recruitment and selection

BUAD 246: RECRUITMENT AND SELECTION

Assignment Section 1 and 2: The Recruitment And Selection Process From Start To Finish – Attracting And Selecting The Best Person For A Job Position Within An Organization.

© Developed by Cathy Fitzgerald, M.A., CCC, C.H.R.P.; adapted by Margo E. McMahan, PsyD, MBA

Updated August 2015

You are to develop a plan for recruiting and selecting a candidate for a job vacancy within an organization of your choice. You have been hired as a Human Resource Management Consultant to assist the organization to hire the best person for a vacant job position. In order to develop a comprehensive recruitment and selection plan, you will need to conduct secondary research to gather organizational and job position information.

Section	Title	Due Date
Section 1	Human Resource Planning (Chapters 1-5, PART I-VII)	End of Week 6
Section 2	Staffing (Chapters 6-10, PART VIII-XV)	End of Week 11

Upload and submit your assignment, Section 1 and 2, through the Assignment Drop Box to your instructor for grading and feedback. You can click on the Using the Assignment Drop Box Icon for directions. Reviewing the following Figures in your text will help you get started:

● Figure 1.1- Example of a Human Resources System, text page 4

● Figure 6.1- Recruitment as Part of The HR Planning Process, text page 232

● Figure 6.2 - R&S Recruitment Action Plan, text page 240

● R&S Notebook 6.2-Elements of a Recruitment and Staffing Action Plan, text page 240

ASSIGNMENT: SECTION 1 – Human Resource Planning (Parts: I, II, III, IV, V, VI and VII)

Complete the following assignment after you have finished chapters 1, 2, 3, 4 and 5, by the end of week 6. Upload and submit your assignment through the Moodle Assignment Drop Box. You can click on the Using the Assignment Drop Box Icon for directions.

PART I: The Organization’s Internal Environment and Human Resource Management Function

Describe the organization’s structure, business strategy, vision, mission, value, culture. What is the relationship between the organization’s strategy and its human resource practices, specifically its human resource planning, recruitment, selection and retention practices? How is the human resource management function structured and who is responsible for the human resource management planning and staffing (recruitment, selection and retention) roles? Describe the personnel requirements (an estimation of how much time it will take, what steps are required, what HRM competencies are required and what the costs will be). Internet research will provide you with information on current successful practices. It is a requirement to cite your sources properly using APA style. (See the Library web page for the current APA style guide.) (15 Points)

PART II: Evaluating the Cost/Benefit of the Organization’s Human Resource Planning, Recruitment and Selection Activities

Describe the potential costs and benefits of your recruitment and selection activities to your organization’s ‘bottom line’. How can you demonstrate that your human resource planning and staffing activities add value to your organization? Calculate specific costs to your organization, which may include, but is not limited to: separation, replacement training, reduced productivity and employee morale costs. Describe the specific benefits of having effective staffing practices to the organization. Internet research will provide you with information on current successful practices. Do not forget to cite your sources properly using APA style. (15 Points)

PART III: Scanning the Organization’s External Environment

Describe the current and potential influence that the organization’s external environment has on the human resource management planning, staffing and retention practices. Describe how economic, labour market, union/non-union, government, demographic, legal, work-force diversity, technology, globalization and cost containment impact your organization’s staffing and how you will respond to these challenges. Internet research will provide you with information on current successful practices. Do not forget to cite your sources properly using APA style. (15 points)

PART IV: Employer of Choice: Attracting and Retaining Top Talent

Research suggests that organizations that use effective recruitment and selection practices gain a competitive advantage in the labour market (text, pages 2 & 3). Business success and growth is linked to the attraction and retention of “top talent’. An increasingly diverse workforce with heightened employee workplace expectations means employees are making career choices on factors such as leadership, career development, meaningful work and other factors that go beyond total compensation. Research information on your employer of choice. Describe current research support for several human resource management practices that will enhance your organization’s human resource planning recruitment, selection and retention practices (i.e. reduced turnover costs and increased profits). Internet research will provide you with information on current successful practices. Do not forget to cite your sources properly using APA style. (15 points)

PART V: Human Resource Planning, Recruitment, Selection and Retention Challenges and Ethical Issues

Describe the actual and potential challenges facing the organization as it implements its human resource planning, recruitment, selection and retention practices. Describe appropriate human resource strategies to address these potential problems. Carefully consider ethical issues in your organization’s human resource planning, recruitment, selection and retention practices and what you would do in each instance. Provide an ethical justification for your decision based on the CCHRA Code of Ethics. Internet research will provide you with information on current successful practices. Do not forget to cite your sources properly using APA style.

