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Passionate Prospects
Answer the questions to the case, “Finding People Who Are Passionate about What They Do,” at the end of Chapter 3. Include at least one outside source supporting your answers. Explain your answers in 200 words. Respond to at least two of your fellow students’ postings.
The Tough Screener
Answer the following questions to the case, “The Tough Screener,” at the end of Chapter 4: What specific legal problems do you think Rosen might run into because of his firm’s screening methods? How would you suggest he eliminates these problems?
Include at least one outside source supporting your answers. Explain your answers in 200 words. Respond to at least two of your fellow students’ postings.
Week 1 in Review
Jean-Paul Smalls
, a Partner at
VONQ UK
, an online recruitment advertising company with offices both in the UK & the Netherlands started a blog with the intent for in-house recruitment managers to read about and discuss various developments, technologies and case studies that may help attract staff directly. Jean Paul proffers that “one of the overriding themes of the responses was the difficulty with balancing innovative/fresh ideas with targeting the right demographic/skill set whilst providing a ROI.
What is innovative in one industry is not necessarily innovative in another.” (http://direct-recruiting.net/page/5/)
Individual personality undoubtedly plays an influential role in people who are passionate about their work. Not everyone enjoys flexibility, but instead prefers a more structured setting. Type A people are more prone to be competitive, anxious and ambitious. Type B individuals are more sedentary, desire order, and seem relaxed. In either scenario there can be exceptions. People are resilient and often do what is needed in order to maintain an interest (be it work or play). Yet we do seem to align our personal and professional needs with that of an organization that can fulfill that need.
Exit interviews are rarely used by organizations as an effective retention tool. The following are strategies, which could help in creating a non-intimidating type of setting:
Carefully plan the interview… choose a neutral location, which would create a pleasant atmosphere, for example employee lounge/ break room…
Provide the employee opportunity to express or share perspectives
Listen to the employee, allow the person to talk freely (and calmly) about grievances or reason for leaving
Simple planning, avoid interruptions, take notes, prepare questions, be aware of the body-language and feelings of the employee and adjust personal approach accordingly enables productive interaction/ communication
Focusing on objectives to elicit views, feedback, and asking open questions such as what, how and why would enable better communication; moreover establish value on the knowledge of the departing employee. In other words, it demonstrates the fundamental importance of human resources since it contains logic of the survival or success of an organization. Vincent Dicarlo (1997) proffers the following: “Exit interviews are useful, and should be done whenever an employee leaves your company, voluntarily or not. They are also dangerous, so it is important that managers conducting exit interviews have a clear idea of what needs to be covered, what is OK to say and what words may get you into a lawsuit.” Retrieved from http://www.bizjournals.com/sacramento/stories/1997/08/04/smallb6.html?page=all
Week 2 Instructor Guidance
I like to refer to planning and recruitment as hiring right. One cannot underestimate the importance of hiring right. The cost of hiring, training and development is quite high — and failing to hire the right person for the right job can be quite expensive. Yet, all too often the hiring process seems more than willing to fill a position with a warm body (sound familiar). So, if we can agree that hiring right is a preferred approach, then we must also take a step back and determine what knowledge, skills and abilities are required to ensure a new hire is retained. This process is referred to as job analysis. I refer you to the following SHRM article (provide in Power Point format that provides an detailed, understandable overview of the job analysis process and subsequent outcomes (
http://www.shrm.org/Education/hreducation/Pages/JobAnalysis.aspx
). Please take some time to review and understand the process. Please note you are not required to perform the exercises within the Power Point, but please review the entire presentation for relevant information.
Once the job analysis is complete. the selection process may begin. Elaine D. Pulakos authored an excellent article titles Selection Assessment Methods: A Guide to Implementing Formal Assessments to Build a High-Quality Workforce. Highly relevant information is found on matters related to assessment methods and criteria for selection and evaluating the various methods. The following link has been provided to allow a review of this informative article: (
http://www.shrm.org/about/foundation/research/Documents/assessment_methods
). The two primary aspects of assessment will be KSA-based or Task-based. You will note both assessments are derived from a job analysis.
One must align selection, testing, appraisal and retention as a synthesized process of activities. Taking a turn from the immediate discussion, but staying within the bounds of HR and selection, consider the following hiring component. Inquiring about one’s criminal past can have positive and negative effects on the potential employee. Still, consider the EEOC guidelines as follows:
EEOC Guidance on Criminal Background Checks
On April 25, 2012, the EEOC issued a guidance on criminal background checks. This guidance effectively discourages and eliminates the practice of blanket refusals of employment based on criminal background checks. Instead, the guidance recommends that employers conduct “individual assessments”, which take into account such things as an individual’s rehabilitation, work record post-offense, character references, and age of the applicant (the rationale being that older persons are considered less likely to be repeat offenders).
Businesses may still reject applicants based on a criminal background check if the rejection is based on “business necessity” or is job-related. However, the guidance preempts state laws allowing blanket refusals. This writer believes that the guidance has the potential for creating a new class of employment litigants, as there will be significant burdens of proof placed on employers to show that they have conducted proper “individual assessments”.
OMM 618 Week 2 Discussions
Passionate Prospects-my discussion 1
Finding People Who are Passionate About What They Do.
Identify some of the established recruiting techniques that underlie Trilogy’s unconventional approach to attracting talent.
1. Trilogy’s recruiting method is based on the conventional recruiting technique of college hiring as they hire from college fairs and educational universities (Dessler, 2011). Trilogy selects the best candidates for their organization based on their academic records followed by interviews and a preliminary visit to Austin. The best candidates are pursued by the organization to their convenient meeting points, if they are unable to attend the preliminary visit. Trilogy invests immense resources in every candidate they hire, which as our case study specifies is considered well-spent by the company. Moreover, Trilogy hires only external candidate that brings new and innovative ideas to the company.
What particular elements of Trilogy’s culture most likely appeal to the kind of employees it seeks? How does it convey those elements to job prospects?
2. Trilogy hires the best of the candidates for its organization and the employees have excellent academic grounds and are passionate about their work. Trilogy provides them the opportunity to perform their best by removing certain restrictions such as working hours and dress codes (Dessler, 2011). These organization cultural elements convey a sense of casual freedom for their employees, they are able to work as long as they care to, and in the manner they like. The organization focuses on the deliverables of their employees which has to be a standard of excellence. The preliminary visit to the organization also is used to convey their difference, aggressiveness, and overall unique culture of Trilogy for candidates.
Would Trilogy be an appealing employer for you? Why or why not?
3. Trilogy would definitely be an appealing employer for me. The removal of restrictions such as dress code and office timings enables one to work freely and focus more on the quality of their work. This generates a satisfactory feeling and one is free to pursue the work with passion. Moreover, Trilogy is growing aggressively that promises growth in the employees’ career as well.
What suggestions would you make to Trilogy for improving its recruiting processes?
4. Trilogy should also use an Applicant Tracking System that would further enable them to hire people that are experienced and excellent in their specific fields (Pulakos, 2005). Moreover, they should also introduce an employee referral system as their existing employees could suggest some employees that could possibly suit the organization expectations and culture.
Reference
s
Dessler, G. (2011). A Framework for Human Resource Management (6th ed.) New York:
Pearson.
Pulakos, G. (2005). Selection Assessment Methods. Alexandria, VA: SHRM Foundation.
Retrieved from SHRM Foundation:
http://www.shrm.org/about/foundation/research/Documents/assessment_methods
The Tough Screener-my discussion two.
One specific legal problem that Rosen may be subjected to because of their screening method, adopted by the organization is related to the credit check of the applicants. The credit check of the candidate should not be performed without receiving an applicant’s permission. Unless Rosen demonstrates that a credit check is an essentiality for the job position, the applicant could file a future legal claim against the organization. Moreover, it is necessary to ensure that the credit check practice is not leading to an adverse impact on the recruitment process of the organization. Another legal problem could arise because of candidates being screened out for filing for worker’s compensation claims in past. The organization could have legal complications if this practice is reported by any applicant.
