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    1. Prohibit discrimination in hiring, firing, promotions, compensation, training or any other aspect of employment based on race, color, religion, sex, national origin, age, disability, genetic information, or other legally protected categories. 2. Develop and enforce policies and procedures to implement equal employment opportunity, such as training managers on EEO laws, establishing a formal complaint process, and conducting periodic audits to ensure compliance.

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    1. Prohibit discrimination in hiring, firing, promotions, compensation, training or any other aspect of employment based on race, color, religion, sex, national origin, age, disability, genetic information, or other legally protected categories. 2. Develop and enforce policies and procedures to implement equal employment opportunity, such as training managers on EEO laws, establishing a formal complaint process, and conducting periodic audits to ensure compliance.

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    1. Prohibit discrimination in hiring, firing, promotions, compensation, training or any other aspect of employment based on race, color, religion, sex, national origin, age, disability, genetic information, or other legally protected categories. 2. Develop and enforce policies and procedures to implement equal employment opportunity, such as training managers on EEO laws, establishing a formal complaint process, and conducting periodic audits to ensure compliance.

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    © All Rights Reserved
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    38 views2 pages

    1

    Uploaded by

    Ana Ana
    1. Prohibit discrimination in hiring, firing, promotions, compensation, training or any other aspect of employment based on race, color, religion, sex, national origin, age, disability, genetic information, or other legally protected categories. 2. Develop and enforce policies and procedures to implement equal employment opportunity, such as training managers on EEO laws, establishing a formal complaint process, and conducting periodic audits to ensure compliance.

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    of 2

    1-Does it seem like a good idea to let a big data computer program make hiring decisions, as some companies

    like
    Xerox are doing, as described in this chapter? What types of positions do you think this might be suitable for? What
    might be some drawbacks to this approach?

    Big data analytic can be helpful in making hiring decisions. From resumes, personality tests and aptitude tests,
    candidates can be comparatively assessed on a number of parameters. Computer programs can do this efficiently and
    quickly.

    2-Assume that it is the year 2027. In your company, central planning has given way to frontline decision making,
    and bureaucracy has given way to teamwork. Shop floor
    workers use handheld devices and robots. A labor shortage currently affects many job openings, and the few
    applicants that you do attract lack skills to work in teams,
    make their own production decisions, or use sophisticated technology. As vice president of HRM since 2013,
    what should you have done to prepare for this situation?

    Companies working in an open system require future analysis, due to dynamic change in market scenario. It requires
    consistent changes in its competitive strategy, techonology or organizational structure for survival. Change in
    decision making process, labor shortage, advanced technology, lack of competent employees clearly shows
    ineffective human resource planning.

    3-Is it wise for managers to evaluate a promising candidate’s tweets or postings on social networking sites as
    grounds for rejection before even interviewing him or her? What might be some ethical and legal issues that
    managers should consider? Discuss

    One of the most crucial issues in using informal way to screen candidates is privacy and discrimination. For
    example, employers may not hire a candidate based on age, marital status or sexuality, factors which are not
    revealed by candidate when applying for jobs. Such information is available from Facebook or other networks. This
    way employer does not look at the broader picture and miss out some great staff by taking snapshot decisions.

    4-What does it mean to say that HRM plays a strategic role in driving organizational performance? Consider
    recruiting, training, performance appraisal, and compensation strategies as part of your answer.

    First, you tell her that HRM is a strategic process having to do with the staffing, compensation, retention,
    training, and employment law and policies side of the business. In other words, your job as human
    resources (HR) manager will be not only to write policy and procedures and to hire people (the
    administrative role) but also to use strategic plans to ensure the right people are hired and trained for
    the right job at the right time. For example, you ask her if she knows what the revenue will be in six
    months, and Jennifer answers, “Of course. We expect it to increase by 20 percent.” You ask, “Have you
    thought about how many people you will need due to this increase?” Jennifer looks a bit sheepish and
    says, “No, I guess I haven’t gotten that far.” Then you ask her about the training programs the company
    offers, the software used to allow employees to access pay information online, and the compensation
    policies. She responds, “It looks like we have some work to do. I didn’t know that human resources
    involved all of that.” You smile at her and start discussing some of the specifics of the business, so you
    can get started right away writing the strategic human resource management plan.

    5-If you were asked to advise a private company about its EEO responsibilities, what two points would you
    emphasize as most important?
    EEO simply means forbidding employment discrimination: it prevents discrimination against employees in
    workplace. EEO is the respomsibility of each employee; however, some of them require greater role and
    responsibily for its implementation and success. The primary mission of the EEO officer is to prevent employment
    discrimination.

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