HR Exam 2
Malik just started working for a fast food restaurant that uses a critical incidents performance management system. What is an advantage of using this type of system?
Critical incident reviews can be more objective than other reviews because they force managers to justify their ratings with performance criteria.
Which of these actions is not something a small business might do to assess its training needs?
Identify which skills are easiest to train. Look for skills that can be acquired in computer-based courses.
Whole-versus-part learning
"Today we're going to talk about customer service. Good customer service has seven steps, so let's take each one in turn."
create development plan ( 70/20/10 )
70% experiential - on-the-job learning experiences 20% networking, coaching, mentoring, professional development 10% formal - classroom, structured learning
Active practice and repetition
An instructor requires students to do the same task over and over again until they can do it perfectly.
modeling
An instructor shows trainees how to operate a cement mixer before letting them practice on a cement-mixing simulator.
Feedback and reinforcement
An instructor uses an online learning system that instantly marks student answers as right or wrong and provides an explanation for each question.
needs assessment for training
organizational analysis - of environment, strategies, and resources to determine where to emphasize training task analysis - of the activities to be performed in order to determine the KSAOs needed person analysis - of performance, knowledge, and skills in order to determine who needs training
human capital theory
assumes intellectual formation constitutes a form of economic capital, higher education is preparation for work, and primarily education accounts for graduate outcomes
This year, Faruk performed well on many difficult projects. His manager awarded him the highest performance rating available. When Faruk discovers that coworker Sharon, who had a normal year, received the same rating from her manager, he is upset. This situation exemplifies which of these reasons why performance appraisals can fail?
inconsistent ratings among supervisors or other raters
talent management architecture
combination of systems, processes, and practices developed and implemented by an organization to ensure that the management of talent is carried out effectively...manage effectively the "talent life cycle"
well-defined set of competencies provides
common language across the organization
what is required to directly confront under-performing employees and challenge business priorities across business teams
courage
Ivan works as a customer service representative in a call center. He is evaluated based on the number of calls he completes each day, but not on how well he satisfied the callers. In terms of performance standard, this scenario exemplifies:
criterion deficiency
Kristof owns a small grocery store and trains each of his employees to be able to successfully work as stockers, cashiers, and baggers. In this scenario, Kristof is using which of these?
cross-training
many new hires quit within 90 days because they are going through
culture shock within the new organization
diversity training programs respond to
increased globalization, varied demographics, affirmative action, stereotyping, changing values, and competitive payoffs from bringing different people together
Which of these terms describes the skills and knowledge to be acquired through training?
instructional objectives
customer evaluation
includes evaluations from external and internal customers
companies are increasingly focusing on
inclusion
Olga is experiencing some performance issues related to meeting performance expectations. As HR Director, what do you recommend her supervisor do?
invite participation from Olga
assessing leadership potential requires the executive leaders to
know the talent below them and observe their performance in a variety of context
this component might include the recommended steps for providing feedback
learning points
Jan Stevenson, a sales representative at a medical systems company, just received her performance appraisal from her boss, Linda Jones. Although Jan has been mostly a marginal to average performer, Linda gave Jan excellent ratings. This is an example of what type of rating error?
leniency
Senior executives want all managers to work with their employees to develop mutually acceptable goals and to monitor goal achievement. As HR Director, what do you recommend?
management by objectives (MBO)
by comparing different performance measures
managers can get an idea of the causes of performance problems
the results-oriented approach focuses on the
measurable contributions that employees make to the organization
this shows how to deal with a particular situation
modeling
tell and sell review meeting
motivational and persuasive techniques used to change employee behaviors
no agreement about the definition of talent and
no clear and specific conceptual borders of talent management
problem solving review meeting
obtains employee buy-in for a way to overcome obstacles and improve performance
direct reports evaluations
of a superior by an employee, used for development
HR professionals are architects who build frameworks and
offer ideas to line managers
Which of these examines a firm's environmental goals, strategies, performance, and resources to determine what types of training it should do?
organizational analysis
On her first day of work, Delaney meets with an HR manager to learn about the organization's attendance, conduct, and appearance expectations, the hours she's expected to work, and when and how she will be paid. Delaney is participating in which type of training?
