Running head: EMPLOYEE SELECTION PROCESS
1
EMPLOYEE SELECTION PROCESS
9
Employee Selection Process
Student’s Name
Institutional Affiliation
The Process of Selecting the Right Employees
Introduction
What is the most vital aspect of an organization? Well, some people would say it is the finances and processes that have been put in place to advance its business strategy. Raub (2017) states that without a doubt, the people that make up the organization are the most critical component. The position of Raub (2017) is correct because it is people who drive processes, manage finances, and make vital decisions that drive organizational strategy. Having the most qualified and motivated people in the right positions and roles can be the differentiating factor between the success of the business versus its failure. The method of hiring employees should be based on the most effective human resource policy and procedures to ensure that the right people are recruited to the right roles. In this essay, we discuss the process of selecting the best workers of the retailer in question.
Strategy Types
Cost leadership, differentiation, and focus strategies are ways through which companies can gain a competitive advantage in the market. Cost leadership is a strategy often used by business firms to reduce production costs below those of competitors or industry average and increase efficiencies. Dombrowski, Krenkel, and Wullbrandt (2018) explain that cost leadership is about reducing the costs and producing the least expensive products in the industry to gain and boost the market share.
Firstly, companies can implement a cost leadership strategy by increasing their profits through cost reduction, while charging prices within the range of industry-averages. Secondly, the approach is achieved by lowering prices to increase market share, while still ensuring that reasonable profits are being made because production costs have been reduced (Dombrowski, Krenkel & Wullbrandt, 2018). To implement this strategy, the organization must have access to resources needed to invest in the most efficient technology to help reduce prices. Two, the supply chain management process must be very efficient and must have a low-cost base regarding facilities, materials, and labor.
Differentiation is about having quality products and services that are more attractive and stand out from the rest of the competition. Since the retail industry has almost similar goods, the organization can differentiate its products and services in terms of brand image, support, and customer service. Achieving differentiation requires robust research, innovation, and development team, the ability to produce and deliver the best goods and services, and an effective sales, promotion, and marketing strategy. Companies that have achieved differentiation have leaner processes that focus on innovation and quality in production and delivery.
Lastly, the focus strategy concentrates on a specific niche o ...
Running head STRATEGY, PLANNING, AND SELECTION .docxjeanettehully
Running head: STRATEGY, PLANNING, AND SELECTION 1
STRATEGY, PLANNING, AND SELECTION 10
Strategy, Planning, and Selection
STUENT NAME
PROFESSOR
COURSE#
DATE
Introduction
As a director-level, Human Resource (HR) manager for the best-in-class “Holman Incorporation Company” this proposal will provide guidance and clarity regarding the current interview process regarding the strategy, planning and selection of new hires for the company. As a director-level HR manager, the aim is to build and sustain a competitive and profitable organization. Therefore, the focus as an HR manager is to emphasize on personnel, systems, and policies. They determine the benefits enjoyed by the workers in the firm, manage the recruitment process, development, and training of the new hires (Noe, Hollenbeck, Gerhart, & Wright, 2008). An additional focus for an HR manager is ensuring the company can achieve success utilizing highly qualified personnel. HR professionals organize the human capital for a specific firm and focus on the implementation of processes and policies within the firm (Noe et al., 2017).
Strategies of the HRM
Cost Leadership
An HR manager should ensure that all operations within the organization are performed at the lowest cost possible. The production cost for goods or services within an organization should be reduced as much as possible. However, despite the reduction in production costs, the products may be provided to the customers at favorable and profitable prices. Thus, increasing sales and buffering organizational gains. In some cases, they may opt to keep costs low to ensure they maintain a competitive edge over the others in the market. Charging better rates or similar pricing for products as competitors implies that the profit margin of the firm will improve, whereas the competitors gain limited income/profit depending on their production cost incurred for products.
However, things can be tricky if targeted customers question the low price of a given product compared to those of its competitors. Some people may even consider the goods and services as sub-standard, assume that the products are not reliable or legit and may not buy them. Thus, before considering this strategy, HR managers should be aware of the pros and cons of the idea (Noe et al., 2017). Therefore, HR managers should advise the organizational leadership on the proper measures to take when managing changes to avoid activities that may reduce profit for the company.
Differentiation
In this strategy, a firm puts in place measures to create an impression of difference in the mind of the potential consumer concerning the services and goods of a given organization. The customer is made to believe that the products are superior compared to those produced by other organizations. The feature of a particular product should be striking to all potential consu ...
A company is only as good as its workforce. A company does not generate ideas, does not give service, and by itself is neither efficient nor productive. People make all of those things happen. In that sense, employees are the most important component in the quest to improve business results. It makes sense to treat employee-related expenses as an investment in the workforce. Like any other investment, this critical company investment must yield a healthy return. At Sage, we call that the Return On Employee Investment or ROEI.
These are not easy times for HR managers. Like other executives, they must do more with less. A viable approach to the consequences of an economic downturn is tighter “strategic alignment” of HR processes to the company’s overall competitive strategy. One way that HR managers might adapt to doing more with less is to develop initiatives that designate HR as a strategic partner to revenue-generating business units and to the executive team.
Running header STRATEGY, PLANNING, AND SELECTION11STRATEGY, .docxrtodd599
Running header: STRATEGY, PLANNING, AND SELECTION 1 1
STRATEGY, PLANNING, AND SELECTION 5
Strategy, Planning & Selection
Melissa Miller
Professor: Dr. Robert Waldo
Strayer University
Global Campus
HRM 599: Human Resources Management Capstone
April 21, 2019
Introduction
A human resource manager has the responsibility for managing the human resource within an organization. The functions in managing the human resource include: recruiting of new employees, compensation of employees in cases of accidents or termination of their contracts, ensuring that the employee receives their benefits, designing work that should be done by employees, and establishing the relationships between colleagues and colleagues and the management in the organization. The primary purpose of human resource managers is to ensure that the productions of an organization increase with the human resources available. So, they have to motivate the employees towards the achievement of the organization’s goals.
Furthermore, they have a role in acquisition, development and retaining the talent that will ensure that the organization competes effectively with its competitors. Human resource managers should also arrange the workforce in a manner that will ensure they deliver effective and hence maximize the production of the organization (VIRÁG & ALBU, 2014). Therefore, this paper analyses some aspects of human resource management.
Business Strategies
Businesses have their distinctive features, and they are unique in the way they do their things. The way various companies market their products, conduct their sales, acquire their customers, and manage their employees will reveal the values of each business. There are multiple strategies in business that can be used or adjusted to suit the needs of the company so that they can improve their businesses. It is essential for human resource managers to understand the strategies of marketing that will enable them the company to compete effectively with other companies. Cost leadership strategy uses price as the basis of competition. In this strategy, the prices are kept low to attract more customers.
Additionally, differentiation is also a strategy in business. In this strategy, the companies provide either unique products or services to compete effectively with their competitors. Lastly, focus niche is also another strategy in business. Focus niche is whereby the enterprises focus on a specific target market to sell their products. Therefore, it is essential for an organization to enhance these business strategies so that they can improve their performance.
Cost leadership strategy will work best for a local organization. In cost leadership, the price is an essential factor in the competition. It is the best for local organizations because the retailers can obtain their goods in massive quantities from the wholesalers at low prices. The retailers for them to thrive in the market they will have to lower their costs for them to.
Running head TALENT MANAGEMENT STRATEGY .docxtoltonkendal
Running head: TALENT MANAGEMENT STRATEGY 1
TALENT MANAGEMENT STRATEGY 9
Talent Management Strategy
An HR team without a talent management strategy and plan fails to perform its role. In fact, an organization with such an HR team does not give talent management activities the importance they require (Khatri, Gupta, Gulati, & Chauhan, 2010). The hardest part in designing a talent management is getting started with the plan. An effective talent management strategy should map out the goals and priorities of an organization and tie them to its strategic plan. The current analysis will formulate a six step talent management approach to encompass an organization with two hundred people in which twenty are identified leaders. The talent management strategy will include identifying organizational goals, identifying organizational drivers and challenges, identifying gaps, defining HR priorities and goals, conducting an inventory of the talent management processes, and measuring the results and communicate success.
