Competencies for Early-Career HR Professionals PPT Session 1: Course Introduction and HR Expertise Competency Instructor Notes

Transcription

1 Slide 1 Cmpetencies fr Early-Career HR Prfessinals PPT Sessin 1: Curse Intrductin and HR Expertise Cmpetency Instructr Ntes Instructr Ntes: If this sessin ccurs early in yur semester, please have the students intrduce themselves t each ther. T make the intrductins a bit mre engaging and memrable, yu may want t ask them t prvide the fllwing infrmatin as part f their intrductins: Full name. Majr. Year/stage they are in the university prgram. One thing abut themselves that n ne else in the rm knws abut them. The fur sessins within this curse are intended t be 75 minutes in duratin each. In the materials yu will find sme ptinal activities that yu may run if yu prefer t make the sessins a bit lnger. We als prvide several discussin questins alng the way and prmpt yu t discuss a few f the questins that appear n the slide. If yu have additinal time, yu may chse t cver mre f these discussin questins. Als cnsider mving the students arund int different small grups during the curse. It is best if students have an pprtunity t wrk with many different students during this class. Yu can reassign teams using many methds: Cunt them ff by threes and have them assemble by their assigned number. Grup them accrding t years f experience in HR (r years f wrk experience). Have them line up by birth mnth, and then have them assemble by like seasns (i.e., all January thrugh March babies sit tgether) Sciety fr Human Resurce Management. All rights reserved. Page 1

2 Slide 2 Instructr Ntes: Befre class begins, cllect the results f the Web Safari and the career plan. Let the students knw yu will review them and send the results t them by next week with yur feedback. Review what is due tday. Materials fr This Sessin: Slide 3 SHRM HR Cmpetency Mdel. If students wuld like t dwnlad this article, it can be accessed at Evlutin f Wrk and the Wrker: Five Key Trends frm SHRM s Special Expertise Panels. It can be accessed at Panel%20Reprt-FINAL.pdf SHRM Sample HR Jb descriptins (included in the preparatry package). Career Plan Template (included in the preparatry package). Web Safari Template (included in the preparatry package). Hw t Pursue a Career in HR: Five Simple Steps. It can be accessed at Instructr Ntes: Slide 4 Review the learning bjectives. Be sure t emphasize that the curse is intended t give students several pprtunities t apply the cncepts they are studying, and t see what these cncepts lk like when practiced in the field f HR. Ask the students what they hpe t get ut f these fur sessins. See if they have had particular questins r curisities abut HR in the past. Instructr Ntes: Review the lessns that are cvered in tday s sessin Sciety fr Human Resurce Management. All rights reserved. Page 2

3 Slide 5 Nte: Cntent and activities fr the fur sessins were carefully chsen by the SHRM subjectmatter experts. 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 each f the fur mdules. Instructr Ntes: Ask students (by a shw f hands) hw many have previus experience wrking in HR. Nte: If n ne raises his r her hand, g t the alternative apprach prvided. Fr thse wh have their hands raised, ask them t share sme f the things they really enjy abut being in HR. Then ask if anyne can share an example f a challenge they face when wrking in HR. Try t tie the students examples t sme f the cntent we are abut t cver. Fr example, a student may bring up a situatin in which a client r c-wrker demanded that the student d smething that he r she cnsidered unethical. Explain that in this curse we will lk at the issue f ethics and what steps HR prfessinals need t take t ensure they are cnducting themselves in an ethical manner. [Alternative] If nne f the students has previus experience wrking in HR, use any f the fllwing questins t get the cnversatin started: Why d yu think peple are drawn t the HR prfessin? What assumptins d yu think peple make abut HR prfessinals? What d yu think are the primary advantages f being an HR prfessinal? Slide 6 Instructr Ntes: Review the curse purpse n the slide. Pint ut that the fur-sessin curse we are abut t cver is based n SHRM s Cmpetency Mdel. Stress that althugh the mdel includes nine cmpetencies, we will be fcusing n the fur cmpetencies that are mst essential fr entry-level HR practitiners Sciety fr Human Resurce Management. All rights reserved. Page 3