orientation
talent activities need to be measured as do
outcomes
inclusive workplace
people are treated fairly and with respect, and are supported and encouraged to participate in all aspects of the organization
trait performances are based on
people's characteristics
strategic relevance
performance standards linked to organizational goals and competencies
strategic model of training and development
phase 1: needs assessment - organization - task analysis - person analysis phase 2: design - objectives - trainee readiness - principles of learning phase 3: implementation - methods - learning outcomes phase 4: evaluation - reactions - learning - behavior - results
onboarding phases
phase 1: pre-boarding phase 2: org socialization - culture - network development - career development - strategy immersion phase 3: follow-up
research shows that an organizations revenues and overall profitability are
positively correlated to the amount of training it gives its employees
trainees rehearse the behaviors
practice
You must have a performance meeting with two of your direct reports who are having performance issues. Your goal is to mutually agree on answers to these issues, so that there is greater employee commitment. Which type of review meeting BEST accomplishes your goal?
problem solving
team training skills
process dynamics - meeting skills - problem-solving - brainstorming - decision making - negotiation skills behavior dynamics - member communications - conflict resolution - building trust - establishing norms - handling difficult members
team evaluation
recognizes team not individual accomplishments
behavioral checklist method
requires the rater to check statements on a list that describe characteristics of employees behavior
When evaluating a training program, which criterion would involve measuring the return on investment?
results
what are the performance standards
should be based on job related requirements derived from a job analysis and reflected in an employees job description and job specifications - establishing SMART goals can be very helpful for this purpose
You are the VP of HR for a medium-sized organization. Your CEO has just asked you to perform an organization analysis as part of a needs assessment for the company. Which of these items would NOT be examined in your organization analysis?
skill levels of individual company employees
onboarding
socializing new employees to help them get "on board"
SMART goals are:
specific, measurable, attainable, realistic, and time-based.
steps in the performance management process
step 1: goals set to align with higher-level goals step 2: behavioral expectations and standards set and then aligned with employees and organizational goals step 3: ongoing performance feedback provided step 4: performance appraised by manager and others step 5: formal review or feedback session conducted step 6: HR decision making
steps in the career management process
step 1: the goal: match individual and organizational needs step 2: identify career opportunities and requirements step 3: gauge employee potential step 4: institute career development initiatives
career development
strategies for acquiring knowledge, skills, abilities within function or cross-functionally that enable job progression ( development for the future )
performance improvement
strategies for improving performance in current role ( remedial, refining )
Which of these terms refers to a performance evaluation of a superior by an employee, which is often used for developmental rather than for administrative purposes?
subordinate evaluation
training
tends to be more narrowly focused and oriented toward short-term performance concerns
development
tends to be oriented more forward broadening an individual's skills for future responsibilities
choosing the right training method depends on
the KSAOs to be learned
During the simulation, when the nurse ensures that individuals are clear of the connection, the simulation provides:
the consequences of making a wrong move.
You are tasked with creating a training program for your organization. To create the best program possible, you should align the training with:
the firms goals and strategies
Elizabeth Eisenberg, director of education and research for Scripps Memorial Hospital La Jolla, introduces the new grad RN simulation lab, and a view of the operations of the SAM simulator is provided. The use of the simulation as a training method in the medical field illustrates:
the impracticality and risk of utilizing actual equipment used on the job.
critical incident method
the manger keeps a log for an employees and notes critical incidents related to performance
performance management
the process of creating a work environment in which people can perform to the best of their abilities
cross-training
the process of training employees to do multiple jobs within an organization
essay method
the rater writes a statement describing an employees behavior
adventure-based learning
the use of adventures, such as games, trust activities, and problem-solving initiatives, for the personal and social development of participants
a "bridge field"
ideas from HRM, supply chain management, marketing, resource-based view (RBV) and capability theory
goal setting
"By the end of this training session, you will be able to create a workflow diagram."
individual differences
"Today's lesson will cover work safety. You can learn about our work safety standards in three ways: by watching as I demonstrate safe practices, by listening to my lectures on your MP3 player, or by reading the lecture notes. All three formats cover the same material. Pick the format that matches your learning style."
