Challenges Of Creating A Job Classification System For Companies With Fewer Than 50 Positions, Provide Examples.

Topic: Challenges of creating a job classification system for companies with fewer than 50 positions, provide examples.

Requirements:

Write a 7 pages single space paper (11 pts font), with footnotes and bibliography. Present your hypothesis clearly and concisely. You may use APA or MLA format for citation. TURNITIN IS USED FOR PLAGIARISM. References must be cited. Content:

· Title Page

· Table of contents

· Page numbers at the bottom of each page

· You may have attachments in the addendum (create a salary grid from a reputable job, or a job classification family table

· Reference the book and attached materials as much as possible

Individual Report for Maria Sample 360

Table of Contents 2 3 Section 1: The New HR Competency Model

6 Section 2: Understanding Your Report

7 Section 3: Demographic Information

9 Section 4: Summary of Domains

11 Section 5: Factor Scores

0 Section 6: Individual Item Scores

0 Section 7: Most Positive Items

0 Section 8: Least Positive Items

0 Section 9: Written Comments

The New HR Competency Model 3

2012 HR Competency Model The HR competencies assessed in

this survey were developed based on

analysis of more than 20,000

respondents from all regions of the

world. Statistical analysis produced

six domains and 20 factors. In

addition to the domains themselves,

the organization of the model is

significant. This subsection addresses

the organization and provides

explanations for each of the six major

competency domains.

Acknowledgements Thank you for participating in the HR competency assessment. This assessment is the most comprehensive of its kind and

provides comparison data from over 20,000 respondents who participated in the sixth round of the Human Resource Competency

Study (HRCS), conducted jointly by The RBL Group and The Ross School of Business at the University of Michigan, with support

from our regional partners:

Six Domains of the HR Competency Model 4

STRATEGIC POSITIONER HR professionals think and act from the

outside-in. They are aware of and able to

translate external business trends into

internal organization actions. They

understand the general business

conditions (e.g., social, technological,

economic, political, environmental, and

demographic trends) that affect their

industry and geography.

They target and serve key customers of

their organization by segmenting

customers, knowing customer

expectations, and aligning organization

actions to meet customer needs.

They also cocreate their organization’s

strategic response to business conditions

and customer expectations by helping

frame and make strategic and

organization choices.

 Interpreting global business

context  Decoding customer expectations  Co-crafting a strategic agenda

CREDIBLE ACTIVIST Business leaders build personal

relationships with HR professionals.

Effective HR professionals are credible

activist. Credibility comes when HR

professionals do what they promise, build

personal relationships of trust, and can be

relied on. Being a trusted advisor helps

HR professionals have positive personal

relationships.

As an activist, HR professionals have a

point-of-view not only about HR

activities, but about business demands.

As activists, HR professionals learn how

to influence others in a positive way.

Some have called this HR with an

attitude.

HR professionals who are credible but not

activists are admired, but do not have

much impact. Those who are activists but

not credible may have good ideas, but not

much attention will be given to them. To

be credible activists, HR professionals

need to be self aware and committed to

building their profession.

 Earning trust through results  Influencing and relating to others  Improving through self-awareness  Shaping the HR profession

CAPABILITY BUILDER An effective HR professional creates an

effective and strong organization.

Organization is not structure or process; it

is a distinct set of capabilities. Capability

represents what the organization is good

at and known for.

HR professionals should be able to audit

and invest in the creation of

organizational capabilities. These

capabilities outlast the behavior or

performance of any individual manager or

system. Capabilities have been referred to

as a company’s culture, process, or

identity.

HR Professionals should make sure that

line managers recognize the importance

of an organization’s capabilities in

sustaining an organization’s success.

HR professionals should facilitate

capability audits to determine the identity

of the organizations. One of the emerging

capabilities of successful organizations is

to create an organization where

employees find meaning and purpose at

work. HR professionals can help line

managers create meaning so that the

capability of the organization reflects the

deeper values of the employees.

