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Perry</b> has completed more than 1,000 searches on five continents negotiating over $300 million in salaries. His near perfect success rate is 300% better than the industry average? one reason why <i>The Wall Street Journal</i> dubbed him the \"Rogue Recruiter.\"<b data-author-id=\"11015\">Mark J. Haluska </b>works internationally to fill positions from upper- middle management to president and CEO -level positions. Mark is a self-taught recruiter and has packaged deals as high as $4.2M. </p>","authors":[{"authorId":11014,"name":"David E. Perry","slug":"david-e-perry","description":"David E. Perry has completed more than a thousand executive searches on five continents, negotiating more than $300 million in salaries. His near-perfect success rate is 300% better than the industry average — which is perhaps one reason The Wall Street Journal dubbed him the \"rogue recruiter.\"","_links":{"self":"https://dummies-api.dummies.com/v2/authors/11014"}},{"authorId":11015,"name":"Mark J. 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But these days, they&#8217;re even more so. Here&#8217;s why:</p>\n<ul>\n<li><strong>Globalization:</strong> It used to be that your business competed with organizations in your region or even in your country. Today? Not so much. Now, you&#8217;re competing with companies all over the world. This includes companies in developing nations, where resources are plentiful and labor is cheap. That means your margin of error is paper-thin.</li>\n<li><strong>Demanding shareholders:</strong> Back in the day, shareholders expected results on an annual basis. Now, they think quarterly. Companies that can execute at the speed of a Bugatti will enjoy a significant advantage over ones that operate at the speed of a buggy.</li>\n<li><strong>Advances in technology:</strong> Changes in the technological landscape have driven an ever-faster business cycle — one in which only the highest-performing companies and employees can keep up.</li>\n<li><strong>Disruption:</strong> Radical innovation is the force that sustains long-term economic growth, even as it destroys the economic value of established enterprises. This explains the rapid rise of companies like Apple, Facebook, Airbnb, and Uber — as well as the precipitous plunge of companies like Kodak, Blockbuster, and Yellow Cab.</li>\n</ul>\n<p>The only way to beat back these threats is to hire only the highest-performing employees — and that goes double for leaders!</p>\n"},{"title":"Why top executives are in short supply","thumb":null,"image":null,"content":"<p>Right when top talent has become a prerequisite to success, talented executives have become rare indeed. There are a few key reasons for this:</p>\n<ul>\n<li><strong>Demographics:</strong> A lower birth rate in North America combined with the aging of the Baby Boomer generation has resulted in a contraction of available executives. In other words, when an older executive retires, there are few younger workers who are qualified to fill their shoes.</li>\n<li><strong>Brain drain:</strong> In the 1980s and 1990s, companies saved money by trimming senior management ranks. But that brain drain robbed them of their ability to grow the next generation of leadership.</li>\n<li><strong>Globalization:</strong> Companies in first-world countries have expanded their market around the globe. At the same time, so-called third-world nations have become economic powerhouses. As a result, the global need for executive talent has been pushed beyond our capacity to produce it.</li>\n</ul>\n<p>If you want to win the war for top talent, you&#8217;ll need to bring your A-game to every executive search!</p>\n"},{"title":"Top tools for the executive recruiter","thumb":null,"image":null,"content":"<p>As executive recruiters, there are some tools that we use every day. Some are websites geared toward connecting with professionals. Others are project-management tools. Some are for performing assessments. And some are to facilitate communication. Here&#8217;s a quick rundown of our top tools:</p>\n<ul>\n<li><a href=\"http://www.zoominfo.com/\" target=\"_blank\" rel=\"noopener\"><strong>ZoomInfo</strong></a><strong>:</strong> ZoomInfo generates summaries of more than 140 million people from 12 million companies. These include work history, education, and other key info, all compiled from multiple sources across the web. We use this cloud-based tool almost daily to zoom in on leaders who may not be listed elsewhere.</li>\n<li><a href=\"http://www.linkedin.com/\" target=\"_blank\" rel=\"noopener\"><strong>LinkedIn</strong></a><strong>:</strong> Originally designed as a social network for business professionals, LinkedIn has morphed into the largest online recruitment resource in the world, offering a vast repository of information about passive candidates.</li>\n<li><a href=\"http://www.opuspro.co/\" target=\"_blank\" rel=\"noopener\"><strong>OpusPro</strong></a><strong>:</strong> This cloud-based workflow-management software was built by a former executive recruiter, especially for executive recruiting. With OpusPro, everyone involved in the project knows at a glance what he or she needs to do and when he or she needs to do it. Trust us: OpusPro will save you a ton of time managing people and projects!</li>\n<li><a href=\"http://www.invenias.com/\" target=\"_blank\" rel=\"noopener\"><strong>Invenias</strong></a><strong>:</strong> You use this Software-as-a-Service (SaaS)–based applicant-tracking program in conjunction with OpusPro. It enables you to direct-source ZoomInfo, LinkedIn, Facebook, Twitter, BoardEx and the other services you subscribe to in order to create both your short list and your long list. It also allows you to track your activities on projects, parse and organize résumés and profiles, and create detailed reports for clients.</li>\n<li><a href=\"http://www.greatpeopleinside.com/\" target=\"_blank\" rel=\"noopener\"><strong>Great People Inside</strong></a><strong>:</strong> You can use this cloud-based assessment platform to assess applicants before a formal interview. It offers numerous predefined assessment and survey tools as well as the ability to build custom tools that fit your needs to a T.</li>\n<li><a href=\"http://www.mhs.com/product.aspx?gr=io&amp;prod=eqi&amp;id=resources\" target=\"_blank\" rel=\"noopener\"><strong>Bar-On EQ-I</strong></a><strong>:</strong> We&#8217;ve used the Bar-On EQ-i Leadership Report from Multi-Health Services (MHS) for more than a decade. It examines emotional intelligence inventory (EQ-i) results as they relate to leadership skills. You can use the report for the general assessment of leadership strengths and weaknesses to assist in leadership selection, placement, and development decisions. It applies to most leadership functions, at the executive, management, or operational levels.</li>\n<li><a href=\"http://www.whatsapp.com/\" target=\"_blank\" rel=\"noopener\"><strong>WhatsApp</strong></a><strong>:</strong> Instead of communicating using regular SMS text messages, which can be intercepted, we use WhatsApp. A fully secure texting service, WhatsApp enables you to keep communications private and confidential — no easy feat when you&#8217;re recruiting a top executive!</li>\n<li><a href=\"http://www.skype.com/\" target=\"_blank\" rel=\"noopener\"><strong>Skype</strong></a><strong>:</strong> Skype allows users to communicate via voice, video, or instant message. If you need to interview a candidate who is located elsewhere, Skype is an excellent tool.</li>\n<li><strong><a href=\"http://www.starbucks.ca/coffeehouse/mobile-apps\" target=\"_blank\" rel=\"noopener\">Starbucks</a>:</strong> &#8220;Is there a Starbucks nearby where you&#8217;d be comfortable meeting me?&#8221; We swear, we ask that question dozens of times every week. The Starbucks app makes it easy to find nearby locations and even order drinks ahead of time.</li>\n</ul>\n"},{"title":"10 steps to executive recruiting success","thumb":null,"image":null,"content":"<p>A successful executive search involves a ten-step process. Follow these ten steps to find the right executive for your company:</p>\n<ol>\n<li><strong>Assemble your team.</strong><br />\nThis will consist of the hiring manager, the ultimate hiring manager, a search committee, the search committee chair, an internal recruiter, a sourcer, a researcher, a marketing copywriter, and a coordinator. (Note that some of these roles may be combined.)</li>\n<li><strong>Perform a needs analysis.</strong><br />\nDuring this step, you&#8217;ll confirm the need and define your requirements.</li>\n<li><strong>Generate the necessary documentation.</strong><br />\nSpecifically, you need to generate a search committee charter, a job description, a position profile, a confidential candidate brief (CCB), an interview guide, advertising copy, recruiting scripts, reference check questions, and a standard rejection letter.</li>\n<li><strong>Research the market.</strong><br />\nWhen you research the market, you identify two things:</p>\n<ul>\n<li><strong>Who to look for:</strong> What functional position, title, and span of control the ideal candidate holds</li>\n<li><strong>What to look for:</strong> What skills, competencies, experience, and accomplishments the ideal candidate has</li>\n</ul>\n</li>\n<li><strong>Source candidates.</strong><br />\nThe focus of this phase is identifying possible candidates, both active and passive.</li>\n<li><strong>Recruit candidates.</strong><br />\nThis phase involves three key steps — paring down your list of prospects, choosing a benchmark candidate and putting him or her through the hiring process, and processing all remaining candidates.</li>\n<li><strong>Interview the short list.</strong><br />\nDuring this phase, you&#8217;ll interview the top ten or so candidates who&#8217;ve made your short list. When you finish this phase, you&#8217;ll have identified your A-1 candidate.</li>\n<li><strong>Check references.</strong><br />\nBefore you extend a formal offer to the candidate, you absolutely positively must check the candidate&#8217;s references. That means soliciting the views of both direct and indirect references.</li>\n<li><strong>Make an offer.</strong><br />\nIn this phase, you close the deal by extending an offer (contingent on references). This isn&#8217;t a verbal thing; it&#8217;s an actual on-paper offer letter.</li>\n<li><strong>Onboard the new hire.</strong><br />\nNo, it&#8217;s not the recruiter&#8217;s job to train the executive in his or her new role. But it is the recruiter&#8217;s job to ensure the company is happy with the new hire (and vice versa). 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A performance management system is a key tool to transform people’s talent and motivation into a strategic business advantage.","description":"Performance management is a continuous process of identifying, measuring, and developing the performance of individuals and teams and aligning their performance with the strategic goals of an organization. A performance management system is a key tool to transform people’s talent and motivation into a strategic business advantage.","blurb":"","authors":[{"authorId":27742,"name":"Herman Aguinis","slug":"herman-aguinis","description":"Herman Aguinis, PhD, is the Avram Tucker Distinguished Scholar and professor of management at The George Washington University School of Business in Washington, DC. 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He's been ranked among the top 100 most prolific and influential business and economics researchers in the world. </p>","authors":[{"authorId":27742,"name":"Herman Aguinis","slug":"herman-aguinis","description":"Herman Aguinis, PhD, is the Avram Tucker Distinguished Scholar and professor of management at The George Washington University School of Business in Washington, DC. 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Coaching is also concerned with long-term performance and involves ensuring that each employee’s development plan is achieved.</p>\n<p>Good coaching turns feedback into results. For this to happen, you need to engage in the following specific behaviors:</p>\n<ul>\n<li><strong>Establish development objectives.</strong> You work jointly with the employees in creating the development plan and its objectives.</li>\n<li><strong>Communicate effectively.</strong> You maintain regular and clear communication with employees about their performance, including both behaviors and results.</li>\n<li><strong>Motivate employees.</strong> You must reward positive performance. When you do it, employees are motivated to repeat the same level of positive performance in the future.</li>\n<li><strong>Document performance.</strong> You observe employee behaviors and results. You gather evidence about instances of good and poor performance.</li>\n<li><strong>Give feedback.</strong> You measure employee performance and progress toward goals. You praise good performance and point out instances of substandard performance. You also help employees avoid poor performance in the future.</li>\n<li><strong>Diagnose performance problems and performance decline.</strong> You must listen to employees and gather information to determine whether performance deficiencies and declines in performance are the result of a lack of knowledge and skills, abilities, or motivation or whether they stem from situational and contextual factors beyond the control of the employee.\n<p>Diagnosing performance problems is important because such a diagnosis dictates whether the course of action should be, for example, providing the employee with resources so she can acquire more knowledge and skills, or addressing contextual issues that are beyond the control of the employee (for example, the employee is usually late in delivering the product because he receives information too late).</li>\n<li><strong>Develop employees.</strong> You provide financial support and resources for employee development (for example, funding training, allowing time away from the job for developmental activities). By helping employees plan for the future and by giving challenging assignments, you help employees learn new things.</li>\n</ul>\n"}],"videoInfo":{"videoId":null,"name":null,"accountId":null,"playerId":null,"thumbnailUrl":null,"description":null,"uploadDate":null}},"sponsorship":{"sponsorshipPage":false,"backgroundImage":{"src":null,"width":0,"height":0},"brandingLine":"","brandingLink":"","brandingLogo":{"src":null,"width":0,"height":0}},"primaryLearningPath":"Advance","lifeExpectancy":"One year","lifeExpectancySetFrom":"2022-04-05T00:00:00+00:00","dummiesForKids":"no","sponsoredContent":"no","adInfo":"","adPairKey":[]},"status":"publish","visibility":"public","articleId":261980},{"headers":{"creationTime":"2021-10-29T21:27:40+00:00","modifiedTime":"2022-03-25T14:10:36+00:00","timestamp":"2022-03-25T18:01:12+00:00"},"data":{"breadcrumbs":[{"name":"Business, Careers, & Money","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34224"},"slug":"business-careers-money","categoryId":34224},{"name":"Business","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34225"},"slug":"business","categoryId":34225},{"name":"Human Resources","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34241"},"slug":"human-resources","categoryId":34241}],"title":"Diversity, Equity, and Inclusion For Dummies Cheat Sheet","strippedTitle":"diversity, equity, and inclusion for dummies cheat sheet","slug":"diversity-equity-and-inclusion-for-dummies-cheat-sheet","canonicalUrl":"","seo":{"metaDescription":"This handy Cheat Sheet summarizes the principles behind DEI and what you can do to improve DEI in your workplace.","noIndex":0,"noFollow":0},"content":"Let’s face it. Although the term <em>diversity, equity, and inclusion</em> (DEI) may be common knowledge, it’s not commonly understood. Moreover, as the workforce continues to be redefined by demographic shifts, this adds additional layers of complexities and responsibilities for leaders.\r\n\r\nYou already have a lot on your plate, and with DEI becoming a greater focus for many companies, it can be daunting to be expected to know all that you should in demonstrating new behaviors and practices and making decisions.\r\n\r\nThe following sections provide a quick reference to give you food for thought, best practices, and strategies on some key DEI considerations, as well as guidance on how to perform an aspect of DEI effectively.","description":"Let’s face it. Although the term <em>diversity, equity, and inclusion</em> (DEI) may be common knowledge, it’s not commonly understood. Moreover, as the workforce continues to be redefined by demographic shifts, this adds additional layers of complexities and responsibilities for leaders.\r\n\r\nYou already have a lot on your plate, and with DEI becoming a greater focus for many companies, it can be daunting to be expected to know all that you should in demonstrating new behaviors and practices and making decisions.\r\n\r\nThe following sections provide a quick reference to give you food for thought, best practices, and strategies on some key DEI considerations, as well as guidance on how to perform an aspect of DEI effectively.","blurb":"","authors":[{"authorId":34663,"name":"Shirley Davis","slug":"shirley-davis","description":"","_links":{"self":"https://dummies-api.dummies.com/v2/authors/34663"}}],"primaryCategoryTaxonomy":{"categoryId":34241,"title":"Human 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Performance Management Coach","slug":"how-to-become-an-effective-performance-management-coach","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/264539"}},{"articleId":264534,"title":"6 Legal Principles Affecting Performance Management","slug":"6-six-legal-principles-affecting-performance-management","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/264534"}},{"articleId":264529,"title":"How to Conduct an Environmental SWOT 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Equity, and Inclusion For Dummies","testBankPinActivationLink":"","bookOutOfPrint":true,"authorsInfo":null,"authors":[{"authorId":34663,"name":"Shirley Davis","slug":"shirley-davis","description":"","_links":{"self":"https://dummies-api.dummies.com/v2/authors/34663"}}],"_links":{"self":"https://dummies-api.dummies.com/v2/books/"}},"collections":[],"articleAds":{"footerAd":"<div class=\"du-ad-region row\" id=\"article_page_adhesion_ad\"><div class=\"du-ad-unit col-md-12\" data-slot-id=\"article_page_adhesion_ad\" data-refreshed=\"false\" \r\n data-target = \"[{&quot;key&quot;:&quot;cat&quot;,&quot;values&quot;:[&quot;business-careers-money&quot;,&quot;business&quot;,&quot;human-resources&quot;]},{&quot;key&quot;:&quot;isbn&quot;,&quot;values&quot;:[&quot;9781119824756&quot;]}]\" id=\"du-slot-623e03687a8c4\"></div></div>","rightAd":"<div class=\"du-ad-region row\" id=\"article_page_right_ad\"><div class=\"du-ad-unit col-md-12\" data-slot-id=\"article_page_right_ad\" data-refreshed=\"false\" \r\n data-target = \"[{&quot;key&quot;:&quot;cat&quot;,&quot;values&quot;:[&quot;business-careers-money&quot;,&quot;business&quot;,&quot;human-resources&quot;]},{&quot;key&quot;:&quot;isbn&quot;,&quot;values&quot;:[&quot;9781119824756&quot;]}]\" id=\"du-slot-623e03687b228\"></div></div>"},"articleType":{"articleType":"Cheat Sheet","articleList":[{"articleId":0,"title":"","slug":null,"categoryList":[],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/"}}],"content":[{"title":"Identifying and removing barriers to DEI efforts","thumb":null,"image":null,"content":"<p>No matter how compelling the DEI business case is presented or how clearly demographics are shifting and impacting the workplace, resistance and obstacles are still going to get in the way of successfully implementing DEI efforts.</p>\n<p>If you have some old habits getting in the way of your organization’s DEI efforts, it’s time to consider removing those barriers to change. Ask yourself the following questions:</p>\n<ul>\n<li>Do you hear (or use) the phrase <em>culture fit</em> to describe people you’re more comfortable working with?</li>\n<li>Can you clearly describe the aspirational culture of your organization or your team as well as the kind of person who can get your closer to those aspirations?</li>\n<li>Are you or some of your colleagues skeptical about the need for greater diversity, equity, and inclusion in your team or organization?</li>\n<li>Can you clearly state both a values case and a business case that compels you to pursue DEI goals?</li>\n<li>Are you or some of your colleagues pessimistic about your DEI efforts and their ability to create real change?</li>\n<li>Can you clearly articulate the strategy your organization has embarked on to achieve its DEI goals?</li>\n<li>Are you aware of the different kinds of microaggressions that can impact disenfranchised groups in your organization or industry?</li>\n<li>Can you spot any harmful stereotypes or prejudices that may be impacting your employees?</li>\n<li>Can you identify the star performers, hidden figures, and problem children on your team?</li>\n<li>Can you think of better ways of deploying resources to ensure stretch opportunities for each kind of employee?</li>\n<li>Do you have a system for receiving employee feedback about you or the current dynamics on your team?</li>\n<li>Do your employees have a trusted way to provide feedback anonymously?</li>\n</ul>\n<p>By removing some of the most common barriers to diversity, equity, and inclusion on your team, you can build trust, reduce bias, and more quickly see the results of your DEI efforts.</p>\n"},{"title":"Enabling employee resource groups to succeed","thumb":null,"image":null,"content":"<p>Employee resource groups (ERGs) have gained significant traction in the last 10 years as organizations broaden their scope of DEI efforts.</p>\n<p>Realizing that the DEI work cannot fall on the shoulders of a few people, ERGs act as a network of employees who share common needs, perspectives, and experiences in the workplace, and they help advance the DEI agenda.</p>\n<p>ERGs&#8217; collective efforts include: building awareness about DEI, celebrating the heritage and cultures of the staff, and sharing ideas and solutions for how the organization can be a more inclusive, equitable, great place to work for all talent. The efforts can also show how the organization can better serve its customers, clients, and other stakeholders.</p>\n<p>ERGs also participate in the company’s recruitment, career development, and retention efforts, and they act as brand ambassadors to the external community.</p>\n<p>For ERGs to be successful, they must have the support and commitment from senior leaders, meaning the time, resources, and the budget to operate. Here are several strategies for supporting and empowering ERGs in your organization:</p>\n<ul>\n<li><strong>Detail a plan:</strong> Create an easy-to-follow procedure for employees interested in starting an ERG. Doing so ensures process continuity across the organization. Make the sign-up process easy. You should have digital and easily accessible resources such as the procedure for creating ERGs, guidelines for mission and purpose statements, charters, and operating procedures.</li>\n<li><strong>Provide financial support: </strong>As a leader and manager in your organization, allocate some of your budget to support ERG events and initiatives. Determine an equitable way to distribute the funds and create a clear process for fund requests. ERGs are worthy investments into the well-being of employees and the company.</li>\n<li><strong>Assist with documentation: </strong>Help the employees who lead the ERGs with documenting and tracking their progress. Provide systems for managing membership and reports in order to measure the impact in the workplace. Maintain records of the mission and the charter and house them within HR.</li>\n<li><strong>Get executive sponsorship: </strong>I can’t stress enough the importance of executive-level sponsorship for ERGs. Executives advocate and serve as liaisons between the ERG and the company’s decision makers. They can also provide support for new initiatives and increase visibility.</li>\n<li><strong>Promote, promote, promote: </strong>When ERGs have events and workshops, promote them to your staff. Offer space for meetings and other resources that may be needed. Volunteer your own time and resources to support trainings and other volunteer opportunities.</li>\n</ul>\n<p>Making an inclusive culture work takes everyone working together!</p>\n"},{"title":"Testing your cultural competence","thumb":null,"image":null,"content":"<p>Most organizational leaders say they want to create a high-performing workplace and get the best ideas from their workers. But to achieve this goal, you must be able to work well with all kinds of people who don’t look like, think like, act like, or believe like you do. You must be able to work effectively in a multicultural environment — this is known as <em>cultural competence</em>.</p>\n<p>So the question is, how culturally competent are you? Here’s a list of questions to consider as you chart your own development in this area.</p>\n<ul>\n<li><strong>Knowledge</strong>\n<ul>\n<li>Can you define the specific beliefs that define the cultural groups you belong to?