HRM Continuation Cheat Sheet

Increased respon­sib­ility for many HR areas in relation to managing their staff

Unfort­una­tely, some organi­zations do not always see the necessity for perfor­mance management or consider that it is not a key aspect of their job.

Line managers need to:

Understand the relevance of perfor­mance management to the perfor­mance of their team and that it can make a difference in meeting their targets and improving their team perfor­mance.
Ensure that the people or teams they manage
Know and understand what is expected of them
Have the skills necessary to deliver on expect­ations
Are supported by the organi­zation to develop the capacity to meet expect­ations
Are given feedback on perfor­mance
Can discuss and contribute to individual and team aims and objectives

A process which

Contri­butes to the effective management of indivi­duals and teams in order to achieve high levels of organi­sat­ional perfor­mance

Establ­ishes shared unders­tanding about what is to be achieved and an approach to leading and developing people which will ensure it is achieved

Programs set up by a company to reward perfor­mance and motiva­te ­emp­loy­ees on individual and/or group levels

A review and restru­cturing of the reward system might enable an organi­sation to attract and retain an effective workforce

Examine pay levels and the attrac­tiv­eness of their benefits packages and terms and condit­ions:
What is the compet­ition doing?
Linking both financial and non-mo­netary rewards to the achiev­ement of corporate goals

a recrui­tment approach where you write your name and phone number down on a list as a candidate, and if there is a vacancy, you can start immedi­ately without showing your resume or without an interview.

DISC looks at behavi­oural styles and prefer­ences at work, and modifi­cations to suit the needs of current job situation.

Dominance: relating to control, power and assert­iveness
Influence: relating to social situations and commun­ication
Steadi­ness: relating to patience, persis­tence, and though­tfu­lness
Compli­ance: relating to structure and organi­zation

There are no “good” or “bad” person­ality profile styles
Each style possesses strengths and limita­tions
A company needs to find the best “fit” for the job
DISC is a part of the selection kit- not the deciding factor!
Everyone has a mix of different styles
People can adapt their styles depending on certain situations

Create win-win situation between organi­sation and employees

Connect strategy of an organi­sation and its goals with motiva­tion, action, behaviour, develo­pment of employees

Instrument to:

Guide
Develop
Commun­icate
Motivate

Descri­ption of role and respon­sib­ilities
Department
Introduce organi­zation
Requir­ements
Procedure

-> attractive
-> realistic job preview

Ability tests: right and wrong answers
Person­ality tests: no right or wrong. Aim: to describe aspects of a person­'s character that remain stable throughout that person­'s lifetime, the indivi­dua­l's character pattern of behavior, thoughts, and feelings
Test results will largely remain the same over time
You cannot cheat
Often self- assess­ments statem­ents: least and most applicable statem­ents, with current work situation in mind

What can a company use these tests for?

Recrui­tment:
Fit with team and job
Preferred way of working

Perfor­mance Manage­ment:
Help explain poor perfor­mance
Avert problems before they happen

Career planning: approp­riate direction

Customer Satisf­action: shift from technology and product focused company to emphasis on customers

Employee commitment and alignment: how well do the employees understand the company’s strategy and if they are asked to deliver results that are consistent with that strategy.

Market share: for sales growth and to attract and retain software developers

Shareh­older value: not a driver of perfor­mance! Impact of activities for valuation and evaluate new business ventures.

Well- prepared interview questions- STAR method
Excel tests, typing tests, IQ tests, business case, assign­ments
Reference checks
Person­ality profiling

Well- prepared interview questi­ons­-> Situation Task Action Result
Depends on the position versus general questions for all positions (check cultural fit)

How to check cultural fit

“In what type of work enviro­nment are you most productive and happy?”
“How would past co-workers best describe your work style?”
“What management style motivates you to do your best work?”
“When working with a team, what role are you most likely to play?”

The ability to solve problems creatively or bring new possib­ilities to life
Critical thinking
Commun­ication
Collab­oration
Intrinsic Motivation (curious, persis­tent, and willing to take risks)

Internal traini­ngs­/wo­rkshops -> corporate univer­sities
Learning by doing-> informal learning in work situation
Group trainings intern­al/­ext­ernal
Individual coaching
Mentoring (learn from each other/­older person)
Learn through networking
Learn on the job by innova­tions and projects
Formal learning on the job
E-learning -> Goodha­bitz, MOOC
Etc.