 Capitalizing organizational

capability  Aligning strategy, culture,

practices, and behavior  Creating a meaningful work

environment

Six Domains of the HR Competency Model 5

CHANGE CHAMPION HR professionals need to make an

organization’s internal capacity for

change match the external pace of

change. As change champions, HR

professionals help make change happen

at institutional (changing patterns),

initiative (making things happen), and

individual (enabling personal change)

levels. To make change happen at these

three levels, HR professionals play two

critical roles in the change process.

Initiating change means that HR

professionals build a case for why change

matters, overcome resistance to change,

engage key stakeholders in the process of

change, and articulate the decisions to

start change.

By sustaining change, HR professionals

institutionalize change through the

organizational resources, organization

structure, communication, and continual

learning.

As change champions, HR professionals

partner to create organizations that are

agile, flexible, responsive, and able to

make transformation happen.

 Initiating change  Sustaining change

HR INNOVATOR AND INTEGRATOR Effective HR professionals integrate

innovative HR practices into unified

solutions to business problems. To do so,

they must know latest insights on key HR

practice areas related to talent sourcing,

talent development, performance

management, work and organization

design, and leadership brand.

They must also be able to turn these

unique HR practice areas into integrated

solutions that match business

requirements.

 Building leadership brand  Optimizing human capital through

workforce planning and analytics  Developing talent  Shaping organization and

communication practices  Driving performance

TECHNOLOGY PROPONENT In recent years, technology has changed

the way in which HR people think and do

their work. At a basic level, HR

professionals need to use technology to

more efficiently deliver HR administrative

systems like benefits, payroll processing,

healthcare costs, and other administrative

services.

In addition, HR professionals need to use

technology to help people stay connected

with each other. This means that

technology can be used to improve

communications, to do administrative

work more efficiently, and to connect

inside employees to outside customers.

An emerging technology trend is using

technology as a relationship building tool

through social media. Leveraging social

media enables the business to position

itself for future growth.

HR professionals who understand

technology will create improved

organizational identity outside the

company and improve social relationships

inside the company. As technology

exponents, HR professionals have to

access, advocate, analyze and align

technology for information, efficiency, and

relationships.

 Improving utility of HR operations  Connecting people through

technology  Leveraging social media tools

Understanding Your Report 6

To help you better understand your report, we have provided the following definitions for terms used throughout the report.

DEFINITIONS OF SCORES

Self Represents the average of all your personal answers for items in the domain or factor being shown.

Supervisor Represents the average of all your supervisors’ answers for items in the domain or factor being

shown. Does not include your self-score.

HR Associates Represents the average of all answers given by your HR associate raters for items in the domain or

factor being shown. Does not include your self-score.

Non-HR Associates Represents the average of all answers given by your non-HR associate raters for items in the domain

or factor being shown. Does not include your self-score.

Company/Group

Represents the average of all answers given by all raters (supervisors and associates) within your

company or group for items in the domain or factor being shown. Does not include participants’

answers (no self-scores).

Region

Represents the average of all answers given by all raters (supervisors and associates) within your

region for items in the domain or factor being shown. Does not include participants’ answers (no self-

scores).

Global Norm

Global norms, indicated on charts by a number and a red circle, represent respondents from the

entire database that fall within a given respondent group. For example, the associate global norm is

an average comprised of all associates contained within the entire database.

DEFINITIONS OF TERMS

Domain

Refers to the six major categories of competencies determined by factor analysis of the round six HR

Competency Study data. The six domains are: Strategic Positioner, Credible Activist, Capability

Builder, Change Champion, HR Innovator & Integrator, and Technology Proponent.

Factor Refers to the individual competency categories within each domain. A complete list and organization

of these factors can be found in Section 1: New HR Competency Model.

Item The individual survey questions used to compile factor and domain scores.

Scale Each respondent was asked to rate their perception of your performance using the following five-point scale:

Very poorly

Poorly

Neutral

Well

Very well

Demographics 7

How to read the graphs 8

Global Norms

This section offers information about the people whose responses make up the information upon which this survey is based.

Understanding the demographics included in a survey will help you better understand your results.

