Category Archives: HR 400

Interview Plan-HR400

Question

Assignment: Interview Plan
There are a variety of interview types, each serving a different purpose. In this Assignment, you will
develop an interview plan for an organization in which you will determine which types of interviews to
use.
In this Assignment, you will be assessed on the following outcomes:
HR400-3: Analyze candidates through the use of interview questions.
Assignment:
Before starting this Assignment, review the Assignment Checklist. Then, in a separate Word
document, write a 2–3 page paper based on the following scenario:
You are the human resource manager for a 300–employee insurance organization. You have been
assigned to develop an interview plan in which you determine which types of interviews will be used
in the organization. Address the following in your plan:
1. Describe the interview type(s) you recommend the organization use. Include an explanation
why you are recommending these interview types.
2. Identify how you will ensure those doing the interviewing will have the appropriate interviewing
skills

 

Sample paper

Interview plan

Organizations through their human resource managers often conduct interviews to identify and determine the best and qualified talents to join their workforce. An interview is a conversation that takes place between the interviewers, in this case, the employer and the interviewee, in this case, an applicant where questions are asked and answers provided concerning the job position as well as their skills and knowledge. Notably, there are different types of interviews that the interviewer can choose to use in his selection process (National Film Board of Canada, 2016). An interview is paramount in ensuring that the management hires the best among the best. Each genre o interview serves a particular objective, and there is no one specific type that is best for all interviews.

As the hiring manager for a 300 employee insurance companies, I would recommend the use telephone and panel interviews. A telephone interview is a conversation that takes place between the employer and the applicant over the phone.  A telephone interview is famously used to screen applicants o enable the management to narrow the number of applicants to a reasonable figure to attend interviews in person.  Through this kind of interview, the employee gets the opportunity to screen candidates based on their experience, qualification as well as salary expectations regarding the position in question. Therefore, through a telephone interview, I can manage to narrow the three hundred applicants to around ten candidates who would be invited to attend a panel interview. Additionally, this genre of interview helps to save time and eliminates candidates that are unlikely to meet organization’s expectations (McMunn, 2013). Some of the rationales for this choice is the fact that telephone interview acts as a stepping stone of the employer to learn more about the employee while at the same time giving an opportunity to the employee to learn more about the employer and the position available. Additionally, it helps to determine long distance relationships between the employer and the employee.  Therefore, rather than offering the job opportunity to people who live way far from the organization, through job interview the employer can determine the acceptable and informative technique to make the first contact with the candidate physically.

Related : Competency–Based Questions

After qualifying the initial stage of a telephone interview, successful applicants will then be invited for a panel interview. A panel interview is that type of screening meeting for job candidates that involves the participation of two or more persons from the hiring company which is the insurance organization. The panel interview should be conducted by people who perform different operations within the company and have excellent interview skills. Through panel interview, the employee gets an opportunity to evaluate and analyze the applicant’s skills set and his or her overall efficiency in handling a team of members with a variety of questions (Bush, Grote, Johnson-Greene, & Macartney-Filgate, 2008,). Through this genre of the interview, skills such as multitasking capabilities, ability to handle pressure, mental ability to concentrate and process each question and the experience of the applicant are tested by the panel members. Some of the benefits of choosing this interview are the fact that t eliminates one-on-one comfort with the applicant thus bringing a more reserved applicant out of their shells to know his or her true colors.  Additionally, this type of interview gives a better assessment of the candidate by analyzing the applicant’s body and facial language when answering questions.  Moreover, it saves time and brings together all decision makers at one table at one to get a rounded view of the candidate thus speeding up the interview process.

An interview without qualified interviewers would not be objective and effective when selecting a qualified employee irrespective of the interview method employed by a company. Therefore, as the human resource manager, I have to make sure that my interview panel is at its best and qualified enough to spot an exceptional and unique talent.  Therefore, the best way to keep their interview skills on point is thorough training and education. An interactive training program will give me an assessment of how qualified the panel is and to what level can their skills be improved.  Therefore, I would design training programs that would take place in a classroom setting where I would explain to them the most important techniques that should be applied when conducting an interview. These important interview techniques include preparing for an interview, proper decision making, learning how to ease a candidate by creating a friendly environment as well as taking notes (“Performing at the Interview,” 2013,). Additionally, the member of the interview should be in a position to determine what the company is looking for and use presentable mode or a way of questioning the candidate as well as respond to the applicant’s questions.