The first step is to identify organizational goals and priorities. The organization should identify its strategic high-level goals and priorities. The leaders should examine whether there are any upcoming changes, initiatives, or directions for the company. In the case of any new directions, the leaders should identify and list each one of them. The second step is identifying the organizational drivers as well as its challenges. Every business has both internal and external challenges. The challenges could include a highly competitive job market, results from an employee satisfaction survey, new or changed regulations and legislation, and new technology.
Thirdly, the organization required to conduct a gap analysis. Here, business leaders should compare where the organization is today with where they want it to be. Besides, it is essential to consider the risk and address the gaps in the company. For example, an organization that wishes to be ranked first in the industry for customer satisfaction needs to identify its current rating on customer satisfaction. It is only then that the business will identify the gap between its current rating and the kind of rating required to make it the leader in customer satisfactions. The risk of failing to improve the customer satisfaction rating might be a drop in sales or the market share.
Fourthly, business leaders should define the HR priorities and goals of the company. The HR goals should be based on the goals, challenges, and gaps that were identified in the previous steps. The identified goals ought to be specific, measurable, achievable, relevant and time-bound (SMART). Additionally, the HR goals should be linked to the applicable corporate goals. The HR team should introduce measures in the implementation stage to determine the effectiveness of the strategy. It is critical to ensure t ...
HR AND COMPETITIVE ADVANTAGE-A comprehensive guide to using HR activities to ...Summaya Sharif
The essay is written to answer the ubiquitous organizational query; “How HRM activities enable organizations to become more competitive in their markets?”. With this essay organizations can gain a comprehensive, intricate, and pragmatic knowledge on how they can use HR as a competitive advantage so that they’re capable of making the most out of their HR activities and boost their competitiveness to stand not just firm but sui-generis in the market.
Running head STRATEGY, PLANNING, AND SELECTION .docxjeanettehully
Running head: STRATEGY, PLANNING, AND SELECTION 1
STRATEGY, PLANNING, AND SELECTION 10
Strategy, Planning, and Selection
STUENT NAME
PROFESSOR
COURSE#
DATE
Introduction
As a director-level, Human Resource (HR) manager for the best-in-class “Holman Incorporation Company” this proposal will provide guidance and clarity regarding the current interview process regarding the strategy, planning and selection of new hires for the company. As a director-level HR manager, the aim is to build and sustain a competitive and profitable organization. Therefore, the focus as an HR manager is to emphasize on personnel, systems, and policies. They determine the benefits enjoyed by the workers in the firm, manage the recruitment process, development, and training of the new hires (Noe, Hollenbeck, Gerhart, & Wright, 2008). An additional focus for an HR manager is ensuring the company can achieve success utilizing highly qualified personnel. HR professionals organize the human capital for a specific firm and focus on the implementation of processes and policies within the firm (Noe et al., 2017).
Strategies of the HRM
Cost Leadership
An HR manager should ensure that all operations within the organization are performed at the lowest cost possible. The production cost for goods or services within an organization should be reduced as much as possible. However, despite the reduction in production costs, the products may be provided to the customers at favorable and profitable prices. Thus, increasing sales and buffering organizational gains. In some cases, they may opt to keep costs low to ensure they maintain a competitive edge over the others in the market. Charging better rates or similar pricing for products as competitors implies that the profit margin of the firm will improve, whereas the competitors gain limited income/profit depending on their production cost incurred for products.
However, things can be tricky if targeted customers question the low price of a given product compared to those of its competitors. Some people may even consider the goods and services as sub-standard, assume that the products are not reliable or legit and may not buy them. Thus, before considering this strategy, HR managers should be aware of the pros and cons of the idea (Noe et al., 2017). Therefore, HR managers should advise the organizational leadership on the proper measures to take when managing changes to avoid activities that may reduce profit for the company.
Differentiation
In this strategy, a firm puts in place measures to create an impression of difference in the mind of the potential consumer concerning the services and goods of a given organization. The customer is made to believe that the products are superior compared to those produced by other organizations. The feature of a particular product should be striking to all potential consu ...
A company is only as good as its workforce. A company does not generate ideas, does not give service, and by itself is neither efficient nor productive. People make all of those things happen. In that sense, employees are the most important component in the quest to improve business results. It makes sense to treat employee-related expenses as an investment in the workforce. Like any other investment, this critical company investment must yield a healthy return. At Sage, we call that the Return On Employee Investment or ROEI.
These are not easy times for HR managers. Like other executives, they must do more with less. A viable approach to the consequences of an economic downturn is tighter “strategic alignment” of HR processes to the company’s overall competitive strategy. One way that HR managers might adapt to doing more with less is to develop initiatives that designate HR as a strategic partner to revenue-generating business units and to the executive team.
Running header STRATEGY, PLANNING, AND SELECTION11STRATEGY, .docxrtodd599
Running header: STRATEGY, PLANNING, AND SELECTION 1 1
STRATEGY, PLANNING, AND SELECTION 5
Strategy, Planning & Selection
Melissa Miller
Professor: Dr. Robert Waldo
Strayer University
Global Campus
HRM 599: Human Resources Management Capstone
April 21, 2019
Introduction
A human resource manager has the responsibility for managing the human resource within an organization. The functions in managing the human resource include: recruiting of new employees, compensation of employees in cases of accidents or termination of their contracts, ensuring that the employee receives their benefits, designing work that should be done by employees, and establishing the relationships between colleagues and colleagues and the management in the organization. The primary purpose of human resource managers is to ensure that the productions of an organization increase with the human resources available. So, they have to motivate the employees towards the achievement of the organization’s goals.
Furthermore, they have a role in acquisition, development and retaining the talent that will ensure that the organization competes effectively with its competitors. Human resource managers should also arrange the workforce in a manner that will ensure they deliver effective and hence maximize the production of the organization (VIRÁG & ALBU, 2014). Therefore, this paper analyses some aspects of human resource management.
Business Strategies
Businesses have their distinctive features, and they are unique in the way they do their things. The way various companies market their products, conduct their sales, acquire their customers, and manage their employees will reveal the values of each business. There are multiple strategies in business that can be used or adjusted to suit the needs of the company so that they can improve their businesses. It is essential for human resource managers to understand the strategies of marketing that will enable them the company to compete effectively with other companies. Cost leadership strategy uses price as the basis of competition. In this strategy, the prices are kept low to attract more customers.
Additionally, differentiation is also a strategy in business. In this strategy, the companies provide either unique products or services to compete effectively with their competitors. Lastly, focus niche is also another strategy in business. Focus niche is whereby the enterprises focus on a specific target market to sell their products. Therefore, it is essential for an organization to enhance these business strategies so that they can improve their performance.
Cost leadership strategy will work best for a local organization. In cost leadership, the price is an essential factor in the competition. It is the best for local organizations because the retailers can obtain their goods in massive quantities from the wholesalers at low prices. The retailers for them to thrive in the market they will have to lower their costs for them to.
Running head TALENT MANAGEMENT STRATEGY .docxtoltonkendal
Running head: TALENT MANAGEMENT STRATEGY 1
TALENT MANAGEMENT STRATEGY 9
Talent Management Strategy
An HR team without a talent management strategy and plan fails to perform its role. In fact, an organization with such an HR team does not give talent management activities the importance they require (Khatri, Gupta, Gulati, & Chauhan, 2010). The hardest part in designing a talent management is getting started with the plan. An effective talent management strategy should map out the goals and priorities of an organization and tie them to its strategic plan. The current analysis will formulate a six step talent management approach to encompass an organization with two hundred people in which twenty are identified leaders. The talent management strategy will include identifying organizational goals, identifying organizational drivers and challenges, identifying gaps, defining HR priorities and goals, conducting an inventory of the talent management processes, and measuring the results and communicate success.
The first step is to identify organizational goals and priorities. The organization should identify its strategic high-level goals and priorities. The leaders should examine whether there are any upcoming changes, initiatives, or directions for the company. In the case of any new directions, the leaders should identify and list each one of them. The second step is identifying the organizational drivers as well as its challenges. Every business has both internal and external challenges. The challenges could include a highly competitive job market, results from an employee satisfaction survey, new or changed regulations and legislation, and new technology.