Your Data Global Database

Supervisor 1 HR participants 2,628

HR Associates 3 Supervisors 2,336

Non-HR Associates 3 HR Associates (non-supervisor) 7,909

Respondents in Company/Group 15 Non-HR Associates (non-supervisor) 7,140

Summary of Domains 9

Global Norm

STRATEGIC POSITIONER .

YOUR SCORE GLOBAL NORM

3.8 3.9

0 1 2 3 4 5

Self 4.3 3.7

Supervisor 4.4 3.7

HR Associates 3.6 3.9

Non-HR Associates 3.9 3.9

Comp./Group 3.9 –

Region 3.8 –

CREDIBLE ACTIVIST .

YOUR SCORE GLOBAL NORM

3.9 4.3

0 1 2 3 4 5

Self 4.7 4.2

Supervisor 4.8 4.2

HR Associates 3.6 4.2

Non-HR Associates 3.9 4.3

Comp./Group 4.2 –

Region 4.2 –

CAPABILITY BUILDER .

YOUR SCORE GLOBAL NORM

3.6 4.0

0 1 2 3 4 5

Self 3.9 3.9

Supervisor 4.4 3.9

HR Associates 3.1 4.0

Non-HR Associates 3.8 4.0

Comp./Group 4.0 –

Region 3.9 –

Summary of Domains (continued) 10

Global Norm

CHANGE CHAMPION .

YOUR SCORE GLOBAL NORM

3.7 3.9

0 1 2 3 4 5

Self 4.0 3.8

Supervisor 3.9 3.8

HR Associates 3.4 3.9

Non-HR Associates 4.0 4.0

Comp./Group 4.0 –

Region 3.8 –

HR INNOVATOR AND INTEGRATOR .

YOUR SCORE GLOBAL NORM

3.8 3.9

0 1 2 3 4 5

Self 3.9 3.8

Supervisor 3.9 3.8

HR Associates 3.6 3.9

Non-HR Associates 3.9 3.9

Comp./Group 4.0 –

Region 3.8 –

TECHNOLOGY PROPONENT .

