Recruitment and selection Recruitment and Selection Sunny Corporation Position N
ID: 460790 • Letter: R
Question
Recruitment and selection
Recruitment and Selection
Sunny Corporation
Position No.:
xxx-xx
Position Title:
Senior Investigator Officer
Position Duration:
Full-time
Sunny Corporation is a global consultancy service based in the United States. The company has grown from 7,000 to over 9,000 employees over the last three years and serves more than 1200 clients in four regions. Its core values of teamwork, partnership, and excellent client relations, has guided the growth strategy and operational practices led by seasoned executives and top talent, building towards a leader in the industry. Sunny’s employees believe in the core values and demonstrate their passion for client success. Sunny’s philosophy is to grow with its client and balance its history and experience with a “next-generation” innovation to foster long-term client relationships based on delivering positive results. Sunny Corporation recognizes that its success would be impossible without its valued employees. It, therefore, makes every effort to ensure diversity and that employees are equipped with the resources they need to thrive within the organization, including mechanisms for resolving conflict and ethical issues. As part of the Sunny Corporation, the Ethics Office promotes the development and application of the highest ethical standards by staff members in the performance of their duties with respect to the company. A commitment to its core values and high ethical standards is important to the success of Sunny Corporation.
The Ethics Office reviews and investigates complaints or allegations of staff misconduct/ possible wrongdoing. The office is seeking a Senior Investigator Officer who will take the lead role in and who has a successful track record in conducting internal administrative reviews or investigations involving allegations of workplace misconduct including harassment, abuse of authority, conflict of interest and other violation of policies, in a meticulously thorough and objective manner with attention to detail, timeliness and cost control and can adapt easily to working in a diverse and multicultural work environment.
Description of Duties
The Senior Investigator’s role will include, but are not limited to conducting reviews or investigations into allegations of workplace wrongdoing including, harassment, conflicts of interest, whistleblower retaliation, and other violations of Sunny Corp’s rules and policies. The Senior Investigator will also provide support to the Investigations Manager, in connection with work program management, quality assurance, and the day-to-day administration of the office. The Senior Investigator Officer will perform the following responsibilities:
Undertake and manage investigations and deliver highest quality related investigative work with specific considerations to utilizing available resources.
Establish appropriate deadlines and processes for ensuring high quality work outputs. Maintain all formats of case files and track case status. Ensure record keeping of all produced and received documents.
Provide support in coaching, mentoring and supervising junior staff.
Lead team priorities and actively seek and consider diverse ideas and approaches.
Clearly and concisely prepare, present, discuss and defend findings, conclusions and recommendation.
Review and assess complaints and allegations.
Develop and manage investigative plans and strategies.
Conduct complainant, witness and subject interviews.
Decide to pursue or conclude an investigation. Identify key issues and barriers and the appropriate solutions.
Provide recommendations on trends, new opportunities and preventative measures/themes.
Manage work program, with minimal supervision.
Make decisions that are ethically based, transparent and have taken into account due process.
Identify best practices, trends, knowledge and lessons learned across units and with clients and partners, articulating ideas verbally and in writing in a clear and compelling way across audience of varied levels.
Maintain client relationships in the face of conflicting demands or directions and provides evidence-based advice and solution based on sound diagnosis and knowledge.
Prepare and deliver high quality and timely briefing material for senior management as required.
Lead on special initiatives/projects and undertaking other ad hoc assignments.
Selection Criteria
Education, professional background, skills
Master's degree or equivalent in law, criminology/criminal justice, or another relevant field.
Professional training and/certification by examination is desirable.
A minimum of 8 years of substantial professional experience in workplace investigations, corporate compliance, law, or a related field;
Professional experience in an international public organization, law firm or a multinational
private corporation is desirable;
Proven ability to write/produce complex reports or studies;
Demonstrated professional leadership and ability to lead a team of professionals in the execution of major projects;
Ability to coach/mentor more junior staff;
Strong organizational skills and the ability to prioritize and ensure timely completion of tasks as well as respond swiftly to country and management requests;
Proven conceptual, analytical, and evaluative skills;
Demonstrated problem-solving skills;
Demonstrated negotiation and/or mediation skills;
Demonstrated ability to work across units and in teams;
Ability to deal with multiple open-ended issues and undetermined periods of closure;
Ability to provide technical and team leadership, and
Knowledgeable about HR polices.
