SHRM-CP (Dory Review Book- Ch.4 People)

Theories about Leadership

-5 basic schools of leadership theories: trait theory, behavioral school, contingency or situational school, leaders and followers, and dispersed leadership

Using Benchmarking to Set Performance Objectives

-Benchmarking is the systematic process of measuring ones performance against recognized leaders for the purpose of determining best practices that lead to superior performance when adapted and utilized -Should be implemented as a structured, systematic process -Benchmarking requires an understanding of what is important to the organization (sometimes called critical success factors) and then measuring performance for these factors -Can be internal or external (strategic objectives usually establish comparisons with external sources- ex: salary surveys) -Can use SMART goals to guide your objectives -You should have as many objectives as you need to identify the work you must do to properly contribute to achieving those organizational goals -Your goals should focus on HR issues, and there should be at least 1 for each of the major HR functions

Global Leadership Model: Managing conflict

-Conflict can help lead to new discoveries of methods and improvements in matters such as policies and procedures -There need to be rules of behavior associated with conflict, such as conflict of culture, personal differences, communication styles, and treatment of others

Creating Competitive Advantage

-Delivering HR services using people on the pay-roll gives you flexibility because they can often spend a portion of their time working on projects that are not the primary focus of their other work (ex: review polices as part of a two year review cycle) -According to the Priority Metrics Group, there are 6 ways to differentiate your organization within a competitive marketplace 1. Product differentiation: features, performance, efficacy, conformance, durability, reliability, warranty 2. Service differentiation: ordering ease, delivery, installation, customer training, customer consulting, other miscellaneous services 3. Channel differentiation: coverage, expertise, performance 4. Relationship differentiation: competence, courtesy, credibility, reliability, responsiveness, communication 5. Reputation/image differentiation: perception, communication, advertising 6. Price differentiation: by customer, by quantity, by segment

Planning for Talent Acquisition on a Global Basis

-Global staffing depends on recognizing and acquiring talent with precisely the job skills needed in a given work location

Kouzes and Posner Leadership Practices

-Practice 1: Challenging the process- successful leaders will recognize when there is a need for change -Practice 2: Inspiring a shared vision- successful leaders will have a vision and get their employees to be inspired by the same vision -Practice 3: Enabling others to act- successful leaders will empower their employees to do their best work, bringing out their full potential and encouraging collaboration in the workplace -Practice 4: Modeling the way- walk the talk and lead by example -Practice 5: Encouraging the heart- celebrate the achievements and yet learn from their disappointments and maters of adversity

SWOT Analysis

-Strengths: what are the strengths of your HR organization? -Weaknesses: These are the ares you know need improvement -Opportunities: (EX) a merger or acquisition offers opportunities to examine all HR systems in both organizations and determine which will serve the new employer group best in the future -Threats: challenges we face as HR professionals

Job Analysis and Job Documentation

-job description: establishing ob content and determining how the job interacts with other jobs -that job description can become the foundation for analyzing its content and plotting its fit into compensation structures -job analysis: determining the level of responsibility embedded in the job and how it impacts the overall organization -in addition to tasks and areas of responsibility assigned to the job, analysis should include the types of physical and mental conditions under which the job operates -ex: high-tension line technician vs. computer program coder

Maturity of Global Location

-the broader the supply and demand in your areas of talent need, the more likely you will be able to find what you want when you actually start looking

The GE-McKinsey Nine-Box Matrix

Nine-box matrix; offers a systematic approach for the decentralized corporation to determine where best t invest its cash. The company can judge a unit by 2 factors that will determine whether its going to do well in the future: the attractiveness of the relevant industry and the units competitive strength within that industry

Stakeholder Concept

-R. Edward Freeman -Organizations in the center -Surrounded by: owners, customers, local community, special interest groups, competitors, media, consumer advocates, environmentalists, employees, suppliers, government

HR's Role in Change Management

-SHRM suggests that there are 4 roles HR professionals must play: -Leader: with management establish vision and clear direction and shape culture to minimize obstacles -Educator: coah managers to implement and drive change on their teams, provide necessary training and tools to prepare employees for change, and build a communication road map to resonate with different audiences -Advisor: create transparency as a liason between executives and employees -Demonstrator: design methods to reinforce the change, create a mind-set of change b modeling, and encourage other executives to do the same -LEAD

Action-centered leadership

-a model created by John Adair; states the effective leaders accomplish goals and tasks through the efforts of the team they lead -Must do 3 things: 1. structure the task and make sure everyone knows what is expected 2. develop each team member, review and evaluate their outcomes, coach/motivate, and support 3. coordinate the teams workflow, resolve disputes, ensure compliance with rules, and cause collaboration

Marshall Goldsmith's 21 Habits of Behaviors that derail a leaders effectiveness

1. winning too much (need to win at all costs) 2. adding too much value (desire to add 2 cents to every discussion) 3. passing judgement (need to evaluate others and impose our standards/values on them) 4. making destructive comments (sarcasm and cutting remarks) 5. starting with "no" "but" or "however" (overuse of negative qualifiers) 6. telling the world how smart we are (need to show people were smarter than they think we are) 7. speaking when angry (using emotional volatility in communications) 8.negativity (need to share your negative thoughts) 9. withholding information (refusal to share information for an advantage over others) 10. failing to give proper recognition (inability to provide praise, rewards, and compliments 11. claiming credit we do not deserve ( overestimate of our contribution) 12. making excuses (need to excuse annoying behavior as a permanent fixture so others will excuse us for it) 13. clinging to the past (need to deflect blame away from ourselves) 14. playing favorites (failing to see that we treat someone unfairly) 15. refusing to express regret (inability to take responsibility) 16. not listening (most passive aggressive form of disrespect for others) 17. failing to express gratitude (most basic form of bad manner) 18. punishing the messenger (misguided need to attack the innocent) 19. passing the buck (blaming everyone but ourselves) 20. an excessive need to be "me" (exalting our faults as virtues simply because they embody who we are 21. refusing to accept any responsibility for needing to change

Growth Share Matrix

Boston box or Boston Matrix; can be created by plotting 2 axes. The x-axis is the relative market share, the y-axis is market growth. Those 2 axes create 4 quadrants. When market share increases and market growth does too, the companies are "stars". When market growth is high but market share is low, companies are questionable for investment. When market share is high but growth is low, companies can be good cash cows. Finally, when both market growth and market share are low, companies can be described as investment dogs.

