MHR 6451, Columbia Southern University Human Resource Management Methods PPT

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Business Finance

MHR 6451

Columbia Southern University

MHR

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Instructions

During a recent interview with a new hire, a candidate was asked several discriminatory interview questions. The candidate filed a claim with the Equal Employment Opportunity Commission (EEOC). After your organization’s chief executive officer (CEO) was contacted by an investigator at the EEOC, you, as the newly hired human resources (HR) director, were asked to develop a new recruiting strategy and hiring process that will meet EEOC regulations. This process is needed immediately because a new mid-level manager needs to be hired.

Your CEO has asked you to recommend your strategy for filling this position. Once you develop your strategy, you will then have to prepare a presentation in which you will brief and train the organization’s leadership who will be assisting in this hire.

You will prepare a PowerPoint presentation for this briefing/training. The items below should be addressed in your presentation.

  • Explain at least two federal laws against discrimination that apply to recruiting and hiring employees in your organization. Include what can happen if the laws are violated.
  • Explain the pros and cons of three possible recruiting strategies. Recommend one to be utilized for this hire, and explain why you selected this strategy.
  • State the knowledge, skills, and abilities (KSAs) for the mid-level management position for which you will be hiring. You must have a minimum of three for each area.
  • Develop the job posting for the mid-level manager.
  • Discuss the hiring process and how the hiring decision will be made.
  • Develop five nondiscriminatory interview questions.
  • Discuss what should not be done in the interviews, and give examples of five discriminatory questions that must be avoided; explain why.
  • Discuss any legal considerations to be aware of during the selection process.

Your PowerPoint presentation must be a minimum of 14 slides in length, not counting the title or reference slides. You must utilize the slide notes function in PowerPoint to add speaker notes to each slide; these notes should be used in order to explain or expand on slide content as if you were actually presenting this to your audience. Alternatively, you may add audio to the slides, but if you do so, you will need to provide a transcript of your audio in a separate Word document and upload it in Blackboard in addition to the PowerPoint file.

You must use at least three sources to support your presentation. Adhere to APA Style when creating citations and references for this assignment.

