McKinsey developed the 7S model over 30 years ago and it has become a staple of organizational assessment ever since. The model is a simple tool that can be used to understand the alignment of an organization around 7 critical components:
McKinsey developed the 7S model over 30 years ago and it has become a staple of organizational assessment ever since. The model is a simple tool that can be used to understand the alignment of an organization around 7 critical components:
1. Strategy
2. Structure
3. Systems
4. Style
5. Staff
6. Skills
7. Shared Values
In this assignment, you will examine 5 of these components at your organization: Strategy, Style, Staff, Skills, and Shared Values. All these components directly affect your workforce strategy. The workforce planning process is critical to distribute talent across an organization and to identify competency and personnel shortages in the organization, both for the short term and for the long term.
Instructions
Using your current workplace, or an organization with which you are familiar, write a short report of 3 to 5 pages. You will organize the report with a short introduction to explain the purpose of the report, then 5 paragraphs that describe and assess your department or organization, and then a conclusion that briefly summarizes your findings. Each paragraph in the body of the report addresses one of the 5 components, as indicated below.
Use the questions provided below as a guide:
Strategy – this must align with your organization’s mission, vision and goals
• Briefly describe the business strategy of your organization
• How well does your workforce strategy align with and support your organization’s business strategy?
Style – this relates to the type of leadership that is customary at your organization
• What is the prevailing leadership style of your department or organization (e.g., participative, autocratic, collaborative)?
• Is it the appropriate style for the challenges you face?
Staff – the staffing numbers are driven by the budget
• Do you have the numbers of employees needed to execute the current organizational strategy?
• If not, how do you intend to address the shortfall?
Skills – these are the competencies needed to execute the work and fulfill the strategy
• Do you understand the competency requirements for your department or organization?
• Do you have the required competencies represented by your current staff?
• If not, how do you intend to address the shortfall?
Shared values – these are the norms of behavior and self-management valued at your organization
• Do the people in your workforce understand the norms of behavior your department or organization requires?
• How do you ensure the continuity of those norms?
JWI520 People Management
Week 4 Assignment
The Hiring Process
Introduction
Hiring is one of the most critical aspects of being a leader. In order to have an effective hiring process, some important preparation must be done before the candidate search, shortlist selection, and interview processes even begin. You and your team need to create a job description that includes all the hard and soft skills desired in candidates, as well as the key responsibilities of the role. After that, you and the team must agree upon a set of key competencies for the position. Finally, you must develop a set of questions designed to enable you to interview candidates for those competencies. All candidates will be interviewed with the same set of questions, thus enabling the hiring team to compare candidates effectively. This assignment is designed to allow you to practice the preparation phase of the hiring process.
Instructions
For this exercise, select a position you are currently hiring for, or select a position that may have to be filled in your department or organization in the future.
Follow the steps below to create all the required components of the Hiring Sheet for this position:
Step 1: Develop a Job Description
If there is a current job description, you can use that for this part of the exercise. Submit it with your assignment for review.
Step 2: Identify Key Competencies
Select 5 key competencies for the position from the List of Professional Competencies below.
Instead, if you wish, you may select 4 competencies from the list and create one (1) competency of your own.
Step 3: Rank the Competencies
Rank the competencies that you selected in order, from the most important (1) to the least important (5). Write a paragraph to explain your rationale for the order of importance of the competencies.
Step 4: Create Interview Questions
Develop 2 questions for each competency that you selected for use when interviewing candidates. Your final list of questions for the position will contain 10 questions.
JWI520 People Management
Week 6 Assignment
Introduction
Part of the power of understanding your top employees as “Talent” is the ability to assess their potential in light of their performance and values. The use of a simple Talent matrix can make the assessment process very powerful. This process also helps you to analyze your team and to plan for management of each employee in the future.Jack Welch believes that effective talent management requires you to divide up your people into three levels: the top 20%, the middle 70%, and the bottom 10%. It is important to provide leadership development options to the top 20% group early in their careers, since they will be your future leaders.
Four Quadrants Chart
Type 1:
High Performance,
High Values
Type 4:
High Performance,
Low Values
Type 2:
Low Performance,
Low Values
Type 3:
Low Performance,
High Values
One tool used to support the Welch approach to talent management is a matrix based on four different combinations of performance and values. To prepare for this exercise, look carefully at the Four Quadrants Matrix above; then read the sample Rationale statement on the next page. The Rationale describes each employee’s performance and level of alignment with the company’s core values and indicates the manager’s plans for supervising each employee in the future.
Instructions
This exercise is designed to give you practical experience in using the Four Quadrants Matrix to differentiate your employees and to make plans for managing them in the future. Use the Four Quadrants Matrix above as a framework to assess your direct reports in your current workplace. If you have no direct reports, use a group of individuals with whom you are familiar. Create a Talent Engagement Chart, like the sample chart below, with a row for each employee.
• Include an introduction and a conclusion
• Include 4 to 6 employees from your workplace in your chart
• List and clearly define the core values you will use to assess your employees
• Use first names only and change the names if you wish
• For each individual, create a row in the chart
Your task is to select one Quadrant for each employee and to indicate the placement that you chose in the Type column. Think carefully about the core values of your company and use them to assess these employees. Describe the company’s core values in your Introduction. Then write a Rationale statement of 4 to 6 paragraphs, explaining why you positioned each person in the selected quadrant, assessing their work and describing how well they align with the core values. Also indicate your plans for managing each employee in the future. In writing your Rationale, use the sample statement on the next page as a guide. Finally, in your Conclusion, sum up the benefits of using the Talent Engagement tool.