(15 points)

PART VI: Legal Issues

Review the major laws that regulate equal rights in employment. These laws are the Canadian Charter of Rights and Freedoms, the Federal and Provincial Human Rights Codes (BC Human Rights Code), the Federal and Provincial Employment Equity Acts, the Federal and Provincial Employment/Labour Standards Acts, the Federal and Provincial Pay Equity Acts, and related legislation (i.e. collective agreements). Review the key legal concepts in recruitment and selection defined in your text, Chapter 3. Does your organization fall under federal or provincial/territorial jurisdiction? What legislations apply to your organization? What are the implications of these legislations on your organization? Describe some practical guidelines to improving or developing non-discriminatory recruitment and selection practices that promote positive recruiting perceptions for your organization. Internet research will provide you with information on current successful practices. Do not forget to cite your sources properly using APA style. (10 points)

Part VII: Conducting a Job Analysis and Writing a Job Description

Employers and employees/candidates need to know the expectations and requirements of job positions. Organizations use different methods to conduct job analysis that range from observation to interviews and questionnaires. You will want to review the methods described in your text (Chapter 4) and choose one method that would be most effective to analyze your current job position/vacancy. A Modified Job Analysis Questionnaire is included in Appendix A. You can use this questionnaire or choose/develop your own method to help you determine the major competencies and responsibilities of the job position. Job analysis techniques differ in the assumptions they make about work, but they follow the same logical process when applied to recruitment and selection. First work activities are described in terms of work processes or worker behaviours that characterize the job. Next, machines, equipment, and work aids are defined in relation to the materials produced, services rendered, and worker knowledge applied to those ends. The job context is characterized in terms of physical working conditions, work schedules, social context and organizational culture, and financial and non-financial incentives for performance. Finally, personal specifications are inferred by linking the job requirements identified in the analysis with education, experience, skills, and personal attributes required for successful performance.

Consider that job descriptions may change even before they are completed. In today’s world of rapid change and dynamic work environments you may want to consider generic skills or competencies that may be required for success among several jobs rather than just one job for a 3-5 year strategic outlook. Ask, “What competencies are required to succeed on the job?”, “What KSAOs are essential to effectively perform the job?”, “What KSAOs are assets to effectively perform the job?” You may find the need to combine organization, process, and job analysis techniques in a novel way, while remaining within acceptable legal limits and measurable job standards. You will want to approach your job analysis from a process- based rather than a structure-based view of work. Your challenge is to complete a job analysis and then develop a job description to fit your organization. This job description will help the organization understand the requirements, responsibilities, reporting structure, and initial objective of the job position and will become a tool for designing the job advertisement, screening process and interview questions. A good job description accurately reflects the work that employees are expected to perform. Complete the following four (4) Steps:

1. Choose the job vacancy for your organization. You will want to continue to gather detailed information about the job and the organization. Some job data you might consider using is described below. Submit relevant data with this assignment.

· Canadian job profiles ( NOC ) www.jobfutures.ca/

·

· British Columbia job profiles https://www.workbc.ca/

· existing job analysis/descriptions/specification

· journal articles, trade publications

- 19 -

·

· organizational charts

· company records

· task inventories

· equipment record

· union information

· training manuals

2. With your team, review and use the Modified Job Analysis Questionnaire in Appendix A to help each other determine the major responsibilities and tasks of the job and the required KSAOs and competencies needed to perform the job. You can do this through discussion or by interviewing each other. You are required to submit a completed job analysis and job description for your position.

3. After you have completed the job analysis, write a job description for your chosen position(s). Your completed job description should follow the format outlined in Appendix B: Position/Role Description Template. You will want to follow the suggestions in the writing clear and specific position descriptions in Appendix C and use the action verbs for position description responsibilities in Appendix E. An example of a job description is in Appendix D. You will use your job description for future recruitment and interviewing exercises and assignments.

4. Do an internet search to find resources on current successful practices. Submit your views and comments on the various future uses of your job description for your organization and the effectiveness of the job analysis questionnaire/interview method you completed.

(15 points)

Appendix A

MODIFIED JOB ANALYSIS QUESTIONNAIRE

______________________________________________

[Name of Organization]

1. Organization’s values, vision, strategic goals

1. Core Competencies

What KSAOs are essential to perform the position? List generic skills that are pre-requisites to effective performance, (regardless of the specific job), and will allow the organization to achieve its strategic goals.

