Joliana is a human resources professional with Odd Objects Company. Her primary responsibility is during the fall is to prepare the customer care center for their seasonal rush. She is tasked with a goal of filling 100 customer support positions by Halloween. She screens candidates and forwards potential fits to the manager of customer care. Joliana is playing a key role in which of the following processes? Multiple Choice human capital shadowing recruiting mentoring joh specification G
Q: Please do not copy and paste previous answers. Explain the process of churning data and information…
A: Concept Of Predictive Analytics In Human Resources - The Predictive Analytics In Human Resources, is…
Q: The HR department is trying to fill a vacant position for a job with a small talent pool. Valid…
A: The HR manager will screening the applications, can make two types of errors - Type I and II.Type I…
Q: “The process by which data in regard to a job is systematically observed and noted. It provides…
A: "The process by which data in regard to a job is systematically observed and noted. It provides…
Q: develop a ranking job evaluation system for non-managerial…
A: Ranking method: In this method, jobs are listed in order of their importance in an organization that…
Q: What systems must be set up to support the booking process, by the way or recording, dealing with…
A: An online booking system is a software solution that allows potential customers to reserve and pay…
Q: Review of available resource material, analysis of metrics, recommendations from oversight bodies…
A: Needs assessment is a tool that helps organizations fill the gaps between what they currently have…
Q: The first step in the human resource planning process is Question 3 options:…
A: Human resource planning or HRP is the constant method of methodical planning forward to realize…
Q: 1. Assume you work for an organization that intends to use process mining to examine several of its…
A: Process mining is a data-driven technique used to examine and depict the actual organizational…
Q: 3. you are working as an HR manager in a reputed company, as a part of salary development procedure…
A: A salary survey is an easy mechanism that supports specifying a fair & competitive salary scale…
Q: In Order to do so she started to do some research, but she needs more information. You are therefore…
A: Performance appraisal:- A performance appraisal is a systematic evaluation of an employee’s job…
Q: Prepare the job description and job specification for the position of “Head Coach” of England…
A: Job Description refers to a statement of list of duties and responsibilities which a person will be…
Q: What are some of the advantages and disadvantages of utilizing CASE tools for process modeling?
A: Computer-aided software engineering (CASE) is the space of software apparatuses used to plan and…
Q: Group of answer choices time abuse. market adoption. skill theft. client adoption
A: Human resources:- Human resources is a person who will manage all the hiring process and and working…
Q: Job analysis also known as the cornerstone of human resource management since the information it…
A: The foundation of human resource management is job analysis, and the effectiveness of that analysis…
Q: Sally and Sam have recently purchased from the Edgars Red Hanger sale. However, both had encountered…
A: Positive client relations encourage you to interface in conjunction with your clients on a way extra…
Q: Strategic staffing is a critical component of effective human resource management, endompassing the…
A: Strategic staffing refers to the methodical and planned process of relating, attracting, opting ,…
Q: ds to begin the process to redesign the TSA officer job descriptions. Why would this be the most…
A: When answering this question, you'll need to use your critical thinking skills and consider the job…
Q: A competency-based job analysis may contain all of the following except: a.using innovative…
A: Job analysis is a method of collecting, reporting, and analyzing details regarding a job. It…
Q: In planning/deciding on the design of the salary survey, the company collects organization data from…
A: While planning/deciding on the design of the salary survey, the corporation collects organization…
Q: RASM is defined as Revenue per Available Seat Mile and is a common metric to understand flight…
A: RASM stands for Revenue per Average Seat Mile. It is commonly used to understand performance of…
Q: SADI Limited is a manufacturing company with several branches across the Ghana. The company has been…
A: A plan of an organization for identifying, hiring the best quality, recruitment is the recruitment…
Q: Develop a ranking job evaluation system for non-managerial employees (housekeepers, valets,…
A: Ranks of hotel employees are as below: Ranking table
Q: Engineering organizations are not immune to the difficulties of filling with qualified persons the…
A: Human resource is the main key to make your employees productive which is the main assets of…
Q: What are the main differences between real-time and delayed responses?
