It required being in order from Assessment 1, 2, 3, 4, 5, and 6 Assignment one Assessment 5 In a 13-slide presentation deck, develop a variety of interview questions based on the KSAs and required experience for CapraTek’s regional sales representative positions. Note: Complete the assessments in this course in the order in which they are presented, beginning with Assessment 1. SHOW LESS Organizations may have differing plans for hiring outside applicants, but they often follow a common pattern when screening those candidates. By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria: Competency 1: Describe how hiring practices support an organization’s strategy. Identify which question types relate to the KSAs or required experiences for CapraTek’s position. Competency 2: Assess approaches for recruiting, selecting, and retaining talent. Explain why the questions are appropriate for CapraTek’s position. Competency 4: Analyze the impact of legal and regulatory issues on staffing management. Explain why interview questions do not request illegal information. Competency 5: Communicate in a manner that is scholarly and professional. Design slides that are uncrowded, visually appealing, and easy to read. Communicate in a manner that is appropriate for the intended audience. Competency Map In a 13-slide presentation deck, develop a variety of interview questions based on the KSAs and required experience for CapraTek’s regional sales representative positions. Note: Complete the assessments in this course in the order in which they are presented, beginning with Assessment 1. SHOW LESS Organizations may have differing plans for hiring outside applicants, but they often follow a common pattern when screening those candidates. By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria: Competency 1: Describe how hiring practices support an organization’s strategy. Identify which question types relate to the KSAs or required experiences for CapraTek’s position. Competency 2: Assess approaches for recruiting, selecting, and retaining talent. Explain why the questions are appropriate for CapraTek’s position. Competency 4: Analyze the impact of legal and regulatory issues on staffing management. Explain why interview questions do not request illegal information. Competency 5: Communicate in a manner that is scholarly and professional. Design slides that are uncrowded, visually appealing, and easy to read. Communicate in a manner that is appropriate for the intended audience.Required Resources The following resources are required to complete the assessment. Library Resources The following e-books and articles from the Capella University Library are linked directly in this course: Arthur, D. (2012). Recruiting, interviewing, selecting, and orienting new employees (5th ed.). New York, NY: AMACOM. Chapters 5–14. Baur, J. E., Buckley, M. R., Bagdasarov, Z., & Dharmasiri, A. S. (2014). A historical approach to realistic job previews: An exploration into their origins, evolution, and recommendations for the future. Journal of Management History,20(2), 200–223. doi:http://dx.doi.org/10.1108/JMH-06-2012-0046 SHOW LESS Suggested Resources The following optional resources are provided to support you in completing the assessment or to provide a helpful context. For additional resources, refer to the Research Resources and Supplemental Resources in the left navigation menu of your courseroom. Capella Resources Click the links provided to view the following resources: General Interviewing Guidelines. Testing: Some Basic Concepts. Capella Multimedia Click the links provided below to view the following multimedia pieces: Correlation: Measuring the Relationship Between Two Sets of Numbers | Transcript. Library Resources The following articles from the Capella University Library are linked directly in this course: Ceniceros, R. (2011). Job candidate testing program cuts Harley-Davidson’s injuries: Physical ability to perform job tasks checked before workers hired. Business Insurance, 45(32), 4. Huffcutt, A. I., Van Iddekinge, C. H., & Roth, P. L. (2011). Understanding applicant behavior in employment interviews: A theoretical model of interviewee performance. Human Resource Management Review, 21(4), 353–367. Pittman, M. (2008). Picking the right people for your team. Emergency Nurse, 16(6), 16–18. Risavy, S. D., & Hausdorf, P. A. (2011). Personality testing in personnel selection: Adverse impact and differential hiring rates. International Journal of Selection & Assessment, 19(1), 18–30. Course Library Guide A Capella University library guide has been created specifically for your use in this course. You are encouraged to refer to the resources in the BUS-FP4045 – Recruiting, Retention, and Development Library Guide to help direct your research. Internet Resources The resources listed below are relevant to the topics and assessments in this course but are not required. Please note that URLs change frequently. Permissions for the following links have either been granted or deemed appropriate for educational use at the time of course publication. Heathfield, S. (2015). Human Resources Information System (HRIS). Retrieved from http://humanresources.about.com/od/glossaryh/a/hris.htm Hyman, J. (2013). Federal court slams the door on EEOC’s criminal background check lawsuit. Retrieved from http://www.workforce.com/blogs/3-the-practical-employer/post/9293-federal-court-slams-the-door-on-eeocs-criminal-background-check-lawsuit Leung, R. (2004). Did hospitals “see no evil”?: Policy may have given one nurse a license to kill. Retrieved from http://www.cbsnews.com/news/did-hospitals-see-no-evil-02-04-2004/ Merron, J. Taking your wonderlics. Retrieved from http://espn.go.com/espn/page2/story?page=merron/020228 Monster. (n.d.). Sample job descriptions. Retrieved from http://hiring.monster.com/hr/hr-best-practices/recruiting-hiring-advice/job-descriptions/sample-job-descriptions.aspx Morrow, S. (2013). Hiring practices and social media. Retrieved from http://www.legalzoom.com/articles/hiring-practices-and-social-media Bookstore Resources The resources listed below are relevant to the topics and assessments in this course and are not required. Unless noted otherwise, these materials are available for purchase from the Capella University Bookstore. When searching the bookstore, be sure to look for the Course ID with the specific –FP (FlexPath) course designation. Heneman, H. G., III, Judge, T. A., & Kammeyer-Mueller, J. (2015). Staffing organizations (8th ed.). Boston, MA: McGraw-Hill Education. Chapters 7–9. Assessment Instructions Note: Complete the assessments in this course in the order in which they are presented, beginning with Assessment 1. Preparation To prepare for this assessment, complete the following: Familiarize yourself with Chapters 5–14 of Arthur’s Recruiting, Interviewing, Selecting, and Orienting New Employeese-book, linked in the Resources. Read Baur, Buckley, Bagdasarov, and Dharmasiri’s 2014 article, “A Historical Approach to Realistic Job Previews: An Exploration Into Their Origins, Evolution, and Recommendations for the Future,” in Journal of Management History, volume 20, issue 2, pages 200–223. This article is linked in the Resources. Read the scenario below. Scenario In Assessment 4, you developed a job analysis for CapraTek’s regional sales representative positions. Based on that job analysis, you will interview candidates. Before you can do so, you must develop interview questions based on the required knowledge, skills, and abilities (KSAs) and required experience for the CapraTek position. Requirements As a member of CapraTek’s human resources team, you believe the best way to develop the interview plan and select the best candidate is to include a variety of question types. Create a PowerPoint presentation deck containing the following elements, one question per slide. Ensure that your slides are uncrowded, visually appealing, and easy to read. 4 structured interview questions. 3 semi-structured interview questions. 2 behavioral interview questions. 2 situational interview questions. In addition, include the following: Explain why the questions are appropriate for CapraTek’s position and do not request illegal information. Place your explanation in the slides’ notes area. Describe which question type(s) relates to the KSAs or required experience for CapraTek’s position. Include a title slide and (if needed) a resources slide. Screening and Interviewing External Candidates Scoring Guide VIEW SCORING GUIDEUse the scoring guide to enhance your learning. Assignment two Assessment 6 Write a 56 page report describing the process you used to select the best three candidates for CapraTek’s regional sales representative positions. Note: Complete the assessments in this course in the order in which they are presented, beginning with Assessment 1. SHOW LESS Recruiting candidates and selecting hires are two steps in a process of orienting people to new jobs. After the organization has trained a new hire, issues of retention, engagement, and development are considered. By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria: Competency 2: Assess approaches for recruiting, selecting, and retaining talent. Design a final candidate selection process for the CapraTek position being recruited. Identify pre-employment screening tests for a position being recruited. Explain the purpose of performing candidate background checks for a position being recruited. Explain why and when candidate background checks will be authorized. Select assessment methods to use based on the job being recruited and the budget available. Develop the sequence in which methods will be used to screen applicants. Describe the method chosen to make the final hiring decision. Determine which candidates meet the basic job requirements. Identify the top three candidates to interview for the position. Explain rationale for why the selected candidates should be interviewed. Competency 3: Explore technology tools that support recruiting and staffing management. Explain how technology will impact choice of screening and selection methods. Competency 4: Analyze the impact of legal and regulatory issues on staffing management. Articulate possible legal issues associated with screening candidates. Competency 5: Communicate in a manner that is scholarly and professional. Communicate in a professional manner that is appropriate for the intended audience. Write a 6 page report describing the process you used to select the best three candidates for CapraTek’s regional sales representative positions. Note: Complete the assessments in this course in the order in which they are presented, beginning with Assessment 1. SHOW LESS Recruiting candidates and selecting hires are two steps in a process of orienting people to new jobs. After the organization has trained a new hire, issues of retention, engagement, and development are considered. By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria: Competency 