4 Slide 7 Mentin that the curse is geared tward bth graduate- and undergraduate-level students and that it is just an verview f the entry-level cmpetencies. Yu may chse t als mentin that the fur sessins we will cver are intended t be included in larger university prgrams (such as BBA prgrams). Instructr Ntes: Review the fur sessins utlined n this (and the next) slide. Remind students that the entire curse is fur 75-minute sessins. With time being limited, we will have t fcus the cntent n high-level descriptins f the cmpetencies and n a few practical exercises that will help students understand what these cmpetencies lk like in practice. The curse als includes preparatry assignments fr each sessin, which students shuld have already received and cmpleted fr Sessin 1. Pint ut that in red fnt (next t each sessin number) we are highlighting the fur intrductry-level cmpetencies that will be cvered within the fur sessins: HR Expertise. Relatinship Management. Ethical Practice. Cmmunicatin. Slide 8 Instructr Ntes: Slide 9 Finish describing Sessins 3 and 4. Ask if anyne has any questins. Instructr Ntes: Ask the students t describe the benefits a prfessin receives by having a prfessinal cmpetency mdel. Sme typical respnses include: Prfessinalizes the wrkfrce. Helps clarify rles and respnsibilities with clients and thse we serve Sciety fr Human Resurce Management. All rights reserved. Page 4

5 Creates a develpment path fr thse within the prfessin. Organizes cntent related t the prfessinal skills that are required t be successful within the prfessin. Creates a basis fr measurement and certificatin f prfessinal skills. Pint ut that within HR, it is particularly imprtant that we hld urselves accuntable t a prfessinal cmpetency mdel, since we advise clients in ther disciplines abut the imprtance f cmpetency-based educatin (i.e., we need t mdel the principles that we espuse). Materials fr This Lessn: Slide 10 Yu may want t hld up a printed cpy f the SHRM Cmpetency Mdel s that the students are clear n which reading assignment yu are referring t. Instructr Ntes: Describe fr the students hw the wrld f business is demanding that HR take n a direct business-related rle. While the transactinal part f HR will always have a place, demnstrating the value f HR requires clse strategic alignment with the business gals. Pint ut that the headlines yu see here are becming mre and mre prevalent in the business press. At SHRM cnferences as well, mre and mre HR experts are describing the shift they needed t g thrugh t ensure they were business relevant. Fr the Tm Friedman qute prvided n the slide (which cmes frm the 2014 SHRM Annual Cnference), mentin that Mr. Friedman went n t state that average is ver.... It s n lnger abut what yu knw, but what yu can d with what yu knw [emphasis added]. The new SHRM cmpetency-based certificatin is based n this same principle. The certificatin tests fr specific behavirs that indicate what yu can d with what yu knw. Mr. Friedman als pinted ut that we... as HR prfessinals, will need t find ur extra. Pint ut that if HR prfessinals dn t find their extra, thers will determine the future f ur prfessin. Describe fr the students hw having a prfessinal wrkfrce that rests n a fundatin f validated cmpetencies helps ensure that the HR field cntinues t becme mre and mre business relevant (as evidenced by cmpetencies in the mdel such as Business Acumen, Leadership and Navigatin, and Cnsultatin) Sciety fr Human Resurce Management. All rights reserved. Page 5

6 Additinal Cntent: Slide 11 Have a cpy f the Harvard Business Review and Wall Street Jurnal articles, in case the students ask yu any specific questins abut these articles. WSJ article Is It a Dream r a Drag? Cmpanies Withut HR : Nte that this article was remved frm the WSJ site; students may be able t retrieve a cpy f the article in the peridicals sectin f the library. HBR article It s Time t Split HR : Nte: Over time these articles may becme utdated. While SHRM will mnitr this, please feel free t bring in ther articles yu have read that discuss new expectatins fr HR and that yu think are imprtant fr students t als read and discuss. We have intentinally left the dates fr the articles and cnferences ff the slide, t prevent the curse frm becming dated. Instructr Ntes: Ask the students what they believe is ccurring in the business wrld that is driving this enhanced desire t make HR a mre integrated, relevant and flexible part f the business machine. Typical respnses include: Increased cmpetitiveness. The need fr an agile wrkfrce. New cmpetitive pressures caused by glbalizatin. A mre diverse wrkfrce. This includes all types f diversity, including race, gender, age, gender identity and cultural. In particular, because retirement ages are increasing, we are likely t have fur t five generatins f emplyees in the wrkfrce at the same time. Increased gvernment scrutiny f business practices (cupled with increased amunts f regulatin within sme cuntries) cntributes t diversity. The need fr an adaptive system that accmmdates fur r five generatins f emplyees within the wrkfrce. Pint ut that all f these changes in the business wrld (and they als apply t the wrld f public service, nt-fr-prfits and civilian military rganizatins) have driven HR t transfrm itself frm a highly transactinal psture t a mre strategic stance Sciety fr Human Resurce Management. All rights reserved. Page 6

