SHRM - Organizational Effectiveness & Dev (OED)- Implementing OED Initiatives

Demand Analysis

# of employees needed in the future; requires an understanding of internal & external environments that may affect demand. Most common techniques Judgmental Forecasts - use info from the past & present to predict future conditions 1. Managerial Estimates - projections made by managers; success is measured by the quality of info given to managers 2. Delphi Technique - brainstorming method that collects info from a group on a preselected issue; a repeated process that identifies strengths, weaknesses and opinions; process that is usually done by e-mail & by updating documents on a cloud/shared drive; group never meets; avoids "group thk" 3. Nominal Group Technique - accesses a variety of individuals to forecast ideas and assumptions, then prioritize issues; face-to-face discussion lead by a moderator; ideas are ranked & the major problems are addressed. Statistical Forecasts: 1. Simple Linear Regression - a projection of future demand based on a past relationship between employment level & a single variable related to employment 2. Multiple Linear Regression - operates the same linear except several variable are used 3. Simulations - "what if" scenarios that give representations of real situations in abstract form

Human Resource Information Systems (HRIS)

(aka human resource management system or HRMS) a systematic tool for gathering, storing, maintaining, retrieving and revising HR data; technological tools for performing basic HR functions. Enterprise resource planning (ERP) - used by the entire organization; HRIS is a smaller part of the ERP (Ex: Incode and/or Tyler)

Employee Performance

- allowing employees to understand what aspects of their job are most important and their job criteria. Clear expectations should be set for employee outcomes & employee dev plans

Performance Appraisal Methods

Category rating Methods - least complex; appraiser marks an employee's level of performance on a disgnated form.

Cultural Assessment

Develop a cultural assessment instrument. Administer the assessment. Analyze and communicate assessment results. Conduct employee focus groups. Discuss culture until consensus forms around key issues. *The effectiveness of an OED initiative should be seen in the metrics the organizations uses to measure itself. *Increased production = a measure of the business impact on an OED initiative *Fewer product returns due to quality issues indicates a cultural shift as a result of an OED change initiative

Downsizing

Examples: reducing staff, eliminating depts., layoffs, terminations When determining which employees should be laid off, employers usually consider skills, work record and seniority Alternatives to downsizing: asking employees to sustain pay cuts, offering vol terminations; retirement w/ additional benefits; reduced work schedule

Addressing Changing Needs of Employees

Flexible Staffing- Ex: flextime, job sharing, phased retirement, telecommuting Alternative Staffing - used in response to staffing shortages, business cycle demands, expertise required & other circumstances (ie. temps, on-call, seasonal) Work/Life Balance - umbrella term used for initiatives that help employees effectively manage work, family and personal life w/o extreme stress or negative impact

HR Information Technology

HR professionals have experienced a greater need for broadbased employee information to help them make effective decisions & maintain necessary info (esp for compliance purposes); has allowed HR to eliminate or simplify some administrative and strategic tasks that can be time consuming

OED intervention strategies are generally divided into three categories

Interpersonal Strategies - work with relationships between employees to clarify work expectations and norms (intrapersonal, intergroup, intragroup relations) Work process Strategies - how work gets accomplished in the system (job design, job simplification, analyzing work flow) Structural Strategies - how the structure of the organization is helping or hindering it (span of control, reporting relationships)

Demonstrating Value

OED initiatives are often developed through remediate and identified business gap/performance problem (ie. Poor prod. Dev cycle times, cost overruns, poor safety metrics, etc.). Metrics identifying these problems indicate opportunities for organizational improves and competencies to get there; provide the base line to measure the OED initiative.

Forms of Restructuring

Redistribution of Decision-Making Authority Extended Organization Mergers and Acquisition (M&A) - adding value to the firm or shedding assets; HRs role: to perform due diligence throughout the M&A Diverstiture - HR must analyze the skills & functions of the divested unit