The candidates with driving violations are also the subject of discrimination which as per EEOC is a discriminatory conduct (EEOC Small Business, 2013). To address the credit check issue, Rosen should obtain prior permission from the applicant along with demonstrating the credit check as a business necessity (Dessler, 2011). The screening of candidates on the basis of past worker’s compensation claims has to be stopped and the driving violations should be associated with a business necessity to ensure no legal ramifications (EEOC Small Business, 2013).
References
Dessler, G. (2011). A Framework for Human Resource Management (6th ed.) New York:
Pearson.
EEOC Small Business. (2013). Retrieved from U.S. Equal Employment Opportunity
Commission: http://www.eeoc.gov/employers/
WEEK 2 RESPONSES DISCUSSION 1
Please give me a response to instructor!
Instructor DeYoung
6/6/2013 5:48:56 AM
We are certainly dealing with the development of organizational culture in the case of Trilogy. It is important to note that organizational should be developed through design, not by merely letting it happen.Trilogy is a company that recruits employees that are a cultural fit. Culture is the environment people work in, it’s the element that shapes your enjoyment, work relationship and work process. Culture is made up of values, beliefs, underlying assumptions, attitudes, and behaviors shared by a group of people (Heathfield, 2011). The employees at Trilogy all share similar interests and passions about their job, which means that working as a team would not be problematic. Trilogy has created an organizational culture that represents decision making, daily work practice, stories and legends.
Heathfield, S.M (2011) Culture: Your Environment for People at Work. Retrieved on June 29, 2011, from
http://humanresources.about.com/od/organizationalculture/a/culture.htm
Your thoughts?
Jennifer Moore
Identify some of the established recruiting techniques that underlie Trilogy’s unconventional approach to attracting talent.
Trilogy is definitely using some unique approaches in their recruitment for their talent. More companies are embracing a more creative approach to how they engage with new employees coming in. I found a couple of examples, which were interesting. The first example I found an option was to invite all eligible applicants to an open group event, such as an open house (Male, 2010). What helps is that obviously not every person who applied will show up. Those that do show up however, are passionate for that position. So, taking that first step in the process weeds out people who are not committed or serious, plus this lowers the screening process and the money put into the program to screen (Male, 2010). Another great idea was bringing in actual current employees to mingle with the interactive interviews. Setting each aside using various activities individually gives the staff a better understanding of how much knowledge or passion a person has for the industry (Male, 2010). These again are just a few of some great recruiting techniques.
What particular basics of Trilogy’s background most likely appeal to the kind of employees it seeks? How does it communicate those elements to job prospects?
Trilogy is looking for individuals who are passionate about the position they seek. They are seeking a younger generation of well-educated smart individuals who are extremely faithful and fervent. The company is well established and they are not worrying about retention, because it is obvious, they are doing something right. They are allowing flexibility. They are attracting the technique know how, and electronically driven generation. This company puts their employees first that are pushed to achieve, but will be well rewarded. They only want the best that are overachievers, ambitious, and have an entrepreneurial instinct about them (Dessler, 2011).
Would Trilogy be an appealing employer for you? Why or why not?
This company sounds amazing and too good to be true! I mean who would not want to work for a company like that. I love my Smart phone and my computer, but how they function and maintaining them is of no interest to me.
What suggestions would you make to Trilogy for improving its recruiting processes?
It is obvious that they are doing a wonderful job with recruitment. However, there is always room for improvement. I think that they should widen their recruitment age a bit, because they could be cutting themselves short. Some people do start out late in their education and are older.
Jen
References
Dessler, G. (2011). A Framework for Human Resource Management. Upper
Saddle River, NJ: Prentice Hall.
Male, B. (2010, February 25). 10 Creative Recruiting Strategies To Hire Great People. Retrieved June 6, 2013, from Businessinsider.com: http://www.businessinsider.com/10-creative-recruiting-strategies-for-finding-great-hires-2010-2#
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Nedra Pierce 6/6/2013 6:12:28 PM |
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The turn of the millennium started a war for talent says, Ed Micheals in an article called “The War for Talent.” (Micheals, et el). The article states that (Dessler, p. 63) Trilogy makes finding the right people (it calls them “great people”) a company-wide mission. Recruiters actively pursue the freshest people in the job market, scouring college career fairs and computer science departments for talented overachievers with ambition and entrepreneurial instincts. Top managers conduct the first rounds of interviews, letting prospects know they will be pushed to achieve but will be well rewarded. Employees take top recruits and their significant others out on the town when they come to Austin for the three-day preliminary visit. A typical day might begin with grueling interviews but end with mountain biking or laser tag. Executives have been known to fly out to meet and woo hot prospects. |
. Identify some of the established recruiting techniques that underlie Trilogy’s unconventional approach to attracting talent.
One technique used by Trilogy is to build a pool of candidates by recruiting for the jobs available. The recruiting process incorporates: college career fairs and computer science departments for talented overachievers with ambition and entrepreneurial instinct (Dessler, 2011). Also, the potential candidates go through a series of interviews for the open position. These techniques help to find the great people for the company to uphold the passionate environment Trilogy has created.
2. What particular elements of Trilogy’s culture most likely appeal to the kind of employees it seeks? How does it convey those elements to job prospects?
The no dress code and early responsibility element of Trilogy is a very likeable appeal to its future employees. The new generation of young adults has their very own dress code, and that little gesture will get people to work hard for the company. Then you throw in the early responsibility, employees will tend to think that they are really part of what makes the company move.
3. Would Trilogy be an appealing employer for you? Why or why not?
Trilogy would be an appealing employer for me, because of the freedom to create and innovate. By letting a bunch of computer vested people gather in a setting and letting them socialize will create further ideas to pitch to the company. Ideas will not get wasted and the flow of information will be clearer. I have always wanted to work for a company where I am not limited on creativity by my position or rank.
4. What suggestions would you make to Trilogy for improving its recruiting processes?
I think that pooling some of the potential candidates in a group setting would help Trilogy. Watching the candidates interact in a group setting would allow employers to see their level of interest, working knowledge among peers, and communication skills. I also think that looking for talent in unlikely places would add value to the recruiting process. Some of the best talent does not have a pipeline to their dreams, but if Trilogy extends the bridge; they can find some great talent in unusual places.
http://www.businessinsider.com/10-creative-recruiting-strategies-for-finding-great-hires-2010-2?op=1
Dessler, G. (2011). A Framework for Human Resource Management. Upper
Saddle River, NJ: Prentice Hall.
DISCUSSION 2 RESPONSES
Student asked me a question and I also provided a few other responses-can you give me some comment to him please and response to two students as well? Thank you!!
