Download Workforce Analytics and Change Management: A Guide to HR Practices and more Exams Advanced Education in PDF only on Docsity!
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Workforce Analytics - ANSWER A set of advanced data analysis tools and metrics forcomprehensive workforce performance measurement and improvement.
The recruitment factors are staffing, training, and development of personnel,compensation, and benefits, in addition to the standard ratios that include cost per hire, accession rate, retention rate, replacement rate, and offer acceptance rate. HR professionals can get more engaged into formulation of the corporate strategy,better fact-based decision-making capability.
IPMA-HR has ___ competencies that are envisioned being used by HR professionals inthe ___ major roles: ____ - ANSWER 20, 4
HR ExpertBusiness Partner Change Agent Leader This model focuses on the latter three emerging roles while acknowledging theimportance of HR expertise.
HR Expert - ANSWER Knowledge of HR laws and policies. Extensive trainingopportunities.
Change Agent - Challenges - ANSWER To be effective, must respond to pace andcomplexity of change. Anticipate shifting needs and priorities, see challenges as
opportunities. Your job as CA is to help your org's initiatives succeed. HR CA in Public Service Environment - ANSWER -demonstrate value-create partnerships aligned to mission/goals of org -assist management in designing fully developed succession plans
- help management determine what the workforce of the future should look like- analyze gap bt current competency levels and future needs
- develop plan to help employees meet future competency requirements
- Changing old patterns for risk/reward tradeoffs - ANSWER CA
As a Change Agent, your ultimate goal should be to keep employees feeling positivethrough what may be in their mind a chaotic event and a stressful period. Providing positive feedback as change is implemented is highly encouraged. This is the time topraise individual and group achievement, as well as to acknowledge extra effort, patience, and diligence. Shifting HR Workplace Paradigms - ANSWER CA Eight-step process to overcome obstacles and achieve the org's agenda:
**- Establish a greater sense of urgency.
- Create a guiding coalition. • Develop a vision and strategy.
- Communicate the change vision.
- Empower others to act. • Create short** -term wins.
- value Foundations for Change - ANSWER CA Needs to understand process of change, why people resist it, how to diminish thatresistance, how to gain support for the change, how individuals react to change, and how to use influence and negotiation skills. Barriers and Resistance to Effective Change - ANSWER - loss of security or status inconvenience distrust or uncertaintycognitive dissonance: people adjusted to the old way can feel its being criticized
Reducing Resistance to Change - ANSWER - be prepared: anticipate objections,education yourself. clarify purpose: meet with opponents. explore concerns: test your assumptions, ask person or group for theirconcerns/objections. legitimize concerns: acknowledge that other people's concerns are realistic and shouldbe addressed. reflect others' statements respond actively- get closure: restate agreed on course of action
- establish follow up Neutral Zone - ANSWER Between phases of change. Six dangers:
- anxiety rises, motivation falls.2. people in NZ miss more workdays than at other times.
- old weaknesses, previously patched over or compensated for, reemerge.
- personnel are often overloaded, signals mixed, etc. and systems are unreliable.
- people polarize bt pushing forward and going back to old ways.6. vulnerability rises: people respond slowly and halfheartedly.
New Beginnings (Three Success Areas) - ANSWER - provide a purpose: people need tounderstand what the idea behind what is happening is.
- create a picture: show them how outcome will look, help them imagine how it will feelto be a participant in it.
- plan: assure them, convey message that someone is concerned about their needs. The Seven Dynamics of Change - for change. **ANSWER • People are at different levels of readiness
- People will be concerned that they don't have enough resources. • If you take the pressure off, people will revert to old behaviors.
- People feel awkward, ill at ease, and self** -conscious. **- People will focus on what may have to be given up. • People will feel alone even if everyone is going through the change.
- People can handle only so much change at one time and still function.** Tools of Employee Engagement - ANSWER CA Employees capable of performing theirduties and enthusiastic about working in a collegial environment, and motivated to perform their duties responsibly. Define, communicate, keep it real, train, reward, be trustworthy. Creating an Atmosphere for Change - ANSWER Establish your org as one that is openand trusting, and where communication is the norm.