</li>\n<li>Can you tie those beliefs to predictable behaviors that are common in your cultural groups?</li>\n<li>Can you name the different cultural groups that your direct reports, managers, and peers belong to?</li>\n<li>Do you know how to find reliable sources of information about the different cultures you interact with?</li>\n<li>Do you know enough about these cultures to recognize which behaviors may be culturally based?</li>\n</ul>\n</li>\n<li><strong>Humility and vulnerability</strong>\n<ul>\n<li>How easy is it for you admit that you don’t know something about a specific culture, belief, or norm?</li>\n<li>Which if any elements of your own culture do you wish were different?</li>\n<li>If your words or actions make someone from another culture embarrassed or uneasy, are you prepared to take full accountability for your mistake?</li>\n</ul>\n</li>\n<li><strong>Adaptation</strong>\n<ul>\n<li>Are you willing to adapt your behaviors when necessary, even if doing so feels odd or uncomfortable?</li>\n<li>Are you adept at coaching others so they can also exhibit more cultural competence?</li>\n</ul>\n</li>\n</ul>\n<p>Becoming culturally competent isn’t a quick and easy task. It requires intention, commitment, and an open mind, but it’s necessary for fostering the kind of workplace culture where all talent feels welcomed, valued, and included, and can thrive.</p>\n"}],"videoInfo":{"videoId":null,"name":null,"accountId":null,"playerId":null,"thumbnailUrl":null,"description":null,"uploadDate":null}},"sponsorship":{"sponsorshipPage":false,"backgroundImage":{"src":null,"width":0,"height":0},"brandingLine":"","brandingLink":"","brandingLogo":{"src":null,"width":0,"height":0}},"primaryLearningPath":"Advance","lifeExpectancy":"One year","lifeExpectancySetFrom":"2021-10-29T00:00:00+00:00","dummiesForKids":"no","sponsoredContent":"no","adInfo":"","adPairKey":[]},"status":"publish","visibility":"public","articleId":289249},{"headers":{"creationTime":"2016-03-27T16:46:43+00:00","modifiedTime":"2022-03-22T18:58:43+00:00","timestamp":"2022-03-23T00:01:05+00:00"},"data":{"breadcrumbs":[{"name":"Business, Careers, & Money","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34224"},"slug":"business-careers-money","categoryId":34224},{"name":"Business","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34225"},"slug":"business","categoryId":34225},{"name":"Human Resources","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34241"},"slug":"human-resources","categoryId":34241}],"title":"Business Coaching and Mentoring For Dummies Cheat Sheet","strippedTitle":"business coaching and mentoring for dummies cheat sheet","slug":"business-coaching-and-mentoring-for-dummies-cheat-sheet","canonicalUrl":"","seo":{"metaDescription":"This Cheat Sheet summarizes some of the main aspects of being a professional business coach and mentor, including administrative tasks.","noIndex":0,"noFollow":0},"content":"When you're a business coach or mentor, you have a lot to manage, and you may be a one-man or one-woman show. How do you keep all aspects of your practice moving forward? Use the at-a-glance tips in this Cheat Sheet to help you navigate the world of business coaching and mentoring.","description":"When you're a business coach or mentor, you have a lot to manage, and you may be a one-man or one-woman show. How do you keep all aspects of your practice moving forward? Use the at-a-glance tips in this Cheat Sheet to help you navigate the world of business coaching and mentoring.","blurb":"","authors":[{"authorId":8994,"name":"Marie Taylor","slug":"marie-taylor","description":"Marie Taylor worked across the spectrum of business in private and nonprofit organizations delivering a range of leadership training and behavioral training. ","_links":{"self":"https://dummies-api.dummies.com/v2/authors/8994"}},{"authorId":8995,"name":"Steve Crabb","slug":"steve-crabb","description":" Steve Crabb is a licensed master trainer of NLP and a master transformative coach who has helped to train and coach more than 30,000 people. ","_links":{"self":"https://dummies-api.dummies.com/v2/authors/8995"}}],"primaryCategoryTaxonomy":{"categoryId":34241,"title":"Human Resources","slug":"human-resources","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34241"}},"secondaryCategoryTaxonomy":{"categoryId":0,"title":null,"slug":null,"_links":null},"tertiaryCategoryTaxonomy":{"categoryId":0,"title":null,"slug":null,"_links":null},"trendingArticles":null,"inThisArticle":[],"relatedArticles":{"fromBook":[],"fromCategory":[{"articleId":289249,"title":"Diversity, Equity, and Inclusion For Dummies Cheat Sheet","slug":"diversity-equity-and-inclusion-for-dummies-cheat-sheet","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/289249"}},{"articleId":264547,"title":"How to Measure Performance Management Competencies","slug":"how-to-measure-performance-management-competencies","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/264547"}},{"articleId":264544,"title":"How to Evaluate Your Performance Management System","slug":"how-to-evaluate-your-performance-management-system","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/264544"}},{"articleId":264539,"title":"How to Become an Effective Performance Management Coach","slug":"how-to-become-an-effective-performance-management-coach","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/264539"}},{"articleId":264534,"title":"6 Legal Principles Affecting Performance Management","slug":"6-six-legal-principles-affecting-performance-management","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/264534"}}]},"hasRelatedBookFromSearch":false,"relatedBook":{"bookId":0,"slug":null,"isbn":null,"categoryList":null,"amazon":null,"image":null,"title":null,"testBankPinActivationLink":null,"bookOutOfPrint":false,"authorsInfo":null,"authors":null,"_links":null},"collections":[],"articleAds":{"footerAd":"<div class=\"du-ad-region row\" id=\"article_page_adhesion_ad\"><div class=\"du-ad-unit col-md-12\" data-slot-id=\"article_page_adhesion_ad\" data-refreshed=\"false\" \r\n data-target = \"[{&quot;key&quot;:&quot;cat&quot;,&quot;values&quot;:[&quot;business-careers-money&quot;,&quot;business&quot;,&quot;human-resources&quot;]},{&quot;key&quot;:&quot;isbn&quot;,&quot;values&quot;:[null]}]\" id=\"du-slot-623a634140d97\"></div></div>","rightAd":"<div class=\"du-ad-region row\" id=\"article_page_right_ad\"><div class=\"du-ad-unit col-md-12\" data-slot-id=\"article_page_right_ad\" data-refreshed=\"false\" \r\n data-target = \"[{&quot;key&quot;:&quot;cat&quot;,&quot;values&quot;:[&quot;business-careers-money&quot;,&quot;business&quot;,&quot;human-resources&quot;]},{&quot;key&quot;:&quot;isbn&quot;,&quot;values&quot;:[null]}]\" id=\"du-slot-623a6341412d1\"></div></div>"},"articleType":{"articleType":"Cheat Sheet","articleList":[{"articleId":138806,"title":"The Session Checklist","slug":"the-session-checklist","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/138806"}},{"articleId":138810,"title":"Questions to Keep Your Coaching Practice on Track","slug":"questions-to-keep-your-coaching-practice-on-track","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/138810"}},{"articleId":138815,"title":"Balancing Your Home and Work Life when You're a Business Coach or Mentor","slug":"balancing-your-home-and-work-life-when-youre-a-business-coach-or-mentor","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/138815"}}],"content":[{"title":"The Session Checklist","thumb":null,"image":null,"content":"<p>Just like everything else in life, business coaching and mentoring sessions have a beginning, middle and end. Use this list as a quick check to help you and your clients get the most from your coaching and mentoring sessions.</p>\n<ul class=\"level-one\">\n<li>\n<p class=\"first-para\">Before the session</p>\n<ul class=\"level-two\">\n<li>\n<p class=\"first-para\">Review previous notes</p>\n</li>\n<li>\n<p class=\"first-para\">Prepare personal notes to keep on track</p>\n</li>\n<li>\n<p class=\"first-para\">Get grounded by focusing on the session ahead and clearing your mind</p>\n</li>\n</ul>\n</li>\n<li>\n<p class=\"first-para\">At the close of a session</p>\n<ul class=\"level-two\">\n<li>\n<p class=\"first-para\">Notice key issues and models used in the session</p>\n</li>\n<li>\n<p class=\"first-para\">Check which models have worked and the client’s sense of what worked in the session</p>\n</li>\n</ul>\n</li>\n<li>\n<p class=\"first-para\">After the session</p>\n<ul class=\"level-two\">\n<li>\n<p class=\"first-para\">Make note of action points to be completed before the next session and any issues to bring forward to the next session</p>\n</li>\n<li>\n<p class=\"first-para\">Complete your coaching/mentoring log</p>\n</li>\n</ul>\n</li>\n</ul>\n"},{"title":"Questions to Keep Your Coaching Practice on Track","thumb":null,"image":null,"content":"<p>You likely got into business coaching because you enjoy helping people solve problems and grow in their careers and professional relationships. What you probably weren&#8217;t as prepared for are all of the administrative tasks that come with running your own practice. Ugh is right!</p>\n<p>Here are some key questions to ask yourself at the beginning or end of every month. These questions will help you support and grow your practice.</p>\n<ul class=\"level-one\">\n<li>\n<p class=\"first-para\">Cash flow questions</p>\n<ul class=\"level-two\">\n<li>\n<p class=\"first-para\">Are invoices issued and up to date?</p>\n</li>\n<li>\n<p class=\"first-para\">Are receipts from invoices in the bank?</p>\n</li>\n<li>\n<p class=\"first-para\">Are supplier invoices paid within terms agreed?</p>\n</li>\n</ul>\n</li>\n<li>\n<p class=\"first-para\">Business profile questions</p>\n<ul class=\"level-two\">\n<li>\n<p class=\"first-para\">Are website and social media updated with any software plugins and personal/business profile changes?</p>\n</li>\n<li>\n<p class=\"first-para\">What network meetings or training events are planned in the diary?</p>\n</li>\n</ul>\n</li>\n<li>\n<p class=\"first-para\">People issues questions</p>\n<ul class=\"level-two\">\n<li>\n<p class=\"first-para\">What one-on-one and team meetings are planned for the month?</p>\n</li>\n<li>\n<p class=\"first-para\">Are payments to any associates and staff settled and in line with cash receipts?</p>\n</li>\n<li>\n<p class=\"first-para\">Are internal development and coaching/supervision sessions planned and/or completed?</p>\n</li>\n</ul>\n</li>\n</ul>\n"},{"title":"Balancing Your Home and Work Life when You're a Business Coach or Mentor","thumb":null,"image":null,"content":"<p>Your business, profession or leadership role is a reflection of who you are and how you present professionally and in life more generally. Use these questions to check the alignment between your nonwork life and working life.</p>\n<ul class=\"level-one\">\n<li>\n<p class=\"first-para\">Analysing your values</p>\n<ul class=\"level-two\">\n<li>\n<p class=\"first-para\">What do you value about the nature of your business and your role in it?</p>\n</li>\n<li>\n<p class=\"first-para\">What do you value about your life?</p>\n</li>\n<li>\n<p class=\"first-para\">Are these in alignment? If not, what needs to change?</p>\n</li>\n</ul>\n</li>\n<li>\n<p class=\"first-para\">Doing the work vs. working on the business</p>\n<ul class=\"level-two\">\n<li>\n<p class=\"first-para\">How much time do you spend working on your business (planning, marketing, networking, and so on) as opposed to working in your business (day-to-day delivery and administration)?</p>\n</li>\n<li>\n<p class=\"first-para\">Does the balance feel right at this stage of development?</p>\n</li>\n</ul>\n</li>\n<li>\n<p class=\"first-para\">Being the best you</p>\n<ul class=\"level-two\">\n<li>\n<p class=\"first-para\">Are you doing your best work right now? If not, why not? What is getting in the way? What will you do about that?</p>\n</li>\n<li>\n<p class=\"first-para\">Are you being your best in the roles you hold outside of work with family, friends, membership organisations and any clubs you are part of? What is working well? Does your leisure time align with your values and create a sense of personal success?</p>\n</li>\n</ul>\n</li>\n</ul>\n"}],"videoInfo":{"videoId":null,"name":null,"accountId":null,"playerId":null,"thumbnailUrl":null,"description":null,"uploadDate":null}},"sponsorship":{"sponsorshipPage":false,"backgroundImage":{"src":null,"width":0,"height":0},"brandingLine":"","brandingLink":"","brandingLogo":{"src":null,"width":0,"height":0}},"primaryLearningPath":"Advance","lifeExpectancy":"One year","lifeExpectancySetFrom":"2021-12-22T00:00:00+00:00","dummiesForKids":"no","sponsoredContent":"no","adInfo":"","adPairKey":[]},"status":"publish","visibility":"public","articleId":207402},{"headers":{"creationTime":"2016-03-27T16:47:14+00:00","modifiedTime":"2022-03-15T20:23:04+00:00","timestamp":"2022-03-16T00:01:10+00:00"},"data":{"breadcrumbs":[{"name":"Business, Careers, & Money","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34224"},"slug":"business-careers-money","categoryId":34224},{"name":"Business","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34225"},"slug":"business","categoryId":34225},{"name":"Human Resources","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34241"},"slug":"human-resources","categoryId":34241}],"title":"Training and Development For Dummies Cheat Sheet","strippedTitle":"training and development for dummies cheat sheet","slug":"training-and-development-for-dummies-cheat-sheet","canonicalUrl":"","seo":{"metaDescription":"Training and development is rewarding but there are also a lot of pitfalls. Learn how to avoid them and improve your training sessions.","noIndex":0,"noFollow":0},"content":"Training and development can be incredibly rewarding, but it is also filled with challenges. This Cheat Sheet aims to cut to the chase in several key areas that trainers deal with all the time. You'll find succinct tips on avoiding pitfalls, designing great visuals, and loads of quick ideas to improve your sessions.","description":"Training and development can be incredibly rewarding, but it is also filled with challenges. This Cheat Sheet aims to cut to the chase in several key areas that trainers deal with all the time. You'll find succinct tips on avoiding pitfalls, designing great visuals, and loads of quick ideas to improve your sessions.","blurb":"","authors":[{"authorId":9118,"name":"Elaine Biech","slug":"elaine-biech","description":"Elaine Biech, MS, has been in the training and consulting field for more than 25 years. The author of 86 books, she helps organizations work through large-scale change and has been featured in The Wall Street Journal. Learn more at ebbweb.com. ","_links":{"self":"https://dummies-api.dummies.com/v2/authors/9118"}}],"primaryCategoryTaxonomy":{"categoryId":34241,"title":"Human Resources","slug":"human-resources","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34241"}},"secondaryCategoryTaxonomy":{"categoryId":0,"title":null,"slug":null,"_links":null},"tertiaryCategoryTaxonomy":{"categoryId":0,"title":null,"slug":null,"_links":null},"trendingArticles":null,"inThisArticle":[],"relatedArticles":{"fromBook":[{"articleId":143820,"title":"A Dozen Training Do’s","slug":"a-dozen-training-dos","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/143820"}},{"articleId":143819,"title":"Tips for Better Training Design","slug":"tips-for-better-training-design","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/143819"}},{"articleId":143811,"title":"Finding Ways to Ensure Participation in Training and Development","slug":"finding-ways-to-ensure-participation-in-training-and-development","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/143811"}},{"articleId":143808,"title":"Characteristics of Effective Visuals When Training Your Employees","slug":"characteristics-of-effective-visuals-when-training-your-employees","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/143808"}},{"articleId":143809,"title":"Training & Development: What You Can’t Glean from a Book","slug":"training-development-what-you-cant-glean-from-a-book","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/143809"}}],"fromCategory":[{"articleId":289249,"title":"Diversity, Equity, and Inclusion For Dummies Cheat Sheet","slug":"diversity-equity-and-inclusion-for-dummies-cheat-sheet","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/289249"}},{"articleId":264547,"title":"How to Measure Performance Management Competencies","slug":"how-to-measure-performance-management-competencies","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/264547"}},{"articleId":264544,"title":"How to Evaluate Your Performance Management System","slug":"how-to-evaluate-your-performance-management-system","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/264544"}},{"articleId":264539,"title":"How to Become an Effective Performance Management Coach","slug":"how-to-become-an-effective-performance-management-coach","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/264539"}},{"articleId":264534,"title":"6 Legal Principles Affecting Performance Management","slug":"6-six-legal-principles-affecting-performance-management","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/264534"}}]},"hasRelatedBookFromSearch":false,"relatedBook":{"bookId":282637,"slug":"training-development-for-dummies","isbn":"9781119076339","categoryList":["business-careers-money","business","human-resources"],"amazon":{"default":"https://www.amazon.com/gp/product/1119076331/ref=as_li_tl?ie=UTF8&tag=wiley01-20","ca":"https://www.amazon.ca/gp/product/1119076331/ref=as_li_tl?ie=UTF8&tag=wiley01-20","indigo_ca":"http://www.tkqlhce.com/click-9208661-13710633?url=https://www.chapters.indigo.ca/en-ca/books/product/1119076331-item.html&cjsku=978111945484","gb":"https://www.amazon.co.uk/gp/product/1119076331/ref=as_li_tl?ie=UTF8&tag=wiley01-20","de":"https://www.amazon.de/gp/product/1119076331/ref=as_li_tl?ie=UTF8&tag=wiley01-20"},"image":{"src":"https://www.dummies.com/wp-content/uploads/training-and-development-for-dummies-cover-9781119076339-203x255.jpg","width":203,"height":255},"title":"Training & Development For Dummies","testBankPinActivationLink":"","bookOutOfPrint":false,"authorsInfo":"\n <p><b data-author-id=\"9118\">Elaine Biech</b> has been in the training and consulting field for over a quarter of a century. She is President of ebb associates inc, an organizational development and custom training design firm that helps organizations work through large-scale change, and has been featured in <i>The Wall Street Journal</i>. </p>","authors":[{"authorId":9118,"name":"Elaine Biech","slug":"elaine-biech","description":"Elaine Biech, MS, has been in the training and consulting field for more than 25 years. The author of 86 books, she helps organizations work through large-scale change and has been featured in The Wall Street Journal. Learn more at ebbweb.com. ","_links":{"self":"https://dummies-api.dummies.com/v2/authors/9118"}}],"_links":{"self":"https://dummies-api.dummies.com/v2/books/"}},"collections":[],"articleAds":{"footerAd":"<div class=\"du-ad-region row\" id=\"article_page_adhesion_ad\"><div class=\"du-ad-unit col-md-12\" data-slot-id=\"article_page_adhesion_ad\" data-refreshed=\"false\" \r\n data-target = \"[{&quot;key&quot;:&quot;cat&quot;,&quot;values&quot;:[&quot;business-careers-money&quot;,&quot;business&quot;,&quot;human-resources&quot;]},{&quot;key&quot;:&quot;isbn&quot;,&quot;values&quot;:[&quot;9781119076339&quot;]}]\" id=\"du-slot-623128c6b5664\"></div></div>","rightAd":"<div class=\"du-ad-region row\" id=\"article_page_right_ad\"><div class=\"du-ad-unit col-md-12\" data-slot-id=\"article_page_right_ad\" data-refreshed=\"false\" \r\n data-target = \"[{&quot;key&quot;:&quot;cat&quot;,&quot;values&quot;:[&quot;business-careers-money&quot;,&quot;business&quot;,&quot;human-resources&quot;]},{&quot;key&quot;:&quot;isbn&quot;,&quot;values&quot;:[&quot;9781119076339&quot;]}]\" id=\"du-slot-623128c6b5fe8\"></div></div>"},"articleType":{"articleType":"Cheat Sheet","articleList":[{"articleId":143820,"title":"A Dozen Training Do’s","slug":"a-dozen-training-dos","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/143820"}},{"articleId":143808,"title":"Characteristics of Effective Visuals When Training Your Employees","slug":"characteristics-of-effective-visuals-when-training-your-employees","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/143808"}},{"articleId":143811,"title":"Finding Ways to Ensure Participation in Training and Development","slug":"finding-ways-to-ensure-participation-in-training-and-development","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/143811"}},{"articleId":143807,"title":"7 Sins of Trainers","slug":"7-sins-of-trainers","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/143807"}},{"articleId":143819,"title":"Tips for Better Training Design","slug":"tips-for-better-training-design","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/143819"}},{"articleId":143809,"title":"Training & Development: What You Can’t Glean from a Book","slug":"training-development-what-you-cant-glean-from-a-book","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/143809"}}],"content":[{"title":"A dozen training dos","thumb":null,"image":null,"content":"<p>Have you ever wondered why you spent the time to train your employees, but they still don’t seem to do what you trained them to? Include this 12-pack of good ideas in your training, and you can guarantee success.</p>\n<ul class=\"level-one\">\n<li>\n<p class=\"first-para\">Be prepared.</p>\n</li>\n<li>\n<p class=\"first-para\">State the objectives.</p>\n</li>\n<li>\n<p class=\"first-para\">Be organized.</p>\n</li>\n<li>\n<p class=\"first-para\">Use visuals.</p>\n</li>\n<li>\n<p class=\"first-para\">Answer questions.</p>\n</li>\n<li>\n<p class=\"first-para\">Be enthusiastic.</p>\n</li>\n<li>\n<p class=\"first-para\">Provide feedback.</p>\n</li>\n<li>\n<p class=\"first-para\">Be flexible.</p>\n</li>\n<li>\n<p class=\"first-para\">Prepare for emergencies.</p>\n</li>\n<li>\n<p class=\"first-para\">Encourage participation.</p>\n</li>\n<li>\n<p class=\"first-para\">Establish rapport.</p>\n</li>\n<li>\n<p class=\"first-para\">Be yourself.</p>\n</li>\n</ul>\n"},{"title":"Characteristics of effective visuals when training your employees","thumb":null,"image":null,"content":"<p>If you really want your training to take hold and be retained, you need to have effective visuals. Visuals must enhance — not detract from — your training delivery. Be sure that you follow the VISUAL laws.</p>\n<ul class=\"level-one\">\n<li>\n<p class=\"first-para\"><b>V</b>isible:<b> </b>Words on visuals are large enough, and you don’t block the view.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>I</b>nteresting: Oriented to the learner, visuals make use of pictures, graphs, color, and bullets.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>S</b>imple: Information is concise, and key concepts are highlighted.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>U</b>seful: Visuals help the trainer and the learner stay on track.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>A</b>ccurate: Information on the visuals matches the participants’ materials.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>L</b>ong-lasting: Visuals facilitate retention and help the learner transfer and apply concepts.</p>\n</li>\n</ul>\n"},{"title":"Finding ways to ensure participation in training and development","thumb":null,"image":null,"content":"<p>You have many ways to ensure participation in training and development. Mostly it comes down to your reaction to the learners and their learning situation. How do you react to ensure an environment that encourages the best opportunities for participation? How do you react to create the best learning experience? The REACT mnemonic helps you remember the basics for encouraging participation:</p>\n<ul class=\"level-one\">\n<li>\n<p class=\"first-para\"><b>R</b>elax and establish an informal atmosphere.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>E</b>ncourage participants to take control of their own learning.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>A</b>ccept participants where they are.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>C</b>ommunicate openly and honestly.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>T</b>ap participants for their ideas.</p>\n</li>\n</ul>\n"},{"title":"7 sins of trainers","thumb":null,"image":null,"content":"<p>Everyone makes mistakes, but some are bigger than others. When you are training your employees, your mistakes can make the difference between business success and failure. Steer clear of committing these sins:</p>\n<ul class=\"level-one\">\n<li>\n<p class=\"first-para\">Starting late and wasting time</p>\n</li>\n<li>\n<p class=\"first-para\">Being poorly prepared and lacking content knowledge</p>\n</li>\n<li>\n<p class=\"first-para\">Displaying distracting habits</p>\n</li>\n<li>\n<p class=\"first-para\">Ignoring participants’ needs and interrupting their questions</p>\n</li>\n<li>\n<p class=\"first-para\">Lacking enthusiasm</p>\n</li>\n<li>\n<p class=\"first-para\">Reading from a script</p>\n</li>\n<li>\n<p class=\"first-para\">Neglecting to tell participants WIIFM (“what’s in it for me?”)