Human Resource Management
Human Resource Management
Process of managing human talent to achieve an organization’s objectives
Find right people
Train, motivate, appraise
Helps employees/employers understand rights and responsibilities
Human Capital
Intangible - Knowledge, skills, and capabilities of individuals that have economic value to an organization
HRM Strategic Challenges
Cost-Benefift Analysis— Needs?
Recruit and Hire the best people
Downsizing: Planned elimination of jobs
HRM Strategic Challenges to Business
Manage changing labor force
Five generations
Diversity, equity, and inclusion
Enhancing benefit programs
Embrace technology
Consider “new” ways of scheduling workers
Flex time
Lack of progress
People resist change as it involves modifying or abandoning familiar ways of working
Soaring Costs (esp. healthcare)
High healthcare costs and compliance with new health reforms
SUGGESTION: Provide employees a set amount to purchase health insurance on their own
Demographics may play a role
Consider the following
Ethnic and racial differences
Age distribution
Forecast trends to support organization strategies (ie. wealth factors)
Labor Participation Rate
Labor force participation rate - number of people employed or actively looking for work
Environmental Scanning is the process of gathering information about events and their relationships with an organization’s internal and external environments.
Cultural and Societal Changes
Influences reactions to Work Assignments, Leadership Styles, and Reward Systems
Employee Engagement - The extent to which employees are enthused about their work and committed to it
Work-Life Balance proves important to moral
Technology
Knowledge Workers: Workers whose responsibilities extend beyond the physical execution of work to include planning, decision-making, and problem-solving
Empower the knowledge workers of Gen Y and Gen Z
5 Most Common Leadership Styles
Visionary - Best type, Come with me, your employees trust where you are taking them
Coaching - “try this” type
Democratic - What do you think style, be careful “what do you think” can be disguised as putting work off on employees
Commanding - self-explanatory
Affiliative - people come first, customer service esque can lead to leadership downfall, risky business
Corporate Social Responsibility
Firms act in the best interests of the people and communities affected by its activities
Improves the company’s earnings and helps avoid lawsuits
HR helps to develop a culture of corporate citizenship
Be a responsible corporate citizen
Sustainability - Ability to produce a good or service without damaging the environment or depleting a resource
Companies are making strides to reduce their carbon footprints
Philanthropic initiatives > environmental initiatives > Community projects > Fair trade investments
HR policies should be fluid in consideration of ongoing change
Adapt or Die
Consistent Message - Brand message must be consistent as the audience is always changing (remember your audience)
Social Contract Broken - People naturally break into affinity—no employer loyalty
HRM Strategic Challenges to Business
Changes MUST be managed and to do so:
Envision the Future
Communicate your Vision
Set expectations for performance
Reorganize people/ and Reallocate assets
Invest
Strategic Planning
Strategic Planning - Procedures for making decisions about the organization’s long-term goals and strategies
Human Resource Planning (HRP) - Process of anticipating and providing for the movement of people into, within, and out of an organization
Mission - Basic Purpose of the organization and its scope of operations
Strategic Vision - Clarifies the long-term direction of the company and its strategic intent
Core Values - Strong and during beliefs and principles that the company uses as a foundation for its decisions
HR’s Role in Mission, Vision, and Values
Translate Mission, vision, and values into:
Specific on-the-job behaviors
Job descriptions
Basis of employee rewards
Communicate Frequently Formally ( Employee Handbook) and Informally (Corporate Culture)
Culture - The shared values, beliefs, behaviors, and attitudes that shape the work environment and guide the actions of individuals within an organization
HR’s role in building a culture
Recruit and hire employees whose values are consistent with the organization
Value-based Hiring - Outlining behaviors that exemplify a firm’s corporate culture and hiring people who are a fit for them
Environmental Scanning
SWOT analysis - Comparison of strengths, weaknesses, opportunities, and threats for strategy formation purposes
External Analysis of the Environment
Business - Factors that a firm cannot control but can affect its strategy
Competitive - Consists of a firm’s specific industry
Remote - Economy and ecological, technological, social, demographic, and legal and regulatory changes
The definitive way to analyze your Competition is Porter’s Five Forces
Internal Analysis
Core Capabilities: Integrated knowledge sets within an organization
Distinguish the organization from its competitors and deliver value to customers
Value creation - what the firm adds to a product or service by virtue of making it
Value = Benefits - Costs
Need for Competitive Advantage
Resources (people, processes, or systems) that provide
Valuable, Rare, Difficult to imitate, and organized
Cultural Audits - Asses the quality of work life in an organization by asking employees about nature of work and seeks input on how it should be done
Forecasting demand and supply for labor
Labor Shortage - Need to hire
