PADM-GP 2135 - NYU Wagner Graduate School of Public …
PADM-GP 2135Human Resources: Leading Talent Development Spring 2020 (version1/14)Instructor InformationProfessor Anne BenedictEmail: ab8317@nyu.eduMobile: 718.501.3320Office Hours by appointmentClass Meeting Times: Wednesdays, 4:55 pm – 6:35 pmClass Location: Bldg:GCASL Room:388 Washington SquareCourse PrerequisitesCORE-GP 1020 Management and LeadershipCourse Overview and GoalsDesigned for public and non-profit managers rather than human resource professionals, this course gives a broad overview of talent development theories and includes the practical application of those concepts. It will cover basic talent development activities such as recruitment and selection, career development, performance feedback and rewards, compensation and rewards and leadership. It will also explore current trends in talent management, including diversity and inclusion, the future of work, and values based leadership. The course will include practical application through case discussions, activities and self and team reflections. Students will gain practical tools and personal insights to better equip them to manage talent in their future endeavors. They will also explore and discuss today’s topical subjects disrupting practices of the past.Course and Learning ObjectivesUpon completion of this Course, students will be able to:Understand the various levers used for talent developmentUse best practice approaches to a broad range of talent management processesRecognize their own management preferences and style of leadershipArticulate an informed opinion on what strategies are most effectiveCourse ExpectationsSince Managing Public Service Organizations is a prerequisite for this course, you will be expected to be familiar with the material from that course.I’ll often ask you to reflect on your own work experience as part of thinking about and applying new concepts. Many of you have at least a year or two of fulltime work experience, which should be directly relevant. For those of you without this experience, draw on internships, summer jobs, even your experience as a student in a large organization like NYU may well be relevant.You will learn more if you come prepared to reflect on your own experience, your work styles, preferences and behaviors, and your embedded ways of thinking – and to challenge and expand them.As graduate students, I expect you will take responsibility for your own learning. If there is something you don’t understand or that is not working for you, please let me know.While I hope you will learn from the course materials and me, I also expect that much of your learning -- and mine -- will be from each other. For that reason, class attendance and participation are extremely important, so come to class prepared to reflect on and discuss the readings.I will have a few guest speakers for specific topics lead our sessions so that you can benefit from connecting with deep specialists and breadth of teaching styles.The style of the classes will be varied, some brief lectures, group activities, individual reflection, discussion.I expect you will come to class having read all the assigned readings for that week and that you will be prepared to share your thoughts on them.Course RequirementsThere are six course requirements; each account for a percentage of your grade.Talent Selection paper/assignment: 15% Performance Management paper/assignment: 20% Training Needs Assessment paper/assignment: 20% Reading Reflections (2): 10%Class participation and attendance: 10% Final Team Presentation: 25%Assignment FormatPapers should be double-spaced and have 1-inch margins and use 12 pt. fonts. (I prefer to handwrite comments and this gives me room to do so). Reflections can be single spaced and must fit on one page. I expect that all your written work will be carefully written, in full sentences, spellchecked and proofread before you turn it in.The three papers should be handed in at the beginning of the class on the day they are due and emailed to me via NYU Classes one hour before class begins on the day they are due; if both are not met, they will be considered one day late.Late assignments will lose one letter grade for each day they are late (which begins immediately after the start of class). If you are facing a serious and urgent situation that could delay turning in the assignment, contact me as soon as possible to discuss other arrangements.Assignment OverviewTalent Selection: Beyond the interviewDue: paper copy due Feb 12 in class and emailed/NYU ClassesFor this assignment, you will find a posting/description for a not-for-profit job – ideally from your organization or focus (e.g., health care, education, government). You will answer questions about it, possibly revise it and create interviewing questions and an interview format for this opening and suggest other measurement techniques. You will receive a detailed description of the assignment in class before it is