Focusing on Fluency Strategies Case Studies

Case Studies: Focusing on Fluency Strategies
Case Scenario 1
Student: Mary
Age: 8.6
Grade: 3rd
Mary is a third grader at a small private school. It is the
beginning of the second semester of the school year and
assessment data show that Mary is still having difficulty with
decoding multi-syllable words, as are many of her classmates.
The students are struggling with an important reading skill that
will be assessed at the end of the school year and will be
important for success in the following years. Mr. Bounds,
Mary’s teacher, has decided to implement strategies each day
that will assist all of his students, Mary included, in reaching
the following goal:
Given multi-syllable words, students will decode them
accurately and with ease.
Case Scenario 2
Student: Emma
Age: 8.4
Grade: 3rd
Emma is a shy third grader who is struggling in all academic
subjects that require significant reading. Assessment data show
that Emma is able to read all sight words and decode most of
the multi-syllable words she encounters. However, Emma’s
fluency is not at the level of most third graders. This might be
because Emma appears to have a low self-concept. Emma reads
aloud very softly and slowly, often waiting to speak a word

until she is sure she can pronounce it correctly. Because Mr.
Haywood, her teacher, believes that Emma has the needed skills
to improve her fluency, he has decided to implement a strategy
that will help Emma reach her goal, which is:
Given reading passages at the third-grade level, Emma will read
fluently.
Case Scenario 3
Student: Daniel
Age: 8.8
Grade: 3rd
Daniel is a quiet third grader who is naturally organized and
thrives on structure. Daniel’s mother reports that he tends to be
focused on tasks, even in play. He is diligent with academic
tasks, and especially enjoys hands-on science activities. When
reading aloud in class, Daniel is able to read all sight words and
decode most multi-syllable words he encounters. However,
Daniel’s fluency is not at the level of most third graders. He is a
word-by-word reader and does not read with proper tone or
expression, but has the skills needed to become a fluent,
expressive reader. Daniel’s teacher has decided to implement
strategies that will help him reach his goal, which is:
Given readings at the third-grade level, Daniel will read
fluently.
Adapted from:
Paulsen, K. & the IRIS Center. (2004). Fluency and word
identification: Grades 3-5.
http://iris.peabody.vanderbilt.edu/wp-
content/uploads/pdf_case_studies/ics_flu.pdf
© 2019. Grand Canyon University. All Rights Reserved.
Running head: STRATEGIC VALUES OF EMPLOYEE
BENEFITS PROGRAMS 1

STRATEGIC VALUES OF EMPLOYEE BENEFITS
PROGRAMS 8
Strategic Values of Employee Benefits Programs
Student’s Name: Gabrielle McNeely
Institutional Affiliation: Strayer University
Strategic Values of Employee Benefits Programs
Every business organization or firm is tasked with the challenge
to attract, motivate, reward, and retain its good employees. This
has been a primary challenge and puzzle for many managers in
the rapidly evolving and competitive business world. Managers
are doing what they can to reduce the rates of employees fall-
outs. Thus, to motivate and retain employees, employers ought
to create and offer attractive benefits to the employees. This
implies that firms or organizations should have effective and
functional benefits programs. The first aspect is that the benefit
program should be attractive to the employees, and the second
aspect is that the benefits programs should be supportive of the
organization.
In every organization, employees look forward to a benefits
package that is helpful and supportive to them as individuals as
well as their families and those who depend on them. Thus,
managers should choose only variables that are essential to the
company and the employees. Such packages are known as Total
reward packages, which entails six vital components. These