Daniel Goleman's 5 Key Emotional Intelligence Skills

- "two minds" rational and the emotional -Self-awareness: knows how they feel and how their emotions or actions can affect people around them -Self-regulation: staying in control and regulating your actions and communications; rarely verbally attack others or make rushed/ emotional decisions -Motivation: work consistently toward goals and have high standards for the quality of their own work -Empathy: have the ability to put themselves in someoneelses shoes. Can help develop the people they manage, challenge others who are acting unfairly, give constructive feedback, and also listen deeply for the meaning in conversations -Social skills: emotional intelligence creates great communicators

Transformational and Transactional Leadership

- A transformation leadership approach is one that stimulates and inspires people to work together toward achieving a common goal; charismatic (instils pride, respect, and trust in the leaders sense of mission and vision); inspirational, with the communication skills necessary to gain engagement; stimulating, where the promotion of intelligence and challenge are at play; and attentive to individual needs; coaching and mentorship -Transactional leadership has the characteristics associated with contingent reward, where effort is rewarded via accomplishment; management by exception, in which corrective action is taken when standards are not met or protocol is broken; and laisez faire, in which responsibility is abdicated and decision-making is delated or avoided -Transformation leadership has been proven to improve productivity -Best is a blend of both

Functional Area 1- HR Strategic Planning

-"HR Strategic Planning involves the activities necessary for developing, implementing, and managing the strategic direction required to achieve organizational success and to create value for the stakeholders" -Involves understanding the internal and external environments and utilizing the organizations mission and vision as a focus for determining where HR can support goals and sustain a competitive advantage

Strategic Investment Decisions

-3 techniques to see how investment decisions are evaluated: accounting rate of return, payback, and discounted cash flow techniques. In HR Terms, investment should be evaluated based on the period of time it takes to reclaim the investment (using a new applicant tracking software system), what the payback amount will be (savings in HR payroll expense from new software application)and what impact there will be on cash flow (reduction in HR Budget that can put cash back into the organizational P&L statement (profit and loss)

Donald Kirkpatrick's How to Manage Change Effect

-7 basic steps -Determining the need or desire for change -Preparing the tentative plans for change -Discussing alternative and probable reactions to the change -Making a final decision about the change -Establishing a project plan and associated timetable -Communicating the change -Implementing the change and evaluation

Harnessing Social Media

-70% of employers use social media to screen candidates before hiring, up significantly from 60 percent last year and 11 percent in 2006 -employers must be using social media outlets to find the best talent available -Social media can influence the employers brand in the eyes of those it will eventually want to recruit

Divestiture Strategies

-The opposite of merger is divestiture -Divestiture is the removal of assets or processes that are no longer needed and that can be converted into cash -As a strategy, "spinning off" pieces of an organization can leave the remainder of the company in a healthier state financially (ex: American Bell Payroll) -Identifying how we will accomplish the divestiture seems like a reasonable step to take, and HR professionals can contribute to that planning process by identifying how they will add value to the end result

Business Case

-A business case is a written or oral presentation that identifies a problems, analyzes the various possible solutions, and makes a recommendation for implementing one of them. -Almost always have an analysis of financial impact, personnel impact, and customer impact -Ex: a business case is needed when recommending certain medical insurance programs, particularly if the employer has not provided such benefits in the past -Making a business case means assembling business reasons for taking some action -Executive summary: short statement that summarizes the problem and recommendation with key reasons for choosing the recommended solutions -Definition of the problem: identifying the issue that is being addressed in the business case. The definition should include a statement of how the organization is impacted by the problem (ex: employee benefits) -Objectives: statements of key results expected in solving the stated problem -Possible solutions: list of key solutions possible for the stated problem -Recommended solution: identification of the solution that is being recommended and why. Include statements of impact on the organization, its workforce, its customer/clients, and its other stakeholders (quantified if possible) -Implementation plan: the steps needed to implement the solution and solve the problem. Should always include an action to be taken, who is responsible for that action, and the target date for completion of that action -Support documents: might include financial analysis, statements of impact on profit and loss or balance sheets, analysis of HR impacts (ex: turnover, diversity, morale), organizational branding impacts, influences on competitive advantage, corporate responsibility changes, and staffing required implementation

Job Specifications

-A job description is a series of statements describing the role, responsibility, duties, and scope of a particular job -A job specification states the minimum qualifications required for performing at that job -need to have answers posted in the job requisition so potential candidates will be able to assess the match they may have with the job requirements

Project Management

-A project consists of a series of activities and tasks that have been identified that need to be performed to accomplish an outcome -Dates are identified, people are assigned to the tasks, and resources such as a budget and people are allocated

Contingency or Situational School

-Accept differing leadership styles and adapt to the situations or people involved -Hersey-Blanchard Situational Leadership Theory: there is no single "best" style of leadership -Effective leadership is task-relevant, and the most successful leaders are those who adapt their leadership style to the maturity ("the capacity to set high but attainable goals, willingness and ability to take responsibility for the task, and relevant education and/or experience or an individual or a group for the task") of the individual or group they are attempting to lead or influence -depends with the task, job, or function that needs to be accomplished -rests on 2 fundamental concepts: leadership style and the individual or groups maturity level

Communicating Strategy

-According to the Harvard Business Review, there are 8 ways to effectively communicate your strategy 1. keep the message simple but deep in meaning: most organization have a deeper meaning as to why they exist. This influences strategy, decision making, and behaviors at executive levels but often isnt well articulated for employees. Establish its relevance with employees in a way that makes them care more about the company and about the job they do 2. Build behavior based on market and customer insights: by building internal campaigns based on market and customer insights, you bring your strategy to life for you employees through this important lens. Package your content so that it can be shared broadly with all departments in your organization but in a hands-on way 3. use the discipline of a framework: inspire, educate, reinforce 4. think broader than the typical CEO-delivered message, and dont disappear: conversations can be more persuasive and engaging than one way presentation. Designate a team of employees to serve as ambassadors responsible for delivering important messages to all levels 5. put on you "real person" hat: take off you "corporate person/ executive" hat. "Corporate speak" comes off as hollow and lacking in meaning. Authentic messages from you will help employees see the challenges and opportunities as you see them and understand and care about the direction in which youre trying to take the company 6. tell a story: facts and figures wont be remembered, stories and experiences will. Bring humanity to the company and help employees understand the relevance of your strategy and real-life examples of progress and shortfalls against it. Ask employees to share stories as well and use these as the foundation for dialogues that foster greater understanding of these behaviors you encourage vs. that pose risks 7. use 21st century media and be unexpected: consider roles of socail media, networking, blogs, and games to get the word out in ways that your employees are used to engaging in 8. make the necessary investment: employees are the largest expense to the company, they often communicate directly with your customer, they single-handedly control most perceptions that consumers have about the brand

Implementing M&A strategy

-All of the basic support programs needed in running business must be either blended or transitioned to one of the existing systems -Principles of the Accelerating Implementation Methodology (AIM): -Define the changes in terms of human behavior: the speed of an integration is determined by how you manage the human elements of the change. Remember to define the changes in terms of what people need to be doing differently -Generate sponsorship: every sponsor, from senior management down to the line managers, must express, model, and reinforce their commitment to the change -Manage Resistance: resistance is a function of disruption; make sure you have a plan on how to manage it, including responding quickly to concerns, rumors, and questions -Tighten up communications: every communication sent must include a feedback loop, this way, when a communication goes out, feedback will come back in (emphasis on the face to face method) -Manage reinforcements: the only way to implement actual culture change is to integrate the behavioral elements of the new culture into the daily business activities and then dramatically change the reinforcements- that is, the positive and negative consequences that managers apply on a daily basis with their direct reporters

Employee Value Proposition (EVP)

-An employee value proposition (evp) is the unique set of benefits that an employee receives in return for the skills, capabilities, and experience they bring to a company

Trait Theory

-Asserted that leaders were born and not made, and the focus was on personal characteristics and attributes that included mental and physical abilities -Past research has demonstrated that successful leaders differ from other people and possess certain core personality traits that significantly contribute to their success -Called the great person leadership theory with its assumption that leaders are different from the average person -5 traits: -intelligence, dominance, self-confidence, high levels of energy and vitality, task or technical relevance knowledge -most current research has failed to identify one set of traits that always differentiates a leader

