Posted: February 23rd, 2017

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

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 both cases within your selected organization. Justify your recommendation. Choose three (3) work-life conflicts that the HR Director should consider within the selected organization. Then, outline a policy geared toward resolving each conflict through the use of related employment laws. Justify your response. Use at least four (4) quality academic resources in this assignment. Note: Wikipedia and other Websites do not qualify as academic resources.

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Dr.Rick

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Imagine that you are the HR Director at your current organization or an organiza**** **** ***** *** *** ******** ** *** ** Director, *** **** *** different employment *** requirements ** ****** ******* *** ******** **** ******* *** promotion ** * ******* workforce ****** *** *** *** opportunity **** *** **** **** ** **** ***** *** *** ******** ****** *** **** organization *** **** ******** ***** *** *** ****** *** ** **** *** necessary assumptions ****** *** *** ******* ** ***** assignments ** **** ******** ***** *** *** *** ******* ** ******** processes **** ****** **** ******* ** * ****** ***** ** employment ******** *** **** ****** *** *** *** identifying information **** ***** ****** ******* ** ******* *** organization[s] **** *** **** ***** ***** * *** ** ****** ******* **** ***** ** ***** *** ******* ***** *** recruitment ******* *** *** *** opportunity ** question, *** ******* *** *** **** **** **** ****** ***** *** ** ***** discriminatory practices ******* **** ******** ******* ** application ******* **** ******* *** organization’s ****** ** accepting *** applications, ** **** ** *** ****** ** validating applicants’ attainment ** *** ******** credentials **** reviewing ******** collecting transcripts, verifying certifications, **** *** *** *** opportunity ******* * ***** *** **** procedure *** *** ** Department ** *** ** ***** ** ******** *** applicants’ ******* ** **** * discriminatory ****** ****** ****** ** ***** *** background ****** **** *** ** Department **** ******** *** ******* *** relevance ** **** background ***** *** *** *** opportunity ****** ***** *** employment ***** **** **** ****** ******* examinations, *** ****** ******* ****** polygraphs, ******* ****** psychological ****** intelligence *** ****** ****** *** ******** ******** **** **** *** ** Department ****** *** ******* *** relevance ** **** ******** employment **** ** *** *** requirements Formulate * ****** *** ****** **** *** ****** *** promotional decisions ******* ** *** *** opportunity ******* *** ***** challenges *** potential ******* ****** ** ***** subjective ******** *** assessing **** ****** ***** ******* *** *** **** ** ******** *** ******* ****** ******* **** suggestion ****** *** *** ***** ** reasonable acmodations *** **** ******** applicants *** applicants ******* ******* religious considerations ***** *** *** ***** ******* *** *** ***** **** ** sufficiently ******* **** reasonable acmodation *** **** ***** ****** *** *** **** ** ***** * ***** ******* ** organization **** ** affirmative ****** violation *** *** *** **** ** ***** * ***** ******* *** organization **** *** ******** harassment ****** **** expeditiously ****** ** ****** **** ****** ****** preventing *** ****** addressed ** **** ***** ****** **** ******** organization ******* **** remendation ****** ***** *** work-life conflicts **** *** ** ******** ****** ******** ****** *** ******** organization ***** ******* * ****** ****** ****** resolving **** ******** ******* *** *** ** ******* employment **** ******* **** ******** *** ** ***** **** *** ******* ******** resources ** **** assignment **** Wikipedia *** ***** ******** ** *** ******* ** ******** resources

Attachments

Assignment 2 The Hiring Process and Managing a Diverse Workforce.docx

RUNNING HEAD THE HIRING PROCESS AND MANAGING A DIVERSE WORKFORCE * *
DIVERSE WOR****** **
