Answer the 3 question below and reply to each student. Question 1: Read Chapter 5 of the course text and the article Hiring Top Talent? Here Are the Best Methods for Sourcing, Screening, and Interviewing (Links to an external site.). What are the goals of employee selection? Compare and contrast two selection methods and discuss how they impact the achievement of organizational objectives. Your initial post must be a minimum of 300 words. Cite at least one scholarly source to support your response. Student Reply 1: Shannon The overall goal in all forms of employee selection is to find and hire an individual that can fulfill the responsibilities and duties required for the business to succeed. The first step in employee selection is to categorize resumes and applications to narrow down the recruits. Applications are created by the company itself. The information on an application is typically general and can help sort applicants by different criteria. Resumes are created by the applicant. Resumes provide an economical method for collecting initial information, identifying potential hires with the basic requirements such as job experience and educational background, as well as selecting applicants for further consideration (Youssef-Morgan, 2015). However, employers have to be aware that resumes can be biased. Once candidates are selected, some companies administer some sort of aptitude testing, depending on the job requirement. This will narrow down the selection even more. Next is the interview process. There are a variety of interview types and can companies can mix and match the types of interviews. A candidate may interview in a structured interview and then have a second interview in front of a panel. The purpose of an interview is to not just confirm knowledge or experience but to also interpret how candidates interpersonal and communication skills. An employer may also call references that the candidate has provided. The purpose of a reference check is to get an insight into the candidates’ past experiences and work history. However, past and future employers step lightly when it comes to giving references as well as calling references. A candidate will likely only list references that will give a positive review. The last selection process is the medical and drug screening. Depending on the job requirements, a physical may be necessary in order to determine if the candidate will be able to perform physical duties safely and without injury. A medical test for diseases may also be mandatory. For example, early childhood education requires TB tests for all employees. Drug testing may also occur, depending on the law in the state and the policy of the company.   References Youssef-Morgan, C. M. (2015). Human Resources Management (Second ed.). Bridgepoint. Student Reply 2: Della  What are the goals of employee selection?          I think when it comes to selecting employees, it is important to make sure you are choosing individuals that are most qualified for the position and right fitting them in the appropriate jobs within the organization. It is also important to make sure they are a good fit for the environment they will be working in.  It is critical to be able to identify the skills the applicants have to make sure they are qualified for the position being hired. I have seen many times  the effects of hiring someone that was not a good fit and impact the whole team, and can have a productivity of that team very quickly. According to Youssef (2012) states, “…choosing the right people will enable the organization to compete more effectively and attain its goals and objectives” (p. 110).  When screening individuals for employment,  for it to be successful it is essential for these steps to assure we  are filling jobs effectively and not out of desperation of filling spots.  Compare and contrast two selection methods and discuss how they impact the achievement of organizational objectives.          Resumes and applications is going to be the first method I will address. I feel as if these two things go hand in hand when a candidate attach a resume with turning in a application. These forms are the first insight a employer gets when screening for employees and give a impression of qualifications they are equipped with. According to Youssef (2012)  it is stated, “Job applications and resumes are the organization’s initial method of collecting information about potential recruits” (p. 116). In all the years that  I have applied for a job there has never been a time I was never asked to provide a application and or resume.          Interview process is the second process I will address.  When a interview is conducted within a organization in my opinion is what really seals the decision. This gives the employer a way a placing a face with the paper. At T-Mobile our interview process is a little different, but I know for most employers the have a interview panel that consist of 2 or more people i a group and will address the individual applying for a position.  I think this is the best practice when interviews are conducted as it has a multiple opinions and provides less room for someone being biased.  