Chapter Five - Human Resource Development
Performance Appraisal / Performance Evaluation / Performance Review
used to describe the process of reviewing how well employees perform their duties during a specified period of time. appraisals provide a structure means for communicating positive performance feedback, recognition of accomplishments during the review period, honest discussion of areas for improvement, and development opportunities for the future. Three important factors to understand: elements included in an appraisal process, timing of review cycles, and methods used.
Talent Management - Supervisory Training
usually involve topics related to interactions with employees, such as performance management, progressive discipline, performance appraisals, workplace safety, interviewing, and training. Topics such as legal requirements, policies and procedures, effective management, conflict management, team building, influence and negotiation, communication, time management, interview, delegation, planning and motivation skills are all helpful
Six Sigma - DMAIC - QMPBG
Quality philosophy developed by engineers at Motorola during the 1980s: methodology referred to as DMAIC Define - define the customer and issues of importance to them, along with the process and project parameters. Measure - once the process is defined, data about defects and other measures is collected and then compared to the original parameters to identify underperformance. Analyze - An analysis of the data is made to identify gaps between the goal and actual performance, explain why the gaps occurred, and rank possible improvements. Improve - Based on the analysis, solutions are created and implemented. Control - During the control phase, systems are revised to incorporate the improvements, and employees are trained in the new processes. The goal of this phase is to prevent backsliding into the previous process by ongoing monitoring. Team Structure Levels Quality Leader/Manager - generally reports to the CEO in order to remain objective. Role represents customer requirements and focuses on continually improving operations. Master Black Belt - Generally work with a single function (e.g. marketing or accounting). They work closely with process owners to implement the DMAIC methodology and ensure that projects stay on track. Process Owner - Individuals responsible for a specific process in the org; e.g. the highest-level HR employee in the org would be the process leader for HR initiatives. Black Belt - work full-time on quality initiatives, coaching green belts to improve their quality skills. Green Belt - received Six Sigma training and participate on project teams part-time while continuing to work in another role for balnce of time.
Elements of Performance Appraisal
Supervisor Assessment - if goals and objectives have been met; review deficiencies, and address them Employee Self-assessment - give advanced notice to reflect Assessment from Others - when part of formal process, known as a 360, includes feedback from co-workers, internal and external customers, vendors and subordinates. Goal Setting - important for employees to participate Development Goals - supervisors can provide development opportunities
Performance-Management Programs
ensures that employees are on track with their goals, and that those goals are aligned with organization goals, and that whatever support that is needed is provided. Effective performance management must be based on an agreement between the manager or supervisor and the employee about what the job requires. This info comes from the organization's strategic plan, the manager's goals and objectives, and the employee's essential job functions as contained in an accurate job description. (267 for more)
HRM Interventions - H&S, J, PerMS, DP, RS
- hiring and selection procedures that attract people with the KSAs needed by the organization - jobs that increase employee satisfaction - performance-management systems that develop individuals for future needs in the organization - diversity programs that blend employees from various backgrounds into cohesive work units for the org - reward systems that provide incentives for employees who exceed expectations
Organizational Development / OD Interventions / Organizational Culture / 4 ODI categories
A systematic method of examining an organization's technology, processes, structure, and human resources, and developing action strategies to improve the way it achieves desired business results. Action strategies are known as OD interventions and may be directed towards structures, processes, technology, individuals, groups of individuals, or entire organizations Organizational Culture - sharing of values and beliefs and the behavior related to them. OC+leadership and management styles+level of bureacracy, creates a work environment or climate that will either inspire and motivate employees to achieve the corporate mission or vice versa. From Organization Development and Change - Four Categories of Interventions: Strategic, techno-structural, human process, and human resources management.
Talent Management
A way of viewing all the activities in those HR functions that attract and retain employees with the skills needed by the organization to move forward in the marketplace.
Strategic Interventions - Change Management - Change Process Theory and Tools for Successful Change
Change Process Theory Unfreezing - creates the motivation for change by identifying and communicating the need for the change..important to create a vision for the outcome of change and a sense of urgency for getting to the new outcome. Moving - resistance is examined and managed, and the org is aligned with change. Communication is crucial. Refreezing - change becomes the new norm, outcome is evaluated, and additional changes occur to adjust the outcomes. Tools Prepare for Change - the only constant is change, so be aware. Communicate - soliciting ideas from those closest to operations may provide insight to better solutions. communication can help to build acceptance and commitment to the process Develop a Plan - one that clearly defines goals of change, addresses all implications, and includes tools for evaluating success...scheduling training, upgrading skills & equipment, integrating processes, and a plan. Executive Sponsor - enthusiastic and able to inspire employees to commit Motivate Direct Supervisors - having supervisors motivated will help employees be motivated Recruit Unofficial Leaders - those able to influence Implement - put change into action. just do it. Evaluate - compare results to evaluation criteria.