developing an effective performance management system
- HR has primary responsibility for overseeing and coordinating the performance management system - managers from the operating departments must be actively involved to establish objectives, ensure alignment, and translate to on the job efforts - employees accept and are satisfied with a performance management system when they participate in its development
performance is a function of 3 concerns
- ability - motivation - environment
onboarding
- also known as organizational socialization - management jargon first created in the 1970s that refers to the mechanism through which new employees acquire the necessary knowledge, skills, and behaviors in order to become effective organizational members and insiders
inboarding
- an ongoing process that helps established employees acquire the knowledge, skills, processes, networks, and training they need to succeed within an organization - should also include specific opportunities for personal and professional growth - similar to onboarding, but focuses on established employees rather than new hires
types of diversity training
- awareness building - training to prevent discrimination, harassment, and lawsuits - skill building
evaluate
- check the employees performance, and questions them on how, why, and where they should do something - correct answers, repeat instructions
leadership competency models
- clarify the performance standard for each level of leadership - define key shifts in mindset and behavior when making the passage form one level to the next
approaches for performance improvement
- create performance improvement plan (PIP) - identify aspect of performance needing improvement ( behavioral or attendance ) - determine the root cause (skill or will) - restraining and/or reinforcement - focus on essential job duties - compare to job standards
behavioral methods
- critical incident method - behavioral checklist method - behavioral observation scale
must have career competencies
- critical thinking and problem solving - oral and written communications - teamwork and collaboration - digital technology - leadership - professionalism and work ethic - career management - global and intercultural fluency
prepare
- decide what employees need to be taught - identify the best sequence or steps of the training - decided how best to demonstrate these steps - have materials, resources, and equipment ready
psychological contract
- describes an informal perception of what each side commits to the relationship and what they might receive in return - to flourish, both sides need to feel that it is balanced and they get out just as much as they put in
fairness and acceptability
- employees who believe the performance management system is unfair consider the process a waste of time or feel frustrated - acceptability relates to how hard it is to administer and use the performance management system - if using it is time consuming or difficult, of if its hard to see how its really helping the organization, the system will fail
to implement a successful basic skills training, managers should
- explain why and how training will help them - relate the training to employees goals - consider participants experiences and use them as a resource - use task-centered or problem-centered approach so participants learn by doing - give employees feedback
principles of learning
- goal Setting - individual differences - active practice and repetition - whole-versus-part learning - massed-versus-distributed learning - feedback and reinforcement - meaningfulness of presentation -modeling
ethics training
- government contractors and subcontractors - workers responsible for areas that expose them to ethical lapses - outside ethics expert is helpful - toll-free ethics hotlines
trait methods
- graphic rating scale method - mixed-standard scale method - forced-choice method - essay method
improving performance
- identifying the sources of ineffective performance - performance diagnosis - managing ineffective performance - focus on changing the behavior, not the person
reasons why performance reviews can fail
- inadequate preparation on the part of the manager - employee is not given clear objectives in the beginning of the performance period - manager may not be able to observe performance and have all of the information needed - performance standards may not be clear - inconsistent ratings - managers rate peoples personalities instead of performance - etc
orientation is conducted by HR and includes
- intro to other employees - outline of training - attendance, conduct, appearance - conditions of employment ( pay and pay periods ) - job duties, standards, and appraisal criteria - safety regulations - list of the chain of command
performance management is
- key leadership tool - 2 way partnership between leaders and their employees to focus and improve workplace productivity
reliability
- measured by correlating two sets of ratings made by one rater or by two different raters - to ensure managers rate employees consistently, some companies use calibration
performance reviews should meet the following legal guidelines
- must be job related - must be clear, and standards should be written in advance of the reviews so they understand what to do to get top ratings - managers must observe the behavior they rate - document performance problems when they occur - HR should review evaluations to see if minorities are adversely impacted - appeals procedure should enable employees to express disagreement
back in the day
- one model for leadership - one company for the entire career was the norm - those who fit the model were groomed and eventually placed into leadership roles
employers develop training programs to meet the special needs of employees
- orientation training and onboarding - basic skills training - team training - cross-training - ethics and diversity training
methods companies use to identify leaders
- past performance - assessments ( leadership, personality, performance, etc.) - predictive potential assessment (nine box matrix)
You are a newly hired HR Director and want to ensure that the company's performance reviews follow all legal guidelines. Which of these ensure this? Check all that apply.