Visa Requirements

-talent acquisition can be made more difficult if there are these types of impediments -ex: can international candidates come and go without difficulty, or are there special work permit requirements they must meet

Using a Balanced Scorecard to Align Objectives with Strategy

-Balanced scorecard: strategy based systems that align the work people do with organization vision and strategy, communicate strategic intent throughout the organization and to external stakeholders, and provide a basis for better aligning strategic objectives with resources -Accomplishments and results are the main focus -A planning and management scorecard system uses strategic and operational performance information to measure and evaluate how well the organization is performing with financial and customer results, operational efficiency, and organizational capacity building

Role of Value in Strategy and Value Chain

-Basic premise with strategic planning is to lead activities that yield great value. Understanding how an organization creates value with its mission is the first step. -The value it brings to its end customer and stakeholder. What causes the organization to be successful to its customers/ stakeholders- that is value -Value Chain: -The value chain is another model by Micheal Porter, which describes the process by which a business receives materials and then adds value to the materials through processes that create their finished product or service, which is then sold to customers -Organizations will conduct their value-chain analysis through looking at the steps in their production that are employed to create their product or service and then identifying the way to increase the efficiency of the production chain. The end goal is to create maximum value for the least possible cost -Primary activities: contribute directly to the value that is created for the customer (ex: food manufacturer that uses distributors and retailers for its products) -Secondary activities: provide services to the primary functions (ex: HR Administration) -Need to know which activities in the organization are considered central to its mission, reflecting its core activities, and which ones are the most profitable activities or could be profitability outsourced

Employment Branding

-Branding is another word for reputation -Chris Mossevelde definition: the company can only attract current and future employees if it has an identity that is true, credible, relevant, distinctive, and aspirational. To achieve thi, extensive research needs to be conducted -learning what exists will enable you to determine what action steps must be taken to mold your brand into the perceptions you want others to have

Business Intelligence

-Business Intelligence (BI) refers to the tools, technologies, applications, and practices used to collect, integrate, analyze, and present an organizations raw data to create insightful and actionable business information -Related activities: data mining, online analytical processing, querying, reporting -Today's trend toward using "Big Data" (huge databases with hundreds or even thousands of data elements) makes it essential that employers are able to reach into those databases and extract only those elements that will be useful in monitoring business activities and accomplishments

Staffing Challenges:

-Changing demographics (when housing becomes too expensive for job applicants to live close to the job and commute distances are greater than people want to undertake, the workforce demographics can shift, sometimes rapidly) -Lack of skilled labor -Government and regulatory barriers to hiring (employer is subject to more than 50 federal laws that require compliance, everything from safety to payroll and credit reporting) -Brain drain (departure of educated or professional people away from an employer to another employer usually is better for better pay or living conditions- high tech and engineering) -Availability of Reliable Data (a lack of reliability in either the forecast of job openings or the ability to develop high-quality talent pools from which to draw job candidates will quickly bring the recruiting process to a halt) -Economic cycles (employers are often faced with the challenge of identifying qualified recruits from a scarcity of resources when things get better through growth and demand; when the economy turns down, layoffs result) -Business lifecycles (in the beginning (startup) and through its growth years, recruiting is typically hectic. Expansion means hiring. In its maturity and decline years, layoffs and downsizing/resizing are frequent)

Aligning HR Goals and Objectives

-Check that HR goals are aligned with organizational goals and objectives -If HR isnt going to be supporting the overall goals of the employer organization, then adjustments should be made

Types of Metrics

-Common organizational metrics: -Marketing metrics: SEO keyword ranking, web traffic sources -Sales metrics: sales growth, average sale value, average profit margin -Financial metrics: debt to equity ratio, working capital -Social media metrics: social followers versus target -Customer feedback metrics: end-of-transaction survey responses, quarterly survey responses -Employee metrics: cost per hire, retention rate, health care costs -Financial statement and metrics (financial metrics reveal characteristics of financial data that might not be apparent from a simple review of the numbers): -Cash flow metrics: business people evaluate streams of cash flow events, such as investment outcomes or business case cash flow estimates -Financial statement metrics: business people use these metrics to evaluate a firms financial position and financial performance, such as liquidity, payback period, and return on investment (ROI) -Nonfinancial Organizational performance metrics: -Customer satisfaction trends -Supplier delivery date accuracy -Recruiting source candidate submission acceptance -Workplace security and safety performance -The challenge is to identify those things that can contribute strategically to your organizational goal achievement

Defining Performance Objectives/ Effective Performance Measurement

-Communication on expected job performance begins with the very first discussion in a job interview and certainly with the job offer and new-hire onboarding orientation -Discussion continues on a consistent basis both with the reinforcement of organizational standards that are outlined in employee handbooks and other written material and with performance appraisal review sessions -The clearer the expectations, the greater success -Key touchstones for performance management: focus on results, develop a culture of accountability, align all organizational activities with overall organizational goals, provide a common language for success, and make measurements simple to use -S (set expectations) -I (invite commitment) -M (measure progress) -P (provide feedback) -L (link to consequences) -E (evaluate effectiveness)

Dispersed Leadership

-Emergent leadership -leaders will emerge from a working group because of their expertise or experience to lead and influence the group working on a situation or task -not a person who is given authority by the way of title but someone the group has chosen to follow -growing style

Porters Five Forces

-Forces close to a company that affect its ability to serve its customers and make a profit -Threat of new entrants: when a company does so well that their success attracts new competitors who want to get in on that success, the competition can drive down profits -Threat of substitutes: "knock off products"; other people use different products or services to address the same need that the original product or service solved (ex: digital vs. analog watches) -Bargaining power of customers: when customer orders are large, they can force the lowering of price -Bargaining power of suppliers: if there are a few options for sourcing component parts, raw materials, or other suppliers, the supplier can have a strong influence on the cost of end products -Industry Rivalry: industry competitors greatly influence our ability to succeed in the marketplace

Impact of business strategy on HR strategy

-HR Strategy must support the business strategy 1. understand your organizations business: make sure that you know what is going on in the bigger world (production, quality, accounting) 2. share responsibility for business goals and plans: when you make plans for your department, they should be directed to achieving overall business objectives as well as human resource goals 3. know the human resource business thoroughly: you are reliable, credible, trustworthy and knowledgeable, and you have deep integrity 4. run your department like a business: your action plans to achieve the goals need to translate into daily "to do" lists for your staff. Every significant activity requires a feedback loop or audit so you know that it is being accomplished 5.measure outcomes and goals achievement, not work process: employee and executive surveys are often used to identify how these people see HR performance 6. remember the people in human resources: remember that you are there to serve your organizations people so that they can meet your business goals 7. express thoughtful opinions backed by data and study: you need to understand the effect of decisions that your office makes on the work of the rest of the company (ex: dont schedule meeting with plant personnel on the last day of their shipping month) 8. harness the benefits of technology: youll provide better customer service and free your time for dreaming up new value-added strategy 9. recommend programs for people who continually improve the business: suggest solutions that support the accomplishment of business goals, you have reasons for suggesting a new variable pay system such as encouraging managers to accomplish business objectives 10. learn and grow every day through every possible method: seek out more experienced mentor or sounding board, attend professional HR conferences, meetings, and events, attend executive leadership and management meetings in addition to your HR professional associations, attend at least 40 hours of training and education every year (staff members attend too), seek out people who will ask you questions and challenge your beliefs so you can continue to grow