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UNIT II STUDY GUIDE Recruiting and Hiring Course Learning Outcomes for Unit II Upon completion of this unit, students should be able to: 2. Discuss the impact of employment law on an organization's policy on equal employment opportunity. 2.1 Explain the role of equal employment opportunity laws in recruitment and hiring practices. 2.2 Determine knowledge, skills, and abilities (KSAs) for a selected position. 2.3 Recommend a recruiting strategy that includes necessary components of the interview and selection processes. Course/Unit Learning Outcomes 2.1 2.2 2.3 Learning Activity Unit Lesson Article: “Good Recruitment Is a Key Driver of Productivity” Video: How to Write a Job Description in 5 Steps Video: HR Basics: Job Descriptions Video: HR Basics: Recruitment Video: HR Basics: Selection Web pages: U.S. Equal Employment Opportunity Commission (6) Unit II PowerPoint Presentation Unit Lesson Video: How to Write a Job Description in 5 Steps Video: HR Basics: Job Descriptions Unit II PowerPoint Presentation Unit Lesson Video: HR Basics: Recruitment Video: HR Basics: Selection Web pages: U.S. Equal Employment Opportunity Commission (6) Unit II PowerPoint Presentation Required Unit Resources In order to access the following video resources, click the links below. FitSmallBusiness. (2013, October 11). How to write a job description in 5 steps [Video file]. Retrieved from https://c24.page/5wkjmb9apw7wwrnw37kjj9fa7w Gregg Learning. (2017, October 7). HR basics: Job descriptions [Video file]. Retrieved from https://c24.page/8rgbr2mrs83557tm3zyfm5vyts Gregg Learning. (2017, June 23). HR basics: Recruitment [Video file]. Retrieved from https://c24.page/bavrwn4dbu56jbag2v2zefz83r Gregg Learning. (2017, June 23). HR basics: Selection [Video file]. Retrieved from https://c24.page/c2ybh2y9dcbq7h2rgfgvdcgc6d In order to access the following resources, click the links below. Ioannidou, T. (2019, August). Good recruitment is a key driver of productivity. Recruiter, 3. Retrieved from https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc t=true&db=bsu&AN=138072745&site=ehost-live&scope=site MHR 6451, Human Resource Management Methods 1 U.S. Equal Employment Opportunity Commission. (n.d.). Hiring practices that UNIT have a negativeGUIDE effect on x STUDY certain applicants. Retrieved from Title https://www.eeoc.gov/employers/smallbusiness/checklists/hiring_practices_negative_effect.cfm U.S. Equal Employment Opportunity Commission. (n.d.). I’m recruiting, hiring or promoting employees. Retrieved from https://www.eeoc.gov/employers/smallbusiness/checklists/recruiting_hiring_promoting.cfm U.S. Equal Employment Opportunity Commission. (n.d.). Job applicants and the Americans with Disabilities Act. Retrieved from https://www.eeoc.gov/facts/jobapplicant.html U.S. Equal Employment Opportunity Commission. (n.d.). Prohibited employment policies/practices. Retrieved from https://www.eeoc.gov/laws/practices/index.cfm U.S. Equal Employment Opportunity Commission. (n.d.). What can’t I ask when hiring? Retrieved from https://www.eeoc.gov/employers/smallbusiness/faq/what_cant_i_ask.cfm U.S. Equal Employment Opportunity Commission. (2017, July 25). Bass Pro to pay $10.5 million to settle EEOC hiring discrimination and retaliation suit [Press release]. Retrieved from https://www.eeoc.gov/eeoc/newsroom/release/7-25-17b.cfm Unit Lesson As the newly hired director of HR, you realize that there are some concerns at your organization about the recruitment and hiring processes. The chief executive officer (CEO) also realizes and shares an update on Bass Pro Outdoor World, LLC. In one of the claims against the company, the Equal Employment Opportunity Commission (EEOC) found that Bass Pro World, LLC allegedly had a pattern of racist hiring in locations in the United States (Nagele-Piazza, 2017). This cost the company $10.5 million. As such, you understand that you need more information about these processes. From past experiences, you realize the impact of making good or bad hiring decisions. Hiring the “wrong” applicant can possibly have just as much of an impact as leaving the position vacant. In a CareerBuilder (2017) survey, 55% of employer respondents indicated that they have experienced negative impacts on their business due to extended position vacancies (CareerBuilder, 2017). These reported impacts are listed below.       Productivity loss: 45% Higher employee turnover: 40% Lower morale: 39% Lower quality work: 37% Inability to grow business: 29% Revenue loss: 26% This cost of recruiting, hiring, and training new employees can also significantly impact an organization’s bottom line. You realize you must fully review recruiting and hiring practices as you are getting ready to hire a mid-level manager for a position that has been vacant for quite some time. You need to abate the impact that the vacancy is having on the organization, but you also have to fill the position with the best person for the job. You have to get the recruiting and hiring process right. MHR 6451, Human Resource Management Methods 2 Recruitment UNIT x STUDY GUIDE Title You realize that there are many options to reach potential candidates. You need to determine who needs to be recruited, and you should create a plan to reach the individuals for open positions (Breaugh, n.d.). You want candidates who will meet the organizational needs since your new hires will impact productivity. You also realize the importance of a diverse workforce. According to Ioannidou (2019), a diverse team brings a broader range of backgrounds and experiences to the table, which, in turn, results in more innovative solutions and better-quality decision-making within the organization. There is not one best way to recruit candidates, and sometimes, using a variety of strategies can increase the potential applicant pool. Strategies such as those shown in Image 1 are commonly Image 1: Recruitment Strategies (adapted from used. Naum100, n.d.) As the HR director, you knew that you needed to avoid having any type of disparate impact. This would happen if your recruitment process, which seems to be neutral, had a disproportionate impact on a protected group. Even though this may be unintentional, it needs to be avoided. If you post a requirement that a candidate must have 3 to 5 years of experience, you may be excluding candidates in a certain age group. Your supervisor (the CEO of the organization) asked you if it was important to ensure that your recruitment practices were not based on race, color, religion, sex, pregnancy, age, sexual orientation, gender identify, national origin, age, or genetic information. You said yes, but you reminded the CEO that there are times when you may have to consider sex, religion, age, or a disability. The CEO looked confused, so it is time for you to explain what a bona fide occupational qualification (BFOQ) is. BFOQ A BFOQ is an exception to the Title VII of the Civil Rights Act, which provides for a discriminatory exclusion with the exception of race, color, and national origin (Findley, Van Buskirk, Edwards, & Belcher, 2019). An example of a BFOQ for age may be a mandatory retirement age for airline pilots for safety and fitness reasons. A women’s clothing designer could hire female models while a church can hire only clergy from their own faith. There have been many cases related to BFOQ. In 2017, a server at Bob Evans was removed from the schedule because she was pregnant, and management felt that her due date was close. The judge determined that only her doctor could determine if she can work and if she was near her due date (EEOC v. Bob Evans Farms, LLC, 2017). What you also want to avoid are any discriminatory practices by ensuring that all employees who are involved in the recruiting, interviewing, selection, and hiring processes strictly follow EEOC