HR homework
alhajerh
mgmt_3010.zip6.18.pdf
Chapter 1 Topics The Next Generation HR
Corey Wicks
Sara Elnour
MGMT 3010
Summer 2014
Virg
HR Fundamentals (Corey)
• HR (Human Resource) function- Window through which to observe a business.
Approach: “Tell us about your business”
• Translate external issues into internal actions.
• HR is not the business, HR supports the business (creates value).
• HR professionals need to understand the business.
HR Stage 1- Administrative duties (Employee Compensation, Attendance, Pension/Retirement, Employee Recruitment)
HR Stage 2- Sourcing, Rewards, Training, Communication
HR Stage 3- Integration (Simultaneously work with different functions such as Finance, Marketing, Operations). Heightened Individual Attention (Work Place Environment, Personality Screening-Myers Briggs)
HR Stage 4- Realize External Business Conditions “HR from the outside in”
HR working from the outside, in (Corey) • Employee Placement/ Promotion- Based on customer expectations
“employees our customers want to work with”
• Training from the outside- customers, suppliers, investors, regulators help design training programs
• Rewards from the outside- customers (determine best performing employees) & investors
• Performance Review- customers & investors asses performance standards
• Communication from the outside- Employee messages shared with customers & investors
• Culture from the outside- identity of business from customer’s perspective
Macro-environment that affects HR (Corey)
• Society (changing LGBT policies)
• Technology (Electric Vehicles, Solar power)
• Economies (U.S. Housing Bubble)
• Politics (Arab Spring 2011)
• Environment (Hurricane Katrina-Damage businesses, affect business suppliers)
• Demographics (China’s one Child Policy-population control)
Business Stakeholders (Corey) • Definition: Those that have an interest or concern in a business.
• HR Function: Create and deliver expectations to each stakeholder
http://www.bing.com/images/search?q=business+stakeholders&FORM=HDRSC2#view=detail&id=5C7DAB2DDB20BC5F3666B8959CBB75DF47EF7AE6&selectedIndex=3
Business Strategies (Sara)
• managing risk-operational, strategic and financial • global positioning- conducting business worldwide • managing a globally diverse workforce- increase culture, increase
the ideas • adapting or change • collaborating across boundaries- increase product ideas and
innovation
HR Transformation (Sara)
• HR is now focusing more on customers, suppliers, managers, owners and the community
• HR is now more integrated in many business support functions • HR is focusing more in delivering value to the company
Conclusion (Sara)
6.23.14.pptx
Chapter 7 HR Innovator and Integrator
Jessica Lee and Faisal Alsadoun
Monday June 23rd
Why is innovation and integration important?
Creates capable culture
Practices of synergy
Creating different capabilities on strategy
Strong connected parts instead of weaker individual
Right talent and leadership
Three drawbacks best practice approach
Appropriateness: best practice for industry and company
Relevancy: need to look forward not backwards
Synergy: need right HR practices for organization
Best Systems
People
Right skills and abilities for goals
Performance and reward
Desired outcomes to measurable goals
Incentives to motivate
Information and communication
External flow: so employees adapt to realities
Internal flow: Outside-in, inside-out, up-and-down, side-to-side
Best Systems Continued
Work and organization
Manage demand so obligations are met
Designating goals for individuals and teams
Leadership
Organization established and implemented
Clear strong leadership brand
Three Levels of Innovation
New to the world
Business opportunity or performance
New to the company
Applied or adapted to needs and culture
New to the division
Initiatives from one part of an organization applied to anouther
Factors of HR Innovator and Integrator
Ensuring todays talent tomorrow
Developing talent
Shaping organization
Fostering communication
Designing reward system
Factor 1 Factor 2
Define roles
Conduct a SWOT assessment
Buy build or both
Manage the change process
Setting a standard
Assessing individuals and organization
Investing in talent improvement
Follow up on and track competencies
Factor 3 Factor 4
Purpose
Governance
Clarity and decision
Practice details
Affiliation
Learning
Establish clear performance standards
Clear process assessment with defined performance metrics
Rewarding and recognizing
Teaching skills and creating feedback
Adapt performance standards to changing demand
Dealing with nonperformance fairly and timely
Factor 5
Leadership code
Strategist, executor, talent manager and human capital developer
Leadership differentiators
Eight principals of leadership
Integration challenge
People, performance and reward, information and communication, work and organization, leadership
Conclusion
Innovate in implemented HR practices
Talent space
Capability
Efficacy
Capable and shared culture
Culture through capability
Aligning or integrating practices
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6.23.pptx
APPENDIX A,B and C MGMT – 3010 ( HR from the Outside In )
Turki Alotaibi
Thomas Lee
Abdulla Alkaabi
Appendix A
IDEAS FOR HOW HR PROFESSIONALS CAN DEVELOP THEIR COMPETEN
Appendix B
HRCS COMPETENCY SELF-ASSESSMENT
Teh following items (Figures B.1 through B.6) (a sample of) provide a brief self-assessment version of the feedback survey that the authors have created, based on the results of the 2012 HR competency research
Figure B.1 ( Based on ) Credible activist Figure B.2 ( Based on ) Capability builder
A full version of the HRCS feedback survey is available through the RBL Group as a self-assessment
There are two kind of feedback surveys
A 180-degree feedback survey (manager and self)
A 360-degree feedback survey (manager, self, HR colleagues or
reports, line management colleagues, or other stakeholders).
ratings you are asked to provide
There are two ratings you are asked to provide in the feedback survey
The first is your assessment of your current competency in this factor.
The second is the importance of your improvement of this competency.
Remember to answer as candidly as possible.
Both ratings are 1–5, where 1 = low and 5 = high.
Appendix C
SUPPORTING DEVELOPMENT: HR ACADEMY OPTIONS
The following is a sample of range of options that we have found helpful in building skill, performance, and self-awareness in HR competence.
Workshops described below include those best for all members of the organization and those options that are most appropriate for senior HR leaders and professionals. The alternatives range from least to most demanding in both time and budget, but, as might be expected, they also range from least to greatest impact
Investment in Development: Options
Impact: Building HR consulting
IMPACT survey feedback
Considerations
Focus on feedback, skill building, and practical application back on the job
Requirement
Team work
Geared to independent contributors with 5–10 years of experience
Delivered on site in the organization
Casework and simulation
Skill building in the change champion and credible activist domains
Investment in Development: Options
HR learning partnership
Requirement
The HRLP is a two-week consortium that brings together HR leadership teams. The workshop is organized aroundplaybook of insights in:
Considerations
10-day program at the RBL Group facilities
Skill building organized around teams investing time in a significant project to adapt and apply learning
Delivered by the RBL Group faculty and selected other thought leaders
Delivered on site at an RBL
Strategy
HR value proposition
Organization capabilities of collaboration, customer service, innovation, and change
HR analytics
Leadership • Talent
Executive rewards • Coaching
Any Questions !
