2016 sphri: people development and talent management
TRANSCRIPT
SPHRi MODULE 2
PEOPLE DEVELOPMENT AND
TALENT MANAGEMENT
Senior Professional in Human Resources – International (SPHRi)
2016 Edition
© 2016 International Human Resource Certification Institute
Senior Professional in Human Resources – International (SPHRi) Workbook
Module Two: People Development and Talent Management
2016 Edition
Copyright © 2016 by International Human Resource Certification Institute
All rights reserved. No part of this book shall be reproduced, stored in a retrieval
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Resource Certification Institute (IHRCI). No patent liability is assumed with respect
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taken in the preparation of this book, the publisher and author assume no
responsibility for errors or omissions. Neither is any liability assumed for damages
resulting from the use of the information contained herein.
International Human Resource Certification Institute (IHRCI)
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www.ihrci.org
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Introduction
As a purchaser of the SPHRi certification workbook serials, you have access to the www.ihrci.org learning system. The system contains Glossary that provides a search box and a description of the key terms in HR. Also, the system consists of over 800 practice exam questions and answers with explanations in our database including pre-test, review-test, and post-test:
Pre-test: It contains the same percentage of questions from each content area. Participants can take a pre-test of that module to access their conceptual understanding of that specific area of the SPHRi Body of Knowledge. When the pre-test is completed, an overall correct percentage is provided along with the number and percentage of questions answered correctly. The answers with explanations to individual questions are also provided. Our system allows users to save the results of the pre-test so that they can improve upon that later.
Review-test: Every review test contains questions s with explanations which help to understand the concepts of that particular knowledge area for each section of the study workbook. Once you successfully finish reviewing for one section text in the workbook; you naturally get access to the next section. Every new section helps construct on the earlier concepts learnt in the previous knowledge areas. Please do step-wise study for all the knowledge areas.
Post-test: Once you complete with all the knowledge areas, have a post-test through the full length simulated practice tests under the same testing conditions as the actual exams. With 130 questions covered during the 2.5 hours test. These tests are designed to help you get the feel of the final SPHRi Exam, with similar format and question types. Practice till you are near to 80% correct answers in the post-test. This helped you in understanding areas where you have improved since the last test as well as list down topics for which you needed more revision.
Access to the learning system is valid for twelve (12) months from the date of purchase to cover two test windows. Each practice for the pre-test, review-test, and post-test may be taken as many times as you would like within the 12 months. Access to these practice exams is for your individual use; your account is not to be shared with others. Your use of the online practice exams signifies your acknowledgment of an agreement to these terms.
This workbook is not a textbook. These materials include workbooks and practice exams are intended for use as an aid to preparation for the SPHRi Certification Exam conducted by the HR Certification Institute. By using all of the preparation materials, you will be well-versed in the four key functional areas that make up the HR Certification Institute SPHRi body of knowledge. Studying these materials does not guarantee, however, that you will pass the exam. These workbooks are not to be considered legal or professional advice.
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Table of Content
Introduction ................................................................................................................................ 1
Table of Content ......................................................................................................................... 2
Part One: Organizational Development ..................................................................................... 9
1. Human Resource Development (HRD) ........................................................................... 9
2. Organizational Development (OD) ............................................................................... 10
2.1. Entering and Contracting ................................................................................... 11
2.2. Diagnosing Organizations, Groups, and Jobs .................................................... 11
2.3. Collecting, Analyzing, and Feeding Back Diagnostic Information ..................... 11
2.4. Designing Interventions ..................................................................................... 12
2.5. Leading and Managing Change ......................................................................... 12
3. Organization Change .................................................................................................... 14
3.1. Unfreeze ............................................................................................................ 15
3.2. Change ............................................................................................................... 16
3.3. Refreeze ............................................................................................................. 16
4. Learning Organization .................................................................................................. 16
4.1. Key features in Learning Organization ............................................................... 16
4.2. The Five Disciplines ........................................................................................... 16
4.3. Organizational Learning vs. Learning Organization ........................................... 17
5. Knowledge Management ............................................................................................. 18
5.1. Socialization ....................................................................................................... 19
5.2. Externalization ................................................................................................... 19
5.3. Combination ...................................................................................................... 19
5.4. Internalization ................................................................................................... 20
6. HR Roles in Organizational Development ..................................................................... 20
6.1. Why HR Matters Now More Than Ever ............................................................. 22
6.2. HR’s New Role .................................................................................................... 23
Part Two: Performance Management ...................................................................................... 29
1. Performance Management System .............................................................................. 29
1.1. Managing Business Performance ...................................................................... 29
1.2. Managing Job Performance ............................................................................... 30
1.3. Integrating the management of Business and Job performance ...................... 32
2. Performance Planning .................................................................................................. 33
2.1. Performance Standard ...................................................................................... 33
2.2. Management by objectives (MBO) ................................................................... 33
2.3. Goal Setting ....................................................................................................... 34
3. Performance Monitoring .............................................................................................. 35
3.1. Eliminating Obstacle or Updating Objectives .................................................... 36
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3.2. Reinforcing Effective Behaviors ......................................................................... 36