YOUR SCORE GLOBAL NORM

3.8 3.7

0 1 2 3 4 5

Self 4.2 3.5

Supervisor 3.9 3.6

HR Associates 3.2 3.7

Non-HR Associates 4.2 3.7

Comp./Group 3.7 –

Region 3.5 –

Factor Scores 11

STRATEGIC POSITIONER

1A. Interpreting global business context GLOBAL NORM

M EAN

GLO BAL

N O RM

Self 4.0 3.7

Supervisor 4.8 3.6

HR Associates 3.7 3.9

Non-HR Associates 4.2 3.8

Comp./Group 3.9 0.0

Region 3.8 0.0

0 1 2 3 4 5

1B. Decoding customer expectations

Self 5.0 3.7

Supervisor 4.8 3.7

HR Associates 3.4 3.9

Non-HR Associates 3.8 3.9

Comp./Group 3.9 0.0

Region 3.7 0.0

0 1 2 3 4 5

1C. Co-crafting a strategic agenda

Self 3.8 3.8

Supervisor 3.8 3.8

HR Associates 3.6 4.0

Non-HR Associates 3.7 4.0

Comp./Group 3.9 0.0

Region 3.9 0.0

0 1 2 3 4 5

Factor Scores (continued) 12

CREDIBLE ACTIVIST

2A. Earning trust through results GLOBAL NORM

M EAN

GLO BAL

N O RM

Self 5.0 4.4

Supervisor 5.0 4.4

HR Associates 3.8 4.4

Non-HR Associates 3.9 4.4

Comp./Group 4.3 0.0

Region 4.3 0.0

0 1 2 3 4 5

2B. Influencing and relating to others

Self 4.5 4.1

Supervisor 4.8 4.1

HR Associates 3.1 4.2

Non-HR Associates 3.7 4.3

Comp./Group 4.2 0.0

Region 4.2 0.0

0 1 2 3 4 5

2C. Improving through self-awareness

Self 4.3 4.1

Supervisor 4.3 4.0

HR Associates 3.6 4.1

Non-HR Associates 4.6 4.1

Comp./Group 4.1 0.0

Region 4.0 0.0

0 1 2 3 4 5

2D. Shaping the HR profession

Self 5.0 3.9

Supervisor 5.0 4.0

HR Associates 4.2 4.1

Non-HR Associates 3.7 4.3

Comp./Group 4.2 0.0

Region 4.1 0.0

0 1 2 3 4 5

Factor Scores (continued) 13

CAPABILITY BUILDER

3A. Capitalizing organizational capability GLOBAL NORM

M EAN

GLO BAL

N O RM

Self 4.5 4.0

Supervisor 4.3 3.9

HR Associates 2.7 4.0

Non-HR Associates 4.1 4.0

Comp./Group 4.0 0.0

Region 3.9 0.0

0 1 2 3 4 5

3B. Aligning strategy, culture, practices, and behavior

Self 3.8 3.8

Supervisor 4.5 3.8

HR Associates 3.6 3.9

Non-HR Associates 3.9 4.0

Comp./Group 4.0 0.0

Region 3.9 0.0

0 1 2 3 4 5

3C. Creating a meaningful work environment

Self 3.3 3.9

Supervisor 4.3 3.9

HR Associates 2.9 3.9

Non-HR Associates 3.4 4.0

Comp./Group 4.0 0.0

Region 3.9 0.0

0 1 2 3 4 5

Factor Scores (continued) 14

CHANGE CHAMPION

4A. Initiating change GLOBAL NORM

M EAN

GLO BAL

N O RM

Self 4.0 3.9

Supervisor 3.8 3.8

HR Associates 3.0 3.9

Non-HR Associates 4.3 4.0

Comp./Group 4.0 0.0

Region 3.9 0.0

0 1 2 3 4 5

4B. Sustaining change

Self 4.0 3.8

Supervisor 4.0 3.8

HR Associates 3.8 3.9

Non-HR Associates 3.7 3.9

Comp./Group 4.0 0.0

Region 3.8 0.0

0 1 2 3 4 5

Factor Scores (continued) 15

HR INNOVATOR AND INTEGRATOR

5A. Building leadership brand GLOBAL NORM

M EAN

GLO BAL

N O RM

Self 3.0 3.7

Supervisor 3.3 3.8

HR Associates 3.2 3.9

Non-HR Associates 3.8 3.9

Comp./Group 3.9 0.0

Region 3.8 0.0

0 1 2 3 4 5

5B. Optimizing human capital through workforce planning and analytics

Self 4.3 3.8

Supervisor 4.5 3.8

HR Associates 4.0 3.9

Non-HR Associates 4.4 4.0

Comp./Group 4.0 0.0

Region 3.8 0.0

0 1 2 3 4 5

5C. Developing talent

Self 4.3 3.7

Supervisor 3.5 3.8

HR Associates 4.3 3.9

Non-HR Associates 3.9 3.8

Comp./Group 4.0 0.0

Region 3.7 0.0

0 1 2 3 4 5

5D. Shaping organization and communication practices

Self 4.3 3.8

Supervisor 3.8 3.8

HR Associates 3.2 4.0

Non-HR Associates 3.3 4.0

Comp./Group 4.0 0.0

Region 3.8 0.0

0 1 2 3 4 5

5E. Driving performance

Self 4.0 3.8

Supervisor 4.5 3.8

HR Associates 3.3 3.9

Non-HR Associates 4.1 3.9