components include compensation, benefits, recognition,
performance management, talent development, and management,
as well as the effectiveness of work and life. All these
components create a concrete strategy for organizations to
attract, reward, motivate, and retain employees (Rothaermel,
2016).
Furthermore, in the total reward program, benefits are a vital
entity making it crucial for organizational managers to educate
their employees as well as sensitizing them on the need for
benefit programs and how it will help improve their working
attitudes. In an organizational setting, managers are required to
first educate and create awareness to employees before
implementing any set or program in the organization. Programs
that are aimed at involving employees should be effectively
communicated to them regarding their impact on the employees
and their job execution, the importance, and values of the
program thereof. Furthermore, the managers should also explain
in detail how the program is likely to benefit the general
organization apart from benefiting the employees.
Another vital variable to consider when implementing a benefits
program is its ability to supply and deliver quality performance
to the organization's staff members. This indicates that the
program should be a motivating factor to the employees in that;
through it, they are pushed to work harder. Through
technological advancements in the contemporary world,
managers can access and choose the most effective way of
analyzing and supplying employees with programs that are
affordable to the employees. This way of handling the
employees' benefits packages does not only benefit the
employees but also benefits the staff during their staff insurance
package implementation. Thus, organizations that desire to
attract, motivate, and retain good employees should incorporate
three essential benefits programs. These include medical, life,
and retirement insurance programs. All these insurance offers
security to the employees in terms of their health, life, and
benefits after they retire from their jobs. Even though

organizations may have a variety of other benefits at the
organizational policies, health, and life insurance is crucial
(Rothaermel, 2016).
Many employers offer the mentioned insurances to their
employees. They cover a variety of aspects of employee life by
covering things like hospital bills and cover them in case of
accidents. Some organizations include surgery procedures,
dental as well as vision services under the medical insurance
premiums to help employees to access medical assistance in
case of need. This implies that when designing the benefits
program in an organization, many elements should be
considered, especially regarding the type of business the
organization runs. Life insurance benefits insure the employees
and offer beneficial outcomes such as death benefits, which his
or her family will receive if the employees were insured before
dying. In case an employee dies through a car crash or any other
form of accident, he or she will be compensated on the same.
Moreover, the tax code takes the responsibility of retirement
benefits program. Therefore, start-up businesses can use a
variety of tools in planning for retirement benefits. Tools such
as the A401 (k) is crucial when companies attempt to attract or
retain good employees (Mwau et al. 2019).
The benefits program has elements such as the income
protection program and the pay for time not worked. Income
protection programs are insurance policies that offer benefits to
incapacitated employees, who find it difficult to work due to
illnesses or accidents. Initially, this form of the policy was
designed and regarded as Permanent Health Insurance. Through
this policy, the employee gives out some portion of his or her
salary to the insurance, to cater for any misfortunes or
emergency occurrences such as illnesses or accidents.
Therefore, this program is essential to the employees since it is
designed and meant to ensure that employees receive some
payment to run their livelihood in case they are befallen by
circumstances that can render then unable to work (Mwau et al.
2019). The federal law requires that in case of incapacitation of

an employee who is registered under the income protection
program, the employer should compensate or pay the employee
for the time he or she is unable to work. Thus, the income
protection program assumes that even though the employee is
not working in the organization premises, he or she is still
under the control of the employer, who is responsible for paying
the employee thereof to ensure that he or she leads a better life
even when not working.
Pay for the time not worked in another element of benefits
programs, which is characterized by offering employees paid
offs. These off-days are not meant for organizational benefits
but for the employee to do what he or she wishes to do. During
such days, employees take part in vacations and training while
others attend to medical requirements. Therefore, both income
protection programs and pay for the time not worked are
essential in a company setting and depends on the type of
business the organization runs. Even though the two elements
work parallel to each other, they can both be accessed by the
employees according to their needs. Another common aspect
associated with the two elements of benefits programs is that
they are both aimed at retaining qualified employees by
motivating them and giving the employees hopes that in case of
anything, they are insured and protected. The underlying
difference between the two elements is the Income protection
program helps to compensate the employees for adverse
occurrences such as illnesses and accidents while pay for the
time did not work compensated for activities associated with
work as a vacation, attending a conference or undergoing some
training related to the company protocols (Rothaermel, 2016).
In organizations, other benefit programs are recommendable for
managers to include in the benefits package. The aim of
designing a benefits package is to increase employee attraction,
motivation, and retention. Some of the other benefits include
work and life benefits, recognition, career development, and
insurance benefits. These 'other benefits' helps leaders or
managers to understand that work and life benefits are a

