SHRM - Competencies

Steps and elements to any internal investigation:

- Investigator - Investigation - Documentation - Confidentiality - Credibility - Conclusions

DE&I survey should include questions that examine the following:

- Overall DE&I efforts/culture - Hiring and recruitment - Career development - Personal experiences - Policies and procedures - Suggestions and comments

Code of conduct (code of ethics)

Can be defined as principles of conduct within an organization that guide decision making and behavior. Organizations communicate their ethical expectations to their members through code of conduct.

being an ethical agent.

Checking that HR policies are ethical is an example of

Two types of bias

Conscious and unconscious

Unconscious bias training

Designed to illustrate biases that an individual may hold despite being aware of it. Works to reduce or remove inequalities through education

Difference between diversity and inclusion

Diversity asks, who do we bring into our organization? Inclusion asks, how do we make them feel welcome and valued when they get here?

Thought diversity

Diversity based on different perspectives, resulting from education and socioeconomic background

Experiential Diversity

Diversity based on the lived experiences, like where an employee grew up, where they went to school, family, hobbies, interests

Six steps to achieving DE&I goals

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

Expectancy Motivation Theory

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

Transformational Leadership

Emphasizes a leader's ability to inspire employees to embrace change. No micromanaging, creativity, cooperation

Transactional leadership

Emphasizes a leader's preference for order and structure. Focuses on control and short-term planning (military and multinational organizations)

Path-Goal Theory

Emphasizes the leader's role in coaching and developing followers' competencies

Equity

Equity asks, how do we ensure that everyone has the same ability to contribute to their fullest potential?

Bribery

Exchange of anything of value to gain greater influence or preference.

Transparency

Extent to which an organization's agreements, dealings, information, practices, and transactions are open to disclosure and review by relevant persons.

Motivation

Factors that initiate, direct, and sustain human behavior over time

Maslow motivation theory

Five basic categories of needs must be met in an ascending order: 1. Physiological (basic needs related to survival) 2. Safety and security 3. Belonging and love 4. Esteem (both self-esteem and admiration for others) 5. Self-actualization (the need to fill one's potential)

Leader-Member Exchange theory

Focuses on a two-way relationship between leaders and chosen employees. The leader mentors a select person or group and gives them access to more information and resources in order to strengthen levels of trust and support

Modeling of ethical behavior by leaders, managers, and supervisors

The vice president of human resources wants to develop a strong organizational commitment to ethical standards. Which is the best way to communicate this commitment?

Attribution motivation theory

The way a person interprets the causes for past success or failure is related to the present level of motivation

The goal of equity

To lift all employees up, to attempt to break down demographic barriers and challenges, and to empower all employees, so that they can perform at their best, and feel fully supported, and included by their employer

Legacy diversity

Traits are easily visible, such as culture, ethnicity, race, nationality, gender, physical attributes, age, language

Confidentiality

Treatment of personal information that has been disclosed to another person or organization.

Employee resource group (ERG)

Voluntary group for employees who share a particular diversity dimension (race, religion, ethnicity, sexual orientation, etc.); also known as affinity group or network group.

Ethical Decision making

What are the different paths that could be taken? Who will be affected? What are their expectations, and are they valid? What will be the nature and extent of harm done? Will a decision violate written and unwritten agreements?

Giving or receiving something of value to influence a transaction

What constitutes bribery?

Admitting one's shortcomings

Which is a critical aspect of personal integrity in terms of supporting an ethical workplace?

An HR manager serves as an ethical agent by calling out ethics issues to superiors and subordinates alike.

Which is the best example of authenticity in the workplace?

Information processing theory

cognitive theory that studies mental processes involved in acquiring, storing, and using knowledge It uses computer processing as a metaphor for the workings of the human brain. The theory describes how people focus on information and encode it into their memories. It focuses on the flow of information as it is passed from one stage to another within a person's mind.

A justice approach

examines the degree to which an action might be preferential or discriminatory.