3.3. Motivating people to perform ........................................................................... 37
3.4. Feedback, Counseling, and Coaching ................................................................ 41
4. Performance Appraisal ................................................................................................. 42
4.1. Objectives of Performance Appraisal ................................................................ 42
4.2. Process of Performance Appraisals ................................................................... 42
4.3. Acceptability of Performance Appraisals .......................................................... 44
5. Performance Development .......................................................................................... 46
5.1. Prepare the interview ........................................................................................ 47
5.2. Getting people to open up ................................................................................ 48
5.3. Facing up to the problem .................................................................................. 49
5.4. Agreeing a plan for the future ........................................................................... 50
6. Performance Improvement Plans and Individual Development Plans ........................ 51
6.1. Performance Improvement Plans (PIPs) ............................................................ 51
6.2. Individual Development Plans (IDPs) ................................................................ 51
7. Managing Performance in Cross Culture Context ........................................................ 52
7.1. Cross Cultural Communication .......................................................................... 52
7.2. Cross Cultural Training ....................................................................................... 52
7.3. Managing a Virtual Team ................................................................................... 53
Part Three: Training and Development .................................................................................... 54
1. Adult Learning .............................................................................................................. 54
1.1. Trainability ......................................................................................................... 55
1.2. Learning Styles ................................................................................................... 55
1.3. Learning Curves ................................................................................................. 56
1.4. Levels of Learning .............................................................................................. 56
2. Training Plan ................................................................................................................. 56
2.1. Definition ........................................................................................................... 56
2.2. Instructional System Design (ISD)...................................................................... 57
2.3. Learning Management System (LMS) ............................................................... 59
3. Training Needs Assessment .......................................................................................... 62
3.1. Assessment Process........................................................................................... 62
3.2. Organizational Assessment ............................................................................... 62
3.3. Task Assessment ................................................................................................ 62
3.4. Individual Assessment ....................................................................................... 62
4. Training Design ............................................................................................................. 63
4.1. Setting Objectives .............................................................................................. 63
4.2. Defining Target .................................................................................................. 63
4.3. Selecting Trainer ................................................................................................ 63
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5. Training Program Development .................................................................................... 63
5.1. On-the-Job Training (OJT) .................................................................................. 64
5.2. Apprenticeship Training ..................................................................................... 64
5.3. Informal Learning .............................................................................................. 64
5.4. Job Instruction Training ..................................................................................... 64
5.5. Lectures (Classroom Training) ........................................................................... 64
5.6. Programmed Learning ....................................................................................... 64
5.7. Audiovisual-Based Training ............................................................................... 64
5.8. Simulated Training ............................................................................................. 65
5.9. Vestibule Training .............................................................................................. 65
5.10. Virtual training ................................................................................................. 65
5.11. Electronic Performance Support Systems (EPSS) ............................................ 65
5.12. E-learning ........................................................................................................ 65
5.13. Simulated Learning .......................................................................................... 65
5.14. Case Study ....................................................................................................... 66
5.15. Group Discussion ............................................................................................. 66
5.16. Self-Directed Learning ..................................................................................... 66
5.17. Blended Learning ............................................................................................. 66
5.18. Orientation and On-boarding .......................................................................... 66
6. Training Implementation .............................................................................................. 66
6.1. Utilizing pilot programs ..................................................................................... 67
6.2. Revising content ................................................................................................ 67
6.3. Scheduling the program .................................................................................... 67
6.4. Announcing and implementing the program. ................................................... 67
7. Training Evaluation ....................................................................................................... 67
7.1. Level 1: Reaction ............................................................................................... 68
7.2. Level 2: Learning ................................................................................................ 69
7.3. Level 3: Behavior ............................................................................................... 69
7.4. Level 4: Result .................................................................................................... 69
7.5. Others ................................................................................................................ 70
8. Training Transfer ........................................................................................................... 70
8.1. Barriers of Training Transfer .............................................................................. 70
8.2. Training Activities Related to Training Transfer ................................................. 71
9. Employee Development ............................................................................................... 71
9.1. Self-assessment activities .................................................................................. 72
9.2. Individual coaching/counseling ......................................................................... 72
