MGMT 4020 Final Exam

Why do employees choose to leave their job?

1. Job stability 2. Compensation 3. Respect 4. Health Benefits 5. Work-life benefits

Evaluation

-"Evaluation" is a judgment of "goodness" or "badness." -An evaluative rating is one product of a performance appraisal system. -These must have "comparability" so that they can be used to make personnel decisions. -Merit pay places especially heavy demands on the performance appraisal system.

Simulations

-"Simulation" is a broad term for rich, computer-based, mathematical models that attempt to reproduce plausible business scenarios. -Simulations allow managers to take into multiple attributes of the environment some of which may be related. -Research on simulations is limited, though they appear to be promising.

Deviance

-"voluntary behavior that violates significant organizational norms and, in so doing, threatens the well being of the organization or its members (Robinson & Bennett, 1995) -Exits, neglect, retaliation. -Interpersonal and Organizational deviance -Interpersonal deviance is targeted at members of the organization and includes behaviors such as saying something hurtful or acting rudely to coworker. -Organizational deviance is directed at the organization and includes behaviors such as stealing and withholding effort.

Wade v. Mississippi Cooperative Extension Service - 1974

-A group of African American employees sued the extension service after being denied desirable positions within the organization. They were able to show disparate treatment. -The extension service argued that appointments were based on performance evaluations. -The Fifth Circuit Court decided for the plaintiffs. -Subjective traits in the performance appraisal system (e.g., "leadership," "attitude toward people." -PAs ratings had not been used consistently. -When a "trait" is used, it must be job related. -The employer has the obligation to demonstrate job relatedness. Job analysis can help here.

Recognizing a Personality Disorder

-A personality disorder must fulfill several criteria. A deeply ingrained, inflexible pattern of relating, perceiving, and thinking serious enough to cause distress or impaired functioning is a personality disorder. Personality disorders are usually recognizable by adolescence or earlier, continue throughout adulthood, and become less obvious throughout middle age.

What kind of tests can be the hardest?

-Ability Tests

Why use DT's?

-About 22.6 Million Americans (8.9%) used an illicit drug in the month prior to the survey (2010). 1 in 5 Americans aged 18-25 used illicit drugs in the past month (Source: www.drugabuse.gov) Journal of Applied Psychology Study (1990) -5,465 job applicants tested for use of illicit drugs. -Tracked for 1.3 yrs. (blind study) -Illicit drug users vs. non-drug users -59.2% higher rate of absenteeism -47% higher rate of involuntary turnover -No difference in injury and accident occurrence -Also linked to increased health care costs -Co-morbidity

Delphi Technique: Part 1

-Assumes groups have more knowledge than individuals (sensible). -But this knowledge can only be brought to bear if team members think for themselves. -The method has a panel of experts and a facilitator (also called the "Leader") -The problem is posed to the experts. -Each makes an anonymous and independent judgement.

The Pro Forma Organization Structure

-At this end of this phase you need to know... -What the organizational will look like. -What jobs will be created? -Which will be lost? -How many people will you need for this jobs? -What KSAs should these people possess? Staffing tables are helpful here.

Availability Forecasting

-Availability forecasting seeks to determine the supplies of human resources that are obtainable to meet the requirements in the pro forma structure. -In general, there are two sources of human resources: 1. Internal Sources 2. External Sources

Characteristics of Machiavellian Leaders

-Believe the "ends justify the means" -Display lack of affect ("cool detachment") -Resistant to social influence -Amoral in controlling others/manipulative -Deceptive interpersonal tactics/duplicitous -Glibness and superficial charm -Skilled in creating personal image

Unavoidable (undesirable)

-But some of these are leaving no matter what - they retire, they move, they decide to start their own business - you can't stop them.

What is CEB?

-CEB quarterly study of 50,000 employees (Forbes Magazine, 1/1/2013) -CEB is the leading member-based advisory company. By combining the best practices of thousands of member companies with our advanced research methodologies and human capital analytics, we equip senior leaders and their teams with insight and actionable solutions to transform operations.

