Chapter 5: People Alignment

Front 1

People Alignment

Back 1

Organizational efforts taken to match the skills and behaviors of employees within the organization with the business' strategy.

Front 2

Experimental Training

Back 2

Training programs that focus on behaviors and typically include role playing and feedback.

Front 3

Training Fade-Out

Back 3

The failure of behaviors learned as part of a training exercise to transfer to on the job experience or behaviors that disappear over time.

Front 4

Performance Appraisal

Back 4

A formal, regularly scheduled mechanism designed to provide employees with performance feedback typically resulting in a performance rating.

Front 5

360 Degrees Feedback

Back 5

Performance feedback gathered from peers, subordinates, supervisors, and customers.

Front 6

Succession Planning

Back 6

A formal 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.

Front 7

Person-Task Fit

Back 7

Screening and selecting individual employees based on their ability to perform certain tasks and fulfill specific jobs.

Front 8

Person-Organization Fit

Back 8

Screening and selecting employees based on congruence between patterns of organizational values and patterns of individual values.

Front 9

Standardized Tests

Back 9

Self-administered and quantifiable tests used as part of a screening selection or assessment process.

Front 10

Behaviorally Anchored Interviews

Back 10

Potential hires are asked to recount specific examples from their past experience to illustrate how they have responded to challenges and opportunities.

Front 11

Behavioral Simulation

Back 11

Potential hires are asked to demonstrate behaviors usually in a structured role play exercise with external observers.

Front 12

Removal and Replacement

Back 12

A change tool that targets individuals who cannot or will not adopt behaviors required for the redesigned organization.

Front 13

Fair Process

Back 13

A widely shared perception that decisions are being made on the basis of valid criteria.

Front 14

How to Develop Human Resource Competencies

Back 14

In order to develop required human resource competencies, organizational leaders need to align the selection, training, development, and removal of employees with the behavioral requirements of the desired change.

Front 15

Training Perks

Back 15

Training can help convey to employees how their competitive environment is changing and why their own behaviors need to be altered.

Front 16

Needs for Training for Change

Back 16

1. Knowledge Component
2. Skill Development

Front 17

Training and Behavior

Back 17

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

Front 18

Fade Out Caution

Back 18

Watch out for fade-out -- whatever is learned in training opportunity can lose its impact over time.

Front 19

Behavioral Change and Top Management

Back 19

Behavioral change requires attention to the behavioral pattern of those at the top of the organization as well as lower level employees.

Front 20

Companies and Executive Career Management

Back 20

Companies can manage the careers of executives in order to create a continuous stream of leaders from inside the organization capable of overseeing and leading effective change.