Lose-lose: scarcity/zero-sum Win-win: potential scarcity, potential wealth Role of HR Leader - ANSWER Exercising formal authority. In gov't, important to be sensitive to:
- merit principles
- transparency
- ethics/integrity- diversity
Leadership vs. Management - ANSWER Leaders:- establish direction
- align people
- motivate/inspire- produce change
Managers:- planning/budgeting
- organizing/staffing
- problem solving- produces order and predictability
IPMA view: both overlapping and essential
Types of Power - ANSWER reward, coercive, legitimate, referent (admiration/ability toidentify with the person), expert
Influencing without Authority - ANSWER HR Leader Contextual authority is paramount. Communication, rewards (probably nonmonetary in the case of the public sector),building trust, building coalitions, know tangible/intangible currencies for influence.
Six Sources of Influence - ANSWER Type/Motivation/Ability Personal/Making the undesirable desirable/exceed your limits Social/harness peer pressure/draw on the strength of numbers Structural/design rewards and demand accountability/ change the environment Influencing strategies for leaders - ANSWER avoid arguments, respect other's opinion,admit where you're wrong, start friendly, get to yes immediately (emphasize agreement), let the other person talk, let them think it's their idea, see it their way, besympathetic, appeal to nobler motives, dramatize your ideas, throw down a challenge.
Building Teams - Coaching/Developing - ANSWER Best leaders produce changesthrough others, by motivating, inspiring, and developing people.
Team = complementary skills, mutual accountability Understanding and Fostering Team Behavior - ANSWER Dysfunctions:
employment processes and decisions. It is essentially neutral. Affirmative action is designed to promote a more representative workforce and toremedy effects of past discrimination. It requires positive action.
Workforce diversity describes the wide range of employee characteristics that are nowpresent in our population and workforce.
Win-Win Negotiating - ANSWER aka interest-based bargaining Separate people from problem. Focus on interests, not positions. Ask why something is important. Options: invent options for mutual gain. Never only one answer. Criteria: objective, fact-based criteria for arguments and solutions. Mediation - ANSWER Informal, private. Requires absolute integrity.Emotional Intelligence - ANSWER EQ is ability to understand people, what motivates them and how to work cooperatively with them. Five categories of emotional intelligence, or emotional quotient:Self-awareness Self-regulationMotivation Empathy Social skills
Competency - ANSWER Something more comprehensive than a specific job skill orknowledge. A general capability that an individual transfers from one job or task to another. IPMA-HR Competencies - Four Roles - ANSWER Based on AT&T model. HR Expert Business Partner Change AgentLeader
HR and line managers are responsible for both managing people and business results. HR Paradigm Shift - ANSWER From:To Personnel management:HR resources management Rulemaker:consultant Functional orientation:business orientation One size fits all:tailored programs Centralized decision-making:provide framework for others to make decisions Mutual distrust:partnering
- Assisting line managers to cope with change. Includes understanding cost analysisand implementation phases of recruitment, staffing, selection, and human capital development. Also how it will help the individual members of the workforce. Leader - ANSWER Positional vs. implied authority, varies by org. Two unique components for PS HR leadership:
- managing multiple sets of expectations regarding promotion and creating a fullydiverse workforce by ensuring access to candidates for advancement and applicants for open positions. Requires developing and maintaining sensitivity to enforcing merit system principlesand acting ethically.
- Unique to the field of HR and involves recognizing that a key competency HRprofessionals bring to the workplace is in their ability to balance sophisticated concerns for the satisfaction and the welfare of the overall workforce with fulfilling organizationalrequirements and achieving short- and long-term business goals.
Change Agent HR Competencies - ANSWER Designs and implements changemethodologies
Leverages ROI and info technology strategies to HRM. Develops and implements HR and organizational processes for customers. Designs and delivers marketing programs related to value-added HRM initiatives. Knowledge of business processes to change and improve efficiency and effectiveness.
Knowledge of HR laws and policies. Awareness of the unique nature of public service environment. Understand team behavior and posses the ability to lead teams to high performance. Communicate effectively verbally and in writing and make persuasive publicpresentations on behalf of the human resources function.
Analyze and balance competing values found within the organization, such as greatermission and vision, various department values, etc.
Use of business system skills, including the ability to think strategically and creatively. Analyze organizational issues to dvelop collaborative solutions that meet the needs ofall stakeholders.
