Competencies for Senior/Executive Level HR Professionals PPT Session 8: Leadership and Navigation Instructor Notes

Transcription

1 Cmpetencies fr Senir/Executive Level HR Prfessinals PPT Sessin 8: Leadership and Navigatin Instructr Ntes Slide 1 - Cmpetencies fr Senir/Executive Level HR Prfessinals This sessin n Leadership and Navigatin is a cntinuatin f a series fllwing fur earlycareer-level sessins, tw mid-career-level sessins and the first senir- and executive-careerlevel sessin. This precedes ne mre senir- and executive-career-level sessin. Materials fr This Sessin: Assign any additinal readings that yu believe will enhance the classrm learning experience. Assign in advance as necessary, and integrate int the cnversatin where apprpriate. Lk fr new develpments in business, legislatin and ther HR current events that will lend themselves t supprting the cntent. Hwever, the fundatin f these sessins is the extensively researched and validated SHRM Cmpetency Mdel. Yu are cautined t nt add in things yu think shuld be there but are nt included. Nr shuld yu mit segments yu d nt find as valuable. The entire mdel fits tgether like pieces f a puzzle. Adding yur wn pieces, r intentinally leaving sme ut, wuld change the entire picture f the puzzle and be prblematic in terms f the riginal validatin research f the mdel. Explain and clarify s students grasp and retain the material, but d nt expand r cntract. Reading Assignments Article: Leadership and Navigatin: It s All Abut Teams Reprt: Wrkfrce Readiness and Skills Shrtages Slide 2 - Due this Sessin Review what is due tday. Ask students if they have any questins abut the cntent cvered in Sessin Sciety fr Human Resurce Management. All rights reserved. Page 1

2 Slide 3 - Curse Purpse Review the curse purpse n the slide. Pint ut that this secnd sessin f the senir-career curse is a cntinuatin f the behaviral cmpetencies frm SHRM's Cmpetency Mdel that are mst relevant fr senir- and executive-level HR practitiners. Stress that althugh the mdel includes nine cmpetencies, we have already fcused n seven f the cmpetencies and are nw examining the secnd mst essential cmpetency fr senirlevel HR practitiners Leadership and Navigatin. The curse is geared tward graduate- and undergraduate-level students, because it is just an verview f the senir-level cmpetencies. The sessin we are abut t cver was designed with an intent t be included in larger university prgrams (such as BBA prgrams). Slide 4 - Curse Structure Three sessins are utlined n this slide. The senir-career-level curse cmprises three 75- minute sessins. Time is very limited, s yu will fcus the cntent n high-level descriptins f the cmpetencies and n a few practical exercises that will help students understand hw these cmpetencies are applied in practice. The curse includes prereading, which students shuld have already cmpleted. The three senir-career-level cmpetencies cvered in the three sessins are the fllwing. Leadership and Navigatin, tday s tpic. Critical Evaluatin, cmpleted cvered in Sessin 7. Glbal and Cultural Effectiveness, t be cvered in Sessin 9. Slide 5 - Sessin 8: Lessns Review the lessns cvered in tday s sessin. Nte: SHRM subject-matter experts carefully chse the cntent and activities fr the three sessins. We als fully appreciate that instructrs enjy bringing their wn perspectives and cntent t the curse. Yu are free t add in mre mini-cases, articles r any ther cntent yu see fit t drive the learning utcmes. Please ensure that any additinal materials have prper citatins and d nt infringe n any cpyright laws. Depending n hw many ptinal activities yu add, yu may need t expand hw much time is devted t tday s lessn Sciety fr Human Resurce Management. All rights reserved. Page 2