Develop and invest in current employees
Recall Employees
Overtime
Outsource
Labor Surplus - Need to Downsize
Hiring Freeze
Reducing Work Hours
Consider Layoffs
“Forced” Retirement
Human Capital Readiness - Evaluating the availability of critical talent in a company and comparing it to the firms supply
The difference between the quantity and quality of employees required and available represents the gap that needs to be remedied
Formulating Strategy
Corporate Strategic Options
Growth and Diversification
Mergers vs Aquisition
Merger - two businesses of similar size and scale combine to one
Acquisition - One Business buys another, often smaller businesses
Strategic Alliance vs Joint Ventures
Strategic alliance - arrangement between two or more parties while each retains its independence
Joint Venture - Arrangement between two or more parties while they share the risks associated with the objective’s development
Divest - rid oneself of something that one no longer wants or requires, such as a business interest or investment
Business Strategy
Low Cost Strategies
Focuses on efficiency, cost containment, and minimizing waste in systems and processes
HR Goals: Productivity and Supply chain logistics
Differentiation Strategy
Based on delivering high-quality products, innovative features, speed to market, and/or superior service
HR Goals: Exceed expectations with service and quality
Evaluation
Benchmarking - Looking at an organization’s practices and performances in an area and comparing them with those of other companies
Ballance Score Card - Measures a firm’s alignment; helping to translate strategic goals into operational objectives in consideration of stakeholders
Equal Employment Opportunity and Human Resource Management
Equal Employment Opportunity
Treatment of individuals in all aspects of employment— Hiring, promotion, and training in a fair and non-biased manner
Common Discrimination Practices
Harassment - against a protected class
Retaliation - against one who filed a claim
Employment decisions based on a stereotype of a protected class
Denying employment opportunities based on association or marriage to another
Need to follow EEO
Risk of costly and time consuming litigation
Negative public attention
Low sales and employee morale
Who is the protected class?
Group of people who are are provided special protection under a specific law, policy, or regulation
The impetus for major federal laws
Fair Employment Practices (FEPS)
State and local laws governing equal employment opportunity are more comprehensive than federal laws and apply to small employers
Fair employment practice agencies (FEPAs) - State and local agencies that enforce anti-discrimination laws
Title VII Civil Rights Act of 1964
Prohibits discrimination in virtually every employment circumstance for named classes
Jurisdiction
All private employers in interstate commerce who employ 15+ employees for 20 or more weeks per year
State and Local governments and private and public employment agencies
Bona Fide Occupation Qualification
Bona Fide Occupational Qualification (BFOQ)
Suitable defense against a discrimination charge only when age, religion, sex, or national origin is an actual qualification for performing the job
The bonafide occupational qualification defense requires employers to show that a particular skill is necessary for the performance of a particular job
The BFOQ defense is used in cases of disparate treatment discrimination
EEO Issues - Sexual Harassment
Unwelcome advances, requests for sexual favors, and other verbal and physical conduct of a sexual nature in the working environment
There are 4 types of sexual Harassment
Verbal/Written
Physical
Non-Verbal
Visual
Quid Pro quo harassment
Favor for a favor
Occurs when submission to or rejection of sexual conduct is used as a basis for employment decisions
Involves a tangible or economic consequence such as demotion or loss of pay
Hostile Environment
occurs when unwelcome sexual conduct has the purpose or effect of unreasonably interfering with job performance or creating an intimidating, hostile, or offensive working environment
EEO Issues - Immigration Reform and Control Act
IRCA
Prohibits employers from knowingly hiring or retaining unauthorized aliens on the job
Employers with 4 or more employees are prohibited from discriminating in hiring or termination decisions based on nationality of citizenship
E-Verification System - Provides an automated link to federal databases to help employers determine legal eligibility of workers and validity of their social security numbers
Employer compliance with IRCA
Form i-9
Check documents establishing an employee’s identity and eligibility to work
Retain Form I-9 for at least 3 years
Emerging Employment Discrimination Issues
Weight Discrimination
Caregivers and Discrimination
Attractiveness and Discrimination
Uniform Guidelines on Employee Selection Procedures
A procedural document published in the Federal Register to help employers comply with federal regulations against discriminatory actions
Applies to employee selection procedures in HR activities
Validity Requirements
Employers must prove that selection instrument used to choose individuals for employment, bears a direct relationship to job success
Validation studies prove the relatedness of the test to the job under study
Adverse/Disparate Impact vs Disparate Treatment
Adverse Impact - Rejection of a significantly higher percentage of a protected class for employment, placement, or promotion when compared with the successful, nonprotected class
Based on a particular criterion for hire