1. Job Identification

Job Title

Department

Division

Title of Supervisor(s)

Position Code (NOC)

Location

1. Job Summary

Describe briefly the general purpose of the position. Consider, “Why does this job exist?”,

“What is the position responsible for?” and “What are the major results or outputs of this

position?”

1. Responsibilities, Duties and Tasks

What are the most important duties, responsibilities and tasks of the position? How important are they and how much time is spent on them? What tasks does the job perform?

The primary duties of this job are best classified as:

Managerial ______	Technical ______
Professional ______	Administration ______
Other ______

What are the responsibilities involved in this job and how great are these responsibilities?

	Extent of Responsibility
Responsibility for:	Minor	Major
Equipment operation
Use of tools
Materials usage
Protection of equipment
Protection of tools
Protection of materials
Personal safety
Safety of others
Others' work performance
Financial reports & records
Other, specify
Other, specify
Other, specify

List major duties and tasks in order of importance and the proportion of time each involves. Start each statement with an action verb. Refer to Appendix E.

___________________________________________________ %

___________________________________________________ %

___________________________________________________ %

___________________________________________________ %

__________________________________________________ %

___________________________________________________ %

What constitutes successful performance of these duties?

How much training is needed for normal performance of these duties?

Describe the nature and frequency of supervision required.

How is the work reviewed, checked and verified?

What contacts are required with other departments, people or groups?

1. Reporting Relationships

How many employees are directly under your supervision?

Do you have full authority to hire, evaluate, terminate and transfer employees under your supervision?

What contacts are required with other departments or persons other than your immediate department in performing your job? Describe the nature and extent of these contacts.

1. Position Specifications and Competencies

What are the KSAOs required to successfully fulfill the responsibilities?

What physical attributes are necessary to perform the job?

Of the following characteristics, which ones are needed and how important are they?

Characteristic	Unneeded	Helpful	Essential
Vision
Hearing
Talking
Sense of smell
Sense of touch
Sense of Taste
Eye-Hand Coordination
Overall coordination
Strength
Height
Health
Initiative
Ingenuity
Judgment
Attention
Reading
Arithmetic
Writing
Other, specify

Check the amount of previous work experience necessary for average to superior performance in this position:

No related experience _____

1 year related experience _____

over 1 year and up to 2 years related experience _____

over 2 years and up to 4 years related experience _____

over 4 years and up to 5 years related experience _____

more than 5 years _________ (months/years)

Describe the kind of previous work experience necessary for average to superior performance in this position.

Can education/training be substituted for experience?

Yes. How? __________________________________________________

No. Why? __________________________________________________

What is the minimal level of education required for this position?

What is the preferred education for superior performance in this position?

What licenses or certifications does the position require?

What kind of knowledge, skills and abilities are needed to perform the job? Develop a list of knowledge, skills (technical and non-technical) and thought patterns related to both average and superior performance of the major tasks and responsibilities of the position. Identify the behavioral indicators for each of the KSAOs.

1. Working Conditions

Describe the physical conditions under which this job is performed.

Are there unusual psychological demands connected with this job?

Describe any unusual conditions under which this job is performed.

Describe the hourly and weekly schedule.

Is there some degree of unpleasantness in the job? [for example, noise, chemicals, travel]

Indicate the frequency and degree of exposure.

Describe any multiple demands and deadlines you may experience on the job.

1. Health or Safety Features

Describe fully any health or safety hazards associated with this job.

Is any safety training or equipment required?

What injuries are common in your work?

1. Performance Standards

What performance level will be needed to maintain organizational excellence?

What identifiable factors contribute most to the successful performance of this job? What

behaviours are needed for successful performance?

How is the performance of this job measured?

Describe any difficult problems, challenges or situations that are elements of the job.

1. Miscellaneous Comments

Are there any aspects of this job that should be especially noted?

Job Analyst's Name ……………..……………………….. Date Completed …………..