Machiavellian MO

-Constantly manipulate others for personal gain.

Quantitative Techniques

-Correlation -Regression -Simulations

Limitations of Correlation

-Correlation is an important statistic in human resource management. -However, it does not provide precise predictions. -We know that Y will increase as X increases, but we do not know how much. -For example: If sales (x) were to increase by a given amount then how many more people (y) would we need to hire? -Regression can help us with this type of question.

Correlation

-Correlation refers to the size of the statistical relationship between two variables. Correlations range from -1.00 to 0.00 to +1.00. -The higher the correlation, either negative or positive, the more we can predict one variable from other. -In this way, correlations allow us to forecast. -Correlation is important to test validation, job selection, and legal compliance, among other areas.

When Demand is Greater than Supply

-Creative Recruiting Find new ways to bring you firm to the attention of potential workers. -Better Compensation and Benefits Rise pay or offer more benefits. -Training Programs This is very important so I thought that I would mention it again. -Different selection standards Sometimes you have to take folks who are less qualified than you would like. This is risky, but you might have no choice.

External Sources

-Demographic changes -Population movements -Changes in the work force -Composition of the work force -Available educational levels -Societal attitudes toward careers, jobs, and industries. -Economic conditions -Technological changes -Political conditions -Government regulations

Development

-Development has two parts: -Areas of improvement for present job. Potential for future jobs. -Developmental judgments feed into different activities, such as coaching. -Managers can both evaluate and develop during the same meeting.

Advantages of GRS

-Easy to use -Quick and efficient -Standardized factors can cover many jobs. -Numerical ratings allow for calculations and comparisons

Employee Theft

-Employees steal almost six times as much as shoplifters. Employers cited the following reasons for theft: 1. Increased organized retail crime 2. Pool economy 3. Less store supervision and staffing 4. Better training and awareness of LP staff and employees 5. More open selling strategies

Employee Count

-Employees: Use headcount rather than FTE (full time equivalent). -Employees: Include only employees on payroll (no independent contractors or temporary agency hires). -Employees: Use average monthly headcount Use an "average" by taking two or three samples per month

Scott London

-Fired this week from KPMG - a top accounting firms where he supervised 500 employees -With KPMG for over 30 years. -He admitted that he gave stock tops on clients to a friend in exchange for case and gifts. -His friend, a man named Bryan Shaw, traded on the tip in exchange for cash, a Rolex watch, concert tickets worth about $100K -Shaw and London met in 2005 at a country club "North Ranch Country Club" and were golfing friends. -Bryan, who owned a diamond business, was tapped by the SEC/FBI and confronted with his unusual trading. He admitted his wrongdoing and agreed to help the FBI by wearing taping devices.

Reduce Turnover

-First impressions - research suggests that on-boarding improves employee engagement -Studies have continued to demonstrate that employee engagement is partially determined by the new employee's treatment and orientation during the first 30-90 days of employment (www.shrm.org) -Examples (good) - advertisement with discussion of best practices.

Rowe v. General Motors Corporation-1972

-GE used its performance evaluation system to determine promotions. -Vague standards (trait ratings are problematic, see also Wade v. Mississippi Cooperative) -No written instructions for supervisors -No review at higher level of management -The system had adverse impact against African Americans -5th Circuit Court found in favor of the plaintiff. -Guidelines for PA: -Use objective performance measures with clear standards -Provide raters with written instructions and training. -It is better when the raters are diverse -Have a review of the ratings.

Who is Gretchen Zech?

