Overall CommentsHi Khanh,Overall you made a nice start with y.docx

Overall Comments:
Hi Khanh,
Overall you made a nice start with your U06a1 assignment;
however, many of the required objectives have not been
addressed in the first version of your assignment. Please
carefully review the scoring guide, and review my feedback
below, and be sure to contact me if you have any questions
about my comments. You can reach me at: [email protected] or
813-417-0860.
Sincerely,
Dr. Marni Swain
COMPETENCY: Assess approaches for recruiting, selecting,
and retaining talent.
CRITERION: Explain why and when candidate background
checks will be authorized.
DISTINGUISHED
PROFICIENT
BASIC
NON-PERFORMANCE
Basic
Explains why but not when candidate background checks will be
authorized.
Faculty Comments:“
You made a nice start with this discussion; however, it is
important to develop your content further to address the
legalities involving when a background check can be conducted
during the interview process, and the other steps employers
have to follow to be in compliance with the law.
”
CRITERION: Identify the top three candidates to interview for
the position.
DISTINGUISHED
PROFICIENT
BASIC

NON-PERFORMANCE
Non-Performance
Does not identify the top three candidates to interview for the
position.
Please develop your content further to address this topic in your
assignment.
”
CRITERION: Explain rationale for why the selected candidates
should be interviewed.
DISTINGUISHED
PROFICIENT
BASIC
NON-PERFORMANCE
Non-Performance
Does not explain rationale for why the selected candidates
assignment.
”
CRITERION: Identify pre-employment screening tests for the
position being recruited.
DISTINGUISHED
PROFICIENT
BASIC
NON-PERFORMANCE
Basic
Identifies a pre-employment screening test for the position
being recruited.
I would like to see your content developed further to clearly
identify your rationale for the pre-employment screening tests
you selected, as this is not clear based on the limited
information provided.
”

CRITERION: Select assessment methods to use based on the job
being recruited and the budget available.
DISTINGUISHED
PROFICIENT
BASIC
NON-PERFORMANCE
Non-Performance
Does not select assessment methods to use based on the job
identify the assessment methods you will use for CapraTek's
Regional Sales positions based on the available budget, as this
is not identified in your work.
”
CRITERION: Develop the sequence in which methods will be
used to screen applicants.
DISTINGUISHED
PROFICIENT
BASIC
NON-PERFORMANCE
Non-Performance
Does not develop the sequence in which methods will be used to
screen applicants.
assignment.
”
CRITERION: Design a final candidate selection process for the
CapraTek position being recruited.
DISTINGUISHED
PROFICIENT
BASIC
NON-PERFORMANCE
Basic
Describes a candidate selection process.

design your final candidate selection process along with your
procedures to maintain consistency, as your current discussion
is brief and this is not fully clear based on the limited
”
CRITERION: Describe the method chosen to make the final
hiring decision.
DISTINGUISHED
PROFICIENT
BASIC
NON-PERFORMANCE
Basic
Identifies the method chosen to make the final hiring decision.
justify your choice of methods used to screen candidates, as this
is not fully clear based on the information provided.
”
CRITERION: Determine which candidates meet the basic job
requirements.
DISTINGUISHED
PROFICIENT
BASIC
NON-PERFORMANCE
Non-Performance
Does not identify which candidates meet the basic job
requirements.
I would like to see your content developed further to fully
analyze which specific candidates, based on the example
provided, meet the basic job requirements as this is missing
from your work. Please note that when you are asked to analyze
information you are required to include information from
outside resources to support the points you make.

”
COMPETENCY: Explore technology tools that support
recruiting and staffing management.
CRITERION: Explain how technology will impact choice of
screening and selection methods.
DISTINGUISHED
PROFICIENT
BASIC
NON-PERFORMANCE
Basic
Explains how technology will impact choice of screening or
selection methods.
I would like to see you develop your information further to fully
analyze how technology will impact your choice of screening
and selection methods. Your analysis should include
information from outside resources to support the points you
make, and this information should be cited in APA format in the
body of your assignment and on your References page as well.
”
COMPETENCY: Analyze the impact of legal and regulatory
issues on staffing management.
CRITERION: Articulate possible legal issues associated with
screening candidates.
DISTINGUISHED
PROFICIENT
BASIC
NON-PERFORMANCE
Basic
Lists possible legal issues associated with screening candidates.
I would like to see your content developed further to fully
describe how to mitigate the possible legal issues associated
with screening candidates as this is not fully clear based on the
”