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Michael Henderson 6/6/2013 8:04:09 AM |
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I agree that the credit check, driving records and worker comp checks are a bit over the top. Employers have got to be careful that the checks and tests they put forth are directly related to the applicant’s ability to perform the duties of the job in which they are applying. Obviously permission would be needed to get a credit check on an applicant. My question to you is, do you think because of the type of job it is (involving financial advising etc) that it would be acceptable to ask permission for this data from applicants? How would you feel if you were applying for the job? Personally, I would have no problem providing the information as long as my permission was given. |
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Jennifer Moore 6/6/2013 2:56:40 PM |
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There are pros and cons to every test and selection program. The first thing I would do is to determine what type of effective employee testing program to use for the position. I would ask myself what elements and standards I would apply. Is it useful or helpful? Receiving the history and receiving interviewer first impressions is essential. Depending on the job position, all applicants should be asked the same questions, and should rely on all sources of information about that person. By gathering a background history, checking references and asking viable questions are a great way in looking into that person’s behavior. This helps as a predictor of future behavior and by talking to references; they will be honest as well as negative if there is anything. Concerning credit check, most companies ask for this and it is getting more popular in doing so. The company needs to remember that there is the (FCRA) or The Fair Credit Reporting Act, which sets the standards for screening for employment, and they must notify and get in reading that it okay to do so (Doyle, 2013). I found a website that shows using Socratic questions in an interview could open up people into being broader with their answers. The types of questions I would ask would more of the probing types like, “What else could we assume?” or “Do you agree or disagree with…?” I may even ask, “How can I be sure of what you are saying?” these are examples of probing rationale, reasons for evidence questions that I would ask (Minds, 2013). I think that drug testing should be for all job applicants. One has to remember that if you are going to work for a prestigious company like this one, that it would expected. Asking for an applicant’s credit check should be also be expected. If I am hiring for a position where I need a financial planner, and their credit report comes back very low, how do I as an employer expect that a person with a low score, be able to help others when they cannot even help themselves financially? Mr. Rosen needs to remember the EEOC and the repercussions of his pre interview process. Mr. Rosen needs to cover all bases and stay within regulation. This will keep him free from being sued, if he just follows the rules and gets the permission of his applicants he can do his job efficiently. It is all about saving money and time. Mr. Rosen would not want to end up with negligent hiring and end up with legal implications (Dessler, 2011). Respond |
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The Tough Screener |
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Their methods of testing employees, this test is not given by a certified test provider is it a machine he brought out of an office supply store. Checking a prospects credit history, if the credit check is not going to directly affect the person’s job then there is no reason to do a credit check. Also the individual has to be informed of the credit check before it is done. The credit check cannot be used against the individual when it comes to hiring them. A person’s workers compensation history is not part of the hiring process. Looking into a person’s background without their knowledge is against the law. Selecting the right person for the job is very important for several reasons. You want people that are serious about what they do. Employees behave the way they see their supervisors behave. That is why it is so important for leaders to walk the talk, meaning lead by example. |
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Willie Hooks 6/6/2013 6:34:21 PM |
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1. What specific legal problems do you think Rosen might run into because of his firm’s screening methods? How would you suggest he eliminate these problems? |
Week 2 Discussion Responses
Response to Instructor
Instructor DeYoung,
Every organization has a unique culture that is based on its values and beliefs derived from the underlying assumptions. For the growth of an organization and improved performance of employees, it is essential that employees are on same page with the organization in terms of values and beliefs (Heathfield, 2011). Culture is emerging as an important component for organizations while managing the employee performance.
The culture of an organization should be well-aligned with their organizational goals to ensure achievement of these goals. Southwest Airlines is an excellent example of enhanced employee performance and satisfaction through their organizational culture (Culture is the key at Southwest Airlines, 2005). Southwest Airlines has a fun-oriented culture for their employees that focus on their work along with enjoying their job. Thank you for sharing your question and insight.
Regards,
Michael Meeks
References
Heathfield, S.M. (2011) Culture: Your Environment for People at Work. Retrieved on June 6,
2012, from http://humanresources.about.com/od/organizationalculture/a/culture.htm
Culture is the key at Southwest Airlines. (2005). Emerald Insight, 1-3
Discussion Question 1: Trilogy
Greetings Jennifer,
Trilogy focuses on employees that have just initiated their career and are at the peak of their performance and energy levels. The young people, starting their careers are the best assets for a growth-driven organization that is technology based. The fresh minds bring an intense knowledge of new and advanced technology along with the passion to carve a niche for them and to grow high in their career.
With the Trilogy’s performance-focused organizational culture, the young employees get to focus on their performance only (Dessler, 2011). However, I really wonder if these young employees would be able to adjust to the professional and hierarchical culture of any other organization as they move to in the later stages of their career? Any thoughts? I enjoyed your post.
Regards,
Michael Meeks
Reference
Dessler, G. (2011). A Framework for Human Resource Management (6th ed.) New York:
Pearson.
Greetings Nedra,
Trilogy is definitely a great platform for the young minds to start their career with. The open culture and innovation-oriented business environment provides the necessary impetus to employees to put in their best to achieve their goals (Dessler, 2011). However, I see a potential problem in the practice of Trilogy to hire only the young talents. The employee grows in the organization and their experience is limited to the functioning of Trilogy only.
Every organization should have a balance of young, energetic, passionate employees and experienced seasoned employees that comprehends the industry trends and guides these young employees. Any thoughts? Good post.
Regards,
Michael Meeks
Reference
Dessler, G. (2011). A Framework for Human Resource Management (6th ed.) New York:
Pearson.
Greetings Michael,
Providing the permission to check the credit history and other checks depends on the nature of the job and job profile. If the job involves financial transactions, then I would not mind providing the permission. Moreover, it is also essential to ensure the authenticity of the credit or any background check the organization is going to conduct. Thank you for sharing your thoughts.
Regards,
Michael Meeks
The Tough Screener
Greetings Nedra,
I agree with you that Rosen did not want to waste their resources on a hiring process and recruitment of a candidate that may not be able to perform a job to the best of his capabilities. However, I would also assert that the recruiters also have to ensure that they do not go overboard while selecting and interviewing the candidates. They are required to remain within the limits of law and EEOC guidelines while recruiting so as to avoid any legal obligations (Dessler, 2011). For this case, despite of their best intentions, Rosen was conducting interviews with some illegal components that ought to have been removed. Any thoughts? Good post.
Regards,
Michael Meeks
Reference
Dessler, G. (2011). A Framework for Human Resource Management (6th ed.) New York:
Pearson.
Greetings Willie
Rosen has the responsibility to remain within the realms of EEOC guidelines and yet ensure that a good candidate is recruited (Dessler, 2011). I believe that Rosen should focus more on the hard and soft skills of candidates along with the necessary personality tests in order for them to match that candidate’s personality and skills with the job analysis. What options do you think Rosen has to eliminate the problems he might face? Good post thoughts.
Regards,
Michael Meeks
Reference
Dessler, G. (2011). A Framework for Human Resource Management (6th ed.) New York:
Pearson.
WEEK 2 ASSIGNMENT!!!!??
Find at least two articles through ProQuest that discusses the role of testing of employees as it relates to the selection process. Summarize your findings in a 3-5 page paper. Be sure to properly cite your resources using APA style.
Week 3 – Instructor Guidance
Week 2 in Review
An examination of Trilogy provided insight into the complexities of various approaches to recruitment — and the importance of incorporating recruitment into organizational strategies. From an HR perspective, the strategy involves many intra-related and inter-related aspects, such as job description, job analysis, recruitment methodologies, legal requirements, and a planned and cultivated organizational culture. It is all about Hiring Right! It is all about aligning organizational goals with individual goals to arrive at a place where work effort matches work productivity. Culture is the environment people work in, it’s the element that shapes your enjoyment, work relationship and work process. Culture is made up of values, beliefs, underlying assumptions, attitudes, and behaviors shared by a group of people (Heathfield, 2011). The employees at Trilogy all share similar interests and passions about their job, which means that working as a team would not be problematic. Trilogy has created an organizational culture that represents decision making, daily work practice, stories and legends.
Heathfield, S.M (2011) Culture: Your Environment for People at Work. Retrieved on June 29, 2011, from http://humanresources.about.com/od/organizationalculture/a/culture.htm
It is important to note that organizational culture should be developed through design, not by merely letting it happen. Trilogy is a company that recruits employees that are a cultural fit. Culture is the environment people work in, it’s the element that shapes your enjoyment, work relationship and work process. Culture is made up of values, beliefs, underlying assumptions, attitudes, and behaviors shared by a group of people (Heathfield, 2011). The employees at Trilogy all share similar interests and passions about their job, which means that working as a team would not be problematic. Trilogy has created an organizational culture that represents decision making, daily work practice, stories and legends. Heathfield, S.M (2011) Culture: Your Environment for People at Work. Retrieved on June 29, 2011, from http://humanresources.about.com/od/organizationalculture/a/culture.htm
Undoubtedly privacy concerns in any aspect of improvement must be addressed. But do not be so quick to discount the use of integrity and honesty testing. Julie Moreland (September 7, 2010; People Views), noted that the primary goals of using such tests are to identify counterproductive behaviors and attitudes of applicants prior to being hired. Morlan identified that one must first look at the policies that are in place in the organization and that conducting a predictive blind study allows one to determine if an honesty and integrity test can facilitate the prediction of counterproductive behaviors in the workplace. The following article will provide additional details on the topic.
http://blog.peopleclues.com/index.php/steps-to-assessing-the-validity-of-integrity-and-honesty-testing-in-job-recruitment/
Week 3 Instructor Guidance
Training and development are important to both the attainment of organizational strategies and the sustainability (and retention) of the employee. Ensuring training and development opportunities are fairly distributed among the workforce creates an environment of trust and further cultivates the organizational culture. It is helpful to separate the terms by defining them and understanding the influence such activities have on the organization. Training addresses knowledge, skills and abilities to enhance performance requirements currently expected of the employee to successfully accomplish their current duties. Development identifies future needs of the organization and appropriate supportive knowledge expected to address these needs. Development also identifies persons deemed appropriate to acquire this knowledge — and simultaneously provides lateral and vertical promotion opportunities that come with the added knowledge.
