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o Compare what the HR systems might look for at
Wal-Mart, a new web startup company, and a law firm. How would you achieve a sustainable competitive advantage through HRM systems in each of these
firms?
Select two companies that interest you. For example, consider
Ford Motor Company and Toyota
or consider Eli Lilly and Mylan Laboratories.
A?· Answer the following,
A?·
o What can you infer about each company’s business
strategy and organizational culture?
o How are these differences in strategic type likely
played out in how each company manages human resources?
Do a search of the following journals, with a focus on the key words Af?cAc‚¬A??osustained
competitive advantageAf?cAc‚¬:
Harvard Business Review
McKinsey Quarterly
Strategic Management Journal
Look for articles that address the notion of a sustained competitive advantage . Explore how
this idea relates to other management systems (e.g. financial, production and operations management system, information systems).
We are always aiming to provide top quality academic writing services that will surely enable you achieve your desired academic grades. Our support is round the clock!
[order_calculator]READ the following and Discuss?
Recruitment and Selection Video Transcript
Speakers: Bob Enderle, Anne Caldwell, Stewart Segall
Narrator Introduction
Narrator: Applying the best recruitment and selection strategies is vital to the success of a manager and to the overall organization. Let%u2019s take a look
at the recruitment and selection process, from start to finish, to see just how it works.
Step1: Analyze the overall business strategy of your organization:
Stewart: The first thing you have to do is to understand what the organization is trying to accomplish so you have to know what the organization’s overall
strategy is.
Bob: Business strategy influences recruitment and selection by setting the tone of what you%u2019re wanting to do, so if I look at a business strategy,
it%u2019s going to determine where I am going to go in terms of the marketplace as well as the competencies that I need to have the right people in the right
place at the right time. So that business strategy, to me, is the strategy that impacts everything else that you%u2019re going to do.
Anne: If you have that knowledge and you’ve clarified for yourself these aspects of your business strategy before you start recruiting, you’re in a much better
place to determine which candidates are going to be best for your organization.
Step 2: Identify the position requirements and the kind of candidate you need
Bob: You have to determine what it is that you%u2019re trying or whom it is that you%u2019re trying to recruit, whom you are trying to attract to the
organization.
Anne: With a larger company that has an HR department, HR would be responsible for crafting the recruitment ad with the hiring manager so that both the HR
aspect is looked at, as well as the technical aspect.
Stewart: The KSAs, the knowledge, skills, and abilities, this is critical for making sure that you are matching the needs of the organization with the needs of
the candidates as they come through the door. Do they have the knowledge necessary to get the job done? Do they have the skills and the abilities to make sure
that they can take what they know and apply it in your environment?
Step 3: Determine who needs to be involved in recruiting and selecting candidates
Bob: There are several parties that need to be involved in recruitment and selection. One of those, and the most important one, would be the hiring manager
because the hiring manager has to define the roles and responsibilities of the position, the skills that are required for the position, and most importantly,
establish a relationship with that new employee when they come on board. So it’s very clear to have those expectations.
Anne: HR can certainly vet for a variety of other aspects that are desirable characteristics for a candidate, but that hiring manager is going to be the one
who’s going to be able to determine if that candidate actually has the specific expertise that’s required to be successful in the position.
Step 4: Consider your budget
Bob: What’s the budget that I have available to conduct that recruitment strategy?
Anne: Are you looking to meet the market and pay the same level of wages that are paid out in the market? Are you looking to beat the market and pay more? Or
perhaps you%u2019re in a position where you have to cheat the market, in which case you would pay less than the prevailing marketing wage.
Step 5: Develop a diverse pool of candidates
Bob: Do I have a need to engage in some type of diversity recruitment to ensure that I have the diversity of thought in the organization to support the
business strategy.
Bob: diversity goes beyond gender and people of color to diversity of skills.
Anne: I think when you’re open to developing a diverse culture for your organization, your outreach should be as broad as possible, but ultimately, you’re
looking for the qualities and the qualifications, and with the amount of people who are available in the workplace today, it’s fairly easy to obtain that
diverse composition in the workplace.