</p>\n</li>\n</ul>\n"},{"title":"Tips for better training design","thumb":null,"image":null,"content":"<p>Developing a more effective training session is definitely in your best interest. When designing a training session, ensure that you maximize the learning that occurs by doing the following things:</p>\n<ul class=\"level-one\">\n<li>\n<p class=\"first-para\">Build in practical, relevant examples.</p>\n</li>\n<li>\n<p class=\"first-para\">Make it interactive; learning is not passive.</p>\n</li>\n<li>\n<p class=\"first-para\">Enrich with content; don’t underestimate your learners’ potential.</p>\n</li>\n<li>\n<p class=\"first-para\">Enhance content with visuals.</p>\n</li>\n<li>\n<p class=\"first-para\">Provide opportunities for practice, review, and summary.</p>\n</li>\n</ul>\n"},{"title":"Training & development: what you can't glean from a book","thumb":null,"image":null,"content":"<p>You want your training session to be specific to your goals and provide information that can’t be found in generic training resources. To set your training apart from materials your participants can get online or from a book, be sure to do the following in your training:</p>\n<ul class=\"level-one\">\n<li>\n<p class=\"first-para\">Create a supportive learning environment.</p>\n</li>\n<li>\n<p class=\"first-para\">Let participants know how they will benefit from the training.</p>\n</li>\n<li>\n<p class=\"first-para\">Find out what participants need and expect and fulfill that need/expectation.</p>\n</li>\n<li>\n<p class=\"first-para\">Involve participants in the training from start to finish.</p>\n</li>\n<li>\n<p class=\"first-para\">Show a high degree of respect for each participant.</p>\n</li>\n<li>\n<p class=\"first-para\">Assure that the training mirrors the actual job situation.</p>\n</li>\n<li>\n<p class=\"first-para\">Reinforce positive participant behavior with recognition and encouragement.</p>\n</li>\n<li>\n<p class=\"first-para\">Put your heart into the training session. If you’re giving it your all, your trainees will, too.</p>\n</li>\n<li>\n<p class=\"first-para\">Take a personal interest in each participant.</p>\n</li>\n<li>\n<p class=\"first-para\">Allow participants to get to know each other.</p>\n</li>\n<li>\n<p class=\"first-para\">Know and polish your communication and training style.</p>\n</li>\n</ul>\n"}],"videoInfo":{"videoId":null,"name":null,"accountId":null,"playerId":null,"thumbnailUrl":null,"description":null,"uploadDate":null}},"sponsorship":{"sponsorshipPage":false,"backgroundImage":{"src":null,"width":0,"height":0},"brandingLine":"","brandingLink":"","brandingLogo":{"src":null,"width":0,"height":0}},"primaryLearningPath":"Advance","lifeExpectancy":"Two years","lifeExpectancySetFrom":"2022-03-15T00:00:00+00:00","dummiesForKids":"no","sponsoredContent":"no","adInfo":"","adPairKey":[]},"status":"publish","visibility":"public","articleId":207523},{"headers":{"creationTime":"2019-01-28T02:13:49+00:00","modifiedTime":"2022-03-02T17:23:54+00:00","timestamp":"2022-03-02T18:01:13+00:00"},"data":{"breadcrumbs":[{"name":"Business, Careers, & Money","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34224"},"slug":"business-careers-money","categoryId":34224},{"name":"Business","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34225"},"slug":"business","categoryId":34225},{"name":"Human Resources","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34241"},"slug":"human-resources","categoryId":34241}],"title":"People Analytics For Dummies Cheat Sheet","strippedTitle":"people analytics for dummies cheat sheet","slug":"people-analytics-for-dummies-cheat-sheet","canonicalUrl":"","seo":{"metaDescription":"Explore different people analytics frameworks, delivery methods, designs, development, and more in this handy cheat sheet.","noIndex":0,"noFollow":0},"content":"To complete any project of lasting importance in people analytics, you have to master concepts and activities that live in many different domains. This cheat sheet provides some information about these domains, concepts, and activities.","description":"To complete any project of lasting importance in people analytics, you have to master concepts and activities that live in many different domains. This cheat sheet provides some information about these domains, concepts, and activities.","blurb":"","authors":[{"authorId":22165,"name":"Mike West","slug":"mike-west","description":"Mike West was a founding member of the first people analytics teams at Merck, PetSmart, Google, and Children's Health Dallas before starting his own firm, PeopleAnalyst, LLC. He has helped companies large and small design people analytics applications and start their own people analytics teams. West brings a unique perspective on how to use data to create winning companies and great places to work. ","_links":{"self":"https://dummies-api.dummies.com/v2/authors/22165"}}],"primaryCategoryTaxonomy":{"categoryId":34241,"title":"Human Resources","slug":"human-resources","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34241"}},"secondaryCategoryTaxonomy":{"categoryId":0,"title":null,"slug":null,"_links":null},"tertiaryCategoryTaxonomy":{"categoryId":0,"title":null,"slug":null,"_links":null},"trendingArticles":null,"inThisArticle":[],"relatedArticles":{"fromBook":[{"articleId":262526,"title":"People Analytics and Talent Acquisition Analytics","slug":"people-analytics-and-talent-acquisition-analytics","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/262526"}},{"articleId":262516,"title":"People Analytics and Employee Journey Maps","slug":"people-analytics-and-employee-journey-maps","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/262516"}},{"articleId":262510,"title":"People Analytics Segmentation","slug":"people-analytics-segmentation","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/262510"}},{"articleId":262505,"title":"10 People Analytics Pitfalls","slug":"10-people-analytics-pitfalls","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/262505"}},{"articleId":262499,"title":"People Analytics: What is the Human Resource?","slug":"people-analytics-what-is-the-human-resource","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/262499"}}],"fromCategory":[{"articleId":289249,"title":"Diversity, Equity, and Inclusion For Dummies Cheat Sheet","slug":"diversity-equity-and-inclusion-for-dummies-cheat-sheet","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/289249"}},{"articleId":264547,"title":"How to Measure Performance Management Competencies","slug":"how-to-measure-performance-management-competencies","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/264547"}},{"articleId":264544,"title":"How to Evaluate Your Performance Management System","slug":"how-to-evaluate-your-performance-management-system","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/264544"}},{"articleId":264539,"title":"How to Become an Effective Performance Management Coach","slug":"how-to-become-an-effective-performance-management-coach","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/264539"}},{"articleId":264534,"title":"6 Legal Principles Affecting Performance Management","slug":"6-six-legal-principles-affecting-performance-management","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/264534"}}]},"hasRelatedBookFromSearch":false,"relatedBook":{"bookId":281814,"slug":"people-analytics-for-dummies","isbn":"9781119434764","categoryList":["business-careers-money","business","human-resources"],"amazon":{"default":"https://www.amazon.com/gp/product/1119434769/ref=as_li_tl?ie=UTF8&tag=wiley01-20","ca":"https://www.amazon.ca/gp/product/1119434769/ref=as_li_tl?ie=UTF8&tag=wiley01-20","indigo_ca":"http://www.tkqlhce.com/click-9208661-13710633?url=https://www.chapters.indigo.ca/en-ca/books/product/1119434769-item.html&cjsku=978111945484","gb":"https://www.amazon.co.uk/gp/product/1119434769/ref=as_li_tl?ie=UTF8&tag=wiley01-20","de":"https://www.amazon.de/gp/product/1119434769/ref=as_li_tl?ie=UTF8&tag=wiley01-20"},"image":{"src":"https://www.dummies.com/wp-content/uploads/people-analytics-for-dummies-cover-9781119434764-203x255.jpg","width":203,"height":255},"title":"People Analytics For Dummies","testBankPinActivationLink":"","bookOutOfPrint":false,"authorsInfo":"\n <p><b data-author-id=\"22165\">Mike West</b> was a founding member of the first people analytics teams at Merck, PetSmart, Google, and Children's Health Dallas before starting his own firm, PeopleAnalyst, LLC. He has helped companies large and small design people analytics applications and start their own people analytics teams. Mike brings a unique perspective about how to use data to create winning companies and great places to work. \t </p>","authors":[{"authorId":22165,"name":"Mike West","slug":"mike-west","description":"Mike West was a founding member of the first people analytics teams at Merck, PetSmart, Google, and Children's Health Dallas before starting his own firm, PeopleAnalyst, LLC. He has helped companies large and small design people analytics applications and start their own people analytics teams. West brings a unique perspective on how to use data to create winning companies and great places to work. ","_links":{"self":"https://dummies-api.dummies.com/v2/authors/22165"}}],"_links":{"self":"https://dummies-api.dummies.com/v2/books/"}},"collections":[],"articleAds":{"footerAd":"<div class=\"du-ad-region row\" id=\"article_page_adhesion_ad\"><div class=\"du-ad-unit col-md-12\" data-slot-id=\"article_page_adhesion_ad\" data-refreshed=\"false\" \r\n data-target = \"[{&quot;key&quot;:&quot;cat&quot;,&quot;values&quot;:[&quot;business-careers-money&quot;,&quot;business&quot;,&quot;human-resources&quot;]},{&quot;key&quot;:&quot;isbn&quot;,&quot;values&quot;:[&quot;9781119434764&quot;]}]\" id=\"du-slot-621fb0e978ae5\"></div></div>","rightAd":"<div class=\"du-ad-region row\" id=\"article_page_right_ad\"><div class=\"du-ad-unit col-md-12\" data-slot-id=\"article_page_right_ad\" data-refreshed=\"false\" \r\n data-target = \"[{&quot;key&quot;:&quot;cat&quot;,&quot;values&quot;:[&quot;business-careers-money&quot;,&quot;business&quot;,&quot;human-resources&quot;]},{&quot;key&quot;:&quot;isbn&quot;,&quot;values&quot;:[&quot;9781119434764&quot;]}]\" id=\"du-slot-621fb0e979057\"></div></div>"},"articleType":{"articleType":"Cheat Sheet","articleList":[{"articleId":259613,"title":"The Four S People Analytics Framework","slug":"","categoryList":[],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/259613"}},{"articleId":259618,"title":"The Triple A Measurement Framework","slug":"","categoryList":[],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/259618"}},{"articleId":259623,"title":"CAMS Activation Index Framework","slug":"","categoryList":[],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/259623"}},{"articleId":259627,"title":"People Analytics Delivery","slug":"","categoryList":[],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/259627"}},{"articleId":259632,"title":"People Analytics Design & Development","slug":"","categoryList":[],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/259632"}},{"articleId":259637,"title":"People Analytics System Jobs Overview","slug":"","categoryList":[],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/259637"}}],"content":[{"title":"The Four S people analytics framework","thumb":null,"image":null,"content":"<p>One way of defining people analytics is to say that people analytics is what lives at the intersection of people strategy, science, statistics. and systems — what I like to call the Four S&#8217;s. (See the following figure.) If you take any of the S’s away, you might get something like people analytics, maybe even a precursor of people analytics, but it is not people analytics proper.</p>\n<div class=\"figure-container\"><figure id=\"attachment_259614\" aria-labelledby=\"figcaption_attachment_259614\" class=\"wp-caption alignnone\" style=\"width: 545px\"><img loading=\"lazy\" class=\"size-full wp-image-259614\" src=\"https://www.dummies.com/wp-content/uploads/people-analytics-four-s.jpg\" alt=\"people-analytics-four-s\" width=\"535\" height=\"329\" /><figcaption id=\"figcaption_attachment_259614\" class=\"wp-caption-text\">The Four S People Analytics Framework (The People Analytics Intersection).</figcaption></figure></div><div class=\"clearfix\"></div>\n<p>Following are some ingredients to each of the Four S components that represent an important concept or activity to learn if you hope to be successful at people analytics:</p>\n<h2>Strategy</h2>\n<p>Strategy encompasses the plans and policies intended to help a company gain a sustainable edge over its competitors as efficiently as possible. It represents the art and science of developing and using the object and actions within control of an organization in a deliberate manner in order to increase the probabilities of victory and to lessen the chances of defeat.</p>\n<table>\n<tbody>\n<tr>\n<td width=\"378\"><strong>Concept</strong></td>\n<td width=\"378\"><strong>Description</strong></td>\n</tr>\n<tr>\n<td width=\"378\"><strong>Business Model</strong></td>\n<td width=\"378\">Business models are frameworks that describe how a business creates value. The areas of focus of a business model include: problem focus, target customer focus (market), unique value proposition, channels, methods of generating revenue, total addressable market (projected target customer market estimates), projected costs, projected revenues, and any believed or real defendable product differentiation advantages. The work we do in people analytics is intended to support the organization in creating, adapting, or defending a specific business model.</td>\n</tr>\n<tr>\n<td width=\"378\"><strong>Segments, Target Segments</strong></td>\n<td width=\"378\">Segments are groups of people who exhibit similar attributes or characteristics. Segments must be distinct from other groups. Segments need not be demographic in nature — segments may consist of individuals who share a similar response to survey questions or display common behavioral patterns in reaction to some stimulus. The concept of target segments is of central importance to marketing; in people analytics, we look to apply this same concept to human resources. In people analytics you also look to make Human Resources serve the interests of what the organization is trying to represent to its target market segments.</td>\n</tr>\n<tr>\n<td width=\"378\"><strong>Differentiation</strong></td>\n<td width=\"378\">Product differentiation (or simply differentiation) is the process of distinguishing a product or service from others in order to make it more attractive to a particular target market segment. In people analytics, we are interested in those key jobs, competencies, attitudes, and behaviors that must be created to help the company create and sustain its product leadership in the marketplace in some category of product differentiation.</td>\n</tr>\n<tr>\n<td width=\"378\"><strong>Job Families and Job Levels</strong></td>\n<td width=\"378\">A job family is defined as a set of jobs (with or without related titles) that share a series of related knowledge, skills, abilities, and other characteristics (competencies). Job families can be further classified by level, defining a progressive expression of the job family’s contributions to a business.</td>\n</tr>\n<tr>\n<td width=\"378\"><strong>Key Jobs and Key Talent</strong></td>\n<td width=\"378\">Key jobs or key talent are those jobs or people that are critically important for a particular business model. They demonstrate the differentiating competencies (knowledge, skills, abilities, and others defined characteristics) that are pivotal to affect the success of a particular business model and product differentiation strategy.</td>\n</tr>\n<tr>\n<td width=\"378\"><strong>Performance Management</strong></td>\n<td width=\"378\">Performance management is a human resource management strategy and operational process that aims to align employee expectations and actions with the expectations of managers and company leadership with the objective of improving individual and collective performance. Performance management is a process for evaluating employee performance in reference to the competencies, attitudes, and behaviors previously demonstrated as critical for successful job, team, or company performance. Group facilitated exercises such as the Critical Incident Technique may be combined with other forms of data to derive a valid and reliable measurement system that can be applied to employee selection and ongoing feedback in support of the broader context of performance management and business strategy.</td>\n</tr>\n<tr>\n<td width=\"378\"><strong>Compensation Philosophy and Compensation Strategy</strong></td>\n<td width=\"378\">Compensation philosophy or strategy represents the standards, goals, and plans by which those responsible for employee compensation will help the company prioritize available budgets to achieve the goals of the company through better control over employee attraction, motivation, and retention. Some of the various concepts that can be applied and measured include internal equity and fairness (similarity in pay among similar jobs), market differentiation (comparison to pay at other companies), and how the company chooses to compensate differently for different experience, competency, tenure, performance and job importance.</td>\n</tr>\n</tbody>\n</table>\n<h2>Science</h2>\n<p>Science involves the systematic study of the structure and behavior of the physical world through the organization of facts and theories and continual refinement of those facts and theories through observation and experiment.</p>\n<table>\n<tbody>\n<tr>\n<td width=\"378\"><strong>Concept</strong></td>\n<td width=\"378\"><strong>Description</strong></td>\n</tr>\n<tr>\n<td width=\"378\"><strong>Scientific Method</strong></td>\n<td width=\"378\">The scientific method is a body of techniques for investigating the world, acquiring new knowledge, or correcting previous knowledge consisting in systematic observation, measurement, and experiment, and the formulation, testing, and modification of hypotheses.</p>\n<p>The scientific method is an iterative process involving the following steps:</p>\n<p>1. Make observations</p>\n<p>2. Identify questions</p>\n<p>3. Formulate hypotheses. Develop testable predictions</p>\n<p>4. Conduct an experiment. Gather data to test predictions</p>\n<p>5. Analyze data</p>\n<p>6. Refine, alter, expand or reject hypothesis (either go on to 7 or go back to 3)</p>\n<p>7. Develop or alter general theories.</p>\n<p>&nbsp;</td>\n</tr>\n<tr>\n<td width=\"378\"><strong>Inductive Analysis</strong></td>\n<td width=\"378\">Inductive reasoning begins with detailed observations of the world and from these moves towards generalizations and theories of what they mean. When following an inductive approach, beginning with a given set of data, a researcher identifies relationships, developing theories as she proceeds. No hypotheses can be found at the initial stages of the research and the researcher is not sure about the type, nature or application of the research findings until the study is completed.</td>\n</tr>\n<tr>\n<td width=\"378\"><strong>Deductive Analysis</strong></td>\n<td width=\"378\">Deductive reasoning starts with a general theory, statement, or hypothesis and then works its way down to a conclusion based on evidence. The main difference between inductive and deductive approaches to research is that whilst a deductive approach is aimed and testing theory, an inductive approach is concerned with the generation of new theory emerging from the data.</td>\n</tr>\n<tr>\n<td width=\"378\"><strong>Research Design</strong></td>\n<td width=\"378\">A research design is the set of methods and procedures used in collecting and analyzing measures of the variables specified in a problem theory. The research design defines the study type (e.g. review, descriptive, correlational, experimental or meta-analytic) and sub-type (e.g. longitudinal, cross-section, cohort, . . .), research problem, hypotheses, independent and dependent variables, experimental design, and, if applicable, data collection methods (survey, systems, ….) and a statistical analysis plan. A research design is a framework that has been created to find answers to research questions.</td>\n</tr>\n<tr>\n<td width=\"378\"><strong>Survey Design</strong></td>\n<td width=\"378\">Survey design is a sub field of applied behavioral science using questionnaires. Important elements of survey design include decisions about the technique of survey data collection, the technique to select a sample from a population, and the mathematical techniques for accurately interpreting what is found.</td>\n</tr>\n<tr>\n<td width=\"378\"><strong>Experiment Design</strong></td>\n<td width=\"378\">Experimental research is any research conducted with a scientific approach, where a set of variables are kept constant while the other set of variables are being measured as the subject of experiment change. Experimental research is the gold standard for investigating causal (cause/effect) relationships empirically. You can use experimental research to compare one group to itself over time or two groups two each other. In all designs, independent variables (<em>X</em>) are manipulated to see if it the change or difference between the samples (or groups) has an effect on the dependent variable (<em>Y</em>), generally using t-tests (see statistics). In contrast, an observational study does not involve experimental manipulation.</p>\n<p>Experimental research is used to test hypotheses. A hypothesis is a testable statement that is formulated by the researcher to confirm a theory or address a specific question. The researcher’s job is to design an experiment that will support or disprove the hypothesis.</td>\n</tr>\n</tbody>\n</table>\n<h2>Statistics</h2>\n<p>Statistics is the branch of mathematics that deals with the collection, organization, analysis, and interpretation of numerical data.</p>\n<table>\n<tbody>\n<tr>\n<td width=\"378\"><strong>Concept</strong></td>\n<td width=\"378\"><strong>Description</strong></td>\n</tr>\n<tr>\n<td width=\"378\"><strong>Chi-Square</strong></td>\n<td width=\"378\">A statistical significance test used for variables that have been organized into categories and presented in a crosstab or contingency table. A cross-tab displays the frequency distribution of the two or more variables crossed against each other. When you summarize two categorical variables in a cross-tab, your implicit interest is “Are the two variables related or independent?” Chi-Square is a statistical technique that can be applied to assess this very question.</td>\n</tr>\n<tr>\n<td width=\"378\"><strong>T-Test</strong></td>\n<td width=\"378\">A statistical method of assessing the significance of differences between two mean values for the same variable. The t-test is a statistical method often used in experimental design when comparing groups or samples for purposes of determining the impact of some change.</td>\n</tr>\n<tr>\n<td width=\"378\"><strong>Correlation</strong></td>\n<td width=\"378\">Correlation is a statistical technique for determining the statistical relationship between two variables. In other words, if we are measuring two variables and one variable increases, does the other consistently increase at some related amount?</td>\n</tr>\n<tr>\n<td width=\"378\"><strong>Multiple Regression</strong></td>\n<td width=\"378\">Multiple regression is employed to understand how multiple independent variables (<em>x</em>) are statistically related to the dependent variable (y) and to what degree. It helps mathematically describe the form of the relationships between multiple variables (<em>x</em>1, <em>x</em>2, <em>x</em>3) and (<em>y</em>), it helps to mathematically determine how good the overall model (inclusion of all variables) is at describing or predicting the behavior of (<em>y</em>), and it helps to mathematically isolate the independent contribution of each (<em>x</em>) variable to the total variance in (<em>y</em>).</td>\n</tr>\n<tr>\n<td width=\"378\"><strong>Factor Analysis</strong></td>\n<td width=\"378\">Factor Analysis is a statistical technique that is useful for organizing and understanding datasets where there are high numbers of observed variables that are believed to reflect a smaller number of underlying variables. The research questions factor analysis can help you answer include:</p>\n<p>How can we better understand and classify the variables in a dataset based on the observed interdependencies?</p>\n<p>Based on the observed interdependencies, what variables in this data can be combined into a single factor? For example, can performance at running, ball throwing, batting, jumping, and weight lifting be combined into a single factor such as general athletic ability?</p>\n<p>Based on the observed interdependencies, what are the most important variables in this dataset?</p>\n<p>Based on the observed interdependencies, do survey items (or other measurement instruments) measure what they purport to measure?</td>\n</tr>\n<tr>\n<td width=\"378\"><strong>Machine Learning</strong></td>\n<td width=\"378\">Machine learning is the application of computer algorithms to build a mathematical model of sample data (known as <em>training data</em>) in order to make predictions or decisions without being explicitly programmed to perform the task.