Utilize negotiating skills including consensus building, coalition-building, and disputeresolution.
Establish and maintain trust-based relationships. Business Partner HR Competencies - ANSWER Knows organizational mission, vision,and values.
Applies innovation, creativity, and calculated risk-taking. Knows and applies organizational development principles.
Communicate effectively verbally and in writing and make persuasive publicpresentations on behalf of the HR function.
Assess and balance competing values found within the organization. Analyze organizational issues to develop collaborative solutions that meet the needs ofall stakeholders.
Use negotiating skills, including consensus-building, coalition-building, and disputeresolution.
HR Expert - ANSWER Knowledge of HR laws and policies. Business Partner - ANSWER The HR professional plays the all inclusive role of ananalyst of how the HR management function will enable the business goals and initiatives of the org. Requires partnering with org's senior leadership team and line managers to executestrategic plan.
Aligns HR and HR management strategies. Becoming a business partner - ANSWER BP competencies are applied in two situations:
- Responding to requests for traditional HR services-explore with the customer thesystems context, performance requirements, and strategic goals that underlie a service request. Helps customer set short- and long-term goals.2. Proactively identifying opportunities for a wide range of HR programs and services to meet strategic goals, exploring programs and services with managers. Transitioning to BP Role - ANSWER Gaining integrated HR big picture perspective by :
The individual contributions each human resources specialty can make to help attainorganizational strategy are known and shared among human resources professionals.
The nature of information should relate to the human resources support of improvedperformance through specific programs, services, their strategic outcomes, and their human resource contacts. Such information shall be available to every employee within the organization. HR professionals are more credible when they build relationships with business leadersand take positions on how business can be more successful.
Five Phases of Consulting - ANSWER BP
- Entry and Contracting. Initial contact, exploring problem/expectations, raisingconcerns about exposure, motivation, and loss of control, clarifying stakeholders and agreeing on the contract.
- Data Collection and Dialogue.
- Feedback and Decision to Act. Data analysis, client involvement in datainterpretation, overcoming resistance, client involvement in goal setting/decision making.
- Engagement and Implementation. Supporting the implementation of plans, designingchange interventions, authenticity and trust.
- Extension, Recycle, or Termination. Feedback to client on how project was managed,soliciting feedback about consultant's work, evaluating outcomes.
data gathering, and decision-making. Equal commitment and buy-in: managers and consultants. Consultant has specialexpertise; manager has knowledge of organization.
Managers may sometimes prefer collaboration as a waste of time, preferringconsultants to be either an expert or pair-of-hands. May see collaboration as a sign of the consultant's ineffectiveness in recommending or carrying out a solution. Risk-taking and Partnering - ANSWER BP Innovating and creating a risk taking environment is one of the most significant corecompetencies of an HR Business Partner.
"The Art of Prudent Risk Taking" introduced a risk-taking model that considers potentialgain, vulnerability to loss, and outcome uncertainty.
Performance Management Best Practices Nine Key Practices - ANSWER BP
**- The performance management process includes developmental plans for the future. • Managers are trained to conduct a performance evaluation meeting.
- The quality of the performance appraisals are measured.
- There is a system to address and resolve poor performance. • Information included in the performance appraisal is not only based on the judgment of** the managers. - The performance review process is uniform within the organization. • Employees receive feedback about their performance, at a minimum, more often than annually.
- 360 reviews support the performance evaluation process. - process. Ongoing goal review and manager feedback is part of the performance management
Performance Management Best Practices Six factors from "Improving Performance: How to Manage the White Space on theOrganization Chart" - ANSWER - clear performance specifications
- adequate support
- prompt feedback
- clear consequences, reward and discipline- necessary skills and knowledge in the form of training
- individual capability Return on Investment - ANSWER BP Ultimate measure of accountability: Is there a financial return for investing in a program,process, initiative, or performance improvement solution?
ROI (new benefits) vs. BCR (Benefits-to-Cost Ratio) - ANSWER BCR = program benefitsdivided by program costs
ROI (%) = (Net Program Benefits divided by Program Costs) x 100 BCR of 2:1 means for every $1 invested, you get $2 back, or an ROI of 100%.