Thirdly, the organization required to conduct a gap analysis. Here, business leaders should compare where the organization is today with where they want it to be. Besides, it is essential to consider the risk and address the gaps in the company. For example, an organization that wishes to be ranked first in the industry for customer satisfaction needs to identify its current rating on customer satisfaction. It is only then that the business will identify the gap between its current rating and the kind of rating required to make it the leader in customer satisfactions. The risk of failing to improve the customer satisfaction rating might be a drop in sales or the market share.
Fourthly, business leaders should define the HR priorities and goals of the company. The HR goals should be based on the goals, challenges, and gaps that were identified in the previous steps. The identified goals ought to be specific, measurable, achievable, relevant and time-bound (SMART). Additionally, the HR goals should be linked to the applicable corporate goals. The HR team should introduce measures in the implementation stage to determine the effectiveness of the strategy. It is critical to ensure t ...
HR AND COMPETITIVE ADVANTAGE-A comprehensive guide to using HR activities to ...Summaya Sharif
The essay is written to answer the ubiquitous organizational query; “How HRM activities enable organizations to become more competitive in their markets?”. With this essay organizations can gain a comprehensive, intricate, and pragmatic knowledge on how they can use HR as a competitive advantage so that they’re capable of making the most out of their HR activities and boost their competitiveness to stand not just firm but sui-generis in the market.
The sample material covers the following topics as under.
Strategic Staffing
What is Strategic Staffing?
Comparison between Strategic and Traditional Staffing
Components of Strategic Staffing
Goals of Strategic Staffing
Functional areas of HRM
In order to get the final copy of the reading material, click on the below link.
http://www.vskills.in/certification/Human-Resources/certified-hr-staffing-manager
With the new transition taking place from competitive business environment to hi-definition competitive and sustainable environment, business houses of today drives to re-define the traditional and conventional ways to the next levels. It tries to accommodate and assimilate the global economic change due to the different perception which generation Y perceives and sees how employees employers should behave accordingly emphazing a cultural, social and emotional values of the people. The new India promoting the LPG model (Liberalization, Privatization and Globalization) policies has pushed the employers to think that human resource is the most vulnerable and indispensable product to be nurtured, formulated and shaped such that it reaps harvest as the organization develops and grows.Appreciating the value by inculcating IHRM (INNOVATIVE HUMAN RESOURCE MANAGEMENT) practices within the organization helps to foster new challenges both nationally and internationally. Human resource managers need to play the role of a change agent and a planner in the business venture. Increase in educational levels due to technological progress, mid-career training, changing composition of workforce, increased government role, emphasis on occupational health and safety, organizational development and work ethics will create an impact on productivity, performance and profit giving the organization a balanced growth to overall development. It also needs an integration of skill for in an individual to avoid surplus or under-utilized manpower. Demographic change and gender diversity is also and factor to considered towards innovation and new practices. Organizations today dwell on PCMM(People Capability Maturity Model) to lead organization towards innovation and growth. Relationship among the individuals increases the cohesiveness and creates a sense of trust belief, values within them.
Why hr is important in manufacturing industryOpportuneHR
When the HR plays a strategic role, it impacts the whole organisation. Production processes get smoother, new manufacturing practices gets accepted, unions and the workforce appreciate the respect shown by management, they understand the intent and reciprocate. Industrial relations improve and people feel a sense of pride and esteem working in the organisation.
When major strategic approaches like lean manufacturing, balanced scorecards, are adopted in the organisation, it isn’t possible without an active role of HR management.
Identifying Staffing Goals Creating hiring goals that are clearly .docxsheronlewthwaite
Identifying Staffing Goals Creating hiring goals that are clearly linked to organizational strategies and objectives guides the strategic staffing process. Process goals relate to the hiring process itself, including how many of what quality applicants apply, attracting appropriate numbers of diverse applicants, and meeting hiring timeline goals, such as completing interviews within two weeks and making job offers within one week of the final interview. Outcome goals apply to the product of the hiring effort and include the number and quality of people hired, the financial return on the staffing investment, and whether the staffing effort improved organizational effectiveness. Table 1-2 presents a sampling of the many possible staffing goals.
Table 1-2 Examples of Staffing Goals27
Process Goals
Attracting sufficient numbers of appropriately qualified applicants
Complying with the law and any organizational hiring policies
Fulfilling any affirmative action obligations
Meeting hiring timeline goals Staffing efficiently
Outcome Goals
Hiring individuals who succeed in their jobs
Hiring individuals who will eventually be promoted
Reducing turnover rates among high performers
Hiring individuals for whom the other human resource functions will have the desired impact (e.g., who will benefit from training, and who will be motivated by the firm’s compensation package) Meeting stakeholder needs
Maximizing the financial return on the organization’s staffing investment
Enhancing the diversity of the organization
Enabling organizational flexibility
Enhancing the business’s strategy execution
Not all these goals will be relevant in every hiring situation. Different goals are likely to take priority at different times. It is also common for staffing goals to conflict. For example, it can be challenging to hire top performers who will stay with the organization for many years while simultaneously filling jobs quickly and minimizing staffing costs. Firms that do not staff strategically are often focused on goals such as the time it takes to fill an opening, the number of hires a recruiter produces in a period of time, and the cost per hire. Although these can be useful goals for improving the efficiency of the staffing process, they are not necessarily aligned with improving the strategic performance of the staffing system. For example, if executing the firm’s strategy requires hiring top-tier talent, the company’s recruiting goals should emphasize the quality of applicants versus hiring speed. For some positions, hiring top talent that will stay with the organization for a long time might be critical (perhaps if the positions are in management, long-term research and development projects, or sales). There may be other positions for which average talent and moderate turnover is acceptable. The key objectives of the staffing effort28 can change over time and be different for different positions, too. Because, over time, jobs change and diffe ...
CHAPTER 2
BUILDING COMPETITIVE ADVANTAGE THROUGH
INTEGRATED TALENT MANAGEMENT
Marcia J. Avedon, Gillian Scholes
The business world is more dynamic today than ever before with an
accelerating pace of new technologies, increasing globalization of markets
and competition, changing regulatory requirements, and increasingly
commonplace mergers, acquisitions, and divestitures. In this tumultuous
environment, organizations must continually renew their organizational
capability to achieve competitive advantage. However, it is increasingly
challenging to find the talent needed to compete in this dynamic business
environment.
The availability of educated, working-age talent is shrinking in many of
the world’s labor markets (Zolli, 2007). Multinational companies are
moving work to developing lower-cost countries, only to find the talent
wars and wages subsequently escalating in those countries (Qihan &
Denmat, 2006). Skilled leaders and other professionals, with the
capabilities to enter new markets, create new business models, and
innovate new technologies, are highly sought after (Michaels, Handfield-
Jones, & Axelrod, 2001). Consequently, the demand for talent is
outstripping the supply. As a result, top performers in key talent pools
typically have multiple employment opportunities at any point in time. In
addition, senior leaders, including CEOs, are in their jobs for shorter
periods of time (Lucier, Kocourek, & Habbel, 2006), and employees
generally no longer expect lifetime employment with one company.
Leadership and employee development, through experience and
education, still takes considerable time and effort and will never be a
quick fix. This set of complex, changing business and talent realities
creates the imperative for companies to focus on talent in a strategic,
systemic, and customized manner.
The ability for a firm to create an integrated system that yields a continual
flow of talent ready to address specific strategic and operational
opportunities may be the single-most enduring competitive advantage.
While organizations often find that their strategies, products, services, or
markets require change, the need to have relevant, differentiated talent to
achieve these business goals remains constant. However, the specific
talent strategies need to adapt accordingly. Several recent surveys of both
chief executive officers and chief human resource officers confirm that
attracting, developing, and retaining talent is a top concern (Donlon,
2007; HR Policy Association, 2007). One CEO identified the point well
(Donlon, 2007): “We are the most highly regulated industry in the world,
and we have the most compliance issues in the world. So, those are risks,
but our single biggest issue is human capital. We are losing it really fast
and that is really scary.”