</td>\n</tr>\n</tbody>\n</table>\n<h2>Systems</h2>\n<p>A system is computer software designed to perform a group of coordinated functions, tasks, or activities for the benefit of the user. A system is made up of components that work together. A system takes an input, changes it according to the system&#8217;s use, and then produces an outcome. Inputs and outputs are strung together between systems to accomplish broader objectives.</p>\n<table>\n<tbody>\n<tr>\n<td width=\"378\"><strong>Concept</strong></td>\n<td width=\"378\"><strong>Description</strong></td>\n</tr>\n<tr>\n<td width=\"378\"><strong>Operational Systems</strong></td>\n<td width=\"378\">The systems that facilitate the processing of transactions necessary for the day-to-day administration of the company.</td>\n</tr>\n<tr>\n<td width=\"378\"><strong>Data Collection Systems</strong></td>\n<td width=\"378\">Systems that facilitate the process of structured data collection for purposes of analysis.</td>\n</tr>\n<tr>\n<td width=\"378\"><strong>Data Management Systems</strong></td>\n<td width=\"378\">Systems that facilitate the process of moving, changing, and storing data.</td>\n</tr>\n<tr>\n<td width=\"378\"><strong>Data Analysis Systems</strong></td>\n<td width=\"378\">Systems that facilitate the process of discovering insight and validating or invalidating hypotheses using statistics.</td>\n</tr>\n<tr>\n<td width=\"378\"><strong>Data Delivery Systems</strong></td>\n<td width=\"378\">Systems that facilitate the process of absorption and use of data by placing it in a visual context in reach of users.</td>\n</tr>\n<tr>\n<td width=\"378\"><strong>Data Warehouse</strong></td>\n<td width=\"378\">A data warehouse is a central repository of integrated data from one or more disparate sources. A data warehouse is a data management sub-system and is considered to be a core component of business reporting and analysis.</td>\n</tr>\n<tr>\n<td width=\"378\"><strong>Operational Data Stores and Analytical Data Stores</strong></td>\n<td width=\"378\">Operational data stores consist of a method of storing transactional data that is built for the integrity and efficiency of the operational application where the data stemmed from — normalized tables, for example. In contrast to operational data stores, analytical data stores use methods of storing data that are built for the integrity and efficiency of reporting and analysis — through de-normalized columnar design, for example. In the case of statistical analysis, the data must be put in a specific columnar format dictated by the statistical procedure. In other cases, the design of the dataset is for faster query performance.</td>\n</tr>\n<tr>\n<td width=\"378\"><strong>Data Visualization</strong></td>\n<td width=\"378\">Data visualization is the process of putting numerical data in a pictorial or graphic format. Data visualization helps users comprehend information quickly and spot patterns, trends, and correlations in the data without abstract ideas or mathematics. Data can be visualized in a wide range of applications, but some applications are designed to allow the user to change the design of graphs, filter graphs, or drill down into graphs so that through exploration they can obtain the answers to their own questions.</td>\n</tr>\n<tr>\n<td width=\"378\"><strong>Data Dashboard</strong></td>\n<td width=\"378\">Generally, a data dashboard is understood to be the output of a data delivery system that displays together two or more metrics visually so that the user can monitor some measurable features of a business, department, or process. A popular data visualization expert, Stephen Few, defines a dashboard more specifically as “a visual display of the most important information needed to achieve one or more objectives; consolidated and arranged on a single screen so the information can be monitored at a glance.”</td>\n</tr>\n<tr>\n<td width=\"378\"><strong>API</strong></td>\n<td width=\"378\">API stands for <em>A</em>pplication <em>P</em>rogramming <em>I</em>nterface. An API is an interface designed into an application that allows other applications to communicate with it. In other words, an API is the messenger that can deliver a request to a system and then deliver the response back. The ability to communicate with application APIs in order to get data and move it to where it is needed is of growing importance to analytics.</td>\n</tr>\n<tr>\n<td width=\"378\"><strong>Code (SQL, Python, Node.js)</strong></td>\n<td width=\"378\"><em>Structured Query Language (SQL)</em> is a standard computer language for relational databases and for performing various data operations. The software is coded to query, join, merge, update, and modify data. As a relational data system, it is comprised of a set of tables with columns and rows that contain data. As the original code for databases, SQL excels at accessing and organizing data, is relatively easy to learn, and is thus almost common knowledge among coders.</p>\n<p><em>Python</em> is a general purpose, high-level coding language that has long been used to develop software on the web and in apps; in recent years, however, it has found increasing popularity among professionals who work with data. Python was designed to empower its users, emphasizes code readability, and leverages syntax that allows programmers to accomplish tasks in fewer lines of code than prior languages. Python users tout its use due to its easiness to learn, the accessibility of the language, its expansive library of open source data tools and testing instruments.</p>\n<p>Node.js is an open-source, cross-platform JavaScript run-time environment that executes JavaScript code outside of a browser. Node.js supports web applications with real-time, two-way connections, where both the client and server can initiate communication, allowing them to exchange data freely. Consequently, Node.js unifies web application development around a single programming language (JavaScript) rather than different languages for server side and client-side scripts. Node.js shines in real-time web applications employing push technology rather than WebSocket’s. Node.js is useful for developing data applications designed to run on the web and for extracting and moving data between web applications.</td>\n</tr>\n</tbody>\n</table>\n"},{"title":"The Triple A measurement framework","thumb":null,"image":null,"content":"<p>The Triple A Measurement Framework (see the following figure) provides the fundamental measurements and analysis for the three big people-related problems each company needs to solve if they hope to grow as a business: attracting talent, activating talent, and controlling the rate of talent exit (attrition).</p>\n<div class=\"figure-container\"><figure id=\"attachment_259619\" aria-labelledby=\"figcaption_attachment_259619\" class=\"wp-caption alignnone\" style=\"width: 545px\"><img loading=\"lazy\" class=\"size-full wp-image-259619\" src=\"https://www.dummies.com/wp-content/uploads/people-analytics-type-a.jpg\" alt=\"people-analytics-type-a\" width=\"535\" height=\"279\" /><figcaption id=\"figcaption_attachment_259619\" class=\"wp-caption-text\">The Triple A Measurement Framework</figcaption></figure></div><div class=\"clearfix\"></div>\n<h2>Attraction</h2>\n<p>Attraction represents a set of metrics and analyses intended to measure the attractive force of the company to acquire the quality of talent it wants. In other words, it poses the question &#8220;How are you doing on getting talent into the company?&#8221;</p>\n<table>\n<tbody>\n<tr>\n<td width=\"378\">Concept</td>\n<td width=\"378\">Description</td>\n</tr>\n<tr>\n<td width=\"378\"><strong>Headcount-SOP</strong></td>\n<td width=\"378\">The number of people in a segment at the start of the selected time period.</p>\n<p><em>Calculation:</em> [Period].[Segment].(count of active employees on the first day of the period)</td>\n</tr>\n<tr>\n<td width=\"378\"><strong>Headcount-EOP</strong></td>\n<td width=\"378\">The number of people in a segment at the end of the selected time period.</p>\n<p><em>Calculation:</em> [Period].[Segment].(count of active employees on the last day of the period)</td>\n</tr>\n<tr>\n<td width=\"378\"><strong>Average Headcount Simple</strong></td>\n<td width=\"378\">The average number of people in a segment during the selected time period, calculated with a count at the beginning and end divided by two.</p>\n<p><em>Calculation:</em> Period].[Segment].Headcount-SOP + [Period].[Segment].Headcount-EOP ÷ 2</td>\n</tr>\n<tr>\n<td width=\"378\"><strong>Hires</strong></td>\n<td width=\"378\">A hire is someone who was not an employee that became an employee. As a metric, hires is a count of the number of hires in a particular segment in a particular time period.</p>\n<p><em>Calculation:</em> [Period].[Segment].(count number of hires)</td>\n</tr>\n<tr>\n<td width=\"378\"><strong>Hire Rate</strong></td>\n<td width=\"378\">The number of hires in a segment during the reporting period expressed as a percentage of that segment&#8217;s average headcount in that reporting period.</p>\n<p><em>Calculation:</em> [Period].[Segment].Hires ÷ [Period].[Segment].Average-Headcount-Simple × 100</td>\n</tr>\n<tr>\n<td width=\"378\"><strong>Headcount Growth</strong></td>\n<td width=\"378\">The increase in the number of employees in a segment from the start of the period to the end of the period. Calculation: [Period].[Segment].Headcount-EOP – [Period].[Segment].Headcount-SOP</td>\n</tr>\n<tr>\n<td width=\"378\"><strong>Headcount Growth Rate</strong></td>\n<td width=\"378\">The growth in the number of people in a segment during the selected time period expressed as a percentage of headcount at start of period.</p>\n<p><em>Calculation:</em> [Period].[Segment].Headcount-Growth / [Period].[Segment].Headcount-SOP ×100</td>\n</tr>\n<tr>\n<td width=\"378\"><strong>Headcount Plan</strong></td>\n<td width=\"378\">A particular segment’s headcount plan on a particular date.</p>\n<p><em>Calculation:</em> [Period].[Segment].(sum of headcount plan)</td>\n</tr>\n<tr>\n<td width=\"378\"><strong>Headcount Plan Achievement Percent</strong></td>\n<td width=\"378\">A particular segment&#8217;s headcount as a percentage of that segment&#8217;s headcount plan on a particular date, expressed as a percentage.</p>\n<p><em>Calculation:</em> [Period].[Segment].Headcount-EOP / [Period].[Segment].Headcount-Plan ×100</td>\n</tr>\n<tr>\n<td width=\"378\"><strong>Candidates</strong></td>\n<td width=\"378\">Candidates are people who are considered for open jobs. A candidate may apply for multiple jobs and therefore may have multiple applications. As a result, there are typically more applications than there are candidates. As a metric, candidates is a count of the number of candidates in a particular segment in a particular time period.</p>\n<p><em>Calculation:</em> [Period].[Segment].(count the number of candidates)</td>\n</tr>\n<tr>\n<td width=\"378\"><strong>Applications</strong></td>\n<td width=\"378\">Applications are formal requests to be considered for an open job. As a metric, applications is a count of the number of applicants in a particular segment in a particular time period.</p>\n<p><em>Calculation:</em> [Period].[Segment].(count the number of applications)</td>\n</tr>\n<tr>\n<td width=\"378\"><strong>Interviews</strong></td>\n<td width=\"378\">Interviews are when the people who will participate in the hiring decision formally assess a candidate for decision. As a metric, interviews is a count of the number of interviews in a particular segment in a particular time period.</p>\n<p><em>Calculation:</em> [Period].[Segment].(count the number of interviews)</td>\n</tr>\n<tr>\n<td width=\"378\"><strong>Offers</strong></td>\n<td width=\"378\">The number of job offers in a selected period. Offers are when a candidate has been selected and a formal invitation has been given to the candidate to join the company.</p>\n<p><em>Calculation:</em> [Period].[Segment].(count the number of offers)</td>\n</tr>\n<tr>\n<td width=\"378\"><strong>Offer Accepts</strong></td>\n<td width=\"378\">The number of candidates with offers who have accepted those offers.</p>\n<p><em>Calculation:</em> [Period].[Segment].(count the number of offers accepted)</td>\n</tr>\n<tr>\n<td width=\"378\"><strong>Recruiting Stage Pass Percent</strong></td>\n<td width=\"378\">The percentage of applicants that pass from a defined recruiting stage to the next recruiting stage, by segment, by period. In this example, Stage1 = phone screen. Stage2 = onsite interview.</p>\n<p><em>Calculation:</em> [Period].[Segment].Stage2.Applicants ÷ [Period].[Segment].Stage1.Applicants × 100</td>\n</tr>\n<tr>\n<td width=\"378\"><strong>Segment Yield-Percent</strong></td>\n<td width=\"378\">The percentage of applicants that make it through all recruiting stages and then accept an offer, by segment, by period.</p>\n<p><em>Calculation:</em> [Period].[Segment].Offer-Accepts / [Period].[Segment].Applicants × 100</td>\n</tr>\n<tr>\n<td width=\"378\"><strong>Average Hires per Recruiter</strong></td>\n<td width=\"378\">The average number of hires made per recruiter in a given period.</p>\n<p><em>Calculation:</em> [Period].[Segment].Hires  [Period].[Segment].Recruiter.Average-Headcount-Simple</td>\n</tr>\n<tr>\n<td width=\"378\"><strong>Average Phone Screens Per Hire</strong></td>\n<td width=\"378\">The average number of phone screens it took to make a hire in a given period.</p>\n<p><em>Calculation:</em> [Period].[Segment].Phone-Screens  [Period].[Segment].Hires</td>\n</tr>\n<tr>\n<td width=\"378\"><strong>Average Interviews Per Hire</strong></td>\n<td width=\"378\">The average number of interviews it took to make a hire in a given period.</p>\n<p><em>Calculation:</em> [Period].[Segment].Interviews  [Period].[Segment].Hires</td>\n</tr>\n<tr>\n<td width=\"378\"><strong>Average Time to Fill</strong></td>\n<td width=\"378\">The average number of days elapsed between the date a job requisition is approved and the applicant offer accept date.</p>\n<p><em>Calculation:</em> [Period].[Segment].(sum of days between job requisition date and offer accept)  [Period].[Segment].Offer-Accepts</td>\n</tr>\n<tr>\n<td width=\"378\"><strong>Average Time to Start</strong></td>\n<td width=\"378\">The average number of days elapsed from the date a job requisition is approved to the date a new hire begins work.</p>\n<p><em>Calculation:</em> [Period].[Segment].(sum of days between job requisition date and employee start date) ÷ [Period].[Segment].Hires</td>\n</tr>\n<tr>\n<td width=\"378\"><strong>Average Time to Start Candidate View</strong></td>\n<td width=\"378\">The average number of days elapsed between an application start date and the date a new hire begins work.</p>\n<p><em>Calculation:</em> [Period].[Segment].(sum of days between application start date and employee start date) ÷ [Period].[Segment].Hires</td>\n</tr>\n<tr>\n<td width=\"378\"><strong>Brand Index</strong></td>\n<td width=\"378\">A survey key performance indicator (KPI) calculated from survey items designed to measure company brand recognition among a target candidate segment in a given period.</td>\n</tr>\n</tbody>\n</table>\n<h2>Activation</h2>\n<p>Activation represents a set of metrics and analyses intended to measure the proportion of people and teams who have all the basic requirements to produce at a high-performance level. In other words, it poses the question &#8220;How are we doing at creating the conditions that make for productive employees?&#8221;</p>\n<table>\n<tbody>\n<tr>\n<td width=\"378\">Concept</td>\n<td width=\"378\">Description</td>\n</tr>\n<tr>\n<td width=\"378\"><strong>Human Capital ROI (HCROI)</strong></td>\n<td width=\"378\">Pretax profit for each dollar invested in employee pay, including cash compensation, benefits, and equity compensation.</p>\n<p>Calculation: (Revenue – (Total Cost – (Regular Compensation Cost + Total Benefit Costs))) / (Regular Compensation Cost + Total Benefit Costs).</p>\n<p>Alternate Calculation: (Profit ÷ average number of employees) ÷ (Employee Cost ÷ average number of employee)</td>\n</tr>\n<tr>\n<td width=\"378\"><strong>Expected Employee Lifetime Value (ELV)</strong></td>\n<td width=\"378\">Expected employee lifetime value (ELV) is a measurement of the estimated financial value (profit) that an employee brings to an organization over their entire lifetime of working for the company. In this calculation, the employee lifetime is the period that starts when an employee first joins your business and ends on that person’s last day. You can calculate ELV by individual, by segment, or by average.</p>\n<p>Calculation: 1) Calculate (HCROI), 2) Calculate average annual compensation, 3) Calculate (or estimated) average tenure, 4) multiply it out: (HCROI) × (Annual Compensation) × (Lifetime Tenure). You will get a large dollar value.</td>\n</tr>\n<tr>\n<td width=\"378\"><strong>CAMS Index </strong></td>\n<td width=\"378\">A survey key performance indicator (KPI) calculated from survey items designed to infer the presence of four conditions: capability, goal alignment, motivation, and support (CAMS). There are 8 items and each item has a possible score of 0 to 10, resulting in an index that ranges 0–80.</td>\n</tr>\n<tr>\n<td width=\"378\"><strong>Activated Percent</strong></td>\n<td width=\"378\">Estimated percentage of a segment that is activated in a given time period. Count the number of people who have responded positively enough to the eight CAMS items to be considered “activated” (CAMS index equal to or greater than 70) then divide by the number of survey responses in the segment and multiple by 100. Calculation: (# activated in segment) ÷ (total survey responses in the segment) × 100</td>\n</tr>\n<tr>\n<td width=\"378\"><strong>Net Activated Value (NAV)</strong></td>\n<td width=\"378\">Net Activated Value combines ELV and Activated Percent into a single metric. NAV discounts the expected value of a segment, taking into consideration that because not all employees are activated, the segment can’t possibly deliver full value. Segment NAV = (Segment Activated Percent) × (Segment ELV).</td>\n</tr>\n<tr>\n<td width=\"378\"><strong>Culture</strong></td>\n<td width=\"378\">Organization culture may be thought of simply as a “corporate personality.&#8221; Culture is the shared values, beliefs, and unstated rules that influence the behavior of people as members of an organization. Culture and cultural congruence can be measured through survey items. An example provided in <em>People Analytics For Dummies</em> is the OCAI.</td>\n</tr>\n<tr>\n<td width=\"378\"><strong>Climate</strong></td>\n<td width=\"378\">Organizational climate is a measurement of the patterns of opinion, attitudes, and feelings that characterize people’s perception of life in the organization at a particular time and context. You quantify organizational climate using surveys, usually by first listing a variety of experiences or ideas as a series of statements and then measuring agreement or disagreement with these statements.</td>\n</tr>\n</tbody>\n</table>\n<p>&nbsp;</p>\n<h2>Attrition</h2>\n<p>Attrition represents a set of metrics and analyses intended to measure the degree of control the company has over the quality of the talent it’s able to retain versus the quality of talent it allows or encourages to exit. In other words, it poses the question &#8220;How are you doing keeping your highest performers, while letting others go on to the next stop in their career?&#8221;</p>\n<table>\n<tbody>\n<tr>\n<td width=\"231\"><strong>Concept</strong></td>\n<td width=\"525\"><strong>Description</strong></td>\n</tr>\n<tr>\n<td width=\"231\"><strong>Exits</strong></td>\n<td width=\"525\">An exit is someone who was an employee that leaves the company and is no longer an employee. As a metric, exits is a count of the number of exits in a particular segment in a particular time period.</p>\n<p>Calculation: [Period].[Segment].(count number of company exits)</td>\n</tr>\n<tr>\n<td width=\"231\"><strong>Exit Rate</strong></td>\n<td width=\"525\">The number of employee exits from a segment during the reporting period as a percentage of segment average headcount.</p>\n<p>Calculation: [Period].[Segment].Exits ÷ [Period].[Segment].Average-Headcount-Sample × 100</td>\n</tr>\n<tr>\n<td width=\"231\"><strong>Voluntary Exit Rate</strong></td>\n<td width=\"525\">The number of employees who exited during a timeframe, with a specific exit classification type = voluntary.</p>\n<p>Calculation: [Period].[Segment].[Voluntary].Exits ÷ [Period].[Segment].Average-Headcount-Sample × 100</td>\n</tr>\n<tr>\n<td width=\"231\"><strong>Involuntary Exit Rate</strong></td>\n<td width=\"525\">The number of employees who exited during a timeframe, with a specific exit classification type = Involuntary.</p>\n<p>Calculation: [Period].[Segment].[Voluntary].Exits ÷ [Period].[Segment].Average-Headcount-Sample × 100</td>\n</tr>\n<tr>\n<td width=\"231\"><strong>Regretted Exit Rate</strong></td>\n<td width=\"525\">The number of employees who exited during a timeframe, with a specific exit classification type = Voluntary &amp; Regretted (Voluntary-Regretted). Regretted may be defined as anyone with a performance rating greater than average.</p>\n<p>Calculation: [Period].[Segment].[Voluntary-Regretted].Exits ÷ [Period].[Segment].Average-Headcount-Sample × 100</td>\n</tr>\n<tr>\n<td width=\"231\"><strong>Retention Rate</strong></td>\n<td width=\"525\">The percentage of all employees that started the time period that did not exit the company in the time period.</p>\n<p>Calculation: [Period].[Segment].(count of people who start period who are still active employees at end of period) ÷ [Period].[Segment].Headcount-SOP × 100</td>\n</tr>\n<tr>\n<td width=\"231\"><strong>Commitment Index</strong></td>\n<td width=\"525\">A survey key performance indicator (KPI) calculated from survey items designed to measure organizational commitment among a segment in a given period.</td>\n</tr>\n</tbody>\n</table>\n"},{"title":"CAMS Activation Index framework","thumb":null,"image":null,"content":"<p>The theory of activation proposes that, taken down to its essence, four conditions must exist for an employee or a team to consistently produce at or above performance expectations. The employee or team must: a) be capable of performing the actions required (Capability), b) be aligned on what a good result looks like (Alignment), c) be motivated to perform the actions (Motivation), and d) have all the tools and support that are required for successful performance of those actions (Support). (See the following figure.)</p>\n<div class=\"figure-container\"><figure id=\"attachment_259624\" aria-labelledby=\"figcaption_attachment_259624\" class=\"wp-caption alignnone\" style=\"width: 545px\"><img loading=\"lazy\" class=\"size-full wp-image-259624\" src=\"https://www.dummies.com/wp-content/uploads/people-analytics-cams.jpg\" alt=\"people-analytics-cams\" width=\"535\" height=\"316\" /><figcaption id=\"figcaption_attachment_259624\" class=\"wp-caption-text\">The CAMS Activation Index Framework</figcaption></figure></div><div class=\"clearfix\"></div>\n<p>If any of the four essential conditions (Capability, Alignment, Motivation or Support) is missing, it’s difficult, if not impossible, for the employee or team to perform reliably. For more details on what each condition is and how it is measured, see below.</p>\n<h2>Capability</h2>\n<p>In its most basic sense, an individual who is capable has the knowledge, skills, ability, and other characteristics necessary to perform the job. Capabilities are what people bring to the company — personal qualities such as technical knowledge, learning agility, social skills / emotional quotient (EQ), and grit, for example.</p>\n<p><strong>Scale: Measured by agreement using a scale of 0 (Strongly Disagree) to 10 (Strongly Agree):</strong></p>\n<table>\n<tbody>\n<tr>\n<td width=\"378\"><strong>Concept</strong></td>\n<td width=\"378\"><strong>Description</strong></td>\n</tr>\n<tr>\n<td width=\"378\"><strong>Team Capability</strong></td>\n<td width=\"378\">My primary work group has all the capabilities it needs right now to achieve top performance as a team.</td>\n</tr>\n<tr>\n<td width=\"378\"><strong>Individual Capability</strong></td>\n<td width=\"378\">I have the capabilities I need right now to achieve top performance in my current role right now.</td>\n</tr>\n</tbody>\n</table>\n<h2>Alignment</h2>\n<p>Employees who are aligned know what they’re expected to accomplish, under what conditions, and how they’re performing in relation to those expectations. The company can increase alignment by way of goal setting, performance appraisal, and regular executive, manager, and employee communication.</p>\n<p><strong>Scale: Measured by agreement using a scale of 0 (Strongly Disagree) to 10 (Strongly Agree):</strong></p>\n<table>\n<tbody>\n<tr>\n<td width=\"378\"><strong>Concept</strong></td>\n<td width=\"378\"><strong>Description</strong></td>\n</tr>\n<tr>\n<td width=\"378\">Team Alignment</td>\n<td width=\"378\">There is a clear objective around which myself and the people I work with rally.</td>\n</tr>\n<tr>\n<td width=\"378\">Individual Alignment</td>\n<td width=\"378\">I have a clear understanding of the difference between an average contribution and a great contribution for my role.