DISCUSSION QUESTIONS

PART 1 INTRODUCTION TO HRM

1. Explain what HR management is and how it relates to the management process

All managers perform five basic functions: planning, organizing, staffing, and command and
control. Human resource management Refers to the policies and practices necessary to
perform the functions of a manager (or people). Human resource management helps
manage the process and avoid errors and mistakes, received a reply.

2. Give examples of how HR management concepts and techniques can be of use to all
managers

Human resource management concepts and techniques are useful to all managers because
human resources is primarily about managing people. This is worth learning for all
managers. Human Resources motivates employees by doing what is reasonably necessary
and focuses on keeping them happy. Managers will also earn more respect through HR
practices. Managers can keep employee morale high if all managers practice the same
qualities as HR managers. We all know that happy employees are the best employees.

3. Illustrate the HR responsibilities of line and staff managers

All organizational leaders must perform the same 5 basic functions, namely: 1) plan the
strategies that the organization must adopt, 2) organize people to implement those
strategies, 3) direct people to achieve their objectives in the right way. more profitable,
formulate those strategies. in a way that maximizes the company's profits and ultimately 5)
Personnel (evidence for the selection of the best employees who are best suited to help the
company achieve its objectives and their incorporation into the organization with the
minimum effort).

However, the latter function is strictly within HR, as HR (or HRM) is the branch of the
organization responsible for hiring employees, training them for their respective job
requirements, and remunerating them for their work as such. Their basic needs are already
covered while they work in the organization. So the impression we get from the HR function
is that they are responsible for hiring, and once they have selected the right candidate for the
position, they have to take care of the workforce and maintain it by focusing on their needs.
Satisfied with your work environment and the compensation you provide for your work.

There are three levels of management in any organization: line managers, human resource
managers, and CEOs. The managerial level is basically the level that deals with the
objectives of the company and the formulation of the main objectives of the company. This
category includes leaders and managers. This group cares relatively little about employees.
For this reason, they delegate responsibilities to line and personnel managers.

Line managers are described as the level of managers responsible for supervising the work
of subordinates. They directly supervise employees so that they can better address their
concerns about management practices and their basic needs and requirements. In addition
to the aforementioned responsibilities, line managers must also be held accountable for
achieving company goals set by the board of directors and personnel management. This
makes the responsibility of the line manager crucial for any organization, as they can not
only supervise most of the employees, but also be a decisive factor in the growth and
achievement of the company's objectives.

Personnel management is management above line management that specifically helps line
managers meet their needs. Your goal is to consider the requirements of your line managers
and work to meet them.

The responsibilities of direct human resources staff are broad. Being the immediate superior,
you must listen directly to the demands of the employees. They must conduct hiring tests
and procedures, refer candidates to the human resources manager for review, select
candidates who must undergo company-specific orientation, train employees on how to
optimize their procedures for working in the that they will work a healthy work environment
among employees, a nurturing environment between management and employees, they
should help employees improve their skills, make the workplace an opportunity for them to
learn, and finally take responsibility for safety and welfare. from every worker.

As mentioned above, people management is the support of direct managers in achieving the
goals established by the organization. To this end, they often act as intermediaries between
superiors and their superiors and receive offers for their own purposes. They also take on
the stressful and time-consuming responsibilities of line managers. For example, hiring new
employees. The personnel manager carries out the selection process based on the
requirements of the direct managers and their requirements for the nominated employee.
After selecting the most suitable candidates from a large number of job applicants, the list
will be sent to line managers for interview and the most suitable candidates will be selected.
Therefore, human resource managers work with line managers to perform an important
human resource management task. Although line managers play a very important role in
managing people, human resource management helps them with more mundane tasks.

4. Compare the authority of line and staff managers. Give examples of each.

On one hand, a line of authority is a form of power that reflects a relationship of superiority
and subordination characterized by the power of decision. They are responsible for directing,
motivating, and supervising employees to achieve organizational goals. Low level of
specialization, first line authority. They are primarily suitable for small and medium-sized
organizations.

On the other hand, staff managers refers to the right to make recommendations on how to
improve the effectiveness of frontline employees in performing their duties. The primary role
of frontline personnel is to provide expert advice and support to frontline personnel to ensure
smooth operations. High degree of specialization of the staff. Employee leaves can have
broader benefits for larger organizations.

PART 2 PERSONNEL PLANNING AND RECRUITING

 1. Why, in summary, should managers think of staffing, training, appraising, and Patiño
employees as a talent management process?

Employee management is a fundamental skill that every manager must learn and therefore
the first stage is staffing, which would normally be described as recruiting. Recognizes that
talent management tasks are part of a broader talent management process. Ensures that
human resource management choices, including hiring, training, and compensation, are
made with specific goals in mind. Similar skills, attributes, information, and experience
profiles are used in selection, positioning, evaluation, and compensation considerations
when developing a hiring strategy for a position. The concept of talent management is not
just a buzzword in human resources. It also works to recruit, manage, develop and retain the
best and brightest in the industry. In fact, talent management is at the heart of an
organization's strategy because it oversees one of the company's most valuable assets: its
people. Therefore, to retain employees, companies must strive to manage them effectively
and help them develop skills and abilities. Proactively segment and manage employees.
Most talent management functions are combined and coordinated. What personnel selection
should I do, choose or other activities to develop the ability to achieve strategic objectives?

2. Explain to the head of a company how he or she could use the talent management
approach to improve his or her company’s performance.

A talented workforce is an employer's most valuable asset. The talents, skills, and
contributions that your employees bring to the workplace can make or break your
organization. The productivity and profitability of a company depend almost entirely on its
workforce. Therefore, it is extremely important to retain talent for management and human
resources departments. Activities related to talent retention are sometimes referred to as
part of the talent management process. Some employers combine talent acquisition,
selection, and retention to achieve talent management objectives:

-Identify the most talented employees in your organization. Employees with excellent job
skills, abilities, interpersonal skills, and a desire to succeed are often cited as the most
talented, but employees who lack any of these qualities or need to improve in other areas
should not be excluded. Talented employees also possess qualities such as motivation,
initiative, and discipline. They are the ones looking for additional responsibilities and
conducting performance reviews to demonstrate their commitment to helping the company
succeed.