This chapter provides definitions, models, and examples for creating a
dynamic, customized, and integrated talent management system. We do
not .
Scaling up a business is not easy. Many start-ups, family business or professional run firms fail to scale to next level of operations. In this white paper, Browne & Mohan consultants share a framework that is successfully employed by companies to guide their scaling up process.
250-500 words APA format cite references Check this scenario out.docxjeanettehully
250-500 words APA format cite references
Check this scenario out. Long term care can consists of servicing patients need at a patient's home, providing meals, transportation and in home therapy. Some long term care is within the home and some can be rehab. Lets say there is a growing need to extend those services to our growing need in elderly population. Part of that need is a demand for servicing the increasing population of the Hispanic community. We as a team need to meet with a cross- functional management team that can relay the need and services outside of the facility. We need hired people who are bilingual that can work the call center, deliver food, offer in home therapy, and provide transportation.
Our audience will be the new management team. Each member of the coordination of care team of management will cover or be responsible for one of those areas. Our standpoint will be that we are the board of directors that would be talking with them.
Giving the above screnario my part of assignment is to come up with strategies of the transition and what methods may be needed?
.
2 DQ’s need to be answers with Zero plagiarism and 250 word count fo.docxjeanettehully
2 DQ’s need to be answers with Zero plagiarism and 250 word count for each question. Due in 6 hours TODAY! Please include all references if necessary.
Week One DQ1
Week One DQ3
To clarify... these ratios are part of the DuPont model, and the DuPont model considers liquidity as one of the factors to be evaluated, but at the end of the day, the DuPont model is all about return on equity... basically getting your money's worth. Given that, what are the elements of liquidity and how do they lead us into the discussion on equity? Why is this important to understand?
.
More Related Content
Similar to Running head EMPLOYEE SELECTION PROCESS 1EMPLOYEE SELEC.docx
The sample material covers the following topics as under.
Strategic Staffing
What is Strategic Staffing?
Comparison between Strategic and Traditional Staffing
Components of Strategic Staffing
Goals of Strategic Staffing
Functional areas of HRM
In order to get the final copy of the reading material, click on the below link.
http://www.vskills.in/certification/Human-Resources/certified-hr-staffing-manager
With the new transition taking place from competitive business environment to hi-definition competitive and sustainable environment, business houses of today drives to re-define the traditional and conventional ways to the next levels. It tries to accommodate and assimilate the global economic change due to the different perception which generation Y perceives and sees how employees employers should behave accordingly emphazing a cultural, social and emotional values of the people. The new India promoting the LPG model (Liberalization, Privatization and Globalization) policies has pushed the employers to think that human resource is the most vulnerable and indispensable product to be nurtured, formulated and shaped such that it reaps harvest as the organization develops and grows.Appreciating the value by inculcating IHRM (INNOVATIVE HUMAN RESOURCE MANAGEMENT) practices within the organization helps to foster new challenges both nationally and internationally. Human resource managers need to play the role of a change agent and a planner in the business venture. Increase in educational levels due to technological progress, mid-career training, changing composition of workforce, increased government role, emphasis on occupational health and safety, organizational development and work ethics will create an impact on productivity, performance and profit giving the organization a balanced growth to overall development. It also needs an integration of skill for in an individual to avoid surplus or under-utilized manpower. Demographic change and gender diversity is also and factor to considered towards innovation and new practices. Organizations today dwell on PCMM(People Capability Maturity Model) to lead organization towards innovation and growth. Relationship among the individuals increases the cohesiveness and creates a sense of trust belief, values within them.
Why hr is important in manufacturing industryOpportuneHR
When the HR plays a strategic role, it impacts the whole organisation. Production processes get smoother, new manufacturing practices gets accepted, unions and the workforce appreciate the respect shown by management, they understand the intent and reciprocate. Industrial relations improve and people feel a sense of pride and esteem working in the organisation.
When major strategic approaches like lean manufacturing, balanced scorecards, are adopted in the organisation, it isn’t possible without an active role of HR management.
Identifying Staffing Goals Creating hiring goals that are clearly .docxsheronlewthwaite
Identifying Staffing Goals Creating hiring goals that are clearly linked to organizational strategies and objectives guides the strategic staffing process. Process goals relate to the hiring process itself, including how many of what quality applicants apply, attracting appropriate numbers of diverse applicants, and meeting hiring timeline goals, such as completing interviews within two weeks and making job offers within one week of the final interview. Outcome goals apply to the product of the hiring effort and include the number and quality of people hired, the financial return on the staffing investment, and whether the staffing effort improved organizational effectiveness. Table 1-2 presents a sampling of the many possible staffing goals.
Table 1-2 Examples of Staffing Goals27
Process Goals
Attracting sufficient numbers of appropriately qualified applicants
Complying with the law and any organizational hiring policies
Fulfilling any affirmative action obligations
Meeting hiring timeline goals Staffing efficiently
Outcome Goals
Hiring individuals who succeed in their jobs
Hiring individuals who will eventually be promoted
Reducing turnover rates among high performers
Hiring individuals for whom the other human resource functions will have the desired impact (e.g., who will benefit from training, and who will be motivated by the firm’s compensation package) Meeting stakeholder needs
Maximizing the financial return on the organization’s staffing investment
Enhancing the diversity of the organization
Enabling organizational flexibility
Enhancing the business’s strategy execution
Not all these goals will be relevant in every hiring situation. Different goals are likely to take priority at different times. It is also common for staffing goals to conflict. For example, it can be challenging to hire top performers who will stay with the organization for many years while simultaneously filling jobs quickly and minimizing staffing costs. Firms that do not staff strategically are often focused on goals such as the time it takes to fill an opening, the number of hires a recruiter produces in a period of time, and the cost per hire. Although these can be useful goals for improving the efficiency of the staffing process, they are not necessarily aligned with improving the strategic performance of the staffing system. For example, if executing the firm’s strategy requires hiring top-tier talent, the company’s recruiting goals should emphasize the quality of applicants versus hiring speed. For some positions, hiring top talent that will stay with the organization for a long time might be critical (perhaps if the positions are in management, long-term research and development projects, or sales). There may be other positions for which average talent and moderate turnover is acceptable. The key objectives of the staffing effort28 can change over time and be different for different positions, too. Because, over time, jobs change and diffe ...
CHAPTER 2
BUILDING COMPETITIVE ADVANTAGE THROUGH
INTEGRATED TALENT MANAGEMENT
Marcia J. Avedon, Gillian Scholes
The business world is more dynamic today than ever before with an
accelerating pace of new technologies, increasing globalization of markets
and competition, changing regulatory requirements, and increasingly
commonplace mergers, acquisitions, and divestitures. In this tumultuous
environment, organizations must continually renew their organizational
capability to achieve competitive advantage. However, it is increasingly
challenging to find the talent needed to compete in this dynamic business
environment.
The availability of educated, working-age talent is shrinking in many of
the world’s labor markets (Zolli, 2007). Multinational companies are
moving work to developing lower-cost countries, only to find the talent
wars and wages subsequently escalating in those countries (Qihan &
Denmat, 2006). Skilled leaders and other professionals, with the
capabilities to enter new markets, create new business models, and
innovate new technologies, are highly sought after (Michaels, Handfield-
Jones, & Axelrod, 2001). Consequently, the demand for talent is
outstripping the supply. As a result, top performers in key talent pools
typically have multiple employment opportunities at any point in time. In
addition, senior leaders, including CEOs, are in their jobs for shorter
periods of time (Lucier, Kocourek, & Habbel, 2006), and employees
generally no longer expect lifetime employment with one company.
Leadership and employee development, through experience and
education, still takes considerable time and effort and will never be a
quick fix. This set of complex, changing business and talent realities
creates the imperative for companies to focus on talent in a strategic,
systemic, and customized manner.
The ability for a firm to create an integrated system that yields a continual
flow of talent ready to address specific strategic and operational
opportunities may be the single-most enduring competitive advantage.