Step 6: Determine how and where to market the job
Bob: When I look at what my recruitment and selection process is going to be to align with the business strategy, I’m going to look at a number of factors. One
is where is the available labor force that I need to recruit from?
Stewart: I think you have to be flexible in order to make sure that you can get the people into the candidate pool so there are varying techniques. You’ve got
to take a look at what works in your area, what works in your market, what works in your industry.
Stewart: Well, our strategy was to use all available resources. And what that means is that there are a lot of organizations and agencies in the marketplace
who are there to help their members gain employment.
Anne: Build your networks. Grow your relationships. Talk to everybody you can.
Step 7: Leverage social media
Bob: So the most effective recruitment and selection techniques, to me, come down to one, and that’s networking. We know today it’s networking, networking,
networking. It’s just done in a different way using social media in many cases.
Stewart: Looking at things like LinkedIn, FaceBook, Twitter, all these social media sites are now being used to create relationships with candidates to share
job openings with the candidates.
Bob: If you aren’t using new technologies, that probably is going to reflect on the organization and the nature of the people that you’re going to get applying
to the position.
Anne: Certainly, the use of social media to do outreach for positions is critical.
Stewart: So I think most of the proactive recruitment departments now are going into the social media process and are using the various sites available to make
sure that people know they’re looking for qualified candidates.
Step 8: Determine your interview methods
Stewart: I%u2019ve always used behavioral interviewing. I find that to be the most effective process because there%u2019s a lot of people who have gone through
training to tell them how to get through an interview. But the behavioral interviewing process gets through all of that process and you can get down to the
nitty-gritty.
Anne: If you have managers who are fairly unseasoned, then it%u2019s important to have a more structured interview where you ask exactly the same questions to
every candidate. This way at the end of the day you can compare apples to apples.
Bob: The factors that I would consider in developing interview questions would be company culture, values, the personal values of the organization in alignment
with that of the person, and then the skills that the individual brings to the position.
Bob: So the idea here is getting into the values of the individual, of making sure there%u2019s alignment between the values of the organization and their own
personal values.
Anne: I will tell candidates be candid about your interest and your experience. Just because you may not have had experience with something doesn’t mean it’s a
deal breaker. So, please, share candidly so that I can share candidly, and we can figure out mutually if it’s a good fit.
Step 9: Narrow down and select candidates
Bob: When considering narrowing down the field of candidates, I would look at a couple of factors: the individual’s passion and interest in the position, and
secondly, the feedback from the interview teams on their relative rating of the candidate’s skills and values to match the culture of the organization.
Anne: Well, it’s important to identify which of the skills that you’re recruiting for are non-negotiables. Those are the things that you absolutely need in
order for this person to be successful.
Stewart: We want to make sure that we are hiring people who are really interested in coming to work every day, being a positive contributor, and making sure
that we are successful as a department and as the company.
Bob: Do they have a passion about what the company does, and do they have the right skills that are necessary to perform the job, and have they demonstrated
those skills in the past so that we think they’ll be successful in the future.
Stewart: Everybody has to be excited about the opportunity because, again, we tell people that while the company is interviewing candidates, the candidate is
interviewing the company as well.
Narrator: People are at the heart of any organization. Recruiting and selecting the right people for the right positions at the right time is essential for
success. Now you%u2019ve seen the steps in an effective recruitment and selection process. The question for you to answer is: How can you best apply these
principles in your organization?
[End of Audio]
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How would you establish a work environment free of discrimination and harassment, and
which embraces diversity?
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[order_calculator]How might job enrichment concepts be used to increase morale and retention at TSA?
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“The goals of ‘consistency’ and having the ‘punishment fit the crime’ are incompatiable with just-cause termination.” Do you agree or disagree with the
statement? Explain.
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“Since over half of all U.S. employees work for small businesses, equal employment laws shouldn’t provide any exceptions for small employers.” Do you agree or
disagree with the statement? Defend your position.