Values
Highest personal integrity with demonstrated ability to handle confidential matters in a discreet and respectful manner;
Recognized integrity and judgment;
Respect and compassion for individuals;
Respect for the Sunny Corp, its mission and objectives;
Commitment to diversity, equality and inclusion;
Ability to maintain confidentiality and inspire trust;
Ability to listen patiently and empathetically without forming hasty judgments; and
Sensitivity to Sunny’s distinctive demographic and cross-cultural context and influences, and ability to build effective work relations with internal clients and colleagues.
Communication and teamwork
Strong leadership and teamwork skills;
Comprehensive knowledge, skills, and abilities are required involving investigative strategies, methodologies, and techniques;
Excellent interpersonal skills, including the ability to work effectively in a team/task force as a participant or team/leader and with senior officials internally;
Excellent communications and presentations skills both oral and written; proven ability to clearly and concisely prepare, present and discuss findings and recommendations at a senior levels and to produce complex and compelling reports, papers, etc.;
Strong interviewing skills are required, including the ability to use active listening skills, focus interviews and to elicit critical information in a gentle and respectful manner from individuals feeling distressed;
Fluency in oral and written English; proficiency in one of the following languages is desirable but not essential: Spanish, French, Arabic, or Chinese;
Advise and make suggestions or recommendations as appropriate, on actions needed to settle conflicts, taking into account the rights and obligations existing between the Sunny Corporation and the staff involved, and the equities of the situation; and
Emphasize informal, non-adversarial, problem solving, preferably directly by the involved parties.
Other competencies:
Independence - Able to perform duties in an objective manner, with discretion towards sensitive or confidential information.
Professional Maturity - Demonstrate the ability to understand the importance of how behaviors and emotions can impact others and the success of the project or work.
Deliver Results for Clients - Develop and implements solutions that show understanding of how clients and/or own work achieves results that are financially, environmentally and socially sustainable; share new insights based on in-depth understanding of the client and recommends solutions for current and future needs of clients; hold self and team accountable for risk management and outcomes.
Collaborate Within Teams and Across Boundaries - Collaborate across organizational boundaries internally and externally with a sense of mutuality and respect; consistently engage others in open dialogue, bring out any conflicting viewpoints and incorporates viewpoints into solutions, giving credit where credit is due; leverage expertise of all team members to ensure successful outcomes; make choices and set priorities with a company corporate perspective in mind.
Lead and Innovate - Encourage and work with others to identify, incubate and implement relevant solutions; identify opportunities in changing circumstances and energize others to continuously improve, using intentional strategies to boost morale, team spirit, and productivity in context of the company’s values and mission; help others to understand problems, client needs and the underlying context.
Create, Apply and Share Knowledge - Ensure systematic sharing of good practice and learning from lessons from across Sunny Corp., clients, and partners; is known across the company in your subject area and is sought out by Sunny colleagues to advise, peer review, or contribute to knowledge products of others; seek mentoring opportunities with more experienced staff to deepen or strengthen professional knowledge and mentor junior staff; build networks across the Sunny Corp. and as part of external professional groups/networks.
Summary
Gabriela has a passion for helping eradicate fraud, corruption, and misconducts in the workplace. When the job for Senior Investigator Officer was posted with her current employer, Gabriela knew she would apply and take all the necessary precautions to secure this job. She has good experience and has worked in and outside the United States and in various law firms. She is ambitious, innovative, results driven and savvy in workplace misconducts and investigative practices. She has worked hard in school and on the job to advance her career. Her ambition, persistence, and drive for results has served her well in recognition of superior work; identifying solutions; having a keen eye for details, and a solid understanding of company policies and values with consistent interpretation and application thereof. In leading several projects, she also has a reputation for building good teams that produce innovative ideas to streamline existing investigation processes without sacrificing the quality of work, and developing initiatives to help the company reduce incidents of fraud and misconduct.
