Hrm 6301 iii

SampleFormalEssay.pdf

1

Three Keys to Success

Joshua A. Learner

Columbia Southern University

LSS 1300: Learning Strategies for Success

Dr. John Doe

July 10, 2020

SAMPLE FORMAL ESSAY

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Three Keys to Success

Being successful in the classroom and the working world requires more than just pure

luck. Those who achieve success tend to understand that they must work hard, and they often

excel at incorporating various skills into their daily routines. Three skills that are essential for

ensuring success include organization, time management, and communication, and these are

abilities that most people can learn and master.

Organization is a skill that enhances efficiency. Being organized helps individuals

maintain order in their lives and allows them to focus on tasks instead of being distracted by

chaos. Being organized can also improve productivity. Having an area that is clear of clutter and

where necessary items are conveniently placed improves study time because everything is easily

accessible, and this allows the individual to focus on the task at hand. A messy or cluttered work

space not only makes it difficult to focus, but it can also be stressful. To help eliminate stress,

Scott (2019) recommends that individuals organize their physical space. She also suggests that

being proactive about anticipating stressors can help one be prepared to preemptively manage

them before they occur. That may mean spending a few hours tidying up a work area, making a

to-do list, or ensuring that children are fed and entertained before studying to ensure that the

study time will be productive. In addition to being organized, success also depends on one’s

ability to effectively manage his or her time.

Time management is the practice of intentionally assigning time to various tasks (Mind

Tools, n.d.). Using time wisely allows individuals to accomplish their goals promptly, which can

be vital if changes or corrections are necessary after the task has been completed. Procrastinating

until the last minute leaves little to no time to make necessary revisions, which can lead to subpar

work and lower grades, and it can also create unnecessary stress and anxiety. Procrastination is

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not the only time stealer, however. Staying busy with non-essential tasks can make an individual

less productive as well. Tourangbam (2011) notes that “Nothing is easier than being busy, and

few things are more difficult than being efficient and effective” (p. 2). It is important to use time

wisely and effectively. Prioritizing tasks and scheduling events allow individuals to maximize

productivity (Hamilton, 2013). When time is scheduled and work is ordered, the most important

tasks get completed first, which leaves room for unexpected occurrences like technological

issues and unscheduled meetings. Effective time management is a constantly evolving skill that

requires discipline and, at times, self-denial, because one must decide to forgo his or her desires

to do what needs to be done to ensure success. Time management is undoubtedly a very

important aspect of success, but success also depends on one’s ability to communicate well.

Communication involves conveying information in a clear and concise manner, and it is

important for people to communicate clearly whether they are presenting information verbally or

writing a research paper. Some of the various methods used to communicate in the modern age

include telephone conversations, email, and chat messaging (Hamilton, 2013). Phone

conversations must be professional, and it is important to be mindful of the tone of voice used

when communicating on the telephone. Ellis (2009) notes that since body language is non-

existent in phone conversations, first impressions are based on the pace of speech and the

warmth and tone of the voice. Written communication is also void of visual cues, so proper

etiquette must be used when communicating online or through email (Hamilton, 2013).

Additionally, written communication must be clear and grammatically correct so that others can

understand what is being communicated. The ability to clearly transmit key thoughts and ideas

to others is imperative.

Direct quotations include the author’s

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Although there are many skills that contribute to success, three that have proven to be

essential for success in educational endeavors, the professional world, and everyday life are

organization, time management, and communication. Individuals who can master these skills

will have a set of competencies and abilities they can use throughout their lives to help them

achieve their goals and become successful.

5

References

Ellis, R. (2009). Communication skills: Stepladders to success for the professional (2nd ed.).

Intellect Limited.

Mind Tools. (n.d.). What is time management?

https://www.mindtools.com/pages/article/newHTE_00.htm

Scott, E. (2019). How to get organized to manage stress. Very Well Minded.

https://www.verywellmind.com/tips-on-getting-organized-3145158

Tourangbam, D. K. (2011). Time management. Vij Books Private Limited.

