EXEC-GP 2135 / PADM-GP 2135



EXEC-GP 2135 / PADM-GP 2135 Human Resources: Leading Talent DevelopmentFall 2019Instructor InformationProfessor Robert Wheeler Email: robert.wheeler@nyu.edu Cell 917-207-2870Office Hours: by appointment.Course InformationClass Meeting Times: Saturdays, 9:00 am – 12:30 pm9/149/2810/1210/2611/911/2312/14Class Location: 194 Mercer Street, Room 305Course DescriptionThis course is designed for public service managers and leaders and provides a broad overview of talent management dynamics and responsibilities. Regardless of the leadership role you play in organizations, understanding the foundations behind human resources (HR) and talent management is essential to advancing an organization’s mission and goals through its people. We will focus on the context, challenges and HR-related responsibilities of a manager and leader, including a practical look at essential organizational processes including, recruitment and selection; job design; engagement and professional development; performance appraisal and providing feedback. We will also explore current issues within HR management, such as organizational culture; aligning people and processes to deliver organizational value; identity and inclusion in the workplace; the role of organized labor; succession planning; and other topics.By the end of the course you should understand the HR responsibilities of a typical manager in a public or nonprofit organization, be familiar with different talent management approaches, and understand tools you can use to encourage your team towards excellence.Course and Learning ObjectivesUnderstand the basic human resources functions within public or nonprofit organizations and the related responsibilities of a manager or leader.Understand effective strategies in talent management, including recruitment, onboarding, engagement and performance management.Be familiar with HR-related planning and change management strategies, including organizational change stewardship and succession planning.Be familiar with diversity, inclusion and equity dynamics within organizations, as well as strategies to facilitate and lead related analysis, critical thinking, dialogue and change.Learning Assessment TableCourse Learning Objective CoveredCorresponding Assignment Title #1All assignments and class discussions/participation.#2Reading and Case Study Reflection 1-2; Position Description and Interview Preparation; Performance Appraisal Review Process#3Reading and Case Study Reflection 4; Final Paper#4 Reading and Case Study Reflection 3; Final PaperCourse FormatWe will emphasize practical application through selected readings, class discussions, case studies and reflections on students’ prior and current management experiences. Many of our sessions will involve some form of interactive, practical activity.Course ExpectationsWhile I hope you will learn from the course materials, I also expect that much of your learning -- and mine -- will be from each other. You are expected to complete all assigned readings prior to class, and be prepared to reflect on and discuss those materials. I’ll often ask you to reflect on your own professional experiences as a part of thinking about and applying new concepts.Discussing people and processes within organizations can sometimes challenge our boundaries. When reflecting on your experiences, different situations, and the work styles, preferences and behaviors of yourself and others, students are expected be sensitive to when appropriate confidentiality and the need for brevity may be relevant. Be open and prepared to challenge and expand your ways of thinking.As graduate students, I expect you will take responsibility for your own learning. If there is something you don’t understand or is not working for you, please let me know.Students are expected to check NYU Classes regularly for announcements, reminders, assignments, etc. Course TextsStone, D., Patton, B. and Heen, S. Difficult Conversations: How to Discuss What Matters Most. 1999. New York: Penguin Books.DiAngelo, Robin. White Fragility: Why It’s So Hard for White People to Talk About Racism. 2018. Beacon Press Books (optional)Harvard Business Review Course Pack Additional readings, study questions, group project info and general announcements will be available through NYU Classes.Course RequirementsThere are five course requirements and each account for a percentage of your grade. Reading and Case Study Reflections (4): 20%Position Description and Interview Preparation: 20%Performance Appraisal Critique (group memo and presentation): 20%Final Paper: 25%Class Participation and Attendance: 15%Academic PoliciesPlease see the NYU Wagner website for information on academic policies and procedures, including the academic code and grading. Academic Policies, Procedures and CodeGradingIncomplete GradesAssignment FormatWritten assignments should be double-spaced, have 1-inch margins and use a 12 pt. font. I expect that written work