A rights approach

examines whether a decision violates any basic human right, such as a right to truth, privacy, or physical well-being.

psychological safety

reflects the extent to which people feel free to express their ideas and beliefs without fear of negative consequences

leadership buy-in

the support that you receive from managers within an establishment regarding an initiative or project you may be working on

Role ambiguity

the term used when there is a lack of clarity on the part of an individual about the expectations of the organization and colleagues concerning his or her role within the organization. Role ambiguity is most common in new positions or in positions undergoing change.

Between sender role conflict

ype of role conflict that occurs when different sources provide conflicting role expectations

Herzberg Motivation theory

Behavior is driven by: 1. Intrinsic factors (challenging work, meaningful work, recognition) 2. Extrinsic factors (job security, pay, conditions)

Ageism

Assumptions based on an individual's age

gender-based discrimination bias

Assumptions based on an individual's gender

Gender identity bias

Assumptions based on an individual's gender identity

Sexual orientation bias

Assumptions based on an individual's sexual orientation

ingroup/outgroup bias

Assumptions made based on group-level similarities or differences (gender, race, interests, etc.)

Authoritarian style( also known as autocratic leadership)

a leadership style characterized by individual control over all decisions and little input from group members - Leaders with this style typically make choices based on their ideas and judgments and rarely accept advice from followers This style is often considered negative because it sacrifices personal freedom, but it can also be useful in some situations

Undue influence

a situation where one person exploits a position of power over another person to affect their will or judgement

Job enrichment

a strategy used to motivate employees by giving them increased responsibility and variety in their jobs The idea is to allow employees to have more control over their work. By doing so, one can tap into their natural desire to do a good job and contribute to the overall goals of the company.

Fiedler's Contingency Theory

a theory of leadership that suggests that the effectiveness of a leader depends on the situation.

Fiedler's contingency theory

a theory of leadership that suggests that the effectiveness of a leader depends on the situation.

The Caux Principles of Corporate Social Responsibility

are based on three ethical foundations for responsible business and for a fair and functioning society more generally: A responsible business has responsibilities beyond its investors and managers. Contribute to economic and social development. Build trust by going beyond the letter of the law. Respect rules and conventions. Support responsible globalization. Respect the environment. The key principles of corporate social responsibility are: Accountability: A company must be accountable to its stakeholders, including employees, shareholders, customers, and the community. Transparency: A company must be transparent about its policies, practices, and impacts. Ethical behavior: A company must act ethically and respect the rule of law and the international norms of behavior.

A utilitarian approach

argues for the path that provides the greatest amount of good for the greatest number.

A virtue approach

asks whether an action will promote or obstruct the decision maker's character development and the character development of those affected by the decision.

A common-good approach

considers the impact of the decision on the entire group (or society, in more general terms).

Affiliative leadership approach

- The leader creates strong relationships with and inside the team, encouraging feedback. The team members are motivated by loyalty. - Effective at all times but especially when a leader has inherited a dysfunctional and dispirited team that needs to be transformed. Leader must have strong relationship-building and management skills - Ineffective when used alone. For example, opportunities to correct or improve performance may not be taken because the affiliative leader fears damaging a relationship

Coaching leadership approach

- The leader focuses on developing team members' skills, believing that success comes from aligning the organizations' goals with employees' personal and professional goals -Effective when leaders are highly skilled in strategic management, communication, and motivation when they can manage their time to include coaching as a primary activity. Team members must also be receptive to coaching - Ineffective when employees resist changing their performance

Coercive leadership approach

- The leader imposes a vision or solution on the team and demands that the team follow this directive -Effective During crises when immediate and clear action is required - Ineffective at other times when it can damage employees' sense of ownership in their work and motivation

Democratic Leadership approach

- The leader invites followers to collaborate and commits to acting by censuses - Effective when the leader does not have a clear vision or anticipates strong resistance to a change. Team members must be competent; leaders must have strong communication skills - Ineffective when time is short, since building cosensus takes time and multiple meetings