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UnitIIStudyGuide.pdf

HRM 6301, Human Resource Management Methods 1

Course Learning Outcomes for Unit II Upon completion of this unit, students should be able to:

2. Discuss the impact of employment law on an organization's policy on equal employment opportunity. 2.1 Explain the role of equal employment opportunity laws in recruitment and hiring practices. 2.2 Determine knowledge, skills, and abilities (KSAs) for a selected position. 2.3 Recommend a recruiting strategy that includes necessary components of the interview and

selection processes. Required Unit Resources In order to access the following video resources, click the links below. The videos, articles and webpages below offer valuable information on the role of employment law in recruiting and hiring practices and how to determine KSAs for a position. In the following videos, transcripts and closed captioning are available once you access the videos. FitSmallBusiness. (2013, October 11). How to write a job description in 5 steps [Video]. Cielo 24.

https://c24.page/5wkjmb9apw7wwrnw37kjj9fa7w Gregg Learning. (2017, October 7). HR basics: Job descriptions [Video]. Cielo 24.

https://c24.page/8rgbr2mrs83557tm3zyfm5vyts Gregg Learning. (2017, June 23). HR basics: Recruitment [Video]. Cielo 24.

https://c24.page/bavrwn4dbu56jbag2v2zefz83r Gregg Learning. (2017, June 23). HR basics: Selection [Video]. Cielo 24.

https://c24.page/c2ybh2y9dcbq7h2rgfgvdcgc6d Read the following articles and webpages. Ioannidou, T. (2019, August). Good recruitment is a key driver of productivity. Recruiter, 3.

https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc t=true&db=bsu&AN=138072745&site=ehost-live&scope=site

U.S. Equal Employment Opportunity Commission. (n.d.). Hiring practices that have a negative effect on

certain applicants. https://www.eeoc.gov/employers/small-business/hiring-practices-have-negative- effect-certain-applicants

U.S. Equal Employment Opportunity Commission. (n.d.). 3. I’m recruiting, hiring or promoting employees.

https://www.eeoc.gov/employers/small-business/3-im-recruiting-hiring-or-promoting-employees U.S. Equal Employment Opportunity Commission. (2003, October 7). Job applicants and the ADA.

https://www.eeoc.gov/laws/guidance/job-applicants-and-ada U.S. Equal Employment Opportunity Commission. (n.d.). Prohibited employment policies/practices.

https://www.eeoc.gov/prohibited-employment-policiespractices U.S. Equal Employment Opportunity Commission. (n.d.). 4. What can’t I ask when hiring?

https://www.eeoc.gov/employers/small-business/4-what-cant-i-ask-when-hiring

UNIT II STUDY GUIDE Recruiting and Hiring

HRM 6301, Human Resource Management Methods 2

UNIT x STUDY GUIDE Title

U.S. Equal Employment Opportunity Commission. (2017, July 25). Bass Pro to pay $10.5 million to settle

EEOC hiring discrimination and retaliation suit [Press release]. https://www.eeoc.gov/newsroom/bass- pro-pay-105-million-settle-eeoc-hiring-discrimination-and-retaliation-suit

Unit Lesson As the newly hired director of HR, you realize that there are some concerns at your organization about the recruitment and hiring processes. The chief executive officer (CEO) also realizes and shares an update on Bass Pro Outdoor World, LLC. In one of the claims against the company, the Equal Employment Opportunity Commission (EEOC) found that Bass Pro World, LLC allegedly had a pattern of racist hiring in locations in the United States (Nagele-Piazza, 2017). This cost the company $10.5 million. As such, you understand that you need more information about these processes. From past experiences, you realize the impact of making good or bad hiring decisions. Hiring the “wrong” applicant can possibly have just as much of an impact as leaving the position vacant. In a CareerBuilder (2017) survey, 55% of employer respondents indicated that they have experienced negative impacts on their business due to extended position vacancies (CareerBuilder, 2017). These reported impacts are listed below.

• Productivity loss: 45% • Higher employee turnover: 40% • Lower morale: 39% • Lower quality work: 37% • Inability to grow business: 29% • Revenue loss: 26%

This cost of recruiting, hiring, and training new employees can also significantly impact an organization’s bottom line. You realize you must fully review recruiting and hiring practices as you are getting ready to hire a mid-level manager for a position that has been vacant for quite some time. You need to abate the impact that the vacancy is having on the organization, but you also have to fill the position with the best person for the job. You have to get the recruiting and hiring process right.

