Leadership approach.

Answer 7

The leader proposes a bold vision or solution and invites the team to join this challenge.

Question 8

Define Affiliative Leadership approach.

Answer 8

The leader creates strong relationships with and inside the team, encouraging feedback. The team members feel motivated by loyalty.

Question 9

Define Democratic Leadership approach.

Answer 9

The leader invites followers to collaborate and commits to acting by consensus.

Question 10

Define Pacesetting Leadership approach.

Answer 10

The leader sets a model for high performance standards and challenges followers to meet these expectations.

Question 11

Define Coaching Leadership approach.

Answer 11

The leader focuses on developing team members’ skills, believing that success comes from aligning the organization’s goals with employees’ personal and professional goals.

Question 12

What is the Trait Theory?

Answer 12

• Leader posses certain innate characteristics that followers do not posses (and probably cannot acquire), such as physical characteristics (strength, stamina) and personality traits (decisiveness, integrity) Sometimes referred to as the “Great Man” theory.
• It equates these characteristics and leadership but without evidence.
• It may discourage leader development by implying that the ability to lead cannot be acquired with study and practice.

Question 13

What is the Blake-Mouton Theory? (behavioral theory)

Answer 13

Leadership involves managing:
-Tasks (work that must be done to attain goals)
- Employees (relationships based on social and emotional needs)

Question 14

What are the five types of managers in the Blake-Mouton Theory?

Answer 14

-Country Club Managers (low tasks, high relationships) create a secure atmosphere and trust individuals to accomplish goals, avoiding punitive actions so as not to jeopardize relationships.
-Improvised managers (low tasks, low relationships) use a “delegate-and-disappear” management style. They detach themselves, often creating power struggles.
-Authoritative managers (high tasks, low relationships) expect people tp do what they are told without question and tend not to foster collaboration.
-Middle-of-the-road managers (midpoint on both tasks and relationships) get the work done but are not considered leaders.
-Team leaders (high tasks, high relationships) lead by positive example, foster a team environment, and encourage individual and team development.

Question 15

What is the Hersey-Blanchard Situational Leadership Theory?

Answer 15

• Leaders adapt their behaviors to meet the evolving needs of the team members. Like the Blake-Mouton theory, the behaviors involve tasks and relationships.
• As team members grow in skill and experience, leaders supply the appropriate behavior.
  1. Telling- when the employee is not yet motivated or competent.
  2. Selling- when the increasingly competent employee still needs focus and motivation.
  3. Participating- when competent workers can be included in problem solving and coached on higher skills.
  4. Delegating- when vary competent team members can benefit from greater levels of autonomy and self-direction.

Question 16

What is the Fiedler’s Contingency Theory?

Answer 16

• Leaders change the situation to make it more “favorable,” more likely to produce god outcomes.
• Situational favorableness occurs when:
  + Leader-member relationships are strong.
  + The leader can exert the necessary power to reach the group’s goal

Question 17

What is the Path-Goal Theory?

Answer 17

Emphasizes the leader’s role in coaching and developing followers’ competencies. The leader performs the behavior needed to help employees stay on track toward their goals. This involved addressing different types of employee needs:
1. Directive- Help the employee understand the task and its goal.
2. Supportive- Try to fulfill employee’s relationship needs.
3. Achievement- Motivate by setting challenging goals.
4. Participative- Provide more control over work and leverage group expertise through participative decision making.

Question 18

What is the Transactional Leadership Theory?

Answer 18

Emphasizes a leader’s preference for order and structure. It focuses on control and short-term planning.
- Employees and subordinates are expected to follow orders from above.
- Employees and subordinates are motivated by rewards and consequences.
- Employees and subordinates are closely monitored to ensure that work is done properly and on time.
- Creativity and inventiveness are not typically encouraged or nurtured.

Question 19

What is the Transformational Leadership Theory?

Answer 19

Emphasizes a leader’s ability to inspire employees to embrace change. Transformational leaders are able to encourage and motivate their employees to innovate in their work, to seek out changes that can add value and growth to the organization.

Transformational leaders do not micromanage. They give their employees greater autonomy to make decisios and come up with a creative solution.

Question 20

What is the Leader-Member Exchange Theory?

Answer 20

Focuses on a two-way relationship between leaders and chosen employees. The leader mentors a selected team member (or members) and gives them access to more information and resources in order to strengthen levels of trust and support. This mentorship is intended to maintain the leader’s position through the development of different two-way relationships.

