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Examining Adverse Impact in the Workplace
Examining Adverse Impact in the Workplace
Write a 3-4 page analysis of a selected legal case involving disparate (adverse) impact in selection and hiring.
Introduction
Note: Complete the assessments in this course in the order in which they are presented, beginning with Assessment 1.
Many U.S. laws, ordinances, and guidelines directly impact the hiring and selection process.
Legal compliance is important to protect the individual and the organization. It is crucial for the HRM professional to understand issues surrounding discrimination and how to best avoid pitfalls. This includes awareness not only of disparate treatment but of disparate impact and how to analyze the issue.
Note: Complete the assessments in this course in the order in which they are presented, beginning with Assessment 1.
Preparation
To prepare for this assessment, complete the following:
- Arthur, D. (2012). Recruiting, interviewing, selecting, and orienting new employees (5th ed.). AMACOM.
- Read Chapter 6.
- Cavico, F. J., & Mujtaba, B. (2017). Diversity, disparate impact, and discrimination pursuant to Title VII of U.S. civil rights laws. Equality, Diversity, and Inclusion: An International Journal, 36(7), 670–691. DOI:10.1108/EDI-04-2017-0091
- Read the article.
- The Griggs v. Duke Power case in Resources may also be helpful.
- Locate an article on a case involving disparate or adverse impact in selection and hiring using the Capella library or the Internet.
Scenario
The scenario in this assessment will be determined by your choice of case.
Requirements
Using the Cavico and Mujtaba article as a framework with which to view the issue of disparate or adverse impact, analyze your selected case.
- Provide a description of the case.
- List the facts.
- Analyze the important issues in this case:
- Identify what makes this a case about disparate impact.
- Identify the dispute.
- Distinguish the theory of disparate impact from the theory of disparate treatment.
- Analyze the outcome of the case:
- Explain the court\’s decision.
- Note whether you agree with the court.
- Analyze discriminatory impact.
- Describe how the Uniform Guidelines on Employee Selection Procedures help employers avoid issues related to disparate or adverse impact.
Note: The requirements listed here generally describe proficient performance for each of the required criteria. To earn full points for each criterion, be sure to review the assessment scoring guide for details on what constitutes distinguished performance.
Additional Requirements
- 3–4 typed, double-spaced pages (not including title page or references).
- Use Times New Roman font, 12 point.
- Include a title page and an APA-formatted references page.
- Ensure that your written communication is free from errors that detract from the overall message.
Competencies Measured
By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:
- Competency 2: Assess approaches for recruiting, selecting, and retaining talent.
- Analyze issues surrounding a case of disparate (or adverse) impact.
- Competency 4: Analyze the impact of legal and regulatory issues on staffing management.
- Analyze the outcome of an actual legal case.
- Describe how the Uniform Guidelines on Employee Selection Procedures help employers avoid issues related to disparate or adverse impact.
- Competency 5: Communicate in a manner that is scholarly and professional.
- Communicate in a matter that is scholarly, professional, and consistent with expectations of members of the human resources profession.
Conducting a Job Analysis for an Organization
Conducting a Job Analysis for an Organization
Write a 3 page memo outlining O*Net findings used to prepare a CapraTek regional sales representative job description.
Introduction
Note: Complete the assessments in this course in the order in which they are presented, beginning with Assessment 1.
The hiring process starts with a job analysis. Individuals tasked with writing job descriptions must include qualifications and requirements that are specific and measurable. They must also identify the unique characteristics and relationships associated with a position.
Job analysis can be seen as the foundation on which the entire staffing process is built. An effective job analysis informs which knowledge, skills, and abilities (KSAs) are needed to effectively perform the job.
Note: Complete the assessments in this course in the order in which they are presented, beginning with Assessment 1.
Preparation
To prepare for this assessment, complete the following:
- Arthur, D. (2012). Recruiting, interviewing, selecting, and orienting new employees (5th ed.). AMACOM.
- Read Chapters 5–7.
- Review Chapter 6.
- Read the scenario below.
Scenario
Alfred! will be produced in a new manufacturing facility. Groundbreaking on the new facility will begin this summer with full operations to be accomplished in three phases over the next two years. Distribution of the Alfred! device and components will be through existing distributors and retail outlets. While most of the new hires associated with this product line will be at the new manufacturing facility, four regional sales representatives will be hired to support the new product line.
Requirements
You have been asked to develop a job analysis, job specifications, and a job description for the four regional sales representative positions. To develop the initial information for this assessment, use the following U.S. Department of Labor-sponsored website of occupational information containing a database of both standardized and occupation-specific descriptors.