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Training organizational members how to be coaches and to empower employees will be a major HRM activity in the next decade. Do you agree or disagree with this
statement? Explain.
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[order_calculator]what are some major American employment related laws and regulations? Include a clear and complete interpretation of these laws?
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With so many challenges to a business, how do economic incentives, like profit-sharing, really help to build assets? Are these incentives long-term in nature,
or short-term? Are these types of incentives only good for businesses that are well-established, or are they good for all companies (please be sure to define
what well-established)?
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So often in textbooks, one solution, or a single path is suggested. Rarely are multiple correct choices given; yet, that is how life often occurs. Provide a
brief analysis of the article ( i.e. not a summary). Please remember to use third person, even when referring to one’s self. Include in the analysis, answers
to the following questions:
-What elements discussed in the case study are important for someone who works in the field of human resources?
-How do the results of the quiz compare to what the case study states is ideal?
-Are there ways to improve? If so, how?
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Do performance management systems measure the right things? How can these systems tie performance that is more consistent with long- range versus short-term
issues? Please be very detailed.
Jordan, A.H. & Audia, P.G.(2012). Self-enhancement and learning from performance feedback. Academy of Management Review, 2,
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You are the HR manager for a company that has approximately 2,000 employees. While there is not a profit sharing plan, there are matching funds to a 401k, as
well as health benefits, which employees must pay a portion. The employees are divided into three divisions, with division two and three doing similar
tasks.
The first division operates relatively lean, and is the operations of the company. The second and third divisions are collectively lean, and have employees
that are all necessary in fulfilling the mission of the organization. Both the second and third divisions hired personnel as the company was growing.
Unfortunately, over-hiring was done in the second division, as the second division became stagnant and the third division had stronger growth. The third
division has significantly more personnel; however, the number is not proportionate with the second division, nor with the workload required. More personnel
are needed in the the third division, due to the growth it is experiencing. Fewer are consequently need in the second division. Not everyone in the second
division can perform the duties necessary in the third division. Everyone in the third division can perform the duties of those in the second division.
Upper management will be making a decision as to what to do about the over-hiring in the second division and the under-staffing in the third division. They
have sought your advice as to a potential solution or solutions, and will meet with the Board of Directors to determine the appropriate action. What are the
plan(s) that you propose to upper management?
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[order_calculator]400 Words
Selecting the right person is a balance of considering all aspects of an applicant from an analysis of past experience, application, and interview responses.
As a human resources professional, discuss with your coworkers how a hiring manager can select the best candidates for a position that matches the needs and culture of an organization.
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[order_calculator]5–7 slides (excl. Title and Reference slides, min. 2 references); Speaker notes 200–250 words/slide
The process for filling a job vacancy varies greatly, but there is the requirement for information that must be gathered and used to define the position and match the right candidate to that requirement, which is essentially the same.
As the human resources professional, you are expected to work with the supervisor of the position being created to provide the technical competencies in candidate selection.
Research and address the following:
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[order_calculator]400 Words
In the past decade, the human resources (HR) function gained strategic positioning within organizations as the need for professional competencies in managing human talent became recognized. Within the field of HR, disciplines, also called specialties, provide critical skills to the organization. These disciplines/specialties include training and development, recruiting, compensation, benefits, labor relations, employee and organizational development, etc.
To learn more about where to explore and research your chosen discipline, please watch the following tutorial: http://breeze.careeredonline.com/p19833573/
Now that you have watched this tutorial, you should have a better idea about how to research career fields within Human Resources that are of interest to you. Below you will find links, some require a paid membership WHICH IS NOT CLASS REQUIREMENT, that will further define for you the parameters of certain HR specialties. These are optional, however they are an excellent resource so consider using them to help answer the course questions.
Currently working in chosen discipline:
Chosen discipline is your future career goal:
Currently working in a field outside of HR or planning on pursuing a field outside of HR:
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[order_calculator]800 words
Â
The Equal Employment Opportunity Commission (EEOC) has the responsibility of enforcing laws and regulations related to equity in the workplace. You are preparing to train line supervisors on their responsibility to ensure compliance with EEOC laws and regulations.