****
*** ****** ****** ******* themselves **** diversity? ***** recently, **** ******** ******** **** ******** **** *** assertion **** discrimination ** ****** **** ******* *** ******* ****** * ******** ***** *** ***** ******** *** ******* * ****** ****** ** **** ***** * ******* ****** ******** ***** * **** ******* workforce, **** **** **** ******** organizational effectiveness ** **** **** ******* ***** ******* ****** ** *** ******** ** *** marketplace, *** ******* productivity ** ****** **** ****** diversity **** ** **** *** ******** **** ***** assignment ******* * ** Director’s ***** *** **** different employment *** requirements, ** ****** ******* *** ******** **** ******* *** promotion ** * ******* workforce ** ** organization
*** ****
*** ****** *** ** * sedentary *** ***** employees ****** *** ***** *** *** ** *** ***** ******* ** ***** processing information Sometimes *** ******** **** **** ** **** ****** ***** ******* ***** *** ***** ** ***** ******** **** **** ** **** depending ** *** ******** thicknesses ***** *** *** ******** employees ** **** ******** clearance ** ** ** **** * ******* ** **** ****** education; ******** ** associate ** ***** ****** *** *** ** *** ** **** ** ***** *** ***** attention ** ****** ***** *** information ** **** important ** people’s livelihood *** **** environment ** **** ****** ** ******* ******* *** ****** *** (Patrick, ***** *** **** **** ** ***** ** **** ** ****** *** following recruitment *******
Recruitment ******** ***** ***
***** ** ****** recruiting ****** ******** * Zuckerman, ***** ****** recruiting ** ***** ****** ** ****** ** ****** *** potential *** candidates (Patrick, ***** **** recruiting ******* ** **** ******* ** *** * **** ******** ** **** ****** **** ******* ****** **** ******* *** ****** ** ******* *** **** ** ******** Individuals *** ***** *** ******* ******* ***** ** *** ***** person(s) *** ** *** *** ****** * ******** *****
******** ****** ** *** ****** recruitment ****** ** reference ** ****** ****** ******** ****** ******** reviewing applications ** ** ***** employees ***** ******* *** ******* ***** ****** *** **** *** recruiting ***** *** **** ****** **** *** **** potential ****** *** *** ******** ****** *** organization **** *** management ******* ***** ***** **** ******** ******** ***** **** *** *** ****** ** **** effective **** considering * ******** ***** ** ******* ******** ***** ** ******* ** necessary ** **** ***** *** individual
****** ****** ******** ****** Recruitment, ** *** ***** recruitment ******* * **** ****** *** promoting * ******* workforce **** ****** *** outsourcing ** ******* ***** service(s) ** *** ***** ******* ** ****** **** ***** ****** recruitment ** * ***** *** ** ******* **** * ******* **** *** *** corporation *** *** ** department ******** ** *** ** ****** *** ** advertise, ******* interview) ** ***** ** ***** *** ****** *** **** (Patrick, *****
According ** ******* ******* ***** ******* *** **** *** **** ** **** *** potential candidates *** *** *** position(s) *** ******* diversity ** ****** **** **** ***** ** ***** **** discriminatory ****** ******** ***** ** ******* * Zuckerman ****** explains, ******** **** ** ******* ******** ******* ***** **** ****** **** ***** **** ****** **** *** ******** ** ***** ***** *** ***** **** ****** ******* ******** ****** ** * **** diversified ****** *** ** ****** ** *** workplace
*** Application *******
*** application ******* *** ** ***** ******* *** ******** depending ** *** **** **** **** annoement *** *** ***** ****** ******** ***** ******* * Zuckerman ****** ******** **** *** ******* ****** **** *** annoement, **** ****** forwarding, *** application screening, ******* ******* *** **** *** ******* ** ***** interview process); interview ******* *** ***** ** ** ******** **** *** ****** ******** *** *** *** **** paperwork
******** **** establishing *** application ****** ***** ******** individual ** considered ** applicant *** ******* government *** * ***** definition ** ** applicant, *** ******* *** definition ** *** individual *** ***** ******** ** ***** considered *** * *** ** employment opportunity ******** * Zuckerman, ***** **** ******** ****** ****** **** ***** ** expressed ** ** application ** ******* ***** ***** depending ** *** employer’s ******
** reference ** ******* ******* *** application ******* ****** **** *** *** position’s information *** location, *** ****** **** *** *** ***** *** ******** **** **** **** *** *** development ** *** *** description *** classification *** *** ****** **** *** *** (Applicant ******** ******* ******* * Zuckerman ****** ******** **** *** ****** **** ** application ******** ******* *** *** ******** ** ****** *** knowledge ** ******* **** developing * *** description entailing *** qualifications *** **** ** **** ******** ***** **** *** ** **** ******* * recruitment ***** ***** ****** **** ***** * recruitment **** *** **** implemented *** ******* **** ******* *** recruitment **** *** *** **** ** * ****** ** *** applications *** selection ** *** potential candidates *** **** * **** *** *** interview ***** * ******* ****** ******** **** ** *** ******* ** *** interview ******* ****** *** ******** candidate(s) ****** ******** ** finalizing *** recruitment **** instance, candidate ******* ****** *** ** ******** ** contacted *** * ****** ****** ** **** ** *** ******* ******** ***** * ******* *****
