Exam 5: People Alignment

__________is a process in which top executives regularly review all managers at or above a certain hierarchical level, looking at both performance and potential, and devise developmental plans for their most promising individuals.

A selection tool that uses role plays and behavior demonstrations is called a:

A _________test is self-administered and quantifiable, used in selection.

In order to ensure that top management supports strategic renewal:

___________is the failure of newly learned behaviors to transfer to on-the-job experiences.

"Buying" involves injecting the organization with new employees who possess the desired set of competencies.

In behaviorally anchored interviews, applicants are asked to demonstrate job behaviors.

The second component of the change effort and training programs is a knowledge component: an awareness of the forces demanding strategic renewal and change and the options available to the organization in response to those forces.

Engagement, explanation and expectation clarity are 3 factors that contribute to:

New behaviors acquired during experiential training will fade out unless the work environment to which participants return supports new behaviors and participants understand and accept the fact that outstanding performance will require those behaviors.

Training can, under the right circumstances, help employees gain new behavioral competencies.

The biggest advantages of formal appraisal are validity and accuracy.

Scenario-Based Questions You are the new CEO of a major HR firm, offering specialized HR services to organizations wishing to outsource all or part of their HR functions. In the past, the firm has been structured into several divisions, including Compensation, Recruitment, Training and Development, and Legal Services. As part of Step 1, Organization Redesign, you have successfully piloted cross-functional teams and a new focus on customer service which you are now rolling out as the new strategic directive for the entire firm. In order to make sure that the change succeeds, you are now focusing on the newly identified skills and competencies and you want to make sure that they exist across all groups, department and functions. -As much as you are committed to developing your existing employees, several key people have left the organization because they did not agree with the changes and some others had to be let go because of serious performance challenges. The best way to ensure that the removal part of the process goes well is:

To be part of a change effort, training programs need to contain two components:

Person-task fit refers to:

Scenario-Based Questions You are the new CEO of a major HR firm, offering specialized HR services to organizations wishing to outsource all or part of their HR functions. In the past, the firm has been structured into several divisions, including Compensation, Recruitment, Training and Development, and Legal Services. As part of Step 1, Organization Redesign, you have successfully piloted cross-functional teams and a new focus on customer service which you are now rolling out as the new strategic directive for the entire firm. In order to make sure that the change succeeds, you are now focusing on the newly identified skills and competencies and you want to make sure that they exist across all groups, department and functions. -Training and development is a key component of your strategic change process. Because your budget is limited, you want to cut one or more of the following training components. Which one would you cut?

__________refers to an awareness of the forces demanding strategic renewal and change and the options available to the organization in response to those forces.

The statement of "explicit lateral movements replace rapid upward functional mobility with a far broader set of experiences" refers to which practices for developing executives capable of adaptation and leading change?

When supervisors seek to clone themselves, the effect is damaging for the employees, not for the organization.

The desired goal of the performance feedback process is alignment between the future needs of the organization and the desires and motivations of employees.