Comp./Group 4.0 0.0

Region 3.8 0.0

0 1 2 3 4 5

Factor Scores (continued) 16

TECHNOLOGY PROPONENT

6A. Improving utility of HR operations GLOBAL NORM

M EAN

GLO BAL

N O RM

Self 3.5 3.5

Supervisor 3.0 3.6

HR Associates 3.2 3.7

Non-HR Associates 3.4 3.8

Comp./Group 3.7 0.0

Region 3.6 0.0

0 1 2 3 4 5

6B. Connecting people through technology

Self 4.5 3.6

Supervisor 4.0 3.6

HR Associates 3.4 3.8

Non-HR Associates 4.3 3.8

Comp./Group 3.8 0.0

Region 3.6 0.0

0 1 2 3 4 5

6C. Leveraging social media tools

Self 4.3 3.4

Supervisor 4.5 3.5

HR Associates 3.1 3.7

Non-HR Associates 4.8 3.7

Comp./Group 3.6 0.0

Region 3.5 0.0

0 1 2 3 4 5

Individual Item Scores 17

STRATEGIC POSITIONER Self

Supervisor

H R

A ssociates

N on-H

A ssociates

C om

p./G roup

R egion

1A. Interpreting global business context 4.0 4.8 3.7 4.2 3.9 3.8

Global business environment (e.g., emerging markets or shifts in traditional markets) 4.0 5.0 3.3 3.7 3.8 3.9 Technology trends that influence your business (e.g., social media, cloud computing, mobile technology) 4.0 5.0 3.7 4.3 3.7 3.6

Competitor analysis 3.0 4.0 3.3 3.7 3.7 3.6

How your business makes money (e.g., who, where, how) 5.0 5.0 4.3 5.0 4.2 4.0

1B. Decoding customer expectations 5.0 4.8 3.4 3.8 3.9 3.7

Expectations of external customers 5.0 5.0 3.7 4.0 4.0 3.9

Help articulate a customer value proposition that guides internal organization actions 5.0 5.0 3.7 4.0 3.8 3.7

Focus the culture on meeting the needs of external customers 5.0 5.0 3.0 3.0 3.8 3.7 Ensure that the culture (firm brand) of your business is recognized in the minds of external stakeholders (e.g., customers, shareholders) 5.0 4.0 3.3 4.3 3.8 3.6

1C. Co-crafting a strategic agenda 3.8 3.8 3.6 3.7 3.9 3.9

Operations within your business 4.0 4.0 3.0 2.3 4.0 4.0

Spot opportunities for business success 4.0 4.0 4.0 3.7 3.8 3.6

Identify and help solve problems central to business strategy 3.0 3.0 4.3 4.3 4.0 3.8

Translate business strategy into a talent (workforce) or culture (workplace) set of initiatives 4.0 4.0 3.0 4.3 4.0 4.0

Highest Scores (4.5 & above) Lowest Scores (2.0 & below)

Individual Item Scores (continued) 18

CREDIBLE ACTIVIST Self

Supervisor

H R

A ssociates

N on-H

A ssociates

C om

p./G roup

R egion

2A. Earning trust through results 5.0 5.0 3.8 3.9 4.3 4.3

Meets commitments 5.0 5.0 3.3 4.3 4.2 4.3

Has track record of results 5.0 5.0 3.7 4.3 4.2 4.2

Demonstrates personal integrity and ethics 5.0 5.0 4.0 3.7 4.5 4.5

Has earned trust with key internal stakeholders 5.0 5.0 4.3 3.3 4.3 4.3

2B. Influencing and relating to others 4.5 4.8 3.1 3.7 4.2 4.2

Appropriately influences others 5.0 5.0 4.0 3.3 4.1 4.0

Shows a genuine interest in others 5.0 5.0 3.7 3.7 4.3 4.2

Acts with appropriate balance of confidence and humility 4.0 5.0 2.7 3.7 4.2 4.2

Has an appropriate sense of humor at work 4.0 4.0 2.0 4.0 4.2 4.3

2C. Improving through self-awareness 4.3 4.3 3.6 4.6 4.1 4.0

Takes appropriate risks 4.0 4.0 2.7 4.7 3.9 3.8

Seeks to learn from both successes and failures (e.g., is curious) 5.0 5.0 3.7 4.7 4.3 4.2

Is aware of how he or she comes across to others 4.0 4.0 4.3 4.3 4.1 3.9

2D. Shaping the HR profession 5.0 5.0 4.2 3.7 4.2 4.1

Plays an active role in professional bodies and works toward strengthening the profession 5.0 5.0 4.3 3.7 4.2 4.0

Invests in developing the HR function 5.0 5.0 4.0 3.7 4.3 4.2

Highest Scores (4.5 & above) Lowest Scores (2.0 & below)