While organizations often find that their strategies, products, services, or
markets require change, the need to have relevant, differentiated talent to
achieve these business goals remains constant. However, the specific
talent strategies need to adapt accordingly. Several recent surveys of both
chief executive officers and chief human resource officers confirm that
attracting, developing, and retaining talent is a top concern (Donlon,
2007; HR Policy Association, 2007). One CEO identified the point well
(Donlon, 2007): “We are the most highly regulated industry in the world,
and we have the most compliance issues in the world. So, those are risks,
but our single biggest issue is human capital. We are losing it really fast
and that is really scary.”
This chapter provides definitions, models, and examples for creating a
dynamic, customized, and integrated talent management system. We do
not .
Scaling up a business is not easy. Many start-ups, family business or professional run firms fail to scale to next level of operations. In this white paper, Browne & Mohan consultants share a framework that is successfully employed by companies to guide their scaling up process.
250-500 words APA format cite references Check this scenario out.docxjeanettehully
250-500 words APA format cite references
Check this scenario out. Long term care can consists of servicing patients need at a patient's home, providing meals, transportation and in home therapy. Some long term care is within the home and some can be rehab. Lets say there is a growing need to extend those services to our growing need in elderly population. Part of that need is a demand for servicing the increasing population of the Hispanic community. We as a team need to meet with a cross- functional management team that can relay the need and services outside of the facility. We need hired people who are bilingual that can work the call center, deliver food, offer in home therapy, and provide transportation.
Our audience will be the new management team. Each member of the coordination of care team of management will cover or be responsible for one of those areas. Our standpoint will be that we are the board of directors that would be talking with them.
Giving the above screnario my part of assignment is to come up with strategies of the transition and what methods may be needed?
.
2 DQ’s need to be answers with Zero plagiarism and 250 word count fo.docxjeanettehully
2 DQ’s need to be answers with Zero plagiarism and 250 word count for each question. Due in 6 hours TODAY! Please include all references if necessary.
Week One DQ1
Week One DQ3
To clarify... these ratios are part of the DuPont model, and the DuPont model considers liquidity as one of the factors to be evaluated, but at the end of the day, the DuPont model is all about return on equity... basically getting your money's worth. Given that, what are the elements of liquidity and how do they lead us into the discussion on equity? Why is this important to understand?
.
270w3Respond to the followingStress can be the root cause of ps.docxjeanettehully
270w3
Respond to the following:
Stress can be the root cause of psychological disorders. Name four symptoms shared by acute and posttraumatic stress disorders.
What life events are most likely to trigger a stress disorder?
Traumatic events do not always result in a diagnosable
PSYCHOLOGICAL
disorder. What factors determine how a person may be affected by one such event?
What is the link between
PERSONALITY
styles and heart disease?
List and briefly describe four psychological treatments for physical disorders.
.
250 word response. Chicago Style citingAccording to Kluver, what.docxjeanettehully
250 word response. Chicago Style citing
According to Kluver, what are the ramifications of technology and globalization on global communication?
Compare Kluver’s arguments with endangered languages, and with the readings about the Digital Divide. How do they compare? From these readings, what are the general trends of communication?
Readings
Jandt, Fred E. (editor) Intercultural Communication: A Global Reader. Thousand Oaks, CA: Sage. 2004
“Globalization, Informatization, and Intercultural Communication,” Kluver, Jandt pages 425-437
“Part II: Language,” Introduction, Jandt pages 99-102
“Babel Revisited,” Mühlhäusler, Jandt pages 103-107
“Africa: The Power of Speech,” Bâ, Jandt pages 108-111
http://en.wikipedia.org/wiki/Digital_divide
http://www.endangeredlanguages.com/
.
250+ Words – Strategic Intelligence CollectionChoose one of th.docxjeanettehully
250+ Words – Strategic Intelligence Collection
Choose one of the following topics and respond per the Forum guidance:
1) What is the role of the Collection Management function? Does the CIA model work, given that analysts are separated from the National Clandestine Service
--or--
2) Why are some collection methods considered principally strategic, supporting the strategic analysis process? How would you define "strategic intelligence collection?"
.
2–3 pages; APA formatDetailsThere are several steps to take w.docxjeanettehully
2–3 pages; APA format
Details:
There are several steps to take when submitting a claim form to the insurance company for reimbursement. The result of a
clean claim
is proper reimbursement for the services the facility has provided.
In this assignment, you will be addressing the claims submission process and the follow-up.
Include the following in your submission:
List all of the information that is important before the claim can be submitted.
Discuss some of the reasons why a claim may be rejected.
What steps should be taken to check the claim status?
.
250 Word Resoponse. Chicago Style Citing.According to Kluver, .docxjeanettehully
250 Word Resoponse. Chicago Style Citing.
According to Kluver, what are the ramifications of technology and globalization on global communication?
Compare Kluver’s arguments with our readings last week on endangered languages, and with our readings about the Digital Divide.
How do they compare?
From these readings, what are the general trends of communication?
Readings:
http://en.wikipedia.org/wiki/Digital_divide
“Globalization, Informatization, and Intercultural Communication,” Kluver, Jandt pages 425-437
Jandt, Fred E. (editor) Intercultural Communication: A Global Reader. Thousand Oaks, CA: Sage. 2004
Last weeks reading:
“Part II: Language,” Introduction, Jandt pages 99-102
“Babel Revisited,” Mühlhäusler, Jandt pages 103-107
“Africa: The Power of Speech,” Bâ, Jandt pages 108-111
“Research and Context for a Theory of Maori Schooling,” Penetito, Jandt pages 173-188
Explore www.endangeredlanguages.com and watch the video at
http://youtu.be/Bn2QbwcjmOI
.
250 word mini essay question.Textbook is Getlein, Mark. Living wi.docxjeanettehully
250 word mini essay question.
Textbook is: Getlein, Mark. Living with Art, 9th Ed., New York: McGraw-Hill, 2010.
Please Cite in MLA format.
1. Distinguish between the Paleolithic and Neolithic Periods in terms of time and cultural developments.
2. Compare and contrast specific examples of artifacts, practices, and systems of belief.
3.Discuss why art survives or does not. Include the four reasons Getlein cites for how art survives, giving an example of art work from both the Paleolithic and Neolithic Periods that meet one of these requirements.
4. What types of art work or materials would not likely survive?
5. How might this affect our opinion of a culture?
.
250 word discussion post--today please. Make sure you put in the dq .docxjeanettehully
250 word discussion post--today please. Make sure you put in the dq that the research paper focused around recent Civil Rights in the Mississppi Area
How do you define Mississippi?
In your post, identify your thesis and the sources you used to prove your argument. Discuss how you came to define Mississippi and what conclusions you made about the state. Make sure to point out the general areas of History that you discuss and what events, people, or ideas were especially important to your interpretation of Mississippi History. What readings, from Bond, Busbee, or another source you found, profoundly influenced your view of the state? Overall, has your view of Mississippi changed or mostly stayed the same? What can we learn about Mississippi today from your paper? Is Mississippi as a "closed society" (Silver, 1964) an accurate way to look at the state? Has this been true at some point in the past, but is no longer true? What time period is most crucial to understanding Mississippi and best defines it?
Some examples of different periods in Mississippi History are:
pre-European Mississippi
colonial Mississippi
territorial Mississippi
antebellum Mississippi
Civil War/Reconstruction Mississippi
Jim Crow Mississippi
Mississippi during the Civil Rights Movement
Post Civil Rights Mississippi
.
2By 2015, projections indicate that the largest category of househ.docxjeanettehully
2
By 2015, projections indicate that the largest category of households will be composed of
·
[removed]
childless married couples and empty nesters
·
[removed]
married couples with children
·
[removed]
single-parent families
·
[removed]
singles living with nonrelatives
3
Which of the following elements of sociocultural environment can be associated with the growing demand for social surrogates like social networking sites, television, and so on?
·
[removed]
Views of nature
·
[removed]
Views of others
·
[removed]
Views of ourselves
·
[removed]
Views of organizations
Wabash Bank would like to understand if there is a relationship between the advertising or promotion it does and the number of new customers the bank gets each quarter. What type of research is this an example of?