Executive and Management Coaching - Internal or External Sources, or Virtual Coaching
Coach - typically a specialist who becomes involved, often at the org's expense, in developing an employee in a particular area: for example: to hone leadership skills or to improve communication skills. beneficial for training management and executives in effectively managing organizational talent. Identifying strengths and weaknesses, discovering latent or aptitudes, personal development and recognizing elements of the job that are most enjoyable to the individual are outcomes from successful coaching methods. More technical outcomes: analysis of orientation toward learning, EI scores, cognitive processing skills, and measuring levels of motivation. Other topics such as work burnout, career plateaus, lack of personal accountability, struggles with work/family balance can be addressed in coaching as well. Sources for coaching: Internal Sources - can be helpful when wanting to replicating existing behaviors in work group, peers being able to identify the culture, proficient in adult learning styles, and who has the ability to address specific company cultural issues. External Sources - appropriate when the need is for a one-on-one experience or something highly technical/psychological in nature. Objective view points help and can provide fresh perspective, personalized attention, and creative problem solving. Virtual - combine the concepts of self-paced learning with typical coaching outcomes. Modes of delivery vary: email relationships, telephone consulting, videoconferencing, webinars, tests, discussion boards, and industry-specific forums. Virtual coaching can fall short of the trust factor though, so this method should be used as an augmetor
Performance-Appraisal Methods - Comparison / Rating / Narrative / Behavioral
Comparison Methods Ranking - high to low Paired Comparison - all emps in a group are compared to one emp at a time Forced Ranking(forced distribution, forced choice) - fit everyone on bell curve Rating Methods Rating Scales - 3-10, or exceeds, meets, does not meet expectations. attempt to quantify a subjective process, and may not be as objective as thought. Checklists - with statements that describe level of perf. Narrative Methods Critical Incident - during review, supervisor makes notes of of successful and unsuccessful performance issues for each employee, then review in written narrative. Essay - review writes a short description for each employee's performance, covering areas they see are most important Field Review - can be conducted by someone other than supervisor. HR prac or other Behavioral Behaviorally anchored rating scale (BARS) - uses job description to highlight important requirements of job, and anchor statements are used to represent varying levels of performance same biases can occur during appraisals, process known as inter-rater reliability can be used.
Federal Employment Legislation - Copyright Act of 1976
Copyright Act of 1976 - Copyright owner is, for the most part, the author of the work. There are two exceptions: employer who hires employees to create work, and second is work commissioned from a freelancer(work-for-hire). Copyrights protect original work for the life of the author plus 70 years; works-for-hire are protected for the shorter 95 years from first year of publication or 120 years from the year of creation. Before 1/1/1978 or between then and 1/1/1989, some may be in public domain already. Another qualifier is fair use doctrine, which depends on 1) purpose/character of use, 2) nature of work, 3) amount of work, 4) effect.
Design and Development of Training Programs - ADDIE - D1
Design - 1. Compile a task inventory(lists all tasks included in the job) 2. Identify the target audience 3. Develop training objectives 4. Develop the course content Important consideration for such processes are the learning curves: negatively accelerated (operating cash register, quick to learn, slow to master), or positively accelerated (accounting software, slow to learn, but pick ups), S-shaped (software-conversion projects), Plateau learning curve (tasks that aren't often done) 5. Develop evaluation criteria
US Patent Act - Design-Utility-Plant
Design - protect new, original and ornamental designs of manufuctured for 14 years Utility - utility patents protect the invention of new and useful processes, machines, manufacture or composition of matter, and new and useful improvements to the same for 20 years Plant - plant patents protect the invention or discovery of asexually reproduced varieties of plants for 20 years.