**** *** **** procedure ** ******** *******
** *** organization, *** **** employers **** ** ***** *** ******* ** ***** ******** ** **** **** **** **** employees ** potential employees **** ***** **** **** *** ***** *** prospective ***** consequences *** *** applicants **** **** important **** important ***** ** ******* potential employers **** ***** information ** ***** ** increasing ***** ******* *** ******* ****** ****** ** ******* ***** (Patrick, *****
*** ***** *** ******** ******* ** maintaining ******* ** ****** ***** ***** ** *** **** **** ******** ** *** ***** ****** important ** **** **** *** ** *** personnel ** *** ***** ** **** *** ******* ** ***** *** ** ** **** ** ****** ***** ****** ** **** ** **** *** *** **** *** ****** ******** *** **** **** ** ******** *** **** **** *** **** *** **** *** ******** **** **** **** ** **** *** ** ******* ** ***** ** necessity Moreover, *** ** ****** ******* * ****** ***** **** ***** **** ***** *** ******* maintains, *** maintains ***** *** ***** **** *** maintained ******** ** *** *****
Secondly, *** ** ****** ******** * ******* schedule, ***** describes *** ****** ****** *** ******** *** disposition *** retention ****** *** ** **** **** * **** **** *** **** **** **** **** ** effectively ******** program's activities, consistently ******** ******** ***** retrieval ** ******** **** *** ******* *** schedules *** ****** ****** *** ******* ** *** ******* ******* ****** ****** * discriminatory ****** **** ****** accessing **** information pertaining ** *** particular ******** **** ** **** *** ***** ******** *****
Background ******
***** *** *** background ****** **** *** ***** ** ***** ****** **** ****** ****** **** *** ****** **** seriously ******** ** *** ***** ***** *** ******* ***** *** ******* ** background ***** *** ******** ******* ** *** **** ** information *** *** *** **** ** ******* “Background ****** *** **** ** ****** information ******** ** candidates *** ** determine ******* *** disqualifying ******* ***** ***** ****** ***** ****** contacting references; verifying **** employment *** ******** ******** confirming **** necessary ******** ******** ** ***** credentials *** possessed; ******** ******* ******** ******** *** ******** convictions; examining ****** ******** *** **** inspecting candidates’ ****** ******** ** ****** networking *** ***** *****
* ***** ****** *** conducting background ****** ** *** potential liability ** employers *** *** ******* **** ** *** ****** **** **** ****** * ******** ******** ****** ***** ** *** ***** background ****** ***** ** *** **** *** individual **** approvals *** **** *** ****** decisions ****** **** ****** Reporting *** ****** ** *** ***** ******* *** regulating, ******** *** *** ** information ** employers *** ******** reporting ******** ** distinguishes *** ***** ** ****** ******* ******** ******* *** investigative ******* ******** ********
****** ****** **** ** ******** employees **** **** **** bankrupted ******* ***** ******* ** ******* **** financial ****** **** *** **** ** **** information ***** ** ****** information ******** **** classified information ** ******** **** **** * person’s ****** ******* **** ***** **** ** ****** **** ** *** ****** ***** **** ** **** classified information *** ******* *** ***** ******* agency’s **** **** information ** *** ****** ** ******** *** ******** **** ***** financial stability, *** ***** **** ******* *** **** ***** questions
******** ******* ***** ** *** ****** **** ** background **** background ***** ** *** ** **** ** ** ******* ******** depending ** *** *** **** ****** * ******* ** potential ******** **** **** ******** ******* ** **** ** ***** ******** ** *** *****
*** ***** *** **** background ***** ***** ** * *** ******** ***** **** *** **** ****** ** ******** ** *** ***** ****** ******* *** ****** *** **** doesn’t **** **** *** **** ******** ***** ** **** ****** *** *** ** *** **** organizations **** **** ** **** background ****** conducted ** ***** employees ***** ****** *** **** *** * ***** *** **** ***** advantage ** ******* background ***** ***** ** * *** *** employment ***** background ***** ** ***** ** ****** * ****** Pertaining **** ** ***** ** **** background ***** **** **** ******* * *** ****** **** ** ** *** ** ******* ******** ** *** *****
******** *****
** reference ** ******* ** *** ******* ******** **** *** **** *** expensive considering *** ****** ** ******** ***** *** ***** ** ** ** **** *** *** **** ****** **** important ** **** employment **** *** ** *** ****** ** *** ***** *** *** generations ****** ****** ******* **** ******* ******* ******* ******* ******* ******** ******* ******* *** ***** ****** **** ** ***** neglected ** ******* *** ***** *** ** ***** ****** ****** ******** *** *** understanding *** **** **** ** *** *** ****** **** **** *** *** ***** * **** **** psychological ******* ***** ** ** ***** ** employees **** **** ** **** ******* **** ****** services, ******** *** enforcement **** positions), ******* ***** ***** ** **** **** ****** *** *** ** ******** ****** ** **** **** *** ***** *** ***** *** ** ******* ** stimulants ** *** ******* *** ***** ** ******* *** **** ******* **** ***** ****** *** ** ** ****** ******** *****
****** ** *** *** enforcement ***** ******** *** position) *** ** **** * ******* evaluation ***** ******** * psychological ******* **** ***** ** *** polygraph **** **** ** ***** ** employees **** **** ** ******** ** *** enforcement *** ** * ****** ***** *** **** ** *** enforcement ** * polygraph conducted *** ** ***** **** ******* **** **** ** important information *** **** ***** **** **** *** **** classified information **** ** ** *** ** *** ***** ***** ***** ** detrimental ** *** **** ******* ******** ** *** *****
****** *** promotional ********
** ***** ** **** * ****** **** ****** *** promotion decisions *** ******* ** **** ** **** ** **** businesses ******** **** ******* **** ******* positions **** **** ** advancement ***** *** ******* ***** ** ******** experience, personality, *** ***** ******* *** ******* **** ** ** **** ** **** **** **** ***** *** *** ******** **** *** **** ****** *** promotion **** ** **** ***** ** **** diversity ***** ** ** important consideration *** ***** **** **** ***** * **** ***** ** different ***** ** particularly **** **** ******** *****
*** ******* *** ******** Broadcasting Corporation ***** ******* ***** *** **** ****** *** ******** ******* Tournament, *** ******* ****** ****** * **** **** different countries **** ****** ******* **** electricians ** statistician, ** **** scheduling ** producing **** diversity ** ** important ****** ** **** successful ****** ****** * ******** ***** *** ******** **** ***** ** **** **** ** ****** ******* *** **** ***** * **** ****** *** ****** *** **** **** ******** ******* ** *** ******** *** *** **** **** *** ****** *** *** *** ****** *** **** ******* ** **** *** ** ** * **** ******
*** challenges *** potential ******* ****** ** ***** subjective ******** *** assessing **** ****** ***** *** ** satisfying ** *** employees ******* *** *** organization, ***** ******* *** *** ******** *** *** *** *** ******** ******** ** *** ***** **** ***** *** ****** * favoritism ****** * ****** ***** **** *** ***** *** individual **** *** ******** *** * **** *** *** *** ******** *** ******** ** motivational, interpersonal, *** **** munication ****** ******** *** ******* positions (Rodriguez, ***** * *** ** ******** *** ******* ****** ** ** **** ** *** ** ******* *** ** ***** *** ******** ******** ** * ******* regarding *** ******** *** ****** **** **** ** **** *** interested ** ******** *** *** *** * ******* **** ** **** ** ******* *** ***** ** *** *** *** *** **** ****** **** ****** *** employees ** ****** ***** ******* *** *** ** ***** ****** ***** *** ****** ****** ** ** ******** *** ** interview
******** *** ******* Religious Conditions
Reasonable acmodations *** ***** ** *** ****** ** *** *** ***** ***** *** *** *** ***** *** performed ******* ***** *** acmodation ****** **** ** ****** *** *** ******** ** successfully ******* *** ****** ** *** ******** ******** ** reasonable acmodations ******* providing interpreters, ******** ** ***** ******** assistance; modifying *** ******* restructuring **** ****** providing ******** **** schedules ** **** ***** *** telework) *** providing accessible technology ** ***** workplace ******** equipment ******** ** *** ***** Reasonable acmodations ** employees **** disabilities * ***** *** ******* **** *** Americans **** Disabilities *** ***** ****** ** *** *** Rehabilitation *** *** *** ******** “qualified individuals” **** discrimination ***** *** ***** ** disability ******** ********
** *** ****** **** modifications ** **** schedules ** *** interfere **** *** efficient acplishment ** ** ******** ******** ** ******** ***** ******** religious ******* ******* **** ** ** *** ******* **** **** ** ******* ***** ** *** ******* ** ******** **** ** permitted ** **** alternative **** ***** ** **** *** ******** *** **** *** religious obligation ******** ** *** ***** ***** ***** **** employers *** ******** ** reasonably ******** religion, ****** ***** ** ***** ****** ***** ******** ******* ***** ** ***** *** *** ******* ******** ** ** acmodated *** disability **** ******* according ** **** **** ** qualified disabilities ** *** * religious ******** ***** acmodated *** *** ** *** ******** *** ******* ****** ** religious ******** *** ******* ******* ** ** **** ** ***** *** ***** ***** *** sincerely **** **** *** ******** ** religious ***** ****** * ******** *****
Affirmative *** Harassment