There are many factors to consider when deciding how training and development will be employed:
1. What knowledge, skills and abilities (i.e., communication, empathy) must employees of your organization possess if they are to effectively contribute to a diverse and inclusive workplace?
2. What additional knowledge, skills and abilities (i.e., issue identification, group dynamics) must managers in your organization possess if they are to effectively recruit a diverse team and manage staff in an inclusive way?
3. What additional knowledge, skills and abilities (i.e., visioning, cross-cultural competence) must leaders in your organization possess if they are to role model diversity, ensure that your organization’s clients or customers are treated with respect, and chart the correct path for your organization’s future?
4. Which learning methods would be the most appropriate to employ, given the competencies you wish to support?
5. How can your organization frame training & development related to diversity so that it is, if at all possible, an ongoing activity, not restricted to isolated experiences in a classroom?
6. Who must you engage to lead the diversity training & development initiatives within your organization?
Source:
http://www.shrm.org/hrdisciplines/Diversity/diversity_mgmt_plan/Pages/training.aspx
Performance appraisal is that oft-dreaded task which manager’s are expected to complete that identifies the strengths, weakness, and accomplishments of subordinates. One wonders why this important component is so often run through with lack of focus, rendering many (if not most) appraisals meaningless. Performance planning allows for the identification of many aspects of organizational processes (training, development, reward, punishment, promotion, termination). Please review the following link for a Power Point that details performance planning (you may need to copy the URL into your address bar). Consider this information in the context of discussions and assignments.
http://www.shrm.org/Education/hreducation/Documents/Performance_Management_PPT_SL_Edit_BS.ppt
DISCUSSION ADDENDUM RELATED TO HR ISSUES:
Family Medical Leave Updates
The EEOC has recently reported a significant upswing in lawsuits under the Family Medical Leave Act of 1993. The number of cases has recently spiked by about 25% over the same number filed 10 years ago. A brief synopsis of the FMLA and common misconceptions:
1. Under the FMLA, people can get up to 12 weeks of unpaid leave for post-pregnancy care, to care for a family member, or to attend to a personal health issue, above and beyond any medical benefits or accrued company leave time.
2. FMLA is not available to all employees in all companies. The company has to have 50 employees located within 75 miles of the company work site for its employees to be eligible.
3. Employees have to have been employed for at least 1 year, usually for at least 1250 hours, to be eligible.
4. Employees are eligible for 12 weeks FMLA leave in any calendar year.
5. Employees have the right to return to the same or equivalent employment at the end of FMLA leave, with ONE KEY EXCEPTION: Highly paid, “key” employees may not be denied FMLA leave, but the company is within their rights not to reinstate highly paid, “key” employees who take FMLA leave to their former job or any job.
6. If employees have indicated that they do not intend to return, or would have otherwise been laid off, terminated, or downsized, or are unable to return after 12 weeks, or refuse to provide company-requested medical or personal documentations, the company may rightfully refuse to reinstate them.
Most of the current lawsuits claim that litigants were discriminated against or retaliated against for taking time off to handle the care-giving of a child, which is covered by the FMLA, or to care for a relative with a disability, which is covered by the Americans with Disabilities Act. Two key areas of defense for employers fighting these cases:
(1) If the employee is designated as a “key” employee, the company is not obliged to return the employee to their current position or any position. Let’s say that Jane Doe is 29 years old and VP of a company with 50 employees. She becomes pregnant and gives birth. She takes six weeks of paid time under company policy, four weeks of paid vacation time, and then desires to take 12 more weeks because of difficulties with the child’s health. The company has designated her as a key employee. Under the FMLA, the company is not obliged to hold her vice presidency for what amounts to about a half year. It is unclear whether the ADA would protect her because the child probably would not qualify under disability rules.
(2) It is unclear whether a company may avoid the potential FMLA issue entirely by refusing to hire persons with small children or who are known to be caring for disabled relatives. Many companies currently in litigation have claimed that they should not be liable for not hiring persons with high likelihood of going on FMLA or ADA leave time because it makes them the unwilling provider of company benefits for the unproductive. There does not appear to be any Title VII violations related to refusing to hire persons with small children or who are known to be caring for disabled relatives. Where companies have gotten into trouble is when they have refused to hire female caregivers, instead preferring male non-caregivers. Hiring female non-caregivers over female caregivers, however, does not appear to be a violation of FMLA, ADA, or Title VII.
This will be an area of increasing interest as more employees end up caring for children, grandchildren, or parents as the workforce ages, and may be an interesting topic for your students.
Readings
1. Read Chapters 5 and 6 in A Framework for Human Resource Management.
Discussions
To participate in the following Discussion Forums, go to this week’s
Discussion
link in the left navigation:
1.
Reinventing the Wheel
Answer the questions to the case, “Reinventing the Wheel at Apex Door Company,” at the end of Chapter 5. Include at least one outside source supporting your answers. Explain your answers in 200 words. Respond to at least two of your fellow students’ postings.
2.
Appraisal
Answer the questions to the case, “Appraising the Secretaries at Sweetwater U,” at the end of Chapter 6. Include at least one outside source supporting your answers. Explain your answers in 200 words. Respond to at least two of your fellow students’ postings.
Assignments
To complete this assignment, go to this week’s
Assignment
link in the left navigation:
Staffing
Discuss the following scenario and associated questions. You’re the supervisor of employees’ whose task is to assemble tuning devices that go into cell phones. You find that the quality is not what it should be and that many of your group’s tuning devices have to be brought back and reworked; your own boss says that “You’d better do a better job of training your workers.”
· What are some of the staffing factors that could be contributing to this problem?
· Explain how you would go about assessing whether it is in fact a training problem.
Find at least two articles through ProQuest that discusses the role of training of employees as it relates to this issue. Summarize your findings in a 3-5 page paper. Be sure to properly cite your resources using APA style.
Testing of Employees in Selection Process
Name
OMM 618
Testing of Employees in Selection Process
The selection process of the employees typically includes the interviews and reference checks; however selection tests are also emerging as a significant tool for the recruiters to analyze varied aspects of the candidate. The selection tests comprises of ability tests, intelligence tests and personality tests. Personality tests are frequently deployed by organizations as they are considered increasingly reliable in assessing the personality of the candidate. The personality tests not only enable the organizations to enhance the effectiveness of their selection process, but it also reduces the incidences of negligent hiring (Caruth et al., 2008).
The employer considers it optimum to define the personality traits preferable for a job position and match the personality of the candidate with the traits required for job. This ensures the enhanced performance of the employee in the job position. This paper summarizes the two articles, “The Reemergence of Personality Testing as an Employee Selection Procedure” by Donald & Gail (2009) and “The Pros and Cons of Personality Testing in the Workplace” by Eisenbraun (2006) discussing the impact of personality testing on the selection process.
Impact of Personality Testing on Selection Process
The impact of personality testing on the selection process is considered to be significant. As stated by Garuth & Garuth (2009), personality tests were important tools in the selection process before 1970s; however they vanished from the selection process post 1970s owing to the Supreme Court rulings in the cases of Griggs vs. Duke Company and Albermarle vs. Moody (Caruth & Caruth, 2009). The Supreme Court established that the personality tests deployed in the selection process has to be validated, in case the results are particularly biased against the protected class. Moreover, the burden of proof to demonstrate the validity of tests is upon the organization along with the proven correlation of the essentiality of personality testing with the job specifications.
