Assignment No.

10
Discussion Questions

1. What are some of the major activities of the HR department that can assist the line supervisor
in the staffing function? What should be the primary responsibility of the HR staff and of line
supervisors for various employment and other staffing activities? Is there a clear dividing line
of responsibility? Discuss.

Managing human resources (HR) should be one of the supervisor’s top priorities. In fulfilling
staffing responsibilities, the supervisor can be substantially aided by the HR department.
Increasingly, many organizations use firms that supply temporary workers to do some of the
staffing work. One ongoing process of staffing is determining how many employees and what
skills are needed to accomplish various work assignments

2. Define some of the major laws and regulations governing equal employment opportunity
(EEO). Why have many organizations assigned to the HR department the primary
responsibility for making sure that their employment policies and practices are in compliance?

The pervasive presence of EEO laws and regulations has resulted in the HR staff assuming
much of the responsibility to ensure that an organization’s employment policies and practices
comply with these laws. The supervisor should review the applicant’s application, test scores,
and other background materials. Hopefully, HR verified the applicants’ past work performance
so that negligent hiring does not take place. With a list of key questions, the supervisor should
be able to cover the most important areas in which more information is needed. By preparing
questions in advance, the supervisor can make certain that all applicants are asked the same
questions. Supervisors should develop job-related questions. Situational questions may be used
to assess how an applicant would act in a given situation. Remember, ask job-related questions
that foster non-discriminatory and fair treatment of all applicants. All aspects of the selection
process must comply with the OUCH test—objective, uniform in application, consistent in
effect, and have job relatedness.

3. What is the role of job descriptions and job specifications in an effective employee recruitment
development program?

Job descriptions indicate the duties and responsibilities of the job and must be reviewed
periodically. Job descriptions that accurately describe jobs help supervisors provide realistic
job previews, develop performance standards, conduct performance appraisals, and other
staffing functions. Job specifications detail the SKAs an employee should have to perform a
job adequately. Applicants are recruited and screened based on the job specifications. HR
advertises the opening, recruits a pool of applicants, screens, tests, and checks references, and
conducts background checks. The departmental supervisor and those who will be working with
the new hire either make or will have the most say in the final hiring decision.
4. In what ways do Equal Employment Opportunity laws restrict employers? How do they
protect employers? How do they protect potential employees?

5. How would you define “the selection process”? Why is adequate supervisory preparation for
an employee selection interview crucial to the interview’s success? Discuss each of the
following aspects of conducting an employee selection interview:
a. Opening the interview - effectively, explaining the job requirements, and using good
questioning and note-taking techniques. The experience of applying for a job is often
filled with tension for an applicant. It is to the supervisor’s advantage to relieve this
tension.
b. Explaining the job – A realistic organizational preview (ROP) includes sharing
complete information about the organization: its mission, philosophy, opportunities,
and other information that gives applicants a good idea of where the job fits in and why
it is important. In discussing the job, a realistic job preview (RJP) informs applicants
about the desirable and undesirable aspects of the job. To make a job look as attractive
as possible, the supervisor may be tempted to describe conditions in terms that make it
more attractive than it is in reality.
c. Using effective questioning techniques - A supervisor must use judgment and tact
when questioning applicants and so should avoid such leading or trick questions as,
“Do you have difficulty getting along with other people?” or “Tell me about a person
in your last work situation who you would describe as your least preferred co-worker.”
Interviewers sometimes use questions like these to see how applicants respond to
difficult personal questions. However, these questions may antagonize the applicants.
By no means should the supervisor pry into personal affairs that are irrelevant or
removed from the work situation.
d. Taking notes - Written information is especially important when a supervisor
interviews a number of applicants. Trying to remember what several applicants said
during their interviews and exactly who said what is virtually impossible. HR managers
sometimes ask job candidates to take one or more types of tests as part of the screening
and selection process.
e. Concluding the interview - If the supervisor wishes to defer the decision until several
other candidates for the job have been interviewed, the applicant should be informed
that he or she will be notified later. The supervisor should indicate a time frame within
which the decision will be made. However, it is unfair to use this tactic to avoid the
unpleasant task of telling an applicant that he or she is not acceptable. By telling the
applicant that a decision is being deferred, the supervisor gives the applicant false hope.
While waiting for the supervisor’s decision, the applicant might not apply for other
jobs, thereby letting opportunities slip by. Therefore, if a supervisor has made the
decision not to hire an applicant, the supervisor should tell the applicant tactfully. Some
supervisors merely say that there was not a sufficient match between the needs of the
job and the qualifications of the applicant.

Selection is the process of choosing the best applicant to fill a particular job. After job
applicants are located, information must be gathered to help in determining who should be
 hired. Supervisors will use either a directive or nondirective interview approach, or some
combination of the two. The directive interview is highly structured; the supervisor asks each
applicant specific questions and guides the discussion. In the nondirective interview, the
supervisor allows the applicant freedom to determine the course of the discussion.

6. Do you remember your first day on your current or most recent job? Yes.
a. What were your feelings? Most of our students admit to being nervous as well as
concerned about their ability to measure up.
It is really nervous having on the seat.
b. Describe the type of orientation program you received. What could the organization
have done to do a better job of bringing you onboard?
It is quite formal, they lack of these and those within my qualities and skills.
c. Why do many employers fail to adequately socialize or orient their new hires to the
organization?
Because of time consuming and busy schedule of the employer.
d. How is onboarding for a new employee related to future performance? Discuss the
approaches a supervisor may take in onboarding a new employee.
Efficiently and effectively bringing employees onboard should be the supervisor’s
top priority. Traditionally, orientation means helping new employees become
acquainted with the organization and its policies and procedures.

7. What are the different approaches to training and development at the departmental level?
In most job situations, new employees require general and specific training. When
skilled workers are hired, the primary training need may be in the area of company and
departmental methods and procedures. When unskilled or semiskilled workers are hired, they
(the trainees) must understand the importance of the job and why each step must be done
correctly. The supervisor or another capable employee should demonstrate the proper way to
do the job. It is critical to the learning process that the supervisor frequently monitor the work
being performed, answer questions, make adjustments, provide additional guidance as
necessary, and encourage them.
a. If you had the opportunity to choose between the different training modalities
described in the chapter, which would you prefer? Why?
Coaching and mentoring, for me it is the best way to learn.
b. Why should training programs be evaluated?
The main purpose of evaluating a training program is to gain knowledge about
whether it has achieved or failed its objectives. Evaluation is considered as being an
important process of a training event in order to reflect, analyse and improve its
effectiveness and efficiency.
c. Do you believe that on-the-job (face-to-face) training and development will become
more or less important in the future? Why or why not?
Less important, because of the supremacy innovation of technology that takings
place humans to robots.