9.3. Mentoring .......................................................................................................... 72
9.4. Job enrichment .................................................................................................. 72
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9.5. Job rotation ....................................................................................................... 72
9.6. Job enlargement ................................................................................................ 72
9.7. Self Directed Learning ....................................................................................... 73
9.8. Tuition reimbursement programs ..................................................................... 73
10. Leadership Style ......................................................................................................... 73
10.1. Impoverished Management – Low Results/Low People ................................. 74
10.2. Country Club Management – High People/Low Results ................................. 74
10.3. Authority-Compliance Management – High Results/Low People ................... 74
10.4. Middle-of-the-Road Management – Medium Results/Medium People ......... 74
10.5. Team Leadership – High Production/High People ........................................... 74
11. Situational Leadership ................................................................................................ 75
11.1. Directing .......................................................................................................... 76
11.2. Coaching .......................................................................................................... 76
11.3. Supporting ....................................................................................................... 76
11.4. Delegating ........................................................................................................ 76
11.5. Autocratic ........................................................................................................ 77
11.6. Democratic ...................................................................................................... 77
11.7. Laissez-faire ..................................................................................................... 77
11.8. Consultative ..................................................................................................... 78
11.9. Bureaucratic .................................................................................................... 78
12. Management Development ....................................................................................... 78
12.1. Behavior Role Modeling .................................................................................. 79
12.2. Case Study ....................................................................................................... 79
12.3. Business Games and Simulations .................................................................... 79
12.4. Learning from Experience ............................................................................... 79
12.5. Multisource Feedback ..................................................................................... 80
12.6. Assessment Centers (AC) ................................................................................. 80
12.7. Special Assignment .......................................................................................... 80
12.8. Job Rotation ..................................................................................................... 80
12.9. Action Learning................................................................................................ 81
12.10. Mentoring ...................................................................................................... 81
12.11. Executive Coaching ........................................................................................ 81
12.12. Outdoor Challenge Program.......................................................................... 81
12.13. Personal Growth Programs............................................................................ 81
12.14. Succession Planning ...................................................................................... 82
12.15. Off-site training ............................................................................................. 82
13. Career Development .................................................................................................. 82
13.1. Stages in career development ......................................................................... 83
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13.2. Career Management System ........................................................................... 84
13.3. Career Planning Points .................................................................................... 85
13.4. Career Transitions ............................................................................................ 86
14. Trends for Employee Training ..................................................................................... 87
14.1. MOOCs (Massive Online Open Courses) ......................................................... 88
14.2. Gamification .................................................................................................... 89
14.3. Minimum Viable Courses (MVC) ..................................................................... 90
14.4. Mobile Learning............................................................................................... 90
14.5. Adaptive Learning ............................................................................................ 90
14.6. Collaborative Learning ..................................................................................... 90
14.7. SCORM Standards ............................................................................................ 91
14.8. Outsourced Training ........................................................................................ 91
Part Four: Employee Relations ................................................................................................. 93
1. Employee Relations and HR Practices .......................................................................... 93
1.1. Nature of Employee Relations ........................................................................... 93
1.2. Recruitment and Selection ................................................................................ 95
1.3. Training and Development ................................................................................ 96
1.4. Performance Management ............................................................................... 96
1.5. Compensation and Benefits .............................................................................. 96
2. Employee Engagement ................................................................................................. 96
2.1. Brand ................................................................................................................. 98
2.2. Leadership ......................................................................................................... 98
2.3. Performance ...................................................................................................... 98
2.4. The Basics .......................................................................................................... 98
2.5. The work ............................................................................................................ 99
2.6. Company Practices ............................................................................................ 99
2.7. The ten C’s of employee engagement ............................................................... 99
3. Employee Communication ......................................................................................... 102
3.1. Formal Communication ................................................................................... 102
3.2. Informal Communication ................................................................................ 103
3.3. Key Differences Between Formal and Informal communication .................... 103
4. Communication Process ............................................................................................. 104
5. Employee Survey ........................................................................................................ 105