will be your ideas and words or include adequate acknowledgement of their source. All assignments should be proofread before submitted.We will utilize NYU Classes for written assignment submissions. Submissions should be in MS Word format. Late assignments will lose one letter grade for each day they are late. If you are facing some kind of serious and urgent situation that could delay turning in the assignment, contact me as soon as possible to discuss other arrangements.Overview of AssignmentsReading and Case Study Reflections:Due four times throughout the semester. See NYU Classes for reading selections and additional details.Four times during the semester, you will submit a brief (approx. two double space pages) reflection on a selected reading or case study. The objective is for you to react to the reading (not merely regurgitate it) and express an opinion, offer a different point of view, or respond to any prompts provided. In essence, you will apply critical thinking and draft an interesting reflection or case analysis. You may be asked to present a brief summary of your reflection and facilitate a related discussion in class.Position Description and Interview Preparation:The Importance of Bringing in the Right People. Due Friday, October 11 at 11:55 p.m. via NYU Classes For this assignment, you will find an example of a poorly written job description/posting for a nonprofit/public service position. You will research the nature of the organization and the position, revise the description, and create interview questions for it. Your submission will include a brief summary of the organization (250 words or less,) the original and revised position descriptions, and your interview outline with questions. **You will bring two copies of this assignment to class on October 12 (in addition to the NYU Classes submission). Additional details will be posted on NYU Classes.Performance Appraisal Review Process:Making Performance Reviews Effective for the Organization and Staff. Presentation outline (draft) due Tuesday, November 19 at 11:55 p.m. via NYU Classes; executive memo due Friday, November 22 at 11:55 p.m. Presentations will be made in class November 23.For this assignment, you will work in groups and critique the performance evaluation processes and related forms currently in use in selected organizations. You will review this from the perspective of the organization, the manager and the employee, offer critical analysis and make recommendations for a revised evaluation process. You will present your findings and recommendations in a two to three (3-4) page executive memo and 10-minute group presentation. Additional information regarding this assignment will be disseminated in class October 13.Final Paper: How Culture Defines an Organization and Its Implications On Employee Engagement. Due on or before Monday, December 16 at 11:55 p.m. via NYU Classes. Drawing on the readings, lectures, class discussions, as well at least three additional sources not covered in class, you will analyze the culture of an organization you have worked for or been closely engaged with, consider its talent development practices and the related impact on employee engagement, and make suggestions for improvement. More details will be provided later in the semester.Class Participation: I hope this class will be interesting and include engaging discussion. I encourage you to think out loud and try out ideas in class. Bringing “people issues” from your professional experience and other activities is encouraged and will add to the depth and practicality of what we are discussing. As noted in the course expectations, class participation is central to our ability to learn from each other. Furthermore, being an effective leader requires – at a minimum – active listening, and sharing one’s ideas and thoughts in small and large groups. Therefore, class participation is a key component (15%) of your overall grade. This includes having read the assigned materials, attending each class, paying attention throughout the discussion, and contributing thoughtfully.Use of laptops, phones and/or other devices to engage in non-classroom activity is not permitted.I will regularly ask students to write a brief response to one or more of the readings at the beginning of class, and I may draw on these responses during our class discussion. These response notes will also count toward your participation grade.In summary, earning a full-participation grade requires:No absences (we meet seven times). If late, notifies professor in advance.Demonstrates active listening and offers input often ments are thoughtful, clear, succinct, and relevant.Takes risks in answering difficult questions or offering unpopular ideas.Is prepared for class, as evidenced by applying ideas from the readings to class participation and discussions; challenging or extending ideas in the readings; and, integrating or contrasting ideas from current readings with previous readings.Overview