Assignment 2 HRMN

docx

School

University of Maryland Global Campus (UMGC) *

*We aren’t endorsed by this school

Course

367

Subject

Business

Date

Apr 3, 2024

Type

docx

Pages

Uploaded by KidSummerQuail30

Assignment 2 Amy Rodriguez University of Maryland Global Campus HRMN 400 7380 Alfred Horton November 20, 2023 Question 1

For the position of senior writer Mr. Hubbs, the training as it is stated in the case study was not the most effective course of training for him. New hire orientation/onboarding and training programs must be well-designed to reduce turnover and encourage employees to stay with the company for the long run (Vanden Boss, 2020). Hubbs was hired to be a writer and although learning about departmental methods, procedures, and becoming familiar with Big Time's products should have been parts of his training, there is no mention of any time spent doing actual writing that could be analyzed to bring him up to speed on the expectations or how his work could impact the team and company. Partnering him up with some Senior Writers on test articles would have given them some demonstration of his skills, allowed the chance for feedback and changes needed, illustrated the importance of timelines and given him the chance to adjust his style to Big Time Computers expectations before placing him in the field. The training provided only showed him part of his role, the training should have incorporated all parts of his role and created a peer relationship with a trainer that could continue to be a resource throughout his time there. How to build an onboarding plan for a new hire | inc.com. (n.d.). https://www.inc.com/guides/2010/04/building-an-onboarding-plan.html Question 2 Anytime a manager has an employee with a performance issue, the first thing that should happen is an open and honest seek to understand conversation with the employee. There are several things that will need to be analyzed, beginning with understanding expectations and ensuring that the employee has been provided with the adequate training to complete the job. When employees are not meeting expectations, it is the manager's responsibility to provide appropriate

guidance and feedback in a helpful manner (Mayhew, n.d.). After having this conversation, the manager can then begin to work with the employee on an action plan to bring the employee performance up to expectation. Training cannot be the same for every employee, each person learns differently and while the expectation to perform at the end of training exists, it must be understood that all employees will require constant feedback from their manager to remain successful in role. To be effective and to help the employee improve, the manager should give feedback that is specific and descriptive and helps them understand where they stand in relation to meeting expectations (Heathfield, 2018). The manager must provide any tools, training, time, and support the employee needs (Heathfield, 2018). During that conversation, one other thing should happen, both the employee and manager should agree on a timeline to see performance improvements, and there should be scheduled check-ins to discuss progress. As those check-ins happen, a manager should be able to assess whether training is the issue, or whether the performance management process should begin. In the case we are studying, training will help determine if the candidate misrepresented their skills, or whether time invested will help them success at Big Time Software. References: Heathfield, S. M. (2019, October 31). You can quickly integrate a new employee with a successful orientation . LiveAbout. https://www.liveabout.com/new-employee-orientation- employee-onboarding-1918195 Mayhew, R. (2017, November 21). Handling and documenting employee performance issues . Small Business - Chron.com. https://smallbusiness.chron.com/handling-documenting- employee-performance-issues-10775.html

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

Question 3 The decision made by Lisa Cavanaugh to have Hamrick mentor Hubbs was not an effective one in my opinion. When looking at the chain of command, Hamrick is being asked to mentor and invest time in someone that is technically his supervisor, and is being given this task in addition to his own workload. In addition to this, Hamrick expressed concerns about Hubbs during the interview process and did not agree with the choice to hire the candidate. When choosing a mentor for a new hire, it should be done with great consideration. Heathfield (2019) states that the individual chosen to mentor the new hire should help new employees feel at home in role and Hamrick may not fit these parameters. While they should work as a team, having Hamrick give the feedback on the writing may create a dynamic where he could resent having to do his supervisors work, and create a situation where Hubbs may hold the feedback against Hambrick in the future. In addition, it brings Hamrick into the loop on performance issues that Hubbs is having, which he could share with peers or lose respect for his supervisor in future dealings. It would be a more logical choice to have one of the senior writers not in his direct chain do the mentoring, or someone that is on the peer level with him in the company. This would create a rapport with a peer and provide Hubbs with a mentor to utilize throughout his tenure at the company, and not place either him or Hambricks in a situation that could hinder future communications. References: Heathfield, S. M. (2019, October 31). You can quickly integrate a new employee with a successful orientation . LiveAbout. https://www.liveabout.com/new-employee-orientation- employee-onboarding-1918195

Question 4 It is difficult to know from the information provided just how much of a role Cavanaugh played in the onboarding and welcoming process for Hubbs, but hopefully the meeting had on day one established the expectations and core roles for the position. If Cavanaugh was actively involved In the onboarding and training program, it would make the evaluation process run smoothly as the questions of whether training was adequate would be resolved. Cavanaugh took some steps that worked, as is evidenced by the fact that Hubbs work and timing improved with time, but in my opinion, it was not fully handled in the best way possible. I think that the weekly meetings were needed, as was the decision to partner with a mentor, although I do not believe the correct mentor was chosen as I mentioned above. The decision to postpone the leader responsibilities was an incorrect decision in my opinion. Hubbs was hired as a project manager, and by not letting him perform in the role he was hired, it shows the team that the wrong hiring decision may have been made. Cavanaugh should have placed Hubbs in the role he was hired for, and worked alongside him while integration happened, ensuring that there was a full understanding of the role in its entirety. Working with him, or giving him a mentor would have allowed frequent enough check-ins to determine what the next steps should be. Cavanaugh made the decision to stand by her hire, and give time to improve, but in doing so the resentment amongst the rest of the team continued to grow and the workload for them only increased, defeating the purpose of the new role. Question 5 When an employee is hired in a company, it is key that they understand the impact that their work can have on the entire company and even the customers of the business. Now, not only is resentment building within the writing department, it is affecting other work centers that Hubbs

