MGMT 5830 Test 1

Exposure to the workplace causes concern

Internships and summer jobs provide students additional opportunities to "try on" the role of engineer—and the culture. We found that these work sites echoed the gender stereotyping experienced in school projects: men were assigned interesting problem-solving tasks where they could develop their analytic and technical skills, while women were often assigned jobs sorting papers, copying, collecting equipment, writing notes, and coordinating—tasks they felt did not value or cultivate their skills.

Various Methods Used in Job Analysis

Interviews, observations, questionnaires, logs and diaries

Reading #1

Manufacturing Magnets- Dori Meinert

Overview

Many firm like Enron have a set of core values like Communication, Integrity, Respect, Excellence. But many have become meaningless

Why?

Many manufacturers are still using the same HR tactics they employed 10 years ago - Focused on salaried workforce instead of hourly workforce who is essential for day to day operations

What are HR professionals doing about it?

More creative approaches to recruitment: - Community events aimed at improving public perception about manufacturing -Developing a more worker friendly culture inside the plant

Women However

More often than men, add that they want to become socially responsible engineers, working to solve major problems and making a difference in people's lives—which is consistent with other research showing that women are significantly more likely than their male counterparts to be interested in engineering work that is "socially conscious" (i.e., specializations such as environmental vs.electrical engineering)

Own The Process

The best values efforts are driven bysmall teams that include the CEO, anyfounders who are still with the com-pany, and a handful of key employees. Top managers also need to understand that a good values program is like a fine wine; it's never rushed

Another problem that Women have that men don't?

The biggest problem I seem to be having [is] self-doubt. I would look at a problem, and think of a way to solve it, but then I would second guess myself, and convince myself that my way of answering the question must be wrong, but then, it would turn out that I was correct the whole time.

Person-Environment Fit Definition

The congruence, match, or similarity between the person and the environment, where the environment can be -The job (person-job fit) -The organization (person-organization fit)

Person-Job Fit

The congruence, match, or similarity between the person and the job can itself be assessed in two ways -Demands-abilities fit: Do the requirements of the job match a person's KSAO's? -Supplies-needs fit:Does the job provide the things that a person needs? Ex.) Up in the air- George Clooney

Person-Organization Fit

The congruence, match, or similarity between the person and the organization -Assessed by examining the congruence between the person's values and the core values in the organization's culture

Observable Artifacts

The manifestations of an organization's culture that people can easily see and observe -Symbols (google) -Physical structures (Google, The Arch) -Language (Googlers, nooglers) -Ceremonies ( Wearing the spinning hat, Graduation) -Practices (Billboard recruiting Google)

Rewire Processes for Talent and Knowledge Management

The solutions we've described will be effective only if an organization also retools its processes and cul-ture to support the new ways of working. In par-ticular, firms must learn how to manage specialists and external providers and integrate them into the business

Why women start to change their minds

Their first encounter with collaboration is to be treated in gender stereotypical ways, mostly by their peers. While some initially described working in teams positively, many more reported negative experiences.

Cultural fit

Too broad to determine whether a candidate is a good fit for the organization. "He just Wasn't a fit"

Redefine Jobs

Using the results of a skills-gap analysis, your com-pany can redefine jobs to ensure that experts devote almost all their time to tasks that require their spe-cialized skills.

Why are Values Important?

Values can set a company apart from the competition by clarifying its identity and serving as a rallying point for employees

Why men and women enter engineering

We found that men and women had similar reasons for enrolling in engineering. They describe being good at math and science in high school and wanting interesting, well paid professional opportunities in the future.

Instead ask

What do all the high performers across the company have in common?

Outsourcing or contracting

When a company has a onetime or infrequent need for expertise (an oil company needs a certain type of engineer for a specific project or an auto parts firm needs specialized expertise to develop a pricing model) or when a firm experiences periodic surges in demand for certain skills, hiring an external provider could be the best option.

Good interview question

When have you been most satisfied with your career? When have you been least satisfied?

Why?

When working with male classmates, for example, they often spoke of being relegated to doing routine managerial and secretarial jobs, and of being excluded from the "real" engineering work.

Reading #5: Why do so many Women who Study Engineering leave the Field

Why do so many Women who Study Engineering leave the Field

Core Values

are the deeply ingrained principles that guide all of a company's actions; they serve as its cultural cornerstones. Collins and Porras succinctly define core values as being inherent andsacrosanct; they can never be compromised, either for convenience or short-term economic gain.

Aspirational Values

are those that acompany needs to succeed in the future but currently lacks. A company may need to develop a new value to support a new strategy, for example, or to meet the requirements of a changing market or industry

Accidental Values

arise spontaneously without being cultivated by leadershipand take hold over time. They usually reflect the common interests or person-alities of the organization's employees.Accidental values can be good for a company, such as when they create an atmosphere of inclusivity. But they can also be negative forces, foreclosing new opportunities.

