Talent and Org. Dev Flashcards
Layers of culture - Iceberg
- Explicit, noticeable (above the water line)
- Values, attitudes, beliefs (below the water line)
Layers of culture - Onion
Implicit (layers must be peeled away, to reach the core)
Starting from the inside - Self, family, gender, age, social class, ethnic group, country, region, universal human nature.
Root of the culture in history.
Backstage
Not easily observed, only known by people in that culture.
Similar to Onion
Front Stage
Easily observable aspects of culture.
Similar to Iceberg
Parochialism
Only one way
Ethnocentrism
Our way is the best
Stereotyping
All people within a culture behave, feel, and act the same.
Equifinality
Our way is not the only way
Diversity
Recognizing and valuing Differences
Heterogeneity
We are not all the same
Cultural Contingency
Our way is one possible way
Confucion Work Dynamism
The degree that a society embraces the values of long term vs short term commitments with respect for tradition.
Supports a strong worth ethic.
Long term rewards are expected as a result of todays hard work.
Power Distance
Degree of inequality among people in society
High power distance
Autocratic or paternalist - based on people’s social class people expect a level of inequality.
China
Lower Power Distance
More participative decision-making
US
Uncertainty Avoidance
Do not like ambiguity or risk
High UA
Prefer structure, rules of behavior
Low turnover, reluctance to start new ventures
France
Russia
Greece
Japan
Low UA
More flexible, easy going
Entrepreneurial
US
UK
Sweden
Individualist Culture
Responsible for self
Autonomy
Australia Netherlands Germany US UK
Collectivist
Responsible for family/group
Group decisions
Flat rate pay system works well.
China Columbia Venezuela Hong Kong Indo West Africa Brazil
Masculinity/Femininity
Tough vs Tender
Gender role differences
Masculine
Success, money, assertiveness, competition
US Italy Germany Austria Brazil Chile
Feminine
Quality of life, service, cooperation, healthy, workplace
Sweden
Denmark
Netherlands
Mexico
7 Dimensions Cultural Model - Trompenaar
People: Uni vs Particularism Ind vs Communitarianism (Coll) Neutral vs Affective (emotional) Spec vs Diffuse Achiev vs Ascription
Time:
Sequential vs Synchronic
Enviro:
Control vs Harmony
Universalism
rules based
everyone is treated the same
no exceptions
US
German
Sweden
Particularism
Exceptions to rule.
Rules are made to be broken.
China
Middle East
High context
Implied understood although not stated directly.
You have close relationships so you don’t need to say as much. Fewer words needed.
Long standing employee!
Asia
Latin America
Southern EU
Middle East
Low context (Ed Hall)
Stated directly and explicitly
Spelled out
New employee!
English speaking
Germany
Scandinavia
Control Mechanisms ( Wil-Harzing Metaphors)
Bears - dominance of expats over sibs operations
Bees - more emphasis on socialization and culture
Spiders
Bears
Formalized control - perf reviews.
Standardized
Dominent
Bees
Informal - recruitment, promotional opps
Normative control
Socialization
Cross pollinate ideas when travelling
Spiders
Information communication networks
Communication is spread out amongst many different people - subs and HQ’s
Glue technology
management dev policy
gluing the HQs and subs together
just a part of their role, not their primary role
Matrix responsibilities
project role and functional role
Split Egg
Top Egg - project role
Bottom egg - operational role
Steering team
Leads the project
Focused problem-solving team
work on specific project
Virtual teams
Without face to face or few meetings
Delivery teams
Delivers specific product to a customer
Global leaders are:
Cosmopolitan
Culturally Sensitive
Cultural Synergy
Cosmopolitan
Operated comfortably in pluralistic cultural enviro.
Culturally Sensitive
Builds relationships with culturally different people
Cultural Synergy
Combines the strengths of each cultural group
Attributes of strong global leaders
Two categories:
End state skills:
- Managerial competencies
Ability to Learn from Experience
- Seeks opps to learn
- Seeks and uses feedback
- Open to criticism
- Is flexible
Global Mindset
Think global, act local
Contingency Theory
Different styles and different leaders more appropriate for different situation.
Global Leader in the US
Employees expect managers to involved them in decision-making.