When I was I had my face  to face interview for T-Mobile they actually placed me within the work environment and had me do mock calls to see how I would react and she what my behaviors were. This is where I was told I had impressive interpersonal skills and was able to interact well with the other representative on the floor at the time. Being in the live environment gave them a better idea of how I would react to certain situations. Needless to say I was hired and have been going strong now for 6 years.          When discussing the comparison of the two methods I chose, some tools can be more effective then others.  which it is more effective to use in combination. In conclusion resumes and applications and the interviewing process work together as one unit. As I stated early on the application and resume is a great source to list information about yourself and list education and skills sets. When a employer is impressed with the paper portion you have submitted, conducting a face to face interview, gives the hiring staff a opportunity to make sure visually you will be a right fit for the team. Resources Youssef-Morgan, C. M. (2015). Human Resources Management (Second ed.). Bridgepoint. Question 2: Performance management is an important HRM function as it involves the actions taken to align employee performance with organizational objectives. After reading the article Ten Biggest Mistakes Bosses Make in Performance Reviews (Links to an external site.), discuss three mistakes you have experienced or witnessed in the workplace. What would be your recommendations to correct these mistakes? Explain how your recommendations would contribute to effective performance management. Your initial post must be a minimum of 300 words. Cite at least one scholarly source to support your response. Student Reply 3: Vicki  Copied below are the examples from article Ten Biggest Mistakes Bosses Make in Performance Reviews (Jackson, 2012).  Of these ten examples, I will share three mistakes that I have experienced in a prior workplace. Too vague. Everything's perfect - until it's not and you're fired. Recency effect. No preparation. They never happen at all or "My people know my door is always open." No pats on the back. No recognition for doing the work of 3 people. Not being truthful with employees about their performance. No follow-up. No discussion around the report's career ambitions. Mistake 1: The performance review never happened (#5).  I was hired into a small, family-run, business and during the job offer, it was explained that a review would take place at the 90-day mark.  I reminded the HR contact and my direct supervisor of this meeting when the time came but received the runaround.  I had made several process improvements and knew that I was on the right path, but the family believed that my intentions for a structured performance discussion were based on a proposed salary increase.  On the contrary, I had compiled plenty of suggestions and questions in that timeframe and was interested in aligning my thoughts to the best interests of the company.  This mistake could easily include the example ‘No discussion around the report’s career ambitions.’ (#10) but the understanding of a pending performance discussion more closely fits number 5 on the list. Mistake 2: Not being truthful with employees about their performance (#8).  At the same company, most of the employees worked out in the field and reported to one supervisor.  The team met regularly, and feedback was shared often with the office staff on matters such as the status of the projects.  Rarely was there a complaint or compliment about any of the field employees.  Bonuses were delivered each Spring which should have accompanied the performance review but because the company reached their goal, the reviews were nothing but a short, impersonal discussion without any feedback related to their accomplishments or challenges.  This mistake is a combination of ‘no preparation’ which ranked number 4 in the list. Mistake 3: No follow-up (#9).  Back to the same employer, whether a recent performance measure was positive or negative, there was no follow up discussion.  The leaders could have capitalized on lessons learned from mistakes or how to keep the momentum of high performing employees but instead, they moved on to other tasks without another thought to addressing challenges or potential growth in their team. Jackson, E. (2012, January). Ten biggest mistakes bosses make in performance reviews. Forbes. Retrieved from https://www.forbes.com/sites/ericjackson/2012/01/0... Youssef, C. (2015). Human resource management (2nd ed.). Retrieved from https://ashford.content.edu Student Reply 4: Jena  Performance evaluations are an amazing tool if they are done correctly and you have a supervisor who is diligent in following up to ensure that you are track to meet your personal and organizational goals throughout the year. I have worked for a variety of companies and a multitude of industries, and one of the things that have always gotten me was the fact that during my performance reviews I was never asked the big question of what I want to do next within the company. Per Eric Jackson when asked this question "This forces the employee to look him or herself in the mirror." (2012) this one statement really resonated with me because as he states further in his article you will either realize that you want to move up in the company or you will realize that its either not the right time or the right company for you. I believe that every performance review should have the question of where do employees want to see themselves progress to in the company. This would open up the conversation with the employee and also give them a boost of confidence when their manager helps to create a plan to get the employee there.  