- performance ratings must be job related - employees must be given clear, written job standards in advance of their performance reviews
performance management programs typically include
- policies - procedures - processes - technology - forms
PROPER way to do on-the-job training
- prepare - reassure - orient - perform - evaluate - reinforce and review
onboarding is conducted by manager and department leaders and includes
- presentation of mission, vision, and values - acclimation to new environment, team, department, and total organization as soon as possible - appointed "sponsors" or buddies, for incoming employees
reinforce and review
- provide praise and encouragement, and give feedback about how the employee is doing - continue the conversation and express confidence in his or her doing the job
reassure
- put each employee at ease - learn about his or her prior experience, and adjust accordingly - try to get the employee interested, relaxed, and motivated to learn
criteria for evaluating training
- reactions - learning - results - behavior
orient
- show the employee the correct way to do the job - explain why it is done this way - discuss hoe it relates to other jobs - let him or her ask lots of questions
SMART goals
- specific - measurable - achievable - realistic - time-based
the four performance standards
- strategic relevance - criterion deficiency - criterion contamination - reliability
alternative sources of reviews
- superior - peers - suppliers - customers - subordinates - self - vendors - team members
performance review meetings and feedback sessions
- tell and sell - tell and listen - problem solving
tell and listen review meeting
- the appraiser communicates the strong and weak points of performance - employees feelings about the review are then explored
today
- variety of leadership models are needed and are constantly evolving - 7+ companies over life of career, talent mobility is the norm - hit the ground running to produce results
perform
- when employees are ready, let them try the job themselves - give them opportunity to practice the job and guide them through rough spots - provide help and assistance at first, then less as they continue
360 degree evaluation
A performance evaluation done by different people who interact with the employee, generally on forms compiled into a single profile for use in the evaluation meeting conducted by the employee's manager
performance review
A process in which a manager evaluates an employee's performance relative to the requirements of his or her job and uses the information to show the person where improvements can be made and how. - also called performance appraisals and performance evaluations
calibration
A process whereby managers meet to discuss the performance of individual employees to ensure their employee appraisals are in line with one another
Meaningfulness of presentation
An instructor presents information using terminology that the trainees can easily understand.
Distributed learning
An instructor gives students daily homework assignments and weekly tests instead of having one large test at the end of the course.
You are the chief learning officer for your organization and want to increase the amount of training your employees receive. Company executives are hesitant to spend the additional money. Which of these represents your best and most accurate argument?
With training, employees are encouraged to continuously seek out and utilize new information, thereby creating a more innovative and agile organization.
behavioral observation scale
a behavioral approach to performance rating that measures the frequency of observed behavior
forced-choice method
a rater chooses from statements which distinguish between successful and unsuccessful performance
mixed-standard scale method
a rating based on a comparison with (better than, equal to, or worse than) a standard
factors that affect employee's performance
ability - technical skills - interpersonal skills - problem solving skills - analytical skills - communication skills - physical limitations motivation - career ambition - goals and expectations - job satisfaction and frustrations - fairness perceptions - relations with coworkers environment - equipment/materials - job design - economic conditions - unions - rules and policies - managerial support - laws and regulations
what do managers deflect
accountability
once the problems are know
action can be planned, such as providing training or transferring an employee to another team/role/manager
behavioral approaches provide
action-oriented information to employees and may be best for development
talent management has the potential to
address a series of valuable challenges faced by organizations
James Barrett, cofounder and co-owner of Metropolitan Bakery, discusses Will, who started in packing and now does maintenance for the organization as well. James says that because Will is successful, he will continue to add more things to his plate. In doing so, James is illustrating which of these approaches to performance management?