guidelines. The Interview Process As we learned in Unit I, according to the EEOC, you cannot discriminate against someone because of their race, color, religion, age, sex, national origin, disability, or genetic information without a substantiated BFOQ as discussed above (EEOC, n.d.). This also applies to the interview process. The focus must be on a candidate’s knowledge, skills, and ability (KSAs). You found out that the last time there was a job posting, there were 200 candidates. Of those candidates, 75 met the requirements in the job posting. The 75 candidates had the required KSAs. Knowledge could include mastery in a subject area such as HR management or accounting. Skills may be observable and quantifiable. They may include building a deck, working with Microsoft Office, or driving a truck. Abilities are the capacity to perform and could include communication, time management, decisionmaking, and the ability to interact with a team. MHR 6451, Human Resource Management Methods 3 As you are only one person in the HR department, what would you do if you had to interview people? UNIT x STUDY75 GUIDE Thinking this through, you realize that you have options. For the first interview,Title you decide to choose one of three options:    an email interview, a telephone interview, or a video interview. For the second interview, you may have 25 qualified candidates. You have several options related to the format of this interview.     You can conduct a one-on-one interview. You can have a panel interview. You can conduct a group interview. You can interview all 25 candidates by yourself. In the final interview, you may have three qualified candidates who must meet with the CEO of the company, either in person or on video, before there is a job offer. Conducting the interview: Engle (2019) tells us that an interview begins with information about the organization, including the mission. It is important to find out why a candidate is interested in the position. Before the interview, the interviewers should have information related to educational background and work experience, but additional clarification may be needed. Questions should be asked to evaluate problemsolving and critical thinking skills. Well-written questions will allow the interviewer to glean an understanding of who someone is, his or her motivations, and his or her values. Questions can be behavioral-based or competency-based. You can present scenarios that will allow you to understand what someone would do if faced with a certain situation. During this time, interviewers should get to know the person and if the person will be a good fit for both the organization and the job. It is suggested that you ask the candidates the same questions. You can ask clarifying questions. It is important to give each candidate the same opportunity to answer the same questions. Of course, there are some practices that should be avoided in an interview. An interview should never be rushed, and the interviewer should not speak more than the candidate. Do not present an unrealistic representation of the organization or the job. Even if the interview is not going well, be respectful. An interviewer represents an organization and should always act professionally. Pre-employment inquires: You may decide that a pre-employment inquiry is necessary before someone is hired. It is important to make sure that these are related to the specific job duties. This is supported by the EEOC, which has determined that there is a general rule for pre-employment inquires. The information obtained and requested through the pre-employment process should be limited to those essential for determining if a person is qualified for the job; information regarding race, sex, national origin, age, and religion are irrelevant in such determinations (EEOC, n.d,). Selection Process You want to select the best candidate for the position. By asking relevant interview questions, you get to know the candidate. The candidate has the required KSAs, meets the expectations on the job description, and seems to be someone who will fit in with the culture of the organization. References have been contacted, and credentials as well as educational background have been verified. You have used valid, defensible data to make your decision. You know it is illegal to have any selection process that is discriminatory in nature. As the director of HR, you understand the importance of Title VII, the Americans with Disabilities Act of 1990 (ADA), and the Age Discrimination in Employment Act of 1967 (ADEA) when selecting a qualified candidate for the position. Disparate impact: An employer cannot have selection criteria that disqualifies employees based on race, color, sex, religion, or national origin. To determine if the hiring process has had a disparate impact, the EEOC has established the four-fifths rule. This is based on the ratio of job applicants to those hired to do the job. For example, let’s say that 60 people apply for a position, 40 of which are male and 20 of which are female. Five females and 30 males are hired. To determine if this meets the four-fifths rule, you would divide MHR 6451, Human Resource Management Methods 4 the lowest past rate (female) by the highest past rate (male). As you can see below, results in disparate UNIT xthis STUDY GUIDE impact because 33% is less than the 80% required to equal four-fifths. Title You are now ready to develop recruitment and hiring processes. In this unit, the focus was on understanding the importance of equal employment opportunity and its impact on the processes. In Unit III, you will be developing a compensation strategy for the candidate who will receive your job offer. References Breaugh, J. A. (n.d.). Recruiting and attracting talent: A guide to understanding and managing the recruitment process. Retrieved from https://www.shrm.org/hr-today/trends-and-forecasting/special-reports-andexpert-views/Documents/Recruiting-Attracting-Talent.pdf CareerBuilder. (2017, April 13). The skills gap is costing companies nearly $1 million annually according to new CareerBuilder survey [Press release]. Retrieved from http://press.careerbuilder.com/2017-04-13The-Skills-Gap-is-Costing-Companies-Nearly-1-Million-Annually-According-to-New-CareerBuilderSurvey EEOC v. Bob Evans Farms, LLC, W. D. Pa. no. 15-cv-1237 (2017). Engle, P. (2019). Tips for successful interviews, hiring. Industrial & Systems Engineering at Work, 5(4), 20. Retrieved from https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc t=true&db=bsu&AN=135423299&site=eds-live&scope=site Findley, H. M., Van Buskirk, D., Edwards, T., & Belcher, W. (2019). Is discrimination legal: It depends on your business. Proceedings of the American Society of Business & Behavioral Sciences, 26, 219–230. Retrieved from https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc t=true&db=bsu&AN=136244379&site=eds-live&scope=site Ioannidou, T. (2019, August). Good recruitment is a key driver of productivity. Recruiter, 3. Retrieved from https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc t=true&db=bsu&AN=138072745&site=eds-live&scope=site Nagele-Plazza, I. (2017, August 10). Bass Pro to pay $10.5 million to settle hiring discrimination claims. Retrieved from https://www.shrm.org/resourcesandtools/legal-and-compliance/employmentlaw/pages/bass-pro-$10.5-million-hiring-discrimination-claims.aspx Naum100. (n.d.). Hiring and recruiting concept [Graphic]. https://www.dreamstime.com/hiring-recruitingconcept-work-desk-flat-design-objects-workplace-isolated-white-background-sign-vacancyinscription-re-image156782752 U.S. Equal Employment Opportunity Commission. (n.d.). Prohibited employment policies/practices. Retrieved from https://www.eeoc.gov/laws/practices/index.cfm MHR 6451, Human Resource Management Methods 5
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Attached.