of the SemesterAssigned readings should be completed before the class in which they are listed. See NYU Classes for assignment due date.Class 1Date: September 14Topic: Course Overview and IntroDeliverable: Student SurveyClass 2Date: September 28Topic: Recruitment and SelectionDeliverable: Reading Reflection 1Class 3Date: October 12Topic: Engagement and RetentionDeliverable: Position Description/Interview QuestionsClass 4Date: October 26Topic: Performance ManagementDeliverable: Reading Reflection 2Class 5Date: November 9Topic: Diversity and InclusionDeliverable: Reading Reflection 3Class 6Date: November 23Topic: Leading ChangeDeliverable: Group Presentation and MemoClass 7Date: December 14Topic: Succession PlanningDeliverable: Reading Reflection 4 and Final PaperDetailed Course OverviewSeptember 14: Course Overview and HR IntroductionDeliverable:Complete student survey by September 6, 2019. Readings:Becker, B. and Huselid, M. Strategic Impact of HR, Part I. Harvard Business School Publishing, The Balanced Scorecard Collaborative. May 15, 2001. (coursepack)Capelli, P. Why We Love to Hate HR …and What HR Can Do About It. Harvard Business Review, July-August 2015. (coursepack)Bryant, A. Google’s Quest to Build a Better Boss. New York Times, March 12, 2011. Picker, L. The Growing Importance of Social Skills in the Labor Market. NBER Digest Online. 2015.Dabiran, A., Kietzmann, J. and Diba, H. A Great Place to Work? Understanding Crowd Sourced Employer Branding. Harvard Business Publishing, Business Horizons. March 1, 2017. (coursepack)The Ten Employment Laws Every Manager Should Know. HR Specialist, 2013. Article located in NYU Classes Resources Folder.Review and be familiar with Labor and Employment Law Overview: New York.Review and be familiar with the NRLA and related employee rights. Additional resource (optional): Employment Law Handbook for Non-Lawyers. New York City Bar. August 2006. *Note this document is several years old and while the content is reliable, it should be verified. Using this document should not supersede advisement of legal counsel.September 28: Recruitment and SelectionDeliverable:Reading Reflection #1 due 11:55 p.m. Friday, September 27 via NYU Classes. Readings:Review the 2017 Nonprofit Employment Practices Survey Results from Nonprofit HR. Four Things Your Recruitment Strategy is Missing. Nonprofit HR. August 11, 2015. Heathfield, S. How to Develop a Job Description? The Balance. July 24, 2016. Reilly, K. Job Descriptions That Win: 3 Outstanding Examples. LinkedIn Talent Blog. April 8, 2014. Knight, R. 7 Practical Ways to Reduce Bias in Your Hiring Process. Harvard Business Publishers, HBR Web Article. June 12, 2017. (coursepack)Jenks, J. and Zevnik, B. ABC’s of Job Interviewing. Harvard Business Review. July 1, 1989. (coursepack)Interview Questions that Hit the Mark. Harvard Management Update. March 1, 2001. (coursepack)Common Interview Mistakes. CBS Newswatch. March 6, 2007. Doyle, A. 28 Behavior Based Job Interview Questions. The Balance. February 10, 2017. Murphy, M. The Hidden Flaw in Behavioral Interviewing. Forbes. December 2014 Weingarten, R. 10 Ridiculously Smart Questions You Should Ask in a Job Interview. The Ladders. August 1, 2017. Dutton, J. and Reed, L. Values-Based Approach to Candidate Selection: One Hiring Manager’s Approach. Center for Positive Organizations, WDI Publishing. December 3, 2014. (coursepack)Shaw, Kathryn and Schifrin, Debra. LinkedIn and Modern Recruiting. August 2019. (coursepack)October 12: Engagement and Retention through Onboarding, Coaching and Career DevelopmentDeliverable:Position Description and Interview Preparation assignment due 11:55 p.m. Friday, October 11 via NYU Classes. Readings:Bauer, T. Onboarding New Employees: Maximizing Success, p. 1-17. SHRM Foundation’s Effective Practice Guidelines Series. Successful Onboarding: Follow the 5’C’s. Business Management Daily. October 21, 2011. Cable, D., Gino, F. and Staats, B. Reinventing Employee Onboarding. MIT Sloan Management Review. Spring 2013. (coursepack) Cobb, L., Kramer, K. and Smith-Milway, K. Nonprofits Can’t Keep Ignoring Talent Development. Harvard Business Review. December 17, 2015. Walker, K. Saving Your Rookie Manager from Themselves. Harvard Business Review. April 2002. (coursepack)Bunker, K., Kram, K. and Ting, S. The Young and the Clueless. Harvard Business Review. December 2002. (coursepack)Axelrod, B., Handfield-Jones, H. and Michaels, E. A New Game Plan for C Players. Harvard Business Review. January 2002. (coursepack)Heathfield, S. Best Ways to Improve Employee Satisfaction and Engagement. The Balance. July 17, 2017. Heathfield, S. Training Employees for Motivation, Success and Retention. The Balance. June 29, 2017. Han, A. and Grousbeck, I. Huntington University. Stanford Graduate School of Business. April 23, 2012. (coursepack)October 26: Performance ManagementDeliverable:Reading Reflection #2 due 11:55 p.m. Friday, October 25 via NYU Classes.Midterm course feedback survey distributed. Readings:Stone, D., Patton, B. and Heen, S. Difficult Conversations. 