Proteach Only-Smirky Only
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.pdf ). 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.
References
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.pdf
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!
|
|||
|
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#
|
||
|
. 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!!
\
|
||
|
|
|||||
|
|||||
|
|||||
|
|||||
|
|||||
|
Do you need a similar assignment done for you from scratch? Order now!
Use Discount Code "Newclient" for a 15% Discount!