HR's role in M&As

-HR is almost always called upon to do due diligence in the investigative phase prior to finalizing a merger or acquisition (ex: what policies does the new company have, and how will they blend with our policies? ex- are holiday and vacation computations, sick leave polices, and parental leave polices) -Planning the HR integration strategy: an estimated 70-90% of all M&As fail to achieve their anticipated strategic and financial objectives. This rate of failure is often attributed to various HR-related factors, such as incompatible cultures, management styles, poor motivation, loss of key talent, lack of communication, diminished trust, and uncertainty of long-term goals -The M&A process requires management of both organizations to consider all implications of a proposed merger or acquisition before agreeing to one- which necassarily involves consideration of the "people issues" created by proposed merger or acquisition -HR professionals are often involved in the process by advising management on human resource matters, including using surveys and other metrics to gather relevant data, identifying potential conflicts or HR challenges between the 2 companies, integrating HR practices and company cultures after an M&A, and managing talent decisions such as layoffs -Developing integration strategy requires asking who the stakeholders are (our company, their company, customers, stockholders, employees) and what benefits can be achieved by successfully completing the merger or acquisition (expanding markets, expanding product line, reducing expenses/costs, gaining customer/market share, and improving customer perception of our business) 1. identify the vision 2 .identify the mission 3. identify the goals 4. identify the strategies 5. identify the initiatives

Hersey-Blancard's Situational Leadership theory

-Identifies 4 levels of maturity, M1-M4 -M1: employees still lack the specific skills required for the job at hand and are unable and unwilling to do or take responsibility for this job or task -M2: Employees are unable to take responsibility for the task being done; they are willing to work at the task. Novice but enthusiastic -M3: Employees are experienced and able to do the task but lack the confidence or the willingness to take on responsibility -M4: Employees are experienced at the task and comfortable with their own ability. Able and willing to not only do the task but to take responsibility -Leadership has 4 tasks based on an employees maturity: -Delegating: leader is still involved in decisions; the process and responsibility have been passed to the individual group. The leader stays involved to monitor progress -Participating: shared decision-making with the work group about how a task has been accomplished takes place; leader is providing less task direction while maintaining high relationship -Selling: leader is still providing direction, leader is now using 2 way communication and providing the socio-economical support that will allow the individual or group being influenced to buy into the process -Telling: 1 way communication. leaders defines the roles of the individual or group and provides the what, how, why, when, and where to do the task

Implementation of Strategy

-Implementation is the process that turns strategies and plans into actions in order to accomplish strategic objectives and goals -An action plan and implementation plan are a document that assigns responsibility to individuals or specific groups, determines due dates, and sets periodic progress meetings to see whether you are still on track, what unexpected problems have arisen, and what other resources might be needed to fully complete the action plan -First there are objectives. Those are the goals we want to accomplish. Then comes strategy. That is a statement of how we will reach each goals. Then comes the implementation plan (action plan) that answers the questions of who, when, and where -Resources come down to budget; to determine how we will succeed it is necessary to develop a business case to present to the executive team

Global Leadership Models: Planning Communication

-In planning communication of strategy, this question is the first one to consider: what information is needed to be communicated, in what order, on what dates, by whom, and specifically to whom? -Next, what medium is to be used? -Last, what feedback mechanism is in place to ensure the intended communication was received and understood? -This feedback with provide an awareness of what may need altering in the message to improve understanding and impact

Performance Evaluation Steps

1. Creating and communicating the organizations vision, mission, strategies, specific goals, and values form the foundation 2. Performance standards are agreed upon by both the line management and the employee on what they job requires and what will be measured (essential that employees clearly understand the standards, including expected behavior standards set forth, for their jobs) 3. Feedback; can be informal or formal (written performance appraisal)

Industry Analysis/ Industry Lifecycle

-Industry Analysis: a tool that facilitates a company's understanding of its position relative to other companies that produce similar products or services -This enables HR professionals to identify threats and opportunities facing their business and to focus on their resources on developing unique capabilities that could leave to a competitive advantage -Industry Lifecycle: -Introduction: the beginning of the organization, policies and systems are being created as they are needed -Growth: after the new organization has gotten a foothold in its marketplace, influenced by factors in SWOT and PESTEL -Maturity: organization is comfortable with tits size, influence, and income -Decline: when systems have gotten surpassed by technological advances and services have become passé. Without updates to its core reasons for existing, the organization will ultimately cease to exist

Erica Fox's Inner Team

-Inner team draws on: intuition, reason, emotion, and willpower -CEO as the inspirational dreamer, CFO as the analytical thinker, COO as the practical warrior, and the CPO as the emotional lover -Intuition (inspirational dreamer): generates vision, pursues dreams, has a sense of a path forward -Willpower (practical warrior): speaks the hard truths, holds their ground, takes action -Reason (analytical thinker): applies facts/logic, considers risks and consequences, seeks perspective from all sides -Emotion (emotional lover): connects with emotions, builds and maintains trust, collaborates

Social Responsibility

-It is incumbent upon the employer to determine whether it should even create a work location where certain problems exist (ex: pay disparities)

Leaders and Followers

-Jon Katzenbacks and Douglas Smith -recognizes that the leader is not a hero per se but a team leader and a servant to the team -Leaders ask more questions rather than simply provide answers- a coaching tactic -Share opportunities to lead the team -Working with each other to solve problems is high with this style, along with building a solid foundation of the problems and issues before jumping into work on a resolution -Big today

Providing Leadership Strategy

-Leaders critical focus should be on providing guidance and vision, controlling risks, and providing working environments where employees can contribute their best performance rather than just following directions -The HR professional as a leader will have dual focus: being a leader for the HR function and being able to assist in identifying and developing the organizations leaders

Mergers and Acquisitions

-Mergers and acquisitions (M&As) are transactions in which the ownership of companies, other business organizations, or their operating units are transferred or combined -As an aspect of strategic management, M&As can allow enterprises to grow, shrink, and change the nature of their business of competitive position -From a legal POV, a merger is a legal consolidation of 2 entities into 1 entity, whereas an acquisition occurs when one entity takes ownership of another entities stock, equity interests, or assets. Mergers and acquisitions are means to new markets, new products, or services, or new management team -When markets are different and a combines organization can offer both entities a broader sales base, there is synergy. When the product lines can be added through mergers, acquisitions, there is synergy

Mission, Vision, and Values

-Mission: a concise explanation of the organizations reason for existence. It describes the organizations purpose and its overall intention. The mission statement supports the vision and serves to communicate purpose and direction to employees, customers, vendors, and other stakeholders -Vision: looks forward and creates a mental image of the ideal state that the organization wants to achieve. It is inspirational and aspirational and should challenge employees. -Values: values are the core principles that guide and direct the organization and its culture. Values create a moral compass for the organization and its employees -A mission statement should answer these questions: what is our organization purpose? why does our organization exist? -A vision statement should answer these question: what problem are we seeking to solve? where are we headed? if we achieved all strategic goals, what would we look like 10 years from now? -Organizational values will answer these question: what values are unique to our organization? what values should guide the operations of our company? what conduct should our employees uphold? -HR professionals are accountable for creating the HR mission, vision, and values statements. They are responsible for communicating them to senior executives and to the general employee body in terms that can be well understood. (what will be the impact on me (the executive or employee)? why should i care about the role of HR in the organization? how will this make my job easier? -Setting HR Goals within the construct of articulated mission, vision, and values statements is the next step.