Though Gabriela’s critics question her self-interests at times and if there is a genuine concern for the best interest of other team members, they attest to her exceptional client orientation and technical strength in setting the bar for best practices in investigation procedures. Those who have served on team projects led by Gabriela are pleased with the final deliverable, but less so with the process of getting there. Gabriela is typically the first in the office and the last to leave, sends emails at any time of the day or night and sets high demands for project goals and deadlines—so high that some perceive them as unrealistic unless one is working around the clock like Gabriela; making work-life balance somewhat impossible. She also sets a high standard with individual investigative work, creating an unfavorable imposition to marginal performers. She has a tendency to select the same team members, in particular, a colleague that is rumored to be in a romantic relationship with her. She is quite friendly with the gentlemen, and at a former job, was involved in a legal case where a physical altercation occurred on work premises between two males she had been dating. Before the altercation, the work environment had become very uneasy for many colleagues due to the hostile environment between the two men and the lack of Gabriela’s and management’s involvement to address the matter.
The consensus from employers and most colleagues is that Gabriela creates, and environment of proactivity among team members and effectively manages the projects and delegates where appropriate. She works well with management, initiate ideas, the first to volunteer to take up new assignments and challenging investigation cases. Gabriela is an active participant in the goal setting, project planning and needs assessment of the department. She supports and responds to the unit's goals, programs, and activities. In conducting investigations, appropriate steps are thoroughly taken, proper interview techniques are used, and all leads are exhausted. She complies with policy, and proper procedures are followed for documenting evidence, maintaining field notes and destruction of evidence. Her reports are concise, accurate, inclusive, and submitted on time. Conclusions concerning case disposition are factually based and well documented. When under unusual circumstances, no serious deviations from expected performance are demonstrated. Composure is maintained under stress, and she does not compromise the integrity of a case or those involved. Gabriela handles stressful situations in a very confident and professional manner. Judgment results from sound evaluation of all factors involved.
Upon assuming her current role, Gabriela took over a project that had dragged on for over one year. With hard work and determination, Gabriela was able to identify the pain points in the office procedures and an ambiguous staff rule and policy that was creating a lot of confusion in resolving the case. She applied her methodology and was able to resolve the case in four months. She later presented a proposal to several managers, including HR that would prevent future occurrences, and was able to effect change in the related company policy. Gabriela’s streamlined procedures, which later became a mandate for the office, increased efficiencies and reduced processing time but required more upfront effort by investigators in fact-finding and precision in preparing reports that were not previously required. It was an improvement for the good of the office, clients and company, but some peers were unhappy with the change.
One of the current company’s pain points identified by Gabriela was lack of automation for many manual procedures. Gabriela worked with developers to design a new case management system which resulted in a reduction in an administrative processing time by 65%, investigation processing time of 36%, and a cost savings of $230,600. This was relatively easy to sell to management since she had implemented a similar system with her former employer. However, the manager was concerned with the cost and capital recovery of the system investment.
Gabriela successfully developed two awareness training programs to help employees (i) identify fraudulent activities, and (ii) understand misconduct, its various forms, and preventative measures. Nevertheless, Gabriela made a poor decision in declining to join the team that established Ethic Representatives in each of the company’s locations, which is thriving and has now been simulated by other companies. Some speculate that the rejection was because she was not assigned the lead role.
In her current job, twice has a colleague complained about rude behavior. On the client side, there have been no incidents. She is tactful and displays good self-control when in contact with emotional or irate individual. Gabriela averages a 93% satisfactory rating in investigation process and respectful treatment.
GABRIELA ROJAS
EDUCATION
The George Washington University Law School Washington, D.C.
Master of Laws in International and Comparative Law, August 2000
Emory University School of Law Juris Doctor, Atlanta, Georgia May 1996
John Hopkins University Bachelor of Arts Baltimore, Maryland, August 1993
Major: International Affairs; Minor: Business Management.
Honors: scholarship for leadership in community service.
Study Abroad: Valencia, Spain: studied Spanish language and culture for one year.
