Tanglewood Case 6 interview

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Apr 3, 2024

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Wilborn 1 5-2: Tanglewood Interview Case 6 Amanda R. Wilborn Ross College of Business at Franklin University HRM 301 Prof. Karen Worthington 22 March 2024

Wilborn 2 Tanglewood's ongoing major KSAO class, there are a couple of classes that are either excessive for determination or not pivotal during the screening. The information on the policies adhered to by the company, ethical approaches, and practices are excessive for choice because of the way that an external candidate wouldn't have a clue about Tanglewood's strategies and practices. A necessary category is judgment and decision-making skills, which can be evaluated by looking at education, experience, and the marshal application exam. The rest of the classes are vital for choice, aside from the capacity to reason inductively. Without observing, it is difficult to evaluate this category. The gainful strategies for evaluation are training, experience, retail information, and marshal application tests. All of the KSAO categories take experience into account, but the marshal application exam only helps in one area. This would recommend the test does not merit the cash. For a picture of the selection plan, see Appendix A.

Wilborn 3 The ability to manage workplace conflict is a KSAO for a department manager, but it is not measured during the current interview process. This is critical to the survey due to the dealing with the faculty and clients. How the administrator responds to struggle could be adverse to Tanglewood's standing. Another arrangement of inquiry questions has been made to evaluate the important KSAO's and add peace promotion to that rundown. The interview plans are in Appendix B. Appendix A: Selection Plan. KSAO Vital ED EXP RK MAE 1. Knowledgeable of the company's policies, strategies, and procedures. no - X - - 2. Skilled in both decision-making and ethical judgment Yes X X - X

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Wilborn 4 3. Ability to think to foster unique solutions. Yes - X - X 4. Knowledgeable on the policies of management. Yes - X X - - 5. Knowledgeable of legitimate statutes hidden workforce the executives Yes X X - - - 6. Skilled in the examination of monetary and functional information Yes X X - - - 7. have the ability to reason inductively No - X - - - 8. Knowledgeable of client support standards Yes X X - - - 9. Skilled in overseeing workforce resources Yes X X - - - 10. speaking engagement and communication skills Yes - X - - - Appendix A: Job Position: Dept Mgr.

Wilborn 5 Description: This is a behavioral interview question that asks applicants to evaluate their supervisory abilities. Performance measurements: Task: To help employees succeed, mentor or coach them in dimension. Knowledge: Direct store associates in the activities of their jobs.  Skillset: Overseeing staff assets. Capabilities: mentor and coach employees. Interview Question: Have you at any point trained, mentored, and coached employees at your previous job and acquired achievement? Scoring: 1 point: Respondent couldn't give a model. 2 point: Respondent had the option to depict how he/she would mentor or coach, yet didn't have a particular model. 3 point: Respondent had the option to give an instance of tutoring beyond the workplace. 4 point: Respondent had the option to give an instance of tutoring/training in the workplace with proof the individual succeeded. Comments as follows: candidate of this thing recommended that this inquiry is a decent inquiry to pose , it simply doesn't give the competitor enough detail to answer properly . candidate said he/she didn't have the foggiest idea how to characterize achievement. Job Position: Dept Mgr. Description: This is a situational interview question that requires applicants to evaluate

Wilborn 6 their supervisory and conflict management abilities. Performance measurements: Task: capacity to determine struggle in a tough spot . Knowledge: direct workers in performing administrations for clients. Skill Set: conflict resolution Capabilities: resolve struggles among representatives and/or clients Interview Question: if you were put on a team with someone who is difficult to get along with. How might you manage what is going on and fabricate a relationship with said individual? Scoring: 1 Point: Candidate wed next to zero amazing skill in the reaction. 2 Points: Candidate exhibited he/she would go straightforwardly to upper administration 3 Points: Candidate discussed how he or she might have handled the situation differently and provided a specific example of personal experience with this scenario. 4 Points: Candiate examined how he/she would connect with the troublesome individual, (one-on-one, split the difference, and so forth.) and make an effort to discover something in common with the difficult person. Comments as follows: Candidate said that answering the second part of this question is challenging. It can be subjective to build a relationship with someone. Job Position: Dept Mgr. Description: situational inquiry question requiring the candidate to evaluate the

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Wilborn 7 candidate's capacity to implement well-being, safety, and security rules. Performance measurements: Task: Identify safety concerns and coach employees to ensure safe practices.  Knowledge: Knowledge of retail management policies and practices.  Skillset: Identify and coach safety concerns.  Capabilities: promote safety in the workforce. Interview Question: Interview questionIn the situation, you notice a worker is hopping on the racks to arrive at something from the top hold. How might you deal with this present circumstance? Scoring: 1 Point: Candidate says he or she doesn't see the employee and would ignore it. 2 point stated that they would keep an eye on the employee to see if they repeat the behavior, but they did not approach the employee. 3 Point: The respondent stated that they would document the incident and explain to the worker why it is dangerous to climb on shelves. 4 point::Candidate states he/she would report the example, talk with the representative about the security concerns, and afterward repeat the wellbeing worry at the next gathering toward the beginning of the shift. Comments as follows: thought it was a decent inquiry and the scoring key was not difficult to utilize.