Monitoring and Evaluating M&As

-Monitoring is the process of continually measuring the progress achievements of a project. It also assesses results that matter. -Evaluation is the process of measuring the success of a project's achievements and the quality of those achievements -Establishing milestones for an M&A project will help you understand if you are on schedule, and quality measures will provide feedback about the success you have had so far with your implementation. -Measuring our incremental success can be great feedback to help us make adjustments where necessary so we can get back on track when necessary -HR can monitor recruiting and staffing functions, benefit design and implementation functions, employee relocation, policy development and implementation, and legal compliance requirements (ex: what compliance requirements were met or not met (EEO discrimination complaint rate, compliance evaluation closures with "no violation" determination from the Department of Labor)?

Response to Change

-Negative reactions: -"not me": somebody else is better suited to the job assignment or denial that they are able to make the changes necessary -"what will this do to my job security" -anger -gossip -"whos in charge here?" -panic -"i quit" -Positive reactions: -"this is a challenge": confident that they can gain the necessary knowledge to do the work ahead -enthusiasm -"maybe i could adjust to this change" -positive vision

Strategy Formulation

-The process by which an organization chooses the most appropriate courses of action to achieve its defined goals -A major part in strategic planning is the process of gathering data. It should be done prior to and during the creation of the strategic plan and continue on through the implementation and to the monitoring process of the strategic plan -When something is "on the radar", it is being tracked. That means someone believes the information is important to the organizations success.

Staffing Challenges:

-PEST Factors (PEST, i.e., political, economic, social, and technological factors, must be considered when conducting an environmental scan, strategic planning or being engaged in other forecasting events; world events) -Employee Lifecycles: -Recruitment and selection: finding the best fit between a job and an employee -Onboarding and orientation: gaining information and tools necessary to succeed in the job and getting acclimated to the organizations culture -Training and development: promoting engagement and retention by developing and employees skills and commitment -Performance management: working with employees helping them achieve their goals and objectives and priming them to become a stronger employee -Transition: achieving the best match of an employees capabilities with an organizations needs through transfer, promotion, demotion, resignation, and retirement -Technology shifts (today, social media is the primary source of job candidates- paradigm shift) -Cherry Picking: Pressure on Salary levels (offering more money beyond the approved pay range can effectively entice a desirable job candidate to accept a job offer but can also cause issues for other parts of an organization. Something must happen to bring that individual back into the proper compensation range; usually requires management to "freeze" the new hires pay level until natural escalation pressures enable the companies pay structure to catch up (short term benefit), often overcome by general employee discontent and, as a result, discouragement) -Creating a job vs. hiring for work (filling a job need is quite different from creating a job for someone special we must hire to save the talent within our employee ranks)

Evaluating Strategic Performance

-Performance management is a systematic process that helps improve organizational effectiveness by providing feedback to employees on their performance results and improvement needs -When individual performance is linked to organizational strategic objectives, employees can see how they help impact accomplishments at the organizational level -Regular feedback system discussing individual performance is at the core of a good performance management system -Ensures that employees are on course for the completion of tasks and goals that are aligned with the organizations goals and that the resources and support are provided for the employee to perform such functions

Porter's Competitive Strategies

-Porter suggested that there are 4 primary competitive strategies that organizations can rely on when plotting their future business course. -Generic strategies cost leadership (no frills), differentiation (creating uniquely desirable products and services), and focus (offering a specialized service in a niche market) and he then subdivided the focus strategy into 2 part: cost focus and differentiation focus -Cost Leadership: -within the cost leadership strategy, profits can be increased by reducing costs while maintaining prices at industry average. Market share can be increased by both reducing costs and lowering prices, taking sales away from competitors. -the no frills retailers have opted to cut costs to a minimum and pass their savings on to customers in lower prices (ex: Costco, Home Depot, Lowes) -can be applied to the HR department if being the lowest-cost HR department is the industry mission of the group -Differentiation: -involves making your products or services different from and more attractive than those of your competitors. Your competition in the HR world are HR managers in other companies within your industry -If you can differentiate your services based on cost, you should be able to do so based on quality. Being a full service HR department means you "hold the hands of employees" as they ask for help with benefits, enrollment, discrimination complaint processing, and training enrollment -Unless you can be better in either cost or quality, you will lose out to the competition -The marketplace will long remember the broken promises made to customer, so beware of making promises you cant keep -Focus: -making something that no one else does that serves a specific requirement is one way (ex: making dog collars using all natural materials) -companies that use focus strategies concentrate on particular niche markets ad, by understanding the dynamics of that market and the unique needs of customers within it, develop uniquely low cost or well-specified products for the market -tend to build strong brand loyalty among their customers, less attractive to competitors

Requirements for Strategic Planning and Management

-Several strategic planning processes begin with the extension of the annual operating budget into a typical 5 year projection; 5 year operational and financial forecasts are ineffective as strategic-planning tools because they are predicted on the assumption of no significant change in environmental, economic, and competitive conditions -Aligning Effort: ensuring that policies and practices are aligned with the strategy and intention -Controlling drift: important to ensure that an organization is not coasting along, becoming blindsided because of disruption in its marketplace or industry with substitution -Focusing on core competencies: knowing what the organization is good at for its customer base and being sure to focus efforts on those competencies -System thinking: includes looking at both the opportunities and the risks or conflicts and to what degree the risks are acceptable to the organization (ex of external factors: stakeholders, industry factors) -Using structure as a strategic level: does the structure of the organization support this strategy? -Using culture as a strategic level: does the culture align itself with the intended strategy?

Conditions that Make Change Possible

-Six steps to ensuring successful change implementation for any organization -Beat communication breakdown: people dont want to be "sold" by executives on the advantages of the changes to come, they want to be able to understand what will be happening and why -Get personal: whats in it for me to change? will i win or lose? will i look good? how will i find the time to implement this change? will i have to learn new skills? can i do it? -Plan your action: what do i do first, second, and third? how do i manage all the details? what happens if it doesnt work as planned? where do i go for help? how long will this take? is what we are experiencing typical? how will the organizational structure and systems change? -Sell the change: if leaders have done a good job in the previous steps, employees will often sell themselves on the change as a good thing -Collaborate smartly: how can we work with others to get them involved in what were are doing? how do we spread the word? -Refine for success: refinement questions are a good sign and show that the people in the organization are focused on continuous improvement

Models for Managing Change

-Specific industry models can be extremely helpful because they are constructed with the language of your industry, not someone elses. HR associations such as SHRM can be helpful with both written reports available and offering of live expert help to counsel you through your planning and executing change management

Strategic Staffing

-Staffing according to the business strategies requires understanding what those strategies are -HR business partners need to provide appropriate job candidates to the operations unit -Need to know whats happening in the rest of the company