1999. New York: Penguin Books. Read Introduction, pp. 3-17 and Chapters 7-12, pp. 131-232. Formal Performance Appraisal: Improving Results Through Feedback. Harvard Business School Press. 2006. (coursepack)Keeping the Right People. HR Council for the Nonprofit Sector via Canadian Child Care Human Resources Sector Council. Buckingham, M. and Goodall, A. Reinventing Performance Management. Harvard Business Review. April 2015. Sloan, N., Agarwal, D., Garr, S. and Pataskia, K. Performance Management: Playing a Winning Hand. Deloitte University Press. February 28, 2017. *Optional follow-up re: Deloitte process changes: Cappelli, P. and Tavis, A. The Performance Management Revolution. Harvard Business Review. October 2016. Goler, L., Gale, J. and Grant, A. Let’s Not Kill Performance Evaluations Yet. Harvard Business Review. November 2016. (coursepack)Cecchi-Dimeglio, P. How Gender Bias Corrupts Performance Reviews, and What to Do About It. Harvard Business Review. April 12, 2017. (coursepack)Burton, M. Diane. Firmwide 360-degree Performance Evaluation Process at Morgan Stanley. October 1998. (coursepack)November 9: Diversity and InclusionDeliverable:Reading Reflection #3 due 11:55 p.m. Friday, November 8 via NYU Classes. Required Readings:Rothman, J. The Origins of Privilege. The New Yorker. May 12, 2014. Thurman, R. Nonprofits Don’t Really Care About Diversity. Stanford Social Innovation Review. May 18, 2011. Chandler, J. Nonprofits, You Are the Champions of Diversity, Inclusion and Equity. National Council of Nonprofits. April 13, 2016. Sherbin, L. and Rashid, R. Diversity Doesn’t Stick Without Inclusion. Harvard Business Review. February 1, 2017. (coursepack) Finkelstein, S. 4 Ways Managers Can Be More Inclusive. Harvard Business Review. July 13, 2017. (coursepack)Thomas-Breitfeld, S. How to Think Differently about Diversity in Nonprofit Leadership: Get Comfortable with Discomfort. Nonprofit Quarterly. April 10, 2017. Equity in the Center, a project of ProInspire. Awake to Woke to Work: Building a Race Equity Culture. 2018. Article located in NYU Classes Resources Folder.Employer Assistance and Resource Network on Disability Inclusion. Inclusion@Work: A Framework for Building a Disability-Inclusive Organization. Read Intro and Steps 1-7. Brodey, D. How Disability-Friendly Is Your Workplace? 4 Ways To Put Your Business To The Test. Forbes. July 29, 2018. Optional (encouraged) Readings:Dobbin, F. and Kalev, A. Why Diversity Programs Fail. Harvard Business Review. July-August 2016. (coursepack)Lindsey, A., King, E., Membere, A. and Cheung, H. Two Types of Diversity Training That Really Work. Harvard Business Review. July 28, 2017. (coursepack)Hoffman, A. How Do We Get There? EDF Manages a New Diversity Plan. ERB Institute, University of Michigan, WDI Publishing. April 25, 2017. (coursepack)November 23: Leading ChangeDeliverable:Group presentation outline (draft) due Tuesday, November 19 at 11:55 p.m. via NYU Classes; group executive memo due Friday, November 22 at 11:55 p.m.Group presentations today (November 23).Readings:Webster, M. Successful Change Management: [John] Kotter’s 8 Step Change Model. Leadership Thoughts. Change Management vs. Change Leadership – What’s the Difference? Forbes. July 12, 2011. Watch the full video and read the article. Kirby, J. Jack Griffin’s Ouster: Lessons from a Failed Change Agent. Harvard Business Review. February 18, 2011. Watkins, M. Leading the Team You Inherit. Harvard Business Review. June 2016. Ready, D. 4 Things Successful Change Leaders Do Well. Harvard Business Review. January 28, 2016. Research the theory of “Appreciative Inquiry” and come to class prepared to discuss what it is and how you would apply it when implementing change in your organization or another relevant scenario.December 14: Succession Planning and Course ReviewDeliverable:Reading Reflection #4 due 11:55 p.m. Friday, December 13 via NYU Classes. Final paper due 11:55 p.m. Monday, December 16 via NYU Classes. Come to the final class prepared to discuss where we have been as a group, what worked well for you, and any recommendations you have that would improve the course. Readings:Succession Planning for Nonprofits - Managing Leadership Transitions. National Council of Nonprofits. Adams, T. Blending Nonprofit Succession Planning and Executive Transition: A Successful Case. Nonprofit Quarterly. March 23, 2017. Article located in NYU Classes Resources Folder.Leadership Succession Planning. The Bridgespan Group Toolkit. Review the methodology summary and the 4 brief transition cases Wolfred, T. Building Leaderful Organizations, Succession Planning for Nonprofits. Executive Transitions Monograph Series. 2008. Academic 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 HolidaysNYU’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. ................
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