Coursework Final Exam

Coursework Final Exam
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Question One
When selecting and implementing an assessment or testing program for the purpose of employee selection and staffing, the following elements should be taken into consideration. Firstly, the evaluation program should depict a trait of reliability. The act helps to demonstrate the consistency of scores achieved when the same applicants are reexamined with a similar assessment test. Secondly, the aspect of validity on the relationship between the performance on an evaluation and the performance on the job should be taken into consideration. Validity is a vital element to cogitate when determining whether to use a particular evaluation device. Thus, an assessment that does not offer valuable statistics about how a person will work on the business is of no significance to a corporation (Gilbert, Winne, & Sels, 2015).
Similarly, an assessment program should employ the latest technology when selecting and implementing the technique for the purpose of employee selection and staffing. The act helps to narrow down the applicant pool through the application of online screening of resumes or online biographical data tests. The aspect of technology can also enable a corporation to overcome distance challenges and allow agencies to reach and interview a large number of applicants. Lastly, a testing program should take into consideration the legal context of assessment.
The different types of assessment tests include mental and physical ability tests, achievement tests, biodata inventories, employment interviews, personality inventories, honesty and integrity measures, education and experience requirements, assessment centers, medical examinations, and drug and alcohol tests.

The tests call for a good deal of knowledge and judgment so as to make effective decisions that are related to employment. Therefore, they require specialized training, education, or experience so as to be administered and interpreted correctly. Assessment programs should comply with employment laws and regulations so as to prohibit unfair discrimination and provide equal employment opportunities (Gilbert, Winne, & Sels, 2015). In most cases, the tools are appropriate in acting as good predictors of job and training performance, and analyzing leadership abilities of different personalities. Conversely, the employment assessment tools can be applied in an incorrect way, and they may violate the applicable regulations.
Question 2
An organization can either apply internal or external sources of recruiting new employees. Internal recruitment is a method through which employees are hired from sources within the organization while external recruitment employs outside sources to recruit employees. The two practices have a momentous sway on the inspiration of workforces, efficacy of the company, and general employee gratification. On the same note, the two sources depict the clout to bring new talents and enhance the working atmosphere in the corporation. Internal sources offer candidates whom the managers are aware of their strengths and weaknesses whereas the external sources provide a large pool from which the HR department can select the best candidate (DeVaro, 2016). Similarly, internal sources provide candidates who are familiar with the business and how it carries its operations whereas external sources generate candidates with a wider range of experience.
When carrying out the recruitment process, it’s critical to take into consideration the appropriate employment laws. The act helps to ensure legal compliance of the HR executives and recruiters as they carry out the undertakings of the company. Thus, job postings, interview questions, checking references, and making offers need to be carried out in a way that meets the legal requirements. The laws include “Title V11 of the Civil Rights Act, Age Discrimination in Employment Act, Equal Employment Opportunity Commission, Uniform Guidelines on Employee Selection and Recruitment Procedures, The Americans with Disability Act, State, and Federal Employment Laws and Title 1 of the Civil Rights Act” (Clardy, 2003). Similarly, other rules include record observance of adverse influence and job-relatedness of investigations, the standards of learning and psychosomatic analysis, authentication and use of employees’ recruitment techniques.
Question 3
A successful interview and selection process can be achieved if the following guidelines are taken into consideration. The HR department needs to figure out what the company is looking for in their new hire. Thus, this helps them to ask the right questions during the interview process. The act should be carried out before the interviewing and selection panel meets the shortlisted candidates face-to-face. The HR managers should start the process by compiling a list of required attributes for the position and looking at the traits of their top performers so as to be able to select the best among the applicants (Ullah, 2010). Similarly, the interviewing and selection panel should try to reduce stress among candidates that arise due to the many unknowns that emerge from the process. Therefore, preemptive steps should be taken so as to lower the cortisol levels of the applicants. The panel should inform the candidates in advance the topics that they shall discuss and their dress code. Consequently, they shall feel comfortable and help the company hold a productive and professional discussion.
A successful interview and selection process calls for managers to seek counsel from trusted colleagues so as they can offer a hand of help. Equally, the aspect of a cultural outfit of the candidates should be considered, but the interviewing and selection panel should not obsess it. The group should view the company’s work environment and formulate a comparison to an applicant’s orientation. Thus, this will enable the board to have a knowhow on whether a candidate is a long-term planner or a short-term thinker. Similarly, the HR directors will view the possibilities of an applicant being a collaborative worker or an individual who prefers working independently (Ullah, 2010). Consequently, if the above-discussed guidelines are taken into consideration, the interview and selection process is likely to avoid litigation.
Question 4
An organization must follow the following steps when it uses credit reports, drug tests, or perform security background investigations to make employment decisions. Firstly, the organization must define the objectives of applying the credit reports, drug tests, or security background investigation. The act will assist the administrators to know whether the technique they have embarked on will make an alteration in their employment decrees. On the same note, they will be able to realize how valuable their process is and the steps to follow for them achieve their opportunities. Secondly, the managers should identify the limiting factors on their investigations, tests and among their applicants so as to avoid losing potential candidates prematurely (Smith & Duffy, 2013). Hence, this will enable them to know the right steps to take and the errors that may be produced by the testing apparatus that have been put in place.
Thirdly, the organization must develop alternative courses of action that it shall use in applying those techniques among the applicants who shall show interest in different positions. The piece will provide managers with various alternatives of the data that they shall collect from the candidates. Consequently, the HR executives should come up with a detailed analysis of the options that they shall use to carry out the tests and investigation and arrange them in chronological order. The step will enable them to know the criteria they shall apply in making the employment decisions. On the same note, they shall be able to carry out a feasibility, acceptability, and desirability studies on the procedure of using the credit reports, drug tests, or perform security background investigations.
Lastly, the management team should go ahead and implement their employment decisions after exploring the possible future adverse consequences and the risks that their decision poses to the organization and the employee body (Smith & Duffy, 2013). On the same note, the organization must institute a control and evaluation system. The scheme will make sure that the workers depict the employment decisions made by managers based on the use of credit reports, drug tests, or security background investigations in their daily undertakings.
Question 5
In the contemporary world, manual systems of recruitment, staffing, and selection processes are becoming less popular since technology is taking over. The aspect of technology has acted as an instrument for the HR executives to swiftly and proficiently screen applicants of their choice. Similarly, candidates are in a position to make applications easily at the comfort of the own homes with just a click of a button (Howardson & Behrend, 2014). Examples of online tools used by HR executives in the recruitment process include psychometric testing, reference checking tools, video interviews online screening of resumes, online biographical data tests among many other instruments.
Technology encourages innovation and creativity among staffs in the workplace. It offers them with an opportunity to apply diverse business methodologies to come up with creative business ideas that are significant in the expansion of the company’s business empire. Many corporations generate technological challenges and offer rewards to staff members who develop creative ideas in applying the technology. An example is the application of enterprise networks that allow workforces to mingle and interrelate with other ingenious teams from diverse syndicates. Consequently, this leads to an exchange of ideas and an encouragement of brainstorming on various work-related issues.
Conversely, technology has resulted in the emergence of fraudulent applicants who fake identity with the intention of getting information about the company of the recruitment officers. Spammers may use data acquired from online platforms so as to promote a service or product at the expense of the corporation. On the same note, professional hackers can use job posts’ data to gain access to the company’s intranet or carry out fraudulent activities as a member of staff (Howardson & Behrend, 2014). The act can be a logistical nightmare or even damage the reputation and credibility of a corporation. An example is what happened to Sony in November 2014 when names, addresses, social security numbers, internal emails, and other personal information were exposed. The act affected current and former employees of Sony whose number totaled to 47,000.
Question 6
An organization can prevent discrimination claims by including the following aspects in the recruitment, staffing, and career development plans. Firstly, the company should incorporate and implement a comprehensive antidiscrimination policy into the processes. The system will make both the management team and employees aware of the behaviors that cannot be tolerated in the workstation (Gholston, 2015). The policies should be clear and designed in a concise language so as to make them easily comprehended by all members of the organization. Correspondingly, the company should have a good description of every position that needs to be filled so as to enable all potential candidates interested in the positions to file their applications. Equally, the interview queries should be well premeditated and appraised so as to certify that the recruitment panel is not pushing it too far to the point that the process shall be seen as inequitable.
The company should employ the services of an attorney so that he can help in arranging ample system guide for recruiters. The lawyer will make sure that the HR executives are not going against any rules in the different processes that they carry out on behalf of the organization. Similarly, the management team of the organization should undertake compulsory teaching about workstation demarcation and be notified of the legal consequences that may be instituted against them if the acts are reported or noticed by any internal or external bodies. Equally, the organization should prepare its human resource department to accept discrimination complaints and solve them in a professional manner (Tushevska, 2015). Lastly, the top management of the company can have “State and Federal Labor Law Posters” in the corporate quarters of the organization so as to remind those responsible for recruitment, staffing, and career development plans on the ways of preventing discrimination claims.