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6.25.14.ppt
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
*
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Chapter
7
Staffing
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Stages of Development
- Characteristics of a business – such as its growth rate, product lines, market share, entry opportunity, and technology – change with the organization’s stage of development
Development stages of an Organization
Management Selection Strategy
Embryonic
High-Growth
Mature
Aging
Entrepreneurs
Entrepreneurs for growth, but growth director to build stable management system
Bureaucrats who are comfortable with repetition, and who can develop economics scale
Entrepreneurs who will cut, reorganize, survive
*
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
The Link Between Development Stages
& Staffing Strategies
1) Embryonic Stage (new organizations)
- High growth rates, basic product lines, heavy emphasis on product engineering, and little or no customer loyalty
- Management selection strategy:
- Entrepreneurs who thrive in high-risk environments
*
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
The Link Between Development Stages
& Staffing Strategies
2) High-Growth Stage
- Refine and extend product lines; build customer loyalty
- Concerns: fighting for market share and building excellence in the management team
- Management selection strategy
- Entrepreneurs for growth
- Growth directors to build stable management systems
*
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
The Link Between Development Stages
& Staffing Strategies
3) Mature
- Maintenance of market share, cost reductions through economies of scale.
- Less flexibility and variability
- Management selection strategy
- Bureaucrats who are comfortable with repetition and can develop economies of scale
*
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
The Link Between Development Stages
& Staffing Strategies
4) Aging
Struggle to hold market share in a declining market, and extreme cost control obtained through consistency and centralized procedures; economic survival becomes the primary motivation
*
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Organizational Culture
Organizational culture is embedded and transmitted through mechanisms such as the following:
Formal statements of organizational philosophy.
Promotion criteria.
Stories, legends, and myths about key people and events.
What leaders pay attention to, measure, and control.
Implicit, and possibly unconscious, criteria that leaders use to determine who fits key slots.
*
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
The Implications of Organizational
Culture for Staffing Decisions
Cultures vary across organizations; individuals will consider this information if it is available to them in their job-search process
- Recruiters assess person-job fit by focusing on specific knowledge, skills, and abilities.
- Linking staffing decisions to cultural factors may ensure employees have internalized the strategic intent and core values of the enterprise.
Individuals who choose jobs and organizations that are consistent with their own values, beliefs, and attitudes are more likely to be productive, satisfied employees
*
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Screening & Selection Methods:
Employment Application Forms
- Statistics show a relationship between applicant responses to specific questions and later measures of job performance; these weighted application blanks (WABs) are highly predictive
- High rate of accuracy for determining those who will stay on the job longer
- Research has found that items “conventional wisdom” might suggest, or those used by interviewers, did not predict employee turnover accurately
*
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Screening & Selection Methods:
Recommendations
- Evidence shows, unfortunately, that there is little candor, and therefore, little value, in written recommendations and referrals, especially those that must, by law, be revealed to applicants if they petition to see them
- Meaningful recommendations include four major characteristics:
- Degree of writer familiarity with the candidate
- Degree of writer familiarity with the job in question
- Specific examples of performance
- Individuals or groups to whom the candidate is compared
*
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Screening & Selection Methods:
Reference Checks
- Request job-related information only
- Obtain written permission from the job candidate
- Stay away from subjective areas
- When possible, use public records to evaluate on-the-job behavior or personal conduct
*
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Improving Pre-Employment Interviews
- Six ideas to shape interviewer behavior non-biased hiring:
- Focus only on the competencies necessary for the job, and distinguish between entry-level and full-performance competencies
- Screen resumes and application forms by focusing on three elements:
- Key words that match job requirements
- Quantifiers and qualifiers that show whether applicants have these requirements
- Skills that might transfer from previous jobs to the new job
- Develop interview questions that are strictly based on job analysis results; use open-ended questions; and use questions relevant to the individual’s ability to perform, motivation to do a good job, and overall “fit” with the firm
*
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Improving Pre-Employment Interviews
- Six ideas to shape interviewer behavior non-biased hiring (continued)
- Consider asking “What would you do if...?” questions
- Conduct the interview in a relaxed physical setting
- Develop a form containing a list of competencies weighted for overall importance to the job, and evaluate each applicant relative to each competency
*
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Work-Sample Tests & Staffing Decisions
- Work-sample tests, or situational tests, are standardized measures of behavior whose primary objective is to assess the ability to do rather than the ability to know
- Difficult to fake since they are miniature replicas of actual job requirements
- Unlikely to lead to charges of discrimination or invasion of privacy
- Produce smaller minority/non-minority group differences in performance, along with modest losses in predictive validity; however, since the content of the test reflects the essential content of the job, the tests demonstrate content-oriented evidence of validity
- Not cost-effective when large numbers of people must be evaluated
*
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Most Popular Situational Tests
- Leaderless Group Discussion
- A group of participants is given a job-related topic and is asked simply to carry on a discussion about it for a period of time
- No one is appointed leader; no one is told where to sit
- Observers rate the performance of each participant according to preset characteristics
- Accurately forecasts managerial performance in virtually all the functional areas of business
*
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Most Popular Situational Tests
- In-Basket Test
- A situational test designed to simulate important aspects of a position, the “in-basket” tests an individual’s ability to work independently
- The job candidate does not say what he would do; he/she performs the tasks as though he/she were actually on the job
- Scores are determined by describing or evaluating what the candidate did in terms of such dimensions as self-confidence, organizational and planning abilities, written communications, decision making, risk taking, and administrative abilities
- Major advantages
- Flexibility to fit many types of situations and modes of administration
- Permits direct observation of individual behavior within the context of job-relevant, standardized problem situations
*
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Most Popular Situational Tests
- Business Game
- A living case in which candidates play themselves, not an assigned role, and are evaluated within a group
- Major advantages
- Flexibility to fit many different types of situations
- Compressed time – events that might not actually occur for months or years are made to occur in a matter of hours
- Interesting because of their realism, their competitive nature, and the immediacy and objectivity of their feedback
- Increased understanding of complex interrelationships among organizational units
*
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Most Popular Situational Tests
- Business Game (continued)
- Drawbacks
- In the context of training, some participants may become so engrossed in “beating the system” that they fail to grasp the underlying management principles being taught
- Creative approaches to solving problems presented by the game may be stifled
*
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
The Assessment Center
- A method that evaluates a candidate’s potential for management based on three sources:
- Multiple assessment techniques
- Standardized methods of making inferences from such techniques, because assessors are trained to distinguish between effective and ineffective behaviors by the candidates
- Pooled judgments from multiple assessors to rate each candidate’s behavior
*
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Advantages in the
Use of Assessment Centers
- May be used in a wide variety of settings and for a variety of purposes
- May be tailored to the characteristics of a specific job
- In addition to evaluating and selecting managers, the method may be used for other purposes
- Train and upgrade management skills
- Encourage creativity among research and engineering professionals
- Resolve interpersonal and interdepartmental conflicts
- Assist individuals in career planning
- Train managers in performance appraisal
- Provide information for workforce planning and organization design
- Cost-effective
*
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Potential Problems with the
Use of Assessment Centers
- Adoption of the assessment center method without analyzing the need for it and without adequate preparation to use it wisely
- Blind acceptance of assessment data without considering other information on candidates, such as past and current performance
- The tendency to rate only general “exercise effectiveness,” rather than performance relative to individual behavioral dimensions, as the number of dimensions exceeds the ability of assessors to evaluate each dimension individually
- Lack of control over the information generated during assessment.