due.Performance Management: To Rate or not to RateDue: paper copy due March 4 in class and emailed/NYU ClassesFor this assignment, you will be asked to describe the pros and cons of using performance ratings. You will receive a detailed description of the assignment in class before it is due.Training Needs AssessmentDue: paper copy due April 8 in class and emailed/NYU ClassesFor this assignment, you will choose a department or function within one of your current or previous companies, and design a methodology and questions to assess training needs. You will receive a detailed description of the assignment in class before it is due.Reading ReflectionsTwice during the semester, you’ll submit brief (500 words approximately) reflections on the readings. (If a related, current article not on the syllabus intrigues you, that may also be used). You choose which ones and when. The goal here is for you to react to the reading (not merely regurgitate it, this is not a “book report”) and express an opinion, agree/disagree, offer a different point of view. In essence, apply some critical thinking and reflection. You may be asked to share some of your thoughts in class as well. One is due by end of Feb and end of March.These are not letter graded and may be handed in at any time.Class ParticipationI hope this class will be informal, talkative and fun. I encourage you to think out loud and try out ideas in class. Bringing “people issues” from your outside jobs or activities and current events (no shortage of issues these days) is welcome and will add practicality to what we are discussing. As noted in the course expectations, I consider class participation to be central to our ability to learn from each other. Furthermore, being an effective leader requires – at a minimum -- sharing one’s ideas and thoughts in small and large groups. This doesn’t mean speaking for speaking’s sake: you should be offering something valuable to your peers.Therefore, class participation is a key component of the grade. This includes attending each class, paying attention to the discussion, and contributing thoughtfully. It also means having read the readings and being prepared to answer questions and give your opinion. We’ll discuss in the first class an approach to electronic devices.“A” Level ParticipationAbsent no more than once during the semester. Sends email ahead of time to tell the professor that you will miss class.Offers input often (roughly once per class). Note: offering input (raising your hand) does not mean you will always be called ments are clear, succinct, and relevant to the current conversation.Takes risks in answering difficult questions or offering unpopular ideas.Is prepared for class, as evidenced by:Applying ideas from the readings to the discussionChallenging or extending ideas in the readingsIntegrating or contrasting ideas from current readings with previous readings“B” Level ParticipationAbsent no more than twice. Does not send email to professor ahead of time.Offers input ments are sometimes unclear, long-winded or not relevant to discussion.Answers questions but rarely takes risks.Is prepared for class (see above)“C” Level ParticipationAbsent no more than three times. Does not email professor ahead of time.Offers input rarely.Is unprepared for classCourse TextsEdward E Lawler III. Reinventing Talent Management, 2017re:Work with GoogleCheck NYU Classes every week for announcements, reminders, assignments, etc.Accessing the ProfessorI will not hold regular office hours. But I am available to help you. If you have a question or need help, or know you will be missing class, email me at: ab8317@nyu.edu. I will respond as required within two days.Course ScheduleTopics, Readings and AssignmentsAll readings are available on the NYU Classes site unless noted.In preparation for Week 1 (1/29/2020): Intro to Leading PeopleBring one printed copy of your resume to class including a photo in it. Complete this to introduce yourself survey before the first class.Kaplan, MJ. 2018. Complexity demands new approaches to work. Standford Social Innovation Review. May 3.Gartner. Manager effectiveness benchmarking report public sector spotlight.Landles-Cobb, Kramer, and Milway. Nonprofits Can’t keep Ignoring Talent DevelopmentGarvin. Google’s Project Oxygen: Do Managers Matter?CLC. Creating Talent ChampionsGoleman. What makes a leaderJackson et al. Managing Human Resources. Southwestern Cengale Learning.In preparation for Week 2 (2/5/2020): Recruitment, Selection & OnboardingGarner. Recruitment and Selection: Hiring the People you want.Dattner. The Uses and Misuses of Personality Tests.Watkins. The First 90 Days. pp. 1-15, 79-102, 157-183In preparation for Week 3 (2/12/2020): Managing PerformanceBring your assignment: “Beyond the Interview”Buckingham & Goodall. Reinventing Performance ManagementCapelli, Gherson, Barton. The New Rules of Talent ManagementIn preparation for Week 4 (2/19/2020): Feedback & Coaching PracticePrepare: Be prepared to discuss a real life example where you want to give feedback to someone in your personal/school/work life.Dattner. How to Participate in Your Employee’s Coaching.Jones Schilling Employee Coaching Workshop. HBR.Performance Coaching. General Manager Role. Ivey.Active Coaching and Follow-Up. HBRIn preparation for Week 5 (2/26/2020): Teamsre:Work IntroductionBuilding a psychologically safe workplaceLencioni. The five dysfunctions of a team.Prepare Case: Edmondson, A. 2014. Teaming at Disney Animation. Harvard Business School. 