5.1. Preparation ...................................................................................................... 106
5.2. Communication ............................................................................................... 110
5.3. Implementation ............................................................................................... 112
5.4. Analysis ............................................................................................................ 114
5.5. Action planning ............................................................................................... 115
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6. Employee Assistance Program (EAP) .......................................................................... 117
6.1. Assessment and Brief Counseling ................................................................... 118
6.2. Work Performance Focus ................................................................................ 119
6.3. More Than Mental Health ............................................................................... 119
6.4. Management Services ..................................................................................... 119
6.5. Organizational Services ................................................................................... 119
6.6. Crisis Services .................................................................................................. 120
6.7. EAP Delivery Models ....................................................................................... 120
6.8. Service Delivery Channels ............................................................................... 120
6.9. Research .......................................................................................................... 121
6.10. Service Utilization Issues ............................................................................... 121
6.11. Clinical Best-Practices .................................................................................... 121
6.12. Disability and Return-to-Work ...................................................................... 121
6.13. Productivity Measurement............................................................................ 122
6.14. Workplace Outcomes .................................................................................... 122
6.15. Referral and Case Management .................................................................... 122
7. Employee Disciplinary Procedure ............................................................................... 122
7.1. Stage 1: Verbal warning ................................................................................... 123
7.2. Stage 2: Written Warning ................................................................................ 124
7.3. Stage 3: Final Warning ..................................................................................... 124
7.4. Stage 4: Dismissal or action short of dismissal ............................................... 125
7.5. Gross or Serious Misconduct ........................................................................... 125
Part Five: Talent Management ............................................................................................... 127
1. Talent Management ................................................................................................... 127
1.1. Alignment With Strategy ................................................................................. 128
1.2. Internal Consistency ........................................................................................ 128
1.3. Cultural Embeddedness .................................................................................. 129
1.4. Management Involvement .............................................................................. 130
1.5. Balance of Global and Local Needs ................................................................. 130
1.6. Employer Branding Through Differentiation ................................................... 131
2. Replacement Planning vs. Succession Planning vs. Talent Management .................. 132
2.1. Replacement planning ..................................................................................... 132
2.2. Succession planning ........................................................................................ 133
2.3. Talent management ......................................................................................... 133
3. A Positions and A Players ........................................................................................... 134
3.1. Identifying Your A Positions ............................................................................. 135
3.2. Managing Your A Positions .............................................................................. 138
3.3. Managing Your Portfolio of Positions .............................................................. 140
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3.4. Making Tough Choices ..................................................................................... 141
4. Managing High Performers and High Potentials ........................................................ 142
4.1. Identifying High Performers and High Potentials ............................................ 142
4.2. Assessing Performance vs. Potential ............................................................... 142
4.3. Development Strategies for High Performers and High Potentials ................. 143
Reference ................................................................................................................................ 145
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Part One: Organizational Development
1. Human Resource Development (HRD)
HRD is about adult human beings functioning in productive systems. The purpose of HRD is to focus on the resource that humans bring to the success equation—both personal success and organizational success. The two core threads of HRD are (1) individual and organizational learning and (2) individual and organizational performance. Some view learning and performance as alternatives or rivals, while most see them as partners in a formula for success. Thus, assessment of HRD successes or results can be categorized into the domains of learning and performance.
Human Resource Development (HRD) is a process of developing and unleashing expertise for the purpose of improving individual, team, work process, and organizational system performance through organizational development (OD) and personnel training and development (T+D) for the purpose of improving performance. OD primarily focuses at the organizational level and connects with individuals, while T+D primarily focuses on individuals and connects with the organization.
HRD encompasses a range of organizational practices that focus on learning: training and development; performance management; career development and lifelong learning; organization development; organizational knowledge and learning.
Source: Swanson, R.A. & Holton, E.F. (2009). Foundations of Human Resource Development, San Francisco: Berrett-Koehler Publishers.
HRD strategies flow from business strategies, but they have a positive role in helping to ensure that the business attains its goals. To do this, it is essential to develop the skills base and intellectual capital the organization requires as well as ensuring that the right
Org Strategy
Workforce Strategy
Organizational Performance
Individual Performance
Training & Development
Individual Competencies
Organizational Capabilities
Career Management
Organization Development
Human Resource Development
Alig
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quality of people are available to meet present and future needs.
First, HRD facilitates the development of core capabilities that are critical in developing and maintaining sustained competitive advantage. Second, HRD enables the firm to make the best use of existing firm-specific capabilities and through the development of new capabilities and skills enable sit to cope with change. Third, HRD must focus on evaluating the linkages among organizational strategies. Fourth, HRD must be sensitive to both emergent and planned strategies.
2. Organizational Development (OD)
OD is system wide application behavioral science knowledge to the planned development, improvement, and reinforcement of the strategies, structures, and processes that lead to organization effectiveness.
