Question from: Fundamentals of Human Resource Management, 7 th Edition. Noe, Hol

Question

Question from: Fundamentals of Human Resource Management, 7 th Edition. Noe, Hollenbeck, Gerhart, & Wright (2017)

1. Identify and explain the key elements of the selection process and how to conduct effective interviews. Share your experience(s) as an interviewee during the selection process.

2. Read the HR How To, "Using Data Analytics to Support Fair Hiring Decisions" on page 171 of your textbook. You do not need to answer the two questions in this section.

Then, read the HR in Small Business, "Strategic Hiring at Skookum Digital Works" on page 190 of your textbook. Respond to the two questions in this section on page 190.

3. Identify and explain the activities involved as well as the importance of each step in training an employee as recommended by the author of your textbook.

4. In your opinion, why are some organizations extremely good at handling employee training while others almost ignore any formal training sequence? What experience(s) do you have with training received in a job as an employee? What types of training would you like to receive? Why?

Explanation / Answer

Fundamentals of Human Resource Management, 7 th Edition. Noe, Hollenbeck, Gerhart, & Wright (2017)

This book provides a complete introduction to human resource management for the general business manager who wants to learn more about how HRM is used in the everyday work environment. Its adaptive learning program and its engaging, focused, and applied content make it the fastest growing HRM program on the market.

Ans. 1: Key elements of the selection process:

Once you have developed your recruitment plan, recruited people, and now have plenty of people to choose from, you can begin the selection process. The selection process refers to the steps involved in choosing people who have the right qualifications to fill a current or future job opening. Usually, managers and supervisors will be ultimately responsible for the hiring of individuals, but the role of human resource management (HRM) is to define and guide managers in this process. The time for all involved in the hiring process to review résumés, weight the applications, and interview the best candidates takes away time (and costs money) that those individuals could spend on other activities. In addition, there are the costs of testing candidates and bringing them in from out of town for interviews. In fact, the US Department of Labor and Statistics estimates the combined direct and indirect cost of hiring someone new can reach upwards of $40,000 (Hamm, 2011). Because of the high cost, it is important to hire the right person from the beginning and ensure a fair selection process. For example, the Austin, Texas, fire department calculated it would cost $150,000 to re-interview candidates, after the interview questions were leaked to the public, giving some candidates possibly unfair advantages in the interview process1.

The selection process consists of five distinct aspects:

The first aspect to selection is planning the interview process, which includes criteria development. Criteria development means determining which sources of information will be used and how those sources will be scored during the interview. The criteria should be related directly to the job analysis and the job specifications. In fact, some aspects of the job analysis and job specifications may be the actual criteria. In addition to this, include things like personality or cultural fit, which would also be part of criteria development. This process usually involves discussing which skills, abilities, and personal characteristics are required to be successful at any given job. By developing the criteria before reviewing any résumés, the HR manager or manager can be sure he or she is being fair in selecting people to interview. Some organizations may need to develop an application or a biographical information sheet. Most of these are completed online and should include information about the candidate, education, and previous job experience.

How to conduct effective interviews:

As a business owner or manager, hiring an employee is one of the most important decisions you will make – and interviews are a valuable tool to help you choose the best candidate.

The key to effective interviewing is to focus on evaluating the applicant’s job-related qualifications and skills, while avoiding irrelevant questions that may be considered discriminatory. You can follow the steps listed below to help you make the most of your interviews and stay in compliance with the law:

1. Understand the job requirements: Identify the major duties and responsibilities of the position, along with the knowledge, skills, and abilities that are needed to perform the job’s essential functions. Organizing your selection criteria will help you develop objective interview questions to evaluate each applicant’s potential to succeed.

2. Develop job-related interview questions: Prepare a set of interview questions that target the essential functions and responsibilities of the job. Develop questions for each job requirement you have identified to help you determine a candidate’s qualifications. Ask only for information you intend to use in making a hiring decision and know ahead of time how you will use the information to make that decision.

3. Establish a system to evaluate candidates: Think about your selection criteria and what types of responses you are looking for that will demonstrate a candidate’s skills and ability to perform the job. Set up a formula for rating the applicant’s answers that is based on the selection criteria you have identified. Using a standard form helps to make the process more objective and ensures that candidates are evaluated based on the same criteria.

4. Ensure a comfortable interviewing environment: Choose a private area that is neat and quiet – such as an office or conference room – to conduct the interview. Avoid distractions and do not answer the phone or respond to emails during the interview. Offer the candidate water or coffee before you begin.

5. Help the candidate relax: A friendly demeanor helps to put the candidate at ease and encourages a more natural conversation. However, be careful to avoid small talk that could inadvertently lead to potentially discriminatory questions such as those about a candidate’s marital status or political beliefs. During the interview, nonverbal gestures like smiling, maintaining eye contact, and nodding your head can show your attentiveness and make the candidate feel more comfortable.

