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Human Resource Management

Provide one example and evidence to support your response.

Introduction: You read about and practiced with some concepts related to equal employment opportunity in the workplace in the learning activity. Now you will apply some of these concepts to a scenario. Read the following scenario and respond in a business memo to the checklist items.
Scenario: MTE is a robotics firm that has clients all over the world but is based in the U.S., with offices in most major cities. Recently MTE has been experiencing an upsurge in discrimination lawsuits by women and minorities since they grew from 2,000 employees in 2016 to have 3,500 employees by the third quarter of 2019. A demand for their technology services exploded with the expansion of some of their clients’ high-technology needs in the medical industry. There are currently 3,000 employees in the Northeastern U.S., and 500 employees in other countries.
The lawsuits claim that women and minorities are not being hired in equitable numbers due to a discriminatory hiring system. MTE has an automated hiring system on its hiring website. Applicants first submit their resumes, which are scanned for certain educational requirements (including top 10 university degrees) and key phrases. Then those applicants that pass the initial screening take an online technology test that is timed to see how many answers they get correct within a short time frame. Those that pass this test are contacted for a group online interview using Google Hangouts™ and a few company robots that ask a series of questions from one of five possible question lists. After this third screening, they are contacted by an automated HR message to have an individual interview by an actual HR person, and subsequently a group interview by several actual managers and a robot during the same day of the individual interview. Finally, the managers make a decision and submit it to the HR department that then makes an offer of employment to the selected candidate.
You have been newly hired away from another technology firm’s HR department to work for MTE and are tasked with the following:
Checklist: Write a minimum 1–to–2-page business memo (i.e., minimum of 250–500 words) to the HR director regarding the following:
– Describe the problems with the company’s hiring practices and the laws that have been violated. Provide one example and evidence to support the problems and the laws that have been violated.
– Explain how the firm can increase employee diversity by changing hiring practices. Provide one example and evidence to support your response.
** Rubric attached **

Categories
Human Resource Management

Discuss the basic building blocks of developing a market competitive pay system, including the relationship between internal and external equity

Discuss the basic building blocks of developing a market competitive pay system, including the relationship between internal and external equity

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Human Resource Management

Based on information learned in this course, create a human resources plan of the steps needed to create a one-person hr department.

You are a Human Resources (HR) program of one. Based on information learned in this course, create a Human Resources plan of the steps needed to create a one-person HR department. The design of the HR department must correspond to the various dimensions of the organization. For example, if there are multiple customers, products, or locations, then HR needs to support them all.
Must use at least five scholarly sources, three of which must be from the University of Arizona Global Campus Library, in addition to the text.
The Scholarly, Peer Reviewed, and Other Credible SourcesLinks to an external site.

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Human Resource Management

Evaluate the concept of market competitiveness in relation to an organization’s pay system, particularly when it is unable to offer its employees market competitive salaries due to a lack of financial resources.

Your paper should be written in a scholarly third-person tone; it should be in APA format. Your essay should address the following:
Evaluate the concept of market competitiveness in relation to an organization’s pay system, particularly when it is unable to offer its employees market competitive salaries due to a lack of financial resources.
Propose at least three alternative approaches for organizations which have limited financial resources.
Identify at least three specific steps that could be taken to minimize the impact implementing these alternative approaches could have on the firm’s success. Justify why these steps would be the most appropriate in this situation.

Categories
Human Resource Management

Candidates to act naturally and authentically, demonstrating their true potential rather than focus on ‘rehearsed’ examples of competence.