*** **** ***** *** ***** *** ******* **** meatpacking **** ** ***** **** ** *** ***** ** **** discriminated ******* *** ****** applicants **** *** ******* *** positions **** *** **** ** **** *** **** *** **** *** ***** ** **** ******** ** ***** ***** ******* * **** ******* settlement ** *** ****** ** ******* ******** Compliance ********
* **** ***** ******** Correctional Services, * ******* ****** **** *** **** ******** **** ******** ****** employees ** ****** ** *** **** ** *** ***** *** ******* ***** **** *** **** ***** **** ** ****** ** twenty-one ****** employees (Rodriguez, ***** *** “Private ****** ***** ** ****** *** ******* ** ****** ****** Harassment, Retaliation ****** *** ***** ** ***** ******* ******** ** *** *** ** ******* **** *** employees **** ** ******** ** *** workplace’s ******* ******* ***** * ***** ** Affirmative ****** *** Harassment ******** ** ***** *** ******* ******* *** ******** ****** ** conducted (Rodriguez, ***** *** ******** ****** reiterate ******** ** **** ****** *** **** ** ***** **** ***** ***** ** ******* *** ***** ** tolerated *** disciplinary ****** **** ** ***** Employees **** ** ******** **** **** **** ****** ** upstanding employees *** ******* **** ***** **** **** **** **** **** *** ** **** ****** *** harassment *** affirmative ****** ** **** **** ** ******** ******** **** ** ******** ******* *** ******* *** **** ******* ** *** workplace *** **** ** **** particular ****** ** ******** *** *** ** ***** awareness ******** *****
Work-life conflicts
***** *** ******* work-life conflicts **** ****** **** ** organizations *** ******** ***** * ****** ****** ******* ** ***** **** ******** ** * ***** ***** ** ****** *** ******* ******* ** ***** **** ******** (Jiambalvo, ***** Secondly, ****** **** *** work-life ******** ** ******* ***** ** ******** ****** ******* *** **** **** ******** assistance **** ***** ***** ** ******** ***** ******* replacement ******* ****** **** work-life ******** **** ** ** ** discrimination ** *** ***** ** ****** orientation (Rodriguez, ***** According ** *** Uniformed ******** Employment *** Reemployment ****** *** ****** **** ******** *** ******** *** ****** ** ******* ** *** ***** ******* *** ****** *** employees ** *** ******** ******** reemployment ***** deployment (Jiambalvo, *****
*** *** ** ***** Employment Opportunity *** Nondiscrimination ******** employees ******* *** discriminations ***** ** **** ***** *** **** *** ******** ***** *** ****** *** ******* ***** *** ****** ***** employees, ** *** ******* ** *** employer, ** ** ** ***** ** ****** ***** ** ******** ** *** ******** ** ******** ** ** essential ** **** *** **** ******** ** ***** work-life conflicts Employees **** **** **** *** organization ******** **** ** ***** **** ** ******** Work-life ******** ** * ***** ******* *** **** ** ******* ******* employees overwhelmed *** discouraged ****** * ******** *****
Conclusion
** conclusion, according ** ******* ** *** ******* successful ****** ******* **** **** ***** employees, *** **** ***** ******** *** supervisors ** **** ***** * ******* ****** ******** **** successful ******** *** supervisors **** *** ** ******** employees ** ******* ** ***** **** *** *** ****** ***** *** ** *** ******** ******** *** *** ** **** ******* ******* ***** ** ****** ** **** ******** ******* * Zuckerman ****** ***** **** * ******* environment ** *** **** ******** ****** **** different ******** ******* backgrounds *** identities, *** **** * ******* ** interests, ******** ******* *** ******** *** management *** supervisory ***** ******* ******** ******* *** **** ***** differences *** * significant ****** ** *** ******** ** *** **** environment (Patrick, ***** Diversity management ** * ******** ******** ***** ** ******* *** **** potential ** *** employees ** *** organization ** * **** ******** advantage
References
****** * * ******** * * ****** "Managing Diversity ** *** Workplace", ***** ******** Management ** International ******** *** ** *** ** *** * *
******* * ****** ***** ******** management *** development *** **** *****
Jiambalvo, * ****** International ***** policies, **** ***** * ****
******** * * ****** Organization ******* *** *** ****** ** diversity ******** ** *** information technology organizational ******* Dimensions, ***** *****
******** * * Zuckerman, * ****** Networks, diversity, *** productivity *** ****** ******* ** corporate *** ***** Organization ******** *** *******

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wahid

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TUTOR Posted 55. Sold 4.

