Hrawk 3 dis and res

GradDiscussionRubric.pdf

TCOB Graduate Studies Discussion Rubric

Criteria No Submission

0 points

Novice (Criterion is missing or not

in evidence) 1-13 points

Basic (works towards meeting

expectations; performance needs

improvement) 14-16 points

Proficient (meets expectations;

performance is satisfactory) 17-18 points

Exemplary (exceeds expectations;

performance is outstanding) 19-20 points

Support of Week's Reading

No Student Submission (0 points)

Does not refer to the readings to support postings

(1-13 points)

Alludes to the readings to support postings

(14-16 points)

Refers to examples from the readings to support postings

(17-18 points)

Provides concrete examples from the readings to support postings;

integrates prior readings in postings

(19-20 points)

Observations No Student Submission (0 points)

Does not integrate personal observations or knowledge;

does not present new observations (1-13 points)

Integrates personal observations and

knowledge in a cursory manner; does not

present new observations

(14-16 points)

Integrates personal observations and knowledge in an accurate way; presents

new observations (17-18 points)

Integrates personal observations and knowledge in an accurate and

highly insightful way; presents new observations

(19-20 points)

Response to Classmates

No Student Submission

(0 points)

Responds in a cursory manner to classmates’

postings (1-13 points)

Constructively responds to classmates’ postings

(14-16 points)

Constructively responds to classmates’ postings; offers

insight that encourages other students to think critically

about their own work. (17-18 points)

Constructively responds to classmates’ postings; masterfully connects the material presented in classmates’ postings to their

responses; encourages classmates to think critically about their own

work. (19-20 points)

Organization, Word Choice, and Sentence

Structure

No Student Submission

(0 points)

Posts are disorganized and information is not presented in a logical sequence; word

choice and sentence structure are not suitable

(1-13 points)

Posts are somewhat disorganized, and information is not

presented in a logical sequence; word choice and sentence structure

are not suitable (14-16 points)

Posts are organized, and information is presented in a

logical sequence; word choice and sentence

structure are suitable; there are a few errors; however,

errors do not affect readability.

(17-18 points)

Posts are organized and information is presented in a

logical sequence; word choice and sentence structure are suitable;

no errors in the response. (19-20 points)

References No Student Submission

(0 points)

Includes no sources to support conclusions

(1-13 points)

Includes 1 outside source to support and enrich the discussion;

Includes 2 or more outside sources to support and enrich the discussion;

sources are properly cited in

Includes 2 or more outside sources to support and enrich the discussion; sources are cited using

APA format; style guidelines are

TCOB Graduate Studies Discussion Rubric

sources are not properly cited in APA format

(14-16 points)

APA format and are properly integrated into the discussion

response (17-18 points)

masterfully integrated into the discussion response.

(19-20 points)

HRA549ARTICLE.01_29_2025.Pushingmoredutiestohiring.pdf

2 The HR Specialist • October 2013 www.theHRSpecialist.com

Intangible skills: Key deciding point When choosing between two equally qualified candidates for a new job or promotion, 27% of hiring managers say they’d select the person with the better sense of humor, according to a CareerBuilder survey. Hiring man- agers also indicated a preference for applicants involved in the community and who dress well.

The flip side: The top behaviors that turn off hiring managers are: • People with a “that’s not my job”

attitude • People who are often late • People who’ve lied at work • People who take credit for other

people’s work • People who swear, gossip or dress

unprofessionally

It’s OK to stand firm on pay Would-be employees are leaving money on the table during salary negotiations.

A different CareerBuilder survey revealed that 49% of job applicants don’t even try to negotiate a higher salary when offered a job. That’s true even though most employ- ers expect to negotiate their initial offers—and 54% are willing to.

The survey found that job candi- dates older than 35 are more likely than inexperienced applicants to try to negotiate for more money.

Candidates are willing to con- sider compensation other than cash. Knowing this, more employers are offering various work/life perks instead of more pay (see chart, page 8).

Job search, 9-to-5 The Web and, more specifically, mobile technology have driven more applicants to search for new jobs during the business day.

An Accountemps survey found that almost half of full-time workers age 18 to 34 said they are likely to con- duct their job search while at work. That compares with 26% of profes- sionals between 35 and 44, and 21% of employees between 45 and 54.

