HRM 302 - Mid-Term Exam

docx

School

Northern Kentucky University *

*We aren’t endorsed by this school

Course

302

Subject

Management

Date

Feb 20, 2024

Type

docx

Pages

Uploaded by DeanThunder6882

Cam Brandt HRM 302-001 Dr. Adkins Mid-Term Exam 1. On page 9 of Strategic Staffing, in table 1-1, seven components of strategic staffing are given. In your opinion, which is the easiest one for an organization to accomplish? Also, in your opinion, which is the most difficult for an organization to accomplish? Of course, you will need to justify your choices with your ideas. Of the seven components of strategic staffing, the easiest one for an organization to accomplish in my opinion is acquiring talent . According to Phillips (2020), acquiring talent involves persuading job candidates to accept the position by making an offer that is appealing to the candidate. Assuming an organization has identified their needs aligned to their goals, and based on performing a job analysis, as well as the core job and applicant characteristics that are needed to maintain a competitive advantage, they have the ability to negotiate a package to attract and hire top talent. In a highly competitive recruiting and staffing market, organizations are going to have to provide job offers and employment contracts that are highly competitive or even above market standards in terms of salary, medical benefits, retirement contributions, and other fringe benefits such as vacation and leave time, relocation expenses, housing allowances, and other benefits (Phillips, 2020). In addition, organizations have control over the methods used to attract top talent, such as recruiting methods (internal/external), advertising and promoting their company culture, interviewing techniques (unstructured, structured, semi-structured, and case interviews), assessment methods (screening/evaluative), and background/reference checks. Acquiring talent should be top priority for every organization, therefore, leaders, recruiters, interviewers, and human resource hiring managers should all be aligned in their systems and efforts in promoting the company in an ethical manner to attract the very best applicants and job applicants. In my opinion, the most difficult component for an organization to accomplish is sourcing talent. A major function of human resources departments and role of recruiter or hiring managers is locating highly qualified applicants to build a candidate pool. Identifying potential applicants for job vacancies falls on recruiters and recruiting efforts, as organizations need the right people in the right jobs and roles aligned to their organizational goals. In a tight talent market, the actions and behaviors of recruiters are of critical importance, along with the messages they send, culture they portray, and sources they use to recruit top talent to join the organization. Use of HRIS systems to gather and track human resource functions, including recruiting and staffing, along with mobile recruiting, social media (LinkedIn, Facebook, job boards, text messaging) advertisements, and contacts with colleges/universities, and other professional organizations are platforms used by recruiters to source potential job candidates.

Additionally, sourcing talent is difficult due to a shortage of qualified applicants due to skills/competencies deficiencies, highly competitive markets for top talent, cost/budget restraints in recruiting budgets, job fit, lack of organizational branding, retention challenges or lack of advancement/promotion opportunities, and lacking a commitment towards inclusiveness and diversity. Organizations and leaders must address these challenges through the development of effective talent acquisition strategies, branding, and a streamlined recruitment process that promotes a high level of ethical behavior. 2. On page 53 of Strategic Staffing, in table 2-7, there are reasons given for both sides of whether an organization should hire from within (internally) or hire from outside (externally). After you review the two sides, in your opinion, what are the two strongest reasons on both sides - internally and externally? Not only what are the reasons, but WHY do you choose those two? The question of whether to hire internally or externally (hire people we know and already work for the organization and already have the skills we need or hire from outside the organization and train them to develop the needed skills) is a decision that an organization needs to make when filling job vacancies. While there are times that both internal and external hiring methods make sense for an organization, there are also factors that contribute to what method to choose. Two reasons for hiring internally include internal hires are already known by the organization. They have worked and performed their role within the organization, therefore, leaders and supervisors have a sample of their skills, competencies, motivation, and productivity. Another reason to choose an internal candidate is that time is saved in relation to the hiring process and less expensive. I also believe that hiring from within the organization and promoting top performers boost employee morale and builds a positive culture. Increased motivation on behalf of the employees may occur as they know there may be opportunities for advancement and promotions. I specifically chose these two reasons promoting internal hiring because I have personal experience with starting in a base role within an organization and working my way into more advanced roles. The workplace culture was extremely positive and everyone worked collaboratively for the benefit of the organization. I’ve also seen cases where external hires were made and changes were quickly made by that person, or the cohesiveness of the team were disrupted, along with the amount of resources wasted to train the individual, who quickly left the organization, causing morale to decrease and a decrease in production. Two reasons for hiring externally would be if an organization lacks current employees with the skills needed for a specific job or the need for the organization to inject new, creative, or innovative ideas to advance the company. Sometimes internal candidates only offer the status quo, where external candidates can provide fresh perspectives in to the organization. Additionally, expanding the candidate pool can bring the organization increased numbers of applicants and candidates. The reason chose these two external hiring strategies is because I believe in hearing new, creative, and fresh perspectives to challenge the status quo and advance the thinking of the

