Reviewing Resumes: Ranking and Selecting Candidates in an Academic Setting,
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Presented as part of the "Creating Effective Resumes, Cover Letters and Job Searching Skills" workshop at the 2009 ARLIS/NA conference in Indianapolis
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1. Build First (Internal Hiring)
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Note
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The visual appearance of the manual is up to you, but it must be appear “professional” in all respects. Paper must be 10 pages in length (no including title, contents, and references), the handbook much be legally compliant in all respects and provides enough detail and explanation such that an employee of slightly below average intellectual ability will easily know what to do in each of the discussed situations are. The general grading breakdown is:
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Please read the following information carefully and proceed with the assignment. I have attached my Assignment 2 Paper to follow in doing this PowerPoint Assignment.
It is your responsibility as the HR Director of the same organization from Assignment 2 to a) create policies regarding pay and benefits for the selected job opportunity, and b) develop methods for both addressing unionization and implementing OSHA regulations. You will present your findings to the Vice President of Human Resources for approval.
In preparation for this assignment, review the following articles on contractors vs. employees and temp workers:
· “Distinguishing Independent Contractors and Employees”
· “The Expendables: How the Temps Who Power Corporate Giants Are Getting Crushed”
Create a PowerPoint presentation with fifteen to twenty (15-20) slides in which you:
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2. Decide on three (3) benefits required for the job opportunity using ERISA. Propose two (2) methods that the employer can use in order to manage the fiduciary duties wisely and with the employees’ best interests in mind. Provide a rationale for your response.
3. Elaborate on two (2) rights regarding unionization that Section 7 of the NLRA guarantees. Next, examine two (2) unfair labor practices, and argue the importance of your organization refraining from using such practices during any self-organization and collective bargaining activities. Explore two (2) potential repercussions of an organization’s interference with self-organization and collective bargaining practices.
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6. Outline a plan for investigating workplace injuries, and formulate a policy that explains the process for filing a worker’s compensation claim within the selected organization.
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8. Use at least three (3) quality academic resources in this assignment. Note: Wikipedia and other Websites do not qualify as academic resources.
Your assignment must follow these formatting requirements:
· Format the PowerPoint presentation with headings on each slide and relevant graphics (photographs, graphs, clip art, etc.), ensuring that the presentation is visually appealing and readable from eighteen (18) feet away. Check with y ...
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This document provides guidance on hiring new employees at COMPANY. It outlines the steps to take which include forming a selection committee, defining the job requirements, creating job descriptions, reviewing resumes, conducting phone and in-person interviews, selecting the best candidate, onboarding the new hire, and notifying relevant departments. The document also lists topics that should be avoided during interviews to comply with anti-discrimination laws and advises managers on necessary hiring paperwork and checklists.
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This document provides guidance for conducting job interviews at the University of Florida. It discusses preparing for the interview by developing hiring criteria and questions. During the interview, the introduction should explain the agenda and take notes. Questions should be job-related, nondiscriminatory, and the same for all applicants. At the end, summarize the discussion and next steps before thanking the candidate.
Research Question What is the research questions What type .docx
Research Question:
What is the research questions?: What type of food vending machines should be installed at the Palm Desert Campus?
Why is it important: It’s important to have food vending machines around campus because it’s a convenient way to get food and something to eat when students are on their way to class or just want a quick snack. Like ramen and sandwich, Instant foods would be great to place in vending machines.
2. Proposal Overview and Research Road Map:
3. Secondary Data Overview: This section is where we can list all of our journal articles.
Molson Coors
Recruitment and Selection Molson Coors
Rubric
Recruitment Sources: (how do they bring people onboard?)
For corporate and/or field roles, MC is more inclined to build first (internal hiring) and then buy (external hiring).
1. Build First (Internal Hiring)
Promotions, Transfer, Internship etc..
In addition to their website careers page for the general public, they also have a dedicated portal for internal candidates.
Locally, they also recruit from CU and CSU. Internship is popular method of recruitment. For their Chicago and Milwaukee HQ in the US, they will recruit from the University of Wisconsin system, Marquette, University of Michigan, Michigan State, DePaul, Northwestern, Regis and Loyola.
2. Buy (External Hiring)
Buying is preferred for senior management roles where a diverse perspective offers a competitive advantage.
They leverage LinkedIn and Indeed heavily, Indeed is where I initially applied from.
For external candidates, it’s preferred if you are familiar with the beer industry BUT it is not mandatory. They usually come from other CPG companies, either competitors (beer, wine, spirits) or food/non-alcohol beverage manufacturers.