Adverse rejection rate or the four-fifths rule
The selection rate for any protected class is less than four-fifths of the rate of the class with the highest selection rate
Affirmative Action - Requires organizations to comply with the law and correct any past discriminatory practices by increasing the numbers of minorities and women in specific positions
Diversity, equity, and inclusion initiatives
Reverse discrimination - Act of giving preference to members of protected classes to the extent that unprotected individuals believe they are suffering discrimination
Designing a Job
Most businesses have a servant leadership model
Empowerment
Granting employees power to initiate change and encouraging them to take charge of what they do
encourages workers to become innovators and managers of their work
Gives control and autonomous decision-making capabilities
Flexible work schedules
Flex time
Gives the option of employees choosing daily start and quit times, provided they work a certain number of hours per day or week
Key Advantage - can schedule work hours based on productivity
Compressed Workweek
Process of shortening days in the workweek by lengthening the hours of work per day
Key Advantage - Accommodates employees leisure time activities facilitating personal appointments
Job Sharing
Arrangement where two part-time employees perform a job which otherwise is held by one full time employee
Key Advantage - Limits layoffs in hard economic times
Job Enrichment
Job enrichment is a management concept that involves redesigning jobs so that they are more challenging to the employee and have less repetitive work
Fulfills motivational needs of employees
Focuses on the intrinsic motivation of employees
Techniques to enrich jobs
Job enlargement - Process of adding a variety of tasks to a job
Job rotation - Process whereby employees rotate in and out of different jobs
Job crafting - employees mold their tasks to fit their individual strengths, passions, and motives better
Job design
Involves specifying the content and methods of the job
What will be done
who will do the job
how the job will be. done
where the job will be done
Ergonomics - incorporation of human factors in the design of the workplace
Title and Description
Provide status to the employee
Indicates duties of the job and level of the job in the organization
Responsibilities
Arranged in order of importance in statements covering them
Indicating the weight or value of each duty
Employers need to show that the job criteria relate to duties of the job in selecting employees
Employee Selection - Cover Letters - Resume
Selection
Process of choosing individuals who have relevant qualifications to fill existing or projected job openings
Resume
Brief document that summarizes your education, employment history and experiences relevant to you qualifications for a particular job
Purpose; to get an interview
Cue people in to specific skills and abilities by using achievement statements
Should be tailored to fit specific needs and expectations for the job/company (do your research)
Types of resumes
Chronological - organized by date and job titles - most recent position and listed first
Same field
Growth-logical next step
Proud of recent or current position
No gaps in work history
Functional - employment history highlight skills and accomplishment (aka Skill Set or Hybrid)
Changing careers
Reentering market
Emphasis on particular skills in history
Recent position is unimpressive
Job titles don’t reflect responsibilities
Focus Resume
Tailored to specific positions
Imaginative - graphic designers, artists
CV (Curriculum Vitae) - educators, researchers, fellowship
Interviews
Practical when there are only a small number of applicants
Serves other purposes, such as public relations
Types of Interviews
Nondirective - Maximum amount of freedom is given to the applicant in determining the course of discussion
“In what ways do you feel you could contribute to our team”
“Why did you decide to seek a position with our funeral home”
Structured Interviews
Uses a set of standardized question that have an established set of answers
Ensures that similar information will be gathered from all candidates making it easier to compare responses and qualifications
Suggested Answer - Task/Problem
Action - Explain what, how, and why you did.
Result - Explain the outcome of YOUR action
Situational interviews
Applicant is given a hypothetical incident and asked how he/she would respond to it
Require the applicants to make a shift in emphasis from finding the “right answers to showing the interviewer the right way to come up with answers
Behavioral Interviews
Focuses on the past performance in given scenarios. Differs from situational because applicants are asked how they behaved in a similar actual situations in the past
Stress Interviews
Interviewer takes an aggressive stance to see how well the candidate responds to stressful situations
Diversity Management
Avoid asking questions related to race, color, age, religion, sex, or national origin
Post interview Screening
Reference Check
Background Checks
Employee Benefits Required by Law
Social Security, Unemployment, Workers comp
Human Resource Management
Process of managing human talent to achieve an organization’s objectives
Find right people
Train, motivate, appraise
Helps employees/employers understand rights and responsibilities
Human Capital
Intangible - Knowledge, skills, and capabilities of individuals that have economic value to an organization
HRM Strategic Challenges
Cost-Benefift Analysis— Needs?