- Failure to evaluate the utility of the program in terms of dollar benefits relative to costs
- Inadequate feedback to participants
*
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Entrepreneurs
Entrepreneurs for growth, but growth director to build stable management system
Bureaucrats who are comfortable with repetition, and who can develop economics scale
Entrepreneurs who will cut, reorganize, survive
6.25.ppt
Managing Human Resources
PART 2: EMPLOYMENT.
CHAPTER 7: STAFFING.
PRESENTING BY:
RAED AL OGAILY, ELYAS AL AWAJI,
AND ABDULRAHMAN AL BAOUD
Outline:
- Introduction.
- Stages of Development.
- The Link Between Development Stages & Staffing Strategies.
- Organizational Culture.
- The Implication of Organizational Culture for Staffing Decisions.
- Screening & Selection Methods.
- Assessment Methods in Selection.
- Most Popular Situational Test.
- Assessment Center.
- Potential Problems with the Use of Assessment Centers
Stages of Development
- Characteristics of a business – such as its growth rate, product lines, market share, entry opportunity, and technology – change with the organization’s stage of development
Development stages of an Organization
Management Selection Strategy
Embryonic
High-Growth
Mature
Aging
Entrepreneurs
Entrepreneurs for growth, but growth director to build stable management system
Bureaucrats who are comfortable with repetition, and who can develop economics scale
Entrepreneurs who will cut, reorganize, survive
*
The Link Between Development Stages
& Staffing Strategies
1) Embryonic Stage (new organizations)
High growth rates, basic product lines, heavy emphasis on product engineering, and little or no customer loyalty
Management selection strategy:
Entrepreneurs who thrive in high-risk environments
*
The Link Between Development Stages
& Staffing Strategies
2) High-Growth Stage
Refine and extend product lines; build customer loyalty
Concerns: fighting for market share and building excellence in the management team
Management selection strategy
Entrepreneurs for growth
Growth directors to build stable management systems
*
The Link Between Development Stages
& Staffing Strategies
3) Mature
Maintenance of market share, cost reductions through economies of scale.
Less flexibility and variability
Management selection strategy
Bureaucrats who are comfortable with repetition and can develop economies of scale
*
The Link Between Development Stages
& Staffing Strategies
4) Aging
Struggle to hold market share in a declining market, and extreme cost control obtained through consistency and centralized procedures; economic survival becomes the primary motivation
*
Organizational Culture
Organizational culture is embedded and transmitted through mechanisms such as the following:
Formal statements of organizational philosophy.
Promotion criteria.
Stories, legends, and myths about key people and events.
What leaders pay attention to, measure, and control.
Implicit, and possibly unconscious, criteria that leaders use to determine who fits key slots.
*
The Implications of Organizational
Culture for Staffing Decisions
Cultures vary across organizations; individuals will consider this information if it is available to them in their job-search process
- Recruiters assess person-job fit by focusing on specific knowledge, skills, and abilities.
- Linking staffing decisions to cultural factors may ensure employees have internalized the strategic intent and core values of the enterprise.
Individuals who choose jobs and organizations that are consistent with their own values, beliefs, and attitudes are more likely to be productive, satisfied employees
*
- Screening & Selection Methods:
Employment Application Form,
- Statistics show a relationship between applicant responses to specific questions and later measures of job performance; these weighted application blanks (WABs) are highly predictive.
- High rate of accuracy for determining those who will stay on the job longer.
Screening & Selection Methods:
Recommendations
Meaningful recommendations include four major characteristics:
- Degree of writer familiarity with the candidate
- Degree of writer familiarity with the job in question
- Specific examples of performance
- Individuals or groups to whom the candidate is compared
Screening & Selection Methods:
Reference Checks
- job-related information only.
- Stay away from subjective areas.
- Evaluate the credibility of the source of the reference material.
- When possible, use public records to evaluate on-the-job behavior or personal conduct.
- Assessment Methods in Selection
- Drug Screening.
Began in military and spread to sports world.
75% of drug user have a job.
- Two Controversial Selection Techniques
Graphology (Handwriting) Analysis.
Polygraph Examinations.
- Integrity Test.
- Mental – Ability Test.
- Simply, Drug user employee effect the work and the performance since the statics shows that drug user miss more days of work, show up late, and change jobs more often.
- Study of characters or personality through handwriting. 80% of French companies are use it.
- Mental – Ability Test: the major types of mental- ability used in business world today and it is include measures of general intelligence, verbal and non verbal, and numerical skills.
*
- Assessment Methods in Selection
Validity Generalization.
Personality Measures:
Big Five:
Neuroticism.
Extraversion.
Openness to experience.
Agreeableness.
Conscientiousness.
Projective Measures.
- Personality Measures: Five personality characteristic particularly relevant to performance at work are Know as Big Five:
- Neuroticism: concerns the degree to which an individual is insecure, anxious, depressed, and emotional verses calm , self confident and cool.
- Extraversion: concerns the degree to which an individual is assertive, and sociable verses reserved, timed and quit.
Projective Measures:
*
- Assessment Methods in Selection
Measures of Emotional Intelligence( EI ).
Personal- History Data.
Employment Interviews.
Work – Sample Test:
Difficult to fake.
Produce smaller minority/non-minority group differences in performance.
Not cost-effective when large numbers of people must be evaluated
Personal- History Data: Basic test which based on the assumption of what the person will do in future is what he or she did in the past.
Wok- Sample Test: or situational tests, are standardized measures of behavior whose primary objective is to assess the ability to do rather than the ability to know
Difficult to fake : since they are miniature replicas of actual job requirements.
Produce smaller minority/non-minority group differences in performance, along with modest losses in predictive validity; however, since the content of the test reflects the essential content of the job, the tests demonstrate content-oriented evidence of validity
*
Most Popular Situational Tests
Leaderless- Group Discussion.