OED Tools

Team Building: used to facilitate the alignment of the 81gmt. team w/ the team's mission & goals and to develop effective team dynamics for working together to accomplish these goals. Group Decision Making: important when working with teams; decision making tools for group decision making: ▪ SWOT Analysis - does not provide a numerical score ▪ Multi-criteria decision analysis (MCDA) - team determines critical characteristics of a successful decision; a matrix is used for scoring & to compare results ▪ Cost-benefit Analysis (CBA) - Approach to determining the financial impact of an organization's activities and programs on profitability, through a process of data or calculation comparing value created against the cost of creating that value. ▪ Force-field Analysis - factors that can influence an outcome in either + or - manner are listed & assigned weights to indicate their relative strengths. Diversity Programs: must focus on recruiting strategies, creating an environment where everyone feels welcome & included, creating dev programs that deal w/ employees' fears and stereotypes and monitoring progress related to diversity plans

Performance Improvement Plan

a plan of actions that will help the employee meet or exceed goals; an opportunity for the sup and the employee to jointly discuss the employee's training and other dev needs

Employee Rights under the Law

begins with the law and ethical principles that underlie our laws; includes human rights & labor standards; and treaties & trade agreements. International Human Rights and Labor Standards - establishing employee rights and employer responsibilities internationally; efforts to monitor freedom of association; collective bargaining, and safe & healthy work env.; includes organizations such as: • United Nations • UN Global Compact - adopted by the UN General Assembly in 2000, a policy framework designed to help business develop, implement and disclose policies and practices that meet sustainable goals in the areas of human rights, labor, environment and anticorruption; framework is built around ten principles (3 = environmental initiatives, 7 = direct relevance to global HR) • International Labor Organization (ILO) - serves as the foundation for the vast majority of employment laws and acceptable mgmt practices through the world; the Commission on International Labor Legislation was formed in 1919 as a result of the Treaty of Versailles following WWI. It evolved into what is now the ILO (a specialized agency of the UN HQrd in Geneva) Human rights standards relates directly to worker rights; shape policies and programs related to strategic objectives: o Fundamental principles and rights at work o Greater opportunities for men & women to decent employment & income o Effectiveness of social protection for all o Social dialogue • Organisation for Economic Co-operation and Development (OECD) - objective is to help members and nonmember countries address globalization issues by researching and promoting changes in environmental, social and economic policy. • "Guidelines for Multinational Enterprises" - not binding, but are widely recognized as an international code of conduct for legal enterprises. • World Trade Organization - mission is to open trade opportunities and to facilitate resolution of trade disputes; looks at the ILO as the competent body to negotiate labor standards w/ member countries; four core standards: Freedom of association No forced labor No child labor No discrimination at work • Treaties and Trade Agreements - regional treaties ad trade agreements include human rights in their areas of focus ASEAN (Association of Southeast Asian Nations) - created the Intergovernmental Commission on Human Rights which has been developing the group's own Human Rights Declaration. CARICOM (Caribbean Community & Common Market) - works toward improving standards of living and work CAFTA (the Central America Free Trade Agreement) - works toward improving standards of living and work European Union - issued many directives regarding workers' rights that have been transposed into member nations' laws

Replacement Planning

concentrates on immediate needs and a "snapshot" assessment of the availability of qualified backups for individuals in key positions; planning for the event of an emergency or business interruption; more informal than succession planning.

"Employee Relations"

connected w/ a trend associated w/ human resource mgmt; a movement toward an employer-employee relationship that is marked by trust, respect and employee empowerment; has now expanded to creating a more positive and productive employer-employee relationship

Workforce Requirements

depends heavily on the type of organization; made up of the # of employees; the skills, knowledge & expertise they must have; the way they are deployed

Quality Initiatives

developing people and their talents & skills allows organizations to improve quality Total Quality Mgmt (TQM) - a strategic, integrated 82gmt. system for achieving customer satisfaction using quantitative methods Systems Theory - composed of interacting parts that work together to achieve an objective; intended to absorb inputs, process them & produce outputs Quality Standards - most common qualitative method is the ISO 9000 w/ a purpose of enhancing and facilitating trade Quality Control Tools - used to analyze the processes in the workplace w/ an eye toward improving them Theory of Constraints (TOC) - a systems 82gmt. philosophy that is intended to help organizations continually achieve their goals. Six Sigma - a quality approach that can produce significant benefits and is applicable to many industries and processes; disciplined, data-driven approach and methodology for eliminating defects. Two Improvement Processes: DMAIC (define, measure, analyze, improve, control) - a system for existing processes falling below specifications & looking for imprvmt DMADV (define, measure, analyze, design, verify) - a system used to develop new processes 10. Process-flow analysis - (aka flowcharts) diagrams that depict a process & its outputs Check sheets - used for the initial data collection Pareto Chart - frequency or impact of causes; states that 80% of effects come from 20% of causes; allows users to focus on the problems that offer the greatest potential for improvement. 10. Histogram - shows if a process is out of "normal" range; summarize key data; works best for visualizing how change has occurred over time