Recruitment You realize that there are many options to reach potential candidates. You need to determine who needs to be recruited, and you should create a plan to reach the individuals for open positions (Breaugh, 2009). You want candidates who will meet the organizational needs since your new hires will impact productivity. You also realize the importance of a diverse workforce. According to Ioannidou (2019), a diverse team brings a broader range of backgrounds and experiences to the table, which, in turn, results in more innovative solutions and better-quality decision-making within the organization. There is not one best way to recruit candidates, and sometimes, using a variety of strategies can increase the potential applicant pool. Strategies such as those shown in Image 1 are commonly used. As the HR director, you knew that you needed to avoid having any type of disparate impact. This would happen if your recruitment process, which seems to be neutral, had a disproportionate impact on a protected group. Even though this may be unintentional, it needs to be avoided. If you post a requirement that a candidate must have 3 to 5 years of experience, you may be excluding candidates in a certain age group. Your supervisor (the CEO of the organization) asked you if it was important to ensure that your recruitment practices were not based on race, color, religion, sex, pregnancy, age, sexual orientation, gender identify, national origin, age, or genetic information. You said yes, but you reminded the CEO that there are times

Image 1: Recruitment Strategies (adapted from Naum100, n.d.)

HRM 6301, Human Resource Management Methods 3

UNIT x STUDY GUIDE Title

when you may have to consider sex, religion, age, or a disability. The CEO looked confused, so it is time for you to explain what a bona fide occupational qualification (BFOQ) is.

BFOQ A BFOQ is an exception to the Title VII of the Civil Rights Act, which provides for a discriminatory exclusion with the exception of race, color, and national origin (Findley et al, 2019). An example of a BFOQ for age may be a mandatory retirement age for airline pilots for safety and fitness reasons. A women’s clothing designer could hire female models while a church can hire only clergy from their own faith. There have been many cases related to BFOQ. In 2017, a server at Bob Evans was removed from the schedule because she was pregnant, and management felt that her due date was close. The judge determined that only her doctor could determine if she can work and if she was near her due date (EEOC v. Bob Evans Farms, LLC, 2017). What you also want to avoid are any discriminatory practices by ensuring that all employees who are involved in the recruiting, interviewing, selection, and hiring processes strictly follow EEOC guidelines.

The Interview Process As we learned in Unit I, according to the EEOC, you cannot discriminate against someone because of their race, color, religion, age, sex, national origin, disability, or genetic information without a substantiated BFOQ as discussed above (EEOC, n.d.). This also applies to the interview process. The focus must be on a candidate’s knowledge, skills, and ability (KSAs). You found out that the last time there was a job posting, there were 200 candidates. Of those candidates, 75 met the requirements in the job posting. The 75 candidates had the required KSAs. Knowledge could include mastery in a subject area such as HR management or accounting. Skills may be observable and quantifiable. They may include building a deck, working with Microsoft Office, or driving a truck. Abilities are the capacity to perform and could include communication, time management, decision- making, and the ability to interact with a team. As you are only one person in the HR department, what would you do if you had to interview 75 people? Thinking this through, you realize that you have options. For the first interview, you decide to choose one of three options:

• an email interview, • a telephone interview, or • a video interview.

For the second interview, you may have 25 qualified candidates. You have several options related to the format of this interview.

• You can conduct a one-on-one interview. • You can have a panel interview. • You can conduct a group interview. • You can interview all 25 candidates by yourself.

In the final interview, you may have three qualified candidates who must meet with the CEO of the company, either in person or on video, before there is a job offer. Conducting the interview: Engle (2019) tells us that an interview begins with information about the organization, including the mission. It is important to find out why a candidate is interested in the position. Before the interview, the interviewers should have information related to educational background and work experience, but additional clarification may be needed. Questions should be asked to evaluate problem- solving and critical thinking skills. Well-written questions will allow the interviewer to glean an understanding of who someone is, his or her motivations, and his or her values. Questions can be behavioral-based or competency-based. You can present scenarios that will allow you to understand what someone would do if faced with a certain situation. During this time, interviewers should get to know the person and if the person will be a good fit for both the organization and the job. It is suggested that you ask the candidates the same

