Devry HRM410 All Discussions Latest 2023 (Full)

DevryHRM410
Discussion
Week 1: Staffing For Your Own Job
In order to respond to the questions adequately, it is important that you read the assigned chapters for this week.
Consider a job you previously held or your current job. Review the textbook chapters assigned for this week paying particular attention to the staffing components model in chapter 1 to assist you in thinking through and analyzing the staffing process that led to your getting hired for the job. Trace and describe the process from your own perspective as a job applicant and from the organization’s perspective. Consider the following and respond in the discussion for this week. Respond to at least one of your class colleagues.
Note: Please make sure you respond to all aspects of the discussion for this week.
Considering the Applicant Perspective
Why did you identify and seek out the job with this organization?
How did you gather information about the job’s requirements and rewards?
Why did you decide to continue on with the staffing process, rather than drop out of it?
Considering the Organization Perspective
(Even if you are unsure of the answers to the following questions, try to answer them or guess at them.)
How did the organization identify you as a job applicant?
What techniques (application blank, interview, etc.) did the organization use to gather KSAO information about you?
(KSAO: Knowledge, Skills, Abilities and Other Characteristics)
Why did the organization continue to pursue you as an applicant, rather than reject you from further consideration?
Reactions to the Staffing Process
What are your reactions to the staffing process? What were the strong points? What were the weak points? What changes would you like to see made in the process? Why?
After making your first post, engage with your colleagues about their ideas.
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Adapted from: Judge, T. A. &Kammeyer-Mueller, J. D. (2022) Staffing Organizations (10th ed.). McGraw-Hall: https://www.mheducation.com/highered/product/staffing-organizations-judge-kammeyer-mueller/M9781260703054.htmlLinks to an external site.
This topic was locked Jan 10 at 9:59pm.
Devry HRM410
Discussion
Week 2: Nike is Losing its Race for Diversity
The Nike swoosh is well recognized on sports shoes, clothing, and accessories and has been touted for its efforts to promote diversity. For example, Nike’s CEO Mark Parker believes that diversity leads to creativity and innovation and wants all employees to realize their potential. Nike’s website mentions that “We Believe in the Inspirational Power of Sport to Break Down Barriers, Overcome Differences, and Bring People Together.” Nike’s “Equality” ad campaign featuring athletes LeBron James, Kevin Durant, Serena Williams, Victor Cruz, Gabby Douglas, Megan Rapinoe, and Dalilah Muhammad emphasizes that everyone should have opportunities based on personal actions—not their skin color or nationality. Also, Nike is one of a small number of companies that have been transparent about the diversity of its workforce by making statistics publicly available.
But Nike has fallen short of creating a true culture of diversity and inclusion. Although Nike’s workforce has almost equal numbers of men and women, only 29 percent of its vice presidents are women. People of color make up more than half of Nike’s workforce, yet only 24 percent hold director positions. Also, there are signs that the work environment may be toxic and unsupportive of women and people of color. Current and former employees have come forward with complaints of inappropriate work behavior and sexual harassment. Some employees even claim that the human resource department has ignored or dismissed employees’ complaints of mistreatment and harassment. Before the previous head of HR retired, he was investigated for allegations that he created a hostile work environment.
In a recent memo sent to employees, a current top human resource executive expressed concerns about the representation of women and people of color in top leadership positions. She admitted that although Nike has tried to increase the representation of women and people of color in senior management positions, progress in doing so has been too slow. She believes that the company needs to make major changes in how it manages inclusion and diversity.
Questions
1.What could be responsible for the lack of women and people of color in top management positions at Nike?
2.What actions should Nike take to accelerate the movement of women and people of color into director positions?
3.As Nike’s CEO, what can Mark Parker personally do to help prepare women and people of color to move into leadership positions?
4.Can training help Nike have a more diverse management and leadership team? Explain and discuss your position.
As you work through the threaded discussion this week as well as the other assignments, incorporate appropriate and relevant information from your selected article. The articles can be accessed by reviewing the reading list in the readings for this week.
After making your first post, engage with your colleagues about their ideas.
Sources: Based on S. Germano, “Nike Concedes Hiring Failures,” The Wall Street Journal (April 5, 2018), p. B4; “Diversity & Inclusion,” “Nike by the Numbers” from https://jobs.nike.com/inclusionLinks to an external site., accessed April 5, 2018; E. Frauenheim, “Why Nike’s Diversity Disclosure Is Just the First Step” (May 16, 2016), from www.fortune.com, accessed April 5, 2018; and K. D’Onofrio, “Nike Ad Touts Equality But Has None On Board, Executive Committee, or Even Its Ad Agency” (February 14, 2017), from www.diversityinc.com, accessed April 5, 2018.