·
[removed]
Secondary
·
[removed]
Exploratory
·
[removed]
Causal
·
[removed]
Qualitative
5
Which strategy does this exemplify? Kayak and Orbitz provide their customers with a variety of travel options including flight reservations, vacation packages, flight and hotel options with or without car rentals, and cruise offerings.
·
[removed]
Diversification
·
[removed]
Promotional
·
[removed]
Differentiation
·
[removed]
Focus
A company's sales potential would be equal to market potential when which situations exists?
·
[removed]
The marketing expenditure of the company is reduced to zero.
·
[removed]
The company gets 100 percent share of the market.
·
[removed]
Industry marketing expenditures approach infinity for a given marketing environment.
·
[removed]
The market is nonexpandable.
Marketing is considered both an art and a science. How do the 4Ps, or marketing mix, help us bridge the gap between art and science?
·
[removed]
Marketing focuses on sales as the primary goal.
·
[removed]
Marketing is involved with price as the major factor.
·
[removed]
Marketing is about advertising.
·
[removed]
Marketing balances the need for data with that of creativity.
In the U.S., consumer expenditures on homes and other large purchases tend to slow down during a recession because
·
[removed]
of steady supply of loanable funds in the economy during recession
·
[removed]
consumer borrowing increases during recession
·
[removed]
of stringent credit policies adopted by the Fed before the onset of recession
·
[removed]
the consumers have a high debt-to-income ratio
Which of the following statements demonstrates behavioral loyalty towards a brand?
·
[removed]
Myfavorite Laundry detergent is so easy to use.
·
[removed]
I always buy Myfavorite Laundry detergent when purchasing laundry detergent.
·
[removed]
My friends agree Myfavorite Laundry detergent is the best.
·
[removed]
Myfavorite Laundry detergent smells good.
When Apple introduced iTunes, a new market was opened. Which of the following describes this type of innovation?
·
[removed]
Operational excellence
·
[removed]
Value capture
·
[removed]
Presence
·
[removed]
Value chain
11
Which of.
29Answer[removed] That is the house whe.docxjeanettehully
29
Answer:
[removed]
That is the house "where I grew up."
The words in quotes make up an adjective clause. An adjective clause does
what an adjective does: it modifies the noun "house." Adjective clauses
begin with that, which, where, who, whom, or whose. Type the first word
followed by a space and the last word of the adjective clause in the
following sentence:
The doctor examined a man whose hands were colder than the rest of
his body.
30
Answer:
[removed]
That is the house "where I grew up."
The words in quotes make up an adjective clause. An adjective clause does
what an adjective does: it modifies the noun "house." Adjective clauses
begin with that, which, where, who, whom, or whose. Type the first word
followed by a space and the last word of the adjective clause in the
following sentence:
Mrs. Carnack has a cousin whom she would like us to meet.
31
Answer:
[removed]
That is the house "where I grew up."
The words in quotes make up an adjective clause. An adjective clause does
what an adjective does: it modifies the noun "house." Adjective clauses
begin with that, which, where, who, whom, or whose. Type the first word
followed by a space and the last word of the adjective clause in the
following sentence:
Who was the person who won the track meet?
32
Answer:
[removed]
That is the house "where I grew up."
The words in quotes make up an adjective clause. An adjective clause does
what an adjective does: it modifies the noun "house." Adjective clauses
begin with that, which, where, who, whom, or whose. Type the first word
followed by a space and the last word of the adjective clause in the
following sentence:
The restaurant where there was music was almost deserted.
33
Answer:
[removed]
That is the house "where I grew up."
The words in quotes make up an adjective clause. An adjective clause does
what an adjective does: it modifies the noun "house." Adjective clauses
begin with that, which, where, who, whom, or whose. Type the first word
followed by a space and the last word of the adjective clause in the
following sentence:
Find a boy whose eyes are green.
34
Answer:
[removed]
That is the house "where I grew up."
The words in quotes make up an adjective clause. An adjective clause does
what an adjective does: it modifies the noun "house." Adjective clauses
begin with that, which, where, who, whom, or whose. Type the first word
followed by a space and the last word of the adjective clause in the
following sentence:
The tale that was told that night was never forgotten.
35
Answer:
[removed]
That is the house "where I grew up."
The words in quotes make up an adjective clause. An adjective clause does
what an adjective does: it modifies the noun "house." Adjective clauses
begin with that, which, where, who, whom, or whose..
250 words discussion not an assignementThe purpose of this discuss.docxjeanettehully
250 words discussion not an assignement
The purpose of this discussion is to gain a more complete awareness of the extent of socio-environmental influences impacting the development of adolescents. Triandis (as cited in Coon and Kemmelmeier, 2001) states, "Individualism and collectivism are broadly defined cultural syndromes that encompass a number of elements, including values, norms, goals, and behaviors" (Coon and Kemmelmeier, 2001, p. 348).
Consider the audio piece in this unit's studies (also linked in the Resources) that compares two teens' viewpoints of life within their cultural domains. This piece highlights the impact of family, community, and cultural beliefs and values on an individual's development. For your initial post in this discussion, explore these influences by addressing the following questions:
How does exposure to media influence the manner in which adolescents develop?
How does exposure to peers influence development in both systems?
Using the reading from the textbook on risky behaviors, how might adolescents' influences and understanding of risk be different, based on their culture and expectations of self?
The optional reading in this unit's studies may provide additional information to support your post, if you choose to use it.
Response Guidelines
Respond to one learner by supporting his or her analysis of the two teens with additional information you have acquired outside of the textbook. Cite and reference your source with proper APA formatting. Be sure to address concepts in the post and find any similarities in your thinking as well.
Reference
Coon, H. M., Kemmelmeier, M. (2001). Cultural orientations in the United States: (Re)Examining differences among ethnic groups.
Journal of Cross-Cultural Psychology, 32
(3), 348–364. Thousand Oaks, CA: Sage.
.
25. For each of the transactions listed below, indicate whether it.docxjeanettehully
25. For each of the transactions listed below, indicate whether it is an operating (O), investing (I) or financing (F) activity on the statement of cash flows. Also, indicate if the transaction increases (+) or decreases (-) cash. 12 points
Transaction Type of Activity Effect on Cash
A) Paid dividends to the owners
B) Purchased equipment by paying cash
C) Issued stock for cash
D) Paid wages to employees
E) Repaid the bank loan
F) Collected cash on account from customers
.
250-word minimum. Must use textbook Jandt, Fred E. (editor) Intercu.docxjeanettehully
250-word minimum. Must use textbook: Jandt, Fred E. (editor) Intercultural Communication: A Global Reader. Thousand Oaks, CA: Sage. 2004 and articles provided. MLA citation.
Levi-Strauss and Hofstede portray culture as a dichotomy. What are the implications of such a dichotomy? How do these variants affect you when you attempt to communicate with other cultures? Likewise, how do these variants affect your audience when you attempt to communicate with them?
.
250-500 words APA format cite references Check this scenario o.docxjeanettehully
250-500 words APA format cite references
Check this scenario out. Long term care can consists of servicing patients need at a patient's home, providing meals, transportation and in home therapy. Some long term care is within the home and some can be rehab. Lets say there is a growing need to extend those services to our growing need in elderly population. Part of that need is a demand for servicing the increasing population of the Hispanic community. We as a team need to meet with a cross- functional management team that can relay the need and services outside of the facility. We need hired people who are bilingual that can work the call center, deliver food, offer in home therapy, and provide transportation.
Our audience will be the new management team. Each member of the coordination of care team of management will cover or be responsible for one of those areas. Our standpoint will be that we are the board of directors that would be talking with them.
Giving the above screnario my part of assignment is to come up with strategies of the transition and what methods may be needed?
.
250+ Words – Insider Threat Analysis Penetration AnalysisCho.docxjeanettehully
250+ Words – Insider Threat Analysis / Penetration Analysis
Choose one of the following. The first is insider threat analysis and the other is the threat presented by hostile intelligence operations. Be challenging and show what you know.