In- Basket Test.
The Situational- Judgment Test.
Leaderless Group Discussion:
A group of participants is given a job-related topic and is asked simply to carry on a discussion about it for a period of time
In – Basket Test: A situational test designed to simulate important aspects of a position, the “in-basket” tests an individual’s ability to work independently
The Situational- Judgment Test: Consist of a series of job- related situations presented in written, verbal, or visual form. Job applicants are asked to choose best and worst aption.
*
Assessment Centers
A method that evaluates a candidate’s potential for management based on three sources:
Multiple assessment techniques.
Standardized methods of making inferences from such techniques.
Pooled judgments.
- Standardized methods of making inferences from such techniques: because assessors are trained to distinguish between effective and ineffective behaviors by the candidates
- Pooled judgments from multiple assessors to rate each candidate’s behavior
*
Potential Problems with the
Use of Assessment Centers
- Adoption of the assessment center method without analyzing the need for it and without adequate preparation to use it wisely
- Blind acceptance of assessment data without considering other information on candidates, such as past and current performance
- The tendency to rate only general “exercise effectiveness,” rather than performance relative to individual behavioral dimensions, as the number of dimensions exceeds the ability of assessors to evaluate each dimension individually
- Lack of control over the information generated during assessment.
- Failure to evaluate the utility of the program in terms of dollar benefits relative to costs.
- Inadequate feedback to participants
*
6.30.14.pptx
Chapter “15”
Safety, health and employee assistance programs
By:
Abdulla Al-Hajri
Fares Almanea
Abdulaziz AlDossary
Introduction
Cost of benefits of occupational safety and health programs
Cost of wages paid for times lost.
Cost of damage to material or equipment.
Cost of overtime work by other required by the accident.
Cost of wages paid to supervisors.
Cost decreased output of the injured worker.
Cost associated with the time it takes for a new worker to learn the job.
Uninsured medical costs borne by the company.
Cost of time spent by higher management to investigate.
The occupational safety and health act ( OSHA )
Purpose and coverage
Administration
Safety and health standards
OSHA enforcement
Penalties
Why Accidents Happen?
Unsafe work conditions.
Unsafe work behavior.
The unsafe work conditions are divided into two groups:
Physical
Environmental
Management controls Loss-control program
Right after the establishment of safety rules
Has four components:
A safety budget
Safety records
Management’s personal concern
Management’s good example
Management controls Safety committee
A higher commitment to safety can be rooted and grown with regular meetings of the committee and good feedback
The committee needs to recommend the safety rules of the company and develop new and improved ones if necessary
The committee needs to promote safety inspections and a safe work style
Management controls Safety rules
According to the OSHA (Occupational Safety and Health Administration) standards:
Employees need to furnish
Employees need to use appropriate equipment
Workers need to be made aware of the safety rules and they need to follow them accordingly
Management controls Employee selection
The ideal employee has a:
Keen vision
Ambition
Dexterity
Balance
physical characteristics
Management controls Training for employees
Employees and supervisors need information, training and support
The appropriate training will prepare them for any job they are hired for, especially when issues appear
OSHA’s standards about hazard communication = Right-to-Know law ensures information about the workplace hazards that might appear and the protective measures that need to be available for all employees
Management controls Feedback and incentives
Training
Feedback
Good reward systems
Respect
Loyalty
Employee Assistance Programs (EAPs)
Employee assistance programs are employee benefit programs offered by many employers. EAPs are intended to help employees deal with personal problems that might adversely impact their job performance, health, and well-being.
Types of EAPs:
Worksite EAPs.
Network EAPs.
How Employee Assistance Programs Work
Develop a written statement that confirms the company’s desire to offer help to employees with behavioral or medical problems and emphasize that such a help will be offers on personal a confidential basis.
Teach managers, supervisors and union representatives what to do and what not to do when they confront the troubled employees.
Establish procedures for referral of the troubled employee to an in house or outside professional who can take the time to assess what’s wrong and arrange for treatment.
Establish a planned program of communications to employees to announce that the service is available that is confidential and other employees are using it.
Continually evaluate the program in terms of stated objectives.
Most Common Work Place Problems
Alcoholism.
Drug Abuse.
Violence at Work.
Corporate Health Promotion: The Concept of “Wellness”
Employees with chronic diseases (Asthma, diabetes,…) are account for 60% of the typical employee’s total medical costs.
Nearly two thirds of US adults are overweight or obese and their medical experience is 42% higher than those with healthy weights.
Wellness Programs Disease Management
Disease management:
Is a combination of strategies developed to reduce the cost of chronic conditions that require significant changes in behavior.
Identify the conditions in its early stages.
Provide appropriate levels of care.
Deliver intensive follow-up to reinforce compliance.
Disease Management Health Promotion
Health Promotion is four step process:
Educating employees about health-risk factors.
Identifying the health-risk factors that each employee faces.
Helping employees eliminating or reducing these risks through healthier lifestyle or habits.
Helping employees maintain their new, healthier lifestyle through self monitoring and evaluation.
Thank You
6.30.pptx
MGMT 3010 – Managing People For A Competitive Advantage
Ulrich, Younger, Brockbank, & Ulrich, HR From the Outside In (2012).
Chapter 10: The Effective HR Department
Abdulla Alobaidli & Khalid ____?
June 29, 2014
Key Topics
Introduction: The role of HR professionals
What should HR departments focus on to improve business performance?
Who should the HR department deliver value to?
What should an HR department focus on?
How do you build an effective HR department?
How do you provide “good HR analytics”?
How can a HR department be a better role model?
How do you finalize HR department organization?
Conclusion: The making of a worthwhile HR department
By Abdulla & Khalid
Introduction: The Role of HR Professionals
In order to have a functioning HR department, the professionals working within it must be especially competent and have a certain level of understanding with business ethics (as discussed in Chapter 9).
HR professionals must have the ability to work strongly as a team as well as individually.
Chapter 10 describes in further detail what specific skills are needed—by the business, not the individual alone--to build a successful and functioning HR department (Ulrich et al. 227).
By Abdulla
What should HR departments focus on to improve business performance?
“High degree of autonomy” can increase opportunities, challenges, and group collaborations; authority should only be implemented when absolutely necessary
-Example: Prudential PLC (227-228)
No “one-size-fits-all” approach (228)
Divide staff work when doing group projects
“Service delivery”-helps departments to better anticipate change & account for global diversity
-Example: Accenture (228-229)
By Khalid
Who should the HR department deliver value to?
External Stakeholders:
Employees
Customers
Line Managers
Investors
Partners
Communities & Regulators
*Each stakeholder provides a different essential value to the company that helps to “shape the way HR works” (as shown in Figure 1.1, 231).