CAREER PROFILE
Investigation Specialist with proven professional experience. Detail-oriented professional with experience ensuring compliance with international organization's policies/guidelines, conducting preliminary inquiries and fact finding, and facilitating resolutions between parties. Superior ability working in teams, meeting very tight deadlines, and liaising with diverse groups/departments. A keen eye for detail and dedication to ensuring that work performed is in conformance to existing policies and procedures. Foster preventative measures environment. Demonstrated effective analytical, communication, research and writing skills, and project management. Skills include project design and implementation; diversity and awareness building; conflict resolution; career guidance and fully conversant in HR and case management software, information and communication technology.
PROFESSIONAL SUMMARY
Investigator: 2012-Present
Provide an internal review of other corporate policies to ensure corporate consistency and integration with the corporation’s ethics philosophies. Integrate the corporate ethics message throughout the corporate culture.
Conduct investigations pursuant to complaints and allegations of ethical wrongdoing or conflicts of interest. Prepare written investigative reports as necessary.
Develop and maintain confidential procedures for the handling and processing of complaints and allegations. Provide processes for the confidential hearing of employee issues related to the ethics.
Compile and analyze physical and documentary evidence.
Maintain an up-to-date knowledge and understanding of corporate policies compliance and reporting responsibilities and related legal benchmarks from federal, state, and international law.
Develop and facilitate corporate ethics training.
Diversity Program Coordinator: 2007-2012
Prepared concepts, fact-finding, researching scenarios and providing them with interpretation in support of the client needs.
Contributed significantly to the overall strategy of the Diversity Program including developing communication and outreach strategies. Provided awareness and education to staff on the business rationale for diversity and inclusion.
Developed a reliable and meaningful database of internal alternative dispute resolution programs and volunteers. The database was utilized in monitoring staff changes and movement; identification of trends, issues and conflicts that volunteers had dealt and managed and providing a quarterly report to senior management.
Legal Associate: 2004-2007
Performed comprehensive reviews of project proposals identifying legal, policy and reputational risks; proposed solutions to minimize the risks.
Methodically analyzed and researched legal and policy issues related to ongoing operational projects.
Worked with colleagues on numerous projects including preparation for complex negotiations and management meetings.
Conducted research and drafted memoranda on legal and policy issues arising out operations.
Drafted, reviewed, negotiated and finalized operational agreements.
Advised clients and management on legal and policy issues related to operational projects.
International Tax Law Editor: 2002- 2004
Researched and wrote summaries of international tax law developments, focusing on Latin America.
Led project of 20+ economies for Women, Business and the Law Project's sub-topic on "sexual harassment," covering both existence and scope of laws in diverse regions worldwide.
Attorney Experience: 2000-2012
Counseled clients and interviewed witnesses; answered cross-complaint; drafted opening and closing statements; drafted direct and cross examinations; filed motions and prepared exhibits.
Extensive experience in Foreign Corrupt Practices Act internal investigations.
Experience in litigation and anti-trust matters; prepared privilege logs.
Legal Intern, Office of the Chief Counsel: 1999-2001
Researched and wrote briefs on immigration law and criminal law, including briefs submitted to the Board of Immigration Appeals.
Legal Intern: 1998-1999
Translated legal documents from Spanish to English; reviewed legal documents in Spanish.
Researched and wrote memoranda on international trade law and U.S. law.
PROFESSIONAL ASSOCIATIONS
American Bar Association
Association of Certified Fraud Examiners
LANGUAGE SKILLS
Fluent in English
Native language: Spanish
Many people have an opinion about poor performers in the workplace. Some believe individuals are exclusively accountable for their poor performance while others believe managers are responsible for poor performers, which ultimately leads to unmet expectations by both parties. Jean-Francois Manzoni and Jean-Louis Barsoux (2002) state “in many cases, a boss’s attitudes and behaviors cause or “set-up” certain individuals—including those with great potential—to fail”, otherwise known as the Set-Up-To-Fail Syndrome. The set up to fail syndrome is a negative Pygmalion effect, whereby lower expectations lead to lower performance. The low expectation has a negative spill-over effect on the employees which causes performance to decline, and both manager and employee become disengaged. According to a 2013 Gallup study, the U.S. economy suffers $550 billion per year in employee disengagement. Despite opposing opinions about the causation of poor performers, two common denominators are, employees are disengaged by aptitude, interest, knowledge or passion; and disengaged employees cost employers a significant amount of resources in time and money. Rather than exerting a huge amount of energy into determining if individuals or managers are responsible for the detriment of an employee’s career, emphasis should be properly placed on the root cause of unmet expectations—the staffing process.