Revise hiring strategy (Cont. from page 1)

With the economy starting to click again, employers are getting back into the recruiting game. Here are some of the biggest trends in corporate recruiting, according to a new Deloitte report:

1. Social sourcing of candidates. Top resource: LinkedIn and its LinkedIn Recruiter tool. Other sites are job specific. For example, in the IT space, sites such as Entelo, Gild and RemarkableHire analyze the techni- cal prowess of tech candidates by look- ing at their social footprints.

2. Corporate talent networks. Deloitte says the growth of sites such as LinkedIn, Twitter, Facebook, Indeed and Glassdoor have allowed orga- nizations to “evolve from a model of candidate relationship management to a model of building a talent network from which to recruit.”

More companies are building online talent networks that—including attracting candidates—will include fans, employees, alumni and even cus- tomers. Among the vendors that help you build talent networks: Aventure, Jobs2Web and Smashfly.

3. Pushing more duties to hiring managers. Recruiters and HR are focusing more on high-level sourcing and initial screening, while pushing down more responsibility to hiring managers to handle the nitty gritty of interviewing candidates.

4. Assessment as a science. There’s been an explosion in personality and skills assessment tools beyond the standard Myers-Briggs test. Some of the hotter companies include Evolv, Logi-serve, PeopleAnswers and SkillSurvey. They join legacy providers such as DDI, Kenexa (IBM), KornFerry, Profiles International and Wonderlic.

5. Building an end-to-end talent brand. The best recruiting firms create a research-based, authentic employ- ment brand and promote it on the front page of the company website—not only in the “careers section”).

The more narrow and “real” the brand, the better—so you can attract the right people who love what you do. Deloitte refers to creating a “tunnel” (not a “funnel”) of good candidates. Companies such as TMP, Futurestep, Pinstripe, Seven Step RPO and Kenexa help companies tailor their brands.

6. Modernized applicant track- ing software. A new

breed of online tools is coming that will help you do much more than collect applicant information online. These tools manage the entire recruitment process, including

ad campaigns. Top tools: Taleo, SuccessFactors, Jobvite, SilkRoad, Peoplefluent and Bullhorn.

7. Improved candidate experiences. Research by the Talent Board shows that employers damage their brands when they make it hard for people to apply for jobs, fail to respond to can- didates or treat them poorly during interviews. Walk in your candidates’ shoes and take steps to continuously improve the recruiting process.

8. The Web did not kill outside recruiters. The belief that outside recruiters and staffing firms would go away as LinkedIn and other online job boards grew hasn’t panned out. Deloitte argues that the flurry of new online tools available has made it more important than ever to look for seasoned professionals to help you find just the right people.

9. The birth of Big Data. Do you know where your most effective candidates come from? What back- grounds and experiences make the best sales people? Which sourcing or advertising channels are most effective?

Recruiting is the No. 1 application for Big Data in HR. And companies that are successful in measuring recruiting outperform their peers.

New vendors such as Broadbean, BurningGlass, LinkedIn (check out the Talent Brand Index) and others sell analytics services to help you improve your recruiting function.

Technology, testing and tracking: 9 new trends in corporate recruiting

http://www.theHRSpecialist.com

Copyright of HR Specialist is the property of Business Management Daily (a division of Capitol Information Group) and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use.

wk3hradisrinfofrom9.docx

Assignment Read the short sidebar "Technology, Testing and Tracking: 9 New Trends in Corporate Recruiting." This excerpt from The HR Specialist notes some important factors that change how recruitment is done. Follow the link to read the short sidebar. http://saintleo.idm.oclc.org/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=91651476&site=ehost-live&scope=site

**** Choice: 3. Pushing more duties to hiring managers.

Recruiters and HR are focusing more on high-level sourcing and initial screening while pushing down more responsibility to hiring managers to handle the nitty-gritty of interviewing candidates.

Answer this question from the reading above info. Cite references and outside scholarly authors:

***1A,)*Why do you believe it is the most important trend in modern recruiting? If you have personal/professional experience with this trend, feel free to include it to support your position.

****************************************************************************************** 1.B Please respond to the following 2 peers by answering the questions below. , cite references: Specifically, focus your responses to your peers' initial postings using the following. prompts:

· Do you agree or disagree with your peers' choices, and why?