program that offers the employees an opportunity to take
personal time off the working environment to enjoy and relax.
In this case, the organizations give employees flextime offers,
which include freedom to working at flexible hours and also
allow employees who wish to execute their tasks away from the
office premises to do so. Work-life benefit programs also allow
workers to participate in activities such as social practices
through the creation of flexible workplaces, paid time offs,
taking part in life initiatives, and attending community services.
Recognition as 'other benefit' is a vital entity in motivating
employees. Employers should recognize the efforts, hard work,
and dedication from their employees and reward them according
to their loyalty levels. Awarding them or starting recognition
programs will be vital in helping the employees feel that they
are recognized as assets in a company. Career development is
also essential for employees since it helps them to grow as
individuals and as assets in an organization. Development can
be fostered through internships, attending short course training
as recommended by an organization, promotions, and attending
seminars and workshops aimed at issuing certificates to boost
their experiences and CVs. Welfare benefits are also vital
entities under 'other benefits.' This includes welfare services
like giving discounts on products purchased by employees,
especially in production organizations, and pre-tax payments
that can benefit the employees all the same (Mwau et al. 2019).
In an organization, there are exempt or no-exempt position
levels of employees. Top management or top organizational
positions falls under the exempt positions. These are employees
who receive a fixed salary range, and most do not offer
overtime payments to exempt employees. That implies that
benefit programs allocated to exempt employees are more
lucrative than those allocated to non-exempt employees. Thus,
for exempt employees, the benefits package will entail primary
benefits such as full-time benefits as employees, especially
those that exceed their working hours to over 30 hours in a
week.

Furthermore, an employee pension plan will be vital for exempt
employees. In this case, the organization will send pension
money to the pension plan as long as the employee is working
under the organization thereof. The pension money will be
cashed into the employees when they retire. For non-exempt
employees, they are paid in wages because most of them are
casual workers. Such employees should be compensated through
the minimum wage provisions. That is to imply that for no-
exempt employees, their compensation should tie with the
federal or state requirements stipulated for exempt employees
(Arulrajah, 2017).
In conclusion, organizations should strategically implement
benefits programs aimed at attracting, motivating, and retaining
qualified employees because they are crucial in marinating the
company image in the competitive world and increasing
productivity. Benefits such as medical life and retirement
benefits are vital in motivating and retaining employees. Income
protection and pay for time not worked programs are also
essential for employees retaining and motivating. More so, some
benefits such as work-life, flextime, and discounted products
fall under the 'other benefits' programs essential to employees.
References
Rothaermel, F. T. (2016). Strategic management: concepts (Vol.
2). McGraw-Hill Education.
Arulrajah, A. A. (2017). Productivity and quality management
through human resource management: A systematic
review. International Review of Management and Business
Research, 6(2), 419-437.
Mwau, F. M., Binti Abdullah, N. F., & Sama, I. (2019,
December). A Study of The Relationships between
Compensation Package, Work Motivation, and Job Satisfaction.
In Prosiding International Conference on Information
Technology and Business (ICITB) (pp. 59-65).

`
Running head: HUMAN RESOURCE TRAINING PROGRAMS
1
HUMAN RESOURCE TRAINING PROGRAMS 8
Human Resource Training Programs
Student Name: Gabrielle McNeely
Institutional Affiliation: Strayer University

Human Resource Training Programs
Introduction
Employee training is not only crucial for good organizational
outcomes and success but also vital in developing the career and
motivation in employees. When employees receive substantive
training, they develop confidence and get more zeal in working
(Adam & Rachman-Moore, 2004). Many organizations have
embrace employee training and they always do that through
human resource which is responsible for human or labor
management. However depending on the method used, human
resource have either successful instilled new knowledge in
employees or failed to achieve their training objective. As a
new human resource director. I present the method that would
best disseminate the new organization strategy and planning to
the employees.
Organizational Training
Although most organization employ workers who have trained
respectively to the job assigned or employed for, training have
become inventible in the contemporary business environment.
Organizations have either achieved or failed to achieve this
training objective depending on the methods used in this
training (London, 1989). Training is a comprehensive program.
Is start from known knowledge to unknown knowledge and
nevertheless create a distinctive link between this known and
unknown knowledge. For this reasons any training that creates
lapses in this basic fundamentals always fails to meet it
objective. One of training model that not follows the
fundamental concepts of training but also present an array of
benefits when used in employee training programs is the ADDIE
training model (Adam & Rachman-Moore, 2004). ADDIE is an
acronym for analysis, design, development, implementation and
evaluation.
The ADDIE Training Method
For several years, instructional designers and educators have
used the ADDIE framework as one of the most effective method