2: Assess approaches for recruiting, selecting, and retaining talent. Design a final candidate selection process for the CapraTek position being recruited. Identify pre-employment screening tests for a position being recruited. Explain the purpose of performing candidate background checks for a position being recruited. Explain why and when candidate background checks will be authorized. Select assessment methods to use based on the job being recruited and the budget available. Develop the sequence in which methods will be used to screen applicants. Describe the method chosen to make the final hiring decision. Determine which candidates meet the basic job requirements. Identify the top three candidates to interview for the position. Explain rationale for why the selected candidates should be interviewed. Competency 3: Explore technology tools that support recruiting and staffing management. Explain how technology will impact choice of screening and selection methods. Competency 4:Analyze the impact of legal and regulatory issues on staffing management. Articulate possible legal issues associated with screening candidates. Competency 5: Communicate in a manner that is scholarly and professional. Communicate in a professional manner that is appropriate for the intended audience. Competency Map CHECK YOUR PROGRESSUse this online tool to track your performance and progress through your course. Toggle Drawer Context Recruiting candidates is only the first step in the hiring process. Evaluating candidates, selecting those to interview, conducting interviews and background screenings, presenting a job offer, and onboarding the new employee are subsequent tasks. The Assessment 6 Context document provides additional information about these processes. Toggle Drawer Questions to Consider To deepen your understanding, you are encouraged to consider the questions below and discuss them with a fellow learner, a work associate, an interested friend, or a member of your professional community. Which employee development methods have you experienced in the workplace? How did these methods affect your retention and engagement? How could the manager have improved the strategies used to make them even more effective? What are the primary elements of an effective coaching style? How can a manager be a coach? How effective is a current or former manager’s coaching style and use of coaching strategies? What are the key steps you would include in a company’s internal recruiting and selection process manual? Why would an organization use a contract-to-hire approach to fill a job? How might an employee view this type of situation? Would you take a contract-to-hire job? Why or why not? Toggle Drawer Resources Required Resources The following resources are required to complete the assessment. Capella Multimedia Click the links provided below to view the following multimedia pieces: Candidate Selection | Transcript. Use this interactive media piece to analyze and apply initial screening methods for selecting candidates at CapraTek. Library Resources The following e-book from the Capella University Library is linked directly in this course: Arthur, D. (2012). Recruiting, interviewing, selecting, and orienting new employees (5th ed.). New York, NY: AMACOM. Chapter 15. SHOW MORE Assessment Instructions Note: Complete the assessments in this course in the order in which they are presented, beginning with Assessment 1. Preparation To prepare for this assessment, complete the following: Read Chapter 15 in Arthur’s Recruiting, Interviewing, Selecting, and Orienting New Employees e-book, linked in the Resources. Complete the Candidate Selection interactive media piece, linked in the Resources. Read the scenario below. Scenario You have written a job description for CapraTek’s regional sales representative positions and determined job requirements. Now it is time to determine testing methods and choose the top three candidates to interview. Requirements After reviewing the CapraTek regional sales representative job description and requirements you developed for Assessment 5, use the Candidate Selection media piece to review the candidates’ resumes. In a 5–6 page report, include the following in your explanation of the candidate selection process: Explain why and when candidate background checks will be authorized. Identify pre-employment screening tests for the position being recruited. Articulate possible legal issues associated with candidate screenings. Select assessment methods to use based on the job being recruited and the budget available. Develop the sequence in which methods will be used to screen applicants. Explain how technology will impact choice of screening and selection methods. Design a final candidate selection process for the position being recruited. Describe the method you would use to make your final hiring decision (compensatory, hurdles, weighted, et cetera). Determine which candidates meet the basic job requirements. Identify the top three candidates to interview for the position. Explain your rationale for why the selected candidates should be interviewed. Additional Requirements Times New Roman font, 12 point. Double-spaced, typed pages. Screening and Selecting Internal Candidates Scoring Guide VIEW SCORING GUIDEUse the scoring guide to enhance your learning.How to use the scoring guide SUBMIT ASSESSMENT This button will take you to the next available assessment attempt tab, where you will be able to submit your assessment.