Design and Development of Training Programs - ADDIE - D2 - Training Materials / Instructional Methods / Program Delivery Mechanisms
Development - Training Materials Leader Guide - Manuals - Handouts - Instructional Methods Passive Training Methods - those in which the learner listens to and absorbs information. Lecture / Presentation / Conference Active Training Methods - those in which the learning experience focuses on the learner: Faclitation / Case Study / Simulation / Vestibule(training method for equipment that is hazardous or requires speed) / Socratic Seminar (ideas are examined in a question-and-answer format. question posed and participants discuss) Experiential Training Methods - provide experience in real-time situations Demonstration - like a "live" demonstration, then worker does it One-on-one - paired with experience worker Performance-based training (PBT) most often used to correct performance problems in highly technical or hazardous professions. Program Delivery Mechanisms - classroom / self-study / programmed instruction(or self-paced training, forerunner of computer-based training CBT in which learner progress on predesigned course) / Virtual Training (VT) --- Electronic Performance Support Systems (EPSS)- training tool integrated in the computer system used on the job Computer-Based Training - lecture, demonstration, one-on-one, and simulation methods, thus allowing the learner to have a real-world learning experience. Distance Learning (virtual classroom) - allows simultaneous training to occur in geographically dispersed locations. Online Bulletin Boards - allow trainees to post questions and share information with each other. (262 for examples)
Human Process Interventions - Team-building activities, Conflict resolution, Management by Objectives, EQ
Directed at developing competencies at the individual level in the organization. Team-building activities - build relationships to communicate expectations and to involve team members in developing creative and effective ways of accomplishing their goals. The goal is to put team members in unusual situations that require them to rely on each other to solve a problem, which can result in boosted productivity by enhancing communication within the group and encouraging collaboration. Con: effects may not last..other alternatives are personality inventory models, and role-playing situations Conflict resolution - process of developing strategies for resolving issues and maintaining or rebuilding effective working relationships. Management by Objectives - MBO - intervention aligns individuals with organization goals and measures the successful attainment of objectives as well as the quality and/or quantity of performance. Built on concepts of mutual involvement in setting performance goals, ongoing communication during the performance period (usually one year), measurement, and reward for accomplishments at the end of the period. Emotional Intelligence - describes how people deal with their feelings and how they perceive and interact with others. EQ intervention seeks to improve individual interactions and increase individual effectiveness. Individuals who are able to influence and motivate others are able to move the organization more rapidly towards successful accomplishment of its goals.
Timing Performance Appraisals
Focal Review Period - all employees reviewed at same time. difficult due to sheer volume, but provides managers with opp to allocate salary increases, equity grants, bonuses, and other rewards in a way that appropriately reflects individual performance levels. Anniversary Date Review - reviewed when employee came onboard. May not appropriately reflect individual perf. level
TQM - Kaoru Ishikawa's Analytical Tools.
Dr. Kaoru Ishikawa - Made great contributions, and provided a collection of analytical tools to use in the workplace and developed the cause-and-effect diagram that bears his name. Check Sheet - simplest analysis tool, requiring only a list of items that might be expected to occur. When an item occurs, add a check. Histogram - provides visual image in columns according to data. Pareto Chart - points out which area of concern will provide he greatest return (when corected), using histogram and curved line Cause-and-Effect Diagram aids in organizing information during brainstorming sessions. Also known as Ishikawa diagram or fishbone diagram Stratification - show individual components of a problem in addition to the total or summary. Aids in identifying possible strategies for correcting problems. Scatter Chart - XY chart provides a graphical representation for the relationship between two sets of numbers. Process-Control Chart - provides a geographical representation of elements that are out of the acceptable range by setting parameters above and below the range. \/\/\/\
Training Performance Evaluators
Evaluators should be made aware of the purpose of performance evaluations, the methods of providing feedback, the ehaviors being rated, and common rater errors such as leniency and bias that can affect the appraisal process. Before Meeting - goal is to make sure employees know they're valued and motivate them to positive performance. During Meeting - communicate feedback, expectations, goals, also rewards(sometimes) After Meeting -
Design and Development of Training Programs - ADDIE - E
Formative Evaluation - process used in the design phase of training to test before final delivery. Needs Assessment - who needs/what elements/best method Asking People - observation/interview/survey/qnnaire/focusgroup/advisory committee Analyzing Jobs - might be helpful to determine where trianing is needed Pilot Test - involve focus group of participants used to evaluate relevance of content and delivery methods Pre-Test - used to measure participant knowledge prior to the design of training Summative Evaluation - Reaction - measures initial reaction of participants Learning - uses a test to measure whether participants learned info presented. Can use pretest/posttest comparison (one group gets training "Treatment" other does not) Behavior - measures job performance between six weeks and six months after training. Results - provides feedback most meaningful to the business: did trianing have an impact on business results?
