Week 6 Assignment 2 the Hiring Process and Managing a...

Week 6 Assignment 2: The Hiring Process and Managing a Diverse Workforce To purchase this visit here: http://mindsblow.us/question_des/Week6Assignment2TheHiringProcessandManagingaDiverseWorkforce/2781 Contact us at: help@mindblows.us HRM 510 Week 6 Assignment 2: The Hiring Process and Managing a Diverse Workforce Due Week 6 and worth 400 points 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.†¦show more content†¦Justify the relevance of each selected employment test to the job requirements. 6.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. 7.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. 8.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. 9.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. 10.Use at least four (4)Show MoreRelatedHrm 510 Week 2 Discussion Hrm510 Week 2 Discussion3012 Words   |  13 Pagesworkbank247.com http://workbank247.com/q/hrm-510-complete-course-hrm510-complete-course-hrm/10487 http://workbank247.com/q/hrm-510-complete-course-hrm510-complete-course-hrm/10487 HRM 510 Week 1 Discussion Employment Law  Ã‚  Please respond to the following: * Using the first e-Activity, choose two (2) employment laws, and examine the impact of each law on human resources management (HRM). Support your response with specific examples of each selected law’s impact on HRM. * Using the secondRead MoreImproving The International Hiring Process1370 Words   |  6 PagesEstablished objectives, goals and priorities and deadlines to formulate plans to meet substantial changes in workload and identified potential cost and process efficiencies. 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The next category is staffing quality consist of: Person/job or person/organization match, specific or general KSAO’s, exceptional or acceptable workforce quality, and active or passive diversity. By having two separate categories, it helps managers decideRead MoreThe Implications Of Health And Safety Legislation On Human Resources3318 Words   |  14 PagesDEVELOPED BY AN ORGANIZATION 6 2.3 ASSESS THE USE OF FLEXIBLE WORKING PRACTICE FROM BOTH THE EMPLOYEE AND THE EMPLOYER PERSPECTIVE 6 2.4 DISCUSS THE IMPACT THAT CHANGES IN THE LABOUR MARKET HAVE HAD ON FLEXIBLE WORKING PRACTICES 7 3.1 EXPLAIN THE FORM OF DISCRIMINATION THAT CAN TAKE PLACE IN THE WORKPLACE 7 3.2 DISCUSS THE PRACTICAL IMPLICATION OF EQUAL OPPORTUNITIES LEGISLATION FOR AN ORGANIZATION 8 3.3 COMPARE THE APPROACHES TO MANAGING EQUAL OPPORTUNITIES AND MANAGING DIVERSITY 8 4.1 COMPARE THERead MoreHow Can Managers at Bmw Group Achieve Workforce Diversity in Their Organisation Using the Managerial Tools Available in the Planning and Controlling Functions?3340 Words   |  14 Pagesï » ¿ Introduction to Management MAN11 Assignment 2 How can managers at BMW Group achieve workforce diversity in their organisation using the managerial tools available in the planning and controlling functions? Table of Contents Table of Contents ii Executive Summary iii Introduction 1 Aim 1 Scope 1 Methodology 1 Assumptions 1 Limitations 1 Background 1 Plan 2 Discussion 3 The Importance of Workforce Diversity Within the BMW Group 3 Planning 3 Values handbook 4 0.1.1 DefinitionRead MoreHrm Challenges on Diverse Workforce10930 Words   |  44 PagesBackground of Human Resources 1. Human Resource Management: A Strategic Function 2. Equal Employment Opportunity: The Legal Environment 3. Implementing Equal Employment Opportunity 4. Job Analysis and Job Design Image Source/PunchStock Chapter One Human Resource Management: A Strategic Function Chapter Learning Objectives After studying this chapter, you should be able to: 1. Deï ¬ ne human resource management. 2. Describe the functions of human resource management. 3. Summarize the types ofRead MoreDiversity Training : Embracing Differences5968 Words   |  24 PagesTHIS COURSE 5 CHAPTER ONE: DIVERSITY IN THE WORKPLACE 6 CHAPTER ONE OBJECTIVES: 6 What is Diversity? 6 Benefits of a Diverse Workforce 7 Maintaining Legal Compliance 8 CHAPTER TWO: BARRIERS TO A DIVERSE WORKFORCE 10 CHAPTER TWO OBJECTIVES: 10 Barriers to Creating a Diverse Workforce 10 Time Budget Constraints 10 Limited Applicant Pool 10 Stereotypes Prejudices 10 Creating a Diverse Workforce 12 1. Value Differences Promote from Within 12 2. Get Support at all Levels of the Organization 12 3.Read MoreVarious Phases in the Employment Process Within Peronnel Psychology5701 Words   |  23 PagesTABLE OF CONTENTS 1. INTRODUCTION†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..2 2.VARIOUS PHASES IN THE EMPLOYMENT PROCESS WITHIN PERSONNEL PSYCHOLOGY USING THE OPEN SYSTEMS DIAGRAM AND LINKING IT TO IMPALA-PETROLEUM†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦2 2.1 Job analysis and evaluation†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.3 2.1.1 Workforce Planning†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦3 2.1.2 Recruitment Phase†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦4 2.1.3 Selection and Training†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦4 2.1.4 Performance Management†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.5 2.1.5 Organisational Exit†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