Reference
Noe, R. (2019). Employee Training & Development (8th Edition). McGraw-Hill Higher Education (US). https://devry.vitalsource.com/books/9781260140279Links to an external site.
This topic was locked Jan 17 at 9:59pm.
Devry HRM410
Discussion
Week 3: Competencies and Job Requirements
The analysis of work for staffing requires attention to both person/organization and person/job matches. Staffing specialists and HR executives can put these pieces together by becoming knowledgeable about both top-¬down (competency) and bottom-¬up (job requirements) methods of analyzing work. Consider an organization that you have some familiarity with. Further, review the organization’s:
1. strategic goals,
2. mission, and
3. cultural profile.
Evaluate the following questions and further discuss with your class colleagues.
How does competency modeling give additional insight above and beyond job requirements information?
How would you use this information for developing recruiting, selection, and retention strategies?
Why is the above important to consider and discuss?
After making your first post, engage with your colleagues about their ideas.
—–
Adapted from: Judge, T. A. &Kammeyer-Mueller, J. D. (2022) Staffing Organizations (10th ed.). McGraw-Hall: https://www.mheducation.com/highered/product/staffing-organizations-judge-kammeyer-mueller/M9781260703054.htmlLinks to an external site.
This topic was locked Jan 23 at 9:59pm.
Devry HRM410
Discussion
Week 4: The Promotion Board
As a member of a promotion board, you have been confronted with a difficult decision. The board is fairly split on who to promote into the vacant manager position, and results from several valid predictors have not differentiated very well among the few candidates for the position: there is not a candidate that is clearly outperforming the others. Although you tried to avoid it, several board members have political reasons for preferring one finalist over the rest (this person is not the best choice, according to the predictor data). Furthermore, the results of this promotion decision (a vacancy that the company has not seen in years) are likely to reverberate throughout the organization—all the finalists are key internal players who exercise immense influence and command the loyalty of their subordinates. If one of the finalists were to leave or become disgruntled, it would be devastating for the organization. Many of the board members believe that the finalists should not have the privilege of knowing what went into the decision; they believe the board’s say is final, regardless of how it affects the finalists. As a key board member overseeing the promotion process, how would you go about making a decision?
After making your first post, engage with your colleagues about their ideas.
—–
Adapted from: Judge, T. A. &Kammeyer-Mueller, J. D. (2022) Staffing Organizations (10th ed.). McGraw-Hall: https://www.mheducation.com/highered/product/staffing-organizations-judge-kammeyer-mueller/M9781260703054.html
Devry HRM410
Discussion
Week 5: Assessment Methods and Techniques
How often should employers reassess the assessment methods they use in hiring? Why?
Do you think that it is appropriate for employers to research applicants’ backgrounds? Why? Why not?
What about credit histories? Why? Why not?
Would a criminal background check be considered overly intrusive? Why? Why not?
After making your first post, engage with your colleagues about their ideas.
Reference
Phillips, J. M., & Gully, S. M. (2014). Strategic Staffing (3rd Edition). Pearson Learning Solutions. https://devry.vitalsource.com/books/9781269715829Links to an external site.
Devry HRM410
Discussion
Week 6: Exit Interviews
Imagine your organization is doing exit interviews and has promised confidentiality to all who respond. You are responsible for conducting the exit interviews. Your supervisor has asked you to give her the name of each respondent so she can assess the information in conjunction with the person’s supervisor. What obligation do corporate HR employees have to keep information confidential in such circumstances? What course of action will you take? Why?
After making your first post, engage with your colleagues about their ideas.
—–
Adapted from: Judge, T. A. &Kammeyer-Mueller, J. D. (2022) Staffing Organizations (10th ed.). McGraw-Hall: https://www.mheducation.com/highered/product/staffing-organizations-judge-kammeyer-mueller/M9781260703054.html
Devry HRM410
Discussion
Week 7: Staffing Technology
It has been suggested that the use of staffing technology dehumanizes the staffing experience, making it nothing but a mechanical process that treats applicants like digital widgets. Evaluate this assertion by discussing it with your class colleagues.
After making your first post, engage with your colleagues about their ideas.
—–
Adapted from: Judge, T. A. &Kammeyer-Mueller, J. D. (2022) Staffing Organizations (10th ed.). McGraw-Hall: https://www.mheducation.com/highered/product/staffing-organizations-judge-kammeyer-mueller/M9781260703054.html

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