Most powerful learning experience for a new global manager
Business Turnaround - failing business
Training programs for Global Enviro
Three audiences:
Development of expats before, during and after foreign assignments
Orientation and training of expats families
Development of the HQ staff
Sign that people are not learning in training
excessive nodding, smiling, no questions
Learning preferences - US
Accept participating with different hierarchy levels
Value competition and individuality
- Would have notes before hands
Learning preferences - Japan
Emphasis on harmony
Competition between groups, not individuals
- Group discussion or handson learning
Learning preferences - Middle East
Group must be homogenous in terms of company hierarchy
Fear loss of face
Memorization and auditory learning
Culture in Performance Mgmt
Motivations:
- some people feel $ is a reward
- Want rewards tied to individuals while others would prefer group
Performance mgmt in difference countires
Japan - saving face, would never single out someone and give them formal feedback.
China - insistence on maintaining harmony, give the group the credits.
Germany - value directness
Middle East - constantly monitored and measured for individual performance. Managing for negative behaviour.
Needs analysis
Review of the following:
Mission - now Vision - future
Core values
Strategic Business plan
Org Development
Organizational Development - past state of the company to a future state which will involve training and development.
Needs assessment methodologies
Surveys/Questionnaire Interviews Performance Reviews Observations Tests Assessment Centers Focus Groups Document Review Advisory committee
How to determine if someone can be a leader or an IA?
Assessment centres
ADDIE MODEL
The process by which training programs are conceived, developed, and delivered.
- Assessment
- Design
- Development
- Implement
- Evaluate
- most common system
- does not need to occur in sequential order
Kinesthetic learner
Need to learn with their hands.
Crafts and trades type jobs.
Design training programs as hands on as possible.
Prefer the demonstration performance method of teaching.
Visual leaners
Need to see it to learn it.
Auditory learners
Need to hear it not necessarily read something.
Bloom’s Taxonomy
When designing a training program, must consider 3 things:
- Cognitive (brain) - knowledge and inform them about a topic.
- Affective (heart) - How people feel about something (cultural training)
- Psychomotor (hands) - kinesthetic - hands on (driving a truck, build a brick wall)
Power distance
Smaller the gap the more likely the person at the bottom will reach out to the person at the top.
Low power distance countries
US
High power distance
countries
Mexico
South Korea
India
Uncertainty avoidance
Like formal rules and to know what is happening next. Likes stability. Level of risk aversion.
High uncertainty avoidance cultures
Japan
Greece
Low uncertainty avoidance cultures
US
Hong Kong
Individualism
All about me.
Collectivist
Does not like to be singled out for individual recognition and like to be paid a flat rate pay system because they don’t like it when you single people out.
Masculine cultures
Aggressive
Competitive
Take Charge
Assertive
Cultures: Brazil, Sweden, Chile
Feminine cultures
Nurturing
Team oriented
Likes to work things our and resolve differences
Cultures: Japan & Mexico
Universalism
One set of rules applies to everyone and it’s always right. Highly rule oriented society.
Culture: US, Germany, UK
Particularism
Situations change from time to time and rules and laws are not definitive.
Rules and agreements are only guidelines.
Cultures: China, Hong Kong, Venezuela
Neutral
Emotions are held back and repressed.
Cultures: Japan, UK, US
Affective
Open and emotions are expressed naturally.
Cultures: Mexico, Netherlands, Swiss
Achievement
Accorded status based on how well they perform their function.
Culture: UK, Argentina
Ascription
Status is given based on who or what a person is.
Titles very important.
Culture: China
Analysis phase of the ADDIE model
Also called needs analysis.
Goals are clarified and established
Gather data to determine the objectives of the course
Design phase of the ADDIE model
Learning objectives
Assessment tools
Exercises
Content
This phase should be systematic and specific.
Development phase of the ADDIE model
Build the course structure
Materials are produced
Implementation phase of the ADDIE model
Training is delivered.
Instructor ensures the functionality of the course material and systems.
Evaluation phase of the ADDIE model
The effectiveness of the training product is evaluated. Any changes form the bases of program revisions.
Andragogy
The theory of adult learning.
- Need to know why
- learn through experience
- approach things as problem solving
- immediate value
Adults need to focus more on the process and less on the content. Such as case studies, role playing, simulations, self evaluations.
Behavourism
Focuses on new behaviors being repeated until it becomes automatic.
Cognitivism
Thought process behind behavior. Participants are placed in a learning environment.
Constrictivism
Learner constructs new ideas or concepts based on current or past knowledge.
Blooms Taxonomy
Cognitive - knowledge, comprehension, and thinking through.
Affective - Attitudes and feelings that result from the learning process.
Psychomotor - physically manipulating something with your hands
Inductive teaching method
specific to general - small to big
EU uses this method
Deductive teaching method
general to the specific - big to small
rest of the world uses this method
Four T’s of training
Travel
Teamwork
Training
Transfer
GDT
Geographically Dispersed team or virtual team
Specific vs Diffuse
Specific - people play different roles in different situations.