Talent Engagement Chart (sample)
Employee Type
Katelyn Type 1: High Values, High Performance
Jacquelyn Type 1: High Values, High Performance
Shannon Type 3: Low Performance, High Values
Sabrina Type 3: Low Performance, High Values
Cherie Type 4: High Performance, Low Values
Glenn Type 2: Low Values, Low Performance
Rationale (sample)
Katelyn and Jacquelyn are both incredibly ambitious and talented, and I consider them to be the top talent on this team. They align with our company’s results focus, as they always over-deliver on their goals, and they also fit well with our focus on continuous learning, as they are always looking for ways to learn more.
They both demonstrate our core value of flexibility, as they are keen to take on new challenges and to experience different roles. I think it will be important to challenge these employees and to give them some management experience, by putting them in charge of a project or a small team in the near future.
Sabrina and Shannon are both well aligned to the team in terms of core values, but they are currently not performing up to their potential. Both of these employees have the ability to be productive employees, but they are not highly passionate in their current roles.
Sabrina has been with the team less than a year; she is still learning and not positioned in exactly the right role. She does not yet have the confidence to perform up to her potential, but she adheres to our core value of team orientation, stepping up to support her coworkers and always putting the customer first. She needs to be given new challenges in a step-by-step manner. I believe that, in time, she will gain confidence, improve her performance, and be a productive team player.
Shannon is more experienced than Sabrina and more confident. Even though Sabrina exhibits the core value of dependability, she sometimes needs an extra push to get the job done. She is fully capable of doing a great job if placed in the right position. She is a steady worker, but she is not performing up to her potential in her current administrative role. She is coasting along and does not seem keen to learn new skills and get to the next level. I believe the key to enhancing her performance is to find a customer-facing position for her. She has excellent people skills and this type of role would use her abilities better, as well as most likely leading her to want to develop professionally.
Cherie has managed purchasing and vendor relations for the team for four years. I became her manager 4 months ago. She is efficient and productive, but can be brusque with co-workers and she rarely attends office events. Cherie does not align with our core value of flexibility. She is inflexible when working with team members and shows little interest in professional development. She attends team meetings but rarely contributes to team discussion. I provided candid feedback in our month three review meeting about the behavior changes I am looking for: particularly, better teamwork and willingness to learn new skills. If I do not see significant changes in the next 6 months, I will not wish to keep her on the team.
Glenn was assigned to my team nine months ago, to provide data analysis for our team. He is a capable data analyst, but he does the minimum amount of work needed to fulfill his tasks. In addition to his lack of motivation, he does not adhere to our core values of professionalism and team orientation. He is often late to work and sometimes leaves early, without informing me. At our month three and month six review meetings, I was candid with Glenn and told him I needed to see regular attendance, more support of his coworkers, and better communication, but I have seen no change. I believe it is time to let go of this employee; I am meeting with HR next week to discuss the next steps to put this decision into effect.
Formatting Requirements
• Submission includes a Talent Engagement Chart, with a row for each employee
• The written exercise is typed and double-spaced, with a professional font (size 10 – 12)
• Includes a Cover Page with the assignment title, your name, the professor’s name, course title, and date
• Includes an Introduction and a Conclusion
• Includes a Rationale statement of 4 to 6 paragraphs
• The exercise text is written in a formal manner, with correct spelling and grammar
• The Cover Page is not included in the required page length
NOTE: See the JWMI Writing Standards Guide for professional writing requirements for your assignments.
JWI520 People Management
Week 9 Assignment
People Management Scorecard
Introduction
A successful workforce strategy is rooted in the mission, vision, and major goals of the organization, and it has impact on all parts of the employee lifecycle. In this final assignment, you will assess your organization broadly on its workforce strategy and people management processes. You will use a People Management Scorecard tool to pull together your evaluation of the various components of people management across the organization.
The areas you will assess are:
1. Alignment with Mission, Vision, and Goals
2. Hiring Process
3. Team Motivation and Virtual Teams
4. Differentiation
5. Performance Reviews
6. Coaching and Employee Development’
7. Letting People Go
8. Communication and Change Management
Instructions
Prepare for this assignment by downloading the Scorecard tool, found in the Assignment Information folder for Week 9 of your course in Blackboard. Save the Scorecard file, using your name and following the format shown below:
• LastName_FirstName_JWI520_Scorecard.docx
o e.g. Doe John_ JWI520_Scorecard.docx
Using the organization where you currently work, or an organization with which you are familiar:
• Write your Introduction in the first section of the Scorecard:
o In this section, provide a brief description of your organization, including its products or services, industry sector, location, number of employees, etc. Describe the organization’s current approach to people management and overall workforce strategy. Explain the purpose of the Scorecard tool. This section must be no more than 300 words.
• Fill out all 8 people management evaluation sections in the Scorecard. For each question, complete all 3 columns:
o Column 1: provide a score of A, B, or C
o Column 2: provide a brief rationale with the reasons for your score
o Column 3: provide an actionable recommendation to improve or maintain performance
• Write your Recommendations Summary in the final section of the Scorecard:
o In this section, write a short synopsis or summary of all your change recommendations for the people management process. Explain how the various recommendations will work together to create significant improvements to the existing people management processes at your organization. This section must be no more than 300 words.
Formatting Requirements
• Typed, double-spaced, professional font (size 10 – 12)
• Uses the Scorecard tool provided in the course
• Includes an Introduction section of no more than 300 words
• All sections of the Scoring Chart are filled out
• Includes a Recommendations Summary section of no more than 300 words
• The Introduction and the Recommendations Summary sections must be formally written, with correct spelling and grammar
• References must be included and provide appropriate information that enables the reader to locate the original source. Application and analysis of course materials and resources are expected, and additional research is welcome.
NOTE: See the JWMI Writing Standards Guide for professional writing requirements for your assignments
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