References
Clardy, A. (2003). The Legal Framework of Human Resources Development, Part II: Fair Employment, Negligence, and Implications for Scholars and Practitioners. Human Resource Development Review, 2(2), 130-154. http://dx.doi.org/10.1177/1534484303002002003
DeVaro, J. (2016). Internal hiring or external recruitment?. IZA World Of Labor. http://dx.doi.org/10.15185/izawol.237
Gholston, S. (2015). Effective Strategies for Hiring Employees Despite Social Affiliation. Academic Journal Of Interdisciplinary Studies. http://dx.doi.org/10.5901/ajis.2015.v4n2p211
Gilbert, C., Winne, S., & Sels, L. (2015). Strong HRM processes and line managers’ effective HRM implementation: a balanced view. Human Resource Management Journal, 25(4), 600-616. http://dx.doi.org/10.1111/1748-8583.12088
Howardson, G. & Behrend, T. (2014). Using the Internet to recruit employees: Comparing the effects of usability expectations and objective technological characteristics on Internet recruitment outcomes. Computers In Human Behavior, 31, 334-342. http://dx.doi.org/10.1016/j.chb.2013.10.057
Langevin, P. & Mendoza, C. (2013). How can management control system fairness reduce managers’ unethical behaviours?. European Management Journal, 31(3), 209-222. http://dx.doi.org/10.1016/j.emj.2012.12.001
Smith, K. & Duffy, R. (2013). Avoiding the Pitfalls of Using Criminal Arrest and Conviction Records When Making Employment Decisions. Employment Relations Today, 40(1), 89-97. http://dx.doi.org/10.1002/ert.21404
Tushevska, B. (2015). The Non – Discrimination Principle Through The Concept Of Establishment Of Companies In European Union. SEEU Review, 11(1). http://dx.doi.org/10.1515/seeur-2015-0014
Ullah, M. (2010). A systematic approach of conducting employee selection interview. International Journal Of Business And Management, 5(6). http://dx.doi.org/10.5539/ijbm.v5n6p106