Topic 1
Insider threats come from individuals who operate inside friendly intelligence and national security organizations who purposefully set out to cause disruption, destruction, and commit crimes to those ends. Please read
Insider Threat IPT
and
Solving Insider Threat
in the Course Materials Folder. Using the web or the online library choose a high profile case of insider threat (cyber, intelligence, military) and draft a 350 word summary of the case highlighting successes or failures of
analysis
in bringing resolution to the case. What analysis methods can you discern? What do think could have been done differently to improve the analysis?
--or--
Topic 2
Complete reading
Foreign Espionage Threat
and
Observations on the Double Agent
and
Social Courtesy
. In the penetration of a hostile intelligence service analysis is central to identifying, pursuing, and preparing the recruitment of an agent. In 350 words please research the Oleg Penkovsky, Aldritch Ames, or Jonathan Pollard cases. Provide a summary of the role of analysis in the recruitment and running of these agents from the perspective of their handlers (the US/British, Soviet Union, and Israel, respectively). You'll need to conduct additional research on the web or in the online library to help you develop a factual understanding of the case you choose.
.
250 wordsUsing the same company (Bank of America) that you have .docxjeanettehully
250 words
Using the same company (Bank of America) that you have using in previous weeks, please review its cashflow sheet The statement of cash flows is divided into three parts: (1) operational cash flows, (2) financing cash flows, and (3) investment cash flows. Discuss the primary components of each of these sections of the cash flow statement:
Operational cash flows:
Use the direct method, which focuses on the sources of cash and the uses of operating cash such as cash from customers minus cash payment for expenses and payments to creditors.
Financing cash flows:
This should include cash received as the owner’s investment and cash withdrawals by owners.
Investing cash flows:
These include cash from investing activities (in other companies or securities) and any cash paid to make these investments.
.
250 mini essay questiontextbook Getlein, Mark. Living with Art, 9.docxjeanettehully
250 mini essay question
textbook: Getlein, Mark. Living with Art, 9th Ed., New York: McGraw-Hill, 2010 Please include citations in MLA format.
First, describe the shift in the Roman Empire that created Byzantium in the East and what would eventually become Europe in the West and explain the impact of this political, religious, and social split on the art produced in these regions in this era. Provide specific examples of particular works of art or architecture to illustrate your points.
Second, trace the subsequent development of art in the East and the West from the Early through the High and Late Middle Ages by citing specific works of art or architecture and describing characteristic features these works exemplify. Be sure to include the each of the following terms in your discussion:
-animal style
-Carolingian
-Romanesque
-Gothic
.
22.¿Saber o conocer… With a partner, tell what thes.docxjeanettehully
22.
¿
Saber
o
conocer
…?
With a partner, tell what these people know, using
saber
or
conocer
.
Natalia [removed] al suegro de Mirta. Ella [removed] dónde vive él, pero no [removed] su número de teléfono.
David [removed] muchas ciudades de España, pero no [removed] hablar español.
Estela [removed] muchos poemas de ese poeta, pero no [removed] ninguno de memoria.
Roberto [removed] a la familia que da la fiesta de Año Nuevo, pero no [removed] dónde es la fiesta.
Yo [removed] que Lorca es un poeta español.
.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
Running head EMPLOYEE SELECTION PROCESS 1EMPLOYEE SELEC.docx
1. Running head: EMPLOYEE SELECTION PROCESS
1
EMPLOYEE SELECTION PROCESS
9
Employee Selection Process
Student’s Name
Institutional Affiliation
The Process of Selecting the Right Employees
Introduction
What is the most vital aspect of an organization? Well, some
people would say it is the finances and processes that have been
put in place to advance its business strategy. Raub (2017) states
that without a doubt, the people that make up the organization
are the most critical component. The position of Raub (2017) is
correct because it is people who drive processes, manage
finances, and make vital decisions that drive organizational
strategy. Having the most qualified and motivated people in the
right positions and roles can be the differentiating factor
between the success of the business versus its failure. The
method of hiring employees should be based on the most
effective human resource policy and procedures to ensure that
the right people are recruited to the right roles. In this essay, we
discuss the process of selecting the best workers of the retailer
in question.
Strategy Types
Cost leadership, differentiation, and focus strategies are ways
2. through which companies can gain a competitive advantage in
the market. Cost leadership is a strategy often used by business
firms to reduce production costs below those of competitors or
industry average and increase efficiencies. Dombrowski,
Krenkel, and Wullbrandt (2018) explain that cost leadership is
about reducing the costs and producing the least expensive
products in the industry to gain and boost the market share.
Firstly, companies can implement a cost leadership strategy by
increasing their profits through cost reduction, while charging
prices within the range of industry-averages. Secondly, the
approach is achieved by lowering prices to increase market
share, while still ensuring that reasonable profits are being
made because production costs have been reduced
(Dombrowski, Krenkel & Wullbrandt, 2018). To implement this
strategy, the organization must have access to resources needed
to invest in the most efficient technology to help reduce prices.
Two, the supply chain management process must be very
efficient and must have a low-cost base regarding facilities,
materials, and labor.
Differentiation is about having quality products and services
that are more attractive and stand out from the rest of the
competition. Since the retail industry has almost similar goods,
the organization can differentiate its products and services in
terms of brand image, support, and customer service. Achieving
differentiation requires robust research, innovation, and
development team, the ability to produce and deliver the best
goods and services, and an effective sales, promotion, and
marketing strategy. Companies that have achieved
differentiation have leaner processes that focus on innovation
and quality in production and delivery.
Lastly, the focus strategy concentrates on a specific niche of the
market. Through fathoming the dynamics and trends of the
market and unique customer needs in the niche, companies
3. develop well-specified products or services or offer uniquely
low-cost products (Dombrowski, Krenkel & Wullbrandt, 2018).
Since such firms serve their customers well in the market, they
are likely to develop sharp brand image and loyalty that
translates into a competitive advantage.
The most appropriate strategy for an “efficiency-minded’
retailer is cost leadership. Because customers always want the
best products for low prices, the cost leadership strategy can
keep the retailer highly efficient and profitable. Low prices and
high quality becomes the selling point for the retailer. To
maintain low costs and efficiency, the company must have an
excellent logistics plan, minimized spending on human
resources, and business automation. Process efficiency,
intensive growth strategies, effective management, and robust
technology are critical to achieving the strategy.
To obtain cost leadership, the human resource department must
invest in talented, and highly trained staff who can implement
leaner processes and effective management approaches to
reduce production costs (Wood, 2018). The HR, therefore, must
invest in a robust and efficient selection and training program
for the staff to become competent managers, logisticians, and
marketers.
Job Design Approaches
The popularly used approaches to job design are job enrichment,
job engineering, job enlargement, and job rotation (Khan, Azhar
& Hayat, 2015). The dimensions of job design mostly focus on
complexity and impact. The impact dimension, as postulated by
Khan, Azhar and Hayat (2015), determines the degree to which
the approach used in job design is connected with factors
outside the immediate job, like performance evaluation and
management, working conditions, the needs of the consumers,
the compensation and reward systems and the design of the
4. organization.
Job rotation is often done by moving the workers from job to
job. The focus of such rotation is to reduce boredom and add
variety by allowing them to perform varied roles and tasks
(Khan, Azhar & Hayat, 2015). When some activities are no
longer as challenging as before, staff can be moved to another
role, which has similar requirements in terms of skills and
knowledge. Apart from helping to address disinterest and
boredom, job rotation helps the management in achieving a
certain level of flexibility, especially when employees have
many skills. An example is when the HR director moves one
customer representative to work for some time as a sales
consultant.
Job engineering is focused on the activities to be done,
processes to be used, employee workflows, the layout of the
staff, standards of performance, and interdependence among
systems and people. The job design’s hallmark is the
specialization of labor (Khan, Azhar & Hayat, 2015). Such
specialization at the highest levels allows staff to perform tasks
rapidly, reduce supervision needs, simplify the hiring processes,
and allows short work periods to automate performance (Wood,
2018). An example is when the employees are permitted how
the work methods in the logistics department and the sales
department of the retailer link up to improve performance.