By Abdulla
What should an HR department focus on?
Accountability of managers and employees
Roles and responsibilities of individual HR groups
Business strategy
Training/development
External stakeholder activities and expectations
Overall impact
(233-237).
By Khalid
How do you build an effective HR department?
1. Create a HR business plan
Define content-stakeholders, business strategy, potential challenges
Articulate vision-set goals, who you are, what you want to accomplish, what you do
Specify outcomes-measurable, specific goals to reach
Make HR investments-analysis of “cost-benefit”, how you can reach outcomes
Create HR structure-divide work and responsibilities
Prepare action plan-more detail of structure, with deadlines, etc.
Ensure HR competencies-how to improve, current state of outcomes
By Abdulla
How do you finalize HR department organization?
1. Define organization design choices
Design choices: Centralized, Decentralized, Matrix, Outsourced
Different roles within each: service centers, centers of expertise, embedded, corporate, & outsourced.
2. Align HR with Business
Match HR structure with business structure; choose appropriate structure for your organization & their mission/goals
3. Clarify Responsibilities for each HR role
Create “engagement contract”-how HR roles will collaborate
By Khalid
How do you provide “good HR analytics”?
Use qualitative & quantitative data
“HR metrics”-shift from measuring activities to outcomes
It is essential for businesses and HR departments to be clear in their intent and outcomes for analytics to be effective
(246).
By Abdulla
How can a HR department be a better role model?
Avoid being a hypocrite-don’t break your own rules
6 competence domains:
Strategic positioner-emphasis on stakeholder connections
Credible activist-relationship building between staff, group collaboration
Capability builder-community/work environment
Change champion-improvements, implementing change
HR innovator and integrator-how new ideas complement old
Technology proponent-application of technology, research, information
(237-245).
By Khalid
Conclusion: The making of a worthwhile HR department
The making of a HR department is essential because it is more powerful together than one individual HR professional.
A special emphasis should be placed on the business structure and design because this will set the tone for the entire department and determine its ability to collaborate within the business.
Another essential part of creating a “worthwhile” HR department is ensuring that all of the roles know their specific objectives and how they work together to achieve them.
Value and focus should be placed on external stakeholders and their needs.
If this is accomplished, a successful HR department can be built.
By Abdulla
Question & Answer
1. What kind of value do communities and regulators bring to HR development?
-Reputational value; social responsibility, regulatory oversight,& cultural awareness (231).
2. What are the different types of external stakeholders?
-Line mangers, employees, partners, communities & regulators, investors, & customers (231).
3. What are some of the main focal points of an HR department?
-Interacting effectively, setting clear roles/responsibilities, structure organization, business strategy, collaboration, accountability, connecting with stakeholder expectations (234).
4. According to the text, what is the purpose of an HR department?
-To create a “workplace, not just a workforce.” HR departments, and not just individual employees, can help to build a more cohesive, understanding environment (236).
By Khalid
Question & Answer
5. What are the “four priorities for creating an effective HR department”?
-Create a business plan; finalize department organization; provide good HR analytics; be a role model (237).
6. What are the main differences between a centralized and decentralized organization design?
-Centralized is generally used for a “strong corporate office”; it has standardized rules, is very tightly organized with lots of corporate oversight. Decentralized is more loosely based, used for independent businesses. It can be customized to fit the needs of the business and allows for more autonomy (241-242).
7. What are service centers used for?
-”Routine, administrative, and standardized work”; deliver work to staff at a low cost (243).
8. Why would an HR department need different design models?
-Because it needs to match their outcomes and goals to the business in which they work. For example, larger organizations use matrix design model (a combination of both centralized & decentralized) because it allows for expansion and employees can take on several different roles. This would not be suitable for smaller businesses, because they would not have enough work or employees to fit the roles (241-242).
By Abdulla
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7.14.14.pptx
GM: Nonalignment & Frequent Conflict
Team 2:
Corey Wicks
Ahmed Aldhaheri
Abdulaziz Al Dossary
Dalal Alomair
Thomas Lee
Presentation Date: July 14, 2014
MGMT 3010
Summer 2014
Virg Setzer
General Motors (GM)
Leader in innovating and designing vehicles since 1908.
GM is one of the largest automobile manufacturers
Popular U.S sub-brands include: GMC, Chevrolet, Cadillac and GMC.
Increased international markets: Europe & South America (Vauxhall and Opel brands).
GM label, built from its lengthy history, popular vehicles, and loyal customers.
Newer CEO: Marry Barra
Speaker: Corey
GM: Problem
Speaker: Corey
Recently encountered a rather critical problem- massive 2014 recall on GM vehicles
Tarnished company’s image, profits and capital raising
IMPACT
June 2014 Recall-
2.6 million Chevy Cobalt vehicles (ignition switch defect)
Led to multiple crashes and injuries, 13 of which were fatal.
Reports indicate Cobalt recall should have been publicly reported in Spring 2014.
July 2014- GM increased total recalls to 8.2 million (5.6 million increase)
2014 Total Recalls (first seven months) - 29 million vehicles
IMPACT
Defect made key slip into accessories position while driving.
Shut vehicle off, the airbags, and power steering.
Nonalignment Problem: 2014 Recalls
Indicates possible communication problem among senior leadership. Charles Elson, head of the Weinberg Center for Corporate Governance at University of Delaware's business school mentions that:
Speaker: Corey
“The same culture that led to the (GM) bankruptcy led to these safety issues'' (Dublin)
Key indicator of a malfunction between different departments.
Identified Problem:
Non-alignment and frequent conflict among the Senior Leadership Team is causing problems between various functions of the company; employees view the company as having a stove pipe (silo) mentality and as a result various functions do not work effectively together.
http://abcnews.go.com/blogs/business/2014/07/gm-recalls-outnumber-six-years-of-sales/
Director of Operations, 1st Question Please
Silo Defined
Speaker: Corey
Organization collectivism:
Organization- collection of people that collaborate to form entire operational function.
Employees have a favorable specialization or skillset.
Seated according to specializations and qualifications: Marketing, Finance, Human Resources, Operations, etc.
Departments pool together collective resources and interests.
Silos Emerge:
Employees narrowly focus on their departments resources, activities, and people
Interact with employees in their departments more frequently than employees in other departments.
Interaction creates personal bonds among employees of same department.
IMPACT
GM Silo
Several different departments have to be in sync to create a quality vehicle.
Minimize manufacturing times, trim costs, maximize available resources, and realize profits.
Automotive companies (GM)-increased pressure for each department to meet performance requirements
GM employees are narrowly focused on their departments.
Ignition problem discovered at GM vehicle test drive in 2005.
GM engineering department didn't want to take a fall.
