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Page 1 of 8Agency’s Law and Ethics of Hiring a Diverse Workforce
PAD530_ Public Personnel Management
02/19/2023
Agency’s Law and Ethics of Hiring a Diverse Workforce
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Personnel management refers to the planning, organization, and compensation of the
personnel who contribute to attaining the organizational goals. Other roles in this process include
integrating and maintaining these essential stakeholders (Marques & Dhiman, 5). This is done
with the realization that a high employee turnover would destabilize and increase the
organization’s cost. Some companies bring employment agencies on board to enhance the
benefits of these practices. When this is done, there are ethical procedures and laws which the
agency must follow while accomplishing its responsibilities (Iheduru-Anderson, Okoro, &
Moore, 4).
Laws Affecting the Agency
Various laws and other legal frameworks must be considered by agencies as they
complete their responsibilities. Ignoring these rules could result in litigations and have
consequences such as hefty fines or imprisonment (Stewart & Liu, 6). The agency and all other
partners could suffer reputational damage and find it challenging to sustain their business
endeavors after that incident. Among the most important laws that must be borne in mind are
Title VII of the Civil Rights Act of 1964 and the Age Discrimination in Employment Act of
1967 (Marques & Dhiman, 5).
Title VII of the Civil Rights Act of 1964 prohibits employment discrimination based on
someone’s national origin, race, religion, sex, or color. This law is applicable in scenarios where
the employer has at least 15 employees; or if the employer is a federal, state, or local agency
(Marques & Dhiman, 5). All private and public universities, as well as labor organizations, are
also prohibited from these kinds of discrimination under Title VII. Employment agency
stakeholders must recognize that they are prohibited from discriminating between individuals
(Iheduru-Anderson et al., 4). This includes during the hiring of their own workers as well as
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when offering staffing services to their clients, especially clients who have the characteristics
listed here.
Employers have often tended to prefer hiring younger professionals who believe they are
teachable and may be working with the same organization for a significantly long time. Younger
staff members also have fewer familial and other personal responsibilities; hence, they can
dedicate more time and effort to the company than older employees (Stewart & Liu, 6).
Nonetheless, the Age Discrimination in Employment Act of 1967 prohibits firms and
employment agencies from engaging in practices, making it harder for individuals over 40 years
of age to be employed. Moreover, such a person must not be terminated for reasons related to
their age or even be denied promotion, privileges, and compensation (Zhang & McGuire, 7).
Personal Recruitment and Hiring Practices
There are thousands of agencies in the US, and many already implement the best
practices in their operations. These include guaranteeing their client’s protection from the
negative consequences of bad hires, offering 24/7 support services, and being the primary point
of contact between companies and prospective hires. They help their clients access large pools of
candidates, can alter the size of their teams, and save resources and time, which would be
invested in finding suitable prospective hires (Zhang & McGuire, 7).
Randstad NV does much more than merely implement the already standard best
practices. It is a leading recruitment and staffing company that has over 4,800 offices spread
across 38 countries. Although it is based in Amsterdam, Netherlands, the leaders appreciate that
much of its success is attributable to its operations in North America. So far, the agency has
managed to facilitate the placement of over 650,000 professionals in companies drawn from
multiple industries (Stewart & Liu, 6).
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Randstad NV champion diversity regardless of the department that the experts are being
recruited for (say, accounting, engineering, IT, HR, or manufacturing). The company has a
policy (that has since become a significant part of its culture) that individuals can only be hired
on merit. Merit hiring is believed to strengthen the brand (that is, of Randstad NV as well as
those of its client organizations) as well as increase accessibility to new skills and strengths
(Donlan, 2).
Companies which embrace diversity are able to acquire and sustain their competitive
advantages, especially when the diversified workforce is also encouraged to share ideas and
optimize their use of feedback mechanisms. Partnering with Randstad NV does enable a firm to
increase its level of profitability (Donlan, 2). Zhang & McGuire (7) argue that companies where
minorities make up at least 25 per cent of their executives, perform a lot better than those where
the top leadership organs are racially monolithic.