Analysis of outcomes or values

can be used to quantify the effectiveness of any given contributor or process. Some companies use assessment sur-veys to determine whether experts feel their skills are well matched to their current roles and to under-stand how colleagues perceive experts' performance. Other companies evaluate the process for getting to an end product.

KSAO's

job-related Knowledges, Skills, Abilities, and Other factor/ characteristics that an applicant must have to perform successfully in the position. KSAOs typically fall into two major categories - technical and behavioral.

Weave Core values into Everything

our core values need to be integratedinto every employee-related process hiring methods, performance management systems, criteria for promotions and rewards, and even dismissal policies. From the first interview to the last day of work, employees should be constantly reminded that core values form the basis for every decision the company makes

The Skills Gap

- 7/10 Manufacturing Executives report shortages of workers with adequate technical and computer skills - 69% say applicants lack problem solving skills - It takes an average of 70 days to find and recruit smiled production workers

Keeping workers happy

- Flexible work/vacation schedules - Paid leave policies - Allowing worker to choose when they come into work - Competitive pay - Family/ work events -Scholarships

Investing in training

- Make the culture of the firm obvious i.e. growth and opportunities - Propper training techniques - Skill matrix for each department highlighting skills and required tasks

Details

- Recruiting employees is harder now than it has been in the past nine years - In recent months, 1/3 of manufacturing HR professionals said they can't fill a position

Broadening the search

- Target Veterans, Women and the long term Unemployed, Single parents - Partner with community colleges and technical schools - Even target previously incarcerated who were convicted in their youth

Changing perceptions

- Workshops at local high schools, colleges, and technical schools - Give student tours of facilities to disprove the notion that manufacturing jobs are dirty & dangerous

Power point 2: Organizational Culture

-Before we can recruit, we need to know what kinds of people we should be looking for -In order to know what kinds of people we should be looking for, we need to understand the organization

Power Point #3: Person-Environment Fit

-Before we can recruit, we need to know what kinds of people we should be looking for -Now that we understand the job and the organization, we need to understand what it means for someone to "fit" those things

Power Point 1: Job Analysis. Why?

-Before we can recruit, we need to know what kinds of people we should be looking for. -In order to know what kinds of people we should be looking for, we need to understand the job

Cultures can be weakened (or changed) by

-Changes in leadership -Mergers and acquisitions

Job Analysis steps

-Divide job into 4-6 dimensions -Divide dimensions into 2-3 tasks -Use rating scales to identify important tasks -Identify KSAO's for important tasks

Lobster Fisherman

-Let's say you ran a fishing business in Maine and you needed to hire lobster fisherman -What 10 traits and qualities would you look for when recruiting and selecting talent?

Values

-Multifaceted standards that guide thought and action. Used to evaluate oneself and others. -There are hundreds of values that could be used to describe organizational culture.

Vying for worker

-Potential applicants have many choices of different manufacturers to work for. - HR Recruiters have to sell their company up front to to get applicant in the door - Can hold open houses or offer incentives for working on weekends

Cultures can be strengthened (or maintained) by

-Recruitment messaging -Hiring practices -Intense socialization

Organizational Culture Definition

-The shared social knowledge within an organization regarding the rules, norms, and values that shape the attitudes and behaviors of its employees -The "feel" of the place -The "there" of the place

Understand the different Types of Values

1.) Core Values 2.) Aspirational Values 3.) Permission-to-play Values 4.) Accidental values

What knowledge should you outsource?

1.) Does this expertise represent a source of competitive advantage? 2.) If no, then is there an advantage to outsourcing the work? Can it improve efficiency, flexibility, cost, or capability? 3.) If yes, Outsource!

Steps for Redesigning a Job

1.) Identifying gaps between the talent your firm has and what it will need. 2.) Creating narrower more focused job descriptions in areas where talent is scarce 3.) Choosing from various options for filling these gaps 4.) Revamping talent and knowledge management processes to accommodate the new way of working

Why?

1.) More than 75% of manufacturers report a moderate to severe shortage of skilled workers 2.) A significant portion of the manufacturing workforce is nearing retirement age 3.) Manufacturing negative image among young people

Organizational Culture consists of?

1.) Observable Artifacts 2.) Espoused Values 3.) Core Values

Be Aggressively Authentic

1.) Seibel Systems- Although headquartered in silicone valley Siebel's employees are barred from eating at their desks or decorating their walls with more than one or two photographs 2.) Intel- Employees are pushed to embrace the value of risk taking by challenging the status quo and engaging in constructive confrontation

Four Steps to Creating and Implanting Values

1.) Understand the different Types of Values 2.) Be Aggressively Authentic 3.) Own The Process 4.) Weave Core values into Everything

Example of Social Network Analysis

A professional services firm we worked with discovered that only three people in one of its largest divisions controlled access to experts whom many in the firm relied on, constraining them from working effectively with the broader business.