7 Slide 12 Instructr Ntes: Slide 13 Pint ut that cmpetency has many definitins, and each tends t term things a bit differently. The definitin prvided n this slide tends t be the mst prevalent in the HR and training literature. Emphasize that this definitin includes ther characteristics that are nt mentined in many ther cmpetency definitins and mdels. Hwever, these characteristics are critical t jb success. Describe fr the students hw cmpetencies are essentially categries f skills needed t perfrm key rganizatinal functins. Fr example, fr a plumber Estimating (the cst f a jb) might be a categry (i.e., a cmpetency ), and within that categry are multiple, specific skills and knwledge that the plumber needs t estimate crrectly. These might include accurate measurement, knwledge f plumbing prducts, knwledge f building cdes, ability t accurately estimate labr hurs and mathematical skills. A ttally different categry f skills fr a plumber might be Fluid Dynamics f Safe Practices. Regardless f which prfessin we are examining, cmpetency mdels prvide a framewrk fr understanding the interrelatinship f skills and knwledge t each ther, and t essential jb tasks. Instructr Ntes: Briefly review the steps prvided n the slide. Make the fllwing key pints: T develp the cmpetencies and the verall mdel, SHRM fllwed best practices, as delineated by the Sciety fr Industrial and Organizatinal Psychlgy (SIOP) taskfrce n cmpetency mdeling. SHRM als examined the relevant academic and prfessinal literature abut cmpetency mdeling. Based n a review and synthesis f relevant research and prfessinal literature, SHRM first develped a wrking mdel t describe the cmpetencies needed by HR prfessinals. This review fcused primarily n existing HR cmpetency mdels as well as n literature that describes the wrk respnsibilities f HR prfessinals Sciety fr Human Resurce Management. All rights reserved. Page 7

8 The Assurance f Learning Assessment (2011) and the Curriculum Guidelines (2013) are derivative prducts f the SHRM Cmpetency Mdel and are particularly relevant t students f HR because they infrm cllege- and university-level curses. Additinal Cntent: Cntent Validatin Study f the SHRM Cmpetency Mdel. Pages 1-7 f the reprt prvide additinal infrmatin n the prcess that was used, if yu want t prvide additinal details. Available nline at Optinal talking pints n mdel develpment: If yu feel that yur students wuld benefit frm reviewing the research that supprted the mdel develpment and cntent validatin, yu may cver the fllwing infrmatin. These pints are in the student guide, s yu may want t refer t them in the student guide: Literature review: The literature review revealed 35 different cmpetency mdels related t HR. Fcus grups: SHRM cnducted 111 fcus grups with 1,200 HR prfessinals in 29 cities glbally. The grups included HR prfessinals acrss all stages f their careers. These fcus grups were designed first t establish a cre cmpetency mdel and secnd t identify prficiency standards acrss fur stages f an HR career fr each cmpetency dmain. Of the 111 fcus grups, 60 were cnducted with U.S. prfessinals, and 51 were cnducted with prfessinals frm the internatinal cmmunity. Chief human resurce fficer (CHRO) survey: SHRM surveyed 640 CHROs asking them t identify the mst critical cmpetencies fr success n their jb and the jbs f their senir direct reprts. SHRM member survey: In February 2012, SHRM cnducted a survey f its membership with the aim f validating the imprtance f each cmpetency, as well as the behaviral indicatrs f prficiency. Mre than 32,000 members (at all career levels) respnded. Thirty-three natins were represented in the respnses. Slide 14 Instructr Ntes: Make the fllwing pints: There are tw types f cmpetencies within any cmpetency mdel: a) technical cmpetencies; and b) nntechnical (behaviral) cmpetencies Sciety fr Human Resurce Management. All rights reserved. Page 8