A: Organizational responsiveness is the capacity of a company to act appropriately in response to…
Q: The HR department is trying to fill a vacant position for a job with a small talent pool. Valid…
A: The results of a scenario are often infected with 2 kinds of errors1. Type 1 Error Accepting a…
Q: How does the Covid19 crisis change the skill requirements and task contents of that internship/job
A: Note: This is a subjective question, hence we are answering it in a generalized way. The…
Q: An electrical contractor's records during the last five weeks indicate the number of job requests:…
A: Forecasts are essential tools for making informed decisions in an organization. Forecasting the…
Q: The HR manager at XYZ Company decided to conduct a job analysis for the "financial analyst" job in…
A: If we talk about Job analysis it is a very important tool for human resource management (HRM) which…
Q: was in charge of understanding the lack of innovation in the compan product designs and marketing…
A: As in this case, the researcher is not in favour of having external recruitment, because of the…
Q: Laura is the associate director of a nonprofit agency that provides assistance to children and…
A: 1) Laura most effectively use both management and leadership skills in her role as associate…
Q: The most widely used selection technique is the employment test; True or False
A: Recruitment brings in the talent acquisition process where job analysis is the foremost tas. Next,…
![Joliana is a human resources professional with Odd Objects Company. Her primary responsibility is during the
fall is to prepare the customer care center for their seasonal rush. She is tasked with a goal of filling 100
customer support positions by Halloween. She screens candidates and forwards potential fits to the manager
of customer care. Jollana is playing a key role in which of the following processes?
Multiple Choice
human capital
shadowing
recruiting
mentoring
inh specification](/v2/_next/image?url=https%3A%2F%2Fcontent.bartleby.com%2Fqna-images%2Fquestion%2Fb1008a76-ec50-4c66-a73c-24aeebd78514%2F339cf84f-0f10-4da9-9137-2808af076a82%2F45fgth3_processed.jpeg&w=3840&q=75)
![](/static/compass_v2/shared-icons/check-mark.png)
Trending now
This is a popular solution!
Step by step
Solved in 2 steps
![Blurred answer](/static/compass_v2/solution-images/blurred-answer.jpg)
- Cousins Jeri Lynn De Bose, Tish Hoover, and Josephine (Joey) Parks looked forward to meeting up during the Christmas holidays to compare notes on the results of midyear teacher evaluations. All were public school teachers in districts scattered over the state. In the pressured search for new levels of teacher accountability demanded by legislators, the state department of education joined 16 other States in implementing a new teacher evaluation system. The goal is to hold teachers account-able for student learning progress in the classroom. Under the guidance of the National Council for Teacher Quality, criteria varies by State, but in most cases, 40 percent of each teacher's accountability score would be based on the principal's evaluation and ranking based on personal observation, 30 percent would be based on personal observation by a master teacher from outside the district, and the Other 30 percent would be based on student test score gains. The state department of education would set a performance goal each school district, and the principal would set a performance goal for each teacher. In preparation, the State conducted intensive training sessions for principals and designated master teachers who would conduct the evaluations based on four class observations per teacher Officials used standardized achievement tests to derive value-added scores that measure student learning over the year. Teacher ratings were 1-5, with I am being the lowest and 5 representing near perfection. The publication of the first year's evaluations stirred interest and controversy, particularly among teachers who worried about the possible long-term effects on job retention and tenure. Now, with the first-year evaluations in hand, the three cousins pored over their experiences. The three represented different types of school systems within the state. Jeri Lynn worked for a metropolitan system in the state capital. The system included many low-income students whose first language was nor English, and several schools within the system were teetering on the brink of State takeover if improvement in student scores didn't materialize this school year. Tish worked in a county System dominated by upper-income residents, and Joey taught in the rural community in which all three grew up. The rural community had high unemployment, and a low percentage of graduates went on to college. As a result, the cousins came to the table with differing teaching experiences. "The numbers are all over the place," Jeri Lynn remarked as she studied the pages. "The whole system is flawed, and they need to make changes," Joey said. "It's too subjective. The principal and master teacher observations are subjective because there are personal factors that affect a true outcome." "Yeah, look at the numbers from your upper-income