Talent Management - Career Development
High-Potential Employees (HiPos) - identified as future organization leaders, which can sometimes be difficult because future performance can't always be predicted from current performance. These individuals demonstrate high EQ, understanding how to inspire, influence, and motivate others, essential qualifies for leaders. Once identified, HiPos receive challenging assignments that allow them to take risks, and are often paired with senior-level executives to guide them in the process.
Design and Development of Training Programs - ADDIE - I
Implementation - the time where all the work comes together for the presentation: Facility - Theater-style / classroom-style / banquet-style Chevron Style - good for films and class interaction due to V shape Conference-Style - good for those of equal satus, maximum interaction, but not good style for visual aids U-shaped style seating - for collaborative settings of discussion and presentations Trainers - selected by mastery Schedule -
Talent Management - Job Design - Job Enrichment(SV, TI, TS, A, F) & Job Enlargement
Job Enrichment - assigning new responsibilities or tasks that challenge an employee who shows potential to use existing skills and abilities in new ways or to develop new ones to tackle new assignments. Job Factors that contribute to positive work outcomes: Skill Variety - using multiple skills to complete a task Task Identity - effort applied by worker produces a complete identifiable unit or outcome, rather than just a part Task Significance - inherent or perceived value of job, either internally or externally Autonomy - Degree of independence or discretion allowed on job Feedback - communication to employee on how well duties were performed. Job Enlargement - when additional tasks are added to the job without increasing the level of responsibility or skill.
Strategic Interventions - Knowledge Management - Expert Registers / Best-Practice Standards / After-Action Evaluations / Communities of Practice / Technology solutions / Knowledge Management Systems
KM - Generally encompasses activities related to the creation, retention, and distribution of organizational knowledge (which can be defined as conclusions that employees reach from interpreting information based off of past experiences). Methods to retain knowledge: Expert Registers - a register or directory collects the names and areas of expertise of employees and is made available to all employees to contact and find solutions to problems Best-Practice Standards - Those practices that have been used by one group of employees and are codified for distribution to other employees to be duplicated. After-Action Evaluations (or post-mortem) - a review conducted at the end of a project or group endeavor, whose purpose is to share what worked, didn't work, and what knowledge can be retained for future projects Communities of Practice (CoP) - information means of learning what works well in environments characterized by open communication and trust. Can happen spontaneously..benefits involve skill enhancement, satisfaction, productivity..increased work group trust and learning opportunities, and also benefiting the org with sales, product development, time-to-market lead times, and imrpoved market share Tech Solutions - IT help to encourage knowledge sharing Knowledge Management Systems (KMS) - support and collection the creation, capture, storage, and dissemination of organizational knowledge and information, and the goal is to provide easy access to information collected from various sources, verified for accuracy, and organized for retrieval. Effective KM program is the Customer Relationship Management(CRM), where CSRs input their answers to create a database of helpful answers
Strategic Interventions Definition - Learning Organizations
LOs are innovative environments in which knowledge is originated, obtained, and freely shared in response to environmental changes that affect he ability of the organization to compete. The atmosphere in a learning organization is one in which employees are able to solve problems by experimenting with new methods that have been observed outside the organization or that have been experience in other parts of the organization. Five Disciplines to that enable organizations to increase ability to realize desired results: Systems Thinking - describes the ability of individuals and organizations to recognize patterns and project how changes will impact them. Personal Mastery - describes a high level of expertise in an individual's chosen field and commitment to lifelong learning. Mental Models - refer to the deep-seated beliefs that color perceptions and ___ can affect how individuals see the world around them and react to it. Building a Shared Vision - Stretching beyond the corporate vision statement and building a shared vision encourages the organization to plan for a future than inspires commitment on the part of all individuals in the organization. Team Learning - refers to the ability of a team to share and build on their ideas without holding anything back. 235-236
Mentoring Programs
Mentor - generally an experienced individual who acts as a teacher, guide, counselor, or facilitator and provides personalized feedback and guidance to a more junior colleague Mentoring programs formalize this concept and ensure that the benefits of mentoring are available to a diverse group of employees who demonstrate leadership potential. Reverse Mentor - young individuals who help older co-workers understand technology and the culture of the younger generation.