Outline
Human Resource Management Methods
1. Slide 1


Title Slide

2. Slide 2-4


Federal Laws Against Discrimination in Recruitment and Hire

3. Slide 5 -7


Recruiting Strategies; Pros and Cons

4. Slide 8-10


KSAs for the Mid-Level Management Position

5. Slide 11-12


Job Posting

6. Slide 13


Hiring Process and Decisions

7. Slide 14


Nondiscriminatory Interview Questions

8. Slide 15


Illegalities and Discriminatory Questions

9. Slide 16


Legal Considerations during the Selection Process

10. Slide 17


References


Human Resource
Management Methods

Federal Laws Against Discrimination
in Recruitment and Hire
a) Title VII of the Civil Rights
Act of 1964
• Forbids employers from
discriminating against the
applicants/employees on basis
of race, sex, religion, color, and
national origin
b) Age Discrimination in
Employment Act (ADEA)
• ADEA-discrimination based on
age
• Applied to those at least 40
years of age

Federal Laws Against Discrimination
in Recruitment and Hire
c) Older Workers Benefits
Protection Act (OWBPA)
• Protects employees over 40
years of age
• Discriminated of benefits
d) Americans with
Disabilities Act
• ADA forbids employers
discrimination of individuals
with disabilities
• Covers all areas o...


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