COMPETENCY: Communicate in a manner that is scholarly and
professional.
CRITERION: Communicate in a professional manner that is
appropriate for the intended audience.
DISTINGUISHED
PROFICIENT
BASIC
NON-PERFORMANCE
Basic
Communicates in a manner that is professional but not
© 2013 CAPELLA UNIVERSITY
INTERNAL SELECTION
Richard J. Wagner, PhD
Part-time faculty
Updated: February 18, 2016
*
WE PROMOTE EXCLUSIVELY FROM WITHIN OUR
ORGANIZATION
Good idea or bad?
Some positives
Motivate current employees
Reward good performers
Meet employee growth needs
Promote known quantities

Already ‘socialized’ and know the organization
*
Some negatives
One person is happy, others are unhappy
Is promotion based on objective standards—or whom one
knows?
Disruptive to parts of organization
May promote less-qualified people
Promotes “same” thinking / lack of fresh ideas
*
OFTEN A PART OF STRATEGIC HR PLAN
Requires a strong HR department
A good performance evaluation system
Uses some type of job posting system
*
ELEMENTS OF AN EFFECTIVE JOB POSTING SYSTEM
Post ALL applicable jobs
Post for a stated time (longer than one week)
State specific job requirement (MBA + 2 years’ experience)
Respond to ALL who apply
Interview ALL who are qualified
Inform everyone of the decision

*
The end
PRINT
ASSESSMENT 6 CONTEXT
Employee Onboarding
Organizations need an internal promotion policy that should
include specific guidelines for posting internal jobs. Recruiting
of internal candidates usually occurs when promotional
opportunities are offered within organizations and involves
policies and processes for posting internal jobs, the need for
maintaining performance records for internal employees, and a
refined selection process for these candidates. The policy must
cover the guidelines for applying for promotions and a
statement of how the process works. One of the concerns about
promoting internally is the question of whether the promotion is
based on objective criteria that are clear to all employees or if
the promotion is based on subjective criteria (whom somebody
knows, for example). This leads to the process of developing an
effective succession plan for key positions within the
organization.
After a pool of qualified internal and outside applicants has
been established, finalists are selected for in-depth screenings
and interviews. The final step is deciding which candidate is
best suited for the job. Several methods exist for making that
decision. Consider the nature of the employment contract and
how a job offer is made. Employment contracts vary from full-
time permanent to limited-term contract, with options in
between. To avoid any future issues, it is important that any
offer be made in writing and that it spells out employment
details.
Onboarding
If someone is new to an organization, onboarding
occurs. Onboarding is a more current term for what was once

called orientation or socialization. Onboarding is the process
through which the new employee learns the values, customs,
and expected behaviors of the organization. This process is in
addition to the more specific job-and department-related
training that the new hire needs to complete in daily and weekly
work.
Research has demonstrated that effective onboarding leads to
better employee retention and a faster learning curve for
employees because they become more productive in a shorter
period of time. Onboarding is not finished during the first day
or week on the job; it is a long-term process and may last for
six or more months on the job.
If an organization does utilize the onboarding process, it is the
first training and development experience the new hire will have
in the new position. For most of us joining an organization, the
culture is already set, and the new employee is oriented to that
culture. The culture is maintained by the company's recruitment
and selection processes (which ensure that the new employees
are an organizational fit) and by the onboarding process used to
orient new employees. Onboarding instills the organization's
culture and transforms an outsider into a fully functioning
insider. The more complex the position, the longer the
onboarding process will take.
First impressions are really important. The new employee's
experience on the first day can range from arriving at the
organization to find that the receptionist does not know her or
she is starting to finding new business cards are already printed,
meetings for the first week are scheduled, and the agendas for
those meetings have already been created.
Employee Engagement
Employee engagement is the extent to which workers are
committed to an organization. It is the amount of extra effort
they will invest to ensure they complete their work and achieve
organizational goals. Companies want to retain engaged
employees and terminate disengaged workers.
Employee Development

