Questions and Answers of Employee Benefits

Why might a company choose to contract with a training provider? What services are provided by the training provider you chose to review?
7. There are many different training providers that companies can use. Review one of the training providers listed below:Aptara (www.aptaracorp.com)GP Strategies (www.gpstrategies.com)Intrepid
10. What are wearables? How might they be useful for learning and training?
Why is managing diversity important to Verizon? What are the strengths and weaknesses of Verizon’s approach for managing diversity? What role does learning, training, and development play in
1. Read Verizon’s Corporate Responsibility Supplement at http://www.verizon.com/about/sites/default/files/2014_Verizon_Corporate_Social_Responsibility_Report.pdf.
3. Develop a program for effectively managing diversity.
What data or outcomes should be collected to monitor the effectiveness of the onboarding program? Explain the business reasons for your choice of data.
How does succession planning influence a company’s bench strength?
13. What is bench strength? Is it important for companies to have bench strength? Why?
What benefits can companies gain? What are the risks?
7. Why should companies be interested in helping employees plan their development?
6. What is coaching? Is there one type of coaching? Explain.
8. Measure the effectiveness of the succession plan?
6. Link the succession planning system with other human resource systems, including training and development, compensation, performance management, and staffing systems.
10. The mentor program is evaluated. Interviews with mentors and protégés give immediate feedback regarding specific areas of dissatisfaction. Surveys gather more detailed information regarding
9. Protégés are encouraged to contact one another to discuss problems and share successes.
7. A minimum level of contact between the mentor and protégé is specified. Mentors and protégés need to determine when they will meet, how often, and how they will communicate outside the
6. The length of the program is specified. The mentor and protégé are encouraged to pursue the relationship beyond the formal period.
1. Mentor and protégé participation is voluntary. The relationship can be ended at any time without fear of punishment.
Help for the spouse in identifying and marketing skills and finding employment?
Assistance for dependent family members, including identifying schools and child care and elder care options
Information on how the new job experiences will support employees’ career plans
An orientation program for the new location and job
Reimbursement and assistance in selling and purchasing or renting a place to live
Information about how the job opportunity will affect their income, taxes, mortgage payments, and other expenses
A host at the new location to help them adjust to the new community and workplace
Clear performance objectives and early feedback about their job performance
Involvement in the transfer decision by sending the employees to preview the new location and giving them information about the community
Information about the content, challenges, and potential benefits of the new job and location
4. Job rotation is linked with the career management process so that employees know the development needs addressed by each job assignment.
1. Job rotation is used to develop skills, as well as give employees experience they will need for managerial positions.
11. Development plans and talent evaluation information are available and accessible to all managers.
10. A large, diverse talent pool is created.
9. The development system is linked to other human resource practices, such as performance management, training, and recruiting systems.
8. The development system uses competencies, skills, and behavior that are common to the company’s other human resource practices, including performance management, training, and recruiting.
7. Senior management and the company culture support the development system.
6. Employees have access to development and career information sources (including advisors and positions available).
3. Employees are encouraged to take an active role in career management and development.
2. Employees and managers participate in developing the system.
1. The system is positioned as a response to a business need or to support the business strategy.
8. Design an effective on-boarding process.
Why is managing diversity important to Verizon? What are the strengths and weaknesses of Verizon’s approach for managing diversity? What role does learning, training, and development play in
1. Read Verizon’s Corporate Responsibility Supplement at http://www.verizon.com/about/sites/default/files/2014_Verizon_Corporate_Social_Responsibility_Report.pdf.
1. What is a sector partnership? Why is it important? Provide an example of a sector partnership.
Incorrectly reporting training as an expense, or failing to report training reimbursement as income?
Not accommodating trainees with disabilities
Revealing discriminatory information during a training session
Requiring employees to attend training programs that they may find offensive
Failing to ensure equal treatment while in training
Excluding women, minorities, and older Americans from training programs
Reproducing and using copyrighted material in training classes without permission
Breach of confidentiality or defamation
Incurring injuries to employees or others outside the training session
Incurring employee injury during a training activity
Failing to provide required training or providing inadequate training
8. Explain the value of phased retirement programs for older employees.
7. Describe how companies are helping veterans develop skills and get employment.
6. Develop policies to help employees achieve work-life balance.
5. Discuss the importance of career paths and dual career paths for employees and companies.
4. Design a program for preparing employees for cross-cultural assignments.
3. Develop a program for effectively managing diversity.
2. Discuss the potential legal issues that relate to training.
1. Discuss the role of training partnerships in developing skills and contributing to local communities.
3. Do you think that IHG’s evaluation of the program makes a strong business case for it? Why or why not? What other metrics or outcomes would you suggest that IHG include to improve its overall
2. Many companies are using a blended approach for employee development. That is, they are using both face-to-face and technology-aided training and development activities for leadership development.