From the above-detailed discussion, it is easy to point out that interview is one of the core elements of the hiring and selection process in a company. It proves crucial as it helps to connect both the employer and the employee apart from assisting the organization to hire the best talents in the labor market. Moreover, it assists job seekers to present their skills, knowledge, and qualifications in an attempt to acquire desired jobs and positions.

References

Bush, S. S., Grote, C. L., Johnson-Greene, D. E., & Macartney-Filgate, M. (2008). A Panel Interview on the Ethical Practice of Neuropsychology. The Clinical Neuropsychologist, 22(2), 321-344. doi:10.1080/13854040601139187

McMunn, R. (2013). Telephone interview questions and answers. Kings Hill, Kent: How2become.

National Film Board of Canada. (2016). Interview. Montreal: Author.

Performing at the Interview. (2013). How to Succeed at the Medical Interview, 26-34. doi:10.1002/9781118393796.ch3

 

Related : Preventing Employment Discrimination

 

Competency–Based Questions-HR400

Question

Unit 5 HR400: Employment and Staffing

Assignment: Competency–Based Questions
The use of competency–based interview questions is an effective means to assess an applicant’s
qualifications by relating past performance to job competencies. For this Assignment, you will develop
a set of questions to use in an interview scenario.
Learning Activity
It is strongly recommended that you complete this Learning Activity after completing all the unit
readings and before beginning your Assignment. This will help you practice important concepts
related to skills needed for the Assignment.
Assignment:
Before starting this Assignment, review the Assignment Checklist. Then, in a separate Word
document, write a 1–2 page paper based on the following scenario:
You are the hiring manager at a major home improvement retailer, Home Improvement Center, and
need to fill a position for a night shift supervisor. Applicants should have retail experience and some
supervisory experience. Develop a set of questions to ask in interviews for this position based on the
following:
1. Develop one question for the interview introductory stage. Explain why you chose this
question.
2. Develop eight competency–based questions for the core stage. Explain why you chose these
questions.
3. Develop one question for the confirmation stage. Explain why you chose this question.
4. Develop one question for the closing stage. Explain why you chose this question.

 

Night shift position interview questions paper

Introductory question

Tell us about yourself and the reasons why you think you are qualified for this position.

The introductory question acts like an orientation where the interviewee is given an opportunity to introduce him or herself to the interviewer. Usually, at this stage, the interviewer examines the candidate’s ability to express themselves as well as their level of abilities concerning the position at hand National Film Board of Canada, 2016). Additionally, this question gives the interviewer an opportunity to gauge the candidate’s ability to plan, to solve problems, decision making as well as giving information on the candidate’s previous working position and place.

Core stage questions

  1. What is the most paramount thing that an enterprise must own to ensure that employees work effectively and efficiently?
  2. How flexible are you to changes in the work environment?
  3. Give an example of a work situation where you needed to make a critical decision.
  4. Give an instance in the workplace where you as the supervisor have created the most success.
  5. What is the biggest challenge experienced on the team that you have previously worked with?
  6. Tell us about events and circumstances where you had to make new plans following new information that had not previously availed to you.
  7. Through which ways can you encourage team building in the workplace among fellow employees?
  8. What disciplinary actions do you recommend to a supervisor who has an insubordinate employee in his team?

Competency question should help the interviewer explore and examine the candidate’s personal skills, attitude and general knowledge regarding the position at hand. Therefore, all the competency questions should seek to reveal the potential in the candidate.  To come up with the best competency questions, the interviewer should go through past records of their performance and the progress in his previous workplace. Additionally, these interview questions are meant to reveal personal traits and different ways to which they can react and act during a various situation in their new position in the workplace (Certo, 2016). Therefore, the response offered by the interviewee reveals the inner feeling of the candidate. This part of the interview shows the communication skills, their level of decision making and their leadership qualities.

Confirmation stage

Tell us what a normal day in supervisor position would be like?

At this stage, the question put forth by the interviewer helps to determine the sincerity, truthiness, and commitment of the interviewee.  Therefore, the employer poses the question in the context of the candidate in his or her full capacity in the position that needs to be filled. The response offered by the interviewee may or may not confirm that they have the necessary skills and knowledge to fill the position.

 

Closing stage

If given the opportunity what contribution would you make in your capacity and where do you see yourself in the next five years?