The two cases in 1964 and 1975 reinforced majority of organizations to remove personality tests from their selection process, whereas few organizations resorted to hiring psychologists to establish correlation between the personality test and job specification. The use of personality tests in the selection process has resurfaced with almost 30 percent of the organizations using a pre-employment personality test. Several Fortune 500 companies such as General Motors, Wal-Mart and Target use the personality tests as a part of their selection process (Caruth & Caruth, 2009). The reasons for reemergence of personality tests are; the integrity tests development, the continuous requirement to screen the candidates, lack of resources by EEOC and online dating services that vouch the reliability and effectiveness of personality tests.
Thought the legal validity of the personality tests are still questionable, several organizations are re-incorporating them in their selection process because EEOC lacks the resources to follow its position on anti-personality testing. EEOC invests time and resources on the malpractices that have significant impact on the overall employment practices and therefore, the disparate cases of personality tests usually surpass the EEOC attention. The article states that it is essential for the employer to relate the necessity of personality tests to the job, to avoid any legal and regulatory complications (Caruth & Caruth, 2009).
Eisenbraun (2006) asserts the personality tests are capable of reducing the discrimination and bias through the addition of an objective in the process of hiring. However, for the personality tests to provide the benefits, it is essential that is used in non-discriminatory way by the employer. The benefits of the personality tests to an employer are immense, provided the tests could be demonstrated as legally defensible, scientifically sound and predictive of the job performance of an employee. Pre-employment personality tests have several advantages to the organization; hiring of an employee that fits the organizational culture and job specifications and the identification of employees that are prone to stealing or crimes.
The author specifies that despite of several advantages, the personality tests have disadvantages as well. The personality tests could be framed by the employer to incorporate discrimination in the selection process. Moreover, the integrity, validity and reliability of the personality tests are contestable. Moreover, the personality tests could be the source of bias based on ethnicity, age or gender along with the test being invasive and breach the privacy of the individual. Eisenbraun (2006) recommends that the organizations should deploy personality tests as a component of the overall selection process. The hiring decision should not be based solely on the results of the personality tests and must be the result of interview process as well.
Conclusion
Personality testing in the selection process of an organization is a powerful tool that could be deployed for the benefit of the organization. However, this tool is susceptible to wrong uses also with the employer deploying it to discriminate and bias against the protected classes or specific ethnicity or gender. The legal validity of personality tests is questionable and the employer must adopt the technique only when the use is legally defensible.
References
D.L. Caruth & G.D. Caruth. (2009, March). The reemergence of personality testing as an employee selection procedure. Supervision, 70(3), 9-13. Retrieved from http://search.proquest.com.ezproxy.snhu.edu/pqcentral/docview/195602172/13E976ECB857A65B89/2?accountid=3783
D.L. Caruth, G.D. Caruth & S.S. Pane. (2008). Staffing the Contemporary Organization: A Guide to Planning, Recruiting, and Selecting for Human Resource Professionals . Westport, CT: Praeger Publishers.
Dessler, G. (2011). A Framework for Human Resource Management (6th ed.). New York: Pearson.
Eisenbraun, G. A. (2006, Feb/Mar). The Pros and Cons of Personality Testing in the Workplace. Law Now, 30(4), 17-18. Retrieved from http://search.proquest.com.ezproxy.snhu.edu/pqcentral/docview/219936877/13E976ECB857A65B89/11?accountid=3783
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WEEK 3 DISCUSSIONS
OMM 618 Week 3 Discussions
Discussion 1-Reinventing the Wheel
1) What do you think of Apex’s training process? Could it help to explain why employees “do things their way?” if so, how?
I think Apex’s training process is very unsatisfactory; employees tend to do things their own way because there probably are no proper instructions or training programs which could motivate them to perform activities the way it is supposed to be done (Dessler, 2011). Performances before and after the training should be compared to analyze how successful the training has been and then based on the results, some incentive should be set so the employees feel motivated and work with dedication.
2) What role should job descriptions play in training at Apex?
Job descriptions play a major role in training because all the requirements (qualification, skills) for the job are stated under that, so this is basically what a trainer would be utilizing for training their employees for (Dessler, 2011).
3) Explain in detail what you would do to improve the training process at Apex. Make sure provide specific suggestions, please.
I would improve the training process at Apex in such way that there would be a different training manual per department which would not allow any sort of changes unless the President of the company suggests something different (Snell & Bohlander, 2011). Supervisors of these departments would make sure whether the training process has been successful or not by measuring the employees’ performances before and after the training. This would be an overall better performance strategy for all Apex stakeholders.
References
Dessler, G. (2011). A Framework for Human Resource Management (6th ed.) New York:
Pearson.
Snell, S. & Bohlander, G. (2011). Managing Human Resources, Mason, OH: Cengage Learning.
Discussion 2-Appraisal
Do you think that the experts’ recommendations will be sufficient to get most of the administrators to fill out the rating forms properly? Why? Why not? What additional actions (if any) do you think will be necessary?
If you consider all particulars, I think no. The experts’ recommendations will not be sufficient to get most of the administrators to fill out the rating forms properly because these administrators might be biased and convinced to rate their secretaries excellent (Dessler, 2011). I think there should be some sort of an appraisal program where the administrator should only insert the analysis based on the duties and responsibilities, communication level, quality of the employee work etc.
Do you think that Vice President Winchester would be better off dropping graphic rating forms, substituting instead one of the other techniques we discussed in this chapter, such as a ranking method? Why?
Yes he would be, since using these graphic rating systems has problems like a halo effect, central tendency etc; besides, he has already faced troubles with that rating system. The ranking method on the other hand is much better to get the desired results.
What performance appraisal system would you develop for the secretaries if you were Rob Winchester? Defend your answer.
I would have developed the BARS as it is more appropriate, although it could be costly since there are different secretaries at different positions (Snell & Bohlander, 2011). Thus, using the Behaviorally Anchored Rating Scales (BARS), instead of the standard rating incorporating general employee characteristics, as in poorly defined work habits or personality, a focus is imposed on completion of job tasks or jobs done properly (Snell & Bohlander, 2011). This option in my opinion would work seemingly much better for an employee behavior measured approach.
References
Dessler, G. (2011). A Framework for Human Resource Management (6th ed.) New York:
Pearson.
Snell, S. & Bohlander, G. (2011). Managing Human Resources, Mason, OH: Cengage Learning.
WEEK 3 –Discussion 1 Student Responses-
Jennifer Moore
6/12/2013 11:37:57 AM
There is a lack of communication within this company. There needs to be a class reset into place to reiterate what needs to be done. Nothing has changed, but original staff may be getting lazy, and new staff needs to get the right initial training. They cannot get that if the original staff including the supervisors is not doing their jobs. After all, it is not the employee’s money and so they do not have to worry about it so why bother. There are no training manuals, which in my opinion is just beyond me. All the jobs are out of date on paper (Dessler, 2011). How does this look good for even the president of this company? If training is on the job and is the only thing they have, this organization is definitely in trouble. There is no set in stone employee training by the original employers, that are concrete. Which tells me that they are just coming and going with no set standards? This is very disturbing and confusing.
What do you think of Apex’s training process? Why might it help to explain why employees “do things their way”?
I believe this company’s training process is just horrible. There is no real direction and even the president has no control of his staff. This would definitely explain why these employees are doing it their way. There are no rules set, and no one is made accountable really. Everyone is blaming everyone else instead of stepping up, saying there is a real problem, and it needs to be corrected. Presidents of company’s make mistakes too. We are all human, but doing the right thing, stepping up, and acknowledging the problems are what make a good boss.
What role do job descriptions play in training?
Job training is a crucial step in preparing a newly hired employee, catching them up to speed on any expectations or roles of the position (Kokemuller, 2013). They also outline the roles and responsibilities for a position including identifying each core task and showing them how to complete it. It is the manager’s responsibility to endure that they provide the proper information so that the employee learns every single key task (Kokemuller, 2013). By giving a clear message of training to the new employee(s), he or she must also introduce them to future colleagues and co-workers in other departments while showing how they will all interact. The manager may also provide such strategies as role-play scenarios as practice so that the employee can learn other approaches using the actual software and tools (Kokemuller, 2013).
Explain in detail what you would do to improve the training process at Apex. Make sure to provide specific suggestions.