According to the LA Times,
“The report highlights a company that operated in silos," Barra said, "with a number of individuals seemingly looking for reasons not to act, instead of finding ways to protect our customers” (Hirsch).
GM’s functional areas not working effectively together
http://www.latimes.com/business/autos/la-fi-gm-firings-20140605-story.html
Signs and Causes of Silo Formation
The Objectives of other departments or groups may be in conflict with the objectives of those in the silo.
“GM Nod”- (term quoted from CEO) management nods in agreement to proposed objectives outside of their departments but then does nothing to implement them.
Meetings are schedules based on the schedules of the employees of specific departments and they focus on the groups specific objectives.
Employees working closely together and creating their own sub-cultures.
Speaker: Dalal
Speaker: Dalal
Signs and Causes of Silo Formation
Director of Marketing, 2nd Question Please
Consequences and Threats of Silos!
Silos are a barrier to company departments collaborating with each other.
In the GM case, departments are not in collaboration as recalls seem to be piling up.
Limited communication.
Managers are only loyal to their own department and employees.
Ignition switch problem in GM vehicles
highlights these points.
The company begins to function as a group of mini companies, not one company.
The sub-cultures created become a part of the company and people become tied to their silo.
Speaker: Dalal
Proposed Solutions for Existing Conflicts (1)
Speaker: Thomas
GM needs to develop a mission statement and make a public announcement
Development of a mission statement will help to align all departments and ensure they strive for a common goal
WHY?
Example of Mission Statement:
“Making the world’s best vehicles can only happen with the world’s greatest employees. We take great pride in our work, and take great care to deliver exceptional cars and a positive ownership experience to our customers around the world”
Director of Finance, 3rd Question Please
Mission Statement Cost
Approximate Projected Initial Cost: $114,000
Approximate Cost Breakdown
U.S. Legal Expenses: (Trademark, Patent, Copyright) = $6,000
Global Legal Expenses: (Trademark, Patent, Copyright) = $22,000
Global Removal Costs: (Remove existing statement from all GM facilities i.e. websites, dealerships, warehouses, operating plants) = $34,000
Global Implementation Costs: (Apply new mission statement to all GM facilities i.e. websites, dealerships, warehouses, operating plants) = $52,000
Speaker: Thomas
Speaker: Thomas
Proposed Solutions for Existing Conflicts (2)
GM needs to create an Awareness Committee
To ensure the whole company has a flow of information that is accurate and consistent
WHY?
Note:
There will not be two like departments unknowingly trying to solve a common issue
Reduces the information silo GM currently has by ensuring that all departments are aware of problems, issues, and opportunities the company may be currently facing
EFFECT
Awareness Committee Structure
Committee structure:
Executive Committee Chair Person- Oversee all operations and relay reports back to GM Department heads
Committee Director Person – Propose Committee Strategy, Oversee III and IV, relay reports to HR
9 Committee Clerks – Draft reports/ paperwork
GM Department Representatives (2 from each department)- collect department information for Clerks.
Other Committee components:
Devise constant communication bulletins for status updates to other departments
Take open suggestions from their departments and address project status, timelines, and development issues
Speaker: Ahmed
Director of Finance, 4th Question Please
Committee Cost
Approximate Projected Annual Committee Costs: $1,053,000
Approximate Annual Cost Breakdown:
Executive Committee Chair: $97,000
Director Salary: $62,000
9 Committee Clerks Salaries ($32,000 each): $288,000
10 GM Department Representatives Salaries: (41,000 each): $410,000
Office Expense: $110,000
Travel Expenses: $64,000
Legal Expenses: $22,000
Speaker: Ahmed
Proposed Solutions to Prevent Expected Future Conflicts
1. GM must remain consistent with their mission statement
Must also change their mission statement to align with changing cultural and industry changes. Doing so will ensure that their shareholders and stakeholders know they are taking a vested effort in their business practices
2. GM must utilize the Awareness Committee to the fullest!
Correct utilization will ensure that GM as a whole consistently strives towards common goals. Eliminates future creations of information silos that currently plague GM
Speaker: Thomas
Ways to Implement the Proposed Solutions
Speaker: Abdulaziz
What are the two of the main problems for GM?
No communicating.
Not taking the responsibility.
How to implement our solutions?
Publically announce a mission statement.
Common goals.
Improve the confidence in the Senior Leadership Team.
GM bankruptcy and losing stockholders.
Helping the company eliminate all their issues with information silos.
To involve all the departments in a common activity.
To be aware of all the problems.
Ways to Measure Performance & Sustainability of Proposed Solutions
Being able to measure the performance and the sustainability of the solutions that we have proposed is an equally significant factor.
After carefully defining the overall company objectives, we have come up with two solutions:
1- Improving the budget framework.
2- Incorporating the correct measures to break the silos.
We need to research them from the point of view of a "performance appraisal process on their performance relative to these broader organizational objectives". (Select Strategy)
Speaker: Abdulaziz
Director of Marketing, 5th Question Please
Ways to Measure Performance & Sustainability of Proposed Solutions
"Does the employee strive for a better performance?”
"Does the employee have the liberty to collaborate with more teams in the company?”
"Does the employee attend meetings with members outside his/her department?” (Select Strategy)
Speaker: Abdulaziz
These findings will be correlated with the answers to questions such as:
These qualitative questions will be combined with quantitative questions regarding the actual performance, skill and competency of employees
Director of Operations, 6th Question Please
How Our Approach Differs
Making communication between all departments a priority
Transparency is the key to solving trust issues
Awareness committees staffed with employees from all departments increases interdepartmental activation and buy-in
Traditional approach is without vision for the future of the company
Speaker: Ahmed
Conclusion Remarks
Communicating openly and for the purpose of the betterment of all operations will be the key to destroying the silo structures that plague the company.
Speaker: Ahmed
Stakeholder reassurance of company ability
Vastly improved public image
New ideas and advancement shared company wide
Department Staff and Executive Directors, Any Questions?
Speaker: Ahmed
Works Cited
"About GM: Our Company." . General Motors, n.d. Web. 7 July 2014.
< http://www.gm.com/company/aboutGM/our_company.html>.
"Beating silos into shape." . N.p., n.d. Web. 7 July 2014.
"Breaking Down Silos." . Forbes, 3 May 2011. Web. 7 July 2014.
< http://www.forbes.com/sites/johnkotter/2011/05/03/breaking-down-silos/>.
"Breaking Down Silos or Stovepipes in Organizations ." . Select Strategy Inc, n.d. Web. 7 July
Brent, Gleeson, and Megan Rozo. "The Silo Mentality: How To Break Down The Barriers." .
Forbes, 2 Oct. 2013. Web. 7 July 2014. < http://www.forbes.com/sites/brentgleeson/2013/10/02/the-silo-mentality-how-to-break-down-the-barriers/>.