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Attachments

The Hiring Process and Managing a Diverse Workforce.docx

HUMAN RESOURCE *

For this scenario, the one job opportunity we will use is Administrative assistant Administrative Assistant ** * ***** *** ******** **** designates ** individual *** ******** ******* ***** ** administrative ******* ** ****** *** ****** ** ******** enterprises
** ***** ** ******* recruitment ******* ** ** **** ** ****** *** **** position, ** **** ** **** **** consideration **** ***** *** ******* ***** regulations, ******** *** governing ******** **** ***** ******** management **** ** *** ***** *** ******* *** ***** ****** *** ** ***** ****** harassment, *** ***** employment opportunity ******** *** affirmative ****** *** ***** ****** *** ** **** ******* employers **** discriminating ******* ******* employees ** ******* ** ******* ** ***** ****** religion, ****** ** **** ******** ****** **** ******* **** ***** ******** ******** **** ** **** ** ****** qualified employees ******* discrimination ** *** ****
Affirmative ****** ** *** ***** **** ** * *** ** ******** **** **** **** *** inclusion ** *** ******* ******* minorities, ** *** workforce **** **** *** ***** ****** *** ** ***** affirmative ****** ******** establish ****** ****** *** qualifying ****** **** ***** **** organizations *** **** ******* ******** *** ******** ** **** *** ******* * ******** ****** ** minorities ** ****** ** protected ******* ***** ******** Minorities, ****** ******** ******** *** qualified ********
Effective recruitment
** **** ****** **** ** *** ** * ***** ***** everything ******* ** **** *** ***** ** insistently *** ** **** ***** ** *** ** ******** ** *** ** *** *** ** **** ** considered ** ** **** important ******** **** ** ** ** ** effective recruiting ******** ** **** *** ****** *** * ******** ****** ** organization, ***** *** ***** **** ****** *** ** ******** **** ** **** ** **** *** **** unnecessary ** *** ***** ***** **** essential ***** *** ** all-inclusive selection ******* **** **** ***** *** ** ** ** successful ** ******** ** ****** ******* *** following
*** *** ******* **** ******** ******** *** ***** ******** ***** ****** ******** ******* *** *** descriptions **** ** ** *** ***** platforms *** *** **** ** ******** networking, *** ****** ****** professional ******* ******** ******* universities, newspapers, ***** ******
****** **** ** curriculum ***** ******** ******** **** experiences *** ******* **** **** eliminates *** **** applications ** *** ******** ** curriculum ***** ** ******** ** identifying candidates *** **** *** ******** professional experience, **** ******** **** ***** *** ** *** ** ******** *** **** generation ** ******* ** ****** ***** *** **** ******** ***** knowledge ******* ****** * ****** ** ****
**** *** **** ** **** ***** ****** *** **** *** interesting applications ** fingertips *** *** **** * ******* ****** ** ** ****** ****** *** * ****** *** ******* ******* **** ** Telephone interview *** **** ***** ******** impression ******* *** **** ** ******** *** candidate ** ****** **** ******* questions ***** ***** ** ** ****** ****** ** **** * **** ***** impression, **** **** ** *** **** ****** ** ****** *** ***** candidate
Psychometric ******* *** effective recruiting ** ******* ******* **** ** **** selection ******* *** information ******** ** * psychometric assessment **** ****** ******** ******* ** ***** personality **** **** **** ** ****** ** ***** ******* performance, *** **** ***** *** candidates **** ** **** ********
**** **** ** *** discriminatory, *** ** ** ******** ** ** ** imperative eliminator ** applications, ****** ** ** ** ****** ******** strengths *** ******** ** **** ** ** ******* ** **** **** ***** ***** ****** *** ***** interview; ** *** candidate ** selected, **** **** **** ** ** ***** ** * ******* ** organizational development *** **** ****** ****** ** ***** *** challenges ** **** organization
Psychometric assessments **** **** ***** *** ** ****** * reference ***** **** pre-established *** ***** *** * ***** ******** ** ****** *** psychometric assessments ** *** standards, **** ******* ** ******* *** exponential *** ***** ******* *** behaviors, personality profiles, *** ****** **** *** ***** ** ******** *** performance ** *** individual ** * ***** ********
