Hrm-Module 3

Frany P.
Ilarde BSBA-FM 1A
MODULE 3
LEARNING ACTIVITY
Activity 1.1: Experiential Problem
1. What are the benefits of transitioning to Internet Recruiting?
 Transitioning to Internet Recruiting has a number of advantages, including

being cost-effective, immediate, and simple to use, the ability to reach a
variety of audiences, the ability to make your job more dynamic, flexible,
durable, and accessible, the ability to expedite the hiring process, and,
most importantly, the ability to maintain confidentiality so you won't have
any concerns about your personal information.
2. What will your company need to do differently to actively use Internet recruiting as
you compete with other employers for qualified applicants?
 One of the first things a company should do is train every one of the
management team, as well as other departments that may need to know
how to use online recruiting, such as HR. if a company's online recruitment
team is well-trained, they will know how to identify quality candidates in the
most efficient manner. As a result, the organization as a whole will be more
efficient with the system and will understand how to differentiate them.
Offering greater perks or a higher wage, I believe, is one thing a company
may do differently to compete with other companies. Offering benefits that
other organizations do not can help you attract the top candidates. In
addition, if the company made the application procedure as simple as
possible, it may attract more applicants. Some apps contain lengthy
surveys that turn folks away right away.
3. As you recruit marketing professionals, identify the niche websites that you
recommend be used for your Internet postings and the reasons for your
recommendations.
 For internet-based hiring, the organization can leverage blogs, job boards,
and groups on LinkedIn and Twitter devoted to marketing experts. The
corporation should also leverage its own website's job section for this
purpose, as it serves as a brand for the company. Websites and portals
that serve to marketing professionals or niche sectors can also be utilized.
Activity 1.2: Appraisal
1. Suppose you are a supervisor. What errors might you make when preparing the
performance appraisal on a clerical employee? How might you avoid those errors?
 If I were a supervisor, I might make some errors when preparing the

performance appraisal on a clerical employee by:
 The Leniency Error. Giving everyone high ratings regardless of actual

performance, in an attempt to avoid conflict or to make yourself look good.
 The Central Tendency Error. Clumping or clustering all employees in the
middle performance categories in an attempt to avoid extremes.
 The Recency Error. Failing to take into account the entire evaluation period and
focusing on a recent performance episode, positively or negatively.
 The Halo Effect Error. Letting one favored trait or work factor influence all other
areas of performance, resulting in an unduly high overall performance rating.
 The Horns Effect Error. Allowing one disfavored trait or work factor to
overwhelm other, more positive performance elements, resulting in an unfairly
low overall performance rating.
 Contrast Error. Evaluating an employee in relation to another employee rather
than relative to his/her duties, goals and stated performance standards.
 Past Performance Error. Rating on past performance rather than present
performance.
 Biased Rating Error. Allowing personal feelings toward employee to influence
rating.
 High Potential Error. Confusing potential with performance.
 Similar to Me Error. Similar to me and therefore feeling of comfort and
compatibility.
 Guilt by Association Error. Evaluation influenced by employee's associations
rather than performance.
Three tips to avoid these errors:
 Cultivate awareness or potential errors

 Rely on the data and documentation you've compiled, rather than your
perceptions. That is, focus on the performance, rather than the person.
 Developing and practicing techniques.
2. Based on your experiences, as well as the chapter information, what are some good
"rules of thumb" for conducting successful performance appraisal interviews?
 I've never gotten a bad appraisal since I never work in any business or firm.
According to the chapter's material, managers must show courage and
honesty while evaluating the performance of their employees in order to
conduct effective performance appraisal interviews.
ASSIGNMENT
 When will onboarding start?

The onboarding process begins even before you hire someone. It
continues when you hire the person and when they start working. And
good onboarding continues for a while after the new employee starts.
 How long will it last?

The onboarding should last 90 or 100 days.
 What impression do you want new hires to walk away with at the end of the first
day?
I want the new hire to walk away with at the end of the first day by making
them feel that they are carefully chosen to be a member of my team, and
their first day is an opportunity to make them feel more important and
special. It's also a chance to show that my company values preparation.
 What do new employees need to know about the culture and work environment?
The four aspects such as self-confidence, role clarity, knowledge of
company culture, and social integration.
 What role will HR play in the process? What about direct managers? Co-
workers?
The human resources department should not merely focus on
completing checklists and disseminating policies. They can also accept
offer and start date to not only clarify this new and exciting career
opportunity, but also reinforce unique attributes of their company
culture.
An employee’s direct supervisor plays a critical role in making sure
the new hire has clarity around job role and performance expectations.
Coworkers should be applauded (and recognized) when they meet
with new employees. They should empowering and encouraging
employees to connect with each other across boundaries, department
silos, and functions.
 What kind of goals do you want to set for new employees?

I'd like to set goals for new employees' professional development, like
presenting an initiatives to improve their capability, exploring other skills
that could help them become more efficient and effective employees,
enhancing their communication skills, enhancing organizational
collaboration, building a network, and working to improve their
management skills.
 How will you gather feedback on the program and measure its success?
By delivering questionnaires prior to the session's end. Create
comprehension and functionality questions concerning the subjects
covered. Finally, inquire about their experiences and whether they have
any recommendations for how the organization may develop in the next
onboard.
EVALUATION
1. How this case illustrates how compensation can be used as a method for improving
employee satisfaction and motivation.
 Through the relative rank and position within an organization, an

employee's compensation package has an impact on his or her social
standing. However, a compensation package alone will not inspire an
employee to perform at the greatest level possible. Companies will give
employees a reasonable salary based on the wage scale paid both inside
and outside the firm, taking this into account. Employees might be
encouraged to stay longer with the firm if they are offered a reasonable
compensation package, performance appraisals, and assessment reports.
This ensures that the employee's basic financial needs are satisfied.
2. Identify some of the ways that performance-based pay systems should be developed
based on the experiences at Scripps Health.
 Particularly, the largest issue at Scripps Health was a lack of staff

retention, which was caused by a financial downturn and a shift of
management. With this in mind, performance compensation should be
linked with performance management and performance assessment
example, by giving opportunity programs to increase their learning and
technical skills relevant to the company's job competencies. One thing to
keep in mind when using a performance-based system is that an
assessment system must be in place to assess and measure an employee's
development.

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Frany P.

Activity 1.1: Experiential Problem

1. What are the benefits of transitioning to Internet Recruiting?

 Transitioning to Internet Recruiting has a number of advantages, including

 If I were a supervisor, I might make some errors when preparing the

 The Leniency Error. Giving everyone high ratings regardless of actual

Three tips to avoid these errors:

 Cultivate awareness or potential errors

 When will onboarding start?

 How long will it last?

 What kind of goals do you want to set for new employees?

 Through the relative rank and position within an organization, an

 Particularly, the largest issue at Scripps Health was a lack of staff

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