There should be explanation prior to hire before the training program even starts. It is like giving them a preview of what is to come; this will weed out those who are not interested in the position. Maybe going over what the future employee expects in their benefits, and what they perceive the job position entails (Stensgaard, 2005). Let the future employee know of what is expected as far as punctuality, attendance, and future training programs that will be available to them. Next, I would ensure that they are ready for the actual training program. Stay on top of the new hires, let them know you are serious and that need to be taken seriously. Managers should discuss anything that may arise such as future problems or uncertainties (Stensgaard, 2005). After the training program, the managers should meet up with the participants and ask what they have learned, how they can use the knowledge through their jobs. Finally, ask them if they have any suggestions on how they can improve the course they just took, and who else should take the course. Managers should be up for any suggestions or improvements to help keep the staff involved. It helps for a better workforce and environment if they show they care too (Stensgaard, 2005).
Jen
References
Dessler, G. (2011). A Framework for Human Resource Management. Upper Saddle River, NJ: Prentice Hall.
Kokemuller, N. (2013). What Role Do Job Descriptions Play in Job Training? Retrieved June 12, 2013, from Chron.com: http://work.chron.com/role-job-descriptions-play-job-training-20404.html
Stensgaard, A.-B. (2005, February 24). Tricks to help improve training. Retrieved June 12, 2013, from www.smeinfo.com: http://www.ameinfo.com/54629.html
Respond
RE: Reinventing the Wheel
Instructor DeYoung
6/13/2013 4:34:51 AM
Apex has a weak accountability system as well as informal training process. In order to effectively accomplish the necessary outcome, it becomes necessary to see costs in return on strategy (ROS) vs. return on investment (ROI). The point being that if you have an effective strategy, you’ll see a return on it. Do you agree or disagree — and why?
Respond
RE: Reinventing the Wheel
Jennifer Moore
6/13/2013 1:54:33 PM
Hello Instructor DeYoung!
There is not any single way to fix implementation for ROI. A company such as APEX needs a marketing strategy that helps measure out financial outcomes. This company needs to prepare for what is about to happen and use all resources to figure that out. It will take commitment from all who are involved. They just need to improve their marketing tactics and use discipline when doing so. It is all about setting goals and building better leadership. It is all about focusing on information systems and solutions. ROI is used for better routine evaluation for setting a company’s goals. ROI is about future investments. So, by evaluating existing projects and solutions, and looking at the costs of everything, a company can break down IT, labor and training and commit that the company ensure enough money is saved up for the end of the next physical year (Andru & Botchkarev, 2011).
Jen
References
Andru, P., & Botchkarev, A. (2011, March 11). The Use of Return on Investment (ROI)in the Performance Measurement and Evaluation of Information Systems. Retrieved June 13, 2013, from Academia.edu: http://www.academia.edu/503750/The_Use_of_Return_on_Investment_ROI_in_the_Performance_Measurement_and_Evaluation_of_Information_Systems
Cynthia Brown
6/13/2013 7:54:25 AM
1. What do you think of Apex’s training process? Why might it help to explain why employees “do things their way”?
I think most would say “what training process”? Employees are only trained when there is overlap between outgoing employees and on-boarding employees. There are many reasons why employees leave employment and if the outgoing employee is not happy with their job then who is to say they are going to properly train the new person.
The training system is not suitable for providing new employees with the information they need in order to start with the company. It seems that employees of Apex do things their own way because there is no “company way” of conducting work. The company lacks organizational processes which are constant molded by all employees. It is shocking that most of the order clerks don’t understand how to use the multipage order form, and they improvise when it comes to a question (Dessler, 2011, p. 168). Mr. Delaney, knowing that employees are not doing their job correctly or not knowing how to do it at all should know that it is time to implement some serious training sessions.
2. What role do job descriptions play in training?
Job descriptions assist both the employee and the employer by providing an itemized outline of the position and the work which is required of people filling such positions. This can serve as both a guide for the employee and a reference to the employer who may want employees to be clear on what is expected of them. Many times an employee can reference back to the description if they have a question to what their responsibilities are down the road.
3. Explain in detail what you would do to improve the training process at Apex. Make sure to provide specific suggestions.
At this point it seems that Mr. Delaney has lost all control or does not know how to take control and implement needed training. It seems as though he barks orders and tells employees what he wants done.
Apex should utilize a consultant services. A consultant understands the importance of having effective organizational processes within the workplace. These processes offer employees the tools and resources they need to increase work production and obtain uniformity.
One of these tools that a consulting agency can offer would be the development of new job descriptions for all employees. Job descriptions assist both the employee and the employer by providing an itemized outline of the position and the work which is required of people filling such positions. This can serve as both a guide for the employee and a reference to the employer who may want employees to be clear on what is expected of them. A consulting agency could assist them in developing specific systems within the workplace from employee on-boarding programs to the development of training manuals. Apex could learn how to provide specific tools for their staff such as job descriptions, training packets, strategic plans.
Dessler, G. (2011). A Framework for Human Resource Management (6th ed.). Upper Saddle River, NJ: Prentice Hall.
Respond
RE: Week 3 Discussion 1
Instructor DeYoung
6/13/2013 10:40:52 AM
One cannot understate the importance of job descriptions. Apex is the classic example. An article titled Common Problems with Job Descriptions (2011), lists several ways job descriptions fail to achieve their important purposes.
· They exaggerate or downplay the importance of a job.
· They fail to pinpoint the critical elements that differentiate between successful and unsuccessful job performance.
· They ignore the decision-making aspects of a job.
· Another common problem with job descriptions is that they often fail to focus on job behaviors or are not specific enough about required behaviors.
· Job descriptions sometimes fail to achieve their purpose when they describe qualifications that are not really needed to succeed in the job. (2011, para 2)
Reference: (2011). Common Problems with Job Descriptions. HR.BLR.com. Retrieved from: http://hr.blr.com/HR-news/Compensation/Job-Descriptions/Common-Problems-with-Job-Descriptions
Your thoughts?
Respond
Discussion 1
Michael Henderson
6/13/2013 12:07:12 PM
What do you think of Apex’s training process? Why might it help to explain why employees “do things their way”? According to the case, there really isn’t a training process. Without training manuals, operating instructions or continuity books on how to do each process in a given job, in can be very difficult to train new employees and to ensure current ones are up to speed on job standards. I run into this problem constantly with one of the sections in the shop I manage. There are duties that need to be performed on a daily basis but everyone seems to have their own way of doing them. I have stressed to my employees that continuity books need to be created and things need to be done the same so that new members can easily learn their jobs. Unfortunately, in the military, this type of insubordination results in disciplinary actions and the job eventually gets done. It can be difficult to manage those that will not comply with orders. In the case of Jim, he needs to be told that his people do things “their way” because they have not been given guidance on any other way to do them. Although he has specific ways in which he wants jobs to be done, he must filter this down to his supervisors and create a training plan that allows his members to become proficient in their areas of expertise but also in that of others. “Training is considered one of the most significant processes in the Human Resources Management function in organizations. It plays a critical role in maintaining and developing the capabilities of both individual employees and the organization as a whole” (Valle, Martin, Romero, Dolan, 2000 pg.283)What role do job descriptions play in training? Job descriptions are huge in training employees to perform their duties. In the military we have what is called a CFETP (Career Field Education and Training Plan). It lays out all aspects of a given job and what tasks should be able to be accomplished at what skill levels and at what stage in a career. Managers keep a training record on each member of their respective organizations and are responsible for ensuring the proper training occurs in a given amount of time and that members are proficient enough to perform the job well and to be upgraded to a higher level. This plays into promotion and eligibility to attend formal military schools that can enhance one’s career. According to the article cited, there are two types of training, internal and external. “The first approach is centered on understanding how the various elements involved in the development of the training process are determined and organized in order to ensure that all requirements for its efficient application are met. The second deals with determining the orientation given to the training function within the company, in conjunction with it s philosophy, and especially, with its strategic focus” (Valle, Martin, Romero, Dolan, 2000 pg.283). This basically means that managers must know the job that needs to be accomplished, develop a standard for getting that job done and then train on how to do that job in an environment that is conducive to the vision and goal of the organization. Explain in detail what you would do to improve the training process at Apex. Make sure to provide specific suggestions. I would do what I do in my current position as a Financial Management Superintendent in the Air Force. New troops are briefed on the job they were hired to do, given continuity (manuals, regulations, etc) on the processes that can assist them in doing that job, and are then trained on the job by another member who is skilled in the job described. Standards are set for these members and goals are set with time frames to reach those goals. Feedbacks are given on progress and members are briefed on their ability and on ways they can improve and on what they are doing well. A monthly training plan is in place to train members on areas of their career field that they may not necessarily work in on a daily basis. Training is documented and continuity is created on those processes for future referral. Expectations are clearly conveyed to front line supervisors on their responsibilities and all workers have a clear understanding of their mission and what is required of them. I would suggest that Jim create a clear training plan or even an orientation period for his new members. Perhaps setting a time frame after a new hire is acquired would be a good time to ensure basic training on the job is accomplished, monitored and feedback is given. All of his processes must be in guidebooks whether electronic or on paper and standards have got to be set for his employees. Any continuity books or regulations the company does follow must be current and if updates need to be completed, Jim needs to make that clear to his supervisors. Business strategy, work processes and human resource training: Are they congruent? Valle, Ramon; Martin, Fernando; Romero, Pedro M; Dolan, Shimon L Journal of Organizational Behavior; May 2000; 21, 3; ProQuest Central pg. 283
Gabrielle Tyner
6/13/2013 12:22:52 PM
Apex is in need of a more structured training regime. Apex is currently functioning in a manner where new hires are basically learning and/or making mistakes as they go. This type of unstructured training could become more of an issue than costly expenses relating to improperly designed doors. Due to the nature of work conducted by Apex and the types of materials used by Apex, an improperly trained employee can cause injuries to themselves or others. Although learning hands-on is a preferred method of training for some, not everyone learns in the manner. The employees seem to perform their job according to their rules as a result of the inconsistent or lack of authority from management.