Diffuse - The boss is the boss.
Sequential vs Synchronous
Sequential - time os rigid, punctual, time in finite, monochronic. Future oriented and progressive.
Synchronous - loose schedules, island time, past oriented, socializing during working hours. Past oriented and conservative.
Sequential = Monochronic cultures
US
Northern EU
Synochronous = Polychronic cultures
Latin countries Mediterranean Asia Africa Middle east
Inner vs outer directed cultures
Inner - considered about oneself
Outer - follows advice and instruction from outside sources
Single vs Multiple focus
Single - focus on one thing at a time (rigid) - US, Germany, Sweden
ex: German’s almost won the war bc of how single focused they were. Very good at planning.
Multiple - can focus on multiple things at a time and not in order (fluid) - Italy, France, Spain, China
High context vs low context
HC - lots of communication with colleagues - France, China, Japan, middle east, Mediterranean
LC - less communication with colleagues - US, Germany, Finland
Action learning
Participants studies own actions and experience in order to improve performance - athletes.
Experiential learning
Learning by doing
Coaching/mentoring
Pairs an experienced person with an inexperienced to show them the ropes with training or guidance.
Rotation/Cross training
Prepares emps for jobs they were not originally hired to do.
Emps feel like they have a bigger part in the success of the company.
Lectures
Good for presenting large amounts of information to a large group. Best when combined with games, case studies or demonstrations. Not the best method for adult learners.
Lecturettes
Short lectures lasting 15 minutes or less. Best suited for webinars.
On the job training
The most common form of training.
Assessment centres
Popular for selecting managers for IA’s.
Offsite and done by psychologists trained in industrial relations.
Ideal size if 1-1 or 1-3 max
Advantage - most objective
Disadvantage - cost and time
Instructional styles - structured approach
planned in advanced and minimize the trainers control over the trainee. Trainer becomes a consultant to the training.
Instructional styles - non-structured approach
gives trainers more control over the flow and the pace of the material. Generate more participant interaction.
Patricipant led programs
Engage the students in a discussion on the topic. Much more interactive.
Can US based companies be held liable for ADA laws for training materials and rooms outside of the US?
Yes, all rooms and materials need to be assessable to people with disabilities.
Discussion method of training
Most preferred by trainer bc you can interact with the trainees.
Programmed Instruction an e-learning
Works on their own learning small portions of the role and having to master it before being able to move on to the next level.
e-learning
Online learning.
vestibule training
Classroom simulation training with machines to use as training materials.
Equipment simulators
Flight simulators.
In basket excercises
Asked to respond to a number of issues in a times exercise to simulate real life.
JIT - Job instruction technique
Proven technique for teaching new skills.
Prepare
Present
Practice - most important
Follow up
Kirkpatrick model for training evaluation
Reactions - how ppl felt about the program.
Learning - the amount of knowledge acquired.
Behaviour - transfer of acquired knowledge.
Results - how the transfer or knowledge affects the org.
Training ROI
Training return - training investment = net training return
Net training return / Training investment = Training ROI
KPI’s
helps orgs understand how well they are performing in relation to their strategic goals and objectives.
Example: Balances scorecard
Graphic rating scales
Low to high scale.
Best suited for managers who are very familiar with the employees duties which are specific, measurable and objective.
Most commonly used for blue collared work not as much for white collar workers.
Simple to use, very common.
BARS - behavioural anchored rating scales
best for companies interested in long range performance such as research industries.
Focuses on the behavior as opposed to general employees characteristics like personality.
Designed for each position. Very labour intensive to develop but it is a superior review.
A lot of work and a lot of maintenance.
Not used very often.
Paired comparison analysis
comparing employees with one another. Rank order id obtained by counting the number of times each individual is selected as being better of the pair.
Does not work out well for large groups.
Ranking systems
Manager lists the employees in order of performance from highest to lowest.
Works well for small departments or small companies.
Disadvantages - the differences between the employees might not be enough. For example between 2-3 but big difference between 3-4.
Competition is encouraged.
Compares a group of people to one another.
Forced distribution or Forced rating scale
Manager is forced to rank his employees in each category being measured.
Would not work out well in a collectivist society.
Checklist appraisals
Best for managers who are long time acquaintances of employees. Must choose one phrase to describe employees performance from about 3 or 4 phrases.
Can be very costly and time consuming.
Critical incident reports
effectiveness of handling key or critical situations that have arisen during the appraisal. Often negative outcomes are given more weight than positive ones.
Measuring someone under stress.
Manager keeps logs of good/bad examples during the incident.