Question 21

What is the Servant Leadership Theory?

Answer 21

The leader’s goal is to serve the needs of their employees. The theory emphasizes the sharing of power. Leaders should work to help their employees develop and perform to the highest possible level, and this will generate benefits within and without the organization. It is a way of inverting the organizational/leadership norm of bottom-up service.

Servant leaders tend to be more empathetic and more trusted by employees. This can lead to greater innovation, collaboration, performance, and participation. This approach to leadership can be resource intensive and can take longer to produce results.

Question 22

What are the five types of power used to influence others?

Answer 22

1. Legitimate- power is created formally- through a title or position in the hierarchy that is associated with the rights of leadership.
2. Reward- power is create when the leader can offer followers something they value in exchange for their commitment
3. Expert- power is created when a leader is recognized as possessing great intelligence, insight, or experience.
4. Referent- power is created by the force of the leader’s personality- the ability to attract admiration, affection, and/or loyalty.
5. Coercive- power is created when the leader has the power to punish those who do not follow.

Question 23

What is the Theory X/Theory Y Motivation Theory?

Answer 23

Motivation is seen as absolutely irrelevant (Theory X) or absolutely critical (Theory Y) in the workplace.
- Theory X leaders micromanage and coerce team members because they believe people do not like to work and must be strictly controlled and forced to work.
- Theory Y leaders believe that employees dislike rigid controls and inherently want to accomplish something. Therefore, leaders apply a more participative style that empowers employees.
- Theory Y is considered more appropriate in today’s knowledge-driven workplace.

Question 24

What is the Needs Motivation Theory?

Answer 24

Individuals are motivated by a desire to satisfy certain needs. Understanding these needs allows leaders to offer the right incentives and create the most motivational external environments. Common factors are achievement, a desire for social connection, and some degree of control.

Question 25

What is Maslow's Motivation Theory?

Answer 25

Five basic categories of needs must be met in an ascending order: - Physiological (basic needs related to survive) - Safety and security - Belonging and love ( the need to belong, to be accepted) - Esteem (both self-esteem and admiration of others) - Self-actualization (the need to fill one's potential)

Question 26

What is Herzberg's Motivation Theory?

Answer 26

Behavior is driven by intrinsic factors (innate desires) and extrinsic factors (workplace hygiene). - Intrinsic factors: challenging work, meaningful impact of work, recognition. - extrinsic factors: job security, pay, conditions.

Question 27

What is McClelland's Motivation Theory?

Answer 27

Individuals are motivated by three basic desires: - Achievement (accomplishment) - Affiliation (feeling part of a group) - Power (influence or control over others)

Question 28

What is the Self-Determination Motivation Theory?

Answer 28

Psychological framework that examines human motivation and personality, particularly in the context of how individuals pursue and achieve their goals. - Autonomy: The need to feel in control of one's own behavior and goals. - Competence: The need to feel effective and capable on one's activities. - Relatedness: The need to feel connected to others, to love and be loved, and to care and be cared for.

Question 29

What is the Expectancy Motivation Theory?

Answer 29

Effort increases in relation to one's confidence that the behavior will result in a positive outcome and reward.

Question 30

What is the Vroom Motivation Theory?

Answer 30

Explains how individuals decide to engage in certain behaviors based on their expectations of the outcome. - Expectancy (with reasonable effort, the employee can succeed) - Instrumentality (success will result in a reward) - Valence (the reward is meaningful to the employee)

Question 31

What is the Attribution Motivation Theory?

Answer 31

The way an person interprets the causes for past successes or failure is related to the present level of motivation. A leader can help employees attribute results to the correct causes and create opportunities for success.

Question 32

What is the Goal-Setting Motivation Theory?

Answer 32

-Motivation can be increased by providing employees with goals against which they can assess their achievements.

Question 33

What is the Heider, Weiner Motivation Theory?

Answer 33

Success or failure can be attributed to internal factors or external factors. Internal factors may be under the employee's control but external factors are probably beyond the employee's control.

Question 34

What is the Equity Motivation Theory?

Answer 34

Motivation is based on an employee's sense of fairness. An individual compares their perceived value with that of others in similar roles and makes a calculation based on their inputs and outputs.

Question 35

Define Vision

Answer 35

Defines and supports a coherent vision and long-term goals for HR that supports the strategic direction of the organization.

Question 36

Define Managing HR Initiatives

Answer 36

Implements and supports HR projects that align with HR and organizational objectives.