Recruitment Process and Valid Selection(Integrate/ Combine Recruitment process and valid selection process (how would you ensure valid selection system?))
Recruitment Process from Molson Coors website attached
(Process Draft)
1. HR/Talent acquisition works with the hiring manager to set expectations for candidate core requirements.
2. Interviews are typically extended to 5 candidates, sometimes an additional 1-2 more if the pool is exceptionally talented.
3. You correspond with HR who fills you in on time/date/location/interviewers’ names and roles. The communication is detailed, informing the candidate of the approximate length of time it will take to complete the interview and giving you tips on the format (Panel style and STAR - situation, task, action, response).
4. Our Brew - How We Work sets the foundation of the interview. The initial interview will usually be conducted with the hiring manager (your line/direct manager), the manager who you may be supporting (if applicable) and the person you’re going to backfill (or someone whose role aligns with the one you’re interviewing for).
5. There are 4-5 sections centered on the bullet points below (Take Smart Risks, Win the Right Way, etc.), 1-2 qu.
HRM Presentation On Stuffing over HSBC Bank
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Intro to work psy chapter 3
This chapter discusses employee selection principles and techniques. It begins by explaining the importance of properly matching employees to jobs in order to prevent dissatisfaction and poor performance. It then covers topics like realistic job previews, sources of recruiting, recruiter characteristics, and selection techniques. The chapter also discusses fair employment practices and protections for various groups like older workers, disabled workers, and women from discrimination. Finally, it describes the process of job analysis which is used to understand job requirements and inform selection.
DHS Interview Guide 2019.pdf
This document provides guidance for conducting interviews for supervisory and managerial positions. It discusses preparing for interviews, including reviewing job requirements and developing job-related questions. It recommends a five-step interview process: introduction, obtaining information, discussing the position, responding to questions, and concluding the interview. The document lists do's and don'ts for questions, potential interview pitfalls, and provides examples of different types of interview questions for various positions.
Recruitment
This document provides information about nursing recruitment. It discusses the importance of recruiting qualified nursing staff and having a systematic recruitment process. It outlines steps to take which include precisely defining the job role, finding the right candidates, constructing an attractive compensation package, and providing training. The document also describes using psychometric tests and interviews as part of evaluating candidates, with specifics about structuring interviews and avoiding biases. The goal is to identify candidates with the needed skills and personality fits for the roles.
Staffing.ppt
The document discusses the staffing process, which includes identifying workforce needs, recruiting qualified candidates, selecting individuals for jobs, and helping employees grow in their roles. Key aspects of staffing discussed include establishing job descriptions and specifications, conducting interviews to evaluate candidates, checking references, testing skills and abilities, and providing placement and orientation for new hires. The goal of staffing is to fill positions with people who can perform their jobs effectively and efficiently.
I need at least a 10 page paper. Apa format following with a sample .docx
I need at least a 10 page paper. Apa format following with a sample paper. Please follow rubic below and the sample paper.
Assignment 2: The Hiring Process and Managing a Diverse Workforce
Due Week 6 and worth 400 points
Imagine that you are the HR Director at your current organization or an organization with which you are familiar. As the HR Director, you must use different employment law requirements to create methods and policies that support the promotion of a diverse workforce. Select one (1) job opportunity that you have held or with which you are familiar within the same organization for this scenario.
(
Note
: You may create and / or make all necessary assumptions needed for the completion of these assignments. In your original work, you may use aspects of existing processes from either your current or a former place of employment. However, you must remove any and all identifying information that would enable someone to discern the organization[s] that you have used.)
Write a ten to twelve (10-12) page paper in which you:
Develop three (3) recruitment methods for the job opportunity in question, and suggest two (2) ways that each method helps one to avoid discriminatory practices. Justify your response.
Outline an application process that details the organization’s method of accepting all applications, as well as its method of validating applicants’ attainment of the required credentials (e.g., reviewing resumes, collecting transcripts, verifying certifications, etc.) for the job opportunity.
Develop a five- (5) step procedure for the HR Department to use in order to maintain all applicants’ records in case a discriminatory charge occurs.
Decide on three (3) background checks that the HR Department must utilize, and justify the relevance of each background check for the job opportunity.
Choose three (3) employment tests (e.g., drug tests, medical examinations, HIV tests, generic tests, polygraphs, honesty tests, psychological tests, intelligence and skills tests, and physical fitness, etc.) that the HR Department should use. Justify the relevance of each selected employment test to the job requirements.