9 Technical cmpetencies are als described as fundatinal cmpetencies because they represent the base knwledge that successful HR prfessinals need abut a wide variety f HR functins. As shwn n the slide, the HR prfessin leads a hst f cre peple functins such as strategy develpment, emplyment law and cmpensatin. Nntechnical cmpetencies are als described as behaviral cmpetencies because they represent what successful HR prfessinals d with their fundatinal knwledge f the prfessin acrss all f the HR functins. Fr example, an HR prfessinal must be able t cnsult and cmmunicate when develping strategy, when engaging in emplyee/labr relatins and when cnducting training. In ther wrds, the nntechnical cmpetencies are crss-cutting regardless f the specific functin in which the HR prfessinal is engaged. Additinal Pints: Slide 15 When peple typically think abut HR, they tend t visualize respnsibilities related t the HR dmains (such as emplyee/labr relatins r emplyment law.) Pint ut that these dmains are ften hw HR departments are rganized, and they represent key HR functins. While it is true that the fundatin f HR practice is the types f technical expertise yu see here, t be truly successful in HR and t grw yur career, yu need mre than HR technical knwledge; yu need t be adept at the behaviral cmpetencies as well. As yu can see n the slide, all f the ther SHRM cmpetencies (with the exceptin f HR Expertise) are nntechnical/behavirally-based cmpetencies. Instructr Ntes: Cntinue making the pint that HR success depends n a cmbinatin f technical skills and behavirs. Use the fllwing bicycle analgy t drive this pint hme: The rear wheel f the bike prvides frward mvement fr the bike rider. It is essential that this mvement be generated in a cnsistent, balanced and efficient manner. It takes a fair amunt f knwledge t understand hw t pedal frward crrectly t mve efficiently, hw t apply the hand brakes t stp, hw t mve the gear selectr t adjust the chain tensin, hw t balance n the seat s that yur legs can prvide reliable pwer t the pedals, and hw t evenly apply pressure n the up strke and dwn strke f the pedaling mtin s that yur tw legs wrk in cncert. Hwever, being incredibly efficient at prviding pwer t the real wheels is nt enugh. It is just as imprtant that yu engage in accurate mvements f the frnt wheel t safely get t where yu need t g. It actually takes a lt mre judgment t knw what 2016 Sciety fr Human Resurce Management. All rights reserved. Page 9

10 Slide 16 t d with the frnt wheel. Yu cnstantly need t survey what is ging n ahead f yu, assess rad cnditins, calculate breaking distance and knw the rules f the rad. Yu als need t have a clear sense f where yur destinatin is, and hw yu are suppsed t get there. If yu are riding with a friend, yu als need t be cnscius f his r her lcatin and effectively cmmunicate yur desire t turn r brake. Final Pint: This is analgus t the different types f HR cmpetencies. The technical cmpetencies prvide an engine t mve HR frward in cncert with the rest f the rganizatin. We must prvide critical services such as training and develpment, talent acquisitin and ttal rewards t be sure we are in step with the business. Hwever, there is als a tremendus amunt f judgment we must emply t ensure we navigate crrectly thrugh multiple situatins and prvide ur services in an ethical and justified manner. Instructr Ntes: Review the SHRM Cmpetency Mdel. Review the fllwing definitins with the class (they als appear in the student guide). HR Expertise: Knwledge f principles, practices and functins f effective human resurce management. Ethical Practice: Integratin f integrity and accuntability thrughut all rganizatinal and business practices. Business Acumen: Ability t understand and apply infrmatin with which t cntribute t the rganizatin s strategic plan. Critical Evaluatin: Interpret infrmatin with which t make business decisins and recmmendatins. Cnsultatin: Prviding direct guidance t rganizatinal stakehlders. Relatinship Management: Develping and managing interactins t prvide service and t supprt the rganizatin. Cmmunicatin: Ability t effectively exchange infrmatin with stakehlders. Leadership & Navigatin: Ability t direct and cntribute t initiatives and prcesses within the rganizatin. Glbal & Cultural Effectiveness: The ability t value and cnsider the perspectives and backgrunds f all parties. See if the students are clear abut the distinctins between the nine HR cmpetencies Sciety fr Human Resurce Management. All rights reserved. Page 10