Social Network Analysis

A quantitative method for surfacing and depicting informal inter-actions among people in an organization, can show which individuals are sought out for different types of expertise and how they are connected to others in the company who need their skills.

Have the Courage of your Convictions

Accept that you don't need to be—nor should you try to be—all things to all people. No matter the content of your signature expe-rience, you can use it to attract people who are suited to your organization's culture and who want to further its goals

Person-Environment Fit

Another perspective that is critical in recruitment and selection is the company's perspective—do they believe that the applicant is a fit, and perceives themselves as a fit? • How often are those disconnected, and how should prospective recruits handle that disconnect

Aggressive Companies

Are shaking off conventions about where, how, and by whom knowledge work is done. But as traditional roles are redefined, work-ers are bound to struggle with uncertainty.

Strive for Consistency

Buttress your signature experience with processes that send consistent messages to employee Ex.) Whole Foods backs up its team based induction process with compensation practices, employee rewards and recognition, and promotion criteria that are also strongly team base

Reading #6: The big Lie of Hiring for Cultural fit

By Kris Dunn

Reading #3: Make Your Values Mean Something

By Patrick Lencioni

Identifying Knowledge Gap

Conduct and inventory of skills and create a detailed estimate of the kinds and amounts of skills your firm will need to execute its strategy over the nest 5 years

Address Business Needs

Craft a signature experience that meets a specific business challenge Ex.) To help integrate five recently acquired oil companies, BP developed a signature experience called "peer assist": unit heads assigned to peer groups exchange ideas about what is and isn't working in their business

How to get the right people on board?

Don't try to be all things to all employees. Instead, communicate your company's signature experience—the distinctive practice that best conveys what it's really like to work at your company and what makes your firm unique

Ex Whole Foods

Employees in each department in every store vote on whether a new hire stays or goes after a four-week trial period. This experience sends a strong message about the com-pany's core values of collaboration and decentralization. It weeds out lone wolves—and attracts only people who share those values

Can Get data from Information Sources Such as

Employees themselves, their supervisors, subject matter experts, government databases

Share Your Stories

Encourage employees to relate legendary, signature experiences to potential hire Ex.) Goldman Sachs's signature recruitment experience. Students pass along the tale of the MBA student who went through 60 interviews before being hire

Reading #4: What it mean to work here

Every company needs a "signature experience" that sets it apart. By explicitly communicating what makes your firm unique, you can dramatically improve employee engagement and performance

What separates great companies from merely good ones?

Exceptional firms attract and retain the right people—employees who are excited by the company's culture and values and who reward the organization with loyalty and stellar performance

General Overview

Factories are competing for talent in a tough labor market

Female students do as well or better than male students in school but?

Females often point to the hegemonic masculine culture of engineering itself as a reason for leaving

Define Your Target Employees

Identify your target potential employees as methodically as you do customer ex.) JetBlue targeted people who prize flexible schedules

Job Analysis (Definition)

If we always got the question on the previous slide "right," there would be little need for job analysis. But we often miss things, or mis-prioritize things. Therefor Job analysis is the process of studying jobs in order to gather, analyze, synthesize, and report information about job requirements

How can we fix it?

In order to curb the high rates ofwomen leaving the field, engineering programs need to address gendered tasking andexpectations among teams, in class and at internship work sites. The culture has to learn totake women seriously.

Fit can be measured in two different ways

Perceived fit- A general sense of whether the person matches the environment Calculated fit-Separate measures of the person and the environment are compared

Schwartz Values Taxonomy Measures

Power Achievement Hedonism Stimulation Self direction Universalism Benevolence Tradition Conformity Security

Reading # 2

Redesigning knowledge Work- How to free up high end experts to do what they do best

Culture Strength

Reflects the degree to which employees (a) can articulate the core values underlying a culture, and (b) agree with and hold those core values themselves • The strength of "the feel" • The degree to which there is a "there, there

There is one taxonomy that can be used to simplify the analysis

Schwartz Value Taxonomy

Overview

Shortage of high skilled workers is one of the biggest challenges facing organizations. Talented high paid experts ( doctors, lawyers, engineers) are a companies most valuable assets. some firms are redefining the the jobs of their experts, transferring some of their tasks to lower skilled people inside or outside their organization, and outsourcing work that requires little skill but is still strategically important

Analyze how Skills are utilized

Should current and future role be reconstructed? How should recruitment, hiring, and training change? What new talent sources if any should be considered?

Time Allocation Surveys

Surveys in which people document how much time they spend on tasks. Can be very eye opening.

Virtualization

Tasks that require scarce skills but do not depend on in-person interaction or physi-cal proximity—screening mammograms or conduct-ing complex pricing analytics, for example—can be shifted to people in less costly locations.

Permission-to-play Values

simply re-flect the minimum behavioral and social standards required of any employee. They tend not to vary much across companies, particularly those working in the same region or industry, which means that, by definition, they never really help distinguish a company from its competitors.