district," Jeri Lynn said to Tish. "How can 60 percent of the teachers score 5s?' Tish chuckled. "Yeah, lucky us. Our schools are overflowing with children from wealthy families. These are the kids who will apply to Ivy League schools. I can tell you that the principals are going to avoid confrontation on all fronts. No principal is going to give any indication that their students are receiving an education that's less than perfect, and that means cramming the rankings with 5s. They claim a higher level of motivation for students, and thus the selection of an elite team of educators. So with those pressures, I don't think we get personal feedback that is accurate." "At the other end of the spectrum, we have my rural district," Joey said. "The big problem is that the principals know everyone and have longstanding relationships with everyone in the county, so I think scores are based on personal history. We could almost predict who would get high or low scores before the observations. For principals, it can go back as far as 'his daddy and my daddy hated each other in high school, and now I get to evaluate his daughter "I think that in many cases, principals feel pressure to align scores with state expectations. The stare expected my district to have high scores and expected rural schools such as yours to be lower," Tish said. "But isn't that partially offset by lower goals for the rural school distracts responded Joey. "The key to the accountability system is the principal in each school," Jeri Lynn suggested. "With several of the schools in Metro teetering on the edge of state takeover by the end of the year, we had lots of strict principals who wanted to hold our feet to the fire with lower scores." "I thought the whole idea was to provide the teachers With feedback so that we would know the areas where we need improvement," Tish said. "The principals were supposed to conduct two observations in the fall and two more in the spring," Jeri Lynn said. think that's asking too much of them when they already have so much on their plates. I think a lot of them are skimping on their visits. know I only had one observation last semester, and I'm sure Mr. Talley just faked the second set of numbers. The master teachers make only two observations a year, which may be more objective but counts for less." "I'm wondering, too, how a principal measure performance in a course area outside his area of expertise, such as math," Joey said. "If the guy has a phobia about math, anything the teacher says or does is going to 100k brilliant-thus a 5." Tish and Jeri Lynn looked at each other and laughed. "Maybe we picked the wrong subjects," Tish said. "My question is one of perception," Jeri Lynn said. "A large percentage of my students are ELL. That affects their scores. How do you measure a 3 in my situation against a 5 for Tish? At the end of the school year, little Carlos is thrilled that his reading in English has improved, but there`s no Big Bang here. a slow steady improvement that may not actually show up in big strides for a couple of years: "So, the question is how do they create a system that is fair?" Tish asked. "And accurate," added Jeri Lynn. How might the state control the accuracy of principals who are conducting teacher evaluations? Explain.Cousins Jeri Lynn DeBose, Tish Hoover, and Josephine (Joey) Parks looked forward to meeting up during the Christmas holidays to compare notes on the results of midyear teacher evaluations. All were public school teachers in districts scattered over the state. In the pressured search for new levels of teacher accountability demanded by legislators, the state department of education joined 16 other States in implementing a new teacher evaluation system. The goal is to hold teachers account-able for student learning progress in the classroom. Under the guidance of the National Council for Teacher Quality, criteria varies by State, but in most cases, 40 percent of each teacher's accountability score would be based on the principal's evaluation and ranking based on personal observation, 30 percent would be based on personal observation by a master teacher from outside the district, and the Other 30 percent would be based on student test score gains. The state department of education would set a performance goal each school district, and the principal would set a performance goal for each teacher. In preparation, the State conducted intensive training sessions for principals and designated master teachers who would conduct the evaluations based on four class observations per teacher. Officials used standardized achievement tests to derive value-added scores that measure student learning over the year. Teacher ratings were I —5, with I am being the lowest and 5 representing near perfection. The publication of the first year's evaluations stirred interest and controversy, particularly among teachers who worried about the possible long-term effects on job retention and tenure. Now, with the first-year evaluations in hand, the three cousins pored over their experiences. The three represented different types of school systems within the state. Jeri Lynn worked for a metropolitan system in the state