Finding People Who Are Passionate about What They Do case study

Passionate Prospects

Answer the questions to the case, “Finding People Who Are Passionate about What They Do,” at the end of Chapter 3. Include at least one outside source supporting your answers. Explain your answers in 200 words. Respond to at least two of your fellow students’ postings.

Answer the following questions to the case, “The Tough Screener,” at the end of Chapter 4: What specific legal problems do you think Rosen might run into because of his firm’s screening methods? How would you suggest he eliminates these problems? Include at least one outside source supporting your answers. Explain your answers in 200 words. Respond to at least two of your fellow students’ postings.

Week 1 in Review

Jean-Paul Smalls, a Partner at VONQ UK, an online recruitment advertising company with offices both in the UK & the Netherlands started a blog with the intent for in-house recruitment managers to read about and discuss various developments, technologies and case studies that may help attract staff directly. Jean Paul proffers that “one of the overriding themes of the responses was the difficulty with balancing innovative/fresh ideas with targeting the right demographic/skill set whilst providing a ROI.  What is innovative in one industry is not necessarily innovative in another.” (http://direct-recruiting.net/page/5/) Individual personality undoubtedly plays an influential role in people who are passionate about their work. Not everyone enjoys flexibility, but instead prefers a more structured setting. Type A people are more prone to be competitive, anxious and ambitious. Type B individuals are more sedentary, desire order, and seem relaxed. In either scenario there can be exceptions. People are resilient and often do what is needed in order to maintain an interest (be it work or play). Yet we do seem to align our personal and professional needs with that of an organization that can fulfill that need. Exit interviews are rarely used by organizations as an effective retention tool. The following are strategies, which could help in creating a non-intimidating type of setting:

         Carefully plan the interview… choose a neutral location, which would create a pleasant atmosphere, for example employee lounge/ break room…

         Provide the employee opportunity to express or share perspectives

         Listen to the employee, allow the person to talk freely (and calmly) about grievances or reason for leaving

         Simple planning, avoid interruptions, take notes, prepare questions, be aware of the body-language and feelings of the employee and adjust personal approach accordingly enables productive interaction/ communication

Focusing on objectives to elicit views, feedback, and asking open questions such as what, how and why would enable better communication; moreover establish value on the knowledge of the departing employee. In other words, it demonstrates the fundamental importance of human resources since it contains logic of the survival or success of an organization. Vincent Dicarlo (1997) proffers the following: “Exit interviews are useful, and should be done whenever an employee leaves your company, voluntarily or not. They are also dangerous, so it is important that managers conducting exit interviews have a clear idea of what needs to be covered, what is OK to say and what words may get you into a lawsuit.” Retrieved from http://www.bizjournals.com/sacramento/stories/1997/08/04/smallb6.html?page=all

Week 2 Instructor Guidance I like to refer to planning and recruitment as hiring right . One cannot underestimate the importance of hiring right. The cost of hiring, training and development is quite high — and failing to hire the right person for the right job can be quite expensive. Yet, all too often the hiring process seems more than willing to fill a position with a warm body (sound familiar). So, if we can agree that hiring right is a preferred approach, then we must also take a step back and determine what knowledge, skills and abilities are required to ensure a new hire is retained. This process is referred to as job analysis . I refer you to the following SHRM article (provide in Power Point format that provides an detailed, understandable overview of the job analysis process and subsequent outcomes ( http://www.shrm.org/Education/hreducation/Pages/JobAnalysis.aspx ). Please take some time to review and understand the process. Please note you are not required to perform the exercises within the Power Point, but please review the entire presentation for relevant information. Once the job analysis is complete. the selection process may begin. Elaine D. Pulakos authored an excellent article titles Selection Assessment Methods: A Guide to Implementing Formal Assessments to Build a High-Quality Workforce. Highly relevant information is found on matters related to assessment methods and criteria for selection and evaluating the various methods. The following link has been provided to allow a review of this informative article: ( http://www.shrm.org/about/foundation/research/Documents/assessment_methods.pdf ). The two primary aspects of assessment will be KSA-based or Task-based. You will note both assessments are derived from a job analysis. One must align selection, testing, appraisal and retention as a synthesized process of activities. Taking a turn from the immediate discussion, but staying within the bounds of HR and selection, consider the following hiring component. Inquiring about one’s criminal past can have positive and negative effects on the potential employee. Still, consider the EEOC guidelines as follows: EEOC Guidance on Criminal Background Checks

On April 25, 2012, the EEOC issued a guidance on criminal background checks.  This guidance effectively discourages and eliminates the practice of blanket refusals of employment based on criminal background checks.  Instead,  the guidance recommends that employers conduct “individual assessments”, which take into account such things as an individual’s rehabilitation, work record post-offense, character references, and age of the applicant (the rationale being that older persons are considered less likely to be repeat offenders).

Businesses may still reject applicants based on a criminal background check if the rejection is based on “business necessity” or is job-related.  However, the guidance preempts state laws allowing blanket refusals.  This writer believes that the guidance has the potential for creating a new class of employment litigants, as there will be significant burdens of proof placed on employers to show that they have conducted proper “individual assessments”.

OMM 618 Week 2 Discussions

Passionate Prospects-my discussion 1

Finding People Who are Passionate About What They Do.