PHCLE Study Guide with 100% Correct Solutions
HCLE Standards (3 content, 3 cross-cutting) - ANSWER content: Talent Acquisition,
Talent Development, Total Rewards; cross-cutting: Process Management, Risk
Management, Experience Management
3 guiding principles of HCLE - ANSWER ethical leadership, DEI, learning mindset
ethical leadership - ANSWER knowing and doing what is right, responsible decision-
making
DEI - ANSWER diversity, equity, and inclusion
Why does DEI matter? - ANSWER more perspectives improve outcome; companies with
gender and ethnic diversity more likely to outperform peers; not everyone begins at
same level; EEs shouldn't worry about shielding part of their identity; higher
engagement, better job performance, less absenteeism, increased job satisfaction
Dweck research - ANSWER growth mindset (vs. fixed mindset)
growth mindset - ANSWER Dweck; belief that an individual's intelligence can be
developed through effort; thrive on challenges
learning mindset - ANSWER growth mindset, belonging, purpose
only 1 in 10 companies have learning mindset; only 20% of EEs show effective learning
behaviors
,vision statement - ANSWER future-focused, idealistic/aspirational, should inspire and
motivate people, succinct and clear; what the district is trying to achieve
mission statement - ANSWER action-oriented, what the organization needs to do now
(present) to achieve vision, foundation of strategic goals
values statement - ANSWER "code of ethics", defines how people are expected to
behave in pursuit of vision and mission, statement of what we believe
HC management activities fall into 2 buckets... - ANSWER strategic and transactional
strategic - ANSWER forward-thinking decisions, focused on long-term goals, concern
overall strategic direction of organization /
formulation of plans and actions to gain competitive advantage
examples: strategic planning, designing systems
transactional - ANSWER day-to-day functions, operations needed to support general
function
examples: benefits enrollment, recordkeeping, safety compliance, time and attendance
organizational analysis - ANSWER evaluate their training, personnel, operation, and/or
work environment with tools like SWOT or PESTLE
SWOT - ANSWER strengths, weaknesses, opportunities, threats; look at both internal
and external environment
PESTLE - ANSWER political, economic, social, technological, legal, environmental; use to
examine an organization's external environment
,disadvantage of SWOT and PESTLE - ANSWER doesn't provide clear next steps
4 types of organizational structures - ANSWER functional, divisional, matrix, flat
functional organizational structure - ANSWER "bureaucratic" - departments such as HR,
communications, marketing, sales, etc.
+ allows EEs to master roles, supports specialization
- creates silos, decision-making authority held by one or few
divisional organizational structure - ANSWER typical of large corporations (like Johnson
& Johnson for each product)
+ versatile and specialized
- siloed, various parties with decision-making authority
matrix organizational structure - ANSWER combination of functional and divisional
+ flexible and responsive, encourages collaboration
- complex and difficult to manage; teams may be inconsistent
flat organizational structure - ANSWER no hierarchy or primary decision-maker, large
amount of autonomy for each EE, very collaborative
+ trust, reduced stress, resolve issues quickly
- conflicts difficult to resolve
centralized authority - ANSWER one leader (or small group of leaders) serves as primary
decision-making body; typical of functional or divisional structures
*goal of specializing roles
, decentralized authority - ANSWER each division/EE has high degree of autonomy to
make decisions independently; typical of matrix and flat structures
*goal of collaboration / tight-knit
resource stewardship - ANSWER the careful and responsible management of the
wellbeing of the population; the very essence of good government
5 types of resources - ANSWER human resources,
financial/monetary resources,
physical resources;
intellectual resources;
digital resources
most valuable resource - ANSWER human resources
most important resource - ANSWER financial/monetary resource
why is stewardship important? - ANSWER promote sustainability, support organizational
improvement, maintain a focus on priority areas, decrease waste, enhance ROI, increase
customer satisfaction
what should resource stewardship align with? - ANSWER organization's value
proposition
resource allocation stems out of what two areas? - ANSWER organizational strategy
(vision, mission, values, goals) &