</td>\n</tr>\n</tbody>\n</table>\n<h2>Motivation</h2>\n<p>Motivation is the general desire or willingness of someone to do something. Motivation reflects the interaction of personal preferences with the job, working environment, company culture, leadership, managers, peers, rewards, and incentives, which result in motivation or demotivation to perform the tasks at hand.</p>\n<p><strong>Scale: Measured by agreement using a scale of 0 (Strongly Disagree) to 10 (Strongly Agree):</strong></p>\n<table>\n<tbody>\n<tr>\n<td width=\"378\"><strong>Concept</strong></td>\n<td width=\"378\"><strong>Description</strong></td>\n</tr>\n<tr>\n<td width=\"378\">Team Motivation</td>\n<td width=\"378\">The people I work with are willing to help even if it means doing something outside of their usual activities.</td>\n</tr>\n<tr>\n<td width=\"378\">Individual Motivation</td>\n<td width=\"378\">I am motivated to do more than the minimum expectations.</td>\n</tr>\n</tbody>\n</table>\n<h2>Support</h2>\n<p>This category covers not only the particular technical tools used to perform work but also any other support that’s necessary, such as access to documentation, access to manager and teammates to help solve problems, resources designed to produce skills and knowledge in the individual, technical support, and camaraderie. (For <em>&lt;Company&gt;</em>, use the name of your own organization.)</p>\n<p><strong>Scale: Measured by agreement using a scale of 0 (Strongly Disagree) to 10 (Strongly Agree):</strong></p>\n<table>\n<tbody>\n<tr>\n<td width=\"378\"><strong>Concept</strong></td>\n<td width=\"378\"><strong>Description</strong></td>\n</tr>\n<tr>\n<td width=\"378\"><strong>Team Support</strong></td>\n<td width=\"378\">I have the cooperation and support from others at <em>&lt;Company&gt;</em> I need to be successful.</td>\n</tr>\n<tr>\n<td width=\"378\"><strong>Individual Support</strong></td>\n<td width=\"378\">I have the resources and tools I need to be successful.</td>\n</tr>\n</tbody>\n</table>\n"},{"title":"People analytics delivery","thumb":null,"image":null,"content":"<p>The following figure illustrates how both deductive and inductive analysis approaches can be incorporated in a people analytics delivery model.</p>\n<div class=\"figure-container\"><figure id=\"attachment_259628\" aria-labelledby=\"figcaption_attachment_259628\" class=\"wp-caption alignnone\" style=\"width: 545px\"><img loading=\"lazy\" class=\"size-full wp-image-259628\" src=\"https://www.dummies.com/wp-content/uploads/people-analytics-delivery-model.jpg\" alt=\"people-analytics-delivery-model\" width=\"535\" height=\"293\" /><figcaption id=\"figcaption_attachment_259628\" class=\"wp-caption-text\">Your People Analytics Delivery Model may include both deductive and inductive approaches.</figcaption></figure></div><div class=\"clearfix\"></div>\n"},{"title":"People analytics design & development","thumb":null,"image":null,"content":"<p>The following figure illustrates how deductive and inductive people analytics design &amp; development workflows contrast.</p>\n<div class=\"figure-container\"><figure id=\"attachment_259633\" aria-labelledby=\"figcaption_attachment_259633\" class=\"wp-caption alignnone\" style=\"width: 545px\"><img loading=\"lazy\" class=\"size-full wp-image-259633\" src=\"https://www.dummies.com/wp-content/uploads/people-analytics-design.jpg\" alt=\"people-analytics-design\" width=\"535\" height=\"366\" /><figcaption id=\"figcaption_attachment_259633\" class=\"wp-caption-text\">The Five Models of People Analytics may be organized for both inductive and deductive approaches.</figcaption></figure></div><div class=\"clearfix\"></div>\n"},{"title":"People analytics system jobs overview","thumb":null,"image":null,"content":"<p>The following figure provides a high-level overview of the five essential jobs of technology systems in analytics.</p>\n<div class=\"figure-container\"><figure id=\"attachment_259638\" aria-labelledby=\"figcaption_attachment_259638\" class=\"wp-caption alignnone\" style=\"width: 545px\"><img loading=\"lazy\" class=\"size-full wp-image-259638\" src=\"https://www.dummies.com/wp-content/uploads/people-analytics-jobs.jpg\" alt=\"people-analytics-jobs\" width=\"535\" height=\"153\" /><figcaption id=\"figcaption_attachment_259638\" class=\"wp-caption-text\">Analytics Systems Jobs Overview</figcaption></figure></div><div class=\"clearfix\"></div>\n"}],"videoInfo":{"videoId":null,"name":null,"accountId":null,"playerId":null,"thumbnailUrl":null,"description":null,"uploadDate":null}},"sponsorship":{"sponsorshipPage":false,"backgroundImage":{"src":null,"width":0,"height":0},"brandingLine":"","brandingLink":"","brandingLogo":{"src":null,"width":0,"height":0}},"primaryLearningPath":"Advance","lifeExpectancy":"One year","lifeExpectancySetFrom":"2022-03-02T00:00:00+00:00","dummiesForKids":"no","sponsoredContent":"no","adInfo":"","adPairKey":[]},"status":"publish","visibility":"public","articleId":259642},{"headers":{"creationTime":"2016-03-27T16:50:46+00:00","modifiedTime":"2022-02-22T20:40:21+00:00","timestamp":"2022-02-24T17:07:36+00:00"},"data":{"breadcrumbs":[{"name":"Business, Careers, & Money","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34224"},"slug":"business-careers-money","categoryId":34224},{"name":"Business","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34225"},"slug":"business","categoryId":34225},{"name":"Human Resources","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34241"},"slug":"human-resources","categoryId":34241}],"title":"Human Resources Kit For Dummies Cheat Sheet","strippedTitle":"human resources kit for dummies cheat sheet","slug":"human-resources-kit-for-dummies-cheat-sheet","canonicalUrl":"","seo":{"metaDescription":"Learn the qualifications of a role in HR from the hiring process to creating an employee-friendly work environment.","noIndex":0,"noFollow":0},"content":"Becoming a so-called expert in human resources (HR) can be a complex endeavor because, well, people are complex. But for someone starting out in an HR role, hiring qualified employees and managing them effectively can be boiled down to a few basics: evaluating résumés, interviewing candidates, and creating an employee-friendly work environment. In addition, you need to be aware of key federal laws affecting HR. Keep the following in mind, and you’ll be off to a good start.\r\n<p class=\"recipe_ingredient\">Copyright © 2013 John Wiley & Sons. Inc.</p>\r\n<p class=\"recipe_ingredient_last\">Copyright © 2013 Robert Half International, Inc., as to Author-Created Materials</p>","description":"Becoming a so-called expert in human resources (HR) can be a complex endeavor because, well, people are complex. But for someone starting out in an HR role, hiring qualified employees and managing them effectively can be boiled down to a few basics: evaluating résumés, interviewing candidates, and creating an employee-friendly work environment. In addition, you need to be aware of key federal laws affecting HR. Keep the following in mind, and you’ll be off to a good start.\r\n<p class=\"recipe_ingredient\">Copyright © 2013 John Wiley & Sons. Inc.</p>\r\n<p class=\"recipe_ingredient_last\">Copyright © 2013 Robert Half International, Inc., as to Author-Created Materials</p>","blurb":"","authors":[{"authorId":9778,"name":"Max Messmer","slug":"max-messmer","description":"Max Messmer is chairman and CEO of Robert Half International, the world's largest specialized staffing firm. He is one of the leading experts on human resources and employment issues. ","_links":{"self":"https://dummies-api.dummies.com/v2/authors/9778"}}],"primaryCategoryTaxonomy":{"categoryId":34241,"title":"Human Resources","slug":"human-resources","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34241"}},"secondaryCategoryTaxonomy":{"categoryId":0,"title":null,"slug":null,"_links":null},"tertiaryCategoryTaxonomy":{"categoryId":0,"title":null,"slug":null,"_links":null},"trendingArticles":null,"inThisArticle":[],"relatedArticles":{"fromBook":[{"articleId":172103,"title":"Five Interview Questions That Reveal the Most about Job Candidates","slug":"five-interview-questions-that-reveal-the-most-about-job-candidates","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/172103"}},{"articleId":172102,"title":"How to Create an Employee-Friendly Work Environment","slug":"how-to-create-an-employee-friendly-work-environment","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/172102"}},{"articleId":172101,"title":"Key Federal Laws Affecting HR","slug":"key-federal-laws-affecting-hr","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/172101"}},{"articleId":172074,"title":"How to Evaluate Résumés","slug":"how-to-evaluate-rsums","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/172074"}},{"articleId":169978,"title":"Applicant Tests: Personality, Psychological, and Drug Tests","slug":"applicant-tests-personality-psychological-and-drug-tests","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/169978"}}],"fromCategory":[{"articleId":289249,"title":"Diversity, Equity, and Inclusion For Dummies Cheat Sheet","slug":"diversity-equity-and-inclusion-for-dummies-cheat-sheet","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/289249"}},{"articleId":264547,"title":"How to Measure Performance Management Competencies","slug":"how-to-measure-performance-management-competencies","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/264547"}},{"articleId":264544,"title":"How to Evaluate Your Performance Management System","slug":"how-to-evaluate-your-performance-management-system","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/264544"}},{"articleId":264539,"title":"How to Become an Effective Performance Management Coach","slug":"how-to-become-an-effective-performance-management-coach","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/264539"}},{"articleId":264534,"title":"6 Legal Principles Affecting Performance Management","slug":"6-six-legal-principles-affecting-performance-management","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/264534"}}]},"hasRelatedBookFromSearch":false,"relatedBook":{"bookId":282290,"slug":"human-resources-kit-for-dummies-3rd-edition","isbn":"9781118422892","categoryList":["business-careers-money","business","human-resources"],"amazon":{"default":"https://www.amazon.com/gp/product/1118422899/ref=as_li_tl?ie=UTF8&tag=wiley01-20","ca":"https://www.amazon.ca/gp/product/1118422899/ref=as_li_tl?ie=UTF8&tag=wiley01-20","indigo_ca":"http://www.tkqlhce.com/click-9208661-13710633?url=https://www.chapters.indigo.ca/en-ca/books/product/1118422899-item.html&cjsku=978111945484","gb":"https://www.amazon.co.uk/gp/product/1118422899/ref=as_li_tl?ie=UTF8&tag=wiley01-20","de":"https://www.amazon.de/gp/product/1118422899/ref=as_li_tl?ie=UTF8&tag=wiley01-20"},"image":{"src":"https://www.dummies.com/wp-content/uploads/human-resources-kit-for-dummies-3rd-edition-cover-9781118422892-201x255.jpg","width":201,"height":255},"title":"Human Resources Kit For Dummies, 3rd Edition","testBankPinActivationLink":"","bookOutOfPrint":false,"authorsInfo":"\n <p>Max Messmer is chairman and CEO of Robert Half International, the world's largest specialized staffing firm. He is one of the leading experts on human resources and employment issues.</p> ","authors":[{"authorId":9778,"name":"Max Messmer","slug":"max-messmer","description":"Max Messmer is chairman and CEO of Robert Half International, the world's largest specialized staffing firm. He is one of the leading experts on human resources and employment issues. 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To get the most from this important document and determine if someone is worth calling in for an interview, you&#8217;ll need to know how to read between the lines. Here are some telling characteristics.</p>\n<p>Signs of a solid résumé:</p>\n<ul class=\"level-one\">\n<li>\n<p class=\"first-para\"><b>Sufficient detail:</b> Although you don&#8217;t want an overly wordy résumé, you do want complete descriptions of the applicant&#8217;s accomplishments in previous jobs and a sense of the skills she&#8217;s gained over the course of her career. Look for details about how she has increased revenues, lowered costs, or improved productivity.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Continual advancement:</b> Steady progression into higher roles indicates a potential hire who is likely able to take on new responsibilities as your business grows.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Targeted information:</b> Savvy job seekers show that they understand your company&#8217;s needs. They reference points from the job posting or outside research and explain how their qualifications can benefit the business.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Clean content:</b> The ideal résumé is free of typos and grammatical mistakes. A clean, well-organized document is a sign of professionalism and attention to detail.</p>\n</li>\n</ul>\n<p>Red flags to watch out for:</p>\n<ul class=\"level-one\">\n<li>\n<p class=\"first-para\"><b>Fluff:</b> Some job candidates try to pad their résumés — and, thus, appear more qualified than they really are — by listing the minutiae of previous jobs, overusing the thesaurus, or detailing their love of fly fishing.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Vagueness:</b> View with suspicion phrases such as <i>familiar with</i><i>, </i><i>knowledge of</i><i>,</i> or <i>experienced in</i><i>.</i> This type of wording can indicate that the applicant may not have the actual experience he claims or that his experience is more limited than you need.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Short tenures:</b> A series of short stints of employment can be the sign of a job hopper or problem employee. Ask for more background about these roles and the reasons and circumstances surrounding the applicant&#8217;s departure from prior employers to see if you detect a pattern.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Unprofessional mail address or Twitter handle:</b> A job applicant&#8217;s e-mail address may seem like the last thing an HR manager cares about. But a silly or inappropriate address or Twitter handle may hint at someone who&#8217;s not serious about his career.</p>\n</li>\n</ul>\n"},{"title":"Five interview questions that reveal the most about job candidates ","thumb":null,"image":null,"content":"<p>The job interview is perhaps your best opportunity to determine if a potential hire will succeed with your firm. But most applicants now have ready-made answers to standard questions such as &#8220;Where do you see yourself in five years?&#8221; Here are five questions that can help elicit more candid responses:</p>\n<ul class=\"level-one\">\n<li>\n<p class=\"first-para\"><b>&#8220;What interests you about this job, and what skills and strengths can you bring to it?&#8221; </b>The answer shows how interested the applicant is in the position and how well prepared she is for the interview. Strong candidates should be able to correlate their skills with specific job requirements.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>&#8220;Can you tell me a little about your last job?&#8221; </b>How a person answers this question can help you determine his passion and enthusiasm for his work and his sense of personal accountability. Be wary of applicants who bad-mouth their employers.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>&#8220;How have you changed the nature of your current job?&#8221;</b> A convincing answer shows adaptability and a willingness to take the bull by the horns, if necessary. An individual who chose to do a job differently from other people also may have qualities such as creativity and resourcefulness.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>&#8220;What was the most difficult decision you ever had to make on the job?&#8221; </b>What you&#8217;re looking for is the person&#8217;s decision-making style and how it fits into your company culture.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>&#8220;What sort of work environment do you prefer? What brings out your best performance?&#8221; </b>Probe for specifics. You want to find out whether this person will fit into your company.</p>\n</li>\n</ul>\n"},{"title":"How to create an employee-friendly work environment ","thumb":null,"image":null,"content":"<p>Making your company a great place to work will help you attract — and keep — great employees. But creating an employee-friendly work environment involves more than just offering an attractive paycheck. Keep the following tips in mind to build an appealing and stimulating workplace:</p>\n<ul class=\"level-one\">\n<li>\n<p class=\"first-para\"><b>Invest in your employees.</b> Offering a variety of training programs shows your workers that your firm is dedicated to helping them improve their skills and grow professionally.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Build career plans.</b> Help employees set career plans so they understand the next steps on their career ladders and what they must do to reach them, as well as how they can develop skills that will aid them — and the business — in the future. This provides motivation and helps combat a challenge many small and midsize businesses face: a perceived lack of advancement opportunities due to the size of the company.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Establish a mentoring program.</b> Identify colleagues workers can go to for guidance and advice. This can be especially valuable to new employees, who may feel out of place at a new organization.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Consider alternate work arrangements.</b> These types of programs — which may include telecommuting, flexible hours, or job sharing — help workers maintain a healthy work/life balance (and, in the case of disabled employees, may be required as a form of reasonable accommodation).</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Be a good corporate citizen.</b> More and more professionals want to work for firms that do the right thing. Establish programs so employees can become involved in the community and support causes that are meaningful to them.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Survey employees.</b> Getting regular feedback enables you to know how your employees feel about their jobs. Not only can surveys identify problem areas, but they also can point out strategies and ideas that can make your workplace even better.</p>\n</li>\n</ul>\n"},{"title":"Key federal laws affecting HR ","thumb":null,"image":null,"content":"<p>There&#8217;s no substitute for the guidance of an attorney, but HR professionals need to have a basic understanding of the many legal issues and challenges that come with hiring and managing employees. Here are several important federal laws you should be aware of.</p>\n<p>Many states have enacted laws similar to those listed here, and some state laws provide more generous benefits and protections to employees than the federal counterpart. Be sure to find out what laws apply to your organization.</p>\n<ul class=\"level-one\">\n<li>\n<p class=\"first-para\"><b>ADA (Americans with Disabilities Act):</b> Prohibits employers from discriminating against people with disabilities. Requires employers to provide &#8220;reasonable accommodation&#8221; for individuals with disabilities. The law applies to all private employers with 15 or more employees, state and local governments, and labor unions.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>ADEA (Age Discrimination in Employment Act):</b> Prohibits discrimination against employees 40 years of age or older on the basis of age. The law applies to all private-sector employers with 20 or more employees who work 20 or more weeks per year, labor unions (with 25 or more members), employment agencies, and state and local governments.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>COBRA (Consolidated Omnibus Budget Reconciliation Act):</b> Provides certain former employees, retirees, spouses, former spouses, and children the right to temporary continuation of health coverage at group rates. Employers with 20 or more employees usually are required to offer COBRA coverage and to notify their employees of the availability of such coverage. COBRA applies to plans maintained by private-sector employers and sponsored by most state and local governments. (Some states also have their own versions of COBRA.)</p>\n</li>\n<li>\n<p class=\"first-para\"><b>FLSA (Fair Labor Standards Act):</b> Establishes minimum wage rates, requires overtime pay for certain employees, restricts the employment of minors, and imposes certain recordkeeping obligations. The law applies to most private and public employers, with some exceptions in certain retail and agricultural industries.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>FMLA (Family and Medical Leave Act): </b>Grants qualified employees a total of 12 work weeks of unpaid leave during a 12-month period for health-related reasons, including childbirth, family illness, or personal health reasons that preclude handling the job&#8217;s duties. The law applies to any individual or entity engaged in commerce or in any industry or activity affecting commerce that employs 50 or more employees for each working day during each of 20 or more calendar workweeks in the current or preceding calendar year, and public agencies regardless of the number of people they employ.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>IRCA (Immigrant Reform and Control Act): </b>Requires that employers attest to the immigration status of their employees, bans employers from hiring illegal aliens, and establishes penalties for such behavior. The law applies to all employers.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Title VII of the Civil Rights Act: </b>Prohibits employers from discriminating against employees and applicants for employment, in the terms and conditions of employment, on the basis of race, color, religion, sex, or national origin. The law applies to private employers with 15 or more employees, as well as virtually all government institutions, employment agencies, and labor unions, but not the federal government.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>WARN (Worker Adjustment and Retraining Notification Act): </b>Requires 60 days&#8217; advance written notice to affected employees (or their bargaining unit), as well as state and local rapid response/dislocated worker agencies, of mass layoffs or plant closings that will result in at least 50 employment losses within a 30-day period. The law generally covers employers with 100 or more employees.