Another big mistake that I feel some managers make when doing performance evaluations is that they forget to tell the employee where they are doing good or ask Jackson states "No Pats on the Back" (2012). When employees are not getting any type of accolade or verbal you did a great job with x,y, or z, it makes the employee feel disgruntled that all their hard work is getting overlooked and at some point they may stop putting for the effort and just do the minimum to get by. Elizabeth Sosnow makes a great point in her article that "Offering superior performance throughout the year will give the best outcome, however, most people neglect major performance goals to focus on micro-projects and tasks" (2011). I can say I have been in this exact position when I worked at ACS in Bakersfield, CA. We would set our performance goals at the beginning of the year and even though I knew they were there I would find my self getting sucked into the little projects that supervisors would ask me to help with and this would take me further and further away from the goals I wanted to complete by end of the year. I feel that supervisors all need to be on the same page when it comes to what employee's goals are and how to keep them on track but still let them help with small projects or tasks. I, however, do not feel that the same employee should always get asked to help with the micro-projects, if there are enough employees then the projects should be spread around so everyone gets the experience and this will help everyone stay in line with their performance goals that they set at the beginning of the year.  The final mistake that I feel that some managers make with performance evaluations is not being truthful with the employee about their performance. If managers do not tell an employee what they are doing wrong then how do you expect them to fix it? When I worked in Santa Cruz for a veterinarian as a Kennel Tech/Vet Assistant one of the vet's would get frustrated with how I cleaned the rooms, and how I mopped the floors. She never relayed this to me, however, so when I finally had enough of her passive-aggressive behavior and put my two-week notice in her response was oh good. I was very taken aback by this response and flat out asked her what the issue was? She finally after almost a year of me working there told me what her problems with me were, I at the time was young and naive so I did not speak up for myself. Had she just communicated with me then we would have had a much better working relationship. As Sosnow states in her article "We all have negatives, asking your employer or co-workers the hard truths, this allows for personal growth" (2011). This is one of my favorite statements from the whole article because yes we all know the truth is hard, but when people communicate this is how we grow. If we do not continue to grow then we stagnate and when we stagnate we stop learning and this is a cycle that gets people nowhere.  Overall managers need to take a step back and really look at how they do performance evaluations, Jackson states "Performance reviews might not ever be fun, but they can be effective and powerful ways of creating more loyalty among team members when they're done right" (2012). This statement is very powerful not just for the employees but as a manager as well. For some people performance reviews are intimidating, but they do not have to be, they are designed to be a tool for employees to gauge where we are and where we want to be and for managers to help us get there.  References: Jackson, E. (2012, January 9). Ten Biggest Mistakes Bosses Make In Performance Reviews. Retrieved April 15, 2020, from https://www.forbes.com/sites/ericjackson/2012/01/0... (Links to an external site.) Sosnow, Elizabeth. Public Relations Tactics. Jan2011, Vol. 18 Issue 1, p16-16. 1/2p. , Database: Business Source Elite Question 3: A job description is a useful tool that describes all the tasks, duties, and responsibilities of a position. The primary function of this assignment is to increase understanding of the critical elements in a job description and its alignment to the HRM process and to talent acquisition. Prior to beginning work on this assignment, read the article Job Worth Doing: Update Descriptions (Links to an external site.), the guide Best Practices and Emerging Trends in Recruitment and Selection, (Links to an external site.) and the web page Employers (Links to an external site.) from the U.S. Equal Employment Opportunity Commission (EEOC). In your paper, Discuss how a job description is a function of management. Consider the following areas of a job description below and explain how these components contribute to an effective performance management system: Tasks Tools and technology Knowledge, skills, and abilities (KSAs) Education requirements Explain the legal components in a job description as it relates to the EEOC. Describe at least two assessment methods that can be used when recruiting qualified candidates and how those two methods are appropriate for meeting organizational objectives. For additional support with completing this assignment, please refer to the following tools: Finding HR Journals in the AU Library (Links to an external site.). This