-Review the performance reports of your most talented employees. Identify your strengths
and areas for improvement; Use this information to lead a discussion about the employee's
career aspirations. Don't be discouraged if your meeting with an employee reveals your
career aspirations in another field. Taking the time to discuss this shows that employees are
valued contributors. One of the reasons employees often cite a company leaving the
company is that they believe the company has ignored their contribution or does not
acknowledge their views.

-Conduct a needs assessment to determine the training and development needed to retain
your most promising employees.
 3. What items are typically included in the job description?

Job descriptions include job title, purpose, duties and responsibilities, required qualifications,
preferred qualifications, and conditions of employment.

4. What is job analysis? How can you make use of the information it provides?

A job analysis is a step-by-step description of the job requirements, duties, and procedures.
Just as seeds cannot grow into flowers if the soil is not properly prepared, many human
resource management (HRM) practices cannot become competitive advantages if they are
not based on proper job analysis type

-determination
-information collected

A large amount of information can be collected during job analysis. Job analysis information
can be divided into three categories: job content, job background, and employee
requirements. Job content refers to the employee's work activities or what the employee
actually does at work. The work environment refers to the conditions in which work is
performed and the demands that work places on employees. Worker requirements refer to
the employee's qualifications necessary to perform the job successfully. Specific information
for each category is described below.

5. We discussed several methods for collecting job analysis data questionnaires,the

position analysis questionnaire, and soon.Compare And Contrast These
Methods,explain- ing what each is useful for and listing the pros and cons of each.

Interviews, questionnaires, observations, and participant diaries are known as traditional

data collection strategies because they are largely subjective. They are the best-known
strategy for job analysis insights into social activity and provide sensitive data about what
employees actually do and the skills and competencies required. Each has certain
approaches and associated drawbacks, as summarized in 3.1. in the table. Some of the
obstacles can be overcome by integrating at least two widely used technologies.

-The interview: Three types of interviews are used to collect job analysis information:
individual interviews with each representative, group interviews with employees doing similar
work, and supervisory interviews with at least one manager who fully understands the
position in question. The greatest discretion is that the holder of the position can condemn
practices and behaviors that should not be disclosed under any circumstances. The
interview also provides an opportunity to clarify the requirements and elements of the job
analysis, consider the evidence, and allow the interviewee to express frustrations or
perspectives that the manager may have missed in some way. Interviews are also generally
quick and easy and more customizable than surveys. Recognizing this reality,
representatives often misdirect certain responsibilities while limiting others. Therefore,
obtaining a large amount of data can be a simple process. Meetings are also quite a serious
matter and depend a lot on the compatibility of the questioner and the answerer. Group
chats are also very expensive because there are many people who use their free time to
participate.

-Questionnaire. Another acceptable strategy for obtaining job analysis data is to have
representatives complete a questionnaire describing their job duties and responsibilities.
Whether structured, unstructured, or a combination of both, questionnaires have strengths
and weaknesses. For example, surveys are a quick and efficient way to collect data from a
large number of reps, and it's cheaper than talking to multiple experts. Organized reviews
are useful for computer exams. This technique is also applicable in situations where learning
tests are widely distributed. The downside is that the way questionnaires are designed and
tested is often a costly and time consuming process. Other weaknesses are that this
procedure relies on respondents' relational skills, ignores evidence, and generally focuses
on job impressions.

-Observation: Direct observation is especially valuable when the job primarily involves
demonstrable physical activity. Direct observation and collection are often used together.
One way is to observe the work of the specialist throughout the entire work cycle. Record all
work exercises observed. Interestingly, this technique focuses more on reality than
recognition, and that external audiences are often more persuasive than government
officials, who may have explanations for distortions in the data presented. Disadvantages
relate to how observation affects employee behavior and its quality is unsatisfactory for work
that requires mental effort, where employees are involved in significant activities that occur
infrequently, and where the work cycle is long.

Participant Diary/Diary: Another procedure involves asking employees to keep a

diary/journal or record what they do during the day and the time they spend on each
exercise. This can provide a complete picture of the job, especially when coupled with
follow-up interviews with reps and their managers. Another discretion is whether it is suitable
for jobs with long work cycles. This strategy requires the interest and involvement of
employees, which is not always easy to achieve. Others lack reminders of a purposeful
approach and how staff can try to misrepresent some exercises and minimize the
importance of others. However, the sequential nature of recording generally limits this
problem.

Quantitative Job Analysis Techniques: If the focus is on assigning quantitative incentives to

each job so that it can be considered for compensation purposes, increasingly quantitative
job analysis techniques may be ideal. The two most familiar quantitative methods include:

Job Analysis Questionnaire (PAQ): The Job Analysis Questionnaire is a highly structured job
analysis questionnaire completed by job applicants. The PAQ contains 194 items, each
addressing a key component that can make a difference at work. Employment experts
choose whether everything is work-related at work, and if so, to what extent. The advantage
of the PAQ is that it provides a quantitative job score or profile for understanding how work is
performed along five key dimensions: (1) dynamic/responsive/socially responsible, (2) skills
used, (3) truly dynamic , (4) ) vehicle/work equipment and (5) finished data. The real quality
of PAQ is the order of work. The results can be used to compare jobs against each other;
these data can be used to determine appropriate compensation levels. Functional Job
Analysis (FJA)
Functional job analysis assesses the job not only in terms of responsibilities related to
information, people, and things, but also in terms of ancillary measures: the degree to which
guidance, ideas, and knowledge are required. Actions. Clear judgment in the execution of
tasks.; Scientific ability is required; includes oral and language planning. This quantitative
approach also defines performance criteria and readiness prerequisites.