Individual Item Scores (continued) 19

CAPABILITY BUILDER Self

Supervisor

H R

A ssociates

N on-H

A ssociates

C om

p./G roup

R egion

3A. Capitalizing organizational capability 4.5 4.3 2.7 4.1 4.0 3.9

Craft a culture that encourages innovation 4.0 4.0 2.0 3.7 3.8 3.7

Craft a culture that encourages speed of implementation 5.0 5.0 3.0 4.0 3.8 3.8

Craft a culture that insists on high ethical standards 5.0 4.0 2.3 4.0 4.3 4.2

Craft a culture of accountability for performance 4.0 4.0 3.3 4.7 4.1 4.1

3B. Aligning strategy, culture, practices, and behavior 3.8 4.5 3.6 3.9 4.0 3.9

Measure the influence of culture on achieving sustained business performance 3.0 5.0 3.0 4.7 3.9 3.7

Have a clear concept of the culture that is required to deliver the strategy of your business 4.0 4.0 3.0 4.0 4.1 3.9 Design and deliver integrated HR practices (e.g., staffing, training, rewards and recognition, performance management, etc.) that create and sustain the desired culture 4.0 4.0 3.7 3.3 4.2 4.1

Craft a culture that integrates global standards with local conditions 4.0 5.0 4.7 3.7 3.9 3.8

3C. Creating a meaningful work environment 3.3 4.3 2.9 3.4 4.0 3.9

Craft a culture that encourages work/life balance 2.0 4.0 2.7 3.3 4.0 3.9

Craft a culture that helps employees find meaning and purpose in their work 4.0 4.0 3.3 3.3 4.0 3.9

Craft a culture that gives people a positive identity from doing their work 4.0 5.0 2.7 3.7 4.0 3.9

Highest Scores (4.5 & above) Lowest Scores (2.0 & below)

Individual Item Scores (continued) 20

CHANGE CHAMPION Self

Supervisor

H R

A ssociates

N on-H

A ssociates

C om

p./G roup

R egion

4A. Initiating change 4.0 3.8 3.0 4.3 4.0 3.9

Help people understand why change is important (i.e., create a sense of urgency) 4.0 3.0 3.3 4.7 4.0 4.0

Identify and overcome sources of resistance to change 4.0 4.0 2.7 4.7 4.0 3.8

Help set the direction of change with clear outcomes 3.0 4.0 3.0 4.3 3.9 3.8

Build commitment of key people to support change efforts 5.0 4.0 3.0 3.7 4.0 3.9

4B. Sustaining change 4.0 4.0 3.8 3.7 4.0 3.8 Ensure the availability of resources to stick with the change (e.g., money, information, technology, people) 3.0 4.0 4.0 3.3 3.9 3.7

Help sustain change 4.0 4.0 4.3 3.7 4.0 3.9

Monitor and communicate progress of change processes 4.0 4.0 3.7 3.7 4.0 3.8

Adapt learnings about change to new settings 5.0 4.0 3.3 4.0 4.0 3.8

Highest Scores (4.5 & above) Lowest Scores (2.0 & below)

Individual Item Scores (continued) 21

HR INNOVATOR AND INTEGRATOR Self

Supervisor

H R

A ssociates

N on-H

A ssociates

C om

p./G roup

R egion

5A. Building leadership brand 3.0 3.3 3.2 3.8 3.9 3.8

Create a business case that leadership matters 4.0 4.0 3.3 3.0 4.0 3.9

Invest in future leaders 3.0 3.0 3.3 4.0 4.0 3.9

Measure or track leadership effectiveness 3.0 3.0 3.0 3.7 3.8 3.7

Integrate leadership development efforts 2.0 3.0 3.0 4.7 3.9 3.8

5B. Optimizing human capital through workforce planning and analytics 4.3 4.5 4.0 4.4 4.0 3.8

Establish standards or competencies for required talent 4.0 5.0 4.3 4.3 4.1 3.9

Assess key talent 4.0 5.0 4.3 5.0 4.1 4.0

Manage and optimize workforce diversity 5.0 5.0 3.7 4.7 3.9 3.8

Build a global talent management process 4.0 3.0 3.7 3.7 3.8 3.7

5C. Developing talent 4.3 3.5 4.3 3.9 4.0 3.7

Design and deliver training programs 5.0 3.0 5.0 4.0 4.0 3.8

Design meaningful developmental work experiences 5.0 4.0 4.0 3.7 4.0 3.7

Ensure that line managers spend time developing their staff 3.0 3.0 4.0 4.0 3.9 3.7