Recruit and Hire the best people
Downsizing: Planned elimination of jobs
HRM Strategic Challenges to Business
Manage changing labor force
Five generations
Diversity, equity, and inclusion
Enhancing benefit programs
Embrace technology
Consider “new” ways of scheduling workers
Flex time
Lack of progress
People resist change as it involves modifying or abandoning familiar ways of working
Soaring Costs (esp. healthcare)
High healthcare costs and compliance with new health reforms
SUGGESTION: Provide employees a set amount to purchase health insurance on their own
Demographics may play a role
Consider the following
Ethnic and racial differences
Age distribution
Forecast trends to support organization strategies (ie. wealth factors)
Labor Participation Rate
Labor force participation rate - number of people employed or actively looking for work
Environmental Scanning is the process of gathering information about events and their relationships with an organization’s internal and external environments.
Cultural and Societal Changes
Influences reactions to Work Assignments, Leadership Styles, and Reward Systems
Employee Engagement - The extent to which employees are enthused about their work and committed to it
Work-Life Balance proves important to moral
Technology
Knowledge Workers: Workers whose responsibilities extend beyond the physical execution of work to include planning, decision-making, and problem-solving
Empower the knowledge workers of Gen Y and Gen Z
5 Most Common Leadership Styles
Visionary - Best type, Come with me, your employees trust where you are taking them
Coaching - “try this” type
Democratic - What do you think style, be careful “what do you think” can be disguised as putting work off on employees
Commanding - self-explanatory
Affiliative - people come first, customer service esque can lead to leadership downfall, risky business
Corporate Social Responsibility
Firms act in the best interests of the people and communities affected by its activities
Improves the company’s earnings and helps avoid lawsuits
HR helps to develop a culture of corporate citizenship
Be a responsible corporate citizen
Sustainability - Ability to produce a good or service without damaging the environment or depleting a resource
Companies are making strides to reduce their carbon footprints
Philanthropic initiatives > environmental initiatives > Community projects > Fair trade investments
HR policies should be fluid in consideration of ongoing change
Adapt or Die
Consistent Message - Brand message must be consistent as the audience is always changing (remember your audience)
Social Contract Broken - People naturally break into affinity—no employer loyalty
HRM Strategic Challenges to Business
Changes MUST be managed and to do so:
Envision the Future
Communicate your Vision
Set expectations for performance
Reorganize people/ and Reallocate assets
Invest
Strategic Planning
Strategic Planning - Procedures for making decisions about the organization’s long-term goals and strategies
Human Resource Planning (HRP) - Process of anticipating and providing for the movement of people into, within, and out of an organization
Mission - Basic Purpose of the organization and its scope of operations
Strategic Vision - Clarifies the long-term direction of the company and its strategic intent
Core Values - Strong and during beliefs and principles that the company uses as a foundation for its decisions
HR’s Role in Mission, Vision, and Values
Translate Mission, vision, and values into:
Specific on-the-job behaviors
Job descriptions
Basis of employee rewards
Communicate Frequently Formally ( Employee Handbook) and Informally (Corporate Culture)
Culture - The shared values, beliefs, behaviors, and attitudes that shape the work environment and guide the actions of individuals within an organization
HR’s role in building a culture
Recruit and hire employees whose values are consistent with the organization
Value-based Hiring - Outlining behaviors that exemplify a firm’s corporate culture and hiring people who are a fit for them
Environmental Scanning
SWOT analysis - Comparison of strengths, weaknesses, opportunities, and threats for strategy formation purposes
External Analysis of the Environment
Business - Factors that a firm cannot control but can affect its strategy
Competitive - Consists of a firm’s specific industry
Remote - Economy and ecological, technological, social, demographic, and legal and regulatory changes
The definitive way to analyze your Competition is Porter’s Five Forces
Internal Analysis
Core Capabilities: Integrated knowledge sets within an organization
Distinguish the organization from its competitors and deliver value to customers
Value creation - what the firm adds to a product or service by virtue of making it
Value = Benefits - Costs
Need for Competitive Advantage
Resources (people, processes, or systems) that provide
Valuable, Rare, Difficult to imitate, and organized
Cultural Audits - Asses the quality of work life in an organization by asking employees about nature of work and seeks input on how it should be done
Forecasting demand and supply for labor
Labor Shortage - Need to hire
Develop and invest in current employees
Recall Employees
Overtime
Outsource
Labor Surplus - Need to Downsize
Hiring Freeze
Reducing Work Hours