6. Describe the types of information typically found in a job specification.

The job description outlines the employee's job duties in writing. This information allows
potential employees to know what is expected of them and is important so that no one
applies for a position without knowing what to expect and who is unqualified to avoid an
overabundance of unqualified applicants and other problems. in the future. form

You should include a list of the qualifications and experience of the person needed to do the
job. These may include education, skills, behavior, character traits, work experience, sensory
abilities, etc.

7. Explain how you would conduct a job analysis.

The best way to do a job analysis is to let employees know how they feel about their job,
which can be done through a survey. Data may be collected from employees based on
specific questions related to their daily job functions. Using observation techniques, check
what your employees get compared to what they actually do in the workplace, and track
what they do over time, how they spend their day, and how much time they spend on
specific activities. At the same time, it also collects information from heads of various
functions and performs comparative analysis based on job title or job group or family (and
tasks and skills), how it will relate to the salary structure, and finally provides a ranking. to
achieve a proper result. Therefore, the observation method, the questionnaire method, and
the interview method are generally used in job analysis.

8. Do you think companies can really do without detailed job descriptions? Why or why
not?

In fact, I think companies can really do without detailed job descriptions, because job
descriptions are an important part of job search evaluation, and the right information should
help job seekers decide if the position is suitable for their abilities and if it is suitable for
them. a good choice for your Ability. is what they really need to do.

From an organizational perspective, job descriptions are important to ensure that incoming
job applications meet the requirements of the position. Help onboarding staff and external
hires streamline recruiting interactions and get a large pool of suitable candidates for
follow-up meetings or recruiting.

9. In a company with only 25 employees,is there less need for job descriptions? Why or
why not?

No, the need for job descriptions does not decrease with fewer employees.
Therefore, an employee job description is also necessary for a company with 25 employees.
A job description is also necessary for a company with 25 employees for the following
reasons:

-Improve efficiency and effectiveness:

Many small business clients suffer from a lack of task lists and job descriptions. This is
especially common in partnerships and family businesses. In such a situation, people are not
as efficient and less effective than they would be in this environment. But with job
descriptions, they will be more effective.

-Less frustration:
The lack of a job description can be frustrating because if a person is hired but is not familiar
with their job and responsibilities, they will be dissatisfied because

-you don't know what job to do

-what is your strength
-Who will you notify?
-What specific skills does the organization need?
-how to measure your performance, ie. evaluation
If employees know all these things, they will feel less frustrated and more engaged at work.

-Motivation and satisfaction of employees:

Satisfaction is important even for small businesses, so if you have a clear job description,
you will be more focused on your work, which will lead to employee motivation and
satisfaction.

They will add value to your business: Having a good job description will add value to your
business, even with a small number of employees, small businesses can earn more because
they hire the right people to do the right job. Your staff is very efficient.

PART 3 EMPLOYEE TESTING AND SELECTION

1. What are the pros and cons of five sources of Job candidates?

The pros of using internal sources of job candidates include knowing a candidates strengths
and weaknesses, current employees may be more committed to the company and morale
rises if employees see promotions and rewards for loyalty and competence. The cons of
using internal sources include employees who apply for jobs and don't get them could
become resentful, and it can also be a waste of time because a manager usually knows
ahead of time who they want to hire. Outside sources, such as the internet, also have pros
and cons. The pros of using the Internet are that it is a cost effective way to publicize
openings, it generates more responses quicker, and is for a longer time at less of a cost than
any other method. The cons of using the Internet as an external source are that fewer older
people use the Internet, and that there is a potential for Internet overload. There are also
pros and cons for using advertising as a source of job candidates. The pros include that it is
the best for local blue-collar help, clerical employees, and lower-level administrative
employees if using the Wall Street Journal or the local paper. The cons include that you will
have to use other media outside your local paper to get specialized employees. Another
source of job candidates are employment agencies. The pros of using an employment
agency are that they provide services outside of just filling jobs, some of them are free, can
help candidates who are disabled, and saves more of your time. Some cons of employment
agencies are that some of them are costly, and some people are required to register with an
employment agency if they are unemployed who don't actually want a job and some
employers view this and think of it as lethargic in their efforts.

2. What are the four main types of information that application forms provide?

The application form contains four types of important information, such as:
-Education, experience
-Previous growth and progress of the candidate
-Stability based on previous work experience
-Prediction of job success.

3. How, specifically, do equal employment laws apply to personnel recruiting activities?

Discrimination against individuals based on race, ethnicity or cultural orientation is

unacceptable and it is important that organizations have strong non-discrimination rules and
policies in place. Discrimination is nothing more than making someone feel different because
of their race, ethnicity, etc. because. A discriminated group is a person who is treated
differently because of their race, color, religion, gender (this includes gender identity, sexual
orientation, and pregnancy), national origin, age (40 or older), disability, or genetic
information.

Access discrimination is nothing more than discrimination against subgroups, but they are
less likely to be hired than members of a dominant group. Discrimination in treatment refers
to the treatment given to people in subgroups based on their status rather than their
performance.

The Equal Employment Opportunity Commission (EEOC) is the agency responsible for job
requirements. Federal, state, and local laws protect employees from retaliation for filing a
sexual harassment complaint.

The EEOC also protects people from discrimination based on race, color, religion, sex (this
includes gender identity, sexual orientation, and pregnancy), national origin, age (40 or
older), disability, or genetic information. The company develops policies and guidelines to
prevent discrimination in treatment. Discrimination still exists in terms of access to the
workplace, but women and minorities are employed. These subgroups are vulnerable to
stereotypes. People may experience discrimination based on gender, age, race, etc. in the
workplace. because. This has a negative impact on the diversity of the workforce.
Discrimination cannot be prevented from the workplace.