3 Slide 6 - Curse Intrductin and Leadership and Navigatin Cmpetency Remind students: By nw yu have cvered fur early-career level cmpetencies, tw midcareer-level cmpetencies and the first senir- and executive-level cmpetency. Students shuld be very familiar with the next slide (an verview f the SHRM Cmpetency Mdel). Hwever, require students wh missed the earlier career mdules t g back and review the seven prir cmpetencies as external self-study. Ask students t share their impressins f the way the seven cmpetencies cvered s far fit tgether. Ask them what appears t still be missing. Ask students befre cvering tday s cntent, What d yu think Leadership and Navigatin means? (Revisit this during the wrap-up at the cnclusin f the sessin.) Tell them their perspective will evlve even further by the time they cmplete this mdule. Slide 7 - Learning Objectives Review the learning bjectives Emphasize that the curse is intended t give students pprtunities t apply the cncepts they are studying and t see what these cncepts lk like when practiced in the field f HR. Ask students: What d yu hpe t get ut f this secnd senir-level career sessin? Slide 8 - Overview f SHRM s Cmpetency Mdel Ask students: By a shw f hands, hw many f yu cmpleted the early-career mdule n the first fur cmpetencies f HR and the mid-career mdule n the tw mid-level cmpetencies, and the first senir-level cmpetency lessn? The next slide will be an verview f the mdel fr students wh have nt cmpleted the earlyand mid-career mdules and the first lessn f this mdule. Require these students t review the seven prir cmpetencies as external self-study. Ask the rest f the students t share sme f the things they learned and hw their perspective f the field f HR has changed. Ask students befre cvering tday s cntent, What d yu think Leadership and Navigatin means nw? (Revisit this during the wrap-up at the cnclusin f the sessin.) Tell them their perspective will evlve even further by the time they finish the mdule. Slide 9 SHRM Cmpetency Mdel Review the SHRM Cmpetency Mdel (we will present the definitins, descriptins and further infrmatin in ther slides). See if the students are clear abut the distinctins between the nine HR cmpetencies. Pint ut again that frm this pint frward in the class, we will be fcusing n the first cmpetency relevant t senir- and executive-level HR prfessinals (Leadership and Navigatin). Remind them that this cmpetency is cnsidered a nntechnical, r behaviral, cmpetency Sciety fr Human Resurce Management. All rights reserved. Page 3

4 Remind them that a technical cmpetency represents what yu knw, whereas behaviral cmpetencies represent hw yu cnvert yur knwledge int bservable behavirs. Success is nt just abut what yu knw, but als abut hw yu use the knwledge yu pssess. Slide 10 Levels f Experience Students have seen graphic befre, multiple times: It depicts the career f HR prfessinals as they gain mre experience. When explaining the graphic, tell students that the graphics with the number in them represent years f experience (e.g., Senir 8-14 dentes 8-14 years f experience; executive dentes 15 years r mre). Als pint ut that mst peple in HR begin their career as a specialist in sme functin (e.g., a cmpensatin specialist), and as they gain experience, they learn abut ther specialties. Ultimately they may advance thrugh their specialty, but typically executive-level HR prfessinals have t be knwledgeable abut all HR functins. Slide 11 - Imprtance f the Cmpetency Understanding hw the many thusands f SHRM members rated the imprtance f the varius cmpetencies will prvide needed perspective t the students. Seeing the ratings is a useful career management tl, because it will help students understand what they need t master and the benefits f ding s, r the drawbacks f nt ding s. Slide 12 - Imprtance Rating Scale Taken frm p. 138 f the bk Defining HR Success: 9 Critical Cmpetencies fr HR Prfessinals. Review the slide. Slide 13 - Required Upn Entry (RUE) The Required Upn Entry rating is als based n feedback frm the surveyed SHRM members and tells students what they need t have mastered (mstly) by which stage f their career, again prviding a radmap fr career advancement, a guide fr future studies and perspective. Slide 14 - RUE Rating Scale Taken frm p. 138 f the bk Defining HR Success: 9 Critical Cmpetencies fr HR Prfessinals. Stress as nted n the slide: Yu must already have this cmpetency when yu arrive at the respective level. Slide 15 - Ratings Taken frm p. 150 f the bk Defining HR Success: 9 Critical Cmpetencies fr HR Prfessinals Sciety fr Human Resurce Management. All rights reserved. Page 4

5 Give students a few mments t review the table. Ask them fr their bservatins. If needed, pint ut the higher ratings f the Imprtance and RUE scres nw that we are at the senir level and have advanced frm early- t mid-career and frm mid-career t senir- and executive-career levels. Ask, What d these findings mean? These findings indicate that HR prfessinals will gradually develp this cmpetency thrughut their careers, s they will be ready when they reach mre respnsible levels. The findings als indicate that they cannt neglect the develpment f this general behaviral cmpetency in the belief that fcusing n develping their HR skills is mre imprtant. Leadership and navigatin are skills they must develp t be successful in senir-level HR psitins. Ask, What happens if HR prfessinals are nt prficient in this cmpetency? Ptential answer: HR prfessinals seen as lacking in Leadership and Navigatin, r as appearing nt t have it in a jb interview, may nt be prmted r hired int the rles they want. Tell students: The SHRM Cmpetency Mdel can be a helpful radmap fr yur career and future studies, because yu nw knw what yu need and when yu need it. Leadership and Navigatin is nt nly a cmpetency indicating yur brad impact and rle in yur current rganizatin; leadership skills are in high demand as yu mve frm rganizatin t rganizatin and industry t industry. Slide 16 - Definitin and Cmpnents f the Leadership and Navigatin Cmpetency Begin by asking the students what they think f when they hear the wrds leadership and navigatin. Sme typical respnses may include: Taking initiative, being ut in frnt f issues and dealing with them practively. Knwing hw t get things dne and make things happen. Being the ne in charge. Big respnsibilities, big rewards! These may be reasnable cnclusins based slely n the wrds leadership and navigatin, but the cmpetency is much mre. Ask students t describe a persn they have wrked with wh demnstrated strng leadership and navigatin skills (the persn des nt have t wrk in HR). Have students describe the specific things this individual did that led the students t believe the persn had gd leadership and navigatin skills. Fr example, hw did the persn: Fster cllabratin? Lead thrugh adversity? 2016 Sciety fr Human Resurce Management. All rights reserved. Page 5