As a human resources (HR) professional, research the EEOC and prepare a training document that addresses the following:
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[order_calculator]hi this assignment is due tuesday, august 19th @ 12:00 Eastern time
attached is the doc needed to complete assignment
your help is appreciate
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[order_calculator]This assignment is due 08/09/2014 12:00 EASTERN time.
attached is the doc needed. thank you
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[order_calculator]Assignment #1 WK 3
A client has asked you to help them retain talented workers. They are facing high turnover in their engineering departments. They are unsure what is creating this problem but exit interviews with the engineers have indicated that there may be a problem with a lack of upward mobility. Discuss aspects of career planning that the organization can use to retain highly talented staff. Use examples of organizations that have career planning systems such as succession planning, education assistance etc. as part of their strategic human resources tools.
https://class.aiuniv.edu/_layouts/MUSEViewer/MUSE.aspx?mid=MU16145
Assignment Ind Project #2 Wk 3
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[order_calculator]This assignment is due Tuesday, July 28th 2014 by 18:00 Pacific. Attached is the document needed to complete the assignment. Thank you for your help. It is greatly appreciated.
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[order_calculator]Work due thisTuesday…
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[order_calculator]This assignment is due today July, 22nd @ 18:00 Pacific Time. Attached is the doc needed to complete. These are a minimum of 75 words per response.
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[order_calculator]Due tomorrow if you cannot do it please do not respond. NOT THE DAY AFTER BUT TOMORROW!!!!
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[order_calculator]Analyze and prepare a critique of the following situation:
Mary has worked for Bob for two years. About 6 months ago, Bob asked Mary out to dinner. They had a good time together and agreed that they had some real interests in common outside of work. The pair dated for two months. Mary initially liked Bob, but he was beginning to get annoying. He called her all the time, was very pushy about her seeing him, and wanted to control all aspects of her life; both at work and at home. Mary decided to call it off. When she told Bob that she did not want to see him personally anymore, he went crazy on her. He told her she would be sorry and that he would see to it that she regretted it. Bob began to make life miserable for Mary at work. She suddenly started to get poor performance evaluations after two years of exemplary reviews. Even the managers above Bob were beginning to make comments about her poor attitude. Mary decided it was time to act. She was worried she would be fired, all because Bob wanted her to continue to date him. She loved her job and knew she did quality work. She made an appointment with the HR manager.
Using the Civil Rights Acts of 1964 and 1991, discuss the type of sexual harassment Mary thinks she is experiencing. What are the obligations of the HR manager once Mary reports this? Discuss the likelihood that Bob would be found guilty of sexually harassing Mary. If the HR manager investigates and finds Mary is telling the truth, what should s/he do to handle the situation so that the company is not found complicit by the EEOC if further complaint is made? If found in Mary’s favor, what options does the HR manager have to remedy the situation?
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[order_calculator]Complete the Five-Factor Profile self-assessment, print your results off and return to Blackboard where you will discuss your results in a journal. Address topics such as what you found out about yourself. Did the results surprise you? Would you like to change anything about yourself? Why or why not? Do you believe the results will be helpful to you in the human resource field? Why or why not and how?
Your journal must be at least two paragraphs in length; remember, a paragraph is more than one sentence. It should be thorough and honest. This is your place to express yourself, where no one but the instructor will see. There are no right or wrong answers, but you will be graded on the content.
Always refer to the journal rubric (above and under the Resources tab) for grading guidelines. This activity is worth 15 points.
http://www.mhhe.com/business/management/buildyourmanagementskills/updatedexercises/quiz_6b1.html
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o Compare what the HR systems might look for at
Wal-Mart, a new web startup company, and a law firm. How would you achieve a sustainable competitive advantage through HRM systems in each of these
firms?
Select two companies that interest you. For example, consider
Ford Motor Company and Toyota
or consider Eli Lilly and Mylan Laboratories.