Talent Pools

employees who meet a set of formal identification criteria; typically receive specialized development & enrichment experiences ABOVE those associated w/ traditional employee development. Ex: High-potential employees, leadership dev candidates; solid performers, etc. Additional Uses of talent pools: Identify & recognize the value of solid performers Aid in clarifying or guiding compensation decisions Contributor to effective knowledge management

Workforce Management

encompasses all activities needed to ensure that the KSAs and performance of the workforce meet current and future organizational and individual needs

Workforce Analysis

examines the current and future workforce needs and helps provide answers to questions that shape an organization's staffing strategy

Solution Analysis

final stage of the workforce analysis process; an examination of how the organization can get what it needs to meet the tactical objectives w/i budget constraints; considers whether an organization should have a continuous recruitment program or wait until vacancies appear. "Building": redeploying, training, developing the current workforce "Buying": recruiting and hiring employees "Borrowing": outsourcing, leasing, contracting w/ other to get the work done Ultimate goal of workforce analysis: to create a staffing plan that will be in alignment w/ the organization's strategic plan & support the future needs of the organization.

Succession Planning

focus on positions that are the most critical to the future needs of the organization; "keep talent in the pipeline" for future roles in the organization; strategy that targets long-range needs & focuses on the cultivation of talent to satisfy those needs

Appraisal Meeting

gives the appraiser an opportunity to discuss the rating, the rationale & future development.

Documenting Employee Performance

good documentation can prevent legal challenges as well as being the difference between winning & losing a lawsuit

Data Privacy

in the US, largely one's own responsibility, but in Europe, basic right that the gov't is expected to protect Legitimacy (i.e. necessity of data collection & employee consent) Proportionality (i.e. collection of only relevant & sufficient data) Finality (i.e. used only for stated purposes) Notice to employees of collection and use of data Accuracy & retention (i.e. currency of info & maintained only as long as needed) Data Security (Security of Collected data) Access by employees to their own data

Forecasting

involves identifying expected future conditions based on info abt the past & present; a helpful planning method when considering HR supply & projecting future demand; subject to error b/c conditions may change

Ways to get workforce buy-in

o Link change to external factors o Examine the language used to describe & promote the OED initiative o Involve others in crafting and implementing the plan o Use resistance as your friend o Focus on the added value

HRs Role in the OED Implementation

o Providing measurement tools o Guiding effective organizational structures o Encouraging strategy as the basis for decisions o Creating relevant job designs o Developing management and leadership skills o Linking employee contributions to strategy

Performance Management

process of maintaining or improving employee job performance; provides an opportunity for the employee and the performance manager to discuss development goals and jointly create a plan for achieving those goals

Offboarding/Organizational Exit

process of managing the way people leave an organization (usually involuntarily)

Balanced Scorecard

provides an overall picture of an organization's performance as measured against goals in business results

Workforce analysis process

s is used to identify staffing needs through: Supply Analysis Demand Analysis Gap Analysis Solution Analysis

Performance Standards

tell employees what they have to do and how they will do it; the expectations of management translated into two key elements that employees can deliver: ▪ behavior (what the employees must do) ▪ results (what the employees must produce/deliver) Measures of employee performance: Quality Quantity Timeliness Cost-effectiveness

Restructuring

the act of reorganizing legal, ownership, operational, or other organizational structures; occurs when an organization makes changes (i.e. size, #, relationship of dept, etc); afterwards certain groups may report to diff depts.; helping the organization make the "rightsize" for market demands or take advantage of cost synergies after a merger, acquisition, or joint venture.