The staffing process varies across and sometimes within organizations due to structure, organizational culture or poor hiring systems. Such variables make it difficult to properly evaluate candidates to determine the right technical, social and cultural job fit. In a very broad sense, the most common new hire process is to craft a job description, post the job, screen and review applications, determine and interview a shortlist of candidates, evaluate in verbal or written form, select the top candidate, and make an offer (Lussier and Hendon, 2016). While the interview process in most cases is inadequate alone, it can be strengthened by employers investing sufficient time to do each step properly. As we are learning in this class, lack of strategic direction, vague understanding of the skills and competencies needed for the job, and improper planning can create challenges for interviewers to identify the right candidate. These elements led to rushed and recycled interviewing processes and forces interviewers to base decisions on limited information, and rely on intuition, biases, past experiences, and their own interpretation of what is needed. Having a solid interview process in place serves as a preventative measure to minimize performance issues, unmet expectations, dissatisfaction in the workplace, and profit loss.
On a scale of 0 to 100 (100 being the highest), what percentage would you rate the candidate? Indicate the candidate’s name and percentage.
Assign five characteristics to the candidate (e.g. innovative, poor judgement, etc.).
List two interview questions that you would ask this candidate to help determine the right job fit and the competency or behavior the question evaluates.
Provide one fact and one assumption that factored into your rating decision.
State one measure that managers can take to mitigate evaluation error when assessing candidates for a position?
Constraint identification management is an excellent characteristic since it is an essential competency for this position. Identifying job-relevant characteristics early on make it easier for interviewers to align individual and job characteristics for consistent and objective short-list, interview, and evaluation processes (FindLaw, 2013).
You have quite a few interesting viewpoints that would be great to have more details.
Can you share why the age 50 was specifically used in your second interview question? Do you believe that the method for handling unmet expectations should differ between age groups?
Is your assumption of “a tough attitude” a positive quality for you, resulting in the 90% score, or did this factor reduce your score to 90%?
If candidates are unaware that they are being tested without their knowledge “…waiting in line for the interview…”, how much weight would you give to this criteria compared with the actual interview criteria, in your evaluation of the candidate? How would you document this type of assessment? What is one reason you see this as a fair and unbiased process?
Position No.:
xxx-xx
Position Title:
Senior Investigator Officer
Position Duration:
Full-time
Explanation / Answer
1. Unmet expectations arise as a huge problem between what is expected and what is faced in jobs. Unmet expectations cause negative results causing job dissatisfaction. So, I believe that the method for handling unmet expectations should differ between age groups. As employees which are senior to others are expected to be more mature and committed towards their job as well as organization as a whole. They feel less emotionally stressed and understand the pressure so are unlikely to leave.
Since unmet expectations are considered as psychological feature of the job, therefore it affects emotionally to the individuals working. Individual's adaptive capability overcomes these expectations. Senior employees have control on such kind of stress. Learning is also essential to prevent such expectations as learning supplements skill gaps.
2. Tough attitude most of the time considered as a sense of mastery and motive to be successful in your area of expertise. It leads to focus and concentration towards the work. It influences people to get more motivated towards their job leading to the attainment of the desired results which affects the growth of the organization positively.
3. If candidates are unaware that they are being tested without their knowledge “…waiting in line for the interview, this kind of interview can be useful as their patience to wait for the job opportunity signifies how much they are willing to work and how much committed they are towards the organization. Candidated being unaware get prepared for the interview. How much pleasant he or she is after a long wait for the interview. As in jobs, employees need to be polite and calm towards their fellow emplyees, management, clients, stakeholders. Intervierwers consider their personality and values. Are they still got a smile on their face after a long wait for the interview? How much interest they show towards the job genuinely? These factors help the interviewers to select the appropriate candidates.
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