Organization change, in contrast, is more broadly focused and can apply to any kind of change, including technical and managerial innovations, organization decline, or the evolution of a system over time. These changes may or may not be directed at making the organization more developed in the sense implied by OD. The Process of OD includes the following steps:
-Entering and Contracting
-Diagnosing Organizations, Groups, and Jobs
-Collecting, Analyzing, and Feeding Back Diagnostic Information
-Designing Interventions
-Leading and Managing Change
Source: Swanson, R.A. & Holton, E.F. (2009). Foundations of Human Resource Development, San Francisco: Berrett-Koehler Publishers.
Interpersonal
Technological
Structural
Changing
Readiness
Capability
Culture context
Change agent
Interventions
Data collect
Data analysis
Data feedback
Analyzing
Organizations
Groups
Jobs
Diagnosing
Present issues
Plan Change
Contracting
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2.1. Entering and Contracting
The entering and contracting processes constitute the initial activities of the OD process. They set the parameters for the phases of planned change that follow: diagnosing, planning and implementing change, and evaluating and institutionalizing it.
Organizational entry involves clarifying the organizational issue or presenting problem, determining the relevant client, and selecting and OD practitioner. Developing an OD contract focuses on making a good decision about whether to proceed and allows both the client and the OD practitioner to clarify expectations about how the change process will unfold.
2.2. Diagnosing Organizations, Groups, and Jobs
An organization-level diagnostic model consists of environmental inputs; a set of design components called a strategic orientation; and a variety of outputs, such as performance, productivity, and stakeholder satisfaction. Diagnosis involves understanding each of the parts in the model and then assessing howl the elements of the strategic orientation align with each other and with the input. Organization effectiveness is likely to be high when there is good alignment.
Group diagnostic models take the organization’s design as the primary input; examine goal clarity, task structure, group composition, performance norm, and group functioning as the key design components; and list group performance and member quality of work life as the outputs. As with any open-systems model, the alignment of the parts is the key to understanding effectiveness.
At the individual job level organization design, group design, and personal characteristics of individuals occupying jobs are the salient input. Individual jobs have five key dimensions: skill variety, task significance, task identity, autonomy, and feedback that work together to produce outputs of work satisfaction and work quality.
2.3. Collecting, Analyzing, and Feeding Back Diagnostic Information
The four major techniques for gathering diagnostic data are questionnaires, interviews, observations, and unobtrusive measure (from secondary sources, such as company records and archives). Benchmarking is a useful data collecting method to examine the best practices of other organizations and make changes in operations based on what is learned.
Data analysis techniques fall into two broad classes: qualitative and quantitative. Qualitative techniques generally are easier to use because they do not rely on numerical data. That fact also makes them easier to understand and interpret. Quantitative techniques, on the other hand, can provide more accurate reading of the organizational problem.
Data feedback is concerned with identifying the content of the data to be feedback and designing a feedback process that ensures ownership of the data. Feeding back data is a central activity in almost any OD program. If members own the data, they will be motivated to solve organizational problems.
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A special application of the data-collection and feedback process is called survey feedback. It is one of the most accepted processes in OD. Survey feedback highlights the importance of contracting appropriately with the client system, establishing relevant categories for data collection, and feeding back the data as necessary steps for diagnosing organizational problems and developing interventions for resolving them.
2.4. Designing Interventions
An intervention is a set of planned activities intended to help an organization improve its performance and effectiveness. Effective interventions are designed to fit the needs of the organization, are based on causal knowledge of intended outcomes, and transfer competence to manage change to organization members.
Intervention design involves understanding situational contingencies such as individual differences among organization members and dimensions of the change process itself.
Four key organizational factor-readiness for change, capability to change, culture context, and the capabilities of the change agent-affect the design and implementation of almost any intervention.
2.5. Leading and Managing Change
2.5.1. Change Process Theory
-Unfreezing stage: Getting people to accept that the change will occur. Ending things that resist change is vital at this stage.
-Moving stage: Getting people to accept the new, desired state.
-Refreezing stage: When the new ideal becomes a regular part of the organization.
2.5.2. Implementation Theory
-Interpersonal strategies
Interpersonal intervention strategies deal with work relationships between employees. These interventions are directed at improving interpersonal, intrapersonal, intergroup, and intra group relations. In organizations with multiple layers, interpersonal approaches are often difficult because the layers are usually accompanied by "proper" channels for communication.
- Technological strategies
Technological intervention strategies focus on processes. The processes must provide adequate resources to achieve the company's goals. Technological development often includes such activities as job design, job simplification and specialization, grouping jobs into departments by function or product, and analyzing work flow and human factors to achieve coordination and communication among departments.
-Structural strategies
Structural intervention strategies look at how the structure of the organization is