The question seeks to know how prepared the applicant is to fill the position and make a contribution to the organization.  The employer always looks for the best talent that will positively contribute to the organization and further the goals and objectives of the organization. Additionally, it helps to determine whether the applicant is ambitious and ready to make changes in the organization or they are conservatives who follow the instructions to the letter (Certo, 2016). Depending on the responses of the applicants in all stages, they may land or miss the job.

 

References

Certo, S. C. (2016). Supervision: Concepts and skill-building.

National Film Board of Canada. (2016). Interview. Montreal: Author.

 

 

Preventing Employment Discrimination-HR 400

Assignment: Preventing Employment Discrimination

The importance of complying with employment related laws becomes particularly evident when
reviewing discrimination cases. For this Assignment, you will research a discrimination case and
identify what occurred and what the organization could have done to prevent discrimination from
occurring.
In this Assignment, you will be assessed on the following outcome:
HR400-2: Identify employment-related laws organizations must comply with when hiring.
Learning Activity
It is strongly recommended that you complete this Learning Activity after completing all the unit
readings and before beginning your Assignment. This will help you practice important concepts
related to skills needed for the Assignment.
Assignment:
Before starting this Assignment, review the Assignment Checklist below.
Go to the Kaplan Online Library and search for an article on a recent court case that involved
discrimination (age, gender, disability, or national origin) in the hiring process. In a 2–3 page
expository research paper address the following questions:
1. What was the type of discrimination that was the basis of the case? Provide a summary of
what happened that led to the discrimination claim.
2. What was the law(s) that was involved? Provide a summary of the key elements of the law(s)
that was involved.
3. What could the organization have done differently to prevent the case from occurring?
Describe specific steps the organization could have taken to prevent discrimination from
occurring in the hiring process.

Bluestein vs. Cent. Wisconsin Anesthesiology

Question 1

Despite working for over ten years at the Wisconsin Anesthesiology, the plaintiff, Linda Bluestein felt that she was discriminated because of an injury she sustained at work which eventually led to her dismissal at the workplace. An employee can be discriminated by his or her employer by various factors such as age, gender or national origin but in this case, Linda was dismissed from her position as an anesthesiologist after she failed to fully recover from her injury which prevented her from successfully completing her duties.  Linda began her work at the company back in 1996 as a part-time and signed an employee agreement as required by the law. However, after two years he fully became a partner of Wisconsin Anesthesiology where she enjoyed all the rights and powers of a shareholder and a member of the board of directors where she participated in all matters affecting the company (“Employee or employer? Terminated doctor loses appeal in discrimination case because of employer status – Lexology,” n.d.). Unfortunately, in the fall of 2009, she sustained wounds in kayak mishap which made it troublesome for her to finish her work as an anesthesiologist regardless of taking endorsed time off to rest and recuperate. Subsequently, a couple of months after the fact, she asked for an inconclusive time away from her position which was denied and the board of directors needed to choose the path forward. She was given two options:

  1. To take four months leave of absence upon which on return she would fully return to work
  2. She would be allowed to resign from her position as of 31/8/2010 but would be dismissed from her position if she failed to submit her resignation by 16/9/2010

However, after failing to resign as of the set date, she was eventually dismissed from her position.

Related:  Job Descriptions 

Question 2

At first, Linda filed a discrimination lawsuit against the company in the district court for discrimination in violation of the Americans with Disabilities Act, the rehabilitation act of 1973 and the title VII of the civil rights act of 1964. Some of the key elements of the case include:

  1. To determine whether the organization had the power and authority to hire and fire Linda as well as regulate her individual work.
  2. To determine the extent of organizations supervision of her work
  3. To determine if Linda had a supervisor
  4. To determine the influence of the organization on her work
  5. To determine whether Linda was an employee or an employer of the organization as expressed in the contracts (“Employee or employer? Terminated doctor loses appeal in discrimination case because of employer status – Lexology,” n.d.)
  6. To determine whether Linda participated in the sharing of the profit, losses, and liabilities of the company

Question 3

If only the company had held talks with Linda and convince her to leave her position in the company amicably since she could not complete her work, all this court process would have been avoided. Often, employees feel unappreciated in the work environment if they are given conditions under which they should work. In this case, Linda has not fully recovered from injuries she sustained at work. Therefore, the company should show a little appreciation by giving her time off to recovery. If not, the company should agree on which terms and conditions she should leave her position to pave the way for another anesthesiologist who would fill her boots in the company. The unfriendly dismissal from the company made her file the lawsuit, but this could have been easily avoided.