should be forming partnerships with. Cavanaugh and the team that onboarded Hubbs should have laid the expectations out and tied them to the impact that performance has on the entire business. Wh en managers can establish expectations the right way -- expectations that are clear, collaborative and aligned -- they create trusted relationships with their employees and properly align them with their roles (Ott, 2017). Not only did Hubbs waste everyone’s time and resources, he did not partner with the technical writers that are on his own team, showing that partnerships have not been created and that he may not understand the roles of each person in his department. All in all, the marketing article signal that while improvement has happened, the time invested in Hubbs may not be having the impact needed and it is time for him to move along in the performance management world. References: Ott, B. B. (2023, October 11). 3 reasons why performance development wins in the workplace. Gallup.com . https://www.gallup.com/workplace/231620/why-performance-development- wins workplace.aspx? g_source=link_WWWV9&g_medium=related_insights_tile2&g_campaign=item_21592 7&g_content=3%2520Reasons%2520Why%2520Performance%2520Development %2520Wins%2520in%2520the%2520Workplace Question 6 The time has come for Hubbs to be placed on a PIP. Training and time have been invested to bring the employee up to expectations, and he clearly does not fit the needs of the business. The current team is becoming resentful and morale is dropping amongst the entire team, so the Manager must take action to salvage the situation. A PIP is designed to facilitate constructive

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

discussion between a staff member and their supervisor and to clarify the exact work performance requiring improvement (Heathfield, 2019). It will be key for her to partner with her HR team to ensure the document is worded correctly and provides specific timelines and goals for improvement, and that it outlines future steps if the goals are not met. During the PIP process, the manager monitors and provides feedback to the employee regarding their performance for meeting plan goals and make take additional disciplinary action, if warranted, through the organization's corrective action process (Heathfield, 2019). Cavanaugh will have to meet all necessary commitments on her part to keep the PIP in process, as well as continuing to partner with HR. Anytime a new hire is brought on and does not work out, it can have implications on many parts of the company. The team that has been carrying additional workload will have to continue to do so through another hiring process, and it will be important to have effective communication with them throughout this time to ensure they understand the relief is coming. The cost of the job search and hiring process, as well as the time invested in training Hubbs will be factored into the company’s bottom line and there could be repercussions for Cavanaugh if the next candidate does not meet expectations. This hiring process and failure should be a learning moment for all involved. References: Heathfield, S. M. (2019b, October 31). New employee orientation: employee onboarding . LiveAbout. https://www.liveabout.com/new-employee-orientation-employee-onboarding- 1918195

Question 7 When we analyzed the recruiting process used to fill this role, I pointed out several concerns I had with the process used. The candidate pool was limited, the role was not advertised widely, there were some people that did not agree with the hire, and the interview process was not organized in such a way that the same information was analyzed by all who took part. As stated by Pulakos via the SHRM, “Structured interviews, on the other hand, consist of a specific set of questions that are designed to assess critical KSAs that are required for a job.22 23 24 25 Structured interview questions can be developed to assess almost any KSA, but they are used most frequently to assess softer skills such as interpersonal skills, communication skills, leadership, planning, organizing and adaptability, among others. An important characteristic of an effective structured interview is that it provides standardized rating criteria to help interviewers judge the quality and effectiveness of the responses provided by the interviewee.” Cavanaugh also made the decision to bypass internal candidates, these are the same people that have been carrying extra work and now may feel even more resentful at not having the chance to apply. One of the people interviewing was technically going to work for the new hire, and during this process he fell behind on his own workload trying to help the person he did not think was right for the job to begin with. This process should be a learning moment for Cavanaugh, the HR team, and anyone that was involved in the job posting, hiring and training for Hubbs, and it is an opportunity to do it differently next time. Different hiring and selection processes could have provided a candidate that had more background in technical writing along with time management skills and a background of working in a team environment. Only interviewing a single candidate limited what was available, and this time they should also consider submission of a technical writing example for

one of the requirements. Limiting the parties involved in the hiring process to include only those that the candidate would report to will also help, there is a difference between introducing a potential candidate to the team, and allowing them to take part in the interview which can give them a chance to form an opinion about their future leader without giving them time to train and integrate. I stand by my last paper in saying that Cavanaugh did not use effective hiring processes and has not learned the hard way that selection and onboarding are crucial to the success of the future employee, the existing team, and the company. References: Pulakos, E. (2005). Selection Assessment Methods A guide to implementing formal assessments to build a high-quality workforce . https://www.shrm.org/hr- today/news/hr-magazine/Documents/assessment_methods.pdf Pros and Cons of Internal vs. External Hiring (With Definitions) . (n.d.). Indeed Career Guide. https://www.indeed.com/career-advice/career-development/pros-and-cons-of-internal-vs- external-hiring

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

Assignment 2 HRMN

Related Documents