Task/assessment brief: Recruitment and Selection at York Met Police
Case Study
Recruitment and Selection at York Met Police
York Met Police (YMP) is one of the UK’s largest single-county forces. It needs to continuously respond
to the ever-changing threats to society – from fraud to cyber and sexual offences to terrorism. The
development of a research piece that shaped the design of a future workforce blueprint by 2025 revealed
that the traditional approaches to recruitment and assessment, embedded in the organisation and
standardised across the force, would not meet future policing needs. A more agile, innovative and
forward-thinking approach was required.
Meeting future talent needs
With its future requirements in mind, the organisation knew it needed to strengthen and develop its talent
planning. In September 2020, supported by Cap, a global recruitment consultant, it began by looking at
existing research and best practice from other organisations and sectors as well as drawing on the
national Policing Vision 2025 and the workforce reforms initiated on a national level. It also questioned
the effectiveness and shortcomings of its existing competency-based approach to recruitment and
selection. Its ambition was to attract talent based on potential rather than competence, ‘because
competence is expected as standard’. It also wanted to develop a more flexible approach around entry
and exit into policing to attract, retain and really nurture talent.
‘Policing in the future won’t be a job for life but will be a connection for life. So, if you’ve reached
a certain point in your career and need to go off and do something else because we can’t satisfy
that need, we won’t think about what you’ve lost but what you’ve gained.’
-HR Strategic Leader
Introducing and embedding a strengths-based approach
The team concluded that a strength-based approach to recruitment and selection supported by the use
of innovative technology would be the best way to meet its needs and help unlock potential. To deliver
the new approach, the Talent and Resourcing Team needed the support of the entire force, so gaining
buy-in from the Chief Officer Team from the outset was critical to its success.
‘Some people love statistics and evidence, others are only convinced when they see it, so we
tried a mixture of things to bring people along and respond to their concerns. We started at the
top, with a vacancy for deputy chief constable, and the initial process combined a blend of the
old and the new for us to learn from – but immediately the feedback was really positive. As we
rolled the process out to other ranks, we immediately got change advocates because people
were talking about it and saying, “I can’t believe how innovative and different this is.”’
-HR Strategic Le
3
The strategy had clear objectives and measures of success:
• Upskill the Talent and Resourcing Team to ensure effective delivery of the programme.
• Create a levelled framework supported by strengths, as identified through success analysis, which
involved speaking to key stakeholders as well as making sure anything designed complemented national
frameworks. This allows the approach to be tailored for different levels and ranks while enabling a
consistent recruitment approach across the entire force.
• Design and implement valid selection processes around six core strengths to assess for future potential.
These incorporated a range of innovative selection tools, including an online immersive assessment,
strengths-based interview, micro exercises and virtual reality. Using this technology has enabled
candidates to act naturally and authentically, demonstrating their true potential rather than focus on
‘rehearsed’ examples of competence.
• Promote a positive candidate experience through managing expectations – workshops held across the
force for each rank to inform employees of the changes and to provide support, advice and guidance
where required.
‘We didn’t want our use of virtual reality and other technology to be seen as just going with the
latest fad, so we were keen to demonstrate its validity and how it adds value through candidate
engagement sessions that allowed people to test the system and become familiar with it.’
-Talent and Development Manager
• Full and comprehensive training for all assessors involved in the selection processes to ensure the
quality of hire.
• Ongoing evaluation and improvements – at the end of each assessment, feedback is collected from
assessors and candidates through debriefs and surveys to continually review, refine and ensure it is fit
for purpose. Any themes of gap areas then shape the development programme.
Outcomes
Feedback on the new approach has been outstanding from the outset: 88% of candidates rated the
candidate experience as excellent or very good, and 68% of candidates felt the process was fair and
consistent (in comparison with 28% in the previous promotion process). This has led to a significant
reduction in appeals from unsuccessful candidates.
‘We have worked hard to reduce any bias in the new system by focusing on the candidate as an
individual and allowing them to demonstrate through the process their potential in the future –
rather than, for example, manager recommendations.’
-Talent and Development Manager
All assessors (100%) rated the strengths-based selection process as excellent or very good and all felt
the process was fair and consistent. Early indicators show significant improvements in the quality of
candidates, speed to competence, work outputs, retention and accelerated progress to the next level of
promotion. Cost per hire has been reduced (by up to half for some job categories that attract a high
volume of applicants). Additionally, instead of the recruitment team shortlisting candidates, the new
process uses online situational strengths tests, which present potential applicants with a realistic job
preview, including the types of situations and scenarios they will face. This process also enables less
suitable candidates to deselect themselves if they feel it’s not the right career move for them.
The approach has attracted considerable interest from other forces as well as other public sector
organisations – all of whom now want to share this best practice.
Case Study Report: Question
Critically analyse the recruitment and selection strategy employed by York Met Police (YMP). Your
critique must include an evaluation of the strengths and weaknesses of the competence-based approach
to recruitment and selection and analyse why the adoption of strength-based approach in recruitment
and selection has been seen as ‘best practice’ at YMP. Further, based on your understanding of relevant
theories/models/concepts in this module, you are required to develop and recommend a post-pandemic
recruitment and selection strategy for YMP with a focus on diversity and digitalisation.

Categories
Human Resource Management

Descriiption, analysis and recommendations for improvement of the performance evaluation process for a support staff position or area in a selected school district.

Descriiption, Analysis and Recommendations for Improvement of the Performance Evaluation Process for a Support Staff Position or Area in a Selected School District.
**Review the attached instructions (SLC 2) Pleas follow the instructions**
**Use as much sources to help complete work, please use the attached readings for this work also.
keep sources to educational sources **

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Human Resource Management

Provides recommendations for overcoming barriers to change.

Scenario
You are the Chief HR Officer of a large textbook publishing company. At the last leadership meeting, the CEO indicated a concern that the company’s customer base was shrinking. The CEO provided data that shows more universities are adopting electronic textbooks; your company only currently produces textbooks in hard copy. Although historically resistant to creating electronic textbooks, the CEO has decided that the time has come to do so. Otherwise, the company may be in danger of shutting down.
The CEO is determined to make the change to e-textbooks successful and has asked you to brief him on potential obstacles to this change. The CEO has specifically asked you to prepare an executive summary describing the most likely risks and obstacles to his plan of changing to the production of electronic textbooks.
Instructions
•APA Format 7th edition
•8 scholarly citation, credible sources only no older than 2016
•Always connect/relate back to the scenario, make up businesses, this needs to be done like a creative writing, so bring the imagination. (review the attached document with rubric specific information for further instructions and guidance).
-Conduct research and prepare an executive summary for the CEO that:
1.Details the most likely reasons change efforts fail.
2.Discusses the risks of change initiatives.
3. Provides recommendations for overcoming barriers to change.
4. Examines the roles of management and HR in change initiatives.
5. Provides attribution for credible sources used in the executive summary.

Categories
Human Resource Management

Answer the following questions:

Read: The Adobe Case Study by Stanford University and the Adbobe check-in toolkit (see links above)
Answer the following questions:
What was the catalyst for changing Adobe’s performance management process?
How was Adobe’s previous performance review process out of alignment with the company’s strategic vision and goals?
What was Adobe’s previous process and why was it problematic?
How was Adobe’s internal communication style contributing to the problems with their prior performance management process?
How did Adobe fix the problem?
How did the performance management process before and after Adobe implemented the “Check-in” method affect employees, managers and the organization as a whole?
According to Adobe’s check-in toolkit, what are the three phases of check-in? Why do you think they are aligned this way?
If you were an employee at Adobe, would you enjoy participating in this process? Do you think it would be motivating to you?