A?· Answer the following,
A?·
o What can you infer about each company’s business
strategy and organizational culture?
o How are these differences in strategic type likely
played out in how each company manages human resources?
Do a search of the following journals, with a focus on the key words Af?cAc‚¬A??osustained
competitive advantageAf?cAc‚¬:
Harvard Business Review
McKinsey Quarterly
Strategic Management Journal
Look for articles that address the notion of a sustained competitive advantage . Explore how
this idea relates to other management systems (e.g. financial, production and operations management system, information systems).
We are always aiming to provide top quality academic writing services that will surely enable you achieve your desired academic grades. Our support is round the clock!
[order_calculator]READ the following and Discuss?
Recruitment and Selection Video Transcript
Speakers: Bob Enderle, Anne Caldwell, Stewart Segall
Narrator Introduction
Narrator: Applying the best recruitment and selection strategies is vital to the success of a manager and to the overall organization. Let%u2019s take a look
at the recruitment and selection process, from start to finish, to see just how it works.
Step1: Analyze the overall business strategy of your organization:
Stewart: The first thing you have to do is to understand what the organization is trying to accomplish so you have to know what the organization’s overall
strategy is.
Bob: Business strategy influences recruitment and selection by setting the tone of what you%u2019re wanting to do, so if I look at a business strategy,
it%u2019s going to determine where I am going to go in terms of the marketplace as well as the competencies that I need to have the right people in the right
place at the right time. So that business strategy, to me, is the strategy that impacts everything else that you%u2019re going to do.
Anne: If you have that knowledge and you’ve clarified for yourself these aspects of your business strategy before you start recruiting, you’re in a much better
place to determine which candidates are going to be best for your organization.
Step 2: Identify the position requirements and the kind of candidate you need
Bob: You have to determine what it is that you%u2019re trying or whom it is that you%u2019re trying to recruit, whom you are trying to attract to the
organization.
Anne: With a larger company that has an HR department, HR would be responsible for crafting the recruitment ad with the hiring manager so that both the HR
aspect is looked at, as well as the technical aspect.
Stewart: The KSAs, the knowledge, skills, and abilities, this is critical for making sure that you are matching the needs of the organization with the needs of
the candidates as they come through the door. Do they have the knowledge necessary to get the job done? Do they have the skills and the abilities to make sure
that they can take what they know and apply it in your environment?
Step 3: Determine who needs to be involved in recruiting and selecting candidates
Bob: There are several parties that need to be involved in recruitment and selection. One of those, and the most important one, would be the hiring manager
because the hiring manager has to define the roles and responsibilities of the position, the skills that are required for the position, and most importantly,
establish a relationship with that new employee when they come on board. So it’s very clear to have those expectations.
Anne: HR can certainly vet for a variety of other aspects that are desirable characteristics for a candidate, but that hiring manager is going to be the one
who’s going to be able to determine if that candidate actually has the specific expertise that’s required to be successful in the position.
Step 4: Consider your budget
Bob: What’s the budget that I have available to conduct that recruitment strategy?
Anne: Are you looking to meet the market and pay the same level of wages that are paid out in the market? Are you looking to beat the market and pay more? Or
perhaps you%u2019re in a position where you have to cheat the market, in which case you would pay less than the prevailing marketing wage.
Step 5: Develop a diverse pool of candidates
Bob: Do I have a need to engage in some type of diversity recruitment to ensure that I have the diversity of thought in the organization to support the
business strategy.
Bob: diversity goes beyond gender and people of color to diversity of skills.
Anne: I think when you’re open to developing a diverse culture for your organization, your outreach should be as broad as possible, but ultimately, you’re
looking for the qualities and the qualifications, and with the amount of people who are available in the workplace today, it’s fairly easy to obtain that
diverse composition in the workplace.
Step 6: Determine how and where to market the job
Bob: When I look at what my recruitment and selection process is going to be to align with the business strategy, I’m going to look at a number of factors. One
is where is the available labor force that I need to recruit from?
Stewart: I think you have to be flexible in order to make sure that you can get the people into the candidate pool so there are varying techniques. You’ve got
to take a look at what works in your area, what works in your market, what works in your industry.