-Gretchen Zech is senior vice president of global human resources(HR) for Arrow Electronics, Inc. She is responsible for Arrow's global HR strategy and operations, and serves as a member of the company's executive committee. She oversees talent and performance management, professional development, and compensation and benefits initiatives for the company. -Zech joined Arrow Electronics from DexOne where she was senior vice president and chief HR officer since 2006. Prior to that, she was HR group vice president at Gartner for several of the company's global business units and corporate services. -Zech previously served in HR leadership positions of increasing responsibility at Great Atlantic & Pacific Tea, Bloomingdale's, Best Buy and Johnson Controls. She holds a bachelor's degree in human resources management from the University of Michigan, as well as Society for Human Resource Management senior certified professional (SHRM-SCP), senior professional in human resources (SPHR) and global professional in human resources (GPHR) certifications. She serves on the Board of Directors of The Society for Human Resource Management (SHRM).

Avoidable cases are different

-Here, an intervention might keep an otherwise strong employee in place by increasing pay - changing reporting relationships, promoting, training, etc

Ongoing

-Historically, performance appraisals were conducted on a regular bases. -Usually annually. This tradition continues in many places. -Often they were done badly. Employees thought that they had not even been evaluated. -A performance management approach stresses ongoing and continuous feedback.

Narrative Essays

-Historically, these were widely used. -The rater, usually a manager, writes an essay for each employee. -Modern versions have the manager keep a diary. --This improve quality and promotes fairness.

Scenario Planning

-How do we imagine the unexpected? Weick (2001, Managing the Unexpected) suggests that we: -Think backwards from a bad outcome -Use the future tense ("By next quarter, we will have lost our biggest customer") -Describe events that could bring this outcome about. -Plan to address these problems. -This goal is create multiple scenarios that take into account different eventualities.

Construct Onboarding Process

-Institutionalized formats encourage newcomers to conform to preexisting definitions of work roles. These approaches are best if your goal is to enhance job loyalty and commitment by helping newcomers cope with the anxiety and uncertainty of the new job. (they lessen stress symptoms and quit rates in first year hires). -Collective: recruits are socialized as a group. Creates an "in the same boat" mentality. MBA programs operate this way, but so do many internship programs. -Sequential: new recruits go through a series of well-defined developmental experiences to prepare them for a new position. Programs that rotate new hires across different functional areas are sequential. -Fixed programs give new recruits timetables about the duration of various steps in a new organization. -Serial: an official role is given to a regular employee to help groom new hires. -Investiture tactics: value the personal attributes of new employees and capitalize on their personal attributes rather than molding them (could be training, development opportunities) Go over orientation process 1. Pre-orientation: HR 2. Orientation: Management/HR 3. Management Agenda: Management/peers -Company and departmental Go over vision mission values, organization charts, objectives and goals of individual department -Job Expectations - job descriptions, training, performance management process, -Policies and Procedures Sexual harassment, discrimination, compensation, complaint resolution -Administrative and house-keeping Less formal than policies and procedures - normal work hours, telecommuting practices, credit card, 401K

Turnover

-Knowing turnover costs can help you justify programs expenditures. Say you know that you are losing two people a month, or 12 a year, and each exit cost $60k. Then an onboarding program at 30K that reduces this number by half can look like a bargain. -Understanding why people are leaving can help troubleshoot organizational problems. Let's say that you find one of ten managers has a higher rate of voluntary, external exits. A closer look at this might reveal poor management skills or external pay equity problems. -Pay surveys will often include turnover rates by industry and function within that industry. Lowering your turnover rate can give you a competitive advantage and widen your margins.

Systematic

-Logical assessment, closely tied to attributes of the job. -Well-defined standards, draw from job analysis.

Subjective Techniques

-Managerial Estimates -Delphi Technique -Zero Base Forecasting

Issues with the Slice and Dice Method

-Overall, the problem with this approach is that it isn't always clear why people are leaving. For instance, they may say they are leaving to start a business, but really they can't stand their boss. -Or, as in the case of functional exits, performance data may be sketchy and it is difficult to distinguish between weak and strong performers.