Narrative or essay evaluation
When employees performance is not very measurable. Manager writes a paragraph on his perception of the employees performance. Not very reflective of how well the person is at their job.
Disadvantage: personal bias
Management by objective (MBO)
Output based performance appraisal approach since it is based on output.
Setting measurable goals with the employee and then touching base and discussing those goals periodically.
Works well for employees who have flexibility in their jobs or managers.
Goal setting theory
pay can motivate employees if:
They are involved in setting the goals
Goals are sufficiently challenging
Specific monetary rewards are set at each level
Self directed learning
The employees takes the initiative and responsibility and select, manage and assess their own learning activities.
Evaluative listening
Making judgements on what the other person is saying.
Humanistic theory
Free to choose own behaviour.
Direction of growth is driven from within.
Case method of training
Disadvantages - employees may not question the underlying policies and values of the organization.
Halo and horn
One perception of a trait will influence others. Example: judging a good looking person as intelligent.
Peer reviews
Highly specialized fields.
Help people to get along better.
Disadvantage - some people don’t like to give negative reviews bc it can affect the relationship. Works better when people know it won’t be used to set pay, promote, or discipline.
360 reviews
Used for professional development and self improvement. Same disadvantages as peer review feedback.
Subordinate reviews
Cons:
Subs may not be truthful, subs aren’t capable of reviewing their managers perf, i’ll scratch your back if you scratch mine.
360 reviews
Used for professional development and self improvement. Same disadvantages as peer review feedback.
Used for executives
Self appraisals
Done poorly with little guidance, are sometimes unaware of their own importance in the org.
Field reviews
Used to promote managers to executives.
HR helps to gather the feedback.
Chances of bias are reduced bc the person is an outsider.
Disadvantage is the person reviewing may not have an understanding of what the person does, the company, or the culture of the org. Also time consuming and costly.
Field reviews
Almost entirely based on observed performance in the field.
Used to promote managers to executives.
HR helps to gather the feedback.
Chances of bias are reduced bc the person is an outsider.
Disadvantage is the person reviewing may not have an understanding of what the person does, the company, or the culture of the org. Also time consuming and costly.
Rate personality rather then performance
Respond quickly and strongly to personality traits such as charm or aggressiveness.
Should focus only on actions and accomplishments.
Employees personal background
Assume someone with a lot of experience is generally better at their role without accurately testing this.
Halo/horn effect
gives great/bad ratings in all areas. Reviewer has let one strong value judgement in one area color their judgement of others.
Poor performers are usually good at something and vice versa.
Halo/horn effect
Gives great/bad ratings in all areas. Reviewer has let one strong value judgement in one area color their judgement of others.
Poor performers are usually good at something and vice versa.
Leniency
May be afraid to hurt feelings or concerned they will make a complaint.
Leniency
May be afraid to hurt feelings or concerned they will make a complaint.
Rate everyone too high.
Limited use of the rating scale
Avoid giving very high or very low ratings. “no one can be perfect”
Inadequate observation
May not have a full understanding of what the employee does on a day to day basis.
Inappropriate time span ( recency error)
May be affected by things that happened most recently both good and bad.
Contrast effect
The exceptionally good or bad performance of a few skews the results for others.
Overemphasis on uncharacteristic performance
Should focus on typical behaviours.
What to appraisals need to be in order to be sufficient for the courts?
Sufficient and reliable
Content validity
both representative of the job and relevant to the job.
Predictive validity
positive correlation between employees performance appraisal and employees performance.
Construct validity
behavioural factors are critical to successful job performance.
Concurrent validity
People are grouped in top third, middle third or bottom third and this is used for promotion, train, manage.
Face validity
Simplest form of validity.
It measures what it is suppose to measure.
What should IA’s be trained on for long or permanent placements?
Language
What should IA’s be trained on for short term placements?
Culture, politics.
What should IA’s be trained on for short term placements?
Culture, politics.
Best way to train managers?
one on one coaching
Who should evaluate the IA’s performance?
Host country manager unless they move a lot and then it would be 360.
Centralization
Rating everyone in the middle. Collectivist societies would do this.
Three R’s of global management
Recognition - differences between cultures
Respect - those differences
Reconciliation - those difference
Objective review
Multiple choice test of the employees work related knowledge.
The evaluator does not judge the employee on their performance.
Best way to match mentors and mentees?
Using profiles that include areas for development, strengths, experience, skill set, etc.
Brainstorming
Group creativity technique that is designed to generate new solutions to problems.
Subjective reviews
Instead of looking at whether someone reached a goal the evaluator will look at how well they performed to reach that goal. All based on ones personal perspective of the employee.