Workforce Planning

the process of analyzing the organization's workforce and determining steps required to prepare for future needs

Gap Analysis

the process of comparing the supply and demand to identify the differences in staffing levels and KSAs needed for the future; may identify deficiencies and surplus of staffing levels in certain jobs and/or KSAs Prioritizing the Gaps - must be analyzed and prioritized to determine which ones will be addressed; rarely can they be addressed at the same time High-priority gaps = the plan's tactical objectives are identified Used to establish priorities & make recommendations: • Permanence - ongoing basis or temp factor? • Impact • Control - controllable using reasonable resources? • Evidence - does the evidence provide clear indication of the problem? • Root cause - is this the root cause or is there and underlying problem? Gaps that are unforeseen can become high priority gaps. Defining Tactical Objectives: high-priority gaps identified in the workforce analysis process are the basis for defining tactical objectives. Tactical objectives focus on closing high-priority gaps in the near term "Goals": broader and longer-term endpoints; do not state a specific plan for reaching a desired endpoint "Objectives": address the specific plan Tactical Objectives - may focus on a single functional component of staffing; indicates that significant progress will be made short-term in closing the gap Common Approach to developing objectives: S.M.A.R.T. Specific Measureable Attainable Relevant Time-based

Supply Analysis

the skill mix in the organization as it exists now and the future needs based on attrition and organizational growth or adjustment; best to have HR consult w/ line managers; this info identifies time and skills that are not being approrpriately applied

Organizational Structure

the structure of an organization and how all functions are aligned to ensure performance Functional - depts. are defined by what services they contribute to the organization's overall mission Product - functional depts. are grouped under major product divisions Geographic - similar to product structure, except the organization is grouped by geography and geographic structures Hybrid - combine elements of the functional, product and geographic structures Front- back: defined by geographic locations or customer types Matrix: departmentalized by division and function

Employer Rights under the Law

to direct the work of employees in accordance w/ the law; protect assets from damage; benefit from employee work through intellectual property Intellectual Property - the ownership of innovation by an individual or business enterprise; includes patented, trademarked or copyrighted property; also include trade secrets and proprietary or confidential info that are not specifically protected under patent, trademark and copyright law. *Beware: The right to protect employer assets & secure work for which employees have been paid are applicable law, but may conflict w/ employees' rights to privacy & freedom of expression

The Staffing Plan

turns workforce analysis data and tactical objectives into reality; describes how the tactical objectives are going to be achieved through the delegation of tasks and the application of resources; stakeholders = people who will be affected by the implementation of the staffing plan or whose support will be need for its success

Organizational Development Interventions

used to help employees adjust to change Change agent - responsible for positively portraying the upcoming change during the facilitation of the actual change activities Common types of OD interventions: team building, flexible work & staffing, diversity programs, and quality programs *HR should be involved in evaluating the effectiveness of the intervention strategy, even if they were not directly involved in its implementation.

Social Media

web-based tools and technologies used to share info & turn communication into interactive dialogues w/ internal and external audiences; organizations should develop social media policies and ensure that employees and managers are aware of potential risks and the organization's rules

Knowledge Management (KM)

- process of creating, acquiring, sharing and managing knowledge to augment individual & organizational performance. Two key elements: o Expertise sharing & organizational learning o Knowledge retention & reduction of knowledge loss due to employee attrition Knowledge Management Process: Informal systems - employees & teams gain experience and dev the ability to recognize and identify critical info, best practices & experiences; based on personal networks & consist heavily on personal contact info. Formal systems - characterized by structure, formal procedure for capturing info & a specific repository (acceptable where things are) for the info that is gathered

Employee Development Program

- provides employees w/ opportunities to learn new ideas and skills, thus preparing them for future positions & challenges Ex: Job rotation/Job Enlargement/Job Enrichment, Dual Career ladders

Performance Appraisal -

- typical method of measuring employees' adherence to performance standards & providing feedback; measures the degree to which an employee accomplishes work requirements; should be communicated regularly, not just annually.

Communication Platforms -

HR should play a crucial role in providing better access to relevant info and more regular communication w/ employees, partners and vendors

Organizational Values & Goals

an organization's values & goals reflect its structure & philosophy; describes what is important for how the organization does business. Values are usually expressed in the organization's mission statement and displayed through the behavior of the organization's employees and management Should be communicated throughout the organization through: Orientation Employee Handbook Meetings Newsletters

Talent Management

attract, develop, engage, and retain employees w/ the KSAs needed now and in the future; spans the entire career of an employee; goal: to increase workplace productivity