Ethics and Diversity Training
Often, executives and other stakeholders tend to be biased, even if they do not know it.
This is why companies like Randstad NV and its clients need to undergo training that helps them
recognize unconscious bias. During such a movement, they would also understand the value of
managing bias and promoting equity. While some of these measures have already been taken by
the management of Randstad NV, there is still the need to improve the strategic training
programs already in place (El-Amin, 3).
As a result of diversity training, a majority of the internal stakeholders of Randstad NV
understand how cultural differences may impact how individuals interact and accomplish their
responsibilities. The consequence can be positive or negative depending on how the differences
are handled (Marques & Dhiman, 5). It is, therefore, upon those in leadership and other positions
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of influence to reconcile the way the stakeholders understand concepts such as time,
communication styles, and self-identity. For harmony, they ought to mean relatively the same
thing (Bell & Leopold, 1).
Sharing a perspective should not require some individuals to give up their understanding
of the world around them, and to embrace the ideas from other cultures (Iheduru-Anderson et al.,
4). The latter is often referred to as assimilation, and the management of Randstad NV
appreciates that this is not always a positive development. What there ought to be is the
accommodation of one another, and this is the only way individual professionals and teams can
optimize the lessons they learn from each other (Marques & Dhiman, 5).
Other measures which can help companies like Randstad NV to continue profiting from
diversity include acknowledging other people’s cultures and holidays (Donlan, 2). Firms should
also make it easy for individuals to participate and gain from workers’ resource groups. Such
groups allow workers to learn from one another’s perspectives relaxed (Zhang & McGuire, 7).
Lastly, all teams should be mixed up as much as possible, and the company should solidify its
feedback mechanism. To succeed in all these measures, the agency must continually assess its
policies, address its weaknesses and perpetuate its strengths (Iheduru-Anderson et al., 4).
Recommendations for Recruiting and Training a Diversified Workforce
While many organizations have pro-diversity policies in place, many have failed to
achieve the goal of having their employees drawn from multiple backgrounds (Zhang &
McGuire, 7). Therefore, their policies are not working as effectively as expected when they were
designed. Therefore, there is a need to continually improve them to address the current and
future hurdles to achieving the desired objectives (Bell & Leopold, 1).
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Companies should audit their job advertisements to enhance the diversity of their
workforce. By doing so, they could communicate with many potential candidates. In addition,
companies and agencies should target the kind of sources where the diverse candidates they seek
tend to congregate. The management should then encourage their diverse employees to keep
referring to their connections (El-Amin, 3).
The last two recommendations are that companies should start programs that offer
internships to the targeted groups’ members and showcase their diversity as much as possible
(Iheduru-Anderson et al., 4). Offering internships is a positive way of encouraging upcoming
professionals to join the workforce and gain relevant experience. On its part, showcasing
diversity enables the external stakeholders to recognize that the company values the opinions of
people from all walks of life (Stewart & Liu, 6).
Conclusion
Agencies like Randstad NV stand to gain immensely by implementing pro-diversity
programs. This is while hiring their own members of staff, as well as while accomplishing their
contractual duties to their client organizations. Diversity gives companies access to talents and
ideas they would not have had if they chose to remain monolithic. Lack of diversity may make
decision-making far more accessible, but the challenge is that those decisions could be based on
several preconceived notions (Bell & Leopold, 1).
Embracing the idea is also legally prudent because laws prohibit any forms of
discrimination while hiring and when remunerating and rewarding employees. These include the
Title VII of the Civil Rights Act of 1964 and the Age Discrimination in Employment Act of
1967. Besides obeying the law and averting potential litigations, embracing diversity increases
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the potential of the organization to maximize its profits (Stewart & Liu, 6). Diversity is really a
strength, and it should be sought.
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References
1. Bell, M. P., & Leopold, J. (2021). Diversity in Organizations. Cengage Learning.
2. Donlan, R. (2022). All Other Duties as Assigned: The Assistant Principal’s Critical Role
in Supporting Schools Inside and Out (A research-informed guide to advancing student
success). Solution Tree Press.