Consider Layoffs
“Forced” Retirement
Human Capital Readiness - Evaluating the availability of critical talent in a company and comparing it to the firms supply
The difference between the quantity and quality of employees required and available represents the gap that needs to be remedied
Formulating Strategy
Corporate Strategic Options
Growth and Diversification
Mergers vs Aquisition
Merger - two businesses of similar size and scale combine to one
Acquisition - One Business buys another, often smaller businesses
Strategic Alliance vs Joint Ventures
Strategic alliance - arrangement between two or more parties while each retains its independence
Joint Venture - Arrangement between two or more parties while they share the risks associated with the objective’s development
Divest - rid oneself of something that one no longer wants or requires, such as a business interest or investment
Business Strategy
Low Cost Strategies
Focuses on efficiency, cost containment, and minimizing waste in systems and processes
HR Goals: Productivity and Supply chain logistics
Differentiation Strategy
Based on delivering high-quality products, innovative features, speed to market, and/or superior service
HR Goals: Exceed expectations with service and quality
Evaluation
Benchmarking - Looking at an organization’s practices and performances in an area and comparing them with those of other companies
Ballance Score Card - Measures a firm’s alignment; helping to translate strategic goals into operational objectives in consideration of stakeholders
Equal Employment Opportunity and Human Resource Management
Equal Employment Opportunity
Treatment of individuals in all aspects of employment— Hiring, promotion, and training in a fair and non-biased manner
Common Discrimination Practices
Harassment - against a protected class
Retaliation - against one who filed a claim
Employment decisions based on a stereotype of a protected class
Denying employment opportunities based on association or marriage to another
Need to follow EEO
Risk of costly and time consuming litigation
Negative public attention
Low sales and employee morale
Who is the protected class?
Group of people who are are provided special protection under a specific law, policy, or regulation
The impetus for major federal laws
Fair Employment Practices (FEPS)
State and local laws governing equal employment opportunity are more comprehensive than federal laws and apply to small employers
Fair employment practice agencies (FEPAs) - State and local agencies that enforce anti-discrimination laws
Title VII Civil Rights Act of 1964
Prohibits discrimination in virtually every employment circumstance for named classes
Jurisdiction
All private employers in interstate commerce who employ 15+ employees for 20 or more weeks per year
State and Local governments and private and public employment agencies
Bona Fide Occupation Qualification
Bona Fide Occupational Qualification (BFOQ)
Suitable defense against a discrimination charge only when age, religion, sex, or national origin is an actual qualification for performing the job
The bonafide occupational qualification defense requires employers to show that a particular skill is necessary for the performance of a particular job
The BFOQ defense is used in cases of disparate treatment discrimination
EEO Issues - Sexual Harassment
Unwelcome advances, requests for sexual favors, and other verbal and physical conduct of a sexual nature in the working environment
There are 4 types of sexual Harassment
Verbal/Written
Physical
Non-Verbal
Visual
Quid Pro quo harassment
Favor for a favor
Occurs when submission to or rejection of sexual conduct is used as a basis for employment decisions
Involves a tangible or economic consequence such as demotion or loss of pay
Hostile Environment
occurs when unwelcome sexual conduct has the purpose or effect of unreasonably interfering with job performance or creating an intimidating, hostile, or offensive working environment
EEO Issues - Immigration Reform and Control Act
IRCA
Prohibits employers from knowingly hiring or retaining unauthorized aliens on the job
Employers with 4 or more employees are prohibited from discriminating in hiring or termination decisions based on nationality of citizenship
E-Verification System - Provides an automated link to federal databases to help employers determine legal eligibility of workers and validity of their social security numbers
Employer compliance with IRCA
Form i-9
Check documents establishing an employee’s identity and eligibility to work
Retain Form I-9 for at least 3 years
Emerging Employment Discrimination Issues
Weight Discrimination
Caregivers and Discrimination
Attractiveness and Discrimination
Uniform Guidelines on Employee Selection Procedures
A procedural document published in the Federal Register to help employers comply with federal regulations against discriminatory actions
Applies to employee selection procedures in HR activities
Validity Requirements
Employers must prove that selection instrument used to choose individuals for employment, bears a direct relationship to job success
Validation studies prove the relatedness of the test to the job under study
Adverse/Disparate Impact vs Disparate Treatment
