Consultation
A manager has discussed the need to increase team output, identified the needed performance levels, and planned to acquire necessary technology, develop new processes, and train HR staff. What else does the manager need to do?
Build commitment within the team to the changes and reinforce it regularly. Rationale: The manager has created awareness and planned effectively to implement the change. The manager needs to create the desire to make the necessary changes within the team and then reinforce it periodically, perhaps by celebrating team achievements. This helps institutionalize the change and make it a permanent part of the HR organization.
The CEO of a sales company hires an HR consultant to assess the company's organizational structure, operating model, and culture due to declining sales, increasing expenses, and workforce environment challenges. The CEO asks the consultant to share the results with key stakeholders to gain support for the recommended changes. Because the company has little market competition, the CEO thinks the company's poor results stem from company-based issues and its inability to leverage its robust IT infrastructure. The HR consultant analyzes the company's financial statements and business processes and confidentially interviews every employee in the company to determine why the company is struggling. The consultant also works as an employee in every department in order to get a realistic understanding of how the company operates. The consultant's analysis reveals that the company has no mission statement, no company-wide or departmental goals, and no individual goals to hold employees accountable. Additionally, no formal recruitment, onboarding, or training procedures exist. The consultant thinks the poor results are caused by poorly trained sales representatives. Customer loyalty is strong; however, it is because of the low-cost products not easily found elsewhere. Which action should the HR business consultant take to gain the support of the key stakeholders in order to implement recommended changes?
Build strong relationships with key stakeholders and transparently share the benefits and risks of the changes. Rationale: In order to get the support needed, the consultant should build the appropriate relationships early in the process and be completely transparent when sharing the benefits and risks of the changes.
Sales has made an unrealistic commitment to a customer. In order to meet the commitment, the CEO suggests that all salaried employees work ten-hour days, six days a week, for a minimum of one year. How should HR respond?
By finding another alternative that will not take advantage of employees but will meet sales and customer needs Rationale: While it may be tempting to do the expedient thing and meet the company's promises, this action will have a negative effect on employee morale and retention, and it could invite union-organizing activity. Using the Consultation competency, HR can explore other alternatives that will be more effective and acceptable to employees.
The CEO of a sales company hires an HR consultant to assess the company's organizational structure, operating model, and culture due to declining sales, increasing expenses, and workforce environment challenges. The CEO asks the consultant to share the results with key stakeholders to gain support for the recommended changes. Because the company has little market competition, the CEO thinks the company's poor results stem from company-based issues and its inability to leverage its robust IT infrastructure. The HR consultant analyzes the company's financial statements and business processes and confidentially interviews every employee in the company to determine why the company is struggling. The consultant also works as an employee in every department in order to get a realistic understanding of how the company operates. The consultant's analysis reveals that the company has no mission statement, no company-wide or departmental goals, and no individual goals to hold employees accountable. Additionally, no formal recruitment, onboarding, or training procedures exist. The consultant thinks the poor results are caused by poorly trained sales representatives. Customer loyalty is strong; however, it is because of the low-cost products not easily found elsewhere. What is the critical first step the HR business consultant should do to determine the return on investment (ROI) of a new sales training program?
Call several vendors to gather more information regarding training outcomes, price, and schedule. Rationale: The consultant needs to identify which figures to use when calculating the ROI. The consultant likely already has an idea of what training is needed based on the analysis. The best next step is to make several phone calls to see what kind of training is available, how much it costs, and whether the training outcomes match the organization's strategic business needs.
Which obstacles to accomplishing a successful change to a new enterprise management system are unique to a global firm?
Communication difficulties across borders and time zones Rationale: Change management requires effective and frequent communication. This will be more difficult in a global organization, where much of the communication cannot occur face to face and may be additionally challenged by significant differences in time zones.
An organization is considering restructuring its sales function to align its salespeople against key vertical markets. HR is charged with exploring this initiative. What should it do first?
Complete an environmental scan. Rationale: Before making such a change, the organization should complete an environmental scan. The environmental scan will help the organization to determine if such a change is necessary and what benefits it could expect to receive from the restructuring.
