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11 Cards in this Set
- Front
- Back
- 3rd side (hint)
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Human Capital Advantage (Wright '94)
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Individual's knowledge, skills and abilities are a competitive advantage. They are Valuable, Rare, Can't be imitated, nor can HR be substituted
”Different HR may be required for these different groups, with greater investment required for those who create sustained competitive advantage” (textbook, Chapter 6, 6.3.1.) |
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Gilt Group's A Players
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REFERENCE CHECK
”Ask the CEO if he or she spends more time on recruiting and managing people than on any other activity. For me, the answer has always been yes” |
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New Game for C Players (Handfield & Michaels)
Iron Hand in a Velvet Glove C refers not to the person but the individual’s performance. |
High performing companies are 33% more likely to take deliberate action [against C players]
Reasons not to action: emotional, ideological, legal True cost of: de-motivate A/B, take position of an A/B |
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Young & Clueless (Bunker)
When the suck up gets promoted.. |
Lack Emotional Maturity to handle situations
Early promotion robs them of valuable experience: how to win support, crisis, negotiate, thick skin Go up/over, don't promote vertically |
Lundbeck vet (Teddy) says "take the lateral movement!"
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ARTICLE Identifying & Developing Capable Leaders (Christensen)
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Right stuff is wrong. Employees are not Russian Dolls (innate talent)
Look for learning-related traits (taking risks, asking for feedback) When hiring, either Make or Buy the right talent. Learn. Reflect. Adjust |
Do a reference check! (Gilt Group)
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3 Questions for filling a role
(Identifying & Developing Capable Leaders (Christensen)) |
1. Challenges in the new assignment
2. What experience/learning does the candidate need, to address these challenges 3. Candidate's past experience encountering a similar problem? |
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Descriptive vs. Normative learning (triangles)
(Identifying & Developing Capable Leaders (Christensen)) |
Normative theory means people consider the circumstances of prior situation when applying to new one
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CASE Mark Pitts
3 Interview types |
Looking good on paper -- dig out specific stories and attitudes behind experiences, don't just look for the Right Stuff
Consider the value of this role (for Mark, he'll be creating a team of "like minded people") Have multiple interviews with multiple styles of interviewing. (based on their Ratings Errors) Behavior based: concrete examples, was proof he "could" Dr. Pierre (psych): indicated how he'd react in situations, and type of leader he would be Pre Selection Interview: forward looking, explored his vision |
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Ratings Errors
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interview biases:
attractiveness vs. other applicants Misleading interviews "what i want to hear" |
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Recruiting the right people
Define, Attract, Fit... |
Define the job & ideal candidate
Attract and measure good applicants, personality and performance tests, references, interviews Selection decision & evaluation: fit across job, team, org, environment |
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SPEAKER Lundbeck
Talent mgmt in changing times |
- Identified top talent through HR Wheel (continuous, consistent, different "programs" / options based on your role & level)
- When "fishtail" time of change comes, this allows you to assess people accordingly |
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