of training. Although ADDIE does not impose restrict linear
progression of its framework, clear definition of each stage and
distinctive facilitation of the implementation has made this
method not only distinctive from other training methods but one
of the best training method that result to success of training
programs and good business outcomes (Kurt, 2017).
The ADDIE has it basis on instructional design concepts which
trace back in 1950. However, this method vividly come into
picture in 1975 where the Center for Education Technology in
Florida devised an instructional model to train the US armed
forces. The success of this unique instructional method made it
to be subsequently be used in other branches of the United
States defense and later in business organization (Kurt, 2017).
Just from its acronym, ADDIE is structured into four five
stages, which starts from analysis stage, design, developmental,
implementation and lastly the evaluation stage as shown in the
figure below
Figure 1: The ADDIE instructional Model (Kurt, 2017)
The analysis stage is mostly considered as the goal setting
phase. In this stage, the educator targets the audience by setting
knowledge and programs that level the intelligence and skills of
the audience, participants or students. It’s also in this stage
that the instructor distinguish between what the audience know
from what they do not know (Kurt, 2017). This to ensure that
what they already know is not duplicated. As a result, he or she
sets up lessons and topic to explore new knowledge
The design stage is the second stage in ADDIE training module.
In this stage the educator determines all goals and tools that
would be used to gauge performance. This include test, subject
matter analysis, resources and lesson planning (Marler, Liang &
Dulebohn, 2006). In is noteworthy to mention that this stage
focuses on not only the learning objectives, content, exercises,
assessment and subject matter analysis but also the assessment
instrument and media selection. The approaches in design stage
should be systematic, logical and in orderly process of

identification. Additionally, this process should be
developmental and evaluation of the planned strategies should
target to attaining the training objectives (Kurt, 2017). Designs
stage constitutes setting rules, values for each element
designed. Furthermore being a stickler to details contributes to
the success of this stage. A point to note in this stage is that
systematic approaches in this stage make everything fall within
the rational of planned strategies and training objectives and
goals.
After the design stage, come the developmental stage which is a
phase that the educator starts the production and testing of the
methods used in the project (Marler et.al, 2006). In this phase
the educator make use of the information collected in the two
previous stages: analysis and design. Using this information the
educator creates programs that rely on what needs to be taught
to the audience. If the two previous stages require
brainstorming and planning, then this stage initiates or develops
programs that would brainstorm the audience or plan the
audience learning activities (Marler et.al, 2006). It should be
noted, that the developmental stage is all about putting into
actions and it includes, drafting, production and evaluation.
In the implementation stage provides a continuous modification
of the programs developed in the developmental stage to ensure
that this programs do not only fit the audience but are effective
and efficiency towards the training goals and objectives. In the
stage, the instructional design (ID) is redesigned, updated or
even edited for effective delivery (Kurt, 2017). Since procedure
in the key word in this phase, much of the work is done in the
implementation stage. this because at this stage, trainer and the
students work hand in hand to train on new tools and continuous
evaluation of the design for improvement.
The evaluation stage comes as the last stage in ADDIE
framework. In this a stage, the project is subjected to a
meticulous final testing where the project is tested on regard of
what, why, how, when of the things that were accomplished or
not accomplished in the training. Evaluation is often structured