6. Avoid unlawful or discriminatory questions: Questions regarding race, religion, age, ethnic group, national origin or ancestry, political affiliations, military service, disability, or other sensitive topics may be discriminatory and should be avoided. Do not ask questions that might elicit such information – for example, asking about the origin of an unusual surname. As a general rule, information requested in an interview should be limited to that which is essential for determining if a person is qualified for the job.

7. Document the interview: Document the interview by taking interview notes. You can later use these notes to refresh your memory when it is time to review the candidate’s qualifications and compare his or her strengths and weaknesses against other candidates. Limit your documentation to job-related information and facts, and do not include subjective observations. Disregard any irrelevant or inappropriate information volunteered by the applicant during the interview and do not write it down.

8. Allow the candidate to ask questions: While most of the interview will focus on asking the candidate questions, be prepared to discuss your company and the specific job opening. Give the candidate an opportunity to ask questions and be honest with your answers – as much as it is important for the candidate to make a good impression, it is also important to establish realistic expectations so the candidate can decide whether the position will be a good fit.

9. Provide the candidate with information regarding next steps: End the interview by thanking the candidate for his or her interest in the job and your company, and let the candidate know your time frame for getting back in touch regarding any next steps. Remain neutral and do not lead the applicant to believe an offer is forthcoming until you make a final decision.

10. Make your final decision and notify candidates: Evaluate each applicant’s qualifications and extend an offer of employment to the best-qualified candidate. Maintain a positive image of your company by informing unsuccessful candidates that they have not been selected and thanking them again for their interest.

Sharing my experience(s) as an interviewee during the selection process:

Too many job seekers make the interview process more complicated than need be, thinking they need to do something special to stand out. With my experience as an interviewee, I can say that the interview starts before many job seekers realize the interview starts. When you check in at reception, your demeanor with the person at the desk is often reported back to the interviewer. If you’re ready with the name of your interviewer and time of your meeting, you appear organized. If you sit with good posture in the lounge area, you exude poise. Start your interview behavior as soon as you enter the building.

Remember that the interviewer wants you to do well –when an opening is filled it means less work (no more interviews) and help is on the way (you’ll be taking on the work). In this way, you can relax knowing the interviewer is on your side. You can also relax knowing that a good interview is a few simple steps and well within the reach of any job seeker willing to do a bit of preparation.

Ans. 2: Strategic Hiring at Skookum Digital Works:

Skookum Digital Works is an award-winning digital strategy, design, and development firm. Whether you need to validate an idea or build an application, it can help. More than a decade ago, two friends and fellow UNC Charlotte alumni, James Hartsell and Bryan Delaney, took a leap of faith. They left secure jobs on a mission that held more promise and purpose: collaborate with innovative clients in growing organizations to solve their most pressing and complex technology challenges. Getting started wasn’t easy, but with determination, an entrepreneurial spirit, and a commitment to quality, Skookum was born.

Today, those same principles unite a team of talented business, design and technology professionals around a strong set of values focused on giving clients what they need.

It’s only fitting that the name Skookum by definition means: brave, strong, and marked by excellence in quality. It defines Skookum's culture and our promise to those we work with.

Strategic Hiring Pitfalls and Solutions:

Their vision is to become the most sought-after digital innovation consultancy. They want to be known not only for transforming the companies they serve, but also for being a destination workplace. In order to accomplish those goals, they need the right people on board.

They’re not just looking for talented strategy, design, and development professionals. They’re looking for people who will be a good fit for their culture.

Ans. 3: Activities involved as well as the importance of each step in training an employee:

Every job position should be viewed in its entirety, from the hiring process to retirement (or resignation/firing). Organizations must provide the circumstances and resources necessary to develop the knowledge, skills, and abilities of their employees every step of the way. This point of view helps organizations set their employees up for success and has the added benefit of improving employee retention and engagement.

Traditional training and development programs will always be an essential component of the employee lifecycle. Developing new skills and abilities, as well as updating existing knowledge will be continuously required just to keep pace with new developments in technology as well as new processes and procedures. For effective employee training, there are four steps that generally occur. First, the new employee goes through an orientation, and then he or she will receive in-house training on job-specific areas. Next, the employee should be assigned a mentor, and then, as comfort with the job duties grows, he or she may engage in external training. Employee training and development is the process of helping employees develop their personal and organization skills, knowledge, and abilities.

Employee Orientation: The first step in training is an employee orientation. Employee orientation is the process used for welcoming a new employee into the organization. The importance of employee orientation is two-fold. First, the goal is for employees to gain an understanding of the company policies and learn how their specific job fits into the big picture. Employee orientation usually involves filling out employee paperwork. The goals of an orientation are as follows:

In-House Training: In-house training programs are learning opportunities developed by the organization in which they are used. This is usually the second step in the training process and often is ongoing. In-house training programs can be training related to a specific job, such as how to use a particular kind of software. In a manufacturing setting, in-house training might include an employee learning how to use a particular kind of machinery.

