The document outlines the requirements for responding to classroom discussions, emphasizing the need for original content, scholarly references, and alignment with biblical principles. It includes two responses discussing targeted recruitment's fairness and the impact of seniority systems in hiring practices, arguing for merit-based promotion. The text strongly advocates for policy changes in recruitment and promotion strategies to ensure fairness and talent management within organizations.

1. CAN YOU DO THIS FOR ME DUE 9/8/2019
The replies to both classmates must be 250-300
original
words in length each, not counting quotations, references,
greetings, etc, and are due by midnight
Sunday;
replies must include “Scripture/biblical principles and
experience.”
The statements made in the initial answer to the questions must
be supported by at least one scholarly reference (such as the
textbook, or an article from a scholarly, peer-reviewed
academic journal - not websites, newspapers, magazines, or
blogs, etc) with corresponding APA-formatted in-text citations
and reference list. See the
Professor's Improvement Suggestions
document for additional information about scholarly references
and a
list of prohibited sources
.
Only original content counts toward the minimum word count.
The reference list, quotations, and restatement of the question
do not count toward the minimum word count.
Narrative prose only please - no bullet points, numbered lists,
or tables.
No file attachments please.

2. The replies to both classmates must be 250-300 original words
in length each, not counting quotations, references, greetings,
etc, and are due by midnight Sunday; replies must include
“Scripture/biblical principles and experience.
The statements made in the initial answer to the questions must
be supported by at least one scholarly reference (such as the
textbook, or an article from a scholarly, peer-reviewed
academic journal - not websites, newspapers, magazines, or
blogs, etc) with corresponding APA-formatted in-text citations
and reference list. See the Professor's Improvement
Suggestions document for additional information about
scholarly references and a list of prohibited sources.
Only original content counts toward the minimum word count.
The reference list, quotations, and restatement of the question
do not count toward the minimum word count.
Narrative prose only please - no bullet points, numbered lists,
or tables.
No file attachments please.
1ST REPLY
Neimis Seitz

3. Targeted Recruitment
Targeted recruitment is the system used by some
organizations that give special attention to those candidates
who possess certain characteristics that help them fill specific
positions within the organization. Various components are
considered: those in the minority population, those with
disabilities, those candidates who possess specific skill sets, or
those with other certain criteria (Heneman, Judge, &
Kammeyer-Mueller, 2019). At times this process can seem
unfair since organizations are utilizing specific characteristics
to fill their positions that others may not possess through no
fault of their own.
The main question concerning this process is, is it fair
for organizations to specify characteristics in their candidates
to fill positions within their workplace? While targeted
recruitment is targeted as specific groups, it does not
necessarily mean the process is unfair. This is, of course,
based on the circumstances surrounding the organization’s
initiative to hire only certain people. For example, those with
a specific skill set may be a targeted group for an
organization (Evertz & Süß, 2017). Does this count as
unfairness? No, since the skill set is necessary for the job, it is
only logical that this specific group would be targeted for
hiring purposes. But while this does not seem too
controversial, organizations who key in on groups that are
targeted for hiring purposes based on their ethnicity, sexual
orientation, etc. can be perceived as discriminatory practices,
since it is unethical and against federal law to discriminate
against any based on certain protected classes such as race
and/or sexual orientation (Foley & Williamson, 2018). It
would seem logical to conclude that it is indeed unfair to
provide these protected classes any advantage for hiring
purposes solely based on these criteria.

4. Proponents of targeted recruitment programs based on
race etc. argue that these types of systems help alleviate the
effects of past discrimination from employers based on social
status within society (Hennekam, Peterson, Tahssain-Gay, &
Dumazert, 2019). Opponents argue that these types of
recruitment practices do nothing more than perpetuate the same
discriminatory practices of the past and do nothing to move
forward positively. Affirmative action is an example of
targeted recruitment practice. The Bible in Matthew 7:12 said:
“So whatever you wish that others would do to you, do also to
them, for this is the Law and the Prophets” (English Standard
Version). Federal and state laws prohibit discrimination based
on race, and the race is not permitted from being a determining
factor for candidates during the hiring process. But is not
affirmative action precisely that; the process of hiring
candidates based on race? Many argue yes, and it is easy to
conclude that targeted recruitment practices based on this
criterion are unfair.
References
Evertz, L., & Süß, S. (2017). The importance of individual
differences for applicant attraction: A literature review and
avenues for future research.
Management Review Quarterly, 67
(3), 141-174. Retrieved from https://link-springer-
com.ezproxy.liberty.edu/article/10.1007%2Fs11301-017-0126-2
Foley, M., & Williamson, S. (2018). Does anonymising job
applications reduce gender bias?
Gender in Management: An International Journal, 33
(8), 623-635. Retrieved from https://www-emerald-
com.ezproxy.liberty.edu/insight/content/doi/10.1108/GM-03-
2018-0037/full/html
Heneman, H. G., Judge, T. A., & Kammeyer-Mueller, J. (2019).