To attract talented university students, a public accounting firm offers an internship program to students who have completed 75% of their coursework. If a student is successful during the internship, the firm offers the student a position after graduation and provides opportunities for the student to study for the industry licensure exam. The firm pays for the exam and provides additional compensation once the student successfully completes the exam. For the past several years, the firm has seen an increasing rate of turnover among newly licensed employees. While it is common in the industry for employees to leave public accounting after they are licensed, the firm is losing many of its licensed employees to competitors. The high rate of turnover is negatively affecting the firm's performance. The HR manager has been charged with reducing the number of employees leaving for competitive firms as quickly and efficiently as possible. The accounting firm's leadership team requests information on the reasons employees stay. What should the HR manager do to respond to the leadership team's request?
Conduct a focus group with a random sample of employees to find out the reasons they stay with the organization. Rationale: The HR manager is demonstrating the Consultation competency by obtaining feedback directly from the employees to provide to the leadership team. By obtaining the feedback from the focus groups, more in-depth questions can be asked and clarification can be provided.
To attract talented university students, a public accounting firm offers an internship program to students who have completed 75% of their coursework. If a student is successful during the internship, the firm offers the student a position after graduation and provides opportunities for the student to study for the industry licensure exam. The firm pays for the exam and provides additional compensation once the student successfully completes the exam. For the past several years, the firm has seen an increasing rate of turnover among newly licensed employees. While it is common in the industry for employees to leave public accounting after they are licensed, the firm is losing many of its licensed employees to competitors. The high rate of turnover is negatively affecting the firm's performance. The HR manager has been charged with reducing the number of employees leaving for competitive firms as quickly and efficiently as possible. What should the HR manager do to get buy-in from the accounting firm's leadership team to implement employee retention initiatives?
Create a business case that supports how the retention initiatives will reduce turnover Rationale: By creating a business case that supports how the retention initiatives will reduce turnover, the HR manager is demonstrating the Leadership and Navigation competency. The business case will provide the information on return on investment to the leadership team, so they can make an informed decision about implementing the initiatives.
The CEO of a sales company hires an HR consultant to assess the company's organizational structure, operating model, and culture due to declining sales, increasing expenses, and workforce environment challenges. The CEO asks the consultant to share the results with key stakeholders to gain support for the recommended changes. Because the company has little market competition, the CEO thinks the company's poor results stem from company-based issues and its inability to leverage its robust IT infrastructure. The HR consultant analyzes the company's financial statements and business processes and confidentially interviews every employee in the company to determine why the company is struggling. The consultant also works as an employee in every department in order to get a realistic understanding of how the company operates. The consultant's analysis reveals that the company has no mission statement, no company-wide or departmental goals, and no individual goals to hold employees accountable. Additionally, no formal recruitment, onboarding, or training procedures exist. The consultant thinks the poor results are caused by poorly trained sales representatives. Customer loyalty is strong; however, it is because of the low-cost products not easily found elsewhere. What course of action should the HR business consultant recommend that the CEO take when creating new goals for the company's employees?
Create detailed annual goals that are relevant to the company's mission and that can be aligned with the company's performance management system. Rationale: it fits the SMARTER goals criteria-specific, measurable, attainable, relevant, timebound, evaluated, revised.
Which approach should help the change process go more smoothly?
Ensuring that employees have input into change alternatives Rationale: If possible, employees should be given the opportunity to discuss change options. This makes it more likely that they will accept whatever decision is made. At the very least, it helps change agents in the organization understand employee issues and reactions and plan for ways to deal with them.
HR meets with team leaders to analyze the pros and cons of a suggested change. As a group, they brainstorm on factors that could influence the outcome of the change in both positive and negative ways. The factors are assigned weights in order to quantify the pros and cons and assist the leaders in their decision making. What type of analysis is the group using in this situation?
Force-field analysis Rationale: Based on this force-field analysis, the group can decide to pursue opportunities with scores showing favorability for change or to avoid changes that face very strong resistance. They might also use analysis results in deciding how to allocate resources to mitigate negative risks and enhance opportunities.
An HR consultant wants to recommend implementing a quality-oriented strategy that will increase revenue for the organization. Which would be the best first step to implementing the strategy?
Gain management commitment to necessary investments and changes. Rationale: Quality initiatives must begin with management commitment, since they involve significant change, investment in equipment and training, and possibly temporary loss of productivity.
Force-field analysis
Group decision-making tool designed to analyze the forces favoring and opposing a particular change. A factor is weighted, and the factors on each side are summed and compared.