Stewart: Well, our strategy was to use all available resources. And what that means is that there are a lot of organizations and agencies in the marketplace
who are there to help their members gain employment.
Anne: Build your networks. Grow your relationships. Talk to everybody you can.
Step 7: Leverage social media
Bob: So the most effective recruitment and selection techniques, to me, come down to one, and that’s networking. We know today it’s networking, networking,
networking. It’s just done in a different way using social media in many cases.
Stewart: Looking at things like LinkedIn, FaceBook, Twitter, all these social media sites are now being used to create relationships with candidates to share
job openings with the candidates.
Bob: If you aren’t using new technologies, that probably is going to reflect on the organization and the nature of the people that you’re going to get applying
to the position.
Anne: Certainly, the use of social media to do outreach for positions is critical.
Stewart: So I think most of the proactive recruitment departments now are going into the social media process and are using the various sites available to make
sure that people know they’re looking for qualified candidates.
Step 8: Determine your interview methods
Stewart: I%u2019ve always used behavioral interviewing. I find that to be the most effective process because there%u2019s a lot of people who have gone through
training to tell them how to get through an interview. But the behavioral interviewing process gets through all of that process and you can get down to the
nitty-gritty.
Anne: If you have managers who are fairly unseasoned, then it%u2019s important to have a more structured interview where you ask exactly the same questions to
every candidate. This way at the end of the day you can compare apples to apples.
Bob: The factors that I would consider in developing interview questions would be company culture, values, the personal values of the organization in alignment
with that of the person, and then the skills that the individual brings to the position.
Bob: So the idea here is getting into the values of the individual, of making sure there%u2019s alignment between the values of the organization and their own
personal values.
Anne: I will tell candidates be candid about your interest and your experience. Just because you may not have had experience with something doesn’t mean it’s a
deal breaker. So, please, share candidly so that I can share candidly, and we can figure out mutually if it’s a good fit.
Step 9: Narrow down and select candidates
Bob: When considering narrowing down the field of candidates, I would look at a couple of factors: the individual’s passion and interest in the position, and
secondly, the feedback from the interview teams on their relative rating of the candidate’s skills and values to match the culture of the organization.
Anne: Well, it’s important to identify which of the skills that you’re recruiting for are non-negotiables. Those are the things that you absolutely need in
order for this person to be successful.
Stewart: We want to make sure that we are hiring people who are really interested in coming to work every day, being a positive contributor, and making sure
that we are successful as a department and as the company.
Bob: Do they have a passion about what the company does, and do they have the right skills that are necessary to perform the job, and have they demonstrated
those skills in the past so that we think they’ll be successful in the future.
Stewart: Everybody has to be excited about the opportunity because, again, we tell people that while the company is interviewing candidates, the candidate is
interviewing the company as well.
Narrator: People are at the heart of any organization. Recruiting and selecting the right people for the right positions at the right time is essential for
success. Now you%u2019ve seen the steps in an effective recruitment and selection process. The question for you to answer is: How can you best apply these
principles in your organization?
[End of Audio]
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How would you establish a work environment free of discrimination and harassment, and
which embraces diversity?
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[order_calculator]How might job enrichment concepts be used to increase morale and retention at TSA?
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[order_calculator]
“The goals of ‘consistency’ and having the ‘punishment fit the crime’ are incompatiable with just-cause termination.” Do you agree or disagree with the
statement? Explain.
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[order_calculator]
“Since over half of all U.S. employees work for small businesses, equal employment laws shouldn’t provide any exceptions for small employers.” Do you agree or
disagree with the statement? Defend your position.
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[order_calculator]
Training organizational members how to be coaches and to empower employees will be a major HRM activity in the next decade. Do you agree or disagree with this
statement? Explain.
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[order_calculator]what are some major American employment related laws and regulations? Include a clear and complete interpretation of these laws?