Appendix B

POSITION/ROLE DESCRIPTION TEMPLATE

__________________________________________

[Name of Organization]

JOB IDENTIFICATION

POSITION TITLE:	POSITION CODE:
DEPARTMENT:	LOCATION:
DIVISION:	EMPLOYEE:
JOB CATEGORY	WAGE CATEGORY
SUPERVISORS TITLE:	DATE VERIFIED:

POSITION SUMMARY

 

ORGANIZATION 

KEY ACCOUNTABILITIES AND RESPONSIBILITIES 

INITIAL OBJECTIVES

  

JOB SPECIFICATIONS AND REQUIREMENTS

STANDARDS OF PERFORMANCE

APPROVAL___________________________________________Date _________

Appendix C

WRITING CLEAR AND SPECIFIC POSTION/ROLE DESCRIPTIONS

JOB IDENTITY SECTION

Ensure that information is correct in the identification of position title, position code, department, division, location, reporting relationship, status [exempt or non-exempt], wage category, job category, NOC classification, or any other identifiers used. Include the name of the job analyst and the date analyzed. Ensure that the title or status of job does not contradict the Position Summary or Responsibilities sections (ie clearly indicates the job duties and organizational level)

POSITION SUMMARY

Be careful not to record a list of duties but rather a concise summary of “what the job is, how it is done, and why”. The position summary should be only a few sentences (i.e. 3 to 4 lines) describing the primary purpose of the job, its organizational context and/or key challenges it will face as a result of growth or some other aspect of the organization context. This summary can be used in advertisements, internal postings and company brochures.

ORGANIZATION

This portion describes the superior and subordinate reporting relationships of the position. Formal (upward, downward and lateral) communication channels should be complete, and agree with the organizational chart. Ensure that line, staff or functional relationships are clear and included. For example, it should list all direct subordinates by title, including a one-sentence description of their function. It can optionally include working relationships such as the titles of peers who also report to the same superior. It can also mention any contacts required with other departments and the nature and extent of the contacts. Frequently used external and internal channels of communication with stakeholders should be included. Committee memberships should be listed with a description of the committee purpose or role expected. Authority should be defined using concise language with numbers and examples about the level of decision-making. Mention decisions which are referred to the manager or supervisor, or others inside or outside of the organization.

KEY ACCOUNTABILITIES AND RESPONSIBILITIES

This section should list and describe the 5 – 9 major deliverables for which the position is accountable and captures the level of the job. These are at a higher level than job duties, responsibilities, activities, tasks, etc., that describe the results which the incumbent is expected to achieve. Attention should be paid to how the expected results will be accomplished. The expected results need to be action oriented, begin with an action verb, be concise, direct, simply worded (ie not be vague) and finish with what must be achieved. Focus on results, not activity. Specific responsibilities should be arranged in descending order of importance. These tasks should be arranged into meaningful categories to make the job description easier to read and understand. The category labels are convenient to use in the summary. Describe any challenges such as the complexity of the service or product provided and/or the largest problems and challenges faced by the position.

INITIAL OBJECTIVES

This section may not apply for all positions, but for many, particularly at senior levels. They outline the focus of the position during the initial few months or first year. They will clearly need to be updated regularly, but can be much more useful in conveying the essence of a position to a candidate. Also, if carefully prepared, they really form the basis for initial performance planning with the successful incumbent. In preparing the objectives for this section, keep in mind the acronym SMART: SPECIFIC, MEASURABLE, ACTION-ORIENTED, RESULTS-FOCUSED. TIME-BASED.

JOB SPECIFICATIONS AND REQUIREMENTS

Describe the knowledge, skills, abilities (education and experience) and other (KSAOs) characteristics (such as interest, personality, training) that is necessary to be successful on the job. Clearly describe the competencies and expertise that the incumbent must demonstrate in performing the position to the company standards. This section can be divided into 2 sections. The first contains KSAOs that an employee must have at the time of hiring. The second subsection contains the KSAOs that are an important part of the job but can be obtained after hiring. You will want to consider using “employability” skills and knowledge. The Conference Board of Canada’s Employability Skills 2000+ can be accessed at http://www.conferenceboard.ca/education/learning-tools/employability-skills.htm Include physical conditions such as lifting, carrying, kneeling, pushing and pulling as well as include environmental conditions, which increase the risk of accident or health problems ( i.e. temperature extremes, dust, fumes and hazardous materials). Include mental conditions which cause anxiety, stress or other types of mental discomfort ( i.e. isolation, continual disruption, repetition and pressure of deadlines). Document business travel required by the job and indicate the extent of this travel. List hours of work which are not the standard 40 hour week, 8 hour day ( i.e. shorter work weeks such as 10 hour days, 4 work days, flextime, job sharing, part-time, telecommuting, or other work shifts).

STANDARDS OF PERFORMANCE

Describe expected results of the job, what is expected to be accomplished, how much, how fast and to what level.

APPROVALS

Details of the position description need to be negotiated with the supervisor or manager and updated annually or more frequently if required.