Multi-criteria decision analysis (MCDA)
Group decision-making tool in which the group defines the characteristics of a successful decision and then scores each alternative against those criteria.
A firm has just announced a major reorganization to its employees. Which is most likely to happen first after the initial shock of the news?
Individuals may deny the reality of the change. Rationale: After the initial shock has passed, it is common for individuals to deny that the change will happen or is beneficial. They focus on the past, believing that the past situation was acceptable or better and change was not needed.
The CEO of a small local company has decided that the organization needs to embrace a model of corporate social responsibility (CSR). Despite a formal strategy not being in place, the organization has been using the principles of CSR in certain circumstances. The CEO wants the HR manager to help lead the corporate change. This change involves mindset, planning, and helping everyone embrace the change. HR is not viewed as a true partner to the organization currently, so this will be a challenge. The CEO is seeking to create a company known for treating people well, operating in a sustainable manner, and giving to worthy causes. This change will be more noticeable in some departments than in others. Because of this, the CEO would like to start with a word-of-mouth campaign prior to a large company-wide announcement. The CEO wants the HR manager to put together a plan within two to four weeks that creates this low-key way to work toward the CSR culture for the organization. HR and the CEO discuss that it will be a long-term process for change to be fully implemented. The CEO understands this but wants a plan no later than one month from the meeting. What action should the HR manager take to influence the CEO about the difficulty in meeting the timeline?
Meet with the CEO to review essential portions of the project and the time line challenges. Rationale: Meeting with the CEO, reviewing essentials, and prioritizing is the best way to communicate effectively and build support. This answer shows effective use of the Leadership and Navigation, Relationship Management, and Communication competencies. It also allows the HR manager to be proactive in detailing the challenges to the project.
An organization has struggled to launch a new HR management system with higher integration and more functionality. The new user requirements are very different, and the beta test was problematic. The vendor fixed the problems, but the staff's nervousness about having to learn a new system has combined with the poor beta test experience to create resistance to bringing the final product online. Which actions should the HR manager take now to help to implement this initiative?
Meet with the staff and the vendor to discuss issues. Rationale: Communication is essential throughout the change process, especially when employees have become skeptical that a change offers real benefits. A meeting with the vendor and all staff members gives staff a chance to discuss misgivings and ask questions. A celebration is not always the best way to motivate a group; the negative feelings must be cleared away first. Changing the system will be costly and may lessen its functionality. The schedule does not appear to be an issue, and changing it does not address the core issue.
The CEO of a small local company has decided that the organization needs to embrace a model of corporate social responsibility (CSR). Despite a formal strategy not being in place, the organization has been using the principles of CSR in certain circumstances. The CEO wants the HR manager to help lead the corporate change. This change involves mindset, planning, and helping everyone embrace the change. HR is not viewed as a true partner to the organization currently, so this will be a challenge. The CEO is seeking to create a company known for treating people well, operating in a sustainable manner, and giving to worthy causes. This change will be more noticeable in some departments than in others. Because of this, the CEO would like to start with a word-of-mouth campaign prior to a large company-wide announcement. The CEO wants the HR manager to put together a plan within two to four weeks that creates this low-key way to work toward the CSR culture for the organization. HR and the CEO discuss that it will be a long-term process for change to be fully implemented. The CEO understands this but wants a plan no later than one month from the meeting. What action should the HR manager take first to begin creating a culture that embraces CSR?
Partner with the heads of each department of the organization to review their current practices around CSR. Rationale: It allows for reviewing the current practices of the organization but also for the building of relationships and creating a collaborative work environment.
Which should be the first step in solving an organization's problems with a sharp increase in back orders of shipments?
Performing a process analysis Rationale: A process analysis defines a base line and can identify sources of problems. At the same time, firsthand information can be collected from employees and workplaces can be observed. Such problem solving provides a thorough understanding of why the problem occurs and what must be corrected. The other answers attempt to implement solutions before a cause is fully understood.
What do the final stages of Kurt Lewin's and John Kotter's models of change management primarily focus on?
Sustaining the change in the organization Rationale: The final stage in these models of change management is to institutionalize the change, or "refreeze" the organization. This sustainability phase is where the actions and activities of the change initiative become the new norm for, as an example, how the organization will operate or what work flow will be used.