A well informed job description will allow applicants to determine if their skills/abilities align with the requirements of the position in question. According to East Tennessee State University (n.d.) accurate job descriptions are important to both supervisors and employees because it helps to: assist in forecasting training needs for a particular function, improve work flow, serves as an introduction for new employees to their position, etc. Without a clearly defined job description applicants will not have a clear understanding of what is required.
To begin, strategic plan of action will need to be developed that in cases every aspect of the company, during which supervisors and managers will be requested to provide feedback regarding job duties for their department in order to create appropriate training material. Supervisors and managers will be properly trained on how to delegate authority. Employees will be required to participate in quarterly evaluations to ensure that they are knowledgeable and able to perform their duties. According to Tapp (2004), “the purpose of training is to create change in learners so that they continually do what we want” (p. 28), and in this case it would keep Apex employees from doing things their own way.
Dessler, G. (2011) Framework for Human Resource Management, A, 6/e Vitalsource eBook for Ashford University (1st ed). Pearson Learning Solution
East Tennessee State University (n.d) The Importance of Job Descriptions. Retrieved June 13, 2013, from http://www.etsu.edu/humanres/compensation/jobdescription.aspx
Tapp, L.M. (2004) Do Your Employees Need Training, Instruction or Education? ISHN, 38(2), 28-28. Retrieved from http://search.proquest.com/docview/196522709?accountid=32521
WEEK 3– Discussion 2 Student Responses-
Michael Henderson
6/13/2013 1:26:28 PM
Do you think that the experts’ recommendations will be sufficient to get most of the administrators to fill out the rating forms properly? Why? Why not? What additional actions (if any) do you think will be necessary? I do not think that just based on the recommendations of the experts that the administrators will begin to rate properly. Due to the fact that these evaluations are directly tied to the salaries of the secretaries, I believe these individuals will be hesitant to be honest on the evaluations thus keeping things business as usual. The experts recommend using a more detailed form, refraining from having to rate some secretaries as sub-standard and to also incorporate a counseling session to utilize in the rating process. These are all better suggestions for the evaluation process but because it still ties into salary problems will persist. The suggestion to no longer use appraisals as means for a salary increase is a good start but the company will have to come up with some way of validating raises. We have this same problem in the military. Our EPR (Enlisted Performance Report) is flawed. Members are rated 1-5 on various areas of performance. It is common practice that unless you are a complete “dirt bag” you will be rated a 5 in all areas. To me it is impossible to have everyone who works under you clearly exceed standards. Our EPR system is tied to promotion which is tied to pay increases as well. I believe in the expert’s recommendation to have a more detailed evaluation form like in figure 6.2 but it is up to the administrator to rate the secretary in a manner that justifies performance while at the same time providing feedback for improvement. How to determine whether someone gets a pay increase is tough. Individuals must perform above and beyond standards in order to be rewarded monetarily. Those standards must be known by the secretaries. If all are going above and beyond than a raise is warranted to all. If some meet or do not meet than they should not be rewarded like those who perform above the standard set.
Do you think that Vice President Winchester would be better off dropping graphic rating forms, substituting instead one of the other techniques we discussed in this chapter, such as a ranking method? Why? Whether a manager uses an evaluation form or a ranking method, he or she still has to provide an honest, unbiased rating as to the quality of work and level of praise an employee is given. Managers just have to have integrity and a process in place that sets standards. Managers have to stay in their lane when evaluating and must provide good honest feedback with procedures in place to get sub standard employees on track and methods to reward and recognize those who exceed standards. I think rating forms are a great tool for managers to formally inform employees where they stand in regards to job performance and to gauge progress. When behavior is not corrected or improvement is not reached, disciplinary actions should result. This disciplinary action could include reduction in pay. “Recognizing that organizations employees are the key to its global success, many organizations are re-evaluating their methods of appraising and motivating employees” (Woodford, Maes 2002 pg.1). I think the word “motivation” is the key word in this quote. The art of managing people and understanding what they need in order to produce is the key to a successful business. Once that mystery is mastered, evaluating these individuals and worrying about a politically correct way to give them a raise will come naturally and without drama.
What performance appraisal system would you develop for the secretaries if you were Rob Winchester? Defend your answer. Considering that I would have set forth very detailed standards for job performance and expectations of behavior and conduct and that all of my secretaries were well aware of what was expected, I would implement something similar to what the military has. However, I would make it very clear to my employees that being rated “average” is normal and is not to be looked down upon. My secretaries would know that some members will be rated as “sub-standard”, most will be average and that very few will be above average or considered to be “clearly exceeding” in their job. Raises would be based on my recommendations to senior leadership and supporting documentation such as appraisals, awards and other information would be provided to support my decision. Employees have to know how they are performing and the meeting held between management and those employees must be documented. Some sort of appraisal form should be signed by the member, supervisor and upper management to show that feedback is being given and programs must be put in place to assist members in achieving their goals. This is a must in order to get the most out of an employee, maintain a solid work relationship and keep things fair.
Employee performance evaluations: Administering and writing them correctly in the multi-national Woodford, Kelly; Maes, Jeanne D Equal Opportunities International; 2002; 21,7; ProQuest Central pg. 1
Willie Hooks
6/13/2013 6:14:48 PM
1. Do you think that the experts’ recommendations will be sufficient to get most of the administrators to fill out the rating forms properly? Why? Why not? What additional actions (if any) do you think will be necessary?
While controversial, the recommendations would, in fact, encourage administrators to fill the forms out correctly, for the most part. No rating system is free of ineffective parts, but it will not make the supervisors think they are hurting the families by rating honestly. Using the more detailed form and not tying the performance ratings to salary increases would allow the managers to feel confident about rating the secretaries accurately. There would, however, need to be some strong training sessions for everyone involved to help them understand the new system. Since all secretaries have traditionally received the same salary increases, and have been pleased with that, it would be wise to consider lowering the maximum increase to an amount that could be given to all secretaries while staying within budget.
2. Do you think that Vice President Winchester would be better off dropping graphic rating forms, substituting instead one of the other techniques we discussed in this chapter, such as a ranking method? Why?