Organizational Staffing Requirements

-Staffing: getting the right ones into the right jobs

Grantt Chart

-Standard tool used in project management -Normally identifies in chronological bar graph order what needs to occur first and simultaneously in a step fashion -Benefit of the chart is the visual monitoring and communication of who is on first base and doing what task, what needs to occur before progression to second base, and where the results have to be before a run is counted at home plate

Developing Strategy

-Strategy is a broad statement about what approach we will take to implement the mission at each point. Then, later, will come the action plan that answers the questions of who, when, and what -"A good strategy will take into account existing barriers and resources (people, money, power, material, etc). -An initiative will use many different strategies: providing information, enhancing support, removing barriers, providing resources, etc. = to achieve its goals -Competing in an open market requires that assessment be updated periodically (world conditions will change) -Perhaps contracting with a large vendor would be the most cost-effective approach (ex: payroll; vendors can perform the payroll function more cheaply than can internal staff) -If you want to compete for rights to deliver any given HR function to your employees, it will be necessary for you to develop a business plan explaining how you will be able to do it better than the external vendors

Strategy

-Strategy is the planning of long-range goals and actions to attain those goals -Strategy will look within the walls of the organization at its strengths, weaknesses, and vulnerabilities, along with looking outward, at competition, opportunities, and external issues and influences -Theorists, such as Henry Mintzberg, believe that strategy emerges in response to environmental threats and opportunities and cannot be planned rationally (no one can see the future) -Other theorists, such as Michael Porter (perspective of the 5 forces in planning), believe that the gathering of data is its core source for setting and choosing direction -Management of strategy (Strategic management) is required in leadership of the organization to ensure that functions in the organization are aligning their activities to help move the organization toward its goals and strategic plans

Managing Change

-Suffice to say that managing change is the largest driving fore behind employee relations -HR is involved in managing the people issues resulting from change, either planned change or a reactive change, such as something occuring from an external source like an employment-related law regulating behavior in the workplace -Helping both employees and management in an organized process through the roller-coaster ride of change (Elisabth Kubler-Ross) is an emotional intelligent (EQ) competency skill for HR professionals and leaders -First, shock and denial about the change is awakedned within people. Next is the response of anger. Depression eventually set in about the "loss" of status quo resulting from the change. Then movement toward bargaining and dialogue occurs related to the change. Finally, the roller-coaster ride ends with reaching a level of acceptance about the change. The key knowledge is in understanding the change and the management of the anticipated reactions.

PESTEL Analysis

-Technique for sorting out the important from the unimportant P-Political E-Economic S-Social T-Technological E-Environmental L-Legal -Political factors: these are all about how and to what degree a government intervenes in the economy. This can include, government policy, political stability or instability in overseas markets, foreign trade policy, tax policy, labor law, environmental law, trade restrictions, and so on -Economic factors: includes economic growth, interest rates, exchange rates, inflation, and disposable income of consumers, and businesses. Macro-economic factors deal with the management of demand in any given economy. Micro-economic factors are all about the way people spend their incomes (large impact on business-to-consumer organizations in particular -Social factors: sociocultural; the shared belief and attitudes of the population. Include population growth, age distribution, health consciousness, career attitudes, and so on. Have a direct effect on how marketers understand customers and what drives them. -Technological factors: affect marketing of our products and our HR services in 3 distinct ways - New ways of producing goods and services- using remote access for employee updates directly to the human resource information system (HRIS), New ways of distributing goods and services- providing employee online access to their employee records sot hey can request changes to correct errors, New ways of communicating with target markets- using email, text, and a company emergency messaging system to notify employees of critical changes in the work environment -Environmental factors: more and more consumers are demanding that the products they buy are sourced ethically and, if possible, from a sustainable source. HR can make a contribution to that effort and be cited by corporate as an example of how the organization is reducing its impact on the environment. (ex: if HR were to reduce or eliminate paper records, that could have an impact on the environment) -Legal Factors: include health and safety, equal opportunity, advertising standards, consumer rights and laws, product labeling, and product safety

Benefits of Strategy and Mistakes to Avoid

-The benefits of strategy are helping everyone in the organization focus on the future with a written plan that contains goals to further the organizations existence -Helps keep decision-making and activities aligned to ensure that they support the attainment of the planned strategy -Provides a spotlight on what resources are needed, such as talent and development, to progress with the strategy -Helps to determine both positive and negative outcomes for suggested strategies -Avoid failing by remembering not to take shortcuts with the process of strategic planning -Lacking follow through and alignment of the plan throughout the organization is one of the most common mistakes -Lack of communication throughout the organization on what the strategic plan is, and what is means to each employee and function in the organization, will thwart efforts and should be avoided

HR Role in Defining and Creating Value/ The Strategic Planning Process

-The biggest role HR has in defining and creating value for its organization is knowing the workforce -Knowing core competencies of talent, the marketplace for talent that is needed, and the legal environment in which the organization employs its workforce -4 basic stages of strategic planning: -Formulation of the strategy, which is gathering the critical and necessary data -Development of the strategy, which is considering the competitive advantage and the markets it competes in -Implementation stage, which is creating the specific objectives and initiatives that produce outcomes associated with the goals -Evaluation stage, which is the final stage where metrics and achievements are accessed and reported upon to stakeholders

Best Practices for Employment Branding

-The first step is to identify key words that describe your company as a good place to work -if you says things like exciting and flexible, advance to the next step -if you say things like old fashioned and slow, you may have some work to do -if you need to work on your employment brand, begin with a task force (group) of employees who can help identify key actions that will be needed to improve your organizations image -consider focus groups for people in your prime employment recruiting populations to determine what they really think about your organization as an employer 1. what changes might be necessary if you are to move forward? how can social media become a tool in that change process? 2. develop and implement your action plan to bring about the changes your organization needs 3. evaluate the impact of the changes you have created 4. repeat as necessary

Managing Growth Options

-The key to a long, healthy corporate life is steady growth -researching the needs of the target market, receptivity to product names or applications, and financial requirements of the expansion effort are all concerns that need to be address. HR can contribute to those research efforts through identification of employee benefit packages and their costs, specification of employee recruiting techniques and costs, and cultural challenges that will be faced because of the expansion

Levels of Strategy

-There are 3 levels -Organizational: general vision of the future, typically what the organization plans to grow into -Business unit level: focuses on the "how" and "where" the organization will focus to create value for its shareholders. Focus on the business units such as sectors, divisions, regions, and product units -Operational level: focuses on the activities and actions the functions within the organization will take to progress it toward its vision (finance, manufacturing, R&D(research and development), marketing, and HR are operational level examples

Global Leadership Models

-Things become more complex because of cultural and language barriers along with geographical and time zone differences -Becomes complicated with laws and regulations, and practice differing from country to country

SMART Method

-This method will ensure that the goals created stand a chance of actually being achieved -Specific: know exactly what you want to accomplish; goals must be well defined, clear, and unambiguous -Measurable: have a yardstick to measure the specific intention -Attainable: make the goal achievable -Realistic: make the goal realistic to achieve in the time frame and relevant to align with the organizations strategic plan -Timed: specify whether this goal has an implementation date -Composing goals with the SMART outline and using action verbs such as identify, describe, create, implement, and define will guide the objective of the goals direction -Be careful of the smorgasbord effect, which means getting so excited about creating SMART goals for the HR plan that too many are selected, which can cause a dilution of focus and resources

Employment Categories

-Used by many to mean conflicting things -FLSA Classifications: -Nonexempt: employees are people whose job content is not exempt from the requirements for minimum wage and overtime -Exempt: employees are people whose job content does not require overtime payment -Company Policy Classifications: -Regular full-time employees: regularly scheduled to work the company's full time schedule; eligible for company benefit programs depending on eligibility conditions -Regular part-time workers: regularly scheduled to work less than the company's full-time schedule; may be eligible for some company benefit programs -Temporary full-time employees: interim workers assigned to specific projects or scheduled to work for a specific limited duration. Benefits may or may not be offered -Temporary part-time employees: hired to temporarily supplement the workforce or to help with a specific project' regularly scheduled to work less than the company's full time schedule for a limited duration; usually not eligible for a company benefit program -On-call employees: scheduled as needed for a non-specified time period; no eligibility for company benefit programs -Interns: college/university students, high school students, or post graduate adults who perform work for a specified period of time, i.e., summer, academic semester, etc..