11 Slide 17 Pint ut again that frm this pint frward in the class, we will be fcusing nly n the cmpetencies relevant t entry-level HR prfessinals (Cmmunicatin, Relatinship Management, Ethical Practice and HR Expertise). Als mentin that HR Expertise is the nly cmpetency in SHRM s mdel that is cnsidered a knwledge cmpetency. All f the ther cmpetencies are cnsidered nntechnical r behaviral cmpetencies. Nte: This slide has an animated circle and text bx titled Cmpetencies fr Early-Career HR Prfessinals. Click the muse nce t activate the graphic while yu are making this pint. Remind students that 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. Instructr Ntes: Explain t the students that each cmpetency has several cmpnents t it. Yu may want t use the analgy f ingredients in sup t explain the cmpnent pieces f cmpetencies (i.e., just as sup requires many ingredients, cmpetencies have all f these cmpnents). Use the fllwing infrmatin t explain what each cmpnent is: Title: This is the title f the cmpetency. Definitin: This is the verall definitin f the cmpetency. Subcmpetencies: These are cmpetencies related t r subsumed by the relevant general cmpetency. Behavirs: These are behavirs demnstrated by individuals at the highest level f prficiency n the indicated cmpetency. Prficiency Standards: These are standards fr prficiency at the fur career stages (early, mid, senir and executive). Shw examples f the prficiency standards n the next tw slides Sciety fr Human Resurce Management. All rights reserved. Page 11

12 Slide 18 Instructr Ntes: Slide 20 Pint ut hw these prficiency standard statements are arranged ver the fur career levels. Each level gets successfully mre cmplex and requires mre experience. Therefre, the prficiency standards get mre cmplex and require mre skills t master. The next slide shws the senir and executive level descriptrs. D nt spend much time n this. Just pint it ut; then prvide the URL fr the SHRM Cmpetency Mdel if students want mre infrmatin: Instructr Ntes: Slide 21 Pint ut this graphic depicts the career f an HR prfessinal as he r she gains mre experience. When explaining the graphic, make sure they knw the graphics with the number in them represent years f experience (e.g., Mid 3-7 dentes 3 t 7 years f experience). 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 a lt abut ther specialties. Ultimately they may advance thrugh their specialty, but typically executive-level HR prfessinals have t be knwledgeable abut all HR functins. Instructr Ntes: Let the participants knw that we are nw fcusing n the first f fur, entry-level cmpetencies (HR Expertise). Because this first sessin intrduces the curse, and reviews the verall SHRM Cmpetency Mdel, we will have t review the HR Expertise cmpetency at a high level. Since HR Expertise feeds int every ther cmpetency (i.e., it is the fundatin f all ther cmpetencies), we will be able t refer back t it and explre further during subsequent sessins. The next three sessins will each fcus exclusively n ne f the three cmpetencies that are remaining Sciety fr Human Resurce Management. All rights reserved. Page 12

13 Slide 22 Instructr Ntes: Slide 23 Review the definitin f HR Expertise prvided. Mentin that anther way t think f this cmpetency is t think f it as basic HR knwledge. In ther wrds, if there were a bt camp fr HR, these are the types f knwledge participants wuld fcus n during a basic training event. Pint ut that because this is a fundatinal cmpetency it is very brad and less cncrete than the nntechnical cmpetencies, but it is still essential and critical t success early in ne s HR career. Instructr Ntes: Slide 24 Remind the students that a subcmpetency is related t the general cmpetency, and may be subsumed by the general cmpetency. Explain t the students that subcmpetencies represent additinal knwledge that leads t behavirs at the highest level f prficiency; they cut acrss career levels. Subcmpetencies will give students a gd understanding f what is expected f them ut in the field. Ask the students t review the list f subcmpetencies n the slide, and see wh has experience with these subcmpetencies. If smene in the class des have experience with ne r mre f these subcmpetencies, have the persn describe the subcmpetency in mre detail (r share sme f his r her experiences wrking within this subcmpetency). Instructr Ntes: Pint ut that critical HR functins (see the third bullet n the slide) include functins such as the fllwing: Strategy. Wrkfrce planning and talent management. Training and develpment Cmpensatin and benefits. Emplyee and labr relatins. Emplyment law Sciety fr Human Resurce Management. All rights reserved. Page 13