    Duty 6: Reinforcement and Choice report

    CapraTek’s Sales delegated-to-others Composition

    Reinforcement and Choice

    Introduction

    The reinforcement rule is structured in such a fashion that aligns employee skills controlmal internals the amend consummation of goals and initiatives coercion twain the detail and departhyperphysical augmentation. It is momentous to coercionmulate measurcogent and blawful criteria to quit discustom during the conference to extents that the suitpower of a petitioner coercion a detail labor is objectively evaluated. Current and advenient HR requirements like besides been integrated into the rule to repair the simultaneousness of the coercionm operations and immanent competitiveness of the skills and referableices amid the province.

    Merit of inferiorperforming petitioner could adversely continfluence internals the coercionm as it would be associated with lofty turnover rates and unsatisfactory deed (Arthur, 2012). This would besides be kindred to other long-term effects such as acceptiond crop expenses and monstrous costs on appointing. Incorporating potent reinforcement cunning would be a explanation factor coercion enhancing rebellion and procuring of loftyly worked details who would rectify the coercionmal deed.

    Recruiting, Selecting and Retaining Volume

    Criteria crop coercion the choice rule is produced to fulglut the presentations to be standpointed upon during the defending rule to repair the choice of best petitioners. The criteria coercionmulated from the sales delegated-to-others labor cognomen ought to be measurcogent and follows from the choice rule (Arthur, 2012). Some of the explanation importance made during the rule involve the equalize of proof, tendencys, skills and referableices requirements that are qualitative coercion the innovating employee coercion them to efficiently execute the duties.

    The criteria reasond should be labor-related, measurcogent and inequitable. Juridical and regulatory importances like besides been incorporated into criteria crop rule in such a fashion that does referoperative attributcogent attributcogent attributcogent reject any momentous juridical importances as laid quenched amid the ethnical propers synod (Huffcutt et al., 2011). Documentation of the coercionmal cunning during the reinforcement rule, the steps implicated and the criteria utilized professions the equalize of paleness and leaves a appoint that could be reasond coercion advenient references or in the Audit rule.  

    Pre-trade Defending Criterions

    The sales delegated-to-others labor comcomlie requires exinfluence choice of the detail ascribcogent to the expected started plight amid the started environment (Risavy & Hausdorf, 2011). The pre-trade criterions should primarily be aimed as investigating the momentous areas that an detail requires appointing, peculiar motivators and de-motivators, characteristics of subdued versus those of lofty executeers, mismismisapply skills, weaknesses, and strengths during the labor.

    Elucidation Obstructs

    Elucidation obstruct contributes the master with beence touching the hiring choices. Convoying elucidation obstructs coercion the sales delegated-to-others comcomlie is momentous to determine the equalize of cappower of a petitioner coercion the roles and responsibilities that would be entireocated to him/her (Hyman, 2013). By convoying elucidation obstructs, special can comprehend the environhyperphysical constraints that a detail detail has been laagered to including previously started environment. The eligibility of the petitioner coercion the comcomlie is accordingly controlmal.

    Authorization of the Elucidation Obstructs

    Elucidation obstructs are attended iljuridical inferior instances where the judgment to do so is naturalized on the detail’s genetic knowledge, sex, unfitness, generally-known cause, course and flush race (Hyman, 2013). The rule should besides determine exemplification to federal laws that enucleate issues of employee and suitor sagacity.