3. El-Amin, A. (2022). Implementing Diversity, Equity, Inclusion, and Belonging
Management in Organizational Change Initiatives. IGI Global.
4. Iheduru-Anderson, K., Okoro, F. O., & Moore, S. S. (2022). Diversity and Inclusion or
Tokens? A Qualitative Study of Black Women Academic Nurse Leaders in the United
States. Global Qualitative Nursing Research, 9, 1-13.
https://doi.org/10.1177/23333936211073116.
5. Marques, J., & Dhiman, S. (2022). Leading with Diversity, Equity and Inclusion:
Approaches, Practices and Cases for Integral Leadership Strategy. Springer International
Publishing.
6. Stewart, A. J., & Liu, H. Y. (2022). Workforce and Diversity in Psychiatry, An Issue of
Psychiatric Clinics of North America, E-Book. Elsevier Health Sciences.
7. Zhang, Y., & McGuire, S. J. J. (2021, June 07). Exploring the Mechanism of Diversity
Training Through On-The-Job Embeddedness in a Diverse Workplace. International
Journal of Training Research, 20(1), 14-25.
https://doi.org/10.1080/14480220.2021.1934075
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Evaluation of FBI’s Public Personnel Administration
PAD530_ Public Personnel Management
2/4/2023
Evaluation of FBI’s Public Personnel Administration
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The FBI and the Marshalls are law enforcement bodies under the U.S. Department of
Justice. The FBI’s core functions are to provide domestic security and gather intelligence for the
Federal government. The agency has been in operation since 1908 after Attorney general
Bonaparte ordered the creation of an investigative agency. Before Congress changed its name to
the Federal Bureau of Investigations in 1935, it used to be known as the Bureau of
Investigations. Its primary role is to protect all American citizens against terrorists and threats
within the United States’ borders, both foreign and local. It is instrumental in apprehending the
criminals prosecuted by the criminal justice system, providing vital assistance to municipal,
state, federal, and international agencies. The agency serves the American people according with
the United States Constitution, exceptionally responsive to the needs of all American citizens.
Organisational Design
The agency is a field-oriented body that executes its mandate from nine divisions and
three head offices. The FBI’s program is directed from its headquarters (GBIHQ) based in
Washington, which serves 400 satellite offices and 56 field offices across the United States
(DOD, n.d.1). Likewise, it operates 23 foreign abroad liaison posts headed by the legal liaison
officer, or attaché that coordinate with law enforcement agencies under its jurisdiction. Top
criminal investigators operate in these offices, conducting long-term and complex investigations
that require multiagency collaboration and information sharing. The FBI’s responsibility falls
into seven programs : civil rights, application matters, financial crime, counterterrorism,
organised crime, foreign counterintelligence, major offenders, and violent crimes. These
investigations follow the Attorney General’s guidelines, such as undercover operations, general
criminal investigations, racketeering, terrorism matters, and extraterrestrial investigations.
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All the FBI recruitment and workforce affairs are done within the Human Resources
Branch (HRB), mainly responsible for internal HR needs, such as liaising with the FBI academy
to train new special agents. At the academy, the agents receive extensive training in defensive
tactics and fieldwork, which boosts their effectiveness of the agents. These new agents are
subjected to rigorous Employment Eligibility Verification before they are deployed to serve the
American people. With fully equipped, state-of-the-art academy recruits graduate with tactics
and skills to effectively serve the United States criminal justice system. The strength of the FBI
is the practical, violent criminal apprehension program that involves multiagency collaboration
to investigate sexual offenders, undefined human remains, homicides, and kidnappings.
However, in foreign liaison offices, FBI agents can only work with the host country’s law
enforcement agents to investigate and eliminate threats.