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Often used to implement changes to the vision, mission, and values of the organization during a strategic planning process. Some examples: Change Management / Knowledge Management / Learning Organizations
Techno-Structural Interventions - TQM
These interventions address issues of how work gets done in the organization by examining the level of employee involvement and redesigning work processes. e.g. TQM and Six Sigma, as well as high-involvement organization. Total Quality Management - long-term intervention requiring employees at all levels in an organization to focus on providing products that meet customer needs. Success requires executive participation. Market Research and Product Development are key components. Leaders in movement: W.Edwards Deming - the originator - proposed quality is defined by the consumer and developed 14 point plan, placing the burden of quality on management. Joseph M. Juran - believed quality begins with defining customer needs, then translating into the language of business. Thus the Juran Trilogy: quality planning, quality control, and quality improvements. Dr. Kaoru Ishikawa - Made great contributions, and provided a collection of analytical tools to use in the workplace and developed the cause-and-effect diagram that bears his name. Philip B. Crosby - approach to quality focused on management, basing it on strategic planning as the means to accomplish a high level of quality. He advanced four absolutes: Conformance to Requirements - once you describe what is required, confirm to the standard. Prevention - "do it right the first time" Performance Standards - Zero defects. Measurement - quality should be measured by the additional cost of not producing zero-defect products the first time.
Design and Development of Training Programs - ADDIE - A
Training activities are more technical in nature and include such topics as new-hire orientation, safety, and skill development among others. Analysis - Start with needs assessment. 1. Identify goal. 2. Gather and Analyze Data Review Documents - such as measures of organizational effectiveness..production records, customer complaints, HR succession plan..analysis of organizational climate based on HR metrics such as turnover rates and exit interviews. Labor Law Review - making sure employees are complying with labor law standards. Ask Employees - what types of training or development opportunities would be helpful. ' 3. Identify the performance gap 4. Identify instructional goals 5. Propose solutions 6. Evaluate options, and estimate budget impact and training timeline (255 for more info)
Employee Training Programs - Organizational - Task - Individual
Training is to address short-term needs. Organizational - may encompass the entire organization or a single division. training is focused on preparing for future needs. analyze indicators/metrics that may suggest a decline in effectiveness Task - involves processes performed in a single job category Individual - involves a review of performance by individual employees, which can be indicated by poor performance or a request for assistance by the employee.
Talent Assessment
identifying current levels of skill as well as the potential of individual employees. The ultimate goal is to align the organization workforce with key business initiatives (KBIs).
High-Involvement Organizations (HIOs) - 4 Elements(P.I.K.R.)
in HIOs, employees are involved in designing their own work processes, are empowered to take the actions necessary to complete their work and are accountable for the results. Broadly-defined jobs, flat hierarchies with continuous feedback. Four elements to create an HIO: Power - HIOs grant decision-making power down to the employees assigned to carry out the decision and hold them accountable for the results. Information - ..is power. In an HIO, information is not held onto, it's disseminated so that everyone can use it to direct their own efforts (production statistics, sales, expenses, profits, customer feedback, and so on). Knowledge - increasing KSAs available enhances bottom-line success. Providing T&D opportunities increase the organization's capability for making decisions and taking actions that improve operation effectiveness. Rewards - tying pay to performance compensates employees according to the level of effort they expend to accomplish their goals and objectives and contribute to organizational success. When they know they'll be recognized, they'll go "above and beyond" normal job requirements. ROI for HIOs is significant.
Change Agent
must be able to balance the needs of various stakeholders in the process, listen to their concerns and move them toward acceptance of and commitment to the change.
Talent Management - Skills Training
provides employees with specific information that is needed to do their jobs. Can be job specific(teaching accounting software), soft skills(communication, time-management); management skills training
Leadership Development
seeks out employees who show promise as potential leaders. programs can be a combination of classroom training in specific areas, sponsorship of an advanced degree program, and hands-on training with a mentor or coach. For leaders who rise to the top without leadership skills, sometimes executive coaching programs exist to assist.
Management Development
seeks to upgrade skills for managers who are accountable for achieving results through others (250). MDs include exposure to financial and technology management, internal controls, and the basic management skills described in Chapter 2. One of the best ways to grow is mentorship or coaching.