Cascio, Wayne. Managing Human Resources: Productivity, Quality of Work Life, Profits. :
McGraw-Hill/Irwin, . Print.
Eisenstein, Paul. "Nearly Every GM Model Touched by Recalls This Year." . NBC News, 30
June 2014. Web. 7 July 2014. < http://www.nbcnews.com/storyline/gm-recall/total-recall-gm-pushes-2014-auto-recalls-record-territory-n144716>.
Fletcher, Michael. "GM CEO: 15 fired over ignition switch recalls; probe shows pattern of
failures, no coverup." . The Washington Post, 5 June 2014. Web. 7 July 2014. < http://www.washingtonpost.com/business/economy/gm-ceo-15-fired-over-ignition-switch-recalls-probe-shows-pattern-of-failures-no-coverup/2014/06/05/2dc575bc-ecb8-11e3-9f5c-9075d5508f0a_story.html>.
Works Cited (Continued)
Foroohar, Rana. "We’ve All Got GM Problems." . N.p., 12 June 2014. Web. 7 July 2014.
< http://time.com/2863214/weve-all-got-gm-problems/>.
Isidore, Chris. "GM bankruptcy: End of an era." . CNN, 2 June 2009. Web. 8 July 2014.
< http://money.cnn.com/2009/06/01/news/companies/gm_bankruptcy/>.
Kuppler, Tim. "The GM Culture Crisis: what leaders must learn from this culture case study."
N.p., 8 June 2014. Web. 7 July 2014. < http://switchandshift.com/the-gm-culture-crisis>.
Lublin, Joann. "Experts Say Fixing GM's Flawed Culture Is Barra's Main Task." . The Wall
Street Journal, 5 June 2014. Web. 7 July 2014. < http://online.wsj.com/articles/experts-say-fixing-gms-flawed-culture-is-barras-main-task-1402003954>.
"Mission statement of General Motors." . N.p., 3 Sept. 2013. Web. 7 July 2014.
< http://www.strategicmanagementinsight.com/mission-statements/general-motors-mission-statement.html>.
Toyota Motor Corporation "Children's -Question Room-." . N.p., n.d. Web. 6 July 2014.
< http://www.toyota.co.jp/en/kids/faq/d/01/04/>.
Upton, Art. "Silo mentality and problem solving in higher education institutions." . N.p., 30 Aug.
2010. Web. 7 July 2014. < http://bcdwp.web.tamhsc.edu/webmaster/2010/08/30/silo-mentality-and-problem-solving-in-higher-education-institutions/>.
"Workplace Conflict and How Businesses Can Harness It To Thrive." . CPP, 1 July 2008. Web. 7
July 2014. < https://www.cpp.com/pdfs/CPP_Global_Human_Capital_Report_Workplace_Conflict.pdf>.
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7.14.pptx
HOW TO KEEP YOUR EMPLOYEES AROUND!!!
Team 4
Muaded Alameri, Khaled Alameri, Abdulla Al Obaidli, Hamad Al Jofairi and Elyas Abdulla
Challenge
“Most people work just hard enough not to get fired and get paid just enough money not to quit.”
Disengagement
High turnover costs
Talent Management Plan
Our Talent Management Plan aims to reduce employee engagement
Our initial survey of our employees revealed a number of issues that the Talent Management Plan is set to address.
Our Talent Management Plan has four sections:
Remuneration
Growth Opportunities
Coaching
Workplace not as Expected
Front-line Management
Remuneration
Competitive Salary
Know our ‘Poach Rate’
Stock Options
Other motivaters????
https://www.youtube.com/watch?v=_GiuysFb-iY
Growth Opportunities
Provide information on career paths and competency requirements
Provide Career Self-Management and Assessment Tools
Assess the training needs of employees as part of the company appraisal system
Coaching
Coaching and Feedback are Essential
Building Open and Trusting Relationships
Manager Training
Workplace Not as Expected
Behavioral approach to interviewing
Entrance Interviews
Basis and Rationale
Exit Interviews
Satisfaction Questionnaires
Latest Resources in Human Resources
Difference of Approach
Instead of being HR led this will be front-line management led
Managers will ‘own the plan’
Buy-In from Stakeholders
Principal stakeholders are managers and employees
Buy-in will have a 3 pronged approach:
Training
Goals
Bonuses
Results
Two ways of measuring the results of the Talent Management Plan
Measuring the change in employee turnover
Measuring employee satisfaction levels from the annual employee satisfaction questionnaire
Sustainability
Current position not sustainable
Talent Management will be adapted as necessary
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7.16.14.pptx
Employment Discrimination
Group 6
Faisal alsadoun , salem alreyami, Tyler gottfried, Ibrahim Alamadi ,Abdulla Almuhandi
Case
Very poor managed separations resulting on multiple discrimination charges and law suits , the frequency of involuntary separations seem to be excessive and leaders and managers are I’ll equipped to manage separations effectively
Impact of discrimination in a Co.
decline in the performance of the organization
Increases Employee Turnover
Decreases Production
Proposal
Implementing polices that solve discrimination
Positive steps should be taken to facilitate equality and justice in the organization.
Thorough investigations should be conducted to identify those involved
Execution cont’d
all the parties should be involved in creating the policies.
Build trust between employees
The outcome of the new proposed policy will be measured on the grounds of the company's performance
Execution phase
Reinforce the Civil Rights Act of 1964 and
•the Civil Rights Act of 1991
Eliminate the act of discrimination
Conclusion
The rules recently implemented will serve as guidelines in the organization
Problems should be addressed in time to achieve positive outcomes
Comments/Questions ?
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7.16.pptx
The topic that has posed many concerns as to how we as an organization can ensure sustainable success within our company is the aging nature of our senior leadership employees, mostly comprised of the “baby boomer” generation. Will we be able to minimize the loss of knowledge and skill gaps, as well as establish a comprehensive plan for hiring replacements? Can we institute a training program that will ensure our company’s future success? The current challenges our company faces with topic are broad and very time sensitive. We must create a timeline for this transition, establishing employees to fill critical jobs, and ensuring that our customers receive uninterrupted, high-quality service.
Over the next three years our organization is anticipating a large number of long time employees, baby boomers, to be retiring. This topic has raised many concerns as to how we as an organization can ensure sustainability and will be able to minimize lost knowledge and skill gaps as well as establishing a plan for hiring replacements and the training that will be included to ensure its success.