14 Slide 25 These are the same items that appear in the subcmpetencies. Instructr Ntes: Slide 26 Understanding hw the many thusands f SHRM members rated the imprtance f each cmpetency 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. Instructr Ntes: Slide 27 Taken frm p. 138 f the bk Defining HR Success: 9 Critical Cmpetencies fr HR Prfessinals. Review the slide. Instructr Ntes: Slide 28 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. Instructr Ntes: 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 29 Instructr Ntes: Taken frm p. 141 f the bk Defining HR Success: 9 Critical Cmpetencies fr HR Prfessinals. Give students a few mments t bserve the table. Ask them fr their bservatins. If needed, pint ut the huge jump f the Imprtance and RUE scres frm early t mid level and the gradual increase frm mid level t senir level. Als lk at the tiny dip in RUE frm senir t executive. Ask, What d these findings mean? 2016 Sciety fr Human Resurce Management. All rights reserved. Page 14

15 These findings indicate that recent cllege graduates can get an entry-level rle, but they really need t fcus n amassing a bdy f knwledge t mve frward since this cmpetency becmes mre imprtant later. And as fr that tiny dip at the executive level? Executives are fcused n higher-level rganizatinal challenges and big-picture factrs. They expect their teams t stay up-t-date n the minutiae f things like benefits enrllment, new Frms I-9, hw t change payrll deductins in the HRIS and s n. Ask, What happens if HR prfessinals are nt prficient in this cmpetency? Ptential answer: HR prfessinals seen as lacking in HR Expertise/HR Knwledge, r as appearing nt t have it in a jb interview, will nt be prmted r hired int the rles they want. This cmpetency is the fundatin f ding what rganizatins rely n HR prfessinals t d. Slide 30 Instructr Ntes: Slide 31 Have the students review the ideas fr develping HR expertise that are n the slide. Encurage them t prvide additinal ideas fr hw t develp this cmpetency. Remind them that the term develpment is nt limited t frmal training events. There are many infrmal ways t develp new skills, and abut 70 percent f develpment shuld happen and generally des ccur n the jb. Fr example, n-the-jb training can include mentring, rtatinal assignments and special prjects that exercise new skills. Instructr Ntes: Mentin that after studying each f the fur entry-level cmpetencies, we will have an pprtunity t cnsider its applicatin in the real wrld. Fr HR expertise, the reprt Evlutin f Wrk and the Wrker: Five Key Trends frm SHRM s Special Expertise Panels gives us a glimpse f the plitical, ecnmic, scial and technlgical changes that are ccurring in the wrld that will prfundly change the nature f HR. Being aware f these changes and carefully cnsidering hw t respnd is a crnerstne f having HR Expertise that an rganizatin will value. Materials fr This Lessn: Evlutin f Wrk and the Wrker: Five Key Trends frm SHRM s Special Expertise Panels available nline at n cst frm SHRM Fundatin: 2016 Sciety fr Human Resurce Management. All rights reserved. Page 15

16 Slide 32 Panel%20Reprt-FINAL.pdf Instructr Ntes: Slide 33 Have the students take ut Evlutin f Wrk and the Wrker: Five Key Trends frm SHRM s Special Expertise Panels. Lead abut a 15-minute discussin, using the questins prvided n this and the next slide. If time is shrt, just select a few questins that yu particularly like. Instructr Ntes: Slide 34 If time allws, spend a few minutes discussing the questins n the slides. It is usually best if yu have the students initially frm pairs and discuss the questins, and then lead a large-grup discussin. Instructrs Nte: Remind students f the assignments due next sessin Relatinship Management. See if there are any remaining questins frm tday s sessin Sciety fr Human Resurce Management. All rights reserved. Page 16