Formulate a policy for making both the hiring and promotional decisions related to the job opportunity. Specify the major challenges and potential adverse impact of using subjective criteria for assessing soft skills. Next, suggest one (1) plan to mitigate the adverse impact. Justify your suggestion.
Recommend two (2) types of reasonable accommodations for both disabled applicants and applicants needing special religious considerations. Argue two (2) legal reasons for not being able to sufficiently provide such reasonable accommodation for each group.
Select one (1) case in which a court charged an organization with an affirmative action violation and one (1) case in which a court charged the organization with not managing harassment issues more expeditiously. Recommend an action plan geared toward preventing the issues addressed in .
Effective Interviewing
The document discusses effective interviewing in organizations. It defines an effective interview as securing maximum information about a candidate's suitability for a job. The purpose is to select skilled candidates that fit organizational requirements and establish mutual understanding between the company and candidate. Guidelines include conducting interviews privately with competent interviewers following a schedule and guidelines. Tips are provided for both interviewers and interviewees. Examples of rigorous interview processes from top companies are given to highlight the importance of interviews. Commonly asked questions in interviews are also listed.
Interview Process
The document outlines the three phases of DePaul University's interview process: pre-interview, the in-person interview, and making an offer. Phase 1 includes picking top candidates, conducting phone screens, creating interview questions and criteria. Phase 2 covers preparing for and conducting interviews, including dos and don'ts. Phase 3 involves reference checks and making a formal offer. The overall process aims to thoroughly and systematically evaluate candidates based on job requirements to identify the best fit.
Sigmar Recruitment - Interview guide for employers
This document provides guidance on planning and conducting job interviews. It discusses preparing interview questions based on the job description and candidate criteria. The interview process should include introducing the panel, informing candidates about the role, asking questions to assess fit, and allowing questions. Key steps are clarifying criteria, practicing questions, allocating roles, and structuring interviews. Conducting interviews involves controlling discussions and exploring work experience, education, interests and other topics. Post-interview activities involve recording observations, narrowing candidates, making a decision, and notifying results. The overall guidance aims to help employers conduct effective interviews and make well-informed hiring decisions.
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Reviewing Resumes: Ranking and Selecting Candidates in an Academic Setting,
- 1. Perspective from UC Berkeley; UT Austin; UCLA (large public academic institutions) Look at resumes from the perspective of an academic institution doing the hiring Help you understand process, understand how your resume & application letters might be reviewed 1
- 2. Some parts of job description or job posting are standard at each institution (may be determined by contract or state law) Job may stay open if pool is not considered diverse enough or if not enough qualified candidates apply Search committee chair may be selected by Assistant Library Director/Assist. University Librarian or unit head; committee chair may select committee members 2
- 3. Human Resources makes sure process complies with legalities; policies & procedures; may review legal issues with search committee 3
- 4. No need to look at ‘preferreds’ for those that don’t meet the ‘requireds’ Letter & resume are important ways for us to evaluate communication skills: style & content issues: is everything clear & easy to locate? Correct grammar, spelling, consistent use of tenses? If we can’t tell if a requirement is met from what the candidate supplied: counts as a not met 4
- 5. The search committee may decide to call references (either before or after phone interviews). If so, a list of phone questions is prepared 5
- 6. We’re listening not only for what is said, but also how (communication style as well as substance). Is the candidate thoughtful? Enthusiastic? Have they done their research about our institution? Are they prepared with questions for us? 6
- 7. Part 1 of a sample Matrix (Required qualifications) with sample comments and scoring system Top two-four scorers are recommended to be brought in for interviews (in this case: recommend 3) 7
- 8. Part 2 of a sample Matrix (Preferred qualifications) with sample comments 8
- 9. Remember, if you’ve made it to the in-person interview, you qualify for the job. This is when candidates have a chance to find out whether the job is a good fit for them and for the committee to determine if the candidate is a good fit for the particular job. The institutions is trying to sell themselves to the candidates as much as the other way around. The search committee is trying to determine whether the candidates have a chance at succeeding in their work environment & in the particular position. So be yourself: you want us to want you! 9
- 10. The committee submits its recommendation, but individuals (including committee members) can also submit comments (to Human Resources); no anonymous comments accepted; Human Resources compiles comments & forwards to Director/AUL 10
- 11. Your references should see your resume, letter & job announcement. You may want to send them a note about why you’re interested in the job in case the question comes up when we call them 11
- 12. Art librarianship is a small field: chances are an ARLIS/NA member knows something about the job you are applying for. Ask around! 12