The CEO of a small local company has decided that the organization needs to embrace a model of corporate social responsibility (CSR). Despite a formal strategy not being in place, the organization has been using the principles of CSR in certain circumstances. The CEO wants the HR manager to help lead the corporate change. This change involves mindset, planning, and helping everyone embrace the change. HR is not viewed as a true partner to the organization currently, so this will be a challenge. The CEO is seeking to create a company known for treating people well, operating in a sustainable manner, and giving to worthy causes. This change will be more noticeable in some departments than in others. Because of this, the CEO would like to start with a word-of-mouth campaign prior to a large company-wide announcement. The CEO wants the HR manager to put together a plan within two to four weeks that creates this low-key way to work toward the CSR culture for the organization. HR and the CEO discuss that it will be a long-term process for change to be fully implemented. The CEO understands this but wants a plan no later than one month from the meeting. What action should the HR manager take to encourage employees to embrace this cultural change?
Provide values-based change management workshops that actively involve employees. Rationale: Providing training to employees that focuses on the company values allows employees to personalize the new culture. The group setting allows for a more controlled level of communication regarding the change. This helps to deal with issues that may be brought up in smaller settings while also uncovering potential challenges to the change.
To attract talented university students, a public accounting firm offers an internship program to students who have completed 75% of their coursework. If a student is successful during the internship, the firm offers the student a position after graduation and provides opportunities for the student to study for the industry licensure exam. The firm pays for the exam and provides additional compensation once the student successfully completes the exam. For the past several years, the firm has seen an increasing rate of turnover among newly licensed employees. While it is common in the industry for employees to leave public accounting after they are licensed, the firm is losing many of its licensed employees to competitors. The high rate of turnover is negatively affecting the firm's performance. The HR manager has been charged with reducing the number of employees leaving for competitive firms as quickly and efficiently as possible. Which action should the HR manager take to identify the reasons employees are leaving for the competition?
Review exit interview feedback from employees who left to work for competitors. Rationale: The HR manager is demonstrating the Business Acumen competency by reviewing the exit interview information to understand why employees have left for competitors.
In an effort to enrich jobs, management wants employees working at one of three assembly stations to complete the entire assembly job and put their names on the finished product. About half of the employees are resisting the change. Which is the best course of action that HR should recommend to address the resistance?
Talking with those opposed to the change to understand their concerns Rationale: If all employees were eager for the change, the change could be implemented with as much speed as practical. However, significant changes usually require management planning and communication. Taking the time to talk with the employees resisting the change may help identify new issues or misunderstandings and can turn resistance into acceptance.
The CEO of a small local company has decided that the organization needs to embrace a model of corporate social responsibility (CSR). Despite a formal strategy not being in place, the organization has been using the principles of CSR in certain circumstances. The CEO wants the HR manager to help lead the corporate change. This change involves mindset, planning, and helping everyone embrace the change. HR is not viewed as a true partner to the organization currently, so this will be a challenge. The CEO is seeking to create a company known for treating people well, operating in a sustainable manner, and giving to worthy causes. This change will be more noticeable in some departments than in others. Because of this, the CEO would like to start with a word-of-mouth campaign prior to a large company-wide announcement. The CEO wants the HR manager to put together a plan within two to four weeks that creates this low-key way to work toward the CSR culture for the organization. HR and the CEO discuss that it will be a long-term process for change to be fully implemented. The CEO understands this but wants a plan no later than one month from the meeting. What action should the HR manager recommend to measure the acceptance of the new culture after it's announced and implemented?
Use both process and outcomes evaluations to determine the effectiveness of the program. Rationale: Using the process evaluation monitors the activities and components that are actually being used and performed. The outcomes evaluation determines the actual results achieved, asking questions like "Does the culture of the organization promote ethical conduct and discourage misconduct?"
How can HR best partner with managers to implement a newly developed performance management tool?
Use input from the managers to create a best practices guide and meet with them individually to offer support or answer questions. Rationale: HR professionals should function as consultants to managers, which would involve getting their input and offering to support them and/or answer questions as needed. It would not involve having their bosses make threats, micromanaging, or overstepping boundaries-particularly not in a way that would suggest that HR would do a better job of evaluating their employees than they would.
J curve
Visualization of the impact of change on productivity. When change is introduced, there is typically a decrease in productivity and then a gradual return to?Çöor, ideally, a surpassing of?Çöprevious levels of productivity.
