MHR Final Class Notes Benefits Overview o Add about 40 to payroll costs o Nature of benefits in US have Change SIGNIFICANTLY in past 25 years Legal Requirements o Social Security Unemployment compensation worker s compensation FMLA Family and Medical Leave Act o Voluntary Benefits health insurance HMO PPO COBRA Retirement Benefits o Defined Benefits Plans o Defined Contribution Plans IRAs Roth IRAs 401K Other Types Vacation Military Travel insurance Spending accounts Things to consider o The cost to you of a benefit package o Difference between passive and active enrollment o Becoming more important because of rising costs and need to keep them competitive o Their approach to benefits reflects the organizational behavior o the process of providing direction and influencing individuals or groups to achieve Leadership Focus on Future Change and adaptation Strategy Conceptual Innovative and Inspiring Where tracks should be Trends Leadership Basics goals Leadership v Management o Management Focus on Current Stability and Efficiency Planning Org Informing Train on Time Behavioral Theories o Managerial Grid o Situational Theories o o Path Goal Theory Directive Leadership Upward Influencing Leadership Supportive Leadership Achievement oriented Leadership Participative leadership Other views o Laissez Faire Not assuming responsibilities NOT a way to lead o Transactional set clear roles and give rewards for performance o Transformational A compliment to transactional they are strong charismatic leaders to push communication of goals of organization Charismatic leaders Self confident vision real talk sensitive to enviroment Leadership Excellence and Developing Strengths o Kouzes and Posner s Leadership Practices Challenging the process Search out challenging opportunities and experiment Inspiring a Shared Vision Envision uplifting future enlist others by appealing Enabling Others to Act Foster collaboration and trust Strengthen people by development and empowerment Modeling the Way Model value driven behavior Achieve small wins Encouraging the Heart Recognize individual contributions and celebrate team accomplishments o Lincoln on Leadership People network Character honesty take criticism Endeavor lead by being led encourage innovation Communication master the art of public speaking o Why CEO s Fail Arrogance Melodrama Volatility Excessive Caution Habitual Distrust Aloofness Mischievousness Eccentricity Passive Resistance Perfectionism Eagerness to Please A Model of Leadership Excellence o Zenger and Folkman s Compentency Model 5 Primary Dimensions Character Personal Capability Focus on Results Interpersonal Skills Ability to Lead Organizational Change o 3 P s of Effective business Leaders Passion Performance Principle o Leadership Excellence starts with the DECISION to be a great leader with an EXPLICIT COMMITMENT to greatness Commitment Introspection Self candor willingness to improve time dissatisfaction with good Great leaders have 3 strengths not categorized by absence of weakness but the presence of recognized strengths Passion v Competencies o Competencies Your skills or expertise Can be developed things you re good at Passion Reflect your values and personality Stable over Time Things You Love to do o Find sweet spot of Passion Competencies and Organizational needs o a technical procedure that defines duties and accountabilities as well as KSA knowledge skills and abilities needed to perform the job successfully o Done with observation interview questionnaire etc Human Resource Planning Job Analysis Forecasting and Labor Issues o Determining Labor Demand Derived Externally o Determining Labor Supply Internal Movements o Determine Labor Surplus or Shortage and the appropriate actions to take proactively Ways to reduce and Expected Labor Surplus Option Speed Downsizing Fast Pay reductions Fast Fast Demotions Fast Transfers Fast Work Sharing Hiring Freeze Slow Natural Attrition Slow Early Retirement Slow Slow Retraining Negative Impact High High High Moderate Moderate Low Low Low Low Option Ways to Reduce Expected Labor SHORTAGE Overtime Temps Outsourcing Retrained Speed Fast Fast Fast Slow Ability to Change Later High High High High Slow Slow Slow HRP Human Resource Planning a strategic process to address their ability to meet their Reduce TO New Hire Tech Inn Moderate Low Low strategic goals and objectives o Systematic assessment o Links current human resource capabilities with business strategies and plans o Provides ongoing discussion and tracking of development for growth o 3 Elements 1 Individual Development Planning IDP between manager and employee 2 Talent Review manager review his talent with 2nd level supervisor 3 HRP presentations info used for action planning forecasting etc o 3 Ground Rules Confidentiality Candid and Open Discussion Differing Views Encouraged o 3 Rating Categories Competencies role model proficient needs improvement Performance exceptional meets expectations significantly below expectations Potential immediately promotable well placed manage out Employee Training and Development Development o Helps company and individuals grow o 1 Evaluate current effectiveness and contribution o 2 Identify areas of strength and weakness o 3 Determine best mix of development actions o 4 Execute development plans and actions o Approaches 3 need to invert the typical pyramid Formal Programs 70 needs to be 10 working with others 20 20 on the job experimental from 10 to 70 Training Basics Training Current Tactical Development Future Strategic High Focus T S Use Work Exp Low Goal Perception Success Now Success now and future Required Voluntary o Important terms P A x M x O Issues concepts vehicles Coaching and Mentoring Experimental Development Performance Management Separating and Retaining Employees Organization Structure Development and Change
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