Adverse Impact - Rejection of a significantly higher percentage of a protected class for employment, placement, or promotion when compared with the successful, nonprotected class
Based on a particular criterion for hire
Adverse rejection rate or the four-fifths rule
The selection rate for any protected class is less than four-fifths of the rate of the class with the highest selection rate
Affirmative Action - Requires organizations to comply with the law and correct any past discriminatory practices by increasing the numbers of minorities and women in specific positions
Diversity, equity, and inclusion initiatives
Reverse discrimination - Act of giving preference to members of protected classes to the extent that unprotected individuals believe they are suffering discrimination
Designing a Job
Most businesses have a servant leadership model
Empowerment
Granting employees power to initiate change and encouraging them to take charge of what they do
encourages workers to become innovators and managers of their work
Gives control and autonomous decision-making capabilities
Flexible work schedules
Flex time
Gives the option of employees choosing daily start and quit times, provided they work a certain number of hours per day or week
Key Advantage - can schedule work hours based on productivity
Compressed Workweek
Process of shortening days in the workweek by lengthening the hours of work per day
Key Advantage - Accommodates employees leisure time activities facilitating personal appointments
Job Sharing
Arrangement where two part-time employees perform a job which otherwise is held by one full time employee
Key Advantage - Limits layoffs in hard economic times
Job Enrichment
Job enrichment is a management concept that involves redesigning jobs so that they are more challenging to the employee and have less repetitive work
Fulfills motivational needs of employees
Focuses on the intrinsic motivation of employees
Techniques to enrich jobs
Job enlargement - Process of adding a variety of tasks to a job
Job rotation - Process whereby employees rotate in and out of different jobs
Job crafting - employees mold their tasks to fit their individual strengths, passions, and motives better
Job design
Involves specifying the content and methods of the job
What will be done
who will do the job
how the job will be. done
where the job will be done
Ergonomics - incorporation of human factors in the design of the workplace
Title and Description
Provide status to the employee
Indicates duties of the job and level of the job in the organization
Responsibilities
Arranged in order of importance in statements covering them
Indicating the weight or value of each duty
Employers need to show that the job criteria relate to duties of the job in selecting employees
Employee Selection - Cover Letters - Resume
Selection
Process of choosing individuals who have relevant qualifications to fill existing or projected job openings
Resume
Brief document that summarizes your education, employment history and experiences relevant to you qualifications for a particular job
Purpose; to get an interview
Cue people in to specific skills and abilities by using achievement statements
Should be tailored to fit specific needs and expectations for the job/company (do your research)
Types of resumes
Chronological - organized by date and job titles - most recent position and listed first
Same field
Growth-logical next step
Proud of recent or current position
No gaps in work history
Functional - employment history highlight skills and accomplishment (aka Skill Set or Hybrid)
Changing careers
Reentering market
Emphasis on particular skills in history
Recent position is unimpressive
Job titles don’t reflect responsibilities
Focus Resume
Tailored to specific positions
Imaginative - graphic designers, artists
CV (Curriculum Vitae) - educators, researchers, fellowship
Interviews
Practical when there are only a small number of applicants
Serves other purposes, such as public relations
Types of Interviews
Nondirective - Maximum amount of freedom is given to the applicant in determining the course of discussion
“In what ways do you feel you could contribute to our team”
“Why did you decide to seek a position with our funeral home”
Structured Interviews
Uses a set of standardized question that have an established set of answers
Ensures that similar information will be gathered from all candidates making it easier to compare responses and qualifications
Suggested Answer - Task/Problem
Action - Explain what, how, and why you did.
Result - Explain the outcome of YOUR action
Situational interviews
Applicant is given a hypothetical incident and asked how he/she would respond to it
Require the applicants to make a shift in emphasis from finding the “right answers to showing the interviewer the right way to come up with answers
Behavioral Interviews
Focuses on the past performance in given scenarios. Differs from situational because applicants are asked how they behaved in a similar actual situations in the past
Stress Interviews
Interviewer takes an aggressive stance to see how well the candidate responds to stressful situations
Diversity Management
Avoid asking questions related to race, color, age, religion, sex, or national origin
Post interview Screening
Reference Check
Background Checks
Employee Benefits Required by Law
Social Security, Unemployment, Workers comp