Many companies provide in-house training on various HR topics as well, meaning it doesn’t always have to relate to a specific job. Some examples of in-house training include the following:

As you can tell by the list of topics, HR might sometimes create and deliver this training, but often a supervisor or manager delivers the training.

Mentoring: After the employee has completed orientation and in-house training, companies see the value in offering mentoring opportunities as the next step in training. Sometimes a mentor may be assigned during in-house training. A mentor is a trusted, experienced advisor who has direct investment in the development of an employee. A mentor may be a supervisor, but often a mentor is a colleague who has the experience and personality to help guide someone through processes. While mentoring may occur informally, a mentorship program can help ensure the new employee not only feels welcomed but is paired up with someone who already knows the ropes and can help guide the new employee through any on-the-job challenges.

External Training: External training includes any type of training that is not performed in-house. This is usually the last step in training, and it can be ongoing. It can include sending an employee to a seminar to help further develop leadership skills or helping pay tuition for an employee who wants to take a marketing class. To be a Ford automotive technician, for example, you must attend the Ford ASSET Program, which is a partnership between Ford Motor Company, Ford dealers, and select technical schools.

Ans. 4: Why are some organizations extremely good at handling employee training while others almost ignore any formal training sequence? What experience(s) do you have with training received in a job as an employee? What types of training would you like to receive? Why?

The need for training and development: Employee training and development are part of good management practices and good risk management strategies. The following issues and changes in an organization many indicate the need for employee training and development:

At the same time as the need for employee training and development is increasing, it can be argued that the time and money available in organizations for traditional forms of learning such as formal training courses has decreased. To meet this gap between the need for training and its accessibility, we've identified a variety of inexpensive methods for employee development that can offer longer leaves than the law requires. Or, your policy can stipulate that employees will be paid while they are on leave. By using these methods in a deliberate and thoughtful way, performance of your employees and your organization can be improved.

Benefits of employee training and development: In the CPRN report Job Quality in Non-profit Organizations, it is pointed out that development opportunities help to ensure that your organization is a desirable place to work. The report's forward states that employee training and development programs also have a positive impact on performance: "Job quality affects worker morale, job satisfaction, and the scope workers have to apply their skills and abilities to the job - all key contributors to productivity performance."

Employee training and development programs also help with employee retention. In the book Employee Training and Development (see Links and Resources below), Noe states that:

"Studies of what factors influence employee retention suggest that working with good colleagues, challenging job assignments and opportunities for career growth and development are among the top reasons for staying with a company."

Employee training and development programs prepare staff to successfully carry out the mission of the organization. As stated by Zummach "... nonprofits that invest in their own organizations, particularly in the area of employee development and training, find that they are stronger and better equipped to carry out their mission."

Benefits of employee training and development include:

Creating a learning environment in your organization: A positive environment for learning is always critical for success, whether it is the environment of a classroom or the environment of your organization. The learning environment provided by an organization is a function of the organizational culture. Organizational culture means the values, attitudes and beliefs reflected in the mission, goals, and practices of the organization.

The Board of Directors and senior staff of your organization set the tone for the organization's culture. Do their decisions and actions view learning as a positive way to improve individual performance and the performance of the organization? Are these positive outlooks reflected in the value statements, policies and structures that guide the operation of the organization?

Here are some ways organizations that value learning provide a supportive learning environment:

Recognize that learning is part of everything the organization does: Opportunities to learn happen all the time. Organizational cultures that support learning recognize learning as an ongoing process, not an event. A new piece of legislation may be used as a learning tool for all staff. A proposed special event may become a learning opportunity for an employee who has expressed an interest in event management.

Support the expectation of learning with resources for learning: An organization shows that it values learning by including employee training and development in the annual budgeting process. Items included in the annual budget reflect the priorities of the organization.

Encourage learning at all levels: Opportunities to learn are made available for everyone in the organization from the Board of Directors to the most junior staff.

Recognize that mistakes are learning opportunities: One way an organization shows that it values learning is in its approach to mistakes.

"Failure is critical to the learning process and must be considered in the context of the individual's role, potential, and future success. When we fail, we might react in one of three ways: learn from the mistake, continue to fail, become reluctant to try again. In today's workplace environment, leaders must develop a culture that removes the punishing effects of failure to help people to take risks, be creative, and to grow." Laurie Hillis.

It is important to encourage people to learn from mistakes rather than being afraid to admit their mistakes for fear of disciplinary action.

Have a policy on employee training and development: A policy on employee training and development shows that the organization values learning. Professional development policies usually include guidance on:

Provide time for learning: Time for learning in the workplace is important for the success of an employee development program. This means giving employees time to learn without the interruptions of every-day activity.

Allow for practice of new skills on-the-job: Learning does not end when the activity is over. Opportunities to use the knowledge and skills they have learned on-the-job will ensure that people retain what they have learned.

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