capital. The system included many low-income students whose first language was nor English, and several schools within the system were teetering on the brink of State takeover if improvement in student scores didn't materialize this school year. Tish worked in a county System dominated by upper-income residents, and Joey taught in the rural community in which all three grew up. The rural community had high unemployment, and a low percentage of graduates went on to college. As a result, the cousins came to the table with differing teaching experiences. "The numbers are all over the place," Jeri Lynn remarked as she studied the pages. "The whole system is flawed, and they need to make changes," Joey said. " It's too subjective. The principal and master teacher observations are subjective because there are personal factors that affect a true outcome." "Yeah, look at the numbers from your upper-income district," Jeri Lynn said to Tish. "How can 60 percent of the teachers score 5s?" Tish chuckled. "Yeah, lucky us. Our schools are overflowing with children from wealthy families. These are the kids who will apply to Ivy League schools. I can tell you that the principals are going to avoid confrontation on all fronts. No principal is going to give any indication that their students are receiving an education that's less than perfect, and that means cramming the rankings with 5s. They claim a higher level of motivation for students, and thus the selection of an elite team of educators. So with those pressures, I don't think we get personal feedback that IS accurate." "At the other end of the spectrum, we have my rural district," Joey said. "The big problem is that the principals know everyone and have longstanding relationships with everyone in the county, so I think scores are based on personal history. We could almost predict who would get high or low scores before the observations. For principals, it can go back as far as his daddy and my daddy hated each other in high school, and now I get to evaluate his daughter "I think that in many cases, principals feel pressure to align scores with state expectations. The stare expected my district to have high scores and expected rural schools such as yours to be lower," Tish said. "But isn't that partially offset by lower goals for the rural school distracts responded Joey. "The key to the accountability system is the principal in each school," Jeri Lynn suggested. "With several of the schools in Metro teetering on the edge of state takeover by the end of the year, we had lots of strict principals who wanted to hold our feet to the fire with lower scores." "l thought the whole idea was to provide the teachers With feedback so that we would know the areas where we need improvement," Tish said. "The principals were supposed to conduct two observations in the fall and two more in the spring," Jeri Lynn said. think that's asking too much of them when they already have so much on their plates. I think a lot of them are skimping on their visits. know I only had one observation last semester, and I'm sure Mr. Talley just faked the second set of numbers. The master teachers make only two observations a year, which may be more objective but counts for less." "I'm wondering, too, how a principal measure performance in a course area outside his area of expertise, such as math," Joey said. "If the guy has a phobia about math, anything the teacher says or does is going to 100k brilliant—thus a 5." Tish and Jeri Lynn looked at each other and laughed. Maybe we picked the wrong subjects," Tish said. "My question is one of perception," Jeri Lynn said. "A large percentage of my students are ELL. That affects their scores. How do you measure a 3 in my situation against a 5 for Tish? At the end of the school year, little Carlos is thrilled that his reading in English has improved, but there's no Big Bang here. a slow steady improvement that may not actually show up in big strides for a couple of years: "So, the question is how do they create a system that is fair?" Tish asked. "And accurate," added Jeri Lynn. What do you see as the major strengths and flaws in the feedback control system used in the schools in this scenario? What changes do you recommend to overcome the flaws?Cousins Jeri Lynn DeBose, Tish Hoover, and Josephine (Joey) Parks looked forward to meeting up during the Christmas holidays to compare notes on the results of midyear teacher evaluations. All were public school teachers in districts scattered over the state. In the pressured search for new levels of teacher accountability demanded by legislators, the state department of education joined 16 other States in implementing a new teacher evaluation system. The goal is to hold teachers account-able for student learning progress in the classroom. Under the guidance of the National Council for Teacher Quality, criteria varies by State, but in most cases, 40 percent of each teacher's accountability score would be based on the principal's evaluation and ranking based on personal observation, 30 percent would be based on personal observation by a master teacher from outside the district, and the Other 30 percent would be based on student