Job enlargement is about expanding the number of varied tasks
done by workers in a single job. The approach changes jobs in
some situations or circumstances to included additional
different tasks. Apart from adding interest, enlargement gives
the staff more responsibility. For example, the functions of a
sales representative at the retail store may be expanded to
include offering customer after-service and inventory
management support (Wood, 2018). Job enrichment focuses on
adding some motivators to the job to improve its attractiveness,
motivation, and rewarding nature.
5. A job can only be enriched when its nature becomes more
creative, exciting, and challenging. Apart from improving
employee satisfaction, job enrichment enhances the efficiency
of task performance, which is vital for the retail’s overall cost
leadership strategy (Wood, 2018). An example is when a
warehouse staff whose primary role is to stocking the retail
store shelves can also help in filling order slips and processing
incoming inventory with added reward and control.
The practical job design applications mentioned above are
essential to the management. If the jobs in the retail store and
effectively and appropriately designed, then highly efficient
managers are likely to job the retailer (Wood, 2018). Efficient
managers implement leader and effective processes that advance
the strategy of the retail store. The employees become
motivated to improve the profitability and productivity of the
retailer. The focus of the job design applications should be to
improve the efficiency of the company to achieve its cost
leadership business strategy.
Challenges and Constraints in Employee Recruitment
Companies face challenges and constraints that impact their
recruitment processes. While some of these constraints are
internal, a considerable percentage can also be attributed to the
candidates being interviewed for different roles in the
organization. Lussier and Hendon (2017) explain that internal
constraints that are likely to affect recruitment negatively
include the image and reputation of the firm, unattractive jobs,
and organizational policies. An organization with a poor image
and reputation is not likely to attract the best workers.
Unattractive jobs come in the form of poor remuneration and
benefits package, low chances of promotion and advancements,
and sometimes lack of opportunities for growth and
development.
6. However, two issues are of specific significance, especially to
the overall strategy of the retailer. The first challenge is finding
employees who fit the culture of the company. Human resource
professionals are always seeking employees who can embody
the culture of the organization and lead in taking it forward
(Lussier & Hendon, 2017). New staff should integrate into the
company’s team and work well in the environment of the firm.
Finding staff who fit the culture of the company should be a
top priority for any HR department, yet it remains a significant
challenge. In some cases, recruiters are forced to let go of great
and talented candidates because they do not gel with the culture
of the company and the team environment that has been created
to advance strategy (Lussier & Hendon, 2017). To address this
issue, HR must ensure that the culture of the company is well
articulated and captured in the job descriptions. For instance,
the mission and internal environment of the company can be
displayed in the adverts to help candidates understand the
organization. Only those fitting the described culture and
internal environment are likely to apply.
The second challenge is the need to make a speedy hire. HR
professionals are encountering the problem of having to make
quick recruitment (Lussier & Hendon, 2017). Because
competition is heating up, and resources are limited to get the
best talent, companies are making quick recruitment decisions
that end up hurting them. Coupled with the fast growth of
companies, HR does not have adequate time to screen
candidates and select the best fit (Lussier & Hendon, 2017). To
address this problem, recruiters should document the required
information for specific roles in advance to help in saving time
and cutting some steps involved in recruitment. Such data can
be gathered through managers and line supervisors on the
requirements of these roles.
7. Ideas for Candidate Selection Process
Training HR staff, understanding the job, and using valid tools
can help add value to the selection process. Individuals
involved in the process of selecting must be adequately trained
mainly on the performance metrics of the interviewing process
(Lussier & Hendon, 2017). Especially, people involved in the
selection should be adequately trained on interviewing.
Secondly, identifying and using valid selection tools is
essential. The tools and techniques used must be relevant to the
job in question and linked with successful job performance.
A way of validating tools is to engage outside consultants or HR
business partners (Lussier & Hendon, 2017). Thirdly, the
selection purely depends on an exceptional understanding of the
job. The HR team must, therefore, start with excellent
knowledge of the role and the features that differentiate
successful job performance (Wood, 2018). A specific strategy to
understand the job is conducting internal analysis or partnering
with experts in the field of selection processes.
During selection, there are common problems that must be
avoided. Firstly, the recruiting panel should not take candidates
at their word. The team must probe for specific situations and
examples where the candidate demonstrated the success factors
in question. Secondly, regardless of time and resource
limitations, the selection process should be robust and not sped-
up. Most managers cite a lack of time as the reason for quick
hires. This is a huge mistake. Thirdly, relying on gut feelings
and instincts is a huge problem.
References
Dombrowski, U., Krenkel, P., & Wullbrandt, J. (2018).
Strategic Positioning of Production within the Generic
Competitive Strategies. Procedia CIRP, 72, 1196-1201.
8. Khan, N. J., Azhar, S., & Hayat, Z. (2015). Strategic approach
to job design: an issue in strategy implementation. International
Journal of Human Resource Studies, 5(1), 48
Lussier, R. N., & Hendon, J. R. (2017). Human resource
management: Functions, applications, and skill development.
Sage publications.
Raub, S. (2017). When employees walk the company talk: The
importance of employee involvement in corporate
philanthropy. Human Resource Management, 56(5), 837-850..
Wood, S. (2018). HRM and organizational performance.
In Human Resource Management (pp. 74-97). Routledge.
Three Strikes Laws 1
Three Strikes Laws
Dionne Russell
CJS/225
Carol Thomas
November 04, 2019
Three Strikes Laws 2
Three Strikes Laws
Three strike laws are laws enforced by the state to ensure a
crime less society. They
enforce harsh sentences for a person or victims who commits a
9. violent felony and who already
has two previous felony convictions, or in a state without such a
law. These laws are enhanced to
create a correctable society and avoid persons avoiding same
felony convictions they previously
had in a court of law. Three strike laws gives severe punishment
to such victims and can lead to
life imprisonment. The three strikes laws were enacted under
the Violent Crime Control and Law
Enforcement Act of 1994. The statutes of three strikes provided
for a mandatory life
imprisonment if one is convicted felony, ( Austin, J., &
National Institute of Justice (U. S.),
(2000). In a federal court, the victim has to be convicted of a
serious repeated and violent felony
for the judgement to be made. It means being convicted for the
same offense in multiple times.
Legislation three strike laws are indeed right. Victims should
realize that being convicted
of the same or similar account does not reflect the corrective
aspect of our federal courts. One
should change upon conviction and service of his jail term. For
example, robbery with violence
or murder is a serious felony offense. These offenses inflict
10. much pain to the affected victims
who would not love to encounter the same experience in their
locality. If a victim is convicted in
a court of law and does not change indicates the first sentence
had no positive effect. Three strike
laws will be applied on the preceding conviction and a severe
punishment will be instituted.
Three strikes laws should be well considered before actions are
enforced. Terms of the
punishments should be enacted depending on extend of the case.
Defendants should not suffer
long prison terms for unconstitutional laws. For illustration
purpose, in California stores a
defendant was found guilty of stealing $150 worth of tapes,
(Kieso, D. W. (2005). The defendant
Three Strikes Laws 3
had prior convictions and the judge condemned the defendant to
50 years in prison for the
thievery of the video tapes. This was pursuant to California’s
three strikes law. The defendant
appealed his sentence before the U.S. Supreme Court in Lockyer
v. Andrade (2003), but the
11. Court maintained the constitutionality of the law. I do not think
this was a fair ruling, such minor
cases should have allowances for considerable jail terms other
than those enhanced in three strike
laws. Compared to more serious offences like murder, the two
victims should not undergo same
jurisdiction.
Three strike laws should be enforced for a better society.
Defendants should know the
consequences of their actions. Crimes to society should not be
condoned by anyone in the society
and if severe punishment brings sanity in the society, then three
strike laws should be supported
extensively. The law needs not to be twisted either to suit a
situation. The law has to be followed
to the later and that is why my illustration was reinstated. These
laws really deserves revisiting to
accommodate these grievances.
Three Strikes Laws 4
References
Kieso, D. W. (2005). Unjust sentencing and the California
12. Three Strikes law. New York: LFB
Scholarly Pub.
Austin, J., & National Institute of Justice ( U.S.),. (2000). “
Three strikes and you’re out”. The
implementation and impact of strike laws.