into two sub peripherals: formative and summative evaluation
(Kurt, 2017). Formative evaluation happens in the training
while summative evaluation happens at the end of the training
Identify and Discuss Possible Challenges Faced In the
Implementation of a New Training Process in the Company
Change brings turbulence and new training programs are no
exemptions. In case, initializing a new training program might
face the challenge of corporation, finance and to some extend
the program might not work as effectively as initially thought.
Lack of corporation might come from not only the employees
who are the audience in this scenario but also other stakeholders
like the department managers and top managers (Samwel, 2018).
This phenomenon but a hurdle to new training model and reduce
its effectiveness and efficiency in employee training. In finance,
the new model might require extra finance for new training
tools and programs which might not be ready available in the
organization. Lastly, since is a new model that has never been
used or implemented in the organization, it might work as
effective as thought due to various customized organizational
challenges (Samwel, 2018).
Three Methods of Training Used For Employee Training. The
Best Method and Why Is the Best Method
There are assorted methods that the human resources have used
to train staff and other stakeholders in business. However,
Interactive Training method, Instructor Led (ADDIE) and
Coaching and Mentoring are the three famously used methods.
Although the Coaching and Mentoring and Interactive Training
method where workers are taught progressively through
demonstrative practices work best for most organizational these
methods of training are costly and time consuming (Cocuľová,
2017). For the case of Retail Company, training should be fast,
cost effective and best fit the company goals and objective, in
this regard, the best training method is ADDIE instructional
training program.
This instructional based training module not only customize the
training to best fit the employees and the situational factors

within an organizational but it provide an organized, robust and
informative framework that a trainer would use to disseminate
knowledge to the audience. Nevertheless, through evaluation
and implementation phase, the trainers can continuously assess
the effectiveness of the training method as the worker resume
their roles or take on new roles in the organization (Cocuľová,
2017). Furthermore ADDIE training method is fast as instructor
and flexible. It is fast in the sense that training commerce and
finish in one period (Usha Nandhini & Palanivelu, 2016). It
does not need different periods of training as it is in interactive
and couching and mentorship methods. Likewise it less costly
compared to the two methods.
Different Performance Management and Performance Appraisal;
Which Do You Support
While Performance appraisal target the performance of
individual workers in relation to the organizational goals and
objectives, performance management deals with the whole set of
activities to that ensure good business outputs (Usha et.al,
2016). Although individual performance is important to the
business performance, ensuring that every individual, activities
and a whole spectrum of organization process perform well is
more crucial than individual performance.
References
Adam, A. M., & Rachman-Moore, D. (2004). The methods used
to implement an ethical code of conduct and employee
attitudes. Journal of Business Ethics, 54(3), 225-244.
Cocuľová, J. (2017). The Analysis of the Selected Factors
Influencing the Selection of Employee Training
Methods. Journal of Human Resources, 5(2), 7-14.
Kurt, S. (2017). ADDIE Model: Instructional Design -
Educational Technology. Educational Technology. Retrieved 13
May 2020, from https://educationaltechnology.net/the-addie-
model-instructional-design/
London, M. (1989). Managing the training enterprise: High-

quality, cost-effective employee training in organizations.
Jossey-Bass.
Marler, J. H., Liang, X., & Dulebohn, J. H. (2006). Training and
effective employee information technology use. Journal of
Management, 32(5), 721-743.
Samwel, J. O. (2018). Impact of employee training on
organizational performance–case study of drilling companies in
geita, shinyanga and mara regions in tanzania. International
Journal of Managerial Studies and Research, 6(1), 36-41.
Usha, M., Nandhini, M., & Palanivelu, P. (2016). Effective
employee training impart employee retention. International
Journal of Management Research & Review, 6 (3), 416-421.
Running head: RECRUITING AND HIRING 1
RECRUITING AND HIRING
Recruiting and Hiring
Name: Gabrielle McNeely
Institution: Strayer University
Recruiting and Hiring
The Selected Strategy and how it could Affect HR

For an efficiency-minded retail organization, the best strategy
to work on is differentiation. The primary reason why the
strategy was selected is the nature of the markets. Today,
international influences and forces have made markets more
responsive, which means that producers need to provide
customers with products and services that meet their specific
needs. The trend is seen in the various markets where the
customers are requiring providers to deliver products with a
specific quality. For instance, the cereal market is experiencing
changes as customers prefer cereal which is cereal grain
explaining why organizations, such as General Mills converted
all its cereal offerings to whole grains.
The market changes create a market situation where different
market segments prefer certain forms of a product. For instance,
younger consumers are more selective while older consumers
are more conservative. It means the former must be provided
with products and services that are characterized by more
variety. It is a proven way of establishing a high level of
customer satisfaction (Thompson, 2017). To meet such needs, it
is imperative that an organization differentiates its product
offering.
On the other hand, unlike the 1990s and before, when access to
market information was limited, businesses can rapidly access
the information in real-time by the use of tools, such as
business intelligence tools. Such information can be used to
inform the manner in which differentiation is undertaken. It
must be done in a way that meets and satisfies the varying tastes
and needs of the targeted customers. As such, the organization
will need to access the information, which will be applied to the
production processes.
At the organizational level, human resources will be impacted
in a number of ways. First, they will need to foster a culture of
shared learning where information about the markets is shared
optimally across the organization. It should be a culture that is
adhered to by all the workers in a bid to promote shared
experiences and skills, which will transform into evidence-