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With so many challenges to a business, how do economic incentives, like profit-sharing, really help to build assets? Are these incentives long-term in nature,
or short-term? Are these types of incentives only good for businesses that are well-established, or are they good for all companies (please be sure to define
what well-established)?
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So often in textbooks, one solution, or a single path is suggested. Rarely are multiple correct choices given; yet, that is how life often occurs. Provide a
brief analysis of the article ( i.e. not a summary). Please remember to use third person, even when referring to one’s self. Include in the analysis, answers
to the following questions:
-What elements discussed in the case study are important for someone who works in the field of human resources?
-How do the results of the quiz compare to what the case study states is ideal?
-Are there ways to improve? If so, how?
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Do performance management systems measure the right things? How can these systems tie performance that is more consistent with long- range versus short-term
issues? Please be very detailed.
Jordan, A.H. & Audia, P.G.(2012). Self-enhancement and learning from performance feedback. Academy of Management Review, 2,
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You are the HR manager for a company that has approximately 2,000 employees. While there is not a profit sharing plan, there are matching funds to a 401k, as
well as health benefits, which employees must pay a portion. The employees are divided into three divisions, with division two and three doing similar
tasks.
The first division operates relatively lean, and is the operations of the company. The second and third divisions are collectively lean, and have employees
that are all necessary in fulfilling the mission of the organization. Both the second and third divisions hired personnel as the company was growing.
Unfortunately, over-hiring was done in the second division, as the second division became stagnant and the third division had stronger growth. The third
division has significantly more personnel; however, the number is not proportionate with the second division, nor with the workload required. More personnel
are needed in the the third division, due to the growth it is experiencing. Fewer are consequently need in the second division. Not everyone in the second
division can perform the duties necessary in the third division. Everyone in the third division can perform the duties of those in the second division.
Upper management will be making a decision as to what to do about the over-hiring in the second division and the under-staffing in the third division. They
have sought your advice as to a potential solution or solutions, and will meet with the Board of Directors to determine the appropriate action. What are the
plan(s) that you propose to upper management?
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[order_calculator]Because you are a department of one, you consistently call upon members within the organization when it comes to determining training needs, developing and delivering the training, and then determining if the training actually met the needs. Of course, if there are needs in which there is no organizational expertise, it may be necessary to outsource some of the training by hiring external vendors.
Throughout the course, you will be asked to perform specific training functions based on the material you have learned in the unit. When performing the specific training function, keep in mind the various people in the organization who can lend support, such as the manager of the trainees and the trainees themselves. Indicate how you will draw on their resources in your responses to the discussion questions, individual projects, and group project.
In this unit, you will design a needs analysis survey in the form of a Word document for 1 of the following positions:
Accountant
Human resource generalist
Customer service representative
In the document, please include the questions you would ask to perform a(n):
Organizational analysis
Job analysis
Individual analysis
To help you identify the type of work each of these functions performs, check out the Occupational Outlook Handbook published by the U.S. Department of Labor – Bureau of Labor Statistics (using the resources in course materials). Perform your search by job title (such as sales representative) or by using an alphabetical search.
After you finish creating your survey, answer the following questions in the same document:
How will you use your survey (individual interviews, focus groups, and self-administered questionnaires)? You may administer different parts of the needs analysis to different groups or use different methods.
Explain your reasoning for why you will collect data in this way. What are the advantages and disadvantages of the different methods?
Why would a human resources development specialist conduct a needs analysis?
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Scenario:
Billy’s Bar-B-Q is looking to set up a new Texas style restaurant. However, unlike the southern locations, they have come to the realization that things like taste, work ethic, and compensation expectations are different in the north.
Compensation and/or benefits employees receive are a reflection of the companies value of the employee’s worth as to that position or the duties required to accomplish the job duties. Compensation could provide motivation for an employee to perform to the best of their abilities, or simply clock in and clock out.
In framing your response, research different compensation polices from piece rate systems to hourly to salary:
1.Identify different compensation systems and provide the benefits and disadvantages of each.
2.Define Comparable Worth and explain how companies attempt to compensate their employees based on such a concept and not violate any federal legislation.
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