Data Analysis Methods

-Variance Analysis: the quantitative investigation of the difference between actual and planned behavior. Used to maintain control over a business. Ex: if you budget for sales to be $10,000 and actual sales are $8,000, variance analysis yields a difference of $2,000. Especially effective to show that sudden changes in the variance level from month to month are more readily apparent -Regression Analysis: a technique for isolating which factors really have an impact on the issue you are studying. Ex: does time in service have an impact on current compensation levels? it is necessary to isolate time in service and take away consideration of other variables such as employee age, race, gender., etc... Regression Analysis is generally accepted as the most accurate analysis tool available for assessing such things as employment discrimination like disparate treatment. -Trend Analysis: the process of comparing business data over time to identify any consistent results or trends. Can then help develop a strategy to respond to these trends in line with your business goals. Trend analysis helps you understand how your business has performed and predict where current business operations and practices will take you. Done well, it will give you ideas about how you might change things to move your business in the right direction. Ex:plotting the turnover rates for each month (or year): if there is an increasing slope in the results, you can begin the process of identifying causes for the trend. If you determine that the results are more or less consistent with an occasional spike in the turnover rate, you may decide that no action is required -Graphic presentation of data analysis -Communicating Data Analysis: once you have determined that your data is accurate as you can get it, then determine what the data says to you. Then determine how you will present the data message to your audience. Different audiences sometimes require different presentation. If you are explaining the cost of benefit plans to the general employee body, you may use general cost charts.

Role of HR in Strategy

-With HR, the operational level is going to be the main focus. Policies, programs, and processes need to correlate, collaborate, and align with the organizations business units. -HR's resources will need to be spend on activities that add value and assist in the business units in fulfilling the strategic plans (with workforce planning, talent development, or incentive compensation programs) -HR Professionals need to develop strategic planning skills- such as scanning the environment, formulating strategy, assessing risks, and setting SMART goals and objectives (why HR Business Partner was created) -Role includes building bridges with both internal and external stakeholders. HR needs to view issues from differing perspectives and seek resolutions to help "bridge: the differing functions in a collaborative effort

Orientation and Talent Staffing

-a solid strategy for orientation training after a new hire accepts the job offer is to use a structured orientation program -cover everything on your checklist (ex: how do we do things around here)

Global Leader Competencies

-agility, collaborating with peers, managing virtual teams, managing with a matrixed organization, cross-cultural employee engagement, managing innovation in multicultural setting, applying ethical standards in multiple cultures, mastery of latest advances in virtual technology, mastery of social network technology, multi country supply chain management -Matrixed: organizational structure in which some individuals report to more than one supervisor or leader-relationships described as solid line or dotted line reporting

Writing and Updating Job Descriptions and Job Specifications

-an annual review is mandated for all federal contractors who are required to maintain affirmative action plans for the disabled -focused on the need for accurate descriptions of physical and mental job requirements -Essential tasks, duties, and responsibilities are considered in order to determine whether a job accommodation can be made or circumstances call for it -Accurate job specifications are important when a job opening occurs because the hiring manager often needs to move quickly

Global Integration vs. Local Responsiveness Strategy

-strategically, it may be determined that recruiting, processing, and hiring people can be done from a remote location such as at a companie headquarters - it is important that people processing job candidates have the same level of empathy for local needs as local staff -Responsiveness to local management will go a long way toward building a strong working relationship

Growth Strategy Options

-growth can happen through market penetration (capturing a greater portion of the existing market with current products/services), market expansion (selling current products in new market), diversification (selling new products to new markets), and acquisition (purchasing another company to gain broader product service offerings) -growth requires financial support. HR can contribute by controlling expenses -Market penetration: increasing market share through options such as lowering market prices -Market expansion: developing new markets where current products and services can be sold -Product expansion: increasing the number of products of product features -Diversification strategies: selling new products to new markets -Acquisition strategies: purchasing another organization in an effort to expand product line or markets

Job Descriptions in the Global environment

-having job content consistency may be helpful in the outreach and recruiting efforts your organization makes -be sure, however, that the wording used accurately communicates the message -yet, depending on the work location, how the message is expressed may be quite different -in France, value is often placed on open disagreement while in Mexico, open disagreement is considered rude

Growth Strategies

-identifying growth in workforce needs will allow strategic preparation for recruiting and acquisition of talent that will be needed to permit the growth to be successful -it can take weeks or months to identify specific job candidate needs -starting before you have a specific requisition can be a good strategy for being ready when the time comes

External factors

-influences from outside the employers organization can include such things as local employment laws for wage and hour issues, minimum wage levels, mandated benefit requirements, cultural impacts on production schedules (ex: holidays), and local commute patterns (part of strategic acquisition process)

Global Leadership Model: Key Leadership Skills

-leadership is an ability to influence others toward a strategy, results, and goals -Entails keeping the organizations vision and mission in sight associated with its strategy, providing the direction on how that mission and vision will be accomplished, and providing the tools and means to attain them, while motivating or encouraging people to work toward the vision -Those that are associated directly with strategy are focused on motivating a work group, making ethical decisions, having communications skills for aligning with stakeholders, and managing conflicts

Behavioral school: Robert r. Blake and Jane Mouton's Situational Leadership Model

-managerial grid model that identifies 5 different leadership styles based on the concern for people and the concern for production -Impoverished style (1,1): evade and elude- managers have low concern for both people and production, use this style to preserve job and job seniority, protecting themselves by avoiding getting into trouble. The main concern for the manager is not to be held responsible for any mistakes, less innovative decisions -Country club style (1,9): yield and comply- high concern for people and low concern for production. Pay much attention to the security and comfort of the employees, in hopes that this will increase performance. Atmosphere is usually friendly but not necessarily very productive. -Produce or perish style (9,1): control and dominate- high concern for production and a low concern for people, managers using this style find employees needs unimportant; they provide their employees with money and expect performance in return. Pressure their employees through rules and punishments to achieve the company goals (used during crisis management) -Middle-of-the-road style (5,5): balance and compromise- try to balance between company goals and workers needs. Giving some concern to both people and production, managers who use this style hope to achieve suitable performance. but doing so gives away a bit of each concern so that neither production nor people needs are met. -Team style (9,9): contribute and commit- high concern is paid both to people and to production. Managers choosing to use this style encourage teamwork and commitment among employees. Relies heavily on making employees feel like theyre constructive parts of the company. -The opportunistic style: exploit and manipulate- do not have a fixed location on the grid. Adopt whichever behavior offers the greatest personal benefit -The paternalistic style: prescribe and guide- managers using this style praise and support but discourage challenges to their thinking