Brito v. Zia Company - 1973

-PAs were used to do layoffs. -More Latinos than Anglos lost their jobs. -10th Circuit Court found for the plaintiffs: -Zia's PAs were highly subjective -Thorough records and documentation was not maintained -Raters did not have daily observations of ratees. -PAs were not validated

How do you translate all the data from the primary and secondary sources into a decision making capability?

-Performance Tests -Interviews and reference checks

Person vs. situational theories

-Person based approaches view deviant behavior as a character flaw. "bad apples" -Solution: screen these people out in hiring process. -Situation based approaches view deviant behavior as a function of organizational conditions. People react to organizational conditions (bad bosses, unfair pay). -Solution is to design a workplace so that rule abiding behavior is inevitable (Rosse & Levin, 1999). Make it more difficult to engage in deviant behavior Increase the costs

Personality disorders

-Personality disorders may or may not be considered mental illnesses -Look for impact on ability to work and love -Limited repertoire of stereotyped "solutions" that are applied to life problems (the "MO") -Lack of empathy is common theme -Linkages to counter-productive work behavior and work performance. -Avoid diagnosing someone!

Turnover - Significance

-Planning - if you know the turnover rate, you can plan costs and hiring practices accordingly. -Reasons why employees leave - your organization might not be the most desirable; maybe you have management issues. -Retention and Planning Reasons for tracking Lost productivity when position are vacant Loss of institutional knowledge Diminished productivity from those who remain Hiring and onboarding costs Decreased customer satisfaction (SHRM Executive Brief: Tracking Trends in Employee Turnover)

Managerial Estimates (Bottom-Up Approach)

-Probably the most common approach -Bottom-Up: Managers estimate the needs for their individual units. Best to use a Human Resource Forecasting Form -These estimates are then pushed upward in the organizational hierarchy for additional changes. -In the idea, the process should be highly interactive among the levels, but this idea is not always met. Advantage -Get broad input from throughout the organization. Disadvantages -May be divorced from the business strategy -Managers may have an incentive to evaluate their needs. -The individual estimates may miss synergies across units.

Most common GRS dimensions

-Productivity -Quality of Work -Dependability -Adherence to Values -Contribution to the Effectiveness of Others

Characteristics of psychopaths

-Psychopathy: Disregard for well-being of others and skilled impression managers. -Lack of concern for others. -Extremely shallow, parasitic and predatory. -Lack of guilt or remorse. -Calm, cold, and unstressed. -Impulsive. -Prone to criminal activity. -Aggression is instrumental versus reactive. Pg. 18 -15% of prison pop. -1% of pop. But damage is about 50% of the violent and serious crimes. -Otherwise normal pg. 21. -Poor judgment. -Lack insight into themselves, others. -Care little about others. -No remorse or shame. -No real life goals or plans. -Unreliable. -Liars (a big trait). -Insincere -Don't have an emotional life. -Superficial charm, intelligence and story tellers.

Construct and Deliver

-Research suggest oral delivery is best, followed by written, and then video delivery (Griffeth & Hom, 2001) -Some video may help with frustrations and handling of frustrations on job (Phillips, 1998; Wanous, 1992) -RJPs convey objective reality (e.g., work conditions) and the subjective reality of job incumbents* -RJPs must be valid and comprehensive -Data collection must be done carefully: -Same questions to everyone -Spread around a wide range of incumbents -Benchmarks to determine which plusses and minuses are relevant

When Demand is Less than Supply

-Restricted Hiring Let normal attribution reduce your workforce -Reduced Hours Cut hours. This is unpopular but perhaps you could eliminate overtime. -Job Sharing Two people share a half-time job. Often used for married couples. -Early Retirement Pay folks to retire early. (Remember that older workers tend to be more costly.) -Layoffs Do with care. These often work out very badly.