test score gains. The state department of education would set a performance goal each school district, and the principal would set a performance goal for each teacher. In preparation, the State conducted intensive training sessions for principals and designated master teachers who would conduct the evaluations based on four class observations per teacher. Officials used standardized achievement tests to derive value-added scores that measure student learning over the year. Teacher ratings were 1-5, with I am being the lowest and 5 representing near perfection. The publication of the first year's evaluations stirred interest and controversy, particularly among teachers who worried about the possible long-term effects on job retention and tenure. Now, with the first-year evaluations in hand, the three cousins pored over their experiences. The three represented different types of school systems within the state. Jeri Lynn worked for a metropolitan system in the state capital. The system included many low-income students whose first language was nor English, and several schools within the system were teetering on the brink of State takeover if improvement in student scores didn't materialize this school year. Tish worked in a county System dominated by upper-income residents, and Joey taught in the rural community in which all three grew up. The rural community had high unemployment, and a low percentage of graduates went on to college. As a result, the cousins came to the table with differing teaching experiences. "The numbers are all over the place," Jeri Lynn remarked as she studied the pages. "The whole system is flawed, and they need to make changes," Joey said. " It's too subjective. The principal and master teacher observations are subjective because there are personal factors that affect a true outcome." "Yeah, look at the numbers from your upper-income district," Jeri Lynn said to Tish. " How can 60 percent of the teachers score 5s?" Tish chuckled. "Yeah, lucky us. Our schools are overflowing with children from wealthy families. These are the kids who will apply to Ivy League schools. I can tell you that the principals are going to avoid confrontation on all fronts. No principal is going to give any indication that their students are receiving an education that's less than perfect, and that means cramming the rankings with 5s. They claim a higher level of motivation for students, and thus the selection of an elite team of educators. So with those pressures, I don't think we get personal feedback that IS accurate." "At the other end of the spectrum, we have my rural district," Joey said. "The big problem is that the principals know everyone and have longstanding relationships with everyone in the county, so I think scores are based on personal history. We could almost predict who would get high or low scores before the observations. For principals, it can go back as far as 'his daddy and my daddy hated each other in high school, and now I get to evaluate his daughter." "I think that in many cases, principals feel pressure to align scores with state expectations. The stare expected my district to have high scores and expected rural schools such as yours to be lower," Tish said. "But isn't that partially offset by lower goals for the rural school distracts responded Joey. "The key to the accountability system is the principal in each school," Jeri Lynn suggested. "With several of the schools in Metro teetering on the edge of state takeover by the end of the year, we had lots of strict principals who wanted to hold our feet to the fire with lower scores." "I thought the whole idea was to provide the teachers With feedback so that we would know the areas where we need improvement," Tish said. "The principals were supposed to conduct two observations in the fall and two more in the spring," Jeri Lynn said. think that's asking too much of them when they already have so much on their plates. I think a lot of them are skimping on their visits. know I only had one observation last semester, and I'm sure Mr. Talley just faked the second set of numbers. The master teachers make only two observations a year, which may be more objective but counts for less." "I'm wondering, too, how a principal measure performance in a course area outside his area of expertise, such as math," Joey said. "If the guy has a phobia about math, anything the teacher says or does is going to 100k brilliant—thus a 5." Tish and Jeri Lynn looked at each other and laughed. Maybe we picked the wrong subjects," Tish said. "My question is one of perception," Jeri Lynn said. "A large percentage of my students are ELL. That affects their scores. How do you measure a 3 in my situation against a 5 for Tish? At the end of the school year, little Carlos is thrilled that his reading in English has improved, but there's no Big Bang here. a slow steady improvement that may not actually show up in big strides for a couple of years." "So, the question is how do they create a system that is fair?" Tish asked. "And accurate," added Jeri Lynn. Is a 1-5 grading System by principals and master teachers a valuable part of a feedback control system for teachers? Why?