Certainly other methods could be used. He has already had a taste of what would result if he went to a forced distribution or other ranking method. The first impression of telling supervisors that regardless of the talent, only half will get excellent rating is not very wise. A BARS system might be best, but it could be costly to develop if the clerical staff has positions that are significantly different.
3. What performance appraisal system would you develop for the secretaries if you were Rob Winchester? Defend your answer.
If the development costs are not too great, the BARS system would give the strongest solution to the current situation. The behavioral anchors would make it more difficult to just rate everyone at the top. It would also help to eliminate the different interpretations of what the rating scales mean. Once those behaviors are identified for a particularly job, or employee, the items can be used to base a numerical or performance label on, let’s say a five point, or seven point scale (Bacal & Associates).
Dessler, G. (2011). A Framework for Human Resource Management. Upper
Saddle River, NJ: Prentice Hall.
http://performance-appraisals.org/faq/bars.htm
Nedra Pierce
6/13/2013 6:27:16 PM
There are actually three main reasons to appraise subordinates’ performance. First, appraisals help the supervisor make promotion and salary raise decisions.
Second, the appraisal lets the boss and subordinate develop a plan for correcting any deficiencies. Third, appraisals facilitate career planning, by providing an opportunity to review the employee’s career plans in light of his or her exhibited strengths and weaknesses (Dressler 2011). According to Cummings & Worley
performance appraisal is a human resource system designed to provide feedback to an individual or group about its performance and its developmental opportunities.The performance appraisal process may or may not be closely linked to the reward system. The changing of the form was a great idea to bring it up to date to the position requirements. If the performance appraisal is not tied directly to a pay raise what weight would it hold? The purpose of the appraisal is to grant pay raises according to their work performance if you take that away there is nothing to use as a guide for a salary increase.
I think that the graphic method is a good method to use. That is what we use at work it is called APR Annual Performance Review. I think it gives the manager and employee a gage as to where the employee is and where they can improve. It is a guide line for all to see where they are and there is nothing to hide about where the employee is and why. Our APR has an area where the employee can state how they want to improve their performance in the future such as training classes or certifications.
I would create a performance review that would cover attendance, job duties, customer service and their interaction with others. It will be a guide that will show them where they need to improve and where they are performing at top level. Also I would like to have an area where they can list their goals and the time line in which they wish to have them done by. After they have set their goals at their next appraisal we will go over where they are and if they have not met their goal we will discuss why they have not met then and what are they going to do to reach their goals by the next appraisal. This will be an open and fair way to judge a person on their performance in every area.
Reference:
Dessler, G. (2011). A FrameWork For Human Resourse Management. New Jersey: Pearson Education Inc.
Thomas G. Cummings, C. G. (2005). Organization Development and Change. Ohio: South-Western.
OMM 618 Week 3 Discussion Responses
Discussion 1
Response to Jennifer Moore
Greetings Jennifer,
Feedback from the employees on the effectiveness and applicability of the training on their daily job process is a good suggestion (Dessler, 2011). However, in several organizations that have implemented this process, rarely the feedback from the employees is considered to improve the training process or make necessary changes. Moreover, the employees have diverse needs and that also impacts their views on the training. What do you suggest is the best option to ensure that the feedback forms are deployed to a positive use?
I enjoyed your post thoughts.
Regards,
Michael Meeks
Reference
Dessler, G. (2011). A Framework for Human Resource Management (6th ed.). Upper Saddle
River, NJ: Prentice Hall.
Response to Cynthia Brown
Greetings Cynthia,
Training is an integral part of the employee overall development and work-related training courses and inadvertently provides the opportunities to employees to enhance their performance (Dessler, 2011). In my previous organization, there was a mandatory training of work excel and access to managerial employees as they used to save a lot of time in collating and processing the information. The employees at Apex apparently do not want to be responsible for their work processes and are just willing to complete the assigned work to them. What training would you suggest to improve the accountability of the employees?
Good post thoughts.
Regards,
Michael Meeks
Reference
Dessler, G. (2011). A Framework for Human Resource Management (6th ed.). Upper Saddle
River, NJ: Prentice Hall.
Discussion 2
Response to Michael Henderson
Greetings Michael,
I enjoyed your post thoughts and I completely agree with you! Rating everyone excellent because they perform their job as expected is also a detrimental practice because it demotivates the employees from going that extra mile to incorporate excellence in their work. It is essential for the rating process to be measurable and justifiable and based on proper guidelines that differentiates the performance of one employee to another (Dessler, 2011). An example could be the long hours. Employees that work long hours could not be considered ideal employees because they may be slow workers and take more time to complete the same job. Therefore, it is necessary to remove the ambiguity from the appraisal process. Do you think that ambiguity in the appraisal process hurts the effectiveness of overall appraisal process? Good job.
Regards,
Michael Meeks
Reference
Dessler, G. (2011). A Framework for Human Resource Management (6th ed.). Upper Saddle
River, NJ: Prentice Hall.
Response to Willie Hooks
Greetings Willie,
I enjoyed your post thoughts. Though it is important to ensure the employee satisfaction and accuracy of the appraisal process, I believe that making difficult decisions is also the part of business. The recommendations of experts are not really practical because the salaries of the secretaries should be linked with their performance. Unless, the compensation package or promotion is impacted by the appraisal process, nobody is going to take the manager’s suggestions on appraisal form sincerely. What are your views on this?
Regards,
Michael Meeks
MY DISCUSSION-2
Discussion 1-Reinventing the Wheel
1) What do you think of Apex’s training process? Could it help to explain why employees “do things their way?” if so, how?
I think Apex’s training process is very unsatisfactory; employees tend to do things their own way because there probably are no proper instructions or training programs which could motivate them to perform activities the way it is supposed to be done (Dessler, 2011). Performances before and after the training should be compared to analyze how successful the training has been and then based on the results, some incentive should be set so the employees feel motivated and work with dedication.
2) What role should job descriptions play in training at Apex?
Job descriptions play a major role in training because all the requirements (qualification, skills) for the job are stated under that, so this is basically what a trainer would be utilizing for training their employees for (Dessler, 2011).
3) Explain in detail what you would do to improve the training process at Apex. Make sure provide specific suggestions, please.
I would improve the training process at Apex in such way that there would be a different training manual per department which would not allow any sort of changes unless the President of the company suggests something different (Snell & Bohlander, 2011). Supervisors of these departments would make sure whether the training process has been successful or not by measuring the employees’ performances before and after the training. This would be an overall better performance strategy for all Apex stakeholders.
References
Dessler, G. (2011). A Framework for Human Resource Management (6th ed.) New York:
Pearson.
Snell, S. & Bohlander, G. (2011). Managing Human Resources, Mason, OH: Cengage
Learning.
INSTRUCTOR RESPONSE-I need an answer to him please??
Instructor DeYoung
6/14/2013 5:32:42 AM
Current conditions in economy worldwide have put tremendous pressure on organizations to increase efficiency regardless of industry or market. Managers are required to find better approaches in motivating their work forces to achieve higher levels of performance. Anvari et al. (2010) stated, “In the strategic human resource management literature, strategic training acts as an important factor for lowering turnover and improving organizational performance [Richard et al., 2009]” (p. 145). Human resource management faces increased challenges to develop more effective training strategies and to conduct evaluations, which demonstrates a return to the organizations from their training investments. The once traditional standard form of training of “do things their way ” is not as effective as training strategies that ensure continuous quality of all skills necessary in the workplace or operation. “The organization’s human resource system is therefore the dynamic processes [e.g. recruitment and selection, performance appraisals, training, and compensation] that enable the firm to acquire, develop, and deploy its resources to achieve superior performance and ultimately a competitive advantage” (Ferguson, Reio & Thomas, 2010, p. 473).
Anvari, R., Amin, S. b. M., & Seliman, S. (2010). Personal needs assessment approach in strategic training and affective commitment. International Journal of Business and Management, 5(7), 144-157. Retrieved from http://search.proquest.com/docview/821543335?accountid=32521
Ferguson, K. L., & Reio,Thomas G.,,Jr. (2010). Human resource management systems and firm performance. The Journal of Management Development, 29(5), 471-494. doi:http://dx.doi.org/10.1108/02621711011039231.
How does this correlate to the situation at Apex?