Authorative leadership approach

- The leader proposes a bold vision or solution and invites the team to join this challenge - Effective at times when there is no clear path forward and when the proposal is compelling and captures the team's imagination. Team members have a clear goal and understand their roles in the effort. They are encouraged to contribute their own ideas and take risks - Ineffective when the leader lacks real expertise

Pacesetting leadership approach

- The leader sets a model for high performance standards and challenges followers to meet these expectations - Effective when teams are composed of highly competent and internally motivated employees - Ineffective when expectations and the pace of work become excessive and employees become tired and discouraged. In the leader's attempt to set high goals, he or she may focus exclusively on the task and not five enough time to activities that motivate team members, such as feedback, relationship building, and rewards

Bale-Mouton Theory

-Country club managers (low task, high relationship) -Impoverished managers (low task, low relationship) -Authoritarian managers (high task, low relationship) -Middle-of-the-road managers (midpoint on both task and relationship) -Team leaders (high task, high relationship)

Benefits of DE&I

-Improved creativity and innovation -Recruitment and Retention -Market Strengths -Branding -Global integration and local differentiation -Increased Revenue

Process for creating a code of conduct

1. Gather Information 2. Draft and review 3. Adopt the code formally and communicate it to the organization 4. Monitor enforcement 5. Evaluate and revise the code periodically

Five ways in which leaders can create power

1. Legitimate power (created through a title or position in the hierarchy) 2.Reward power (created when the leader can offer followers something they value in exchange for their commitment, like promotions) 3.Expert power (created when a leader is recognized as possessing great intelligence, insight, or experience) 4.Referent power (created by others' attraction for the leader's personality) 5. Coercive power (created when the leader has the power to punish those who do not follow)

Two parts of code of conduct

1.Values-based (communication, mission/vision,values, ethical obligations) 2.Rules-based (policies regarding conflict of interest/confidentiality/harassment, examples of ethical and unethical behavior, rules of conduct related to law, description of the enforcement process/how violations should be reported)

Mentorship

A developmental partnership through which one person shares knowledge, skills and perspective to foster the personal and professional growth of someone else

Allyship

A lifelong process of building relationships based on trust, consistency, and accountability with marginalized individuals and/or groups of people

Equality

A state of fairness, all employees are provided with equal rights and opportunities within the organization and are treated fairly

Recommend that this unethical practice stop and discuss alternative incentive plans.

A stock brokerage firm incents in-house brokers with trips if they generate more than $500,000 worth of sales in a particular fund that the firm currently owns 20% in. Management asks HR to comment on the program. What should HR recommend?

Advise the supervisor not to engage in gossip and end the conversation.

A supervisor shares with an HR professional reports of another employee's marital problems. Which approach should the HR professional take?

Ethical Behavior

Adherence to socially accepted norms of behavior (such as honesty), integrity (maintaining consistency between own's values and actions), and commitment to the common good (as opposed to personal gain as a sole or primary motivation)

Keep the workforce reduction information confidential.

After meetings with different departments dealing with downsizing, the HR professional authors a document identifying affected individuals based on each department's recommendations. A longtime friend of the HR professional will be impacted. How should the HR professional handle this situation?

Executive Sponsorship

Although all levels of leadership must be involved, a Forbes insights survey, found that 70% of organization felt that ultimate accountability for their DE&I efforts rested on the shoulders of executives, with 35% placing responsibility directly on the CEO

Conflict of interest examples:

An employee is purchasing goods or services from or selling them to a business owned by a friend or relative. A company both supplies products to the government (such as an arms contractor) and sits on the government board that sets the criteria for awarding such contracts.

Hofstede's Cultural Dimensions Theory

Geert Hofstede shed light on how cultural differences are still significant today in a world that is becoming more and more diverse. Hofstede's cultural dimensions can be used to help explain why certain behaviors are more or less common in different cultures. Hofstede's cultural dimensions can also be used to predict how people from different cultures will interact with each other. For example, if two people from cultures with high levels of power distance meet, they may have difficulty communicating because they have different expectations

Stereotypes

Generalizations about members of a group or social category (including nationality, sexuality, etc.) with regard to their qualities and characteristics

Remind the manager that just because the activities are being conducted differently does not mean that they are unethical.