based performance. Also, it calls for the continued access to
market information, a task that the marketers need to meet.
Additionally, the strategy will require the human resources to
adopt a functional structure that creates teams, which are
supposed to work on different aspects of the product. Such an
approach will provide faster results as every team is skilled and
experienced in the design and creation of a particular product.
However, the teams are supposed to work towards a common
goal, which is realized through effective leadership at the
middle-level (Cokins, 2009). The managers and other leaders
need to communicate the vision and make the teams understand
the overall goal that is being targeted by the organization.
Further, the organization will need to hire workers who are
technologically and data-oriented. The new workers should be
able to collect data and translate it into a product meant for a
particular market. Technology is now a strategic tool and
businesses with technologically skilled personnel are deemed to
have a competitive advantage. Such a new team will bring about
new awareness and guide the current teams in the adoption of
technology as an essential tool that guides the performance of
marketing and human resource functions.
Approaches to Job Design and Redesign
Job design and redesign are important processes that ensure that
a particular job position is able to realize the set goals and
objectives. The first approach is the job enrichment approach. It
is based on the premise that workers are motivated to do more if
they can be provided with more opportunities for responsibility,
growth, and recognition. Every worker needs to feel a sense of
personal and professional advancement, which an organization
must provide. Mainly, job enrichment entails giving the workers
more responsibility, which requires them to make more
decisions regarding performance (Mattiske, 2010). An example
is the junior marketer position that is primarily about ensuring
that market information is gathered through the use of technical
support systems put in place. The position can be enriched by
providing the junior marketers with a new responsibility that

entails the analysis of gathered data that will help them make
key decisions regarding the interventions that should be made in
the markets. It will provide junior marketers with a new sense
of responsibility.
The second approach is the job enlargement, which entails the
task of adding more tasks to a particular job or assignment. The
goal is to ensure that the job remains the same but has a bigger
scale. Sometimes, the workers are likely to experience boredom
if they continue to meet particular responsibilities day in, day
out. The boredom can be addressed by enlarging the job through
a number of measures. The best way of doing it is to assign a
group of workers a set of tasks and then allow them to decide
who does what. For instance, for a sales team that needs to
provide quarterly reports on the market performance, they can
be asked to provide the information by a certain date. They will
be given the autonomy of coming up with a framework on how
they will meet the desired performance goals (Mattiske, 2010).
In that sense, the job remains the same, but they are able to
address boredom as the individuals can now be tasked with new
roles and responsibilities in a manner that appreciated
independent performance.
The third approach is job simplification, which refers to
breaking down a task into smaller parts. The smaller part is then
assigned to the employee who does the task over and over. The
goal of this approach is to ensure that proficient workers are
tasked with roles they understand best, which lowers the
training costs. Also, the approach enables an organization to
maximize profits and revenues. However, this approach has a
major setback as it promotes boredom, which impedes
motivation and may also promote absenteeism. A practical
example entails a product design team that is supposed to
develop a prototype by a particular date. The task can be broken
down into parts, such as material evaluation, data gathering and
analysis, and assessment of product suitability to the desired
markets. The team will be broken down into smaller parts,
which will do the tasks depending on which area a worker is