organization. In order to remain competitive in a tight talent market, organizations need to sometimes bring in outside ideas from those outside the organization. Innovative thinking and diversity within a team can impact organizational goals and outcomes. I also chose external hiring when an organization doesn’t have internal candidates to meet job specifications or lack the skills needed to perform the job. I’ve worked in organizations where the employer was overly loyal to those already working for the company and almost always promoted from with, however, the company and team suffered because they didn’t have the skill set needed to perform the job, which ultimately created some issues within the team. 3. Your boss finds out that you are in a recruitment class. She comes to you and asks you to explain to a group of your coworkers what "at will" employment is. In your own words, how would you explain "at will" employment to someone? An at-will employee is one who enters into an employment relationship with an organization but can terminate the relationship with the organization and vice-versa at any time, whether it be for just cause, no cause, or for a cause that is morally wrong, assuming it’s not illegal. The contract must have no liability in regards to a contract that states definite terms of employment. Ultimately, an at-will employee can quit or terminate the relationship on their own terms at any time they wish without advance notice, as long as the reason is not illegal. It’s important for the employee to understand the legal requirements of contracts and employment laws, as they vary from state to state, specifically legislation aligned to EEOC standards and the National Labor Relations Act, which protects employees from being discriminated against, retaliated against, fired or punished for filing a case, such as discrimination, opposing unlawful employer practices, or for filing a valid workers’ compensation claim regardless of their at-will employee status (Phillips, 2020). 4. Your boss has a fifth-grader. Your boss wants you to explain to this child what the Age Discrimination Act is and why it is important to a workplace. You need to use your own words, use some kind of word picture or analogy, and terminology the child can understand. The Age Discrimination in Employment Act (ADEA) was implemented in 1967 and prohibits (doesn’t allow) employers with more than 20 workers discriminatory practices against any worker in relation to compensation (money), or the terms, conditions, or privileges of employment due to them being 40 years of age or older in organizations or companies that receive money from federal agencies. Simply put, employers cannot refuse to hire someone because they are age 40 or older or otherwise discriminate against (treat someone unfairly or differently based on age, race, gender, religion, disability, nationality, or other factors) in relation to their terms of employment. Further, employers may not limit, segregate, or classify employees (workers) in ways that would deprive employment opportunities or negatively impact their status as an employee due to their age (Phillips, 2020). The Age Discrimination Act is important because it protects individuals who are older, age 40 or above from unfair treatment (discrimination) by their employers (boss/bosses). The act promotes equal opportunities for workers of all ages and helps ensure that older workers have equal access

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

to services and programs as younger workers. ADEA also provides financial security and healthcare access for older workers. 5. Your boss has a fifth-grader. Your boss wants you to explain to this child what the Americans with Disabilities Act is and why it is important to a workplace. You need to use your own words, use some kind of word picture or analogy, and terminology the child can understand. The Americans with Disabilities Act (ADA) is a federal law that prohibits (can’t do) discrimination against individuals with disabilities, including all aspects of employment – hiring, promotion, compensation, and termination. Also, employers are required to provide reasonable accommodations to those who qualify, unless the accommodation would create an undue hardship for the employer. The law also applies to private employers with at least 15 employees, as well as all local, state, and federal governments. ADA guarantees equal opportunity or qualified individuals with disabilities or perceived disabilities with protections similar to those provided on the basis of race, religion, age, color, sex, national origin (Phillips, 2020). This law is important in the workplace because it promotes equality, diversity, and inclusion, while also protecting the rights of disabled individuals. ADA promotes equal opportunity, prohibits discrimination and unfair treatment based on disability, enhances accessibility for those with disabilities, such as access to work spaces and restrooms by making modifications to the workplace (ramps, doorways, restrooms, public spaces). ADA also creates a culture of inclusiveness and diversity, as well as fosters a culture of dignity and respect for those with disabilities.

Reference Phillips, J. (2020). Strategic Staffing (4 th ed.). Chicago Business Press.

HRM 302 - Mid-Term Exam

Related Documents