4. What should employers keep in mind when using internet sites to find job
candidates?
At this time, employers need to remember that the global pandemic has forced millions of
people to look for work. That means:

There will be gaps in employment. Understandably, most employees don't actively manage
their careers and move every few years. It's hard to find a job and people often don't
participate unless they feel they have to. It is no one's fault that your employer has closed,
laid off, or went out of business due to the pandemic. Every day I see high-quality resumes
from people who were laid off by their previous employer in March 2020. Right now, the
highest level of talent. It is bigger than usual. It also means that some of that talent may have
already adapted to the current role when they were hired. They may not be satisfied with
their duties/compensation when working conditions return to normal. Caring is one thing. A
personal friend had been out of work caring for others for the last 3 years and then had to
deal with complex inheritance issues when her father became seriously ill and later died.
Educated job applicants putting some kind of flag on this sort of thing.

5. What are the five main things you should do to recruit and retain a more diverse
workforce?

There is a growing analysis of the diversity of the workforce. However, some companies still
lack diversity. Diversity helps organizations by enhancing the company message and
creating a welcoming environment where people meet and come together.

The problem with diversity is that many companies don't trust it in subtle ways. They will hire
several different employees. However, they don't support the team as much as they should,
nor do they support important diversity initiatives. By the end of this article, you should have
a better understanding of the simple techniques involved in recruiting multiple candidates.

-Recruiting more candidates is a top priority for your recruiting team

First, recruiting more candidates should be a priority for your team. If you're not trying to hire
multiple candidates, your team can certainly choose to hire the best fit for them. You need to
create a positive image and make the team understand that more diversity is the most
important thing to you.

Most importantly, you'll manage the resources they need to hire more candidates. Support is
essential to ensure that your staff can hire many of the candidates you are looking for.

Recruiting multiple candidates can be a bit more difficult than standard recruiting. Thus, you
will manage your recruiting team in which areas they will need to match with different
candidates. You should not focus on filling positions as quickly as possible. Instead, you
should focus on finding multiple candidates, expanding your network, and finding people
who actually work within your company culture.

-Leave the candidate's body temperature

He will then take the candidate's temperature. It must be forced to nominate candidates in
new ways. If you're employed during the safe period, it's time for a change! Enable new
ways to find talent so you can increase the diversity of your business.
 -Take advantage of the Alumni Referral Program

We previously discussed creating a graduate referral program. Your team knows someone
who is perfect for your current role. Rack your brain to find candidates you understand.

-Recruit candidates in many fields

If you haven't taken the time to recruit candidates at the same job fairs and schools, mix it
up. Your job is to communicate with different kinds of people. Organize as many alternative
professional events as possible in your hometown and space. Build relationships even at
small social events you might not expect.

-Hire a recruiter who specializes in diversity

Finally, hire a recruiter who specializes in diversity. There are many recruiters who specialize
in hiring a variety of candidates. You will be able to hire a recruiter on a regular basis or pay
him or her to act as a consultant to your company. A recruiter for a specific hiring style is
your secret weapon when trying to grow more companies.

-Write a job description that opens up your options

Did you know that women are more likely to get hired unless they match 100% of what you
have in your job description? According to a Harvard Business Review report, all men and
women don't apply for these jobs because they don't want to waste their energy if their
managers don't hire them.

Your job descriptions are important because they are sometimes your only connection to AN
employees before applying for a job. You will communicate with them through social media
or your website. Can you believe it. If your long description doesn't excite them to learn
about your company because it doesn't meet all of their requirements, how long do you think
that connection will take?

Rethink the way you write job descriptions. Do they have all those years of experience,
degrees and all? See who works for your company. Think about the elements that really
matter. What makes an AN employee great? Get the DNA of your company's top talent and
write relevant job descriptions.

-Create a firm approach to the interview.

The interview methodology can be one of the most challenging elements of the hiring
process. When we screen candidates in front of people, we often trust our gut feeling. How
skilled are they? How do they fit into our company culture?

We must be consistent when interviewing the relevant media. Consistency means that all
candidates are asked the same questions. You can't just compare candidates if you don't
have accurate information on everyone, right?
-Retain more candidates by creating an environment conducive to their growth

One of the most important things you will do for your business is to create a welcoming
environment for your new employees. Conservation is critical, and creating a comfortable
environment is often the last step that is neglected. Some candidates can sometimes reach
the minority in any job. It should be difficult for your new employee to defend themselves or
express their opinion. Your job is to make them feel comfortable and give them a voice at the
table. If you want to be known as an organization that values ​diversity, you'll love Body in the
Chair. It's your job to introduce diversity and create an AN atmosphere that helps your new
hires thrive in their roles. One of the key steps in selecting good candidates is good
communication with the candidates.

PART 4 INTERVIEWING CANDIDATES

1. Give an example of hierarchical planning in a organization

Examples of hierarchical plans in an organization include:

-Start by looking at possible options, then focus on the organization's strengths and
weaknesses. Write down a vision and a plan to deal with uncertainty.

-Set goals, emphasizing what to accomplish with what type of program.

-Conditional planning of internal activities and external environment. For example, external
enabling factors are technology, politics, society, culture, government policies, etc. Internal
factors include financial capabilities, politics, and staff assignments.

-Definition of different solutions or alternatives to achieve division expansion, diversification,

integration of multiple products into product lines, branding, merger or acquisition to achieve
profitability, etc. Wait

-Investigate the advantages and disadvantages of the alternatives and choose the best one
if the planning premise changes.

-You need to create a derived plan. For example, acquisition of raw materials, development
of new products, etc.

-Implement the plan that best suits the planning activity.

2. What is the difference between a strategy, a vision, and a mission? Give examples of
each.

-Strategy: Contains the strategies at the corporate level to be considered to achieve the
objectives.