HR has been approached by a manager in a host country stating that activities being conducted by an employee are different than those in the home country and must be unethical. What should HR advise as the first step for this manager?

Conflict of interest

Having a personal or economic interest in a transaction is considered a

Needs motivation theory

Individuals are motivated by a desire to satisfy certain needs

Self-determination motivation theory

Individuals are motivated by innate needs, such as competence, and relatedness, but also by needs for: - Autonomy (the need to feel that one has control over one's life) -Purpose

McClelland motivation theory

Individuals are motivated by three basic desires: 1. Achievement (accomplishment) 2. Affiliation (feeling part of a group) 3. Power (influence or control over others)

Trait theory

Leader possesses certain innate characteristics that followers do not possess (and probably cannot acquire. Sometimes referred to as "Great Man" theory

Hersey-Blanchard Situational Leaderhsip

Leaders adapt their behaviors to meet the evolving needs of team members, supplying: - Telling when the ee is not yet competent -Selling "why we are doing this" -Participating when ees can be included in problem solving and coached -Delegating when competent ees can benefit from greater levels of autonomy A framework for leaders to adjust their style according to the task and the follower's maturity and competence. The model proposes four leadership styles: telling, selling, participating, and delegating, and four levels of follower maturity: low, moderate, high, and very high. The model suggests that the most effective leadership style depends on the situation and the follower's

Emergent Theory

Leaders emerge from the group, which chooses the leader based on interactions

Behavioral Theories

Leaders influence group members through certain behaviors

Professional integrity

Learning about the organization's ethical vulnerabilities is an example of

Three types of diversity

Legacy diversity, experiential diversity, thought diversity

Vroom motivation theory

Level of effort depends on: 1. Expectancy (with reasonable effort, the ee can succeed) 2. Instrumentality (success will result in a reward) 3. Valence (the reward is meaningful to the employee)

Goal-setting motivation theory

Motivation can be increased by providing employees with goals against which they can assess their achievement

Equity Theory

Motivation is based on the 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 : 1. inputs (skills, training, effort, education, experience) 2. outputs (salary, bonuses, raises, promotions) EE's motivation is maintained when there is a balance between the two.

Theory X/ Theory Y - motivation theory

Motivation is seen as absolutely irrelevant (Theory X) or absolutely critical (theory Y)

Characteristics of dynamic and inclusive workplaces

Multigenerational Multicultural Multilingual Multitalented Multigendered

Code of conduct

Principles that guide decision making and behavior in an organization.

Three reasons why a DE&I strategic approach is required

Priority Complexity Resistance

Situational theories

Propose that leaders can flex their behaviors to meet the needs of unique situations, employing both task or directive behaviors and relationship or supportive behaviors with employees

Conflict of interest

Situation in which a person or organization may benefit from undue influence due to involvement in outside activities, relationships, or investments that conflict with or have an impact on the employment relationship or its outcomes.

Heider, Weiner motivation theory

Success or failure can be attributed to internal factors (skills, diligence, attention span) or external factors (available resources, market events. A track record of success can create empowered and resilient employees, while a track record of failure can create "learned helplessness" and even hostility.

Inform the employee's manager and coach the manager on how to address the issue with the employee.

The HR director learns that an employee who has already met the sales goal for the month is keeping extra sales secret. The employee is moving the extra sales to the next month in order to ensure that future goals are met. Which should the HR director do first?

Inclusion

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

Servant Leadership

The leaders' goal is to serve the needs of their employees. This theory emphasizes the sharing of power.

Equity

The promotion of fairness and justice via the organizational structure, their organization identifies ways to acknowledge specific demographic needs and challenges, and incorporates them into its DE&I decision making

Diversity

The similarities and differences between individuals, accounting for all aspects of one's personality and individual identity