References

Employee or employer? Terminated doctor loses appeal in discrimination case because of employer status – Lexology. (n.d.). Retrieved from http://www.lexology.com/library/detail.aspx?g=65bc0384-c94a-4f0f-a576-15a7a31921f4

Related : Recruitment Plan

 

Job Descriptions-HR400

Question

Assignment: Job Descriptions

A job description is a useful tool in preparing for the interview process. It helps the interviewer
understand the job and provides overview of job duties for applicants. In this Assignment you will
develop a comprehensive job description.
In this Assignment, you will be assessed on the following outcome:
HR400-1: Plan the steps involved with the recruitment and interview process.
Assignment:
Before starting this Assignment, review the Assignment Checklist. Then, in a separate Word
document, write a 2–3 page paper based on the following scenario:
You are the hiring manager at a major home improvement retailer, Home Improvement Center, and
need to fill a position for a night shift supervisor. Applicants should have retail business experience,
preferably in housewares, and at least some supervisory experience. You are looking for someone to
fill third shift from 10 p.m. – 6 a.m. Your company offers the industry standard for salary, benefits, and
growth opportunities.
1. Write a comprehensive job description for this position that will help you prepare for the
interview process and address any questions you might receive from applicants. Be sure to apply
the guidelines for writing job descriptions you learned about in your reading. You are also
encouraged to conduct your own outside research on a major home improvement center to help
you complete this activity.
2. At the end of the job description provide an explanation for how you incorporated the guidelines
for writing job descriptions found on pages 79 – 80 in your text.

Sample paper

Job Descriptions

Title: night shift supervisor

Reports to: Production Supervisor

Direct reports: Inspector, good inspection.

Job Classification: Exempt

Job Purpose: To deal with the move and all immediate staff. To guarantee a smooth running of the production procedure, as well as the delivery of all items, are to the predefined determinations and destinations. Target and due dates are met to accomplish the requests. To make sure that all immediate staffs agree to the organization’s Health and Safety methods.

Job Summary: the supervisor must have the capacity to play out the duties and obligations as illustrated in the job description. The supervisor must bolster the store group with the course of action by successfully and effectively carrying out instructions as given by the store manager. He must have the ability to sort out errands and obligations, guaranteeing the store availability preceding the store opening every morning at the time of the opening.

Key responsibilities

  1. To take full responsibility of the store during his or her working hours in term of delegating duties and controlling as well as monitoring other staff members, monitor the production and quality of the targets to make sure that everything runs as expected.
  2. Must take charge of all company production activities during the third shift that starts at 10 p.m to 6 a.m every single day unless he or she if off duty.
  3. To make sure that health and safety rules and regulations of all members of the workforce are strictly and closely followed during the shift and all complaint or issues arising as a result of the safety of the employees are addressed using the resources within the organization with respect to the company policies (“Job descriptions, job specifications and goalsetting,” n.d..
  4. The supervisor should work closely with other supervisors to make sure that the handing over from one shift to another is smooth and effective to minimize time wastage and confusion.
  5. Maintaining high levels of time keeping as well as make appropriate decisions that follow the company structures and help to further the objectives of the organization and individual workers.

Job requirements

  1. Must have excellent communication skills to help deliver directives and instructions to employees as well as customer service skills
  2. Must have 3 to 4 years of experience in the same capacity
  3. Must be an excellent decision maker and have the ability to solve urgent and important issues affecting the production processes.
  4. Must have strong organization skills
  5. Must have a degree in procurement and store keeping
  6. Must have the capacity to perform the accompanying physical practices redundantly all through the shift such as : standing, strolling, taking care of, achieving on a level plane and getting a handle on solidly

 

  1. Must have the capacity to perform the accompanying physical practices often all through the night such as : reaching above the shoulder, reaching underneath the midsection, pushing catches, twisting, stooping, hunching down, hunkering, bowing and pushing
  2. Must have the capacity to lift and convey up to 35 lbs
  3. Ability to learn and use the store’s innovation
  4. Must have solid transportation
  5. Must be no less than 18 years of age to be considered for this part
  6. Ability to direct others and organize undertakings

The guidelines for writing job descriptions

To incorporate the above job description, I had to align the objectives of the organization and individuals to come up with job specifics that will focus on achieving these goals and objectives (Cushway, 2008,). Moreover, the skills of the employees had to be matched with the tasks and responsibility at hand.