-Vision: An organization's vision provides a clear strategic direction for what is to be

achieved in the future. The strategic objectives and the mission of the company depend on
the vision. It is a concise statement about the future of the organization.
-Mission: A mission statement is a statement of an organization's purpose, the types of
products it offers, its target market, and where it operates.

My organization's strategy is to provide high-quality consulting services, as well as

marketable tools and technologies that provide solutions to clients. The vision of my
company is to be one of the leading consulting firms in the implementation of the latest
technologies.

My company's mission is to help our clients succeed in their businesses using the latest
technology.

The examples of strategy, vision and mission are valid because they serve the purpose of
the strategic plan of the organization.

3. Define and give at least two examples of the cost leadership competitive strategy and
the differentiation competitive strategy.

Cost leadership: Cost leadership is a strategy in which the company's product has the most
appropriate price, that is, the lowest price on the market.

Example. Many large companies, such as Wal-Mart, McDonald's, and Southwest Airlines,
use cost management as a strategic marketing approach. Competitive

Strategy: Competitive strategy is described as a company's long-term plan for gaining a

competitive advantage over its rivals in the industry. Its goal is to establish a strategic
position in a certain area while providing a higher return on investment.

Competitive Differentiation Strategy: Competitive differentiation refers to how a company

stands out from its competitors. It is based on user preferences such as performance, brand,
value, and service and support. The purpose of marketing is to ensure that potential
customers understand what makes a product unique.

4. Explain how human resources management can be instrumental in helping a

company create a competitive advantage.

The way we work has changed a lot compared to a few years ago and the level of
competition for quality and quantity in any business sector today is extremely high. To
provide support, the association methods must be robust and ensure that they are error-free,
since the margin of error for the association is small. Each department or unit must be
responsible and efficient, and human resources are no exception.

The jobs and responsibilities in the Human Resources office have changed a lot, and this is
because the methods of collaboration have changed. Sponsor representation, key alliances,
client relations, boards, compliance monitors will be essential jobs performed by HR assets
today. Plan to achieve relentless benefits through the right technology and respect for
employees as valued business partners. I recognize that this would also help the Association
to achieve similar and related objectives.
 5. What is a high-performance work system? Provide several specific examples of the
typical components in a high-performance work system

A High Performance Work System (HPWS) is essentially a set of core HR functions brought
together to achieve the common goal of improving the efficiency of a company's workforce.
The various elements of HPWS are designed to provide an employee with a supportive work
environment in which they can take on more responsibility and empower themselves. This
will automatically increase your overall efficiency and your level of interaction with the
company will be high.

The main results of the integration of HPWS in the company are:

High employee engagement

Low latency and wear
high-quality job performance
Seamless sharing of knowledge between employees and teams
Creative and innovative thinking and decision making.

HPWS is based on 7 elements:

-Organizational structure: A flat organizational structure promotes communication,

knowledge sharing, and transparency within the company. Employees can be empowered
enough to do their job. Examples: flat structures, corporate structures.

-Organizational objectives: The objectives of the company must be well informed by the
employees. It must be in line with the vision and mission of the company. Employees must
have enough resources to achieve the goals of the organization.

-Information system: The information system should facilitate the work of employees. It must
also ensure a smooth flow of any type of data or information within the company. Sharing
any type of data should be simple but secure. Example: Use of an intranet portal in a
company.

-Reward system: The reward system should encourage the employees. The compensation
system should be based on the needs of the employee. These incentives will encourage
employees to work hard and achieve the goals of the organization. Examples: job security,
flexible working hours, etc.

-Mission Design: This element defines how the company's core activities come together to
achieve organizational goals. Example. Based on general company requirements for the job
or program

-People: Companies must engage in selective hiring and hire the best people for the
different roles within the company. This will help you get the right talent in the right place at
the right time. Talented employees are also highly motivated and will work hard to achieve
organizational goals.
-Performance: Employee performance should improve over time. This can be ensured by
regular on-the-job training. An analysis of specific needs must be carried out and, based on
the identified needs, a training plan must be prepared for the different employees.

PART 5 PERFORMANCE MANAGEMENT AND APPRAISAL

1. “Well-thought-out orientation program is essential for all new employees whether they
have experience or not”. Explain why you agree or disagree with this statement.

It is critical for organizations to have a thoughtful and systematic induction, regardless of

employee experience, because it helps new employees understand the organization and its
processes. Thoughtful guidance can add more value to production by helping new
employees solve operational problems and by helping employees build good relationships
with management and other employees. It doesn't matter if the employee is experienced or
not, because new employees need to understand the organization and its operational issues
and build relationships with managers and other employees. So this statement is correct.

2. Explain how you would apply our “motivation points” (page 256) in developing a
lecture, say, on orientation and training

Some "motivation points" to use during orientation and training are:

-Lectures should be arranged in such a way that students learn something important. For
example, at the beginning of the lesson, give a "bird's eye view", its meaning and overview,
examples, logical structure information, terminology and concepts, etc.

-Facilitate the transfer of skills by giving examples of comparison of training and work
situations, correct exercises, pay attention to what each student points out as important,
some good advice, etc.

-By reinforcing learning and responding to student feedback and feedback, instructional
programs must be effective to achieve the maximum benefit from learning.

3. John Santos is an undergraduate business student majoring in accounting. He just

failed the first accounting course, Accounting 101. He is understandably upset. How
would you use performance analysis to identify what, if any, are John’s training
needs?

The first thing to determine is whether it is a "can't" or "won't" situation. As a freshman, John
may have spent more time socializing, but not enough. inspection. This indicates the need to
train learning skills and set priorities. It is also possible that John does not really have the
basic skills necessary to complete this course. This can be determined with some tests to
see if you have the necessary knowledge and skills. If this is a problem, remedial training or
courses will be appropriate. A third possibility is that John simply does not have the interests
or natural inclinations that would allow him to succeed in accounting. This can be determined
by taking some career interest tests and surveys. If this is the case, the training is not
adequate and John should be recommended to change his specialty.
 4. What are some typical on-the-job training techniques? What do you think are some of
the main drawbacks of relying on informal on-the-job training for breaking new
employees into their jobs?