· What information did your peers neglect to present that would support their choices?

CK, The trend that I found most important was improving candidate experiences. The hiring process can be extensive and grueling, and I am sure we have all had both good and bad experiences. The increase of recruiting sights and online job postings has increased the number of applicants and made it possible to obtain the highest quality of talent. Along with this accessible talent, it has also increased the number of unqualified applicants which can slow down the recruiting process with an excess of applicant choices. It is very important for an organization to focus on creating a positive experience for candidates. This is like the first impression a candidate will have of the company and like all first impressions, they can be hard to fix if they are negative. Creating a positive recruiting experience will impact the organizations reputation and make candidates more likely to be brand ambassadors and share their positive experience with others which will help encourage other highly qualified individuals to apply for jobs within this association. Attracting high quality candidates is the end goal especially when the recruiting process is becoming more and more saturated with unqualified individuals.

References:

Fanning, Bill. “Council Post: The Power of the Candidate Experience: Enhancing Recruitment Success.” Forbes, 12 Aug. 2024, www.forbes.com/councils/forbeshumanresourcescouncil/2023/07/03/the-power-of-the-candidate-experience-enhancing-recruitment-success/.

Technology, testing and tracking: 9 new trends in corporate recruiting. HR Specialist, [s. l.], v. 11, n. 10, p. 2, 2013. Disponível em: https://research-ebsco-com.saintleo.idm.oclc.org/linkprocessor/plink?id=2b1c700d-a9b1-38f7-b414-37cb711dc5d3. Acesso em: 29 jan. 2025.

EE.Out of the 9 trends mentioned in the article I believe the most important trend in modern recruiting is 7, improved candidate experiences. “Candidate experience describes what it’s like to apply for a role in a particular company, from the initial application right through to either being declined or hired—and beyond (Writer, 2023).” It’s the one that directly impacts any company’s ability not only to attract and retain employees but also to build with them. This trend highlights the value of open communication, effective procedures, and consideration for applicants at every stage of the hiring process.

This trend is important for several reasons including brand reputation, a competitive advantage, and enhanced diversity. Having a good candidate experience is important when it comes to your brand reputation because word spreads whether it be by word of mouth or online (Corey, 2024). If a job seeker has a good experience with your company, they’re more likely to recommend it. In a job market like today, it's competitive! A positive experience with candidates is a competitive advantage. Your company will have a better chance of drawing in a wider range of more talented candidates if it promotes this reputation. Hiring the most qualified applicant for a position is also more likely when there are more top applicants to select from (Corey, 2024). Lastly, companies that have a reputation for being inclusive and respectful during the hiring process are more likely to attract candidates from underrepresented backgrounds (Corey, 2024). This favorable impression helps companies attract and connect with a wide range of candidates, which fosters innovation and expansion in the workplace.

Having experienced both sides of recruiting, first as a recruiter/coach for student-athletes and now as an applicant, I have seen firsthand the importance of candidate experience.

In my job I recruit for the volleyball team, I’ve heard stories from PSAs about coaches who initially reach out to them but then fail to maintain that communication. This lack of transparency not only frustrates PSAs but also damages the reputation of the whole program among recruits. Word spreads quickly, making it harder for many of these coaches to then attract talented players in the future. I’ve always made a conscious effort to provide consistent communication, as it really makes a difference and reflects positively on our team and program.

On the other side, as someone in need of a job come graduation, I’ve faced similar challenges. I have applied to quite a few jobs, often receiving little to no response. When I do get invited to an interview, my excitement is quickly replaced with disappointment when companies fail to follow through with the next steps or provide me with updates. This lack of closure is not only discouraging but also messes with my perception of those companies as employers. The experience has made me realize how important it is for all companies to show respect and provide clarity to every candidate, even when they are not selected.

References:

Corey, L. (2024, August 13). Council Post: You had me at ’hello’-the importance of candidate experience. Forbes. https://www.forbes.com/councils/forbeshumanresourcescouncil/2023/04/14/you-had-me-at-hello-the-importance-of-candidate-experience/

Writer, I. S. (2023, December 15). 12 effective ways to improve your candidate experience. INTOO US. https://www.intoo.com/us/blog/how-to-improve-candidate-experience/