6 Lead change as a transfrmatinal leader? What kinds f benefits did the students bserve frm the persn ding any f these? Slide 17 - Leadership and Navigatin Definitin Review the definitin prvided. Elabrate n this infrmatin if yu sense ding s is required fr understanding. Slide 18 - Leadership and Navigatin Descriptin Review the descriptin prvided. Elabrate n this infrmatin if yu sense ding s is required fr understanding. When reviewing the descriptin, remind students that Leadership and Navigatin als means different things at different times depending n the challenges facing the HR department r the rganizatin. Slide 19 - Leadership and Navigatin Examples Remind students that they will have a duty t develp the next generatin f HR prfessinals. Leadership and Navigatin is like playing a musical instrument; the mre yu d it, the better yu get at it. After the students lk ver the examples prvided, ask them if they can think f ther examples f hw Leadership and Navigatin manifests itself in the wrkplace. D nt spend a lt f time n their examples, since yu are abut t review the subcmpetencies and the behavirs. Nw that the students have seen the frmal definitin, descriptin and examples f the Leadership and Navigatin cmpetency, ask them t share an example f smene they knew wh lacked Leadership and Navigatin abilities and hw it adversely affected their ffice, department, stre, etc. Slide 20 - Leadership and Navigatin Subcmpetencies Remind students a subcmpetency is related t the general cmpetency and may be subsumed by the general cmpetency. Chse a few f the subcmpetencies n the slide that yu think are particularly imprtant t successfully using Leadership and Navigatin, and prvide yur perspective n why these are s imprtant. Fr example: Fr successin planning and change management, yu can refer t the upcming activity Truble at the Tp Means Truble All Arund Sciety fr Human Resurce Management. All rights reserved. Page 6

7 Fr results and gal riented, yu culd ask, What is the danger f being verly results and gal riented? What is the danger f nt being fcused enugh n results and gals? Fr missin driven, yu culd ask, Hw difficult wuld it be t lead in an rganizatin that lacks a clear missin? Fr influence, yu can talk abut the imprtance f develping the ability t influence when yu lack psitin pwer/direct authrity. Have students refer t their preparatry activity Yu Can t D Gd Wrk Withut a Gd Wrkfrce in the Student Prereading dcument. Have them identify subcmpetencies f this cmpetency as related t that activity. What factrs discussed in the SHRM research reprt d they think are particularly germane t this cmpetency? Yu shuld als share yur wn experiences that led t yur persnal develpment f any f these subcmpetencies. Have yu bserved yur leaders, peers r subrdinates displaying these subcmpetencies in the curse f yur wn wrk experiences? Slide 21 - Leadership and Navigatin Behavirs Discuss the Leadership and Navigatin behavirs with the students. Ask them t pick a few behavirs that they feel are critical t successfully implement the subcmpetencies. Fr example: Fr influence, they might pint ut that exhibits behavirs cnsistent with rganizatinal culture is a key behavir that allws yu t be successful. As an alternative (if time allws), yu culd turn this int a quick activity. Befre class print ut the list f behavirs n a piece f paper, and cut the paper int strips with ne behavir n each strip. Place the strips int a bwl. There are nine behavirs, s ask fr nine vlunteers. Have each draw a behavir frm the bwl. Have each vlunteer read his r her behavir ut lud then match it t ne f the subcmpetencies (it wuld help if yu flip back t the subcmpetency slide fr this part f the activity). Once students pair the behavir they chse t a subcmpetency, ask the rest f the class if that behavir culd als supprt ther subcmpetencies. Cntinue until all nine students have matched their behavirs t at least ne subcmpetency. If time is shrt, instead f ding all nine, have nly three r fur students match behavirs t subcmpetencies Sciety fr Human Resurce Management. All rights reserved. Page 7