1. What are the advantages and disadvantages of IHG’s virtual leadership development program for the company? For employees?
What data or outcomes should be collected to monitor the effectiveness of the onboarding program? Explain the business reasons for your choice of data.
8. Go to www.dukece.com, a provider of custom corporate education programs. Under“Clients,” click on “Client Stories” and read one of the client success stories. Prepare a brief summary of
7. Go to www.keirsey.com, the website for Keirsey.com, an organization offering publications, assessments, and professional services for employee and leadership development. Complete the Keirsey
6. Watch the YouTube video about the employee training and development plan used by the State of North Carolina Department of Transportation (NCDOT) at https://www.youtube.com/watch?v=yKFta1zfC8o.
5. Watch the YouTube video about ABB company at https://www.youtube.com/watch?v=ih6Au7sjOz8. Why is employee development important at ABB? How does ABB help employees develop?
4. Read about how United Parcel Service uses volunteer assignments for management development at http://www.responsibility.ups.com/committed-to-more/diversity-andinclusion/. What skills might
3. Watch the YouTube video about one employee’s experience working at Dow Chemical at https://www.youtube.com/watch?v=ERvag-Z7VdU. How were his job experiences developmental? Besides job
2. Go to www.shrm.org/foundation; under “Complimentary Resources,” click on “DVD series”. Watch the video Seeing Forward: Succession Planning at 3M.Answer the following questions:a. Why is
How does succession planning influence a company’s bench strength?
13. What is bench strength? Is it important for companies to have bench strength? Why?
12. Explain the four steps in on-boarding. What should new hires learn at each step? How might social media or the Internet aid the on-boarding process?
11. Nationwide Financial, a 5,000-employee life insurance company based in Columbus, Ohio, uses the nine-box grid for its succession review. What type of development plans and activities would you
10. Should a company identify and formally acknowledge its high-potential managers or should it be kept secret? Should managers know they are considered high-potential managers? Explain your
9. What should be included in a development plan? What do you think is the most important part of the plan for ensuring that employees develop? Explain your choice.
8. What are the manager’s roles in a development system? Which role do you think is most difficult for the typical manager? Which is the easiest role? List the reasons why managers might resist
What benefits can companies gain? What are the risks?
7. Why should companies be interested in helping employees plan their development?
6. What is coaching? Is there one type of coaching? Explain.
5. Many employees are unwilling to relocate because they like their current community, and their spouses and children prefer not to move. Yet employees need to develop new skills, strengthen skill
4. Your boss is interested in hiring a consultant to help identify potential managers among current employees of a fast-food restaurant. The manager’s job is to help wait on customers and prepare
3. Why do companies develop formal mentoring programs? What are the potential benefits for the mentor? For the protégé?
2. List and explain the characteristics of effective 360-degree feedback systems.
1. How could assessment be used to create a productive work team?
8. Measure the effectiveness of the succession plan?
6. Link the succession planning system with other human resource systems, including training and development, compensation, performance management, and staffing systems.
11. Employee development is rewarded, which signals to managers that mentoring and other development activities are worth their time and effort.
10. The mentor program is evaluated. Interviews with mentors and protégés give immediate feedback regarding specific areas of dissatisfaction. Surveys gather more detailed information regarding
9. Protégés are encouraged to contact one another to discuss problems and share successes.
8. Mentors and protégés need to determine the mechanics of the relationship:when they will meet, how often, and how they will communicate outside of the meetings.
7. A minimum level of contact between the mentor and protégé is specified. Mentors and protégés need to determine when they will meet, how often, and how they will communicate outside the
6. The length of the program is specified. The mentor and protégé are encouraged to pursue the relationship beyond the formal period.
3. Mentors are chosen on the basis of their past record in developing employees, willingness to serve as a mentor, and evidence of positive coaching, communication, and listening skills.
2. The mentor–protégé matching process does not limit the ability of informal relationships to develop. For example, a mentor pool can be established to allow protégés to choose from a variety
1. Mentor and protégé participation is voluntary. The relationship can be ended at any time without fear of punishment.

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