******* **** ** *** in-person interview ** ******** *** ** **** **** candidate ***** gathering *** ******** information ***** **** candidate, ****** ******** ******** information regarding ******* ** *** personality, *** ****** confirmed ***** expectations *** *** position, * ******* ** required! ** *** *** ** interview protocol, ***** ** depending ** *** position, *** **** according ** *** candidate *** ******** ** ****** ******* ** *** psychometric ******* **** ******* candidate *** * ******** ** ** **** organized, *** * ******** **** **** challenge *** ** *** ****** **** ***** **** **** spontaneous situations *** ****** interview ** ******* *** ****** ** **** **** ***** *** **** ******** positions, * ****** interview ** sometimes appropriate, ******* *** * technical position, *** ** interview **** *** ** ******* partners, ** * supervisor ** ** important ** **** **** ** ****** *** information *** ******* ******** ****** ******** ***** ** **** **** ******** ** ****** ** **** ****** *******
*** ***** **** ** ******** references ******* ******** **** ****** *** *** *** *** ** *** **** **** ** **** *** **** employees possible, ** ** *** ***** **** ****** ******** *** **** ** ****** **** ****** ** **** ***** ** ** *** ***** ** ***** **** reference ***** ***** ******** *** references provided; ******** ***** ******** training, *** *** **** extensive *** positions, *** *** **** **** ** **** **** ***** *** ** ******** ******* Obviously, depending ** *** position, ***** *** ***** *** ***** **** ** ***** ******** *** ****** interview) *** *** ******** ***** ****** *** ****** essential ** ******* **** ***** *** important ***** ** ** *** ** ***** ** **** ** ******** ***** *** candidate, ***** ***** ******* ******** deadlines
** ** important ** ******** *** ** *** *** character evaluation ****** ******* ** **** certainly **** ******* ******** *** candidate, *** **** ***** **** ***** *** *** organization ** * ***** *** ***** **** ** *** *** eliminated candidates ****** *** ******** **** *** **** ** ****** *** ***** **** *** ***** ***** *** *** ***** **** ***** ** **** professional ****
** **** ****** ****** *** ****** *** administrative assistant habitually ***** ******* **** **** * *** **** They’re ******* ** ****** ******** ** **** ** ****** research; **** ***** *** ******** * ******** projects, ****** scheduling, *** diplomatically represent *** **** ** *** ****** ** *** corporate hierarchy ** ***** ** **** administrative assistant ******* discrimination, *** following ****** ** *** **** ***** Submission ** ******* ** **** ** ** application ****** ****** ** ***** *** submitted *** ***** **** **** **** ****** eliminate ***** *** *** *** ***** ******** ***** *** beginning ** ****** application ***** *** ***** **** ** interview **** particular **** * **** ******* ** ******** *** **** ** **** **** **** **** ******* ****** **** procedure ****** ** *** **** ***** *** ***** interviewing **** ** ***** *** ** interview administrative assistant *** ******* *** **** technical *** interpersonal ******
** ***** ** ******** *** applicants ******* ** **** * discriminatory ****** ****** ** * –recruitment ****** ** ******** E-Recruitment ** * ***** ** government ****** **** ** ******** government ******** ** ****** *** recruitment ******* ** ** * cloud-based application delivered ******* *** ***
E-Recruitment according ** ******* * ****** *** ** **** ** ******* ** * ******** ****** **** ******** * ******** *** structure *** *** recruitment ******** *** ******** extensive **** ***** *** ******* *** candidates ******** ** *** ******** ******** *** ****** *** ******* recordkeeping ******* *** therefore ****** ** ****** **** *** *** preservation ** **** ******* ******* **** *** recruitment ******* *** *** selection ** successful applicants
***** ** *** ******** ** ***** ** ** ******** ** ****** **** ** **** ***** **** recruitment ******* ** e-Recruitment, ******* ******* ******** ** successful applicants **** ** ******** ** ** agency’s *** corporate recordkeeping ****** *** retention ** **** ** *** ******* management ** ***** appointment *** *******
******* *** background ***** ** *** **** ** ** ***** ** *** ****** **** *** ** ***** ***** **** * ******* **** ** ** important ** **** ** education, ******** ******** *** ******** employment *** **** ****** ******* ***** **** **** successfully **** * **** **** ***** *** **** **** ****** **** ** **** *** ****** * ****** *** **** *** ***** ** *** *** **** ******* * ******** ***** **** ** **** * ****** education ** ******** *** *** ****** *** ***** ** ***** resumeapplication *** ****** **** *** ******** ****** ** *** ******** employers ****** **** ** ****** ** **** ** ***** ** ***** ***** ** impersonation ** **** ****** ******* ** ** **** ***** * **** ***** **** *** **** ******** ******* ** **** background ****** *** *** *** ** ***** *** ******** ** *** *******
******* ******** ** ** ******** ** *** ** ******** ** ******* **** ***** ** applicant's ******* ** ******* ******** *** ******* *** ******** *** *** ******* ** employee's ******* ******* ** **** ** protected ** *** *** ** ******** *** *** **** * *** ******** *** ****** ** promotion, *** ******** ***** ** ** employee's disability, ** **** ** *** ******** *** ** *** **** **** ** ******* * reasonable acmodation *** ***** circumstances
Work-life ******** *** ******* ****** ** ******* **** *** **** *** *** *** *** interfere **** **** responsibilities, *** **** responsibilities *** interfere **** **** *** *** **** *** conditions ** **** *** positively ** negatively “spread ****** ** ******** **** ***** ******** ***** *** positively ** negatively “overflow” ** **** **** ****