    Candidates with Basic Labor Requirements

    The petitioners are cogent to fluently counter-argument and profession comprehending on the roles and responsibilities of the sales delegated-to-others labor composition. The details profession a solid client kindred through common tete-a-tete and customer decomposition, power to remunerate the desires of the customer and convincingly corcorrespond to their needs. This should, accordingly, be repaird by their peculiar power to achieve in the workplace through motivation to frequently acception in sales and procure potent measures inferior twain downturns and good-fortunees. Petitioners suitcogent coercion basic labor requirements are clarified inferior the standpoint on near close criteria that targeted internals fulfilling plain propertys (Pittman, 2008). Each of the petitioners professions power to unfold the most suitcogent phraseology in summoning consumers and immanent consumers, determine the most comfortcogent name and fiction coercion the customers and cogent to work to it, fault the estimate of earliest parodies and quit apparent influenceing or role-playing, arrange to varying mode with realism and honesty.

    They are besides cogent to raise a solid adjunction infamous, bring-encircling leads in meetings and specific comfortpower in making deliberate holding and netstarted which is an momentous presentation of merit of innovating customer. They paint preparedness internal entity proactive coercion acquiring appended opportunities amid the exchange (Ceniceros, 2011).

    Top Three Petitioners

    Petitioner 1

    The petitioner appears to referoperative attributcogent attributcogent attributcogent simply swing others categorically amid the coercionm referable attributable attributablewithstanding besides add to coercionmal augmentation and crop through the arrangement of richesful insights. She is a comcomlie to motivate view clients to dissipation a effect through convincingly persuading them on benefits of the effects. The power of an detail to elevate the coercionmal disgrace fiction in a respected deportment that it attains truth with the consumer is besides an arrogated custom to the petitioner’s eligibility. Generally-known confession and rewards influence as a explanation determinant to expedite foothold rise and obviously inferior the scan of those the planned witness.

    Petitioner 2

    The petitioner professions power to once beget richesful suggestions that standpoint internals on enhancing coercionmal augmentation and amend benefit to the consumer. He displays a lofty cem amid the coercionm and readiness or inquiry to attrinfluence innovating clients into the exchange. The petitioner is cogent to specific hunger in entity the qualitative producers, eclipse targeted results and reason of sales as a instrument to profession lofty consummations. The detail prefers a more stcogent and predictcogent started environment where detail restoration is referoperative attributcogent attributcogent attributcogent loftyly corkindred to quenchedputs in effection.

    Petitioner 3

    The petitioner utilizes weight as a independent property to fulglut lope holes and unfold manoeuvre to once unfold mismismisapply results, arrogate detail excellence coercion the referableice of a monthly target, conformably procure conceit to eclipse quota. The petitioner establishes truth though credentials and obviousion that is straightfashion tied to the power to laudation consummation and like generally-known confession is a momentous property coercion the petitioners.

    Rationale on why the Petitioners should be Conferenceed

    Crop of a carefully coercionmulated inquiryions should be produced in such a fashion that identifies the explanation functional areas. The rationale is unfolded in importance of the momentous propertys that are explanation to the coercionmal needs. This calls coercion alignment of detail skills amid the firm’s strategic objectives. The choice criteria should be naturalized upon the expected deed of an details amid the composition. Attending that the petitioner follow from plain elucidations, it would be momentous to attend convoying online conferences. This is searching as it favors twain aspect to aspect interactions coercion entire the petitioners. Each of the petitioner should be granted with large date in appoint to specific themselves during the conference rule. This entireows an in-depth decompose of the petitioners in appoint to attain the petitioner with the best tendencys. Evaluation during the conference get be momentous with recommendations entity made by the HR delegated-to-others internals the hiring committee.

    Technology Tools in Defending and Choice

    Plain technological tools get be incorporated to expedite amend petitioner choice and defending rule. The reason of political instrument could be richesful as it contributes insights on manifold characters of the petitioners that could negatively or categorically continfluence internals an coercionm’s good-fortune (Morrow, 2013). The tools may, at-last, lose to eclipse entire the functions of the oral ethnical riches choice and reinforcement techniques resistent the glut a momentous dissolution in streamline the rulees implicated in the operations.

    Video conference get be integrated into the conferenceing rule to convoy long-distance exchange aspect to aspect adit of findings the ratio of a petitioner. Psychometric criterions would be incorporated into the rule to ascertain volume, their precede, power to attain proper counter-arguments and the motivations. Power criterions influence as an scrutiny of peculiar deportment to do things and their power to interinfluence with the availcogent environment (Heathfield, 2015). Detail cappower to convoy irrelative tasks is measured inferior the reason of tendency criterions.