8 Slide 22 - Ways t Develp Leadership and Navigatin Skills Have the students review the ideas n the slide fr develping Leadership and Navigatin. Fr number 9, jin a leadership bard r cmmittee, if yu jin a grup utside f yur rganizatin, yu will gain the value f a different perspective. Cnsider rles within lcal chapters f yur prfessinal assciatin, alumni grups and cmmunity/charity grups. Encurage students t prvide additinal ideas fr hw t develp skills t master this cmpetency. Pint ut that that the SHRM Cmpetency Mdel emphasizes the need fr HR prfessinals t be perpetual, lifelng learners. Graduating with their degree is nly the beginning f their educatin, nt the end. Remind them that their prereading article Leadership and Navigatin: It s All Abut Teams fcuses n engaging in dynamic teaming. Numbers 6 and 8 address teaming directly. Slide 23 - Applicatin f the Leadership and Navigatin Cmpetency As we just said, Leadership and Navigatin is like playing a musical instrument; the mre yu d it, the better yu get at it, s nw it is time t practice. Slide 24 - Activity Refer t the dcument Applying the Leadership and Navigatin Cmpetency fr cmplete activity guidance. Leadership behavir item 1 frm Slide 21 ( exhibits behavirs cnsistent with and cnfrming t rganizatinal culture ) is the fcus f this exercise. Ask students, If the CEO s resignatin letter landed n yur desk under these circumstances, what kind f a day wuld yu be having? Give the class 15 minutes t run thrugh the exercise under either ptin 1 r 2, whichever yu chse. Circulate unbtrusively, and make bservatins t cmment n during the wrap-up. D nt get invlved in the cnversatin. Let it happen. Everyne will share after the activity ends. Refer t the dcument Applying the Leadership and Navigatin cmpetency fr suggested questins. Slide 25 Activity: Debrief Discuss yur bservatins. Ask students hw they wuld feel dealing with this scenari in the real wrld. Refer t the dcument Applying the Leadership and Navigatin cmpetency fr cmplete activity guidance. These types f events appear in the headlines every day and are examples f the kinds f challenges HR prfessinals and leadership teams face Sciety fr Human Resurce Management. All rights reserved. Page 8

9 Slide 26 - Rapid Recap Recap the key pints abut the Leadership and Navigatin cmpetency as utlined n the slide. Ask students the fllwing questins: Nw that we ve learned mre abut Leadership and Navigatin, what d yu think it means? Hw have yur perspectives changed since we asked this questin at the start f class? What have yu gained a new appreciatin fr? Did anything cause yu t be skeptical? Slide 27 - Rapid Recap (cntinued) Ask, What d yu think f the Imprtance and RUE ratings fr Critical Evaluatin nw that knw mre abut the cmpetency and have cmpleted the activity? The value and usefulness f Leadership and Navigatin may be limited in the early career stages, but the seeds f a larger perspective are planted in the early stages. Take a pll: Wh wuld prefer t be prmted frm within int a leadership rle versus hired frm utside and enter as a leader directly? Ask a few students t share their ratinale. Learning the skills and knwledge assciated with a practitiner HR rle may be critical in the early- and mid-career phases, but being able t gradually fit that knwledge and wrk int the big picture is what carries a practitiner alng the path t senir- and executive-level rles. Apply what yu knw as a leader. The use f the knwledge is where its value is fund. Slide 28 - Benefits, Challenges and Risks Review the benefits, challenges and risks as utlined n the slide. As yu cver these, be certain t address each in the cntext f the individual, the HR department and the rganizatin as a whle. Students shuld attempt t lk at each cmpetency using these three perspectives as best they can at this pint in their educatin/career. Ding this exercise helps students cnsider the fllwing: Their HR career radmap. Hw they wuld lead and develp an HR department/team. Hw they wuld cntribute t an rganizatin as a true business partner. Slide 29 - Weaknesses Review the impact weakness in this cmpetency can have, as utlined n the slide. Ask students t share where they think they are nw, and hw they can develp strength in this area Sciety fr Human Resurce Management. All rights reserved. Page 9

10 Slide 30 - Due Next Sessin Remind students abut assignments due next sessin fr Glbal and Cultural Effectiveness. Ask students if they have any remaining questins frm tday s sessin Sciety fr Human Resurce Management. All rights reserved. Page 10