Some typical on-the-job training methods include:

-Rotate the jobs of trainees, moving them from one job to another, where trainees gain
knowledge and experience in different jobs from their superiors. This is one of the most
common training methods on the job.

-The student is under the supervision of a supervisor, who directs the performance of various
tasks and responsibilities, and who evaluates the student and provides feedback and
suggestions on how the student can improve.

-Assign a group of students a task that involves a real problem that happens in an
organization to help them improve their teamwork. Here are some of the biggest downsides
to relying on informal on-the-job training to attract new employees.

-Employees may perceive informal training as less encouraging, interpreting the

employee's work as having little value to the organization.

- Informal training can also be considered less effective for the participants, since the
managers will not be able to explain all the necessary methods and techniques. They will not
be able to follow the whole process and may forget some things in between.

- Not all students receive the same information and some students will not be able to
obtain all the information in class.

5. One reason for implementing global training programs is the need to avoid business
losses “due to cultural insensitivity”. What sort of cultural insensitivity do you think is
referred to, and how might that translate into lost business? What sort of training
program would you recommend to avoid such cultural insensitivity?

Cultural insensitivity includes cross-cultural values, assumptions about communication,

identity, etiquette, lifestyle, dress, etc. Any of these can lead to unwanted insults or hurt
feelings that can easily discourage these people from doing business with you. .

There are several programs and counselors that specialize in these areas. It is important
that someone with experience in these areas is trained to ensure that the correct information
and guidance is provided.

6. Describe the pros and cons of five management development methods.

Manage development methods:

Management development techniques or methods aim to improve managerial performance
by improving knowledge, changing attitudes or adding skills to improve the future
performance of the company itself.

Here we will discuss five management development approaches and their advantages and
disadvantages.

-Training;

Here, experienced managers actively use their experience to guide their line managers.
Coaches provide guidance, critique, and advice as needed.

-Advantage:

The coaching method is similar to learning by doing.

Immediate feedback and periodic evaluations allow trainee managers to learn the job easily
and without mistakes. Coaching does not require intensive coordination, as each manager
can train his subordinates even without a formal management development plan.

- lack of:

The effectiveness of the program depends on the interest and willingness of the training
administrators, since experienced administrators may not want to train for their own reasons.
Trainers can impose their work habits, ideas and working methods on the trainees. As a
result, coaching approaches tend to copy current leadership styles and practices rather than
promote innovative styles.

-Post Rotation Method:

Job rotation means moving managers from one department to another to broaden their
understanding of different parts of the business and test their skills. The interns are usually
recent graduates and can work in each department for a few months and learn how it works.

-Advantage:

Job rotation eliminates monotony and boredom in opportunity execution. Provide all
managers with the same opportunities for development and growth.
Each leader's talents, intelligence, skills, and behavior are tested at various points as they
move from job to job. Interns have the opportunity to learn the entire process in the
organization.

- lack of:

Job rotation leads to excessive centralization: lack of flexibility and inefficiency

This means that frequent relocation can disrupt the organizational, family and family life of
managers.
Job turnover can also lead to certain dysfunctional behaviors like jealousy, lack of
cooperation, departmental friction, etc.
-Business Games/Management Games:

These games refer to classroom simulation exercises where different teams of managers
have to compete against each other to achieve a given goal. The atmosphere was created to
resemble real situations where managers play dynamic roles and enrich their skills through
engaging, simulated experiences.

-Advantage:

The game approach increases the speed of the learning process, as the leaders are fully
involved in the process and compete to achieve the ultimate goal. Along the way, leaders will
learn the art of decision making, develop their problem-solving skills, and understand the
importance of planning in leadership.

-lack of:

Games are expensive to develop and manage, and small organizations cannot afford to
manage them. These games are only a very close simulation of reality, so it would be wrong
to conclude that those who are successful in management games will also be successful in
real work.

-Four sensitivity workouts

This method is called the laboratory training method. It is a behavior change method that
uses unstructured group interaction in an open setting. The participants discuss the issue,
form their thoughts, opinions and attitudes about the problem and share their impressions
with each other. They become sensitive to their own behavior and that of others. The
program increases awareness of people's own behavior and how it is perceived by others.

-Advantage:

It helps managers improve their understanding of human behavior and their ability to read
others. Increases the participant's awareness of the impact they have on others.
Improve the efficiency of behavior in dealing with different environments. -lack of:

Many participants found the activities disorganized and chaotic.

This can damage labor relations with employees. Due to the presence of behavioral
scientists, the participants are unable to express what they really believed.

-Cart method:

It involves simulating various decisions that a student might have to make in real life.
Students are shown a stack of trays and papers with management questions and are asked
to make a decision within a given time limit.

-Advantage:
Immediate feedback allows managers to detect and correct deficiencies. Decision making is
agile, agile and efficient.
Decisions are made by a group of managers from different departments, so each individual
manager has the opportunity to participate in decision making. -lack of:

The input basket approach can discourage original ideas, as one leader's idea may be
rejected by the entire team.
The top management cannot accept the solutions established by the executive, so all efforts
become redundant and insufficient.

7. Do you think job rotation is a good method to use for developing management
trainees? Why or why not?

- Job rotation: To promote experience and variety, employees are systematically moved from
one job to another and assigned different tasks within the organization. This is done to
achieve HR-related objectives, including orientation and training of existing employees,
increased efficiency, and career development. These are the best tips to avoid boredom or
burnout at work. It offers employees a number of different positions within or between
departments. It also helps them expand their skills. Below are some benefits of job rotation
to show that job rotation is effective.

-Job rotation is an effective way to motivate employees and give them insight into
the company as a whole.

- Job rotation allows employees to be competent and prepares them for different
positions in the company.