5. Staffing organizations
(9th ed.). Burr Ridge, IL: McGraw Hill.
Hennekam, S., Peterson, J., Tahssain-Gay, L., & Dumazert, J.-
P. (2019). Recruitment discrimination: How organizations use
social power to circumvent laws and regulations.
International Journal of Human Resource Management,
1-29. Retrieved from https://www-tandfonline-
com.ezproxy.liberty.edu/doi/full/10.1080/09585192.2019.15792
51
2ND REPLY
Ashley Gauldin
Seniority
The case presents the question of eliminating seniority as an
eligibility for bidding on a job posting. Traditional systems of
internal recruiting, such as the seniority system of promotion,
have been proven to contribute to the glass ceiling effect, or
invisible barriers to advancement. Seniority systems have long
been used as a merit-based scale for promotional decision.
Numerous studies have shown that in relation to the skills,
knowledge, and work performance of an employee basis of
seniority has little relevance. Factor of experience has proven
to be of greater relevance related to the elements required for
consideration of promotion. Additionally, use of systems such
as seniority has proven to narrow the field of recruitment by
limiting access to knowledge, skills, and characteristic of
potential candidates (Heneman, Judge, & Kammeyer-Mueller,

6. 2019)
Mitchell-Cole Manufacturing, a nonunion organization, has
policies in place similar to union employment contracts listing
terms of employment and conditions. This document and
proceeding policies place the seniority system as a heavy merit
on promotional consideration. The system only allows
applicants with less than two years of service to apply for
internal jobs if the job has no applicants from senior employees
within a 30-day period. As the reorganization into autonomous
work groups take place the selection of a leader based on these
policies could potential limit the candidate pool, forgoing
opportunities to place highly skilled individuals in the leader
position. Elimination of the policy would provide a selection
process to acknowledge and award promotion on merit more
relevant to the position.
Job Posting System
The job posting system in place by Mitchell-Cole
Manufacturing follows the model of open internal recruitment.
Such a process has shown to minimize promotions of
preference, or selection of favorable employee by manager. It
has as shown to have the advantage of uncovering hidden
talent. This type of system has also been shown to have
disadvantages including increasing competitiveness amongst
employees, time in review and selection, as decrease in
employee morale (Heneman et al., 2019).
Substituting the current open internal recruitment process with
a hybrid system would allow for a broader applicant pool.
While this approach would lengthen the time necessary to
review the candidate pool, the replacement of the open system
and removing seniority requirements would place a greater
emphasis on KSAO’s required to complete the job. The process
of hybrid internal recruitment allows applicant determination by

7. two means: job posting and organization search. The process of
job posting would work similar to the current system in place.
The process of candidate search would be conducted by the HR
department to give an applicant suggestion list to review. This
system is known to equalize the field of opportunity, as well as
discover unexpected candidates within the organization.
Promotion-from-within Policy
Promotion-from-within policies are important to the talent
management process of an organization to recognize and
reward learning, growth, and achievement within an
organization. The current effort of Mitchell-Cole
Manufacturing to promote leaders internally has raised
concerns about the ability to match job required KSAO’s with
the candidate pool. This concern is a relevant reflection of
importance of talent management within a firm. Talent manage
is the processes and program that affectively monitor, form,
and improve the skills and knowledge of internal labor market.
A promotion-from-within policy should not be replaced by
Mitchell-Cole Manufacturing. Mitchell-Cole Manufacturing
should create frameworks and avenues of advancement to
strengthen their internal labor market through training,
education, and other means. This avenue would ensure that the
strength of a promotion-from-within policy will be a beneficial
factor of recruitment for future positions.
Career Mobility Paths
CEO Zoe Braush wants to ensure that team units have a high
level of cohesion and team identity. Her concern is that cross
movement across teams will reduce these aspects of team units
and reduce the ability to promote leaders in the future.

8. The development of a career mobility path to ensure the goals
set in place by Ms. Braush should provide a clear, transparent
framework. Career mobility path requires specific guidelines
showing employees the requirements, goals, and objectives
linking them to the organizational strategy. Traditionally the
mobility path focuses on lateral movement based on
hierarchical structure. A better suited mobility path for
Mitchell-Cole Manufacturing would be an alternative mobility
path. This form of path is based on movement throughout the
organization in multiple direction. The goals of the alternative
mobility path are to strengthen the KSAO’s of employee based
on the chosen path they pursue. Through this means the
approach of increased information processing across team,
flexibility, and breaks down barriers among employees. This
form of mobility path would create the team unity through
understanding of skills, interpersonal growth of employees, and
advancement of KSAO’s to ensure succession of future
positions.
New Internal Labor Market System
Change management within implementation of organization
change is vital to the success of new programs. Studies have
shown for employees to buy into change they must understand
the value proposition offered. With the combined initiatives
previously mentioned concerns will be raised about the
elimination of ,and change of other, policies related to internal
promotions. One way to increase buy in by employees is to
implement representation during policy development. Receiving
input from the front line aligns employee goals with
organizational strategy. An additional method of acceptance of
change is the use of advocates. Advocates within the
employees, or representative who have been trained on the
policies, allow for a peer-to-peer point of conversation. Such a
program allows for a group to aid managers in addressing
concerns, as well as allowing employees to have a co-worker

9. express the benefits of policy change through a non-managerial
perspective (Chen, Uen, & Chen, 2016).
References
Chen, S., Uen, J. F., & Chen, C. (2016). Implementing high
performance HR practices in asia: HR practice consistency,
employee roles, and performance: APJM APJM.
Asia Pacific Journal of Management, 33
(4), 937-958.
doi:http://dx.doi.org.ezproxy.liberty.edu/10.1007/s10490-016-
9466-z
Heneman, H. G., Judge, T. A., & Kammeyer-Mueller, J. D.
(2019).
Staffing organizations
(9th
ed.). Burr Ridge, IL: McGraw Hill.