Develop local talent for local markets 4.0 4.0 4.0 4.0 3.9 3.7

5D. Shaping organization and communication practices 4.3 3.8 3.2 3.3 4.0 3.8

Help establish reporting relationships 5.0 4.0 2.7 3.7 4.0 3.8

Facilitate the design of organizational structure 3.0 3.0 3.7 4.0 4.0 3.9

Know how to form and leverage teams 5.0 5.0 3.0 2.7 3.9 3.9

Use business metrics to guide HR decisions – 3.0 3.3 2.7 3.9 3.8

5E. Driving performance 4.0 4.5 3.3 4.1 4.0 3.8

Facilitate establishment of clear performance standards 4.0 4.0 2.7 3.7 4.0 3.8

Ensure that performance standards adapt to changing strategic demands 4.0 4.0 3.3 4.3 3.9 3.7 Design measurement systems that distinguish high-performing individuals from low-performing individuals – 5.0 3.7 4.7 3.9 3.7

Deal with non-performance in a fair and timely way – 5.0 3.7 3.7 4.0 3.8

Highest Scores (4.5 & above) Lowest Scores (2.0 & below)

Individual Item Scores (continued) 22

TECHNOLOGY PROPONENT Self

Supervisor

H R

A ssociates

N on-H

A ssociates

C om

p./G roup

R egion

6A. Improving utility of HR operations 3.5 3.0 3.2 3.4 3.7 3.6

Design non-financial reward/recognition systems 4.0 3.0 2.7 3.3 3.6 3.5

Design appropriate benefits systems – 3.0 3.3 3.3 3.8 3.6

Manage health care costs 3.0 3.0 3.7 3.7 3.7 3.6

6B. Connecting people through technology 4.5 4.0 3.4 4.3 3.8 3.6

Formulate a comprehensive communication strategy 4.0 3.0 3.7 4.3 3.7 3.6

Remove low value-adding or bureaucratic work 4.0 4.0 3.7 4.3 3.8 3.6

Provide alternative/flexible policies to motivate different generations of employees 5.0 4.0 3.3 4.3 3.8 3.6

Align HR practices with external customer criteria 5.0 5.0 3.0 4.0 3.7 3.6

6C. Leveraging social media tools 4.3 4.5 3.1 4.8 3.6 3.5

Leverage technology for HR processes (HRIS) 4.0 5.0 2.3 4.7 3.8 3.7

Leverage social media for business purposes 4.0 4.0 2.7 4.7 3.5 3.3

Use technology to facilitate remote and mobile workforce 5.0 5.0 3.3 5.0 3.7 3.6

Coordinate social media policy and practices – 4.0 4.0 5.0 3.5 3.3

Highest Scores (4.5 & above) Lowest Scores (2.0 & below)

Most Positive Items 23

Item Domain Factor

Self

Supervisor

H R

A ssociates

N on-H

A ssociates

C om

p./G roup

R egion

How your business makes money (e.g., who, where, how)

Strategic Positioner

Interpreting global business context

5.0 5.0 4.3 5.0 4.2 4.0

Assess key talent HR Innovator and Integrator

Optimizing human capital through workforce planning and analytics

4.0 5.0 4.3 5.0 4.1 4.0

Coordinate social media policy and practices Technology Proponent

Leveraging social media tools

– 4.0 4.0 5.0 3.5 3.3

Establish standards or competencies for required talent

HR Innovator and Integrator

Optimizing human capital through workforce planning and analytics

4.0 5.0 4.3 4.3 4.1 3.9

Seeks to learn from both successes and failures (e.g., is curious)