Question 37

Define Influence

Answer 37

Inspires colleagues to understand and pursue the strategic vision and goals of HR and the organization.

Question 38

Define Ethical Practice

Answer 38

as the KSAOs needed to maintain high levels of personal and professional integrity, and to act as an ethical agent who promotes core values, integrity and accountability throughout the organization.

Question 39

What are the three subcategories in Ethical Practice?

Answer 39

Personal Integrity Professional Integrity Ethical Agent

Question 40

Define Personal Influence

Answer 40

Adherence to moral and ethical principles by HR professionals in their duties and interactions. -Honesty and transparency -Fairness and Impartiality -Confidentiality -Respect for individuals -Compliance with laws -Accountability -Commitment to professional development

Question 41

Define Professional Influence

Answer 41

Ability of HR professionals to shape and guide the behaviors, attitudes, and decisions of employees and management within the organization.

Question 42

Define Ethical Agent

Answer 42

An individual who actively promotes and enforces ethical standards and practices within the organization.

Question 43

Define Code of Conduct

Answer 43

Principles of conduct within an organization that guide decision making and behavior.

Question 44

Define Internal Ethics Controls

Answer 44

Systems, policies, and procedures established within an organization to ensure that ethical standards are maintained and promoted. These controls help prevent unethical behavior, ensure compliance with laws and regulations, and foster a culture of integrity.

Question 45

What are the steps to an internal investigation?

Answer 45

1. You need an investigator (a member in HR) 2. Investigation- all parties involved in the situation should be interviewed. 3. Documentation- Throughout the investigation keep careful and detailed notes from interviews as well as any other relevant information. 4. Confidentiality- All HR professionals should maintain confidentiality. 5. Creditability- Assess the responses and decide creditability of all parties involved. 6. Conclusion- Based on evidence come to a conclusion.

Question 46

Define Diversity, Equity & Inclusion

Answer 46

The KSAOs needed to create a work environment in which all individuals are treated fairly and respectfully, have equal access to opportunities and resources, feel a sense of belonging, and use their unique backgrounds and characteristics to contribute fully to the organization's success.

Question 47

What are the three types of Diversity?

Answer 47

1. Legacy Diversity- Easily recognizable and visible, such as external physical characteristics. Culture, ethnicity/race, nationality, gender, physical attributes, age, and language are all examples of legacy diversity traits. 2. Experiential Diversity- Diversity based on lived experiences for example: where an employee grew up, or where they went to school. 3. Thought Diversity- Diversity based on different perspectives, resulting from education and socioeconomic background.

Question 48

Define Inclusion

Answer 48

The extent to which each person in an organization feels welcomed, respected, supported and valued.

Question 49

Define Equity

Answer 49

Fairness in total rewards

Question 50

What are the benefits and characteristics of DE&I

Answer 50

-Improved creativity and innovation -Recruitment and retention -Market strengths -Branding -Global integrations and local differentiation -Increased revenue

Question 51

What are dynamic and inclusive workplace characteristics?

Answer 51

-Multigenerational -Multicultural -Multilingual -Multitalented -Multigendered

Question 52

Different methods or frameworks to achieve their DE&I goals

Answer 52

-Educate your leaders -Form an inclusive council -Celebrate employee differences -Listen to employees -Hold more effective meetings -Communicate goals and measure progress

Question 53

Define Unconscious Bias

Answer 53

Attitudes or stereotypes that affect our understanding, actions, and decisions in an unconscious manner.

Question 54

What are the forms of bias?

Answer 54

-Gender-based discrimination -Gender identity bias -Sexual orientation bias -Racism -Stereotypes -Ageism -Ingroup/outgroup bias -Affinity bias -Social comparison bias -Extroversion/introversion bias -Neurodiversity bias -Microaggressions

Question 55

Define Imposter Syndrome

Answer 55

The feeling that success is due to luck, not hard work or skill. This leads to individuals feeling unfit for their current role and as though they have fooled others into believing that they are more competent than they really are.

Question 56

Define Covering

Answer 56

A defensive behavior that occurs when an organization recruits a diverse workforce but, consciously or otherwise, promotes assimilation rather than inclusion.

Question 57

Four Dimensions of covering that affect workers' behavior

Answer 57

- Appearance -Affiliation -Advocacy -Association

Question 58

Define Cultural Taxation

Answer 58

The additional workload generated for members of an underrepresented group due to their requested participation in DE&I efforts. Most of this work is unpaid, and it can represent a major additional source of work and stress.