2015In preparation for Week 6 (3/4/2020): Employee Engagement and CultureBring your assignment “To Rate or Not to Rate”What is Employee EngagementMorgan. Why the Millions we Spend on Engagement Surveys Buy Us So Little.Alan M. Saks, (2006) "Antecedents and consequences of employee engagement", Journal of Managerial Psychology, Vol. 21 Issue: 7, pp.600-619.McAndrews. What Works: Developing Successful Multi-gen Leadership. Building Movement Project.In preparation for Week 7 (3/11/2020): Diversity, Inclusion and EquityLorenzo and Reeves. How and where diversity drives financial performanceRock, Grant, Grey. Diverse teams feel less comfortable and that’s why they perform betterBanaji, Bazerman, Chugh. How (un)ethical are you?Ross. 3 ways to make less biased decisionsNo Class: Week 8 (3/18/2020): Spring BreakIn preparation for Week 9 (3/25/2020): Learning & Career DevelopmentBray. The training design manual : the complete practical guide to creating effective and successful training programmes. Chapter 4 (Formal Learning Needs Analysis) and Chapter 7 (How People Learn). (accessible as an ebook at the NYU library)Career Development Managers ToolkitGarvin, Edmondson, Gino. Is Yours a Learning Organization?Carucci. When Companies Should Invest in Training Their Employees ---and When They Shouldn’tTraining and Development at RVA. Ivey.In preparation for Week 10 (4/1/2020): Retention and Talent PlanningReady, Conger, Hill. Are You a High Potential?Fernandez-Araoz, Groysberg, Nohria. How to Hang on to Your High Potentials.Fernandez-Araoz. 21st Century Talent Spotting. HBR.CLC. Upgrading the Organization’s Talent Management Strategies.2019 Talent Retention Practices Survey Results. NonProfitHR.Mediabrands. Critical Talent Process GuideMediabrands. Motivation Questionnaire.In preparation for Week 11 (4/8/2020): Compensation and BenefitsBring your assignment: Training Needs AssessmentHBR Case. Give Directly.In preparation for Week 12 (4/15/2020): Values and visionGeorge, Sims, McLean, Mayer. Discovering Your Authentic Leadership.Collins. Level 5 Leadership.Sinek. Video. How Great Leaders Inspire ActionIn preparation for Week 13 (4/22/2020): Strategy and AnalyticsDeloitte. Creating Value Through HR.Ready, Hill, Thomas. Building a Game-Changing Talent Management Strategy.Baesens. Is Your Company Ready for HR analytics.PWC Saratoga metrics list.HBR. Case Study : A CEO’s effort to preserve moraleIn preparation for Week 14 (4/29/2020): Future of WorkDeloitte. The evolution of work.CEB: Enterprise Leadership for the Digital Age.Knight. Managing People from Five Generations.Weeks 15 & 16 (5/6 & 5/13): Final PresentationsYour final will be in the form of team final presentations based on a case. You will have several weeks to prepare to present your projects to your peers.ResourcesAccess your course materials: NYU ClassesDatabases, journal articles, and more: Bobst LibraryAssistance with strengthening your writing: NYU Writing CenterObtain 24/7 technology assistance: IT Help DeskAcademic IntegrityAcademic integrity is a vital component of Wagner and NYU. All students enrolled in this class are required to read and abide by Wagner’s Academic Code. All Wagner students have already read and signed the Wagner Academic Oath. Plagiarism of any form will not be tolerated and students in this class are expected to report violations to me. If any student in this class is unsure about what is expected of you and how to abide by the academic code, you should consult with me.Henry and Lucy Moses Center for Students with Disabilities at NYUAcademic accommodations are available for students with disabilities. Please visit the Moses Center for Students with Disabilities (CSD) website and click on the Reasonable Accommodations and How to Register tab or call or email CSD at (212-998-4980 or mosescsd@nyu.edu) for information. Students who are requesting academic accommodations are strongly advised to reach out to the Moses Center as early as possible in the semester for assistance.NYU’s Calendar Policy on Religious Holidays NYU’s Calendar Policy on Religious Holidays states that members of any religious group may, without penalty, absent themselves from classes when required in compliance with their religious obligations. Please notify me in advance of religious holidays that might coincide with exams to schedule mutually acceptable alternatives.(version 3) ................
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