Credible Activist

Improving through self- awareness

5.0 5.0 3.7 4.7 4.3 4.2

Craft a culture that integrates global standards with local conditions

Capability Builder

Aligning strategy, culture, practices, and behavior

4.0 5.0 4.7 3.7 3.9 3.8

Use technology to facilitate remote and mobile workforce

Technology Proponent

Leveraging social media tools

5.0 5.0 3.3 5.0 3.7 3.6

Design measurement systems that distinguish high-performing individuals from low- performing individuals

HR Innovator and Integrator

Driving performance – 5.0 3.7 4.7 3.9 3.7

Design and deliver training programs HR Innovator and Integrator Developing talent 5.0 3.0 5.0 4.0 4.0 3.8

Manage and optimize workforce diversity HR Innovator and Integrator

Optimizing human capital through workforce planning and analytics

5.0 5.0 3.7 4.7 3.9 3.8

Least Positive Items 24

Item Domain Factor

Self

Supervisor

H R

A ssociates

N on-H

A ssociates

C om

p./G roup

R egion

Operations within your business Strategic Positioner

Co-crafting a strategic agenda

4.0 4.0 3.0 2.3 4.0 4.0

Craft a culture that encourages innovation Capability Builder

Capitalizing organizational capability

4.0 4.0 2.0 3.7 3.8 3.7

Design non-financial reward/recognition systems

Technology Proponent

Improving utility of HR operations

4.0 3.0 2.7 3.3 3.6 3.5

Use business metrics to guide HR decisions HR Innovator and Integrator

Shaping organization and communication practices

– 3.0 3.3 2.7 3.9 3.8

Has an appropriate sense of humor at work Credible Activist

Influencing and relating to others

4.0 4.0 2.0 4.0 4.2 4.3

Know how to form and leverage teams HR Innovator and Integrator

Shaping organization and communication practices

5.0 5.0 3.0 2.7 3.9 3.9

Craft a culture that encourages work/life balance

Capability Builder

Creating a meaningful work environment

2.0 4.0 2.7 3.3 4.0 3.9

Craft a culture that insists on high ethical standards

Capability Builder

Capitalizing organizational capability

5.0 4.0 2.3 4.0 4.3 4.2

Facilitate establishment of clear performance standards

HR Innovator and Integrator

Driving performance 4.0 4.0 2.7 3.7 4.0 3.8

Focus the culture on meeting the needs of external customers

Strategic Positioner

Decoding customer expectations

5.0 5.0 3.0 3.0 3.8 3.7

Written Comments 25

In this section you will find your raters’ responses to the open-ended questions. These comments are shown exactly as your raters

have entered them. They have not been edited in any way.

What are Maria Sample’s greatest strengths as an HR professional? SUPERVISOR

1. Text here is the supervisors comments printed verbatim

OTHER RATERS

1. verbatim comments

2. verbatim comments

3. verbatim comments

4. verbatim comments

5. Comment…

6. Comment…

What do you see as Maria Sample’s most important areas for development as an HR professional? (Please be specific) SUPERVISOR

1. verbatim comments as typed in the survey

OTHER RATERS

1. verbatim comments

2. Comments…

3. Comments…

4. Comments…

5. Comments…

6. Comments…

Written Comments 26

Is there anything else you would like to tell Maria Sample that would help improve their effectiveness? SUPERVISOR

1. Verbatim comments as typed in the survey

OTHER RATERS

1. Testing

2. verbatim comments

3. verbatim comments

4. verbatim comments

5. verbatim comments

6. verbatim comments

Item-Specific Comments Operations within your business 1. verbatim comments

2. verbatim comments

Align HR practices with external customer criteria 1. verbatim comments

Leverage technology for HR processes (HRIS) 1. verbatim comments

Craft a culture that encourages innovation 1. verbatim comments

Craft a culture that encourages speed of implementation 1. verbatim comments

Craft a culture that encourages work/life balance 1. verbatim comments

Written Comments 27

Facilitate establishment of clear performance standards 1. Comments…

Know how to form and leverage teams 1. Comments…

Appropriately influences others 1. Comments…

Has an appropriate sense of humor at work 1. Comments…

2. Comments…

Invests in developing the HR function 1. Comments…

Challenges Of Creating A Job Classification System For Companies With Fewer Than 50 Positions, Provide Examples.

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