Feel Welcome

-Studies support the importance of this step. -Consider: rapport building, communications building, network building to facilitate work, anxiety reduction, build company commitment and spirit

Arrow's Talent Strategy

-Talent Strategy = Growth -The business strategy is the driver of our talent strategy -The talent strategy develops and unleashes capabilities that are required to execute our business strategy now and in the future -Accountability for talent results is a given; measure what matters 1. Grow Self 2. Grow Team 3. Grow Business

Delphi Technique: Part 2

-The facilitator then collects the responses and controls information flow. -People need not be in the same room and can work from computer. -The expert panel goes through the statements one at a time. Anyone can comment and provide feedback. -People can revised their opinions at any time. -The process continues until consensus is reached.

Talent Assessment (Arrow)

-The first thing to assess is the "health" of your organization's internal talent pipeline -Do you have people you can grow into roles? Or, do you need to "buy" some talent -At Arrow, we've seen that it is challenging to have VPs join our organization and be successful; hence, we are buying talent at the Director level so we can groom/develop talent that can expand into VP roles -It is important to assess the following 4 elements: 1. Potential (RHR at Sr. Level; stretch roles at lower levels) 2. Performance (EPR rating over time; consistency in performance) 3. Versatility (Are they ready now? Ready for multiple roles? New location? Lateral vs. Promotion?) 4. Diversity (Do we have a diverse slate?) -As far as risk, we look at: 1. Vacancy risk - what is the impact if someone were to leave 2. Retention risk - what is the likelihood that someone might leave

Step 1: Assessing the Current State

-The process begins with the strategic business plan. -Speaking generally, HR planning assesses whether the organization has the people it needs to succeed. -Building from the business plan, we conduct an internal assessment of the current workforce

Staffing Tables

-These are tables that represent all of the current jobs and the number of incumbents in each. -They also tell you how many future positions will be required and estimate when these needs will occur.

Dysfunctional (undesirable)

-They are good talent that would otherwise be able to stay in your company.

American Psychological association's 2014 Psychologically Healthy Workplace Awards

-This research identifies turnover as a sign of an unhealthy workplace. Chronic stress is another. When these factors are low, the workplace is identified as "healthy". The article addresses practices by healthy organizations.

What is a Personality Disorder?

-Those who struggle with a personality disorder have great difficulty dealing with other people. They tend to be inflexible, rigid, and unable to respond to the changes and demands of life. Although they feel that their behavior patterns are "normal" or "right," people with personality disorders tend to have a narrow view of the world and find it difficult to participate in social activities.

Technology (Arrow)

-Track year-over-year talent status -Link data to tell talent story (turnover, performance, gender, age) -Talent dashboards for managers -Integrates with additional modules (recruiting, onboarding, compensation) -During the process of the annual talent reviews, we collect a lot of data; this data is analyzed to provide us with insights. -An important aspect of gaining insights is to have a human capital technology platform that allows you to capture data; at Arrow we use Workday -Workday allows us to track year-over-year data on items we've mentioned (performance, potential, risk, job assignments, etc. -It also allows us to link data that we capture on things like turnover, gender, promotion rates, age, etc. -We have talent dashboards that allow managers a view into their talent

Narcissistic MO

-Use relationships to regulate self-esteem.

Disadvantages of GRS

-Vague definitions of factors -Subjective interpretations -No factual or objective basis for definition -Often not closely related to job -Prone to various rating errors. -Courts are often skeptical

Advantages of Essays

-Very detailed and rich. -Tailored to the individual employee. -When used in diary form, narratives are seen as especially fair.

Talent Discipline (Arrow)

-We have an annual cadence of reviewing and talking about our talent at all levels of the organization. -Beginning with the end in mind - every December I provide Arrow's Board of Directors with a talent update. -Working backwards - this means we begin talent discussions in our business unit in April/May of every year, working towards the Executive Committee level talent review.

Disadvantages of Essays

-Written narratives take a great deal of time, especially if they are diaries. -Writers often focus on extreme examples -They are unstandardized, so comparison can be difficult across people and jobs. -Quality depends on rater's writing ability. -Comments should be organized by performance dimension and performance level. -"Phase books" can be helpful.

