BUS 461 - Exam 3

what types of training include basic and remedial skills?

-English language -literacy -core mathematics

why use strategic training?

-adds value in a way that simple training cannot -helps reduce the tendency of managers to think that training alone can solve most problems -assesses whether training can actually address issues

what do performance appraisals do?

-assess an employees performance -provide a platform for feedback -highlight and address work-related issues -help improve job performance -provide justification for many personnel actions such as promotions, pay raises, or terminations

what does successful talent management do?

-attracts and retains talent -provides good development opportunities

what are tangible direct rewards?

-base pay (wages and salary) -individual variable pay (piece rate, bonus, and commission) -team variable pay (gain sharing and team bonus) -organization variable pay (profit sharing and equity/stock awards)

what should an effective performance management system do?

-clarify organizational expectations -document performance for personal records -identify areas of success and needed development -provide performance feedback to employees

what are components of a performance-focused culture?

-clear expectations, goals, and deadlines -detailed appraisal of employee performance -clear feedback on performance -manager and employee training as needed -consequences for performance

how does tying ethics to performance appraisals emphasize it?

-codes of conduct can provide useful company guidelines or ethical behavior -training can teach important workplace ethical values -communication can help promote an ethical culture

what are the strategic decisions that can guide the design of compensation practices?

-compliance with all applicable laws and regulations -cost-effectiveness for the organization -internal and external equity for employees

what are results-based information?

-considers employee accomplishments -works well for jobs in which measurement is easy and obvious -more useful information than the other methods

what are the legal issues with designing and delivering training?

-criteria and practices used to select individuals -compensation for employees working overtime -requiring employees to sign training contracts

what types of things are used for job and technical training?

-customer service -equipment operations -quality procedures -I.T. and technical -product details

What should succession planning do and include?

-define key positions and involve key managers in talent identification, mentoring, and coaching -include a well-designed development system for employees

what should performance standards include?

-define the expected levels of employee performance -should be realistic, measurable, and clearly understood -benefit both organizations and employees -ensure that everyone involved knows the performance expectations

what are the primary steps in individual career planning?

-determine who you are -find out how you are viewed -investigate your options -set a goal and create an overall plan -take action to advance the plan

what are the approaches to keep Hi Pos engaged?

-discuss their future with key players -discover their career aspirations -after high-profile assignments -after interaction with senior leaders

what goals does orientation achieve?

-establishes a favorable impression of the organization -provides organization and job information -enhances interpersonal acceptance by coworkers -accelerates socialization and assimilation -ensures that employee performance and productivity begin more quickly

what are tangible indirect rewards?

-health care benefits (medical insurance, dental insurance, and health spending account) -paid time off (vacation, holidays, and medical leaves of absence) -disability benefits (short-term disability, long-term disability, and long-term care insurance) -financial benefits (education assistance and financial planning) -retirement benefits (defined benefit plan and defined contribution plan [401k]) -employee development and training

what is trait-based information?

-identifies a character trait of the employee -may or may not be job related -less useful information than other methods

what are the decisions of the performance appraisals?

-identifying the appraisal responsibilities of the HR unit and of the operating managers -selecting the type of appraisal system to use -establishing the timing of appraisals -determining who will provide evaluation input

what is in an individual career profile?

-interests -skills -personality -values

what are the "soft skills" of training?

-interpersonal communication -ethics and team relationships -conflict management and problem solving -coaching and feedback -diversity and inclusion

how do you maximize the value of talent management?

-invest in human capital rather than a short-term cost -deploy workers with high levels of competency and capability -focus on training, succession planning, development, and performance management

what does training do?

-lower employee turnover -increase human capital -improve effectiveness and productivity -increase profitability and reduce costs -improve quality and customer service

in the elements of the protean career, what shows psychological success?

-numerous short term learning cycles -willing and able to adopt changes -self-directed and proactive -seeks feedback to form accurate self perceptions -reward is pride in work and achievement -career plan is driven by employee not the employer

why are total rewards given?

-performance enhancement for the organization -performance recognition and talent management for employees -enhanced recruitment, involvement, and retention of employees

what are common employee performance measures?

-quality of output -quantity of output/productivity -timeliness of output/meeting deadlines -punctuality and attendance -efficiency of work completed -effectiveness of work completed

what are cultural differences in performance management?

-rating employees and giving direct feedback is uncommon -younger subordinates do not collaborate with their managers in discussing performance appraisals -criticism from superiors is viewed as negative rather than visual feedback

what are legally required types of training?

-safety compliance -driving skills -nondiscrimination -harassment prevention -industry specific requirements

What are legal issues with training?

-selecting individuals for training -considering job related factors -training contracts -compensating for training outside of work hours -O.S.H.A. training requirements -E.E.O. laws

organizational strategy and training includes

-strategic training -investments in training -organizational competitiveness

what should you look for in a Hi Po Assessment?

-strong motivation to excel in pursuit of challenging goals -humility to put group needs before personal needs and insatiable courtesy to explore new ideas -keen insight into connections that most people overlook -strong engagement with work tasks and people -determination to overcome obstacles

what are the benefits of a nine-box talent grid?