-Job rotation allows them to gain a good understanding of the business by moving
them from one department to another.

-Relieve employees from stressful work tasks and prevent employee boredom during
shift work

-Helps to evaluate and identify the talents of different employees in different tasks,
which helps to determine which employees are the best fit.

-Job rotation speeds up your career path and provides fresh prospects for exciting
roles

- Increase employee retention and improve recruitment.

- Conclusion: The above points show that job rotation has several advantages, but each
concept or idea has certain disadvantages, for example, it may be expensive or
time-consuming, it will not solve all problems, and the business may fail. of experience, in
some industries it may not be possible. It can also cause and ultimately lead to disgruntled
employees. Therefore, each concept or idea has its own disadvantages, but the advantages
of job rotation should also be taken into account and used properly to improve the business
situation.
 PART 6 TRAINING AND DEVELOPING EMPLOYEES

1. Explain and illustrate the basic ways in which you can classify selection interviews.

-Telephone Rounds: Prior to the selection process of main candidates, the pre-selection of
candidates must be carried out by telephone. With a phone interview, it's easier to get an
idea of ​a candidate's level of interest in a particular position. If the listed candidates are
found to fit the profile, they will be considered for head-to-head competition.

-Face-to-Face Discussions: In face-to-face rounds, you'll judge candidates based on their

skills, qualifications, and experience. It is necessary to have a good understanding of the
candidate, as this will give the interviewer a full picture of the candidate's weaknesses,
strengths, and potentials to handle the task effectively. The face-to-face interview will
introduce the interviewer to the shortlisted candidates with the highest potential, who are
willing to work and can accept the challenge of working on a day-to-day basis.

-Group Discussions: The group challenge is an outstanding feature for selection

development. First, the interviewer can identify the good communicator among the pool of
candidates and also retain the correct ideologies used during discussions from the
candidate's table. The result will be to preselect the appropriate adaptation for the profile.

-Technical Round: Candidates demonstrate technical competence according to the required

profile and must be carefully evaluated as various situations arise in the course of carrying
out the work that must be handled by an efficient technical hand. Otherwise, the worker
process will not complete and the job will not run. The position requires a high degree of
technical knowledge related to the position description and only candidates who have
qualified in the technical round will be considered.

-Action Phase: These are rounds in which candidates are presented with a situation both in
writing and verbally. Based on their comments, you should analyze the candidate's
perception of the situation that would arise if they were selected for your profile. Interviewers
can distinguish between the positive and negative aspects of a candidate's comments.
Additional pre-selection may be made depending on the behavior of the candidate.

-In-Person Interview Round: This is the final round of the selection interview. In this round,
personal conversations such as salary negotiations, advice from the applicant are discussed,
and the interviewer explains the company's guidelines and the operation of the position, if
so, the candidates selected for their respective job profile will finally be shortlisted.

2. Briefly describe each of the following types of interviews: unstructured panel

interviews, structured sequential interviews, job-related structured interviews.

In an unstructured panel interview, several interviewers sit across from the respondent and
first ask questions about the respondent. For example, how you express yourself. This
process involves asking follow-up questions one after the other based on other users'
questions.
In the structured sequential interview, interviewees interview by different interviewers but not
at a time, different interviewers conduct interviews one by one in different rooms. Interviewee
attend interview in a sequence manner

In job related structured interviews, interviewers prepare questions based on skills, abilities
required to the organization and each person has to answer the same kind of questions and
interviewers select the best person by comparison.

3. For what sorts of jobs do you think computerized interviews are most appropriate?
Why?

Jobs for which computerized interviews are most appropriate can be based on the location
of the interviewer and applicant, the skill set which is being judged, time and urgency of
filling a position.

Based on the above considerations, following jobs can be best suited for computerized
interviews.

-Software coding: Software coding skills can be conveniently checked by offering the access
link to the candidate where a code can be created and debugging query can be done. For
this computerized interview is best as it does not required physical presence to judge the
skills.

-Digital marketing: A digital marketer position can be easily evaluated with computerized
interviews as the applicant's understanding and skills are usually checked by the online tools
used.

-Stock broker: A stock broking firm can take advantage of computerized interviews as the
stock brokers make use of mostly computerized trading tools and phones.

-Overseas placement jobs: Overseas placement jobs are apt for computerized interviews
due to the geographical separation, ease of connecting and also checking the professional,
technical and interpersonal skill sets to an extent.

4. Why do you think situational interviews yield a higher mean validity than do
job-related or behavioral interviews, which in turn yield a higher mean validity than do
psychological interviews?

Although both seem related, there is a slight difference, I think the behavioral interview is
more important in any hiring process, they can gain experience or increase the ability to deal
with any type of situation, they can learn to excel in different situations and retrain, but the
most important thing is your attitude or behavior when facing a situation. Behavior defines a
person's personality in a broader sense and therefore can pay more dividends to keep the
company the same. We have discussed behavioral and psychological interviewing as part of
advertising recruitment, rather than situations. This group examines how a person deals with
a situation.

5. Similarly, how would you explain the fact that structured interviews, regardless of
content, are more valid than unstructured interviews for predicting job performance?

A structured interview is one in which the hiring manager asks a predetermined set of
questions in a specific order. These questions are carefully crafted by the interviewer and
are related to job related criteria. It is a quantitative survey method that is used in all surveys
and can be presented in a standardized way.

An unstructured interview does not have a specific set of questions. The interviewer can
change any question at any time based on the answers of the interviewees. It is a qualitative
research method based on candidate design questions. This is an informal approach and the
interview is conducted in a friendly manner.

Structured interviews, regardless of content, are often more effective in predicting job
performance than unstructured interviews.

Structured interviews are more job related and provide more objectivity than unstructured
interviews. Random interview questions do not always predict job performance. In
unstructured interviews, interviewers can rate performance based on gender, race, and
attractiveness.