*** **** ****** introduce ****** ******** ******** **** ******* ******* reduction ** absenteeism ******** *** **** **** ** * ****** ** ******* ******** ** *** employees ******* *** *** ******* *** **** ******** *** **** efficient Minimizing **** **** ******** *** **** ******* **** ******** *** **** ****** **** * **** satisfying ******* ***** fulfilling ***** potential **** ** **** **** *** ******* **** **** ******* *** ******** ****** *** ******* ** ***** ******** ****** ** **** ***** *** healthier ******* ***** Workplace ****** *** exhaustion *** *** ** ******** * **** *** ** **** *** **** therefore ****** ****** * favorable environment ** **** ** **** **** conflicts * **** disciplinary ****** ****** **** ** *** ** ***** ** ***** encouraging behaviors **** ***** ***** ***** **** **** ****** ** **** ** ***** **** ******* ******** ******* employees
* **** disciplinary ****** ** *** ****** ** ****** * ***** **** ** **** *** **** ** ******* **** **** disciplinary ****** **** *** **** ** ****** ** ** *** **** ** ******* *** ******** ** formulating **** discipline philosophy *** ******** ******** **** ***** ***** ***** *** ******** * discipline ******* ****** ******* **** ******* progressive discipline ***** **** *** *** *** ****** ******* ******* performance ******* *** ***** *** **** *** **** disciplinary ****** ***** * progressive discipline ****** *** **** **** * high-maintenance *** ** ******* ******** behavior, ** **** **** ******** advantages *** ******** *** existence ** * ****** progressive step-by-step discipline ****** ******* ** employees **** ** *** ** *** ** **** **** ** *** **** ** *** ***** **** ** ******* *** existence ** ** adequately municated progressive disciplinary ****** ***** employees ******** ** ***** **** ***** ****** * ******** *** consistently ******* disciplinary ****** ******* employees *** ***** **** ** ** disciplined **** ***** *** ** **** ** ** disciplined **** ** * ****** progressive discipline ****** **** ******** *** ******** **** * ****** **** ** **** *** effortlessly justifiable ******* * challenge ***** advantages *** ******* ***** especially *** businesses ****** ** ***** *** ******* **** ******** ****** ** ** **** **** **** policies, ******* ***** *** **** **** disadvantages ** progressive discipline
Disadvantages
****** discipline *** ** ** ******** ******* *** **** ***** businesses, ** *** ** *** ******** ** ****** **** *** especially ** ***** *** *** discipline ******** **** *** **** ** *** ***** downsides ** ****** discipline
* progressive discipline ****** ******** **** ******** **** disciplinary authority ** ******** ***** knowledgeable ** *** ******* *** ******* ** ****** responsibility *** administering *** discipline ***** ***** *** ** * *** ** documentation *** follow-up **** necessary ** administer *** **** *** ***** ** **** ** official, ******* ****** **** ****** **** *** ** distributed ** *** employees, *** *** **** **** ** **** ** ** **** *** *** ** **** **** ******** consistently *** *** *** **** ** guaranteeing * ******* **** **** ** ******** **** ** *** ***** ***** ** *** ****** *** **** ** ** employees, *** ***** *** ** ******* ******* employees *** *** **** *** ** ** *** ***** ** * challenge, **** information *** ** subpoenaed ***** ** ***** ** ***** ** ***** **** ******* ******* ******** **** ******* *** ******* ******* ***** ****** ***** *** **** *** ** *** ****** **** ***** ** ******** ******* *** ******** ** * progressive discipline ******* generally *** ******* ******** ** employees *** ** *******
Remendation
** *** ******* ** implement * ****** progressive discipline ******* *** **** **** ** formulate * ******* ******* **** ** *** **** *** **** ** ** *** employees *** ** ** ******** **** *** **** *** **** **
** ******** **** ****** progressive discipline ******* ****** ***** guidelines
****** *** progressive discipline ****** ** *** ******** ***** business's ******** *** ***** ** excellent ****** *** ** **** **** ****** ** appropriate *** **** ******** *** **** employees
******* ***** behaviors ** infringements ** **** ***** *** *** ******* ** progressive discipline ******** ***** **** ** ******* behaviors **** ******* immediate termination
****** ******* ** ****** *** employees ** *** ******* **** **** progressive discipline ***** **** *** *** ****** ** ** ** ******** *** **** *** ****** **** *** *******
****** *** *** **** ******** documentation **** ** ***** ***** **** warnings, ******* warnings, ***** ******
****** ** documentation **** ****** ** * **** ******* **** ** **** ***** **** circumstances *** ****** *** documentation *** ** ******* **** *** ****
Establish * procedure *** maintaining *** documentation *** protecting *** confidentiality ** *** information
**** *****
*** * ****** Principles ** Management, Princeton *****
******* ******* ***** ******** management *** development *** **** ******
******* * ****** Management Practices *** ****
**** ******* ***** ****** ******** Duchac(****), ***** resources management practices, ******* Learning,

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