References

Cushway, B. (2008). The handbook of model job descriptions. London: Kogan Page.

Job descriptions, job specifications and goalsetting. (n.d.). Teacher appraisal, 38-60. doi:10.4324/9780203422885_chapter_4

Recruitment Plan-HR 400

Question

Assignment: Recruitment Plan
Planning for the recruitment process involves analyzing the competencies needed for jobs, identifying
methods for attracting qualified candidates, and determining which recruitment sources will be used.
In this assignment, you will develop a recruitment plan that outlines recruitment methods and
sources.
Learning Activity
It is strongly recommended that you complete this Learning Activity after completing all the unit
readings and before beginning your Assignment. This will help you practice important concepts
related to skills needed for the Assignment.
Assignment:
Before starting this Assignment, review the Assignment Checklist. Then, in a Word document, write a
2–3 page paper based on the following scenario:
You are the hiring manager at a major home improvement retailer, Home Improvement Center, and
need to fill a position for a night shift supervisor. Develop a recruitment plan that addresses the
following:
1. Determine if you will use a proactive or reactive recruitment approach and explain why you
selected that approach.
2. Identify which recruitment sources you will use and describe why you will be using these
sources.
3. Describe how you will use electronic recruitment methods

Sample paper

Recruitment Plan

Employees are an important part of a company’s assets that should be treated accordingly and given the best for them to give the best. As a result, companies, firms and organization should employ appropriate recruitment processes and strategies to make sure that they get the best talent. As the hiring manager of my organization, I would use proactive recruitment policies to choose the best of the best for my organization. Proactive recruitment approach will help me as the manager to forecast and plan in advance the kind of talents I want at my disposal as well as the recruitment needs of newcomers. Moreover, this approach will help turn decisions into actions which in turn help to avoid risks and increase efficiency and effectiveness of the organization (Kanyi, 2009,). Through the use of proactive recruitment strategy, I have an opportunity to know when there is a vacancy in the organization and plan in advance how to advertise it to the public and start searching for the best employees that will fit in the organization. Notably, a successful proactive recruitment is based on improving a hiring approach through timing as the company will only need to hire when there is an opening as well as the quality of the recruitment since the strategy helps to locate qualified candidates.

Recruitment officers may use both internal and external recruitment policies to search for the best candidate and inform them of the opening in the organization. However, in this case, I would rather use interior recruitment methods considering that I would be promoting one of my own rather than finding a new replacement. One of the advantages that come along with the use of internal recruitment policy is that it will help my organization save a lot of money that would have been used to advertise the position or conduct the interview. Additionally, internal recruitment helps to reduce the time taken to get the employee fully integrated into the organization as he will be a member of the workforce and I will only be required to express my recommendations of hiring from the inside of the organization (Allen, Finkelstein, & Poteet, 2011,). Internal recruitment is often seen as a promotion and through the promotion of the employee to occupy the position of a night shift supervisor will largely motivate large parts of the workforce if not the entire organization.

If by any chance there are no inside employee who can fill the opening, the next option would be to focus the use of electronic recruitment method on selecting a potential candidate. The best move would be to advertise the position through the social media which will introduce me to many qualified candidates willing to fill the position, owing to the rampant use of technology in the world today. The next step would be to create an online recruitment application containing the position of the job, job description as well as job specifications of any candidate willing to take up the job (“Social Media Recruitment in SME’s,” 2016). After the advertisement of the position, much of the work would be to go through all the resumes sent through the website to determine who qualifies for an interview. I would actively search for the suitable resume and invite these candidates for formal introductions and interviews. Through the interview I would select the best talent among the best and recommend her to the company for his or her hiring.

References

Allen, T. D., Finkelstein, L. M., & Poteet, M. L. (2011). Designing Workplace Mentoring Programs: An Evidence-Based Approach. Hoboken: John Wiley & Sons.

Kanyi, T. K. (2009). Towards a Marketing Communication Recruitment Plan for the RowanUniversity Educational Leadership Doctoral Program.

Social Media Recruitment in SME’s. (2016). Social Recruitment in HRM, 73-101. doi:10.1108/978-1-78635-696-320161007