Fred Fiedler's Contingency Theory

-most popular situational contingency theory -holds that group effectiveness depends on the appropriate match between a leaders style (essentially a trait measure) and the demands of the situation -Considers situational control the extent to which a leader can determine what their group is going to be in the primary contingency factor in determining the effectiveness of leader behavior -Dynamic model where the personal characteristics and motivation of the leader are said to interact with the current situation that the group faces -Marks a shift away from the tendency to attribute leadership effectiveness to personality alone -3 factors determining the favorableness of the environment for the leader -Leader-member relations: degrees of trust, confidence, and respect that employees have in their leader -Task structure: extent to which the tasks the employees are engaged in are defined (ex: clear or ambiguous) -Position power: degree of power and influence the leader has over their subordinates -Changing one of the 3 factors is a more effective route rather than trying to change the leaderships trait

Global Leadership Model: Negotiation Methods

-negotiation involves knowing the needs and wants of both sides of the conflict -3 types: soft, hard, principles -soft negotiations have a focus that is based on the value of the relationship -hard negotiations have a focus that is associated with win-lose at all costs to the relationship -principles negotiations have a focus that is aimed at mutual gain from both sides (what most organizations expect)

Corporate Strategy

-once we identify how we will get there (what strategies we will use), we can begin developing the action plan that will assign individual responsibilities for each element of the strategy -determining which markets to address is a question business strategy must address

Global Leadership Models: Ethical Behavior and Communication

-one of the key leadership competencies is being the role model for ethical decisions and actions -Being consistent and thoughtful -Leaders needs to recognize the ethical situation when they arise -Next they need to evaluate the ethical dimensions of possible actions they can take, might include religious or cultural beliefs/ norms -Then the leader would apply the relevant codes of ethics and behavior toward each option that has been presented in the situation -Consulting with others, perhaps inside the organization such as HR and other senior management levels, or perhaps outside such as legal consultants, should be one of the options -Owning the decision once it is made and perhaps learning fro the mistakes/errors that are made from the issue/situation-all so that future decisions can be made better -Communication: sharing the vision, the strategy, the direction in which the organization is headed, at every level of function -Requires a thorough understanding of what is needed for the listeners to "hear the message" and uses various means to communicate matters appropriately

Functional Area 2: Talent Acquisition

-talent acquisition encompasses the activities involved in building and maintaining a workplace that meets the needs of the organization -involves all the HR strategies and processes that are involved in attracting, recruiting, and selecting talent that has skills, knowledge, and abilities needed in the workforce to meet the organizations needs -analyze and understand the organizations workforce requirements and staffing needs to enable them to assist management with assessing current and future labor needs

Behavioral School

-the behavioral school focuses on a leaders ability to manage the performance and contribution of others, those they manage -identifies 2 dimensions of leadership behavior- focused on the employee and focused on the job to do -Consideration is the employee-centered behavior; initiating structure is the job-oriented behavior -McGregor's theory offers 2 approaches to motivating employees: Theory X, which suggests an authoritative management style because it assumes that employees inherently do not like to work and must be controlled and closely monitored; and Theory Y, which suggests a participative style of management, under the belief that employees dislike control and inherently want to do their best (type Y will provide best leadership)

Global Leadership Models: Understanding a Listeners Needs and Expectations

-the leader as a communicator needs to consider the message they want to send, who the "receiver" is intended to be, and in what manner they intent to provide it -MIM: Message, Intended Receiver, Medium -consider all the varying perspectives that receiver might have, and how the receiver might misunderstand the message and what their perception might be

Global Leadership Model: Conflict-Resolution Modes

-the process of conflict resolution involves techniques to resolve issues and maintain effective working relationships -clear and open communication is the cornerstone of successful conflict resolution, and thus HR professionals must be skilled communicators -Creating an open communication environment that encourages the disconnected parties to talk -Listening and probing with non-defensive inquiries will help dissipate the conflict -Immediate conflict resolution is essential -Acknowledge that an opposing situation exists: acquaint yourself with whats happening -Let the individuals express their feelings: acknowledge the emotions and feelings -Define the problem: meet with the opposing parties separately first and gain their perspective about the situation -Determine the underlying need: no goal of deciding which person is right or wrong; the goal is to reach a solution that everyone can live with/ Looking firs for needs, rather than solutions. You must try to find out why people want the solutions they initially propose and understand the advantages their solutions have for them -Find common areas of agreement -Find solutions that satisfy needs: -Generate multiple alternatives, determine which actions will be taken, make sure involved parties buy into actions, determine follow-up to monitor actions and sustained agreements (schedule a follow-up check in to determine how the solutions are working and how those involved feel about the solutions are working) -An outside consultant such as a mediator may be able to offer other insights on solving the conflict problem. -the conflict becomes a performance issue and may become a topic for coaching sessions, performance appraisals, or disciplinary action

Global Leadership Models: Cultural issues

-there are 2 cultural constructs that have great influence on communication and training/development activities: power distance and high context/low context -5 primary dimensions: power distance, individualism, uncertainty avoidance, masculinity, and long term orientation -Power distance: extent to which less-powerful members of organizations expect and accept that power is distributed unequally. In high power distance organizations, less powerful employee accepts autocratic structures -Individualism: the extent to which people are expected to stand up for themselves. High individualism, individuals rights are most important. -Uncertainty avoidance: the extent to which members of a society cope with anxiety by minimizing uncertainty. High uncertainty avoidance cultures like structure and rules -Masculinity: also includes femininity; refers to the value placed on male or female values from a Western culture perspective. Feminine cultures place more value on relationships and harmony, wherein masculine cultures value competitiveness and assertiveness -Long-term orientation: degree to which the society embraces long-term devotion to traditional values. High long-term orientation has a respect for loyalty commitments and work ethic is strong -American Management Association (AMA) emphasizes the essential need for have fluency in local cultures for global organizations

Job Documentation

-written descriptions of the key elements of a job, its working conditions, and its mental and physical demands will eventually constitute the documentation of the job and its content -job descriptions follow a general template for content -Administrative: date the job description was prepared, title of the job, FLSA Status (exempt or nonexempt), objective (what does the job accomplish and how does it impact other jobs in the organization -Summary of job content: -essential job functions: brief description of the specific tasks, duties, and responsibilities -mental and educational requirements: formal education (degrees), certifications, licensing (essential job requirements: the job cannot be done with out these educational requirements) -skill requirements: typing, welding, swimming, running, harvesting, equipment, docking, spacecraft -Physical factors: hearing, seeing (watching/inspecting), touching, operating, standing, bending, squatting, reaching, lifting, carrying -Environmental factors: outside weather conditions, inside workplace conditions, confined spaces, heat, cold, wet, dry, odors, dust, hazardous materials -Hours: number of 8 hour shifts per week, overtime requirements, lunch/break requirements Unplanned activities: duties or tasks that could come up, interactions, and support of other jobs -Approvals: reviews and approvals of management people authorized to design job content