HRM 6301, Human Resource Management Methods 4

UNIT x STUDY GUIDE Title

questions. You can ask clarifying questions. It is important to give each candidate the same opportunity to answer the same questions. Of course, there are some practices that should be avoided in an interview. An interview should never be rushed, and the interviewer should not speak more than the candidate. Do not present an unrealistic representation of the organization or the job. Even if the interview is not going well, be respectful. An interviewer represents an organization and should always act professionally. Pre-employment inquires: You may decide that a pre-employment inquiry is necessary before someone is hired. It is important to make sure that these are related to the specific job duties. This is supported by the EEOC, which has determined that there is a general rule for pre-employment inquires. The information obtained and requested through the pre-employment process should be limited to those essential for determining if a person is qualified for the job; information regarding race, sex, national origin, age, and religion are irrelevant in such determinations (EEOC, n.d,).

Selection Process You want to select the best candidate for the position. By asking relevant interview questions, you get to know the candidate. The candidate has the required KSAs, meets the expectations on the job description, and seems to be someone who will fit in with the culture of the organization. References have been contacted, and credentials as well as educational background have been verified. You have used valid, defensible data to make your decision. You know it is illegal to have any selection process that is discriminatory in nature. As the director of HR, you understand the importance of Title VII, the Americans with Disabilities Act of 1990 (ADA), and the Age Discrimination in Employment Act of 1967 (ADEA) when selecting a qualified candidate for the position. Disparate impact: An employer cannot have selection criteria that disqualifies employees based on race, color, sex, religion, or national origin. To determine if the hiring process has had a disparate impact, the EEOC has established the four-fifths rule. This is based on the ratio of job applicants to those hired to do the job. For example, let’s say that 60 people apply for a position, 40 of which are male and 20 of which are female. Five females and 30 males are hired. To determine if this meets the four-fifths rule, you would divide the lowest past rate (female) by the highest past rate (male). As you can see below, this results in disparate impact because 33% is less than the 80% required to equal four-fifths.

You are now ready to develop recruitment and hiring processes. In this unit, the focus was on understanding the importance of equal employment opportunity and its impact on the processes. In Unit III, you will be developing a compensation strategy for the candidate who will receive your job offer.

References Breaugh, J. A. (2009). Recruiting and attracting talent: A guide to understanding and managing the

recruitment process. Society for Human Resource Management. https://www.shrm.org/hr- today/trends-and-forecasting/special-reports-and-expert-views/Documents/Recruiting-Attracting- Talent.pdf

HRM 6301, Human Resource Management Methods 5

UNIT x STUDY GUIDE Title

CareerBuilder. (2017, April 13). The skills gap is costing companies nearly $1 million annually, according to new CareerBuilder survey [Press release]. http://press.careerbuilder.com/2017-04-13-The-Skills-Gap- is-Costing-Companies-Nearly-1-Million-Annually-According-to-New-CareerBuilder-Survey

EEOC v. Bob Evans Farms, LLC, W. D. Pa. no. 15-cv-1237 (2017). Engle, P. (2019). Tips for successful interviews, hiring. Industrial and Systems Engineering at Work, 51(4),

20. https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire ct=true&db=bsu&AN=135423299&site=ehost-live&scope=site

Findley, H. M., Van Buskirk, D., Edwards, T., & Belcher, W. (2019). Is discrimination legal: It depends on your

business. Journal of Business and Behavior Sciences, 31(2), 121–134. https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire ct=true&db=bsu&AN=140284568&site=ehost-live&scope=site

Ioannidou, T. (2019, August). Good recruitment is a key driver of productivity. Recruiter, 3.

https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire ct=true&db=bsu&AN=138072745&site=ehost-live&scope=site

Nagele-Plazza, L. (2017, August 10). Bass Pro to pay $10.5 million to settle hiring discrimination claims.

Society for Human Resource Management. https://www.shrm.org/resourcesandtools/legal-and- compliance/employment-law/pages/bass-pro-$10.5-million-hiring-discrimination-claims.aspx

Naum100. (n.d.). Hiring and recruiting concept [Graphic]. Dreamstime. https://www.dreamstime.com/hiring-

recruiting-concept-work-desk-flat-design-objects-workplace-isolated-white-background-sign-vacancy- inscription-re-image156782752

U.S. Equal Employment Opportunity Commission. (n.d.). Prohibited employment policies/practices.

https://www.eeoc.gov/laws/practices/index.cfm