administrative determination of transfers and assignments
Which of these types of training and development uses games, trust activities, and problem-solving initiatives?
adventure-based learning
the term "training" is often used casually to describe...
almost any effort initiated by an organization to foster learning among its members
a concept
an umbrella construct
Trevon is preparing for a job as an electrician through instruction and experience gained on and off the job. Currently, he earns half of the salary he will make after he completes his training. Trevon is engaged in:
apprenticeship training
criterion deficiency
aspects of actual performance that are not measured
Which of these terms refers to a behavioral approach to performance rating that consists of a series of vertical scales, one for each important dimension of job performance?
behaviorally anchored rating scale (BARS)
Which of these types of training uses both in-person classroom learning and online learning?
blended learning
6 investments in building talent
buy - contingent worker, recruitment build - experiential development, involve stakeholders borrow - task groups, partnerships bound - retention, succession planning bounce - manage out bind - mobility and re-deployment, re-hire, employee referral programs
manager and/or supervisor evaluation
by a manger reviewed by a manager
peer evaluation
by fellow employees, on forms used in an evaluation meeting
self-evaluation
by the employee on a form prior to an evaluation meeting
Which title refers to a high-ranking executive responsible for fostering employee learning and development within the firm?
chief learning officer
training and development
combination of activities organizations use to increase the knowledge and skills of employees
current talent management processes derived from
human capital theory
onboarding strategies
design the ramp to productivity and engagement by accelerating talent development tactics - 90/180/11 milestones - honor the psychological contract - "bind" the employee to the organization
best practices suggest 360 feedback should be used for
development purposes only
purposes of a performance review
developmental - provide performance feedback - identify individual strengths and weaknesses - recognize individual performance achievements - help employees identify goals - evaluate goal achievement of employees - etc administrative - document personnel decisions - promote employees - determine transfers and assignments - identify performance problems and develop ways to correct them - etc
graphic rating scale method
each employees is rated according to a scale of characteristics
human capital theory orgins in
economic theory
many organizations struggle to implement and manage
effective performance management programs
criterion contamination
elements that affect the appraisal measures that are not part of the actual performance
clear and ambiguous procedures for giving feedback should be
embedded in the culture
a manager must separate the
employee from the behavior
standardized tools and procedures
ensure quality and fairness
leadership effectiveness and organizational culture are
essential elements of the program
Firms encourage managers to actively embrace the strategic changes their organizations seek to implement.
establish a climate for transfer
multiple training methods are often used in conjunction with different types of learners
ex: - on-the-job training - simulations - games - e-learning - blended learning - coaching - case studies
orientation
familiarizing newly hired employees with organization, jobs, and work units
digitally recording the training session can be instructive
feedback
Trainees learn how to apply the main learning points to varying conditions on the job.
focus on general principles
performance management process is generally divided into 2 steps
goal setting - objectives - whats and hows mid-year assessment year-end evaluation - self-assessment - manager evaluation
Hi-Po (depth strategy)
goals - build capability - build visibility - build commitment
broad-based (breadth strategy)
goals - develop quickly - focus on leader and team performance
chief ethics officers
high-ranking manager directly responsible for fostering the ethical climate within the firm
You are the chief learning officer at your organization. Management has tasked you with creating a training program for its new hires, all of whom are recent college graduates. While the new hires excel in hard skills, they lack soft skills. Which of these topics would most likely be included in your new training program?
time management
Which of these is part of the administrative purpose of a performance review?
to identify performance problems and develop ways to correct them
You are the chief learning officer for your organization and are tasked with evaluating a recent training program by calculating the percent of payroll spent on training. Which of these calculations would you use?
total training expenditures ÷ total payroll
performance review methods can measure
traits, behaviors, or results
Wendy, co-owner of Metropolitan Bakery, says that the trained employees should be autonomous and engage customers with their knowledge. Although you don't hear it in this video, Wendy also says the employees should understand what it's like to "change the dynamic" and manage a lot of information. This kind of expectation indicates that Metropolitan Bakery:
uses a developmental approach to improve employee future competencies.
knowledge/skill based assumes that certain knowledge/skills drive performance and measures
what the employee knows/applies