Question 59

Define Networking

Answer 59

create relationships that offer value to you

Question 60

Define Emotional Intelligence

Answer 60

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.

Question 61

What are the conflict resolution tactics?

Answer 61

- Accommodate -Assert/compete -Avoid -Collaborate -Compromise

Question 62

Approaches to Negating

Answer 62

- Soft Negotiations- value the relationship more than the outcome and will back down on issues in the interest of reaching agreement-even if they are no linger getting what they need. -Hard Negotiations- are committed to winning, even at the cost of the relationship. These negotiations may pursue position-based bargaining, which views negotiation as a zero-sum exercise and relies on parties staking out opposite positions and slowly making concessions until an agreement is made. -Principled Negotiations- the negotiations aims for mutual gain.

Question 63

What is the negotiation process?

Answer 63

1. Preparation 2. Relationship Building 3. Information Exchange 4. Persuasion 5. Concessions 6. Agreement

Question 64

Define Communication

Answer 64

Defined as the KSAOs needed to effectively craft and deliver concise and informative communications, to listen to and address the concerns of others, and to transfer and translate information from one level or unit of the organization to another.

Question 65

Define Relationship Building

Answer 65

Effectively builds and maintains relationships both within and outside the organization

Question 66

Define Relationship Management

Answer 66

Defined as the KSAO's needed to create and maintain a network of professional contacts within and outside of the organization, to build and maintain relationships, to work as an effective member of a team, and to manage conflict while supporting the organization.

Question 67

Define Teamwork

Answer 67

Participates as an effective team member, and builds, promotes and leads effective teams.

Question 68

Delivering Messages

Answer 68

Develops and delivers, to a variety of audiences, communications that are clear, persuasive and appropriate to the topic and situation.

Question 69

Define Global Mindset

Answer 69

Defined as the knowledge, skills, abilities and other characteristics (KSAOs) needed to value and consider the perspectives and backgrounds of all parties, to interact with others in a global context, and to promote a culturally diverse and inclusive workplace.

Question 70

Operating in a Culturally Diverse Workplace

Answer 70

Demonstrates openness and respect when working with people from different cultural traditions.

Question 71

What are the 4Ts for creating a global mindset?

Answer 71

Travel Teams Training Transfers

Question 72

Skills needed for global HR

Answer 72

Develop a strategic view of the organization Develop a global organizational culture Secure and grow a safe and robust talent supply chain Use and adapt HR technology Develop meaningful metrics Develop policies and practices to manage risks

Question 73

Define Culture

Answer 73

Is a set of beliefs, attitudes, values, and perspectives on how the world works. Culture is invisible and can be handed down from generation to the next.

Question 74

What are the layers of culture?

Answer 74

Artifacts and products Norms and values Basic assumptions

Question 75

Define Cultural Intelligence

Answer 75

Is the capacity to recognize, interpret, and behaviorally adapt to multicultural situations and contexts.

Question 76

What are the three aspects of cultural intelligence?

Answer 76

Cognitive Motivational Behavioral

Question 77

What is Geert Hofstede-dimensions of culture theory?

Answer 77

Framework for understanding how cultural differences affect behavior in the workplace and other social environments.

Question 78

What is the Edward T. Hall-low-context cultures theory?

Answer 78

Context level affects communication and relationships

Question 79

What six dimensions do Geert Hofstede theory consist of?

Answer 79

-Power Distance- measures the extent to which less powerful members of a society accept and expect power to be distributed unequally. -Individualism/Collectivism- Individual indicates a society where ties between individuals are loose, and everyone is expected to look after themselves and their immediate family. Collectivism indicates a society where people are integrated into strong, cohesive in-groups that protect them in exchange for unquestioning loyalty. -Masculinity/Femininity- Masculinity represents a preference in society for achievement, heroism, assertiveness, and material rewards for success. Society at large is more competitive. Femininity represents a preference for cooperation, modesty, caring for the weak, and quality of life. Society at large is more consensus-oriented. -Uncertainty Avoidance Index- Measure the degree to which members of a culture feel uncomfortable with uncertainty and ambiguity. -Long Term Orientation/Short Term Orientation- Long term orientation is characterized by a focus on future rewards, perseverance, and thrift. Short term orientation focuses on the past and present, with respect for tradition, fulfilling social obligations, and preserving one's face. -Indulgence/Restraint - Indulgence refers to a society that allows relatively free gratification of basic and natural human drives related to enjoying life and having fun. Restraint refers to a society that suppresses gratification of needs and regulates it by means of strict social norms.