</p>\n</li>\n</ul>\n"}],"videoInfo":{"videoId":null,"name":null,"accountId":null,"playerId":null,"thumbnailUrl":null,"description":null,"uploadDate":null}},"sponsorship":{"sponsorshipPage":false,"backgroundImage":{"src":null,"width":0,"height":0},"brandingLine":"","brandingLink":"","brandingLogo":{"src":null,"width":0,"height":0}},"primaryLearningPath":"Advance","lifeExpectancy":"Two years","lifeExpectancySetFrom":"2022-02-22T00:00:00+00:00","dummiesForKids":"no","sponsoredContent":"no","adInfo":"","adPairKey":[]},"status":"publish","visibility":"public","articleId":208154},{"headers":{"creationTime":"2016-03-27T16:57:40+00:00","modifiedTime":"2022-02-22T19:12:56+00:00","timestamp":"2022-02-24T17:07:36+00:00"},"data":{"breadcrumbs":[{"name":"Business, Careers, & Money","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34224"},"slug":"business-careers-money","categoryId":34224},{"name":"Business","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34225"},"slug":"business","categoryId":34225},{"name":"Human Resources","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34241"},"slug":"human-resources","categoryId":34241}],"title":"Conflict Resolution at Work For Dummies Cheat Sheet","strippedTitle":"conflict resolution at work for dummies cheat sheet","slug":"conflict-resolution-at-work-for-dummies-cheat-sheet","canonicalUrl":"","seo":{"metaDescription":"Find resources and tips to resolve conflict at work, and learn how to identify its most common causes and warning signs.","noIndex":0,"noFollow":0},"content":"Conflict at work can be physically and emotionally exhausting, regardless of how directly you’re involved. Discover how to mediate a conflict in your workplace by following a set process and asking the right questions. And be prepared to use internal and external resources to help you resolve the conflict.","description":"Conflict at work can be physically and emotionally exhausting, regardless of how directly you’re involved. Discover how to mediate a conflict in your workplace by following a set process and asking the right questions. And be prepared to use internal and external resources to help you resolve the conflict.","blurb":"","authors":[{"authorId":10264,"name":"Vivian Scott","slug":"vivian-scott","description":"Vivian Scott is a certified mediator in private practice and a retired Microsoft marketing manager. She is a member of the Washington Mediation Association and volunteers as a mediator at the Dispute Resolution Center of Snohomish & Island Counties.","_links":{"self":"https://dummies-api.dummies.com/v2/authors/10264"}}],"primaryCategoryTaxonomy":{"categoryId":34241,"title":"Human Resources","slug":"human-resources","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34241"}},"secondaryCategoryTaxonomy":{"categoryId":0,"title":null,"slug":null,"_links":null},"tertiaryCategoryTaxonomy":{"categoryId":0,"title":null,"slug":null,"_links":null},"trendingArticles":null,"inThisArticle":[],"relatedArticles":{"fromBook":[{"articleId":194534,"title":"Signs That Conflict at Work Is Subsiding","slug":"signs-that-conflict-at-work-is-subsiding","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/194534"}},{"articleId":194532,"title":"Common Contributors to Conflict at Work","slug":"common-contributors-to-conflict-at-work","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/194532"}},{"articleId":194533,"title":"Asking Questions to Help Resolve a Workplace Conflict","slug":"asking-questions-to-help-resolve-a-workplace-conflict","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/194533"}},{"articleId":194523,"title":"Mediation Process for Resolving Conflict at Work","slug":"mediation-process-for-resolving-conflict-at-work","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/194523"}},{"articleId":194510,"title":"Conflict Resolution Resources for the Workplace","slug":"conflict-resolution-resources-for-the-workplace","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/194510"}}],"fromCategory":[{"articleId":289249,"title":"Diversity, Equity, and Inclusion For Dummies Cheat Sheet","slug":"diversity-equity-and-inclusion-for-dummies-cheat-sheet","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/289249"}},{"articleId":264547,"title":"How to Measure Performance Management Competencies","slug":"how-to-measure-performance-management-competencies","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/264547"}},{"articleId":264544,"title":"How to Evaluate Your Performance Management System","slug":"how-to-evaluate-your-performance-management-system","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/264544"}},{"articleId":264539,"title":"How to Become an Effective Performance Management Coach","slug":"how-to-become-an-effective-performance-management-coach","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/264539"}},{"articleId":264534,"title":"6 Legal Principles Affecting Performance Management","slug":"6-six-legal-principles-affecting-performance-management","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/264534"}}]},"hasRelatedBookFromSearch":false,"relatedBook":{"bookId":282101,"slug":"conflict-resolution-at-work-for-dummies","isbn":"9780470536438","categoryList":["business-careers-money","business","human-resources"],"amazon":{"default":"https://www.amazon.com/gp/product/0470536438/ref=as_li_tl?ie=UTF8&tag=wiley01-20","ca":"https://www.amazon.ca/gp/product/0470536438/ref=as_li_tl?ie=UTF8&tag=wiley01-20","indigo_ca":"http://www.tkqlhce.com/click-9208661-13710633?url=https://www.chapters.indigo.ca/en-ca/books/product/0470536438-item.html&cjsku=978111945484","gb":"https://www.amazon.co.uk/gp/product/0470536438/ref=as_li_tl?ie=UTF8&tag=wiley01-20","de":"https://www.amazon.de/gp/product/0470536438/ref=as_li_tl?ie=UTF8&tag=wiley01-20"},"image":{"src":"https://www.dummies.com/wp-content/uploads/conflict-resolution-at-work-for-dummies-cover-9780470536438-204x255.jpg","width":204,"height":255},"title":"Conflict Resolution at Work For Dummies","testBankPinActivationLink":"","bookOutOfPrint":false,"authorsInfo":"\n <p><b data-author-id=\"10264\">Vivian Scott</b> is a Certified Mediator in private practice and a retired Microsoft marketing manager. She is a member of the Washington Mediation Association and volunteers as a mediator at the Dispute Resolution Center of Snohomish &amp; Island Counties.</p>","authors":[{"authorId":10264,"name":"Vivian Scott","slug":"vivian-scott","description":"Vivian Scott is a certified mediator in private practice and a retired Microsoft marketing manager. She is a member of the Washington Mediation Association and volunteers as a mediator at the Dispute Resolution Center of Snohomish & Island Counties.","_links":{"self":"https://dummies-api.dummies.com/v2/authors/10264"}}],"_links":{"self":"https://dummies-api.dummies.com/v2/books/"}},"collections":[],"articleAds":{"footerAd":"<div class=\"du-ad-region row\" id=\"article_page_adhesion_ad\"><div class=\"du-ad-unit col-md-12\" data-slot-id=\"article_page_adhesion_ad\" data-refreshed=\"false\" \r\n data-target = \"[{&quot;key&quot;:&quot;cat&quot;,&quot;values&quot;:[&quot;business-careers-money&quot;,&quot;business&quot;,&quot;human-resources&quot;]},{&quot;key&quot;:&quot;isbn&quot;,&quot;values&quot;:[&quot;9780470536438&quot;]}]\" id=\"du-slot-6217bb580ac72\"></div></div>","rightAd":"<div class=\"du-ad-region row\" id=\"article_page_right_ad\"><div class=\"du-ad-unit col-md-12\" data-slot-id=\"article_page_right_ad\" data-refreshed=\"false\" \r\n data-target = \"[{&quot;key&quot;:&quot;cat&quot;,&quot;values&quot;:[&quot;business-careers-money&quot;,&quot;business&quot;,&quot;human-resources&quot;]},{&quot;key&quot;:&quot;isbn&quot;,&quot;values&quot;:[&quot;9780470536438&quot;]}]\" id=\"du-slot-6217bb580b60c\"></div></div>"},"articleType":{"articleType":"Cheat Sheet","articleList":[{"articleId":194533,"title":"Asking Questions to Help Resolve a Workplace Conflict","slug":"asking-questions-to-help-resolve-a-workplace-conflict","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/194533"}},{"articleId":194510,"title":"Conflict Resolution Resources for the Workplace","slug":"conflict-resolution-resources-for-the-workplace","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/194510"}},{"articleId":194523,"title":"Mediation Process for Resolving Conflict at Work","slug":"mediation-process-for-resolving-conflict-at-work","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/194523"}},{"articleId":194534,"title":"Signs That Conflict at Work Is Subsiding","slug":"signs-that-conflict-at-work-is-subsiding","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/194534"}},{"articleId":194532,"title":"Common Contributors to Conflict at Work","slug":"common-contributors-to-conflict-at-work","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/194532"}}],"content":[{"title":"Asking questions to help resolve a workplace conflict","thumb":null,"image":null,"content":"<p>When you’re dealing with a conflict between yourself and a co-worker (your boss, a peer, or a subordinate), your focus is on resolving the conflict and improving the situation. Invite the other person to sit down with you, and ask these questions:</p>\n<ul class=\"level-one\">\n<li>\n<p class=\"first-para\"><b>What would you like to see happen? What does that look like for you?</b> Ask these questions one right after another so your colleague can describe what he <i>does</i> want versus what he doesn’t want. He may ask for respect, but until he describes what respectful behavior looks like to him, you won’t know how to deliver on his request. Changing your behavior to match your definition of respect may not be what he’s looking for.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>What would it take for us to be able to move forward? How do we get there?</b> These questions help an employee describe specific steps that may include an apology or a better understanding of his perspective before he can get over it.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Are you willing to share the impact this has had on you? Are you willing to hear my perspective?</b> Asking about a conflict’s impact moves the discussion from surface details to a working relationship level. Your colleague will appreciate your interest in him and may be more open to hearing your perspective as well. The goal is for both of you to understand the effects of actions, assumptions, and language choices.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>What ideas do you have that would meet both our needs?</b> The key part of this question is “both our needs.” It puts the onus for solution on both of you and shows that you’re interested in creating a remedy that isn’t just about you.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Can you tell me more about that?</b> This question helps you avoid the “why” questions, which can lead to defensiveness. Show a curiosity to hear more so an employee can share his perspective without feeling like he’s on trial or your boss doesn’t misinterpret a “why” question as disrespect.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>What about this situation is most troubling to you? What’s most important to you?</b> Either way you ask it, this question helps you pinpoint what the real issues are (and they’re almost always based on a core value being dismissed, disregarded, or trampled on).</p>\n</li>\n</ul>\n"},{"title":"Conflict resolution resources for the workplace","thumb":null,"image":null,"content":"<p>Resolving conflict at work starts with the employees, but some situations call for additional resources. If you find yourself in a situation that needs a little extra help, look to your organization’s internal experts or consider hiring an outside professional for conflict resolution.</p>\n<ul class=\"level-one\">\n<li>\n<p class=\"first-para\"><b>Internal expertise:</b></p>\n<ul class=\"level-two\">\n<li>\n<p class=\"first-para\"><b>Human Resources:</b> Partner with HR to ferret out the resources your organization currently has in place and what the company may be willing to find or create for you.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Ombudsman:</b> Turning to an ombudsman is a confidential way for all employees (including you!) to talk through existing problems and consider alternatives.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Shared neutrals:</b> A panel of peers is a low-cost way to review, discuss, and mediate disputes.</p>\n</li>\n</ul>\n</li>\n<li>\n<p class=\"first-para\"><b>External expertise:</b></p>\n<ul class=\"level-two\">\n<li>\n<p class=\"first-para\"><b>Conflict coaches:</b> Coaching employees through an existing conflict can also help them build skills to handle future difficulties.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Dispute Resolution Centers:</b> A community resource can be a cost-effective way to harness conflict resolution expertise.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Mediators:</b> A trained professional can effectively decipher issues and provide neutrality when you need it most.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Training organizations:</b> Proactively training employees to address the inevitable workplace conflict saves time and money.</p>\n</li>\n</ul>\n</li>\n</ul>\n"},{"title":"Mediation process for resolving conflict at work","thumb":null,"image":null,"content":"<p>If you’re a manager dealing with a conflict in the workplace (and what workplace doesn&#8217;t have some conflict?), you need a strategy to approach and defuse the disagreement. You can effectively mediate the conflict by following this process:</p>\n<ol class=\"level-one\">\n<li>\n<p class=\"first-para\">Do preliminary planning, scheduling, and room setup.</p>\n<p class=\"child-para\">Getting the right people in the right room at the right time is a good first step to creative problem-solving. Do some leg work upfront to determine who’s involved in a conflict. Then put some effort into creating an inviting environment so your employees have the best shot at successfully resolving their issue.</p>\n</li>\n<li>\n<p class=\"first-para\">Greet parties and discuss the process.</p>\n<p class=\"child-para\">Setting ground rules, discussing your role as a neutral facilitator (which may be new to your employees) and letting the parties know that you’re open to helping them resolve their differences are all ways to demonstrate that this conflict — and its resolution — belongs to them.</p>\n</li>\n<li>\n<p class=\"first-para\">Share perspectives.</p>\n<p class=\"child-para\">Refining the art of reflecting and reframing helps you identify core values, neutralize emotional language, and demonstrate that listening to each other’s point of view is far more productive than listening to rebuttals.</p>\n</li>\n<li>\n<p class=\"first-para\">Build an agenda together.</p>\n<p class=\"child-para\">Creating a cooperative agenda <i>after</i> hearing each other’s perspective lets employees build a list of topics that acts as a compass for the rest of their meeting and provides a yardstick for their progress.</p>\n</li>\n<li>\n<p class=\"first-para\">Negotiate in good faith.</p>\n<p class=\"child-para\">Giving employees the space to brainstorm and make proposals for solutions that benefit both of them can create remedies that are longer lasting and more durable.</p>\n</li>\n<li>\n<p class=\"first-para\">Hold private meetings if necessary.</p>\n<p class=\"child-para\">Meeting privately gives each employee an opportunity to share sensitive information, practice how he might ask for what he needs, apologize for his role in the conflict, or acknowledge the positive aspects of his working relationship.</p>\n</li>\n<li>\n<p class=\"first-para\">Craft agreements, with details.</p>\n<p class=\"child-para\">The best agreements are detailed agreements. Leaving anything to the imagination can cause trouble down the road, so crafting agreements with an eye for detail gives employees the boundaries and certainty they seek.</p>\n</li>\n<li>\n<p class=\"first-para\">Monitor follow-through.</p>\n<p class=\"child-para\">Looking for signs that things are going well or tuning into cues that there’s more work to be done gives you an opportunity to praise your employees for what they’re doing well and to coach them on next steps.</p>\n</li>\n</ol>\n"},{"title":"Signs that conflict at work is subsiding","thumb":null,"image":null,"content":"<p>When you’re attempting to resolve conflict in the workplace, you want to see signs that the situation is starting to improve. Your mediation strategies are working when you begin to notice that your employees</p>\n<ul class=\"level-one\">\n<li>\n<p class=\"first-para\">Have relaxed conversations and interactions</p>\n</li>\n<li>\n<p class=\"first-para\">Cooperate on tasks and projects</p>\n</li>\n<li>\n<p class=\"first-para\">Change their word choices (for example, “them” becomes “us”)</p>\n</li>\n<li>\n<p class=\"first-para\">Reduce their gossip</p>\n</li>\n<li>\n<p class=\"first-para\">Improve their tone of voice and relax their body language</p>\n</li>\n<li>\n<p class=\"first-para\">Keep their agreements</p>\n</li>\n<li>\n<p class=\"first-para\">Display a willingness to address new problems</p>\n</li>\n</ul>\n"},{"title":"Common contributors to conflict at work","thumb":null,"image":null,"content":"<p>When you’re dealing with conflict in the workplace, consider the underlying causes. Conflict is rarely as simple as it seems on the surface. Problems at work are often caused — or exacerbated — by the following:</p>\n<ul class=\"level-one\">\n<li>\n<p class=\"first-para\"><b>Ambiguous roles and responsibilities:</b> Being vague with an employee about his job and the tasks associated with his duties creates a situation in which he’s left to decode your expectations. Create clear directives that include who, what, when, where, and why so he doesn’t trip over his co-workers just trying to get his job done.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Assumptions and expectations:</b> Ask open-ended questions to see whether an employee is filling in details based on his past experiences (both on the job and in his personal life) or whether he’s seeing something you’re not.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Core values not being met:</b> Rarely is a disagreement about surface issues. Determine what’s most important to an employee by uncovering his values. Use the insight to help him create long-lasting solutions based on what will satisfy all parties involved.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Differing personal lenses and filters through which co-workers interpret the world:</b> Recognize that all members of your staff have individual lenses and filters through which they see and respond to their environments — and no two are the same. Deciphering the code and seeing things from their perspectives give you a new way to understand and approach problems.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Emotions hijacking conversations:</b> When emotions are high, reasoning is low. Let things calm down, and then approach employees to discover what caused the reaction in the first place.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Group dynamics such as gossip and cliques:</b> Cliques form in the workplace for a number of reasons, but whatever the motivation employees have for attaching themselves to co-workers, the attachment has both positive and negative repercussions. Use positive group momentum to your advantage and equalize the power when needed.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Miscommunication or vague language:</b> Say what you mean and mean what you say. Avoid using language like “when you get to it” and “whatever you think.” Leaving things to an employee’s imagination can make for some pretty imaginative interpretations.</p>\n</li>\n</ul>\n"}],"videoInfo":{"videoId":null,"name":null,"accountId":null,"playerId":null,"thumbnailUrl":null,"description":null,"uploadDate":null}},"sponsorship":{"sponsorshipPage":false,"backgroundImage":{"src":null,"width":0,"height":0},"brandingLine":"","brandingLink":"","brandingLogo":{"src":null,"width":0,"height":0}},"primaryLearningPath":"Solve","lifeExpectancy":"Five years","lifeExpectancySetFrom":"2022-02-22T00:00:00+00:00","dummiesForKids":"no","sponsoredContent":"no","adInfo":"","adPairKey":[]},"status":"publish","visibility":"public","articleId":209312},{"headers":{"creationTime":"2016-03-27T16:58:41+00:00","modifiedTime":"2022-02-01T17:03:12+00:00","timestamp":"2022-02-24T17:07:27+00:00"},"data":{"breadcrumbs":[{"name":"Business, Careers, & Money","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34224"},"slug":"business-careers-money","categoryId":34224},{"name":"Business","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34225"},"slug":"business","categoryId":34225},{"name":"Human Resources","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34241"},"slug":"human-resources","categoryId":34241}],"title":"Performance Appraisals and Phrases For Dummies Cheat Sheet","strippedTitle":"performance appraisals and phrases for dummies cheat sheet","slug":"performance-appraisals-phrases-for-dummies-cheat-sheet","canonicalUrl":"","seo":{"metaDescription":"This handy refresher on conducting job performance appraisals includes preparation, what to say, and how to follow up after sessions.","noIndex":0,"noFollow":0},"content":"Workplace performance appraisals and reviews can often be challenging for managers and supervisors. These checklists and tips help guide you through preparing for performance evaluations, conducting employee reviews, avoiding common appraisal mistakes and pitfalls, and following up with employees after the appraisal is complete.","description":"Workplace performance appraisals and reviews can often be challenging for managers and supervisors. These checklists and tips help guide you through preparing for performance evaluations, conducting employee reviews, avoiding common appraisal mistakes and pitfalls, and following up with employees after the appraisal is complete.","blurb":"","authors":[{"authorId":10263,"name":"Ken Lloyd","slug":"ken-lloyd","description":"Ken Lloyd, PhD, is a nationally recognized consultant, author, and columnist who specializes in organizational behavior, communication, and management coaching and development. 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He is a member of the American Psychological Association and the Society for Industrial and Organizational Psychology.","_links":{"self":"https://dummies-api.dummies.com/v2/authors/10263"}}],"_links":{"self":"https://dummies-api.dummies.com/v2/books/"}},"collections":[],"articleAds":{"footerAd":"<div class=\"du-ad-region row\" id=\"article_page_adhesion_ad\"><div class=\"du-ad-unit col-md-12\" data-slot-id=\"article_page_adhesion_ad\" data-refreshed=\"false\" \r\n data-target = \"[{&quot;key&quot;:&quot;cat&quot;,&quot;values&quot;:[&quot;business-careers-money&quot;,&quot;business&quot;,&quot;human-resources&quot;]},{&quot;key&quot;:&quot;isbn&quot;,&quot;values&quot;:[&quot;9780470498729&quot;]}]\" id=\"du-slot-6217bb4fdad1a\"></div></div>","rightAd":"<div class=\"du-ad-region row\" id=\"article_page_right_ad\"><div class=\"du-ad-unit col-md-12\" data-slot-id=\"article_page_right_ad\" data-refreshed=\"false\" \r\n data-target = 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Workplace","slug":"how-to-conduct-a-performance-appraisal-in-the-workplace","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/196407"}},{"articleId":196411,"title":"How to Follow Up after a Job Performance Appraisal Session","slug":"how-to-follow-up-after-a-job-performance-appraisal-session","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/196411"}}],"content":[{"title":"Effective words to use in a workplace performance appraisal","thumb":null,"image":null,"content":"<p>Here are the most effective words you can use in a variety of job performance appraisal categories:</p>\n<ul class=\"level-one\">\n<li>\n<p class=\"first-para\"><b>Quality and quantity of work: </b><i>accuracy, thoroughness, productivity,</i> and <i>goal attainment</i></p>\n</li>\n<li>\n<p class=\"first-para\"><b>Communication and interpersonal skills:</b> <i>teamwork, cooperation, listening, persuasion,</i> and <i>empathy</i></p>\n</li>\n<li>\n<p class=\"first-para\"><b>Planning, administration, and organization: </b><i>goal setting, prioritizing,</i> and <i>profit orientation</i></p>\n</li>\n<li>\n<p class=\"first-para\"><b>Leadership: </b><i>accessibility, responsiveness, decisiveness, collaboration,</i> and <i>delegating</i></p>\n</li>\n<li>\n<p class=\"first-para\"><b>Job knowledge and expertise: </b><i>knowledge base, training, mentoring, modeling,</i> and <i>researching</i></p>\n</li>\n<li>\n<p class=\"first-para\"><b>Attitude:</b> <i>dedication, loyalty, reliability, flexibility, initiative, energy,</i> and <i>volunteering</i></p>\n</li>\n<li>\n<p class=\"first-para\"><b>Ethics:</b> <i>diversity, sustainability, honesty, integrity, fairness,</i> and <i>professionalism</i></p>\n</li>\n<li>\n<p class=\"first-para\"><b>Creative thinking: </b><i>innovation, receptiveness, problem solving,</i> and <i>originality</i></p>\n</li>\n<li>\n<p class=\"first-para\"><b>Self-development and growth: </b><i>learning, education, advancement, skill building,</i> and <i>career planning</i></p>\n</li>\n</ul>\n"},{"title":"Preparing to appraise job performance","thumb":null,"image":null,"content":"<p>When conducting a performance appraisal in the workplace, make sure that you are well prepared to assess your employee&#8217;s performance and deliver your evaluation.</p>\n<p>Use this checklist to help you provide meaningful, motivational, and lasting feedback for your employees.</p>\n<ul class=\"level-one\">\n<li>\n<p class=\"first-para\"><b>See yourself as a leader.</b> If you approach the appraisal process as your employees’ buddy, you’ll have difficulty being objective — and they’ll have difficulty accepting your feedback.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Set positive expectations.</b> If you expect performance appraisals to go smoothly, effectively, and productively, it’s far more likely that they will.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Spend time with your employees.</b> The more familiar you are with your <a href=\"https://www.dummies.com/business/human-resources/employee-relations/managing-employees-build-self-awareness-before-conducting-performance-appraisals/\" target=\"_blank\" rel=\"noopener\">employees and their performance</a>, the more accurate and acceptable your feedback will be.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Know the system.</b> Look over your company’s performance appraisal system and be sure you know exactly how it works.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Back-time the process.</b> Set the dates of the appraisal sessions first, and then work backward to establish the benchmark actions that you need to complete before meeting with the employees.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Gather and review all the relevant data.</b> Look through your notes and supplement them with your employees’ job descriptions, last year’s appraisals, the objectives that you established with your employees, each employee’s file, and your employees’ self-evaluations and 360-degree feedback forms (if you use them).</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Complete the evaluation forms.</b> Start with written comments and phrases, and then select numerical ratings that fit what you’ve written.<b> </b>Review the recommended raises, if any, and then finalize the evaluations.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Plan the agenda for the meeting. </b>Be sure to provide extra time at the end to complete the discussions and answer all questions.