organization's value proposition
HCLE Standards (3 content, 3 cross-cutting) - ANSWER content: Talent Acquisition,
Talent Development, Total Rewards; cross-cutting: Process Management, Risk
Management, Experience Management
3 guiding principles of HCLE - ANSWER ethical leadership, DEI, learning mindset
ethical leadership - ANSWER knowing and doing what is right, responsible decision-
making
DEI - ANSWER diversity, equity, and inclusion
Why does DEI matter? - ANSWER more perspectives improve outcome; companies with
gender and ethnic diversity more likely to outperform peers; not everyone begins at
same level; EEs shouldn't worry about shielding part of their identity; higher
engagement, better job performance, less absenteeism, increased job satisfaction
Dweck research - ANSWER growth mindset (vs. fixed mindset)
growth mindset - ANSWER Dweck; belief that an individual's intelligence can be
developed through effort; thrive on challenges
learning mindset - ANSWER growth mindset, belonging, purpose
only 1 in 10 companies have learning mindset; only 20% of EEs show effective learning
behaviors
,vision statement - ANSWER future-focused, idealistic/aspirational, should inspire and
motivate people, succinct and clear; what the district is trying to achieve
mission statement - ANSWER action-oriented, what the organization needs to do now
(present) to achieve vision, foundation of strategic goals
values statement - ANSWER "code of ethics", defines how people are expected to
behave in pursuit of vision and mission, statement of what we believe
HC management activities fall into 2 buckets... - ANSWER strategic and transactional
strategic - ANSWER forward-thinking decisions, focused on long-term goals, concern
overall strategic direction of organization /
formulation of plans and actions to gain competitive advantage
examples: strategic planning, designing systems
transactional - ANSWER day-to-day functions, operations needed to support general
function
examples: benefits enrollment, recordkeeping, safety compliance, time and attendance
organizational analysis - ANSWER evaluate their training, personnel, operation, and/or
work environment with tools like SWOT or PESTLE
SWOT - ANSWER strengths, weaknesses, opportunities, threats; look at both internal
and external environment
PESTLE - ANSWER political, economic, social, technological, legal, environmental; use to
examine an organization's external environment
,disadvantage of SWOT and PESTLE - ANSWER doesn't provide clear next steps
4 types of organizational structures - ANSWER functional, divisional, matrix, flat
functional organizational structure - ANSWER "bureaucratic" - departments such as HR,
communications, marketing, sales, etc.
+ allows EEs to master roles, supports specialization
- creates silos, decision-making authority held by one or few
divisional organizational structure - ANSWER typical of large corporations (like Johnson
& Johnson for each product)
+ versatile and specialized
- siloed, various parties with decision-making authority
matrix organizational structure - ANSWER combination of functional and divisional
+ flexible and responsive, encourages collaboration
- complex and difficult to manage; teams may be inconsistent
flat organizational structure - ANSWER no hierarchy or primary decision-maker, large
amount of autonomy for each EE, very collaborative
+ trust, reduced stress, resolve issues quickly
- conflicts difficult to resolve
centralized authority - ANSWER one leader (or small group of leaders) serves as primary
decision-making body; typical of functional or divisional structures
*goal of specializing roles
, decentralized authority - ANSWER each division/EE has high degree of autonomy to
make decisions independently; typical of matrix and flat structures
*goal of collaboration / tight-knit
resource stewardship - ANSWER the careful and responsible management of the
wellbeing of the population; the very essence of good government
5 types of resources - ANSWER human resources,
financial/monetary resources,
physical resources;
intellectual resources;
digital resources
most valuable resource - ANSWER human resources
most important resource - ANSWER financial/monetary resource
why is stewardship important? - ANSWER promote sustainability, support organizational
improvement, maintain a focus on priority areas, decrease waste, enhance ROI, increase
customer satisfaction
what should resource stewardship align with? - ANSWER organization's value
proposition
resource allocation stems out of what two areas? - ANSWER organizational strategy
(vision, mission, values, goals) &
organization's value proposition