- U.S. Department of Labor, Employment & Training Administration. (n.d.). O*NET online. http://www.onetonline.org/Hint: Begin your search by clicking Find Occupations. Then, under the Career Cluster heading, go to Marketing, Sales, and Service. From there, you can search for a sales representative in any of the technical fields.
Write a memo to your supervisor outlining your findings, and explain why a job analysis is required for any recruiting and selection process. In addition, address the following:
- Identify the knowledge, skills, and abilities required for this position.
- Identify wage information and employment trends for this position in a selected state.
- Articulate the components of a job description for a position.
- Explain why a job analysis is a requirement for any recruiting and selecting process; refer to specific uniform guidelines and court rulings.
Note: The requirements listed here generally describe proficient performance for each of the required criteria. To earn full points for each criterion, be sure to review the assessment scoring guide for details on what constitutes distinguished performance.
Additional Requirements
- Required length is 3–4 pages.
- Use Times New Roman font, 12 point.
- Double-space your memo.
Competencies Measured
By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:
- Competency 1: Describe how hiring practices support an organization\’s strategy.
- Articulate the components of a job description for a position.
- Competency 2: Assess approaches for recruiting, selecting, and retaining talent.
- Identify the knowledge, skills, and abilities required for this position.
- Competency 3: Explore technology tools that support recruiting and staffing management.
- Identify wage information and employment trends for this position in a selected state.
- Competency 4: Analyze the impact of legal and regulatory issues on staffing management.
- Explain why a job analysis is a requirement for any recruiting and selecting process.
- Competency 5: Communicate in a manner that is scholarly and professional.
- Communicate in a professional manner that is appropriate for the intended audience
Human resource managers’ approaches for recruiting selecting and retaining talent
Human resource managers’ approaches for recruiting selecting and retaining talent
In a 13-slide presentation deck, develop a variety of interview questions based on the KSAs and required experience for CapraTek\’s regional sales representative positions.
Introduction
Note: Complete the assessments in this course in the order in which they are presented, beginning with Assessment 1.
Organizations may have differing plans for hiring outside applicants, but they often follow a common pattern when screening those candidates.
The most common applicant screening process looks something like this:
- Review of resumes/applications for basic qualifications.
- A phone interview (generally with HR).
- A screening interview with HR that may involve some initial testing, reference checking, or background screening.
- A department interview with more in-depth testing and background checking.
- Additional interviews with other stakeholders.
- A decision process.
- Offer made to selected candidate.
Note: Complete the assessments in this course in the order in which they are presented, beginning with Assessment 1.
Preparation
To prepare for this assessment, complete the following:
- Arthur, D. (2012). Recruiting, interviewing, selecting, and orienting new employees (5th ed.). AMACOM.
- Familiarize yourself with Chapters 5–14.
- Baur, J. E., Buckley, M. R., Bagdasarov, Z., & Dharmasiri, A. S. (2014). A historical approach to realistic job previews: An exploration into their origins, evolution, and recommendations for the future. Journal of Management History, 20(2), 200–223. http://dx.doi.org/10.1108/JMH-06-2012-0046
- Read the scenario below.
Scenario
In Assessment 4, you developed a job analysis for CapraTek\’s regional sales representative positions. Based on that job analysis, you will interview candidates. Before you can do so, you must develop interview questions based on the required knowledge, skills, and abilities (KSAs) and required experience for the CapraTek position.
Requirements
As a member of CapraTek\’s human resources team, you believe the best way to develop the interview plan and select the best candidate is to include a variety of question types. Create a PowerPoint presentation deck containing the following elements, one question per slide. Ensure that your slides are uncrowded, visually appealing, and easy to read.
- 4 structured interview questions.
- 3 semi-structured interview questions.
- 2 behavioral interview questions.
- 2 situational interview questions.
In addition, include the following:
- Identify which question types relate to the knowledge, skills, and abilities and required experiences for CapraTek\’s position.
- Explain why the interview questions are appropriate for CapraTek\’s position.
- Explain why interview questions do not request illegal information.
Note: The requirements listed here generally describe proficient performance for each of the required criteria. To earn full points for each criterion, be sure to review the assessment scoring guide for details on what constitutes distinguished performance.
Competencies Measured
By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:
- Competency 1: Describe how hiring practices support an organization\’s strategy.
- Identify which question types relate to the KSAs or required experiences for CapraTek\’s position.
- Competency 2: Assess approaches for recruiting, selecting, and retaining talent.
- Explain why the questions are appropriate for CapraTek\’s position.
- Competency 4: Analyze the impact of legal and regulatory issues on staffing management.
- Explain why interview questions do not request illegal information.
- Competency 5: Communicate in a manner that is scholarly and professional.
- Design slides that are uncrowded, visually appealing, and easy to read.
- Communicate in a manner that is appropriate for the intended audience.