The interviewer can systematically predict job performance because he must prepare
questions and define evaluation criteria in advance. This can make recruiting easier and
more efficient. The purpose of the interview is for the interviewer to compare different
candidates. If an interviewer asks one candidate one set of questions and other candidates
another set of questions, how will the interviewer compare their answers? But if the
interviewer asks the same set of questions, it's easy for the interviewer to compare the
answers to see who it is.

The best answer In structured interviews, it is not necessary to select the candidates by
intuition, since the selection will be based on a ranking system, so there is a personal
selection bias.

6. Briefly discuss and give examples of at least five common interviewing mistakes.
What recommendations would you give for avoiding these interviewing mistakes?

-Seems disinterested.

Drive bosses crazy. Most managers have more candidates than they need or need. They
won't hire you if you don't have a clear interest in them and the job. What to avoid: Putting
your strengths on the table in the organization and at work. Get information about the job
you are interviewing for and why you need it. Dress appropriately. Kill the emotions in your
hand and focus on the interview and the interviewer. Ask smart questions that show you've
done some research, but don't ask questions that can be answered in 30 seconds with a
Google search or on your website's home page.

-Badly equipped.

The obvious downside to edits is potential spoilers. Also, the lack of preparation often
becomes undeniable quickly.

Avoid: Be prepared! Planning will help you present your strengths and work to them. Plus,
you'll do better in interviews when you're prepared.

Effective planning has several components: check the expected set of responsibilities and
your compliance with them. Recheck the set of expected responsibilities. Document each
requirement and how you meet that prerequisite. At that point, you must decide if your
performance meets those needs. Track your achievements and rate them as often as
possible to help you remember them. Consider and write down situations where you have
shown that you have met the prerequisites for your current career. These are "stories" that
you can share at any time during the interview to show that you qualify. They are especially
useful when you are asked: "Notify me when...".

Use your account wisely when considering the answers to standard interview questions.
commercial investigation. In fact, view the page as fully as possible. What are they doing?
Do they express "mission"? How do they reconcile? Where are they? Is it correct to say that
they are important for the association in general? If they have an assistant, what does their
assistant do? Write down the names of your potential items or benefits and understand what
each one does (unless there are at least a few dozen). Who are the officials mentioned on
the website? Where are they? Do you share normal assets with any of them (old
neighborhood, school, administration, charity, etc.)?

I'm late for an interview. If possible, take a test ride around your ETA and plan your takeoff
and interview demo in the same way, familiarizing yourself with the route, costs or fares, stop
options, etc. Arriving late for an interview is fatal. If you arrive more than 15 minutes early,
find a casual place to hang out until you can officially arrive 5-10 minutes before your
scheduled interview. See what happens while you're stuck researching a company and other
questions you may have.

-Shared TMI (excess data).

Sometimes when meeting with potential employees, people have a unique view of truth and
reality, so they respond "wholeheartedly" to all directions. Avoid: Answer your own question
and take it easy. Or ask your question again.

-Engage in negative nonverbal communication. If you never smile, give a weak handshake,
and don't make eye contact with people you meet in the shopping district, especially the
interviewer, you'll come off as shy, eccentric, or basically uninteresting. .

To Avoid: Show your strengths and preferences. If you tend to be very shy or reserved,
express your enthusiasm with this advice from Wendy Gellberg, author of The Successful
Introvert. [If you are a veteran, put yourself in "awareness"! (However, avoid saying "Yes,
ma'am" and "Yes, sir.")] Smile, make appropriate friends, look at them calmly, shake their
hand as if you're really pleased to meet the person, and soon you will. . Will. Don't ask big
questions or ask some inappropriate questions at inappropriate times. For companies, no
knowledge = no interest. The first shows in advance how dangerous it can be for your
well-being. The scary thing is that it seems to have no problems, but it does have some
unacceptable problems. Questions about promotions, raises, breaks, and benefits are
generally not expected during the main interview. These questions make it clear that you are
only interested in clear personal interests, not work. Questions to Avoid: Ask questions that
arise from doing pre-interview research, talking to people during the interview, or observing
people around you. Ask about work: what a typical day is like, if the job is new or interrupted
by the presence of previous employees, etc.

-To be furious. If you were fired, fired, or your last career ended horribly, you may be angry.
You may be angry about a bad interview trip, a past fight with a child or life partner, or
something else. Whatever the explanation, it's basically short term to vent your grudge
before the interview. An angry person is not the type of person a manager should hire. It's
hard to work with angry people. They can scare employees and customers or consumers.
They can also abuse people and hardware (PCs, vehicles, etc.), happy work environments,
or bad supporters of thriving businesses, even if they don't send "mail."

To Avoid: Pause before entering the company premises, take a deep breath, focus on the
opportunity this future manager has for you, smile everywhere, and try to boldly change
gears. That way I'm not in a "terrible place" for you.

Unless you're interviewing for a job as an entertainer or host/teacher at a social club, don't
try to look attractive or interesting. Also, don't play games with anyone, including secretaries
and security guards. Avoid: If laughing is not a job requirement for them, watch the interview
properly. Save the joke for the next day's work. Try not to chew gum or bring food or drink to
the interview. Be on your best behavior as your mother taught you, and be kind to everyone
you meet there. The interview is a "test" for the job. Show them your best side! teasing or
other inappropriate behavior.

7. Briefly discuss what an interviewer can do to improve his or her performance.

-Read the CV carefully and analyze the specific situation of the candidate, in what area of
​responsibility he works, what achievements he has achieved, what type of
company/business/market he is in.

- Engage professionally with candidates and involve them in the interview, regardless of the
position for which they are being interviewed.

- Analyze things at different scales and try to make judgments

- Try to find out why, if necessary, why the candidate moved on from the previous job and
why they applied to you and the position.
- Gives you an understanding of your role in long-term partnerships and the benefits to your
career. Be honest at all times and don't show him rosy pictures.