</p>\n</li>\n</ul>\n"},{"title":"How to conduct a performance appraisal","thumb":null,"image":null,"content":"<p>As you conduct performance appraisal sessions as a manager or supervisor, use the following guidelines to help you increase the likelihood of having a positive and productive exchange with your employees.</p>\n<ul class=\"level-one\">\n<li>\n<p class=\"first-para\"><b>Open on an upbeat note.</b> Start the discussion with friendly greetings — this sets the tone for the rest of the session.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Lay out the framework.</b> Let employees know the topics you plan to cover, as well as the order in which you plan to cover them.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Ask for questions. </b>This will raise employees’ comfort level and eliminate nagging issues that could distract them.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Focus on performance.</b> Keep your feedback focused on your <a href=\"https://www.dummies.com/business/human-resources/employee-relations/taking-the-year-into-account-for-an-employee-appraisal/\" target=\"_blank\" rel=\"noopener\">employees’ performance</a>, especially in terms of meeting objectives, achieving results, handling critical incidents, and developing competencies.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Discuss the evaluations.</b> Walk through the evaluations with your employees and provide them with specific information regarding the rationale behind your ratings. If you use self-evaluations, discuss the points where you and your employees agree and disagree.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Listen actively.</b> Rephrase and summarize what your employees say, to make sure you truly understand them.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Clarify the overall ratings.</b> Discuss the overall ratings with your employees and provide specific information regarding the criteria that you used to determine them.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>End the sessions positively.</b> Summarize the discussion, ask for final questions, set follow-up dates for goal setting, have the employees sign hard copies of the evaluations, and end with positive expectations.</p>\n</li>\n</ul>\n"},{"title":"How to follow up after a job performance appraisal session","thumb":null,"image":null,"content":"<p>After you’ve conducted and completed a performance appraisal or evaluation session with an employee, it’s time to shift your focus from their past performance to their future performance.</p>\n<p>These tips will help you to manage your employees more effectively and ensure that they meet future performance goals.</p>\n<ul class=\"level-one\">\n<li>\n<p class=\"first-para\"><b>Set performance goals with each employee. </b>These goals focus on the employee’s specific performance on the job, such as his productivity, output, results, competencies, and behaviors.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Set developmental goals with each employee.</b> These goals focus on building the employee’s expertise, skills, and abilities. The idea is to make strengths even stronger, as well as to develop the areas in which the employee’s knowledge and skills are deficient.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Create real goals. </b>Real goals are specific, achievable, prioritized, measurable, supported by action plans, aligned with the company, linked to your goals, and accepted by you and your employees.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Wander around. </b>Your effectiveness in the performance appraisal process, as well as your effectiveness as a manager, will be greatly enhanced if you spend time working directly with your employees, observing their performance, and maintaining a high degree of contact and communication with them throughout the evaluation period.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Be a coach. </b>Take the time to regularly recognize your employees when they’re performing particularly well, and to provide them with formal and informal coaching, guidance, feedback, direction, and follow-up not only to further build their strengths, but also to upgrade their performance in areas where it has fallen short.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Remember your role.</b> You are your employees’ central role model, and that makes you their most compelling trainer.</p>\n</li>\n</ul>\n"}],"videoInfo":{"videoId":null,"name":null,"accountId":null,"playerId":null,"thumbnailUrl":null,"description":null,"uploadDate":null}},"sponsorship":{"sponsorshipPage":false,"backgroundImage":{"src":null,"width":0,"height":0},"brandingLine":"","brandingLink":"","brandingLogo":{"src":null,"width":0,"height":0}},"primaryLearningPath":"Advance","lifeExpectancy":"Five years","lifeExpectancySetFrom":"2022-02-01T00:00:00+00:00","dummiesForKids":"no","sponsoredContent":"no","adInfo":"","adPairKey":[]},"status":"publish","visibility":"public","articleId":209493},{"headers":{"creationTime":"2019-09-26T23:45:09+00:00","modifiedTime":"2019-10-26T19:37:28+00:00","timestamp":"2022-02-24T17:05:30+00:00"},"data":{"breadcrumbs":[{"name":"Business, Careers, & Money","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34224"},"slug":"business-careers-money","categoryId":34224},{"name":"Business","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34225"},"slug":"business","categoryId":34225},{"name":"Human Resources","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34241"},"slug":"human-resources","categoryId":34241}],"title":"6 Legal Principles Affecting Performance Management","strippedTitle":"6 legal principles affecting performance management","slug":"6-six-legal-principles-affecting-performance-management","canonicalUrl":"","seo":{"metaDescription":"Discover the six important principles that come into play in litigation related to the implementation of a performance management system.","noIndex":0,"noFollow":0},"content":"Six important principles often come into play in the case of litigation related to the implementation of a <a href=\"https://www.dummies.com/business/management/performance-management-for-dummies-cheat-sheet/\">performance management</a> system: employment at will, negligence, defamation, misrepresentation, adverse impact, and illegal discrimination.\r\n<h2 id=\"tab1\" >Employment at will</h2>\r\nIn employment at will, the employer or employee can end the employment relationship at any time. This type of employment relationship gives employers considerable latitude in determining whether, when, and how to measure and reward performance. Thus, an employer could potentially end the employment relationship without documenting any performance problems.\r\n\r\nThere are two exceptions regarding an organization’s ability to terminate an employee under these circumstances:\r\n<ul>\r\n \t<li>There may be an implied contract derived from conversations with others in the organization or from information found in the company’s documentation (for example, employee handbook) indicating that employees would be terminated for just cause only.</li>\r\n \t<li>Decisions about terminating an employee should consider a potential violation of public policy.</li>\r\n</ul>\r\n<h2 id=\"tab2\" >Negligence</h2>\r\nMany organizations outline a performance management system in their employee manual, employment contract, or other documents. When the system is described in such documents and not implemented as described, legal problems arise.\r\n\r\nFor example, there may be a description of how frequently appraisals take place, or how frequently supervisors and employees are to meet formally to discuss performance issues. If an employee receives what she believes is an unfair performance evaluation and the system has not been implemented as was expected, she may be able to challenge the system based on negligence on the part of the organization.\r\n<h2 id=\"tab3\" >Defamation</h2>\r\nDefamation is the disclosure of untrue, unfavorable performance information that damages an employee’s reputation.\r\n\r\n[caption id=\"attachment_264535\" align=\"alignnone\" width=\"535\"]<img class=\"size-full wp-image-264535\" src=\"https://www.dummies.com/wp-content/uploads/performance-management-defamation.jpg\" alt=\"defamation defined\" width=\"535\" height=\"357\" /> ©By Fabrizio Misson/Shutterstock.com[/caption]\r\n\r\nAn employee can argue that the organization defamed her if the employer states false and libelous information during the course of the performance evaluation, or negligently or intentionally communicates these statements to a third party, such as a potential future employer, thus subjecting the employee to harm or loss of reputation.\r\n\r\nThe definition of defamation includes the disclosure of untrue information. Defamation can take place when an employee is evaluated based on behaviors that are irrelevant and not job-related, when an evaluator doesn’t include information that would explain or justify poor performance, or when an evaluator revises a prior evaluation in an attempt to justify subsequent adverse action taken against the employee.\r\n<p class=\"article-tips remember\">Defamation doesn’t exist when information regarding poor performance is clearly documented.</p>\r\n\r\n<h2 id=\"tab4\" >Misrepresentation</h2>\r\nWhereas defamation is about disclosing untrue unfavorable information, misrepresentation is about disclosing untrue favorable performance, and this information causes risk or harm to others.\r\n\r\nWhen a past employer provides a glowing recommendation for a former employee who was actually terminated because of poor performance, that employer is guilty of misrepresentation.\r\n<h2 id=\"tab5\" >Adverse impact/unintentional discrimination</h2>\r\nAdverse impact, also called unintentional discrimination, occurs when the performance management system has an unintentional impact on a protected class, such as sex or race.\r\n<p class=\"article-tips remember\">Contrary to a common misconception that “class” refers to ethnic minorities or women only, adverse impact also happens when, for example, men receive consistently lower performance ratings than women. In other words, a protected class is a group of people with a common characteristic who are legally protected from discrimination on the basis of that characteristic.</p>\r\nSo if a group of white men consistently receives lower performance scores, then there is adverse impact because these individuals share the same characteristic (male) of a class that is protected (that is, sex).\r\n<h2 id=\"tab6\" >Illegal discrimination/disparate treatment</h2>\r\nIllegal discrimination, also called disparate treatment, means that raters assign scores differentially to various employees based on factors that are not performance related, such as race, nationality, color, or ethnic and national origin. As a consequence of such ratings, some employees receive more training, feedback, or rewards, than others.\r\n\r\nIllegal discrimination is usually referred to as disparate treatment because employees claim they were intentionally treated differently because of their sex, race, ethnicity, national origin, age, disability status, or other status protected under the law.\r\n\r\nThe majority of legal cases involving performance management systems involve a claim of disparate treatment. What can an employee do if, for example, she feels she was given unfairly low performance scores and skipped over for promotion because she is a woman?\r\n\r\nTo make such a claim, an employee can present direct evidence of discrimination, such as a supervisor making sexist comments that may have influenced the performance management process. Alternatively, she needs to provide evidence regarding the following issues:\r\n<ul>\r\n \t<li>She is a member of a protected class.</li>\r\n \t<li>She suffered an adverse employment decision as a result of a performance evaluation (was skipped over for promotion).</li>\r\n \t<li>She should not have been skipped over for promotion because her performance level deserved the promotion.</li>\r\n \t<li>The promotion was not given to anyone, or it was given to an employee who is not a member of the same protected class (that is, another woman).</li>\r\n</ul>\r\nIf an employee provides this kind of evidence, the employer must articulate a legitimate and nondiscriminatory reason for not having given the promotion to this female employee. Usually, this involves a reason that is clearly performance related.\r\n<p class=\"article-tips tip\">This is the point at which employers benefit from having designed and implemented a system that is used consistently with all employees — the golden rule. Such a system is legally defensible, and any decisions that resulted from the system, such as promotion decisions, are also defensible.</p>\r\n<p class=\"article-tips warning\">Let’s distinguish <em>illegal</em> discrimination from <em>legal</em> discrimination. A good performance management system is able to discriminate among employees based on their level of performance, and this is legal discrimination. In fact, a system that doesn’t do this is not very useful. But a good performance management system doesn’t discriminate illegally. Illegal discrimination is based on variables that should not usually be related to performance, such as sex, national origin, ethnicity, and sexual orientation.</p>","description":"Six important principles often come into play in the case of litigation related to the implementation of a <a href=\"https://www.dummies.com/business/management/performance-management-for-dummies-cheat-sheet/\">performance management</a> system: employment at will, negligence, defamation, misrepresentation, adverse impact, and illegal discrimination.\r\n<h2 id=\"tab1\" >Employment at will</h2>\r\nIn employment at will, the employer or employee can end the employment relationship at any time. This type of employment relationship gives employers considerable latitude in determining whether, when, and how to measure and reward performance. Thus, an employer could potentially end the employment relationship without documenting any performance problems.\r\n\r\nThere are two exceptions regarding an organization’s ability to terminate an employee under these circumstances:\r\n<ul>\r\n \t<li>There may be an implied contract derived from conversations with others in the organization or from information found in the company’s documentation (for example, employee handbook) indicating that employees would be terminated for just cause only.</li>\r\n \t<li>Decisions about terminating an employee should consider a potential violation of public policy.</li>\r\n</ul>\r\n<h2 id=\"tab2\" >Negligence</h2>\r\nMany organizations outline a performance management system in their employee manual, employment contract, or other documents. When the system is described in such documents and not implemented as described, legal problems arise.\r\n\r\nFor example, there may be a description of how frequently appraisals take place, or how frequently supervisors and employees are to meet formally to discuss performance issues. If an employee receives what she believes is an unfair performance evaluation and the system has not been implemented as was expected, she may be able to challenge the system based on negligence on the part of the organization.\r\n<h2 id=\"tab3\" >Defamation</h2>\r\nDefamation is the disclosure of untrue, unfavorable performance information that damages an employee’s reputation.\r\n\r\n[caption id=\"attachment_264535\" align=\"alignnone\" width=\"535\"]<img class=\"size-full wp-image-264535\" src=\"https://www.dummies.com/wp-content/uploads/performance-management-defamation.jpg\" alt=\"defamation defined\" width=\"535\" height=\"357\" /> ©By Fabrizio Misson/Shutterstock.com[/caption]\r\n\r\nAn employee can argue that the organization defamed her if the employer states false and libelous information during the course of the performance evaluation, or negligently or intentionally communicates these statements to a third party, such as a potential future employer, thus subjecting the employee to harm or loss of reputation.\r\n\r\nThe definition of defamation includes the disclosure of untrue information. Defamation can take place when an employee is evaluated based on behaviors that are irrelevant and not job-related, when an evaluator doesn’t include information that would explain or justify poor performance, or when an evaluator revises a prior evaluation in an attempt to justify subsequent adverse action taken against the employee.\r\n<p class=\"article-tips remember\">Defamation doesn’t exist when information regarding poor performance is clearly documented.</p>\r\n\r\n<h2 id=\"tab4\" >Misrepresentation</h2>\r\nWhereas defamation is about disclosing untrue unfavorable information, misrepresentation is about disclosing untrue favorable performance, and this information causes risk or harm to others.\r\n\r\nWhen a past employer provides a glowing recommendation for a former employee who was actually terminated because of poor performance, that employer is guilty of misrepresentation.\r\n<h2 id=\"tab5\" >Adverse impact/unintentional discrimination</h2>\r\nAdverse impact, also called unintentional discrimination, occurs when the performance management system has an unintentional impact on a protected class, such as sex or race.\r\n<p class=\"article-tips remember\">Contrary to a common misconception that “class” refers to ethnic minorities or women only, adverse impact also happens when, for example, men receive consistently lower performance ratings than women. In other words, a protected class is a group of people with a common characteristic who are legally protected from discrimination on the basis of that characteristic.</p>\r\nSo if a group of white men consistently receives lower performance scores, then there is adverse impact because these individuals share the same characteristic (male) of a class that is protected (that is, sex).\r\n<h2 id=\"tab6\" >Illegal discrimination/disparate treatment</h2>\r\nIllegal discrimination, also called disparate treatment, means that raters assign scores differentially to various employees based on factors that are not performance related, such as race, nationality, color, or ethnic and national origin. As a consequence of such ratings, some employees receive more training, feedback, or rewards, than others.\r\n\r\nIllegal discrimination is usually referred to as disparate treatment because employees claim they were intentionally treated differently because of their sex, race, ethnicity, national origin, age, disability status, or other status protected under the law.\r\n\r\nThe majority of legal cases involving performance management systems involve a claim of disparate treatment. What can an employee do if, for example, she feels she was given unfairly low performance scores and skipped over for promotion because she is a woman?\r\n\r\nTo make such a claim, an employee can present direct evidence of discrimination, such as a supervisor making sexist comments that may have influenced the performance management process. Alternatively, she needs to provide evidence regarding the following issues:\r\n<ul>\r\n \t<li>She is a member of a protected class.</li>\r\n \t<li>She suffered an adverse employment decision as a result of a performance evaluation (was skipped over for promotion).</li>\r\n \t<li>She should not have been skipped over for promotion because her performance level deserved the promotion.</li>\r\n \t<li>The promotion was not given to anyone, or it was given to an employee who is not a member of the same protected class (that is, another woman).</li>\r\n</ul>\r\nIf an employee provides this kind of evidence, the employer must articulate a legitimate and nondiscriminatory reason for not having given the promotion to this female employee. Usually, this involves a reason that is clearly performance related.\r\n<p class=\"article-tips tip\">This is the point at which employers benefit from having designed and implemented a system that is used consistently with all employees — the golden rule. Such a system is legally defensible, and any decisions that resulted from the system, such as promotion decisions, are also defensible.</p>\r\n<p class=\"article-tips warning\">Let’s distinguish <em>illegal</em> discrimination from <em>legal</em> discrimination. A good performance management system is able to discriminate among employees based on their level of performance, and this is legal discrimination. In fact, a system that doesn’t do this is not very useful. But a good performance management system doesn’t discriminate illegally. Illegal discrimination is based on variables that should not usually be related to performance, such as sex, national origin, ethnicity, and sexual orientation.</p>","blurb":"","authors":[{"authorId":27742,"name":"Herman Aguinis","slug":"herman-aguinis","description":"Herman Aguinis, PhD, is the Avram Tucker Distinguished Scholar and professor of management at The George Washington University School of Business in Washington, DC. He's been ranked among the top 100 most prolific and influential business and economics researchers in the world.","_links":{"self":"https://dummies-api.dummies.com/v2/authors/27742"}}],"primaryCategoryTaxonomy":{"categoryId":34241,"title":"Human Resources","slug":"human-resources","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34241"}},"secondaryCategoryTaxonomy":{"categoryId":0,"title":null,"slug":null,"_links":null},"tertiaryCategoryTaxonomy":{"categoryId":0,"title":null,"slug":null,"_links":null},"trendingArticles":null,"inThisArticle":[{"label":"Employment at will","target":"#tab1"},{"label":"Negligence","target":"#tab2"},{"label":"Defamation","target":"#tab3"},{"label":"Misrepresentation","target":"#tab4"},{"label":"Adverse impact/unintentional discrimination","target":"#tab5"},{"label":"Illegal discrimination/disparate treatment","target":"#tab6"}],"relatedArticles":{"fromBook":[{"articleId":264547,"title":"How to Measure Performance Management Competencies","slug":"how-to-measure-performance-management-competencies","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/264547"}},{"articleId":264544,"title":"How to Evaluate Your Performance Management System","slug":"how-to-evaluate-your-performance-management-system","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/264544"}},{"articleId":264539,"title":"How to Become an Effective Performance Management Coach","slug":"how-to-become-an-effective-performance-management-coach","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/264539"}},{"articleId":264529,"title":"How to Conduct an Environmental SWOT Analysis","slug":"how-to-conduct-an-environmental-swot-analysis","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/264529"}},{"articleId":264524,"title":"Employee Development and Performance Management","slug":"employee-development-and-performance-management","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/264524"}}],"fromCategory":[{"articleId":289249,"title":"Diversity, Equity, and Inclusion For Dummies Cheat Sheet","slug":"diversity-equity-and-inclusion-for-dummies-cheat-sheet","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/289249"}},{"articleId":264547,"title":"How to Measure Performance Management Competencies","slug":"how-to-measure-performance-management-competencies","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/264547"}},{"articleId":264544,"title":"How to Evaluate Your Performance Management System","slug":"how-to-evaluate-your-performance-management-system","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/264544"}},{"articleId":264539,"title":"How to Become an Effective Performance Management Coach","slug":"how-to-become-an-effective-performance-management-coach","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/264539"}},{"articleId":264529,"title":"How to Conduct an Environmental SWOT Analysis","slug":"how-to-conduct-an-environmental-swot-analysis","categoryList":["business-careers-money","business","human-resources"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/264529"}}]},"hasRelatedBookFromSearch":false,"relatedBook":{"bookId":281815,"slug":"performance-management-for-dummies","isbn":"9781119557654","categoryList":["business-careers-money","business","human-resources"],"amazon":{"default":"https://www.amazon.com/gp/product/1119557658/ref=as_li_tl?ie=UTF8&tag=wiley01-20","ca":"https://www.amazon.ca/gp/product/1119557658/ref=as_li_tl?ie=UTF8&tag=wiley01-20","indigo_ca":"http://www.tkqlhce.com/click-9208661-13710633?url=https://www.chapters.indigo.ca/en-ca/books/product/1119557658-item.html&cjsku=978111945484","gb":"https://www.amazon.co.uk/gp/product/1119557658/ref=as_li_tl?ie=UTF8&tag=wiley01-20","de":"https://www.amazon.de/gp/product/1119557658/ref=as_li_tl?ie=UTF8&tag=wiley01-20"},"image":{"src":"https://www.dummies.com/wp-content/uploads/performance-management-for-dummies-cover-9781119557654-203x255.jpg","width":203,"height":255},"title":"Performance Management For Dummies","testBankPinActivationLink":"","bookOutOfPrint":false,"authorsInfo":"\n <p><b data-author-id=\"27742\">Herman Aguinis, PhD,</b> is the Avram Tucker Distinguished Scholar and Professor of Management at The George Washington University School of Business in Washington, DC. 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Human Resources Articles