Auditing Jobs and Skills: Part 2

-You should be able to answer questions 1-3 and maybe 4 with data you already have. -Questions 5-6 will be completed later, when the forecasting is done. -Remember that you'll want attributes as well as jobs.

Zero-Based Forecasting

-Zero-based (usually spelled with a "d") forecasting using the current staffing as a starting point. -Vacant positions are not automatically filled. -Rather, there needs to be a careful and complete analysis and explanation. -Any proposed change must be thoroughly justified: Often quantitatively and with respect to the firm's strategic plan.

Interviews/Reference Checks

-are judgments. Here desirable rating indicate a strong indication of an attribute, acceptable is satisfactory without major concerns. Unacceptable, serious concerns

Involuntary (desirable)

-are performance problems or lack of organizational fit. This can be healthy, because statistically, you'll always have some number of lower performers

Acceptable

-candidate can accomplish the most critical work outcomes (from your job analysis). Performance should never impair the ability of the organization to do its work

Unqualified

-candidate does not possess the minimal level of qualified for the targeted KSAO -An unqualified rating should disqualify your candidate -Avoid averaging scores that would allow this candidate to stay in the selection process

Separation Count

-employees with date of termination in the month - do not include leave of absence, furlough, temporary layoff

Voluntary (undesirable)

-employers don't request. Includes pregnancy, relocation. -So, you care more about voluntary turnover

Functional (desirable)

-here are low performers who leave because they see the necessity of leaving.

(Individual Factor) Trait anger

-is a predisposition to respond to a situation with hostility - these people are more easily provoked because of their tendency to perceive a situation as frustrating.

Categorical Approach

-judgments of undesirable, acceptable and desirable for candidate attributes

Desireable

-performance that could have a disproportionate impact on the work of your organization

Numerical Approach

-point systems or weighted average

(Situational Factor) Interpersonal conflict

-refers to discrepant views or perceived incompatibilities between two or more individuals. Tends to create an escalation as when one person is uncivil, others may also be uncivil).

Performance Tests

-relatively straightforward because they are examples of actual work performed...work samples, skills tests

Situational constraints

-workplace stressors that keep people from getting their goals accomplished. Scheduling, training, etc.

Two Methods for a Final Selection System

1. Categorical Approach 2. Numerical Approach

Decision Table

1. Eliminate candidates that have unacceptable ratings 2. Take candidate with "desirable ratings" in all your categories and offer them a job 3. Put other candidates into a back up group.

PA Phrases: Performance Levels

1. Exceptional: Consistently Exceeds Expectations -Finds the most effective ways to get the job done. -Creates new strategies to improve performance. -Serves as a highly positive role model in all performance areas. 2. Excellent: Frequently Exceeds Expectations -Comes to work ready to excel. -Sets high personal performance expectations. -Prioritizes work for maximum results. 3. Fully Competent: Meets Expectations -Is open to new strategies to improve results. -Has visibly improved her performance levels. -Is steadily upgrading every performance area.

PA Phrases: Teamwork

1. Exceptional: Consistently Exceeds Expectations -Generates remarkable results through teamwork. -Turns a group into a team. -Applies in-depth knowledge of team building. 2. Excellent: Frequently Exceeds Expectations -Is a great team player. -Holds the team together through tough projects. -Has an infectious cooperative attitude. 3. Fully Competent: Meets Expectations -Energizes the team. -Sets high expectations for everyone on the team. -Keeps team members well informed.

