Recent economic difficulties

Gómez-Mejía, L., Balkin, D., & Cardy, R. (2012). Managing human resources. (7th ed.). Upper Saddle River, NJ: Prentice Hall. Please write up 150 to 200 word count for questions 1 to 8; Submit #9 separate, it’s a paper. Try and relate the material to real-life applications and also to the textbook and Human Resources in Health Care. Do not Plagiarize!

1. RMF (Give your opinion) do job descriptions affect the interview process? How do employee relations affect recruitment and retention in healthcare?

 

2. Chap 5. Recent economic difficulties, restructurings, and plant closing have left many people without jobs and looking for new career paths. A hiring employer can now enjoy being able to select from among far more applicants than typical. Unfortunately, many of these applicants lack qualifications for the jobs. How can a hiring employer avoid or deal with this glut of unqualified applicants? How can the problem be approached in recruitment? In selection, what tools would you recommend when an employer is facing a large number of applicants?

 

3. Chap 13. Employee privacy has been called “today’s most important workplace issue.” What kinds of dilemmas have the new technologies created regarding employee privacy? What other kinds of problems have the new technologies created in employee relations and communications, and how might managers deal with them? Do you think it is a good idea for a company and its managers to keep in touch with employees who have quit and taken jobs elsewhere? What are the advantages and disadvantages with staying in touch with former employees who have moved on with their careers?

 

4. C 13. Do you think most employees have reservations about using an appeals procedure such as an open-door policy? What can managers do to convince employees that the available procedures are fair and effective?

 

5. Discuss why mergers and acquisitions often lead to the consolidation of positions or reductions in workforce? What effect do these changes have on employees.

 

6. Why are complete and up-to-date job descriptions important?

 

7. Recruit Talent, Not Experience- VIDEO TRANSCRIPT Discuss the video transcript below You’re so often as an interviewer, or part of a panel interviewing people, faced with an array of candidates who have been selected through a process that has valued very highly their experience, as their previous experience palpably and observably equipped them to play this role that we are now advertising or trying to fill. I find myself sitting there thinking, “God, these are dull.” Yes, they could all do the job, and maybe two of them are above the line, but by recruiting this person, are we really raising the potential and the energy of the organization to tackle the big issues it has to tackle? Then I found myself as Director General of Oftel, and I inherited a weak team of civil servants who had been, by and large, assigned from the Department of Trade and Industry to work at Oftel. Now, guess the quality of the talent that had been assigned by one organization to serve another, particularly since the DTI – Department of Trade and Industry – saw Oftel as a subsidiary. So, we started advertising instead of accepting assignments from the DTI. And because it was coming through a civil service HR process, we were still getting “This person’s had all the relevant experience of the right person.” And I thought, now look, look, look. There are some of the people here who have applied, who may not have the seniority, may not have the direct experience, but they just seem remarkably talented people. Let’s at least recruit some on the basis of their potential and take a risk. I was able to enforce that, and it turned out to be absolutely the case. Indeed, maybe a year to 18 months later, the whole of the senior management team at Oftel, which was the team that was going to do all the basic thinking and driving forward, had come from shifting the criteria to potential and talent and away from experience. So, that’s something that I’ve applied ever since, not perversely, but… The Chief Executive of the London Stock Exchange, Clara Furse, is an example of that. I had to recruit a Chief Executive. The pressure was to recruit someone who was experienced in the equities market, who had relevant experience of being a Chief Executive of a public corporation, and so on. But I spied in Clara someone who wasn’t from the equities market; she had spent all her life in derivatives, bonds, and commodities; she hadn’t really had Chief Executive experience in a public corporation. But now she has blossomed, and that organization is far better led than it’s ever been. One of the interesting, and at first unacknowledged, outcomes of this process is that you end up with many more women, many more minorities, many more younger people. And I’ve found that particularly the recruitment of talented women does so much for an organization – a lovely secondary benefit of “Recruit talent and potential, and downplay experience.”

 

8. A company’s greatest asset is its people. Lauren Flanagan shares creative tips for recruiting top-notch employees and putting together a world-class advisory board. Recruit The Best People Inside & Outside Your Organization- What do you think about this?

 

9. Prepare a 700- to 1,050-word paper examining the effect of legal, safety, and regulatory requirements on the human resource process as they relate to the following statement: “Common sense and compassion in the workplace has been replaced by litigation.” Explain why you agree or disagree with the above statement. Focus on employee-related regulations established by the United States, such as the Department of Labor, the U.S. Equal Employment Opportunity Commission, the Americans with Disabilities Act of 1990, and the Department of Homeland Security. Include a minimum of three references. Format your paper consistent with APA guidelines.