Currently, there has not been a succession plan in place to handle the retirement of senior management, let alone the large number of baby boomers that we are anticipating to retire within the next three years. As the baby boomer generation prepares to leave the organization, our goal is to take the necessary steps to ensure a smooth transition with minimal disruption in operations.
o The impact the current situation has on the business o How the issue is currently being managed o What value our proposed approach will have for the business
Preparing for the Workforce Shortage
Identify “critical talent”
Keep employees happy
Adapt to different work styles
The first key factor is finding potential leaders with critical talent. As senior management nears closer to retirement it is imperative that our future leaders will define the skill set needed that is critical to the overall business strategy of the company
When our baby boomers exit for retirement and their successors take their place, they too will also need successors under them and so on and so forth. When the new employees join the company, we feel its best to create an environment where they can grow within the company and that their needs are met with the organization (within reason) and as a result they want to commit to the company. This provides stability and overtime they will take the place of top executives above them as their successors
How will you implement your proposed solutions in a manner that gains buy-in from all key stakeholders?
The following charts illustrate the differences between the Baby Boomers, Generation Xers and Millennials so management and human resources will be able to offer the newer employees incentives, and help them to transition into more challenging roles in the company hierarchy. One way that the chart assists us is by showing how a Generation X employee is going to respond to job conditions, and tailor the job offer to meet those expectations as much as possible
Regular reviews and opportunities to share their opinions, have any complaints resolved and related HR processes Frequent performance-based reviews and promotions, and have a fast-track system in place Offer incentives specific to our company, such as free flights or paid timeshare vacation packages to keep job satisfaction high
Our mentorship program of senior associates working hands-on with our upcoming leaders will ensure a smooth transfer of organization-specific knowledge.
By continually gauging our resources we will be able to identify new needs for our specific/individual employee needs, human resource levels for new leadership acquisition, and overall business operations. We will be continually growing our talented associates into future leaders, which will continually grow our business altogether.
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7.21.14.pdf
Team 9 Ineffective Conflict Management
Ahmad Al Marri, Mohammed Alabbad, Hamad Alhajeri, Fares Almanea,
Hamad Alsalman, Abdulmajeed Nadeem
July 21, 2014
MGMT 3010 – Managing People For A Competitive Advantage
INTRODUCTION
By Mohammed Alabbad
1. Different approaches may be taken for different situations.
2. Dealing ineffectively with conflict situations may lead to:
a. Harm your subordinates. b. Harm your whole company. c. Raise the employees’ turn over. d. Being disrespectful towards your employees.
Our case is about a senior leader that often “Yell” at lower level managers and employees. However, that senior leader really dislikes that approach in solving conflict situations, but he/she doesn’t know how to effectively deal with that. In addition, none of the employees is liking that approach and also they don’t know how to solve it.
INTRODUCTION
By Mohammed Alabbad
Outline: 1. Introduction 2. Our Solutions 3. Our Basis and Rationale for the Solutions 4. Our Implementation Plan 5. Our Measure and Sustainability 6. Conclusion
INTRODUCTION
By Mohammed Alabbad
SOLUTION
Identify The Problem
First step:
• Senior leaders and managers participate in conflict resolution training.
By Hamad Alsalman
Identify The Problem
Second step: • Apply their training in conflict situations.
By Hamad Alsalman
SOLUTION
Create a company culture
• Employees’ opinions are valued
•The current approach of yelling at employees should not be tolerated
By Hamad Alsalman
SOLUTION
WHY TRAINING?
● Retaining Senior Leaders.
● Rebuilding Employees Trust.
By Fares
THE NEW APPROACH
“20% of employee turnover is caused by job stress and unfair treatment” (Powell, 2012).
The New Approach Will Focus On:
1. Maintaining a Healthy Work Environment.
2. Embracing Conflict.
By Fares
SUCCESSFUL IMPLEMENTATION To ensure that all stakeholders buy-in, the first step would be to identify who the key stakeholders are?
● Stakeholders refer to any persons
By Hamad Alhajeri
Finding as much information about them as possible
● The more information we have about them the better.
● Knowing the history between the two teams.
By Hamad Alhajeri
SUCCESSFUL IMPLEMENTATION
Stakeholder Participation
● Approach them and invite them to a meeting.
● Showing positive evidence.
By Hamad Alhajeri
SUCCESSFUL IMPLEMENTATION
Giving stakeholders plenty of time to buy-in
● Never rush them
● Receive timely and accurate information
By Hamad Alhajeri
SUCCESSFUL IMPLEMENTATION
The project team should present the plan in a manner that is clear for all the stakeholders
● Avoid confusion among the key stakeholders
● Involve leaders and management staff in conflict resolution training
By Ahmad Al Marri
SUCCESSFUL IMPLEMENTATION
The current system is quite ineffective because it involves a lot of yelling and screaming at employees, causing them to feel uneasy and uncomfortable. ● Necessary to hold a meeting between Human
Resources and employees ● Necessary to implement the solution in different stages
1. Conflict resolution 2. Cet time limits on all the plans presented
By Ahmad Al Marri
SUCCESSFUL IMPLEMENTATION
Team should identify and manage risks discovered jointly with the key stakeholders
● Involving other key stakeholders in this process/stage helps to identify practical and effective solutions to deal with the risks and issues successfully
● Necessary to enlist stakeholders commitment By Ahmad Al Marri
SUCCESSFUL IMPLEMENTATION
The project team should also apply organizational change management to ensure successful transformation of the business
● Determine the impact that the proposed change
● Ensure to anchor the business value firmly
By Ahmad Al Marri
SUCCESSFUL IMPLEMENTATION
MEASUREMENT and SUSTAINABILITY
How will you measure the results of your proposed approach?
● Training ● Assessments.
* How it will work
● Conflict Ideas Between Employees. * Monthly meeting, to choose the most effective one
By Abdulmajeed
How will you assure sustainability of your proposed approach?
● Annual Training * Annual training based on assessment results
* Refresh earlier learning skills as well as learn new ways to handle the conflict
MEASUREMENT and SUSTAINABILITY
By Abdulmajeed
THE END!
QUESTIONS?
7.21.pptx
MGMT 3010
Managing People For A Competitive Advantage
CHALLENGE
MICROMANAGEMENT
Negative impact on:
Employee morale
Retention
Productivity
SOLUTION
PERFORMANCE MANAGEMENT TRAINING
Instill best performance management practices
Enhance organizational performance
Encourage skills and competencies
DEFINING PERFORANCE
FACILITATING PERFORMANCE
ENCOURAGING PERFORMANCE
BASIS AND RATIONALE
Sound social science principles
Supported by evidence
Proven benefits
DIFFERENCE IN APPROACH
Ad-Hoc Management Style
Structured Approach to Performance Management
GAINING BUY-IN
GOALS
BONUSES
RESULTS
Metrics include:
Employee Morale
Retention
Productivity
SUSTAINABILITY
Training to all managers
Inductions
Feedback