tip sheet will support you in researching through the Ashford University Library. What Is CRAAP: A Guide to Evaluating Web Sources (Links to an external site.). This will assist you in determining the reliability of an HR website. Scholarly and Popular Resources(1) (Links to an external site.).This tutorial explains the differences between scholarly and popular resources. Human Resource Research With FindIt@AU (Links to an external site.). This tip sheet will support you in researching through the Ashford University Library. The Job Description paper Must be two to three double-spaced pages in length (not including title and references pages) and formatted according to APA style as outlined in the Ashford Writing Center’s APA Style (Links to an external site.) Must include a separate title page with the following: Title of paper Student’s name Course name and number Instructor’s name Date submitted For further assistance with the formatting and the title page, refer to APA Formatting for Word 2013 (Links to an external site.). Must include an introduction and conclusion paragraph. For assistance on writing Introductions & Conclusions (Links to an external site.), refer to the Ashford Writing Center resources. Must use at least two scholarly, peer-reviewed, or credible sources in addition to the course text. The Scholarly, Peer Reviewed, and Other Credible Sources (Links to an external site.) table offers additional guidance on appropriate source types. If you have questions about whether a specific source is appropriate for this assignment, please contact your instructor. Your instructor has the final say about the appropriateness of a specific source for a particular assignment. Must document any information used from sources in APA style as outlined in the Ashford Writing Center’s Citing Within Your Paper (Links to an external site.) Must include a separate references page that is formatted according to APA style as outlined in the Ashford Writing Center. See the Formatting Your References List (Links to an external site.) resource in the Ashford Writing Center for specifications.

Research and select a sample strategic plan in an industry with which you are familiar or interested. Be sure it includes the various components of a typical strategic plan. Identify in 350 to 525 words what the plan does well, in addition to areas for improvement.Discuss whether the plan:Clearly states where the organization is going and how it will get thereEvaluates the organization’s external and internal environmentsIncludes a people plan and addresses achievement of a diverse workforceIncludes corporate social responsibility and environmental sustainability

CompetencyEvaluate the components of operational risk and the application of corresponding risk management plans.InstructionsLTD Acceptance is a private property and auto insurance carrier that specializes in sports cars and motorcycles. This organization is owned by LTD Capital, a large equity group with over 15 holdings. LTD Acceptance is the parent company's single largest holding as it drives 70% of total revenue. Due to the inherent risk involved in that segment of the market, many of LTD Acceptance's competitors do not offer policies for sports cars or motorcycles. This market segment is underserved which is why the organization has 20,000 active policies for a sports car or a motorcycle.LTD is headquartered in Houston, TX. LTD does not sell insurance directly to the public. Instead, it uses third-party agents to sell its policies. LTD handles all customer service needs including claims intake, policy services, and general questions. The company operates in four states: California, Texas, Louisiana, and Florida. Currently, LTD does not have an active system in place to ensure that its agents are in fact using LTD guidelines to screen potential policyholders. However, no evidence of negligence has emerged so far as the organization has yet to have a year in which it was not profitable. LTD has also had the good fortune of not suffering losses because of natural disasters or catastrophic events.Organizations in every sector experience breakdowns or failures that compromise the efficiency and efficacy of their operations. This concept is defined as an operational failure. Operational failures have a direct and adverse impact on profitability. As such, the shareholders want assurance that the risk management team is actively working on mitigating the occurrence of these failures. As the newly hired senior risk analyst, you are responsible for outlining a plan to do just that. For this deliverable, provide a report to your supervisor which provides a framework for managing operational risk exposures. Your report should include the following:Explain why the operational losses cannot be broadly managed. Why do they have to be categorized?For each operational risk exposure listed below, provide at least two examples of potential losses from the exposure and reasons why you need to manage it. Internal fraudExternal fraudEmployment practices and workplace safetyClients, products, and business practicesDamage to physical assetsBusiness disruption and system failuresYour conclusion should align the effective management of operational risk exposures with organizational effectiveness.The format for your report should be in the business, professional style. For help with this format, please click here.