Question 80

What is the Fons Trompenaars and Charles Hampden Turner Cultural Dilemmas theory?

Answer 80

-Universal/Particular- flexibility versus rules -Individual/communication-The good that drives decisions -Neutral/affective- expressions of emotion. -Specific/diffuse- public and private boundaries -Achieved/ascribed- source of merit -Sequential/synchronic-sense of time -Internal/external- individuals control over one's destiny

Question 81

What are the four steps of dilemma reconciliation?

Answer 81

Recognize Respect Reconcile Realize

Question 82

Define Civil Law

Answer 82

Is based on written codes approved by legislative bodies. In some instances, governments implement regulations to enforce laws. These regulations have the force of law. The law is applied deductively in each case, starting from the abstract rule that has been stated in to nation's civil law code. Each judicial action is bound by the letter of the law; the laws are not affected by judicial decisions.

Question 83

Define Common Law

Answer 83

Based on legal precedent. Each case is considered in terms of how it relates to judicial decisions that have already been made.

Question 84

Define Religious Law

Answer 84

Based on religious beliefs and conventions: a mixture of written codes and interpretations by religious scholars.

Question 85

What are key legal concepts/terms?

Answer 85

Rule of law Due process Jurisdiction Conflict of laws Forum or jurisdiction shopping Levels of law

Question 86

Define Business Acumen

Answer 86

Defined as the KSAOs needed to understand the organization's operations, functions and external environment, and to apply business tools and analyses that inform HR initiatives and operations consistent with the overall strategic direction of the organization.

Question 87

What is value creation?

Answer 87

An organizations success in meeting its strategic goals.

Question 88

Define Value Chain

Answer 88

represents the process by which an organization creates the product or service it offers to the customer. This may also be referred to as the organization's business model.

Question 89

Define Supply and Demand

Answer 89

Demand- refers to customers' desire to purchase goods and services and their willingness to accept the price at which the goods/services are offered. Supply- refers to the availability of the good or service. When prices are high, supply will typically increase as organizations try to maximize profits. Falling prices typically results in less supply.

Question 90

Define Strategic Plan

Answer 90

Plan that defines an organization's purpose and direction and can provide guidance to HR on the organization's core values and objectives. Typically , a strategic plan contains the following components - Vision and mission statements -Core values -Goals and objectives -SWOT analysis -Action plans

Question 91

Define Competitive Advantage

Answer 91

The factors that enable an organization to outperform its rivals-that is, produce goods or service better and more cheaply.

Question 92

Define Financial Projections

Answer 92

An estimate of an organization's future financial performance. Typically, projections address a specific 12 month period, broken up monthly and by department and/or function.

Question 93

Define Quality

Answer 93

A measure of comparison for products and services-for example, is the product or service offered by the organization of superior or inferior quality when compared to that offered or produced by rivals.

Question 94

Define KPIs

Answer 94

Specific measures of an organization's critical business areas that are quantifiable or qualitative. KPIs can vary depending on how, when, and where they are used.

Question 95

Define Fixed & Variable Cost

Answer 95

Fixed cost are recurring costs, regardless of an organization's output. variable costs depend on the organization's out, and they can increase or decrease depending on how many goods or services the organization produces.

Question 96

Define Revenue

Answer 96

The money generated through the sale of goods and services. Revenue is calculated by multiplying the average sales price by the number of units sold. It is also referred to as gross income.

Question 97

Define Net Income

Answer 97

Revenue minus costs

Question 98

Define Profit and Loss

Answer 98

A calculation based on total income minus total expenses. If the result is positive the organization has generated a profit; if result is negative then the organization has posted a loss.

Question 99

Define Business Intelligence

Answer 99

The ability to use information to gain a deeper understanding of an organization and its parts, to see how the whole organization and its parts are performing and to make sound business decisions.

Question 100

Define Assets

Answer 100

Are what an organization owns.

Question 101

Define liabilities

Answer 101

Are what and organization owes.

Question 102

Define Equity

Answer 102

Is combined with liabilities in the balance sheet because it presents what a company owes to either its owner or its shareholders.

Question 103

What is a SWOT analysis?

Answer 103

The group can brainstorm strengths, weaknesses, opportunities, aspirations, and results.

Question 104

What is a SOAR analysis?

Answer 104

Strengths, opportunities, aspirations and results.