- The HRM (Human Resource Management) Department of an organization administers a behavioralprofile test to measure the capabilities of individuals under consideration for employment. The testresults were analyzed manually by experts appropriate for the positions to be filled. Results aredivided into three categories: candidate style, candidate values and candidate thought preferences.Due to the large number of applicants, the many locations of the company and the high level ofexpertise required for the analysis, it was very difficult to execute a quality analysis in a timelymanner. To overcome these problems an expert system was developed which includes elevenknowledge bases.The basic objective of the system is to assess the candidate’s directional initiative, potentialperformance problems, and supervision effectiveness. Analysis of an average applicant, which takesan hour when it is done manually, can be performed in about five minutes when supported by anexpert system. The system is…The HR department is trying to fill a vacant position for a job with a small talent pool. Valid applications arrive every week or so, and the applicants all seem to bring different levels of expertise. For each applicant, the HR manager gathers information by trying to verify various claims on resumes, but some doubt about fit always lingers when a decision to hire or not is to be made. What are the Type I and II decision error costs? Which decision error is more likely to be discovered by the CEO? How does this affect the HR manager’s hiring decisions?A local manufacturing firm which produces engineer to order and assemble to order high value products for the pharmaceutical industry has recently been requested by its owner to provide a proposal on the benefits of a predictive performance model and methodology from a workshop that you have recently completed. You are requested to produce the following report: 1. Review the current state of the practice of performance reporting within firms. 2. Suggest a suite of appropriate key performance measures. 3. Explain the benefits of an Ex-Ante or Predictive Performance approach to enterprise performance management. 4. Recommend a methodology on how this type of Enterprise Performance Model might be deployed within actual firms. It is recommended that you use appropriate examples from the literature or your prior industrial experience to support any recommendations that you provide.
- What is USC-CT problem solving process and how is it used, provide examples? please no plagarism.How does predictive analytics being applied in TikTok? Please explain1. What is the key difference between causal and effectuation thinking process? a) Causal focuses on what is in the hand, but effectuation don’t look what is in the hand b) In both processes, the resource and outcome is determined c) In causal process, the outcome is already determined, but for effectuation, there is a range of possible outcome. d) Involves the ability to rapidly sense, act and mobilize 2. Which one of the following are the characteristics of the traditionally managed firm? a) Episodic use of rent of required resources b) Opportunity search restricted by controlled resources c) Rapid growth is the top priority d) Management structure is flat with multiple informal networks 3. Lego has been changing the materials of its famous bricks to biodegradable oil-based plastics, what type of entrepreneurial thinking is this? a) Bricolage b) Cognitive adaptability c) Superficial similarities d) Structural similarities 4. Nirob has BDT 10000, a high-speed personal computer with…
- 14. Ahmed works as a sales person in an electronic shop. He tends to attract buyers with updated features of a product of their interest, but he does not intend to sell that particular product as he does not have enough stocks from it. However, Ahmed used this strategy to grab customers' attention then offer them a different expensive product in its place. Ahmed is performing a process of: * A.Remarketing B.Opt-ins C.Bait and switch D.Behavioral targeting E.Permission marketingHow does the Covid19 crisis change the skill requirements and task contents of that internship/job?I need answer typing clear urjent no chatgpt used i will give upvotes
![Management, Loose-Leaf Version](https://www.bartleby.com/isbn_cover_images/9781305969308/9781305969308_smallCoverImage.gif)
![Management, Loose-Leaf Version](https://www.bartleby.com/isbn_cover_images/9781305969308/9781305969308_smallCoverImage.gif)