Methodology (Arrow)

1. Have a discipline around talent conversations 2. Assess talent 3. Development talent

Three things that drive the successful deployment of Arrow's succession management program

1. Methodology 2. Technology 3. Business Ownership

4 Key Points of Performance Appraisal

1. Ongoing 2. Systematic 3. Evaluation 4. Development

Six domains to improved organizational assimilation

1. Performance proficiency (job requirement and KSAOs to do the job) 2. People (establish effective working relationships) 3. Politics (learn who is most influential and how politics work) 4. Language (learn acronyms, slang, and jargon) 5. Organizational goals and values 6. History (learn traditions, customs, rituals)

Internal Sources

1. Skills Inventories Find out the KSAs that the non-management employees already possess. They can be re-assigned to new positions. 2. Management Inventories For management talent. Determine the KSAs and assign accordingly. 3. Training and Development We won't cover these in our selection course! However, this may be the best tool.

Two Principles in Categorizing Turnover Data

1. Sweeping statistics don't cut it - you have to do the math on the jobs in your organization. -Computer programmer: $20K -Pharmaceutical sales: $62K -93%-200% of one a year of salary -45% of medium to large companies report turnover costs at >$10K -So, will such wide ranging estimates, the HR manager needs to do the math on the jobs in their organization. 2. It's all in how you slice and dice -Global turnover might be a good metric in small organizations - but in larger organizations, a turnover statistics is too global to be of much use. -The most obvious point is that some turnover is a necessary part of life - people retire, people move, people are poor performers. More interesting is whether these rates are changing and why. More interesting is whether you are losing talent that you shouldn't be losing, or keeping deadwood longer than you should.

Three Common Steps for HR Planning

1. Take a look at the current state 2. Try to forecast the future state 3. Try to close the gap btwn the future and today

Three Level Approach

1. Unqualified 2. Acceptable 3. Desirable -This system works well when all the attributes are about equal in importance. If they are not, then you will want to use a weighted average to distribute the weight of the different attributes

US Govt. Employment Stats

1. White workers have longer tenure 2. Men and women's tenure has narrowed 3. More educated workers have longer tenure 4. Federal jobs have longer tenure than state Government jobs have longer tenure than private sector job. 5. The overall trend seen here shows an increase in tenure since 1996 - 3.5 years since 2000 up to 4.6 in 2013 (BLS).

Four Types of PAs

1. Written Essays 2. Rating Systems -Including 360o Feedback 3. Ranking Systems 4. Appraisal by Objectives and Standards (MBO)

Characteristics of narcissists

Beliefs -Sense of superiority -Sense of entitlement -Lack of empathy Behavior -Seeks admiration -Uses others to feed need for admiration How it can look -Clinical narcissism: about 1% of the population You need at least five of the following: -Grandiose sense of self-importance -Preoccupied with fantasies of success, power, beauty, ideal love, etc. -Believes that he or she is special or unique -Requires excessive admiration -Strong sense of entitlement -Exploitative of others -Lack of empathy -Often envious of others -Shows arrogance, haughty behaviors or attitudes

Onboarding Processes

Defined as -A systematic and comprehensive approach to orienting a new employee to help them work successfully as soon as possible. High Level Goals of -To minimize turnover -To make them feel welcome -Minimize start-up time -Research suggests that employees are most likely to quit during their initial period of employment (Griffeth et al., 2000); Mobley, 1982) -Certain practices strengthen organizational commitment and job retention. Two categories are identified in the research: 1. Institutional: Collective, formal, sequential, fixed, serial, investiture 2. Individualized: Individual, informal, random, variable, disjunctive, deny identify

Numerical Approaches

General Approach - select candidate with highest score -Still eliminate candidates with unqualified scores. -Don't get hung up on small difference in scores -Probably not meaningful. Process -Convert all scores to a common scale Converted Score = Score/Maximum Score Possible

Turnover

Generally, you look at the number of employees leaving the ORGANIZATION. Best practices include 1) using head-count, not FTE and 2) eliminating contractors and temporary employees from your calculation (all non-payroll employees). Employees who are on payroll, but not currently working (FMLA, furlough), should be counted. Why treat non-payroll staff differently? Cost are different: -Labor costs are billed to firm -Employment taxes not billed to firm -Labor expenses and practices are different (no on-boarding, training, benefits)

Machiavellianism at work

Here are the findings: -Job Performance: Negative (but small) relationship to performance (ρ = -.07) -Counterproductive Work Behavior: Positive relationship to psychopathy (ρ = .25) -Similar to narcissism.