Appendix D

EXAMPLE: JOB/ROLE DESCRIPTION

Administrative Assistant, Northern Air Transport Ltd.

Job Identification

Job Title: Administrative Assistant

Organization: Northern Air Transport Ltd., Kelowna, BC

Organization Size: 30 Employees

Report to: Operations Manager

NOC Classification: 1411

Date Verified: October 1, 2006

Wage Category $12.00 to $18 an hour

Job Summary

The primary focus of the Administrative Assistant position is to provide office administration support services primarily for the Operations Manager and secondly to facilitate the normal day-to-day office management in all its complexities for other professional and technical aviation staff. The incumbent exercises initiative, organization and independent judgment in the performance of assigned tasks and may handle special assignments and projects under the general supervision of the Operations Manager.

Organization

This position will report directly to the Operations Manager and will work closely with all areas in the organization.

Key Accountabilities and Responsibilities

1. Provides reception support to Northern Air Transport Ltd. by:

1. answering telephones and greeting people professionally, efficiently and with exemplary service, as a primary point of contact.

1. ensuring that clients are welcomed and treated with courtesy, respect and patience both on the telephone and in person.

1. screening and prioritizing calls, e-mails, faxes and correspondence.

1. answering employment related enquiries.

1. answering telephone inquiries from the general public.

1. operating office equipment such as fax machines, photocopiers, voice mail messaging systems and computer scanning equipment.

1. Provides administrative support to Northern Air Transport Ltd by:

· assisting with preparation of documents by gathering and assembling information, reports and manuals.

· assisting in maintaining personnel files.

· tracking passport and license expiration dates.

· managing employee and client data using computer software and information systems.

· booking training courses (i.e. First Aid), scheduling meetings and appointments.

· ordering and distributing workbooks (i.e. journal log, flight report books), magazines, and other aviation subscriptions and literature.

· preparing routine correspondence, manuals, reports, invoices and related material.

· prioritizing, sorting and distributing mail including e-mails and faxes.

· developing or maintain a records management system including classifying and coding electronic and hardcopy files.

· researching information on the Internet, prepare Intranet documents and assist in the maintenance of company website.

· transcribing material from handwritten notes or electronic dictation.

1. Acts as Northern Air Transport Ltd. travel coordinator by:

· researching and accessing information about travel costs, routes and schedules from a variety of print references and computer databases.

· making travel reservations using telephone, fax, mail, computerized systems and the internet including hotel accommodation reservations and car rentals.

· preparing and distributing required travel documentation such as tickets, travel insurance and itineraries.

· notifying management, pilots and engineers about changes in travel plans and manages required documentation.

· coordinating various scheduling requests from staff and distributing up-to-date schedules.

· ensuring customs documentation is completed accurately.

1. Responsible for the efficient function of the office by:

1. determining the general layout of the office area and developing and implementing a variety of office routines and procedures.

1. arranging and participating in various meetings.

1. ensuring that all office supplies are ordered and available either directly or through coordination with other staff.

1. ensuring that all office equipment is functioning effectively and in good repair and arranging for replacement or repair.

Initial Objectives

The focus of the position during the initial few months is to master the key accountabilities of the position with the focus of the job expanding to include training and projects supporting the Operations Manager.

Job Requirements

Education

Completion of Grade 12 and graduation from a one year Office Administration

Certificate program or a two year College diploma business administration program

or equivalent.

A minimum of 2 years experience in office administration or related experience.

Additional experience would be considered a highly weighted asset.

Competencies

Commitment to the Vision, Mission and Values of Northern Helicopters Ltd.

· Demonstrate honesty, integrity, caring, responsibility and professionalism.

· Understand and contribute to Northern Air’s goals and values.

· Interest in and ability to work within the aviation culture and it’s dynamics

· Must quickly develop a strong knowledge of company structure, processes, policies, procedures, and aviation industry practices.

Communication and Interpersonal

· Strong command of written and verbal communication skills.

· Effective and efficient at drafting, proof reading and editing office correspondence, reports.

· Excellent interpersonal and communication abilities to interact comfortably and effectively with management, engineers, pilots and other professional and technical employees as well as clients.

· Build positive relationships with both internal staff and external clients to achieve work related goals

Reception and Building Client Relationships

· Proven customer service and public relations skills.

· Focus on quality to ensure that services are superior.

· Friendly, fun, conscientious, and demonstrates trust and respect in a sincere manner.

· Enhanced telephone skills and ability to deal effectively with a wide range of clients.