Personnel Recruitment and Hiring Practices
The FBI recruitment is a tedious and ongoing process that adheres to standards,
particularly integrity, honesty, and conduct. Applicants are subjected to a multi-step recruitment
process that includes exams, background checks, interviews, and extensive training at the FBI
academy before receiving an employment offer. Applicants must meet specific requirements
before applying through the online portal, such as age, citizenship, education, work experience,
background checks, health, drug use, and physical exams. Applicants must be U.S. citizen aged
between 23 to 37, hold a bachelor’s degree from the United States, and meets other requirements
(Petersen, 4). The FBI application is a multiphase process starting with submitting a complete
online application with open-ended questions. After scrutiny and screening, the applicant is
invited to take a three-hour exam to determine whether they will proceed to the next phase,
which involves a round of interviews. At the headquarters, the applicant is required to undergo a
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fitness test, sign a Conditional Appointment Offer, and complete a 21-week primary education
on fieldwork.
Employee Skills Training
Selected applicants undergo training at Quantico, Virginia, completing an intensive
training that takes 20 weeks on academics, firearms, operational skills, and case exercises (FBI,
n.d. 2). Recruits live on campus while undertaking various academic and investigative activities
and subjects. Special agents cover several training activities, including behavioural science,
fundamentals of law, report writing, investigations, forensic science, and intelligence techniques.
The training in one of the world’s finest, learning intricacies of counterintelligence,
counterterrorism, weapons of mass destruction, and criminal and cyber investigations, depending
on their career paths. All recruits take intensive training in defensive tactics, physical fitness,
firearms, and practical application exercises. Besides on-campus training, agents must be
informed of the latest law enforcement communities and intelligence, particularly those relevant
to the FBI’s responsibilities.
Recruiting and Training Recommendations
Police shooting of minorities, such as George Floyd’s and Breonna Taylor’s killings,
clearly indicates poor external relationships and historical discriminatory practices. Thus, it is
vital to create diversity in workforce composition and meet the gender gap. It is difficult to
uproot a culture embedded within the law enforcement community, including bias, merit-based
promotion, and a history of discrimination. The first recommendation is to improve the FBI’s
strategies for recruitment, focusing on employing a more diverse workforce as special agents to
address underrepresented minorities and women (Joachim, 3). Thus, by increasing diversity in its
workforce, the FBI can eliminate bias and historical discrimination affecting law enforcement
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agencies. The second recommendation is to develop data analytics tools used in the recruitment
process to drive diversity benchmarks and targets. In today’s data-driven recruitment, data
analytics enhances recruitment, eliminating bias, benchmarking applicants, using key
performance indicators, and improving applicant sourcing.
.
.
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References
1. DOD (n.d.). 9. A FBI Organizational Structure And Investigative Jurisdiction.
https://www.justice.gov/jm/organization-and-functions-manual-9-fbi-organizationalstructure-and-investigative-jurisdiction
2. FBI (n.d.). Training. https://www.fbi.gov/investigate/how-we-investigate/training
3. Joachim, M. (2021). BREAKING THE GLASS CEILING: A PATH FORWARD FOR FBI
AGENT RECRUITMENT (Doctoral dissertation, Monterey, CA; Naval Postgraduate
School). http://hdl.handle.net/10945/68335
4. Petersen, L. (2018). FBI Job Process. https://work.chron.com/fbi-job-process-26198.html
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The Rationale and Analysis of the Federal Bureau of Investigation
PAD530_ Public Personnel Management
2
The Rationale and Analysis of the Federal Bureau of Investigation
Introduction
The Federal Bureau of Investigation is a critical agency in the federal government
because it covers domestic intelligence security matters in the US. The FBI is under the DOJ,
and its agents report to the AG and the DNI. The federal agency was initiated in 1908 after the
slaying of President William McKinley, and it was created to combat crime by detecting and
prosecuting crimes in its jurisdiction (Newton, 3). The agency widened its mandate to other
critical functions, such as dealing with white-collar crimes such as banking fraud, antitrust,
copyright violations, banking fraud, naturalization, and peonage. The agency also got advanced
mandates to deal with national security matters domestically. It made essential collaborations
with other agencies such as the DOD, DHS, and state agencies to protect the US from attacks
planned to be orchestrated within the borders. The FBI has gained much attention in the US due
to its rich history and success, especially in J. Edgar’s tenure, where it developed advanced
mechanisms to combat crime, such as wiretapping, phone tapping, DNA identification in
criminal cases, and capture and containment od notorious criminals who committed significant
violations of the constitutions such as murders, robberies, kidnapping, espionage, and
reconnaissance (Newton, 3). The FBI has diverse personnel. It started with 34 agents, and today
it has over 35,000 employees. The mission of the federal bureau is to safeguard US citizens and
defend the constitution. The US has faced several security threats, and the FBI has been allocated
billions of budgetary allocations to achieve its mandates and objectives. These objectives include
detecting potential criminal and terrorist activities, protecting the US from cyber operations and
espionage, combating corruption, and protecting civil rights.