Drug Tests

Integrity testing. -Future drug use. -OK for hiring, but not disciplinary action. Biochemical. -Current or recent use. -Alcohol testing: regarded as medical test. -Drug testing: urinalysis, hair analysis. -Screening (false positives and false negatives as high as 100%). -Confirmatory (Gas chromatography/mass spectrometry - GC/MS) Impairment testing. -Current drug/alcohol use. -Develop benchmark and test frequently.

Graphic Ratings Scale (GRS)

List a set of attributes associated with the job. These should be from a job analysis, but they often are not. Usually about 5 dimensions but sometimes as many as 15. The rater, usually a supervisor, provides a numerical rating from high to low. 5-9 response options are best, but you only need 5. Forms often include a space for written comments.

Characteristics of Machiavellians

Machiavellianism: disregard for morality, self-interested, cold, manipulative, exploitative of others -Believe in the effectiveness of manipulating others -Believe people are vicious, given the chance -Expediency above morals. -More successful in less structured environments and more likely to lie, cheat and steal. -Basically, they want money and power.

Myths about Machiavellians

Machiavellians: -Lack higher conventional intelligence -Have EQ that is lower or about the same as the rest of us -Are not especially good at reading people -They don't even have charming personalities: -.47 correlation to agreeableness -People do not find Machiavellians likable.

Minimize Start-up Time

Minimize learning curve -Share goals and responsibilities immediately -Suggest technical training -Eliminate administrative obstacles -Eliminate personal issues

Integrity tests

Overt (direct) - two parts -Behavior -Attitude Personality based (indirect) -Tests personality traits known to predict counter-productive behavior & job performance Are they valid? Conscientiousness -Achievement -Dependability Well designed tests are valid. Caution -Individuals who are punitive in their attitudes don't score well. -Avoid cut-offs

Two Phases in Forecasting

Phase I: Requirements Forecasting -This allows you to assess the demands that you will have as the organization implements its strategic plan. Phase II: Availability Forecasting -This allows you to asses the supplies of resources as your plan goes forward.

The Anti-Deviance Workplace

Screen when hiring. Security Consultant Approach -Make it costly or difficult to engage in deviance -Zero tolerance drug policies Employee Relations Approach (MGMT 4010) -Eliminate organizational injustice -Eliminate poor role models -Treat people consistently and with dignity -Reinforce organizational values

Talent Development (Arrow)

We look at the industry model of 70-20-10 -70% of development happens on the job; we look at job rotations, job expansions, and special assignments -20% happens through coaching, mentoring, and sponsorship; all of our successors to Arrow's top 17 roles have coaches -10% happens through training; we have a variety of leadership development training programs to develop our hiPo leaders

Business Ownership (Arrow)

The talent strategy has grown over the past four years with focus on these areas: 1. Development 2. Movement 3. Diversity

Realistic Job Preview

What types of job? -Wide ranging to - unknown (to some degree). Sewing machine operators, marines, insurance agents, bank tellers, nurses. Rationale for choosing RJP -Reduce inflated job expectations, inoculate new hires against "reality" (Griffeth & Hom, 2001). -Allow candidates to opt out of the selection process if they are not qualified. -Present yourself as an honest company

Auditing Jobs and Skills: Part 1

You will need to answer these questions: 1. What jobs exist now? 2. What skills and attributes do successful incumbents possess? 3. How many individuals are performing each job? 4. How essential is each job to the business plan? 5. To implement the business plan, what jobs will be needed in the future? 6. What skills and attributes will future workers need to possess? -Notice that solid HR data, such as job analyses, will help with these questions.