proficient in.
Finally, job rotation is an approach that is taken by many
organizations. It implies that a worker is moved from one
position to another in a bid to break the boredom, which may
impact their overall performance. It is monotonous if a worker
does the same thing for months and years. Hence, they can be
moved to tasks they can comfortably handle (Mattiske, 2010).
The limitation of this approach is that some training costs may
be incurred, which increases the overall cost of production.
However, the costs can be optimized through moving workers to
areas they can meet performance goals with less friction and
issues. An example of a rotation entails moving a customer
service worker to a data entry position. The latter does not
require critical skills or experience, hence the worker will
optimally meet the desired performance goals.
Challenges and Constraints of Recruiting Workers
One of the common challenges entails incurring high costs of
recruiting and training workers. Today, businesses are using job
boards and other channels to advertise positions, which is
sometimes costly, especially for SMEs. The approach is
important as it enables a business organization to access a wider
pool of candidates but it comes with a cost. As such, it is
imperative that a budget is allocated sufficiently to ensure that
the desired goals and objectives are met.
An additional constraint entails the lack of hiring experience
that may make businesses fail to access the most talented
candidates. A recruiting panel tasked with hiring candidates
should show competence and evaluate additional skills, such as
emotional intelligence competencies, among others (Osmani &
Maliqi, 2012). Such processes and tasks need to enable the
panel to narrow down to a candidate that is best suited to the
needs of the organization.
On the other hand, there are issues that are usually experienced
when hiring and recruiting. The first issue involves the inability
to strictly adhere to employment laws that prohibit
discrimination on the basis of religion, age, disability, color,

and origin among others. There are several US companies that
have faced litigation due to the violation of the law. A recent
case involved a company that failed to hire a Muslim woman
because she wore her religious attire. The Supreme Court
affirmed that the act amounted to discrimination on the basis of
the religion.
An additional issue entails the lack of enough resources, which
should be used for the recruiting and hiring tasks. Small
businesses do not allocate enough resources, which limits the
pool of candidates that the panel can access. When such
happens, it means that it is unlikely that a panel will select a
skilled and competent candidate. Organizations should strive to
provide the panels with the needed resources.
Candidate Selection Process Ideas
There are two ideas that should be considered to add value to
the candidate selection processes. First, the selection panel need
to fully understand the job position before selecting the
candidate. The team should spend more time learning about the
job position in order to equip the team with information that
will guide them during the recruiting phase. On the other hand,
the team needs to understand the organizational culture in terms
of its attributes. Studies have shown that organizations that hire
individuals who match up their culture are likely to experience
success. As such, when selecting candidates, those that are more
oriented to the organizational culture should be hired. On the
other hand, during the selection process, the team needs to
avoid asking questions that may amount to discrimination on the
basis of elements captured under the employment law. Also, the
team should not attempt to learn about any personal information
of the candidate.

References
Cokins, G. (2009). Performance Management: Integrating
Strategy Execution, Methodologies, Risk, and Analytics. New
York, NY: Wiley.
Mattiske, C. (2010). Strategic Training Management:
Transforming the Business of Training. Stanford, CA: The
Performance Company Pty Limited.
Osmani, F., & Maliqi, G. (2012). Performance Management, Its
Assessment, and Importance. Procedia 41(1), 434-441.
Thompson, J. (2017). Principles of Marketing. New York, NY:
Larsen and Keller Education.
Case Scenario 1: Mary
25.0
Analysis identifies an appropriate, thoughtful approach to build
fluency skills for reading based on Mary’s learning goal. A
thorough description of how to implement the chosen approach,
including the number and length of sessions required is
provided. Analysis includes a clear, insightful justification of
why the chosen approach is beneficial for Mary, along with a
rationale for the number and length of sessions.
Case Scenario 2: Emma
25.0
fluency skills for reading based on Emma’s learning goal. A
why the chosen approach is beneficial for Emma, along with a

Case Scenario 3: Daniel
25.0
fluency skills for reading based on Daniel’s learning goal. A
why the chosen approach is beneficial for Daniel, along with a
Research Citations
5.0
In-text citations and a reference page are complete and correct.
Sources are credible. The documentation of cited sources is free
of error.
Mechanics of Writing (includes spelling, punctuation, grammar,
and language use)
20.0
Submission is virtually free of mechanical errors. Word choice
reflects well-developed use of practice and content-related
language. Sentence structures are varied and engaging.
Total Percentage
100

Focusing on Fluency Strategies Case Studies

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