LHRD 3071 Final Exam

Reasons for change

-new leadership

-corrosive behavior

-unplanned change

-planned change

Myths of managing change

-fear and confusion are not sustainable motivators

-people act on their feelings, not facts

Challenges of change

-gaining buy-in

-patient, empathetic, consistent communication

-resistance is natural

-change requires time

Why should you figure out the reasoning behind another's POV?

you exhibit emotional intelligence allowing you to give grace and assume positive intent

Why is transition the most challenging stage of change?

it disrupts comfort and creates uncertainty

What might employees do during the transition stage of change?

fear for their jobs and revert to old ways, especially if the info they have is incomplete

What must feedback be?

-specific

-timely

-accountable

-supportive

Why must feedback be specific?

gives employees a clear idea of what they need to improve

Why must feedback be timely?

the value of the message depreciates if not delivered at the right time

Why must feedback be accountable and supportive?

it must be actionable and teachable

ADKAR Change Model

1. awareness

2. desire

3. knowledge

4. ability

5. reinforcement

Five Dysfunctions of a Team

1. absence of trust

2. fear of conflict

3. lack of commitment

4. avoidance of accountability

5. inattention to results

Dysfunction 1: Absence of Trust

team members engage in defensive behaviors, guard info, and hesitate to ask for help or offer assistance bc they are unwilling to be vulnerable with one another

Dysfunction 2: Fear of Conflict

the incapability of engaging in open, passionate debate about important issues often leading to suppressed opinions, unresolved issues, and stalemate

Dysfunction 3: Lack of Commitment

an environment where ambiguity prevails makes it difficult for members to fully commit or identify with an issue

Dsyfunction 4: Avoidance of Accountability

a healthy sharing of accountability fueled by clarity; the measuring of progress, definition of standards, and task responsibilities

Dysfunction 5: Inattention to Results

when every member prioritizes collective goals over individual agendas undermining collaboration and stalling progress

How does leading change affect leaders?

it is a heavy load; it can feel isolating, stressful, urgent, and panicked

Stress vs. Panic

stress is knowing what to do but a lot to get done; panic is not knowing what to do and a lot to get done

Kotter's 8-Step Change Model

1. urgency

2. coalition

3. vision

4. volunteer army

5. removing barriers

6. easy wins

7. pace

8. change

External conflict

what outside sources are impacting the organization/dilemma

Internal context

what inside sources are impacting the organization/dilemma

What are presenting problems often masked by?

training and not addressing systemic perpetuation--the root issue

Desired Change State

what success looks like after improvement; the desired future condition

Association for Talent Development study

found the more money spent on training positively correlated with economic performance

What should a needs assessment aim to do?

-determine if training is necessary

-employee reasoning

What must you compare to determine the best approach for training?

cost vs. effectiveness

Organizational Analysis

evaluates current or projected organizational performance gaps

Potential sources of training needs

-regular management reports

-feedback documentation

Job-task Analysis

examines the knowledge, skills, and attitudes in totality as they relate to performing a specific job

Individual Job-task Analysis

examines the knowledge, skills, and attitudes of a SINGULAR EMPLOYEE in totality as they relate to performing a specific job

What is a list of job tasks evaluated by?

frequency, difficulty, and importance

Deficiency of Knowledge

when employees don't know how

Deficiency of Execution

difference between the "must do" and the "is doing"

Deficiency of Practice

employees know how to do the job, but they have little practice that they cannot maintain a satisfactory level of performance

Is Deficiency of Execution solvable by training?

no because everyone has natural limitations

Criteria for prioritizing training needs

-cost effectiveness

-legal requirements

-executive pressure

-population to be served

Why does the C-Suite have to be on board with training?

because they dictate the feasibility of implementation

ADDIE Model

analysis

design

development

implementation

evaluation

What type of training is the most expensive and dually the most cost effective?

face-to-face instructor-led classroom training

Cost of Performance

computing the cost of the solution and development costs

Solutions to training needs

-existing programs

-self-study programs

-special assignments

-coaching/mentoring

-networking

Management

the ability to get things done through others

Performance Management

managing the efficacy of all you oversee

What do more frequent performance reviews accrue?

-prevents problematic behavior

-kills the virus of bad behavior

-guides employees and makes them appreciative

What must employee performance be supported by?

-right skills + resources

-firm operation knowledge

-measurable metrics

Why do top performers need feedback?

to stay engaged, focused, and motivated

How do you manage employee peformance?

-set clear expectations

-frequent communication

-train managers

-discipline promptly

-consistency in application of company policies

-empower employees thru input on their goals and objectives

What is job satisfaction in correlation with?

the complexity, performance, and relationships of a job

Affective Commitment

AFFECTION for your job and elicits a strong identity with your organization

Normative Commitment

when an employee feels a sense of obligation because they think it's the right thing to do

Continuance Commitment

the employee may feel they need to stay with the company because the loss by leaving is greater than the benefit

What should employee assessments focus on?

behaviors and results, NOT personal traits or characteristics

Objective Assessment

uses results or impartial performance outcomes

Subjective Assessment

involves human judgments of performance

Halo Effect

judging all behavior on the basis of a single trait

How do you combat the Halo Effect?

use multiple raters

Lenience or Severity

consistently rating employees as all high or all low performers

How do you combat Lenience or Severity?

use multiple raters

Central Tendency

consistently rating all employees as average

How do you combat Central Tendency?

comparative assessment techniques

Recency or Primary

evaluation on most recent performance only

How do you combat Recency or Primary?

use broad documentation

Why is termination not always the answer?

sometimes reassignment to old positions or different posts may be ideal

What must a manager do to prevent shocking an employee with termination?

regularly provide feedback and documentation

How do you deal with the problem employee?

1. diagnose the problem

2. hold a performance improvement discussion

3. train employees, when appropriate

4. if repetitive feedback and correction fails, termination

How do you manage the star employee?

-be careful to not burn them out

-provide stretch assignments

Stretch Assignments

projects given that an employee is capable of completing but is challenging and will stretch their capacities

What is the upside and downside of adult learning?

adults are anchored by plentiful experience, though their minds are less elastic and theory is less likely to be absorbed

What must training be for adults?

quickly and relevantly applicable

How will adults behave in their learning journey?

as a partner in a participative experience

Dr. Malcolm Knowles

the father of Adult Education and Androgogy; Harvard Univ. + Univ. of Chicago

Knowles' Five Assumptions

1. self-concept

2. experience

3. readiness to learn

4. orientation to learning

5. motivation to learn

Self-Concept

maturation brings the movement from being a dependent personality to being a self-directed human

Experience

accumulation of a growing reservoir of experience that acts as a resource for learning

Readiness to Learn

if the person is ready and willing to learn

Orientation to Learning

perspective changes from postponed application to immediacy of application

Motivation to Learn

as a person matures the motivation to learn is internal which is critical for longevity

Knowles' Four Principles

1. adults need to be involved in the planning + evaluation

2. experience as the basis

3. subjects that have immediate relevance

4. problem-centered training

Socratic Dialogue

argument using the question-and-answer method employed by Socrates

Case study

descriptive research approach to obtain an in-depth analysis of a person or group

Discussion

action of talking about something

Action Learning

small group working on real problems, taking action, and learning successful strategies to pressing problems