These actionable articles about conflict resolution in the workplace will help you turn arguments into productive conversations.

Articles From Human Resources

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587 results
587 results
Human Resources Executive Recruiting For Dummies Cheat Sheet

Cheat Sheet / Updated 04-11-2022

These days, strong leadership is more important than ever. Companies with great leaders significantly outperform their peers. At the same time, globalization, attrition, and changing demographics have led to a scarcity of executive talent. As a result, the competition for top leadership talent is fierce. If you want to ensure your company's survival by hiring great leaders, you'll need some effective way to find them, hire them, and ensure they stick around.

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Human Resources Performance Management For Dummies Cheat Sheet

Cheat Sheet / Updated 04-05-2022

Performance management is a continuous process of identifying, measuring, and developing the performance of individuals and teams and aligning their performance with the strategic goals of an organization. A performance management system is a key tool to transform people’s talent and motivation into a strategic business advantage.

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Human Resources Diversity, Equity, and Inclusion For Dummies Cheat Sheet

Cheat Sheet / Updated 03-25-2022

Let’s face it. Although the term diversity, equity, and inclusion (DEI) may be common knowledge, it’s not commonly understood. Moreover, as the workforce continues to be redefined by demographic shifts, this adds additional layers of complexities and responsibilities for leaders. You already have a lot on your plate, and with DEI becoming a greater focus for many companies, it can be daunting to be expected to know all that you should in demonstrating new behaviors and practices and making decisions. The following sections provide a quick reference to give you food for thought, best practices, and strategies on some key DEI considerations, as well as guidance on how to perform an aspect of DEI effectively.

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Human Resources Business Coaching and Mentoring For Dummies Cheat Sheet

Cheat Sheet / Updated 03-22-2022

When you're a business coach or mentor, you have a lot to manage, and you may be a one-man or one-woman show. How do you keep all aspects of your practice moving forward? Use the at-a-glance tips in this Cheat Sheet to help you navigate the world of business coaching and mentoring.

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Human Resources Training and Development For Dummies Cheat Sheet

Cheat Sheet / Updated 03-15-2022

Training and development can be incredibly rewarding, but it is also filled with challenges. This Cheat Sheet aims to cut to the chase in several key areas that trainers deal with all the time. You'll find succinct tips on avoiding pitfalls, designing great visuals, and loads of quick ideas to improve your sessions.

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Human Resources People Analytics For Dummies Cheat Sheet

Cheat Sheet / Updated 03-02-2022

To complete any project of lasting importance in people analytics, you have to master concepts and activities that live in many different domains. This cheat sheet provides some information about these domains, concepts, and activities.

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Human Resources Human Resources Kit For Dummies Cheat Sheet

Cheat Sheet / Updated 02-22-2022

Becoming a so-called expert in human resources (HR) can be a complex endeavor because, well, people are complex. But for someone starting out in an HR role, hiring qualified employees and managing them effectively can be boiled down to a few basics: evaluating résumés, interviewing candidates, and creating an employee-friendly work environment. In addition, you need to be aware of key federal laws affecting HR. Keep the following in mind, and you’ll be off to a good start. Copyright © 2013 John Wiley & Sons. Inc. Copyright © 2013 Robert Half International, Inc., as to Author-Created Materials

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Human Resources Conflict Resolution at Work For Dummies Cheat Sheet

Cheat Sheet / Updated 02-22-2022

Conflict at work can be physically and emotionally exhausting, regardless of how directly you’re involved. Discover how to mediate a conflict in your workplace by following a set process and asking the right questions. And be prepared to use internal and external resources to help you resolve the conflict.

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Human Resources Performance Appraisals and Phrases For Dummies Cheat Sheet

Cheat Sheet / Updated 02-01-2022

Workplace performance appraisals and reviews can often be challenging for managers and supervisors. These checklists and tips help guide you through preparing for performance evaluations, conducting employee reviews, avoiding common appraisal mistakes and pitfalls, and following up with employees after the appraisal is complete.

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Human Resources 6 Legal Principles Affecting Performance Management

Article / Updated 10-26-2019

Six important principles often come into play in the case of litigation related to the implementation of a performance management system: employment at will, negligence, defamation, misrepresentation, adverse impact, and illegal discrimination. Employment at will In employment at will, the employer or employee can end the employment relationship at any time. This type of employment relationship gives employers considerable latitude in determining whether, when, and how to measure and reward performance. Thus, an employer could potentially end the employment relationship without documenting any performance problems. There are two exceptions regarding an organization’s ability to terminate an employee under these circumstances: There may be an implied contract derived from conversations with others in the organization or from information found in the company’s documentation (for example, employee handbook) indicating that employees would be terminated for just cause only. Decisions about terminating an employee should consider a potential violation of public policy. Negligence Many organizations outline a performance management system in their employee manual, employment contract, or other documents. When the system is described in such documents and not implemented as described, legal problems arise. For example, there may be a description of how frequently appraisals take place, or how frequently supervisors and employees are to meet formally to discuss performance issues. If an employee receives what she believes is an unfair performance evaluation and the system has not been implemented as was expected, she may be able to challenge the system based on negligence on the part of the organization. Defamation Defamation is the disclosure of untrue, unfavorable performance information that damages an employee’s reputation. An employee can argue that the organization defamed her if the employer states false and libelous information during the course of the performance evaluation, or negligently or intentionally communicates these statements to a third party, such as a potential future employer, thus subjecting the employee to harm or loss of reputation. The definition of defamation includes the disclosure of untrue information. Defamation can take place when an employee is evaluated based on behaviors that are irrelevant and not job-related, when an evaluator doesn’t include information that would explain or justify poor performance, or when an evaluator revises a prior evaluation in an attempt to justify subsequent adverse action taken against the employee. Defamation doesn’t exist when information regarding poor performance is clearly documented. Misrepresentation Whereas defamation is about disclosing untrue unfavorable information, misrepresentation is about disclosing untrue favorable performance, and this information causes risk or harm to others. When a past employer provides a glowing recommendation for a former employee who was actually terminated because of poor performance, that employer is guilty of misrepresentation. Adverse impact/unintentional discrimination Adverse impact, also called unintentional discrimination, occurs when the performance management system has an unintentional impact on a protected class, such as sex or race. Contrary to a common misconception that “class” refers to ethnic minorities or women only, adverse impact also happens when, for example, men receive consistently lower performance ratings than women. In other words, a protected class is a group of people with a common characteristic who are legally protected from discrimination on the basis of that characteristic. So if a group of white men consistently receives lower performance scores, then there is adverse impact because these individuals share the same characteristic (male) of a class that is protected (that is, sex). Illegal discrimination/disparate treatment Illegal discrimination, also called disparate treatment, means that raters assign scores differentially to various employees based on factors that are not performance related, such as race, nationality, color, or ethnic and national origin. As a consequence of such ratings, some employees receive more training, feedback, or rewards, than others. Illegal discrimination is usually referred to as disparate treatment because employees claim they were intentionally treated differently because of their sex, race, ethnicity, national origin, age, disability status, or other status protected under the law. The majority of legal cases involving performance management systems involve a claim of disparate treatment. What can an employee do if, for example, she feels she was given unfairly low performance scores and skipped over for promotion because she is a woman? To make such a claim, an employee can present direct evidence of discrimination, such as a supervisor making sexist comments that may have influenced the performance management process. Alternatively, she needs to provide evidence regarding the following issues: She is a member of a protected class. She suffered an adverse employment decision as a result of a performance evaluation (was skipped over for promotion). She should not have been skipped over for promotion because her performance level deserved the promotion. The promotion was not given to anyone, or it was given to an employee who is not a member of the same protected class (that is, another woman). If an employee provides this kind of evidence, the employer must articulate a legitimate and nondiscriminatory reason for not having given the promotion to this female employee. Usually, this involves a reason that is clearly performance related. This is the point at which employers benefit from having designed and implemented a system that is used consistently with all employees — the golden rule. Such a system is legally defensible, and any decisions that resulted from the system, such as promotion decisions, are also defensible. Let’s distinguish illegal discrimination from legal discrimination. A good performance management system is able to discriminate among employees based on their level of performance, and this is legal discrimination. In fact, a system that doesn’t do this is not very useful. But a good performance management system doesn’t discriminate illegally. Illegal discrimination is based on variables that should not usually be related to performance, such as sex, national origin, ethnicity, and sexual orientation.

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