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Agency Functions
The FBI’s functions have evolved over the years, and in its inception, it was meant to
handle the rising levels of corruption and unregulated prostitution and put in place the “White
Slave Traffic Act.” During J. Edgar Hoover’s tenure, the agency was bestowed more functions
due to its efficient track record in handling criminal and civil cases (Svendsen, 4). The FBI has
several branches with specific functions and personnel that coordinate with other branches and
law enforcement agencies in sharing intelligence and resources in dealing with several security
operations in the US and outside its borders (Svendsen, 4). The FBI intelligence Branch
coordinates the sharing of critical data and intelligence related to national and homeland security.
The National Security Branch of the FBI has several mandates, such as combating foreign
intelligence ops, weapons of mass destruction, espionage, and terrorism. The Criminal, Services,
Cyber, and Response Branch has the mandate of combating public corruption, organised and
violent crimes, white-collar and violation of citizens’ civil rights crimes (Crime, 2). The FBI
Technology and Science Branch has the role of innovating technology to improve the bureau’s
ability to develop, discover, and deliver advanced technologies that enhance the type of
intelligence obtained in investigations. The Technology and Information Branch has the function
of creating and maintaining effective FBI information systems and addressing their needs related
to creating, facilitating, and sharing data with other agencies at both state and federal levels
(Crime, 2). The HRB is the branch that deals with the management of FBI agents and support
staff, from their training to field operations and welfare.
Agency News
The FBI has had several controversies over its service. Some of its senior officers have
found themselves in tight fixes where they have been charged with serious violations and
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dismissed from office. One of the current controversial incidents related to the FBI is the email
investigation of Hillary Clinton. The incident was experienced a few days before the 2016
election. James Comey, the FBI Director, made biased claims that Clinton’s behaviour was
“overly careless” but did not warrant any reasonable prosecution (Bennett, 1). Comey made a
statement later that other controversial emails had been found related to Clinton’s eligibility to
contest for the Presidency seat, and the bureau was seen as if it had an ulterior motive to
manipulate the election. The other current controversy was in 2018 when the AG fired Comey
and Andrew McCabe from the FBI on the grounds of misleading and manipulating investigators
during the 2016 election, where they leaked critical information to the media (Bennett, 1). The
firing of the two FBI officials was described as “by the book” and not affiliated to political
grounds since the two officials had violated the constitutional provisions that required the bureau
to remain impartial in political matters.
The rationale for Selecting the Agency
The agency was selected due to its rich history and success in carrying out its mandates in
diverse law enforcement spheres in the US. The FBI has well-organized personnel, and its
coordination with other agencies is efficient. It has more mandates and functions in protecting
the nation from external threats, such as organised hate extremists and other terror groups. The
agency also has a vast coverage and jurisdiction in the US, and its agents cover almost all aspects
of national security, including civil and criminal cases.
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References
1. Bennett, W. L., & Livingston, S. (2018). The disinformation order: Disruptive
communication and the decline of democratic institutions. European journal of
communication, 33(2), 122–139.
2. Crime, W. C. (2021). Federal Bureau of Investigation. Serial Murder: Pathways.
3. Newton, M. (2015). The FBI encyclopedia. McFarland.
4. Svendsen, A. D. (2012). The Federal Bureau of Investigation and change: Addressing US
domestic counter-terrorism intelligence. Intelligence and national security, 27(3), 371397.