-supplies highly qualified individuals -provides career opportunities and plans for individuals -provides a basis for continual review of staffing requirements -enhances the "brand" of the company -generates confidence of stakeholders

intangible rewards

-supportive work environment -challenging work -autonomy -supportive supervisor

what metrics are used to evaluate orientation?

-tenure turnover rate -new hires failure factor -employee upgrade rate -development program participation rate

when do systematic appraisals occur?

-the communication between manager and employee is more formal -a system is in place to report managerial observations and assessment of employee performance

What is the A.D.D.I.E. model of systemic instructional design process?

Assessment, Design, Development, Implementation, and Evaluation

base pay

Basic compensation that an employee receives, often wages or salary

variable pay

Compensation linked directly to individual, team, or organizational performance

make-or-buy

Develop competitive human resources or hire individuals who are already developed from somewhere else

contemporary perspective

Employees are proactive about their own satisfaction, determining skills, competencies, work-life balance, personal challenges

traditional perspective

Employer is expected to lead employee development; employee focus on upward moves to gain status and rewards

individual-centered career planning

Focuses on an individual's responsibility for a career rather than on organizational needs

Organization-centered career planning

Focuses on identifying career paths that provide for the logical progression of people between jobs in an organization

strategic talent management

Identifying the most important jobs in a company that provide a long-term competitive advantage and then creating appropriate HR policies to develop employees so that they can effectively work in these jobs

benefit

Indirect reward given to an employee or group of employees as part of membership in the organization, regardless of performance

total rewards

Monetary and non-monetary rewards provided by companies to attract, motivate, and retain employees

succession planning

Preparing for inevitable vacancies in the organization hierarchy; is the basis for retirements, transfers, promotions, and turnover

weights

Used to show the relative importance of different duties in a job

Integrated Talent Management (ITM)

a holistic approach to leveraging and building human capital

nine-box talent grid

a matrix showing past performance and future potential of all employees

learning culture

a work environment that encourages employees to share their individual knowledge, skills, and experiences with their coworkers

what does employee training encompass?

adequate resources to ensure high-quality learning experiences

what are examples of trait-based information?

attitude, teamwork, initiative, creativity, values, and dispositions

what are the administrative uses of performance appraisals?

based on a backward-looking (rearview mirror) perspective

what are the developmental uses of appraisals?

based on a forward-looking (windshield) perspective

what are employer websites and career planning used for?

career assessment, information, and instruction

what role does developing risk management play in the scope of talent management?

companies encourage promising employees to volunteer for development on their own time, this reduces the risk of developing talent of an employee who would choose to leave the organization with the skills gained

when are informal appraisals use?

conducted by supervisors whenever necessary

salary

consistent payments made each period regardless of the number of hours worked

what are examples of behavior-based information?

customer satisfaction, verbal persuasion, timeliness of response, citizenship/ethics, and effective communication

tangible rewards

elements of compensation that can be quantitatively measured and compared between different organizations

Intangible rewards

elements of compensation that cannot be as easily measured or quantified

career path

employees' movements through opportunities over time

what is behavior-based information?

focuses on specific behaviors that lead to job success

what decision does succession planning help to make?

identifying current talent

what are target jobs in the scope of talent management?

identifying the types of jobs that will be the focus of talent management efforts

job duties

important elements in a given job

who represents the biggest cost of training?

instructors

explain talent management in information systems

it integrates all the pieces of talent management into one management whole by pulling together HR, finance, and operations data to get insights on talent that are otherwise difficult to obtain; there is a great potential for automated systems to aid in decision making in the future

what are the strategic uses of performance appraisals?

looks within the organization (dashboard perspective) to provide consistency between individual and organization performance

when do companies require managers to conduct appraisals?

once or twice a year; most often annually

performance management

ongoing series of activities designed to align and improve individual performance to drive organizational results

wages

payments calculated directly from the amount of time worked by employees

what is a key part of performance management?

performance appraisal because it helps employees improve their job performance

what must be integrated into learning culture in order to make it effective?

performance, training, and learning

orientation

planned introduction of new employees to their jobs, coworkers, and the organization

performance appraisal

process of determining how well employees do their jobs relative to a standard and communicating that information to them

training

process whereby people acquire capabilities to perform jobs

what is a key element in sales force success?

sales training

what are examples of results-based information?

sales volume, cost reduction, units produced, and improved quality

career

series of work-related positions a person occupies throughout life

high-potential individuals (Hi Pos)

show high promise for advancement within the organization

what are competency models in the scope of talent management?

shows the KSAs for various jobs; some companies keep a library of these in order to ensure efficient talent planning

explain talent management in perspective

talent is like inventory; companies must pay attention to employees' needs and goals

How do the managers and the HR unit work together on performance appraisals?

the HR unit designs an organization's appraisal system and collects and analyzes all ratings to ensure that the process does not result in adverse impact, the managers then use the system to evaluate employees

knowledge management

the way an organization identifies and leverages knowledge to be competitive

what could happen if employees are not continually trained?

they may fall behind and the company could become less competitive