Current Computer Software and Data Management

· Advanced computer skills, high level of proficiency with MS Word, Excel, Outlook and Access, Powerpoint, and Internet Explorer is essential as is the ability and willingness to upgrade those skills constantly.

· Comfortable working with numbers using Excel spreadsheets and excellent word processing skills using Word and a working knowledge of operating systems, data management (Microsoft Windows XP), webpage design and publishing software ( i.e. Publisher).

· 50-60 wpm keyboarding speed.

Organization and Initiative

· Requires a great attention to detail, accuracy, neatness, orderliness and efficiency and effectiveness in office work and customer contact.

· Shows motivation and initiative in planning and organizing work tasks.

· Excellent problem solving skills, ability to apply general logic and use sound judgment when making decisions.

· Ability to plan and organize one’s own activities independently.

Flexibility, Adaptability and Multitasking

· Positive attitude towards change.

· Ability to set goals, determine priorities and manage time.

· Constantly change between and manage a large variety of activities simultaneously.

· A positive attitude and proven commitment toward continuous learning and development.

· Ability to handle multiple priorities on a daily basis

Aviation Technical Industry Knowledge

· Access to and the application of specialized aviation knowledge

Performance Standards

· Coordinates travel arrangements within 24 hours of each trip request.

· Keeps customer satisfaction levels at above 95%.

· Submits word processing documents at 100% quality and within 2 days of each request.

· Effectively screen and direct incoming calls with 95% accuracy.

Appendix E

ACTION VERBS for

POSITION DESCRIPTION RESPONSIBILITIES

You can access an additional list of verbs at

www.job-analysis.net/G053.htm

ACCUMULATE	CONTROL	FORM	MOTIVATE	REVIEW
ACHIEVE	CONVERT	FORMULATE	NEGOTIATE	REVISE
ACQUIRE	COORDINATE	FURNISH	OBTAIN	REVITALIZE
ACTIVATE	CORRECT	GENERATE	OPERATE	SCHEDULE
ADDRESS	COUNSEL	GIVE	ORGANIZE	SELECT
ADMINISTER	CREATE	GUIDE	ORIGINATE	SERVE
ADVISE	DECENTRALIZE	HELP	PERFORM	PIONEER
ANALYSE	DECREASE	HIRE	PIONEER	SHAPE
ANTICIPATE	DEFINE	IMPLEMENT	PLAN	SIMPLIFY
APPOINT	DEMONSTRATE	IMPROVE	PREPARE	SELL
APPRAISE	DESIGN	IMPROVISE	PRESENT	SOLVE
APPROVE	DETERMINE	INCREASE	PREVENT	SPECIFY
ARRANGE	DEVELOP	INFORM	PROCESS	STAFF
ASCERTAIN	DEVISE	INITIATE	PROCURE	STANDARDIZE
ASSESS	DICTATE	INSPECT	PRODUCE	STIMULATE
ASSIGN	DIRECT	INSTIGATE	PROGRAMME	STREAMLINE
AUDIT	DISTRIBUTE	INSTRUCT	PROMOTE	STRUCTURE
AUTHORIZE	DOCUMENT	INSURE	PROVE	STUDY
BUDGET	EDIT	INTERPRET	PROVIDE	SUBMIT
BUILD	EFFECT	INTERVIEW	PUBLISH	SUPERVISE
CHANGE	ELIMINATE	INTRODUCE	PURCHASE	SUPPORT
CHARGE	EMPLOY	INVESTIGATE	RECEIVE	SURVEY
COMPUTE	ENFORCE	KEEP	RECOMMEND	TEACH
CENTRALIZE	ENGINEER	LEAD	RECRUIT	TERMINATE
COLLABORATE	ESTABLISH	LIMIT	REDESIGN	TEST
COMBINE	ESTIMATE	LIQUIDATE	REDUCE	TIGHTEN
COMPLETE	EVALUATE	LOCALIZE	REGULATE	TRADE
COMPOSE	EXAMINE	LOCATE	REJECT	TRAIN
CONCLUDE	EXECUTE	MAINTAIN	RELATE	TRANSLATE
CONDENSE	EXPAND	MANAGE	RENEGOTIATE	UTILIZE
CONDUCT	EXPEDITE	MARKET	REORGANIZE	VITALIZE
CONSULT	EXTRACT	MINIMIZE	REPORT	WORK
CONTACT	FOLLOW-UP	MODERNIZE	RESEARCH	WRITE
	FORECAST	MONITOR	RESOLVE