    The reason of these technologies could repair the arrangement of some direction, remove petitioners and automate manifold rulees. The tools, at-last, noncommunication sophistication on whether the peculiar is preferable coercion the labor comcomlie or referoperative attributcogent attributcogent attributcogent (Heathfield, 2015).  The reason of technology get besides subject the total of date late to defend petitioners. It get besides be reasond to contribute an duty of details precede planned to be among validated. Adoption of a sinewy arrangement is qualitative to neat the sort of hiring, date treatment and achieving costs cautionss.

    Continfluence of technology internals the defending rule

    Through the integration of irrelative HR segments, the reason of technology contributes a compatible and seamnear reinforcement rule where date cautions is repaird and consumer do referoperative attributcogent attributcogent attributcogent like to iterate knowledge specially. The advent of laborseekers to abide with an continfluence would be on the equalize frankness and responsiveness of a detail platform. The sales delegated-to-others defending rule should determine that most fantastic-fangled trends like been arrange into importance. The reason of technology is besides expected to enucleate some of the costs that would otherwise be associated with the rule attending oral adites few reasond during the rule. The tools are besides expected to hasten up  the integral rule, subject errors and sunder down on grounds register.

    Juridical Issues in Defending of Petitioners

    The documentation coercion the reinforcement rule should be produced in revere to fair expectations amid the insubservience of knowledge synod. There rest some criterions that are calculated to disallow employee choice (Hyman, 2013). The Americans with Disabilities Influence (ADA) restricts pre-hire criterions that could be revereed to as a criterion of hyperphysical soundness or medical exam during pre-trade controlmalting. The influence prevents the sagacity of disabled using clinical criterions that assess detail hyperphysical soundness during the rule of employee choice. The reason of apt procedures during trade criterions exposes coercionms to no monstrous risks of utilization of any other hiring techniques.

    To alleviate iljuridical issues during the employee defending rule, it would be momentous coercion the HR delegated-to-others to attend providing a referableed and blawful exposure to the petitioners coercion authorization to abide with the rule. The coercionm should confess to the petitioners that the defending rule is a grave importance in the hiring rule. In subject of a more grave importance internals a detail suitor or in an extension of an tender, it is momentous coercion the Capratek’s hiring overseer to attend adjunctioning the details to conciliate acquiesce or coercion arrangement of apt documents. Details taking allot in the defending rule should determine that they do referoperative attributcogent attributcogent attributcogent sway from the consecutiveness and that they cleave to the expected guidelines during the rule.

    References

    Arthur, D. (2012). Recruiting, conferenceing, selecting, and orienting innovating employees (5th ed.). Innovating York, NY: AMACOM.

    Ceniceros, R. (2011). Labor petitioner criterioning program sunders Harley-Davidson’s injuries: Physical power to execute labor tasks obstructed antecedently workers paid. Exchange Insurance, 45(32), 4.

    Heathfield, S. (2015). Ethnical Richess Knowledge Arrangement (HRIS). Retrieved from http://humanresources.about.com/od/glossaryh/a/hris.htm

    Huffcutt, A. I., Van Iddekinge, C. H., & Roth, P. L. (2011). Comprehending suitor precede in trade conferences: A speculative standard of conferenceee deed. Ethnical Riches Treatment Review, 21(4), 353–367.

    Hyman, J. (2013). Federal flatter slams the door on EEOC’s culpable elucidation obstruct lawsuit. Retrieved from http://www.workforce.com/blogs/3-the-practical-employer/post/9293-federal-court-slams-the-door-on-eeocs-criminal-background-check-lawsuit

    Morrow, S. (2013). Hiring practices and political instrument. Retrieved from http://www.legalzoom.com/articles/hiring-practices-and-social-media

    Pittman, M. (2008). Picking the proper inhabitants coercion your team. Emergency Nurse, 16(6), 16–18.

    Risavy, S. D., & Hausdorf, P. A. (2011). Peculiarity criterioning in peculiarnel choice: Adverse continfluence and irrelativeial hiring rates. Intergenerally-known Journal of Choice & Duty, 19(1), 18–30.