From the perspective of the organization, the purpose of
employee development is to increase organizational
effectiveness. When we talk about employee development,
training usually springs to mind. It is true that a large part of
employee development happens through the training process.
However, training is usually employed for skill or competency
deficits specific to the employee's performance on the current
job. Training usually focuses on current needs.
Development, in contrast, focuses on the future growth of the
employee and the organization. It encompasses learning in all
activities that ensure the employee is prepared to function
effectively, not only in the current position but also in the
future.
One method an organization might use for employee, career, or
leadership development programs is mentoring. Mentoring
sometimes occurs very informally, such as when two people
connect with each other and the more experienced person
coaches the inexperienced person. Informal mentorships may
develop spontaneously, usually due to admiration, mutual
interests, or shared job demands. In formal mentoring programs,
mentees are assigned to mentors.
Mentors usually provide two kinds of support: support for the
individual's career and psychological support. Career support
includes helping the mentee prepare for advancement through
coaching and feedback, protection from political maneuvering,
being given challenging assignments to help develop and
demonstrate competence, exposure to influential decision-
makers in the organization, and direct forms of sponsorship
such as recommendations for promotions, transfers, or projects.
Psychological support involves the mentor being a role model,
friend, and counselor and providing positive regard and
acceptance to enhance the mentee's identity and self-esteem.
This aspect of support is critical, especially with a diverse labor
force. The benefits of effective mentoring to the mentor,
mentee, and the organization are numerous. As you complete
this assessment, reflect on the following questions:

· What experiences have you had with formal or informal
mentors?
· What about other developmental opporties?
· Has your manager been an effective coach?
This assessment also addresses employee and career
development over a longer time frame and in broader scope. In
addition to coaching and mentoring, these strategies may
include corporate universities, e-learning, job rotation, job
enrichment, and specific training and development programs.
Performance Management
There is a distinction between performance management and a
performance appraisal. The latter is frequently seen as simply
an annual meeting that both manager and employee dislike
intensely. A performance management system has a longer-term,
overarching perspective. Performance management begins the
first day an employee joins a department. The manager sets
goals in collaboration with the employee. The performance
management relationship is an ongoing one in which the annual
or semi-annual meeting is merely a review.
A performance management system's primary purpose is to
ensure that organizational goals are met. Other goals include
supporting employees' professional development; measuring
their performance and evaluation, including the types of
assessments that are used; and making managerial decisions
about pay, promotion, demotion, and termination. Performance
goals are achieved through the use of many management tools:
reward systems, job design, leadership, and training and
development. All organizational systems should support, not
undermine, the performance management system.
According to Rogers, Miller, and Worklan (1994), "Although
setting objectives and reviewing performance are important
because they establish direction and encourage improvement,
people increase their chance of meeting individual and
organizational goals if they receive regular coaching and
feedback" (p. 73). Involving employees in the performance
management process, and senior management modeling and

reinforcing the process, increases participation in and support of
the system (Rogers, Miller, & Worklan, 1994).
Reference
Rogers, R. W., Miller, L. P., & Worklan, J. (1994). Performance
management: What's hot—What's not. Compensation & Benefits
Review, 26(3), 71–75.
Screening and Selecting Internal Candidates Scoring Guide
CRITERIA
NON-PERFORMANCE
BASIC
PROFICIENT
DISTINGUISHED
Explain why and when candidate background checks will be
authorized.
Does not explain why and when candidate background checks
will be authorized.
Explains why but not when candidate background checks will be
authorized.
Explains why and when candidate background checks will be
authorized.
Explains why and when candidate background checks will be
authorized; provides rationale for those decisions.
Identify pre-employment screening tests for the position being
recruited.
Does not identify pre-employment screening tests for the
Identifies a pre-employment screening test for the position
being recruited.
Identifies pre-employment screening tests for the position being
recruited.
Selects pre-employment screening tests for the position being
recruited; provides rationale for those choices.
Articulate possible legal issues associated with screening
candidates.

Does not articulate possible legal issues associated with
screening candidates.
Lists possible legal issues associated with screening candidates.
Articulates possible legal issues associated with screening
candidates.
Articulates possible legal issues associated with screening
candidates; describes how to mitigate the risks.
Select assessment methods to use based on the job being
recruited and the budget available.
Does not select assessment methods to use based on the job
Identifies, but does not select, assessment methods to use based
on the job being recruited and the budget available.
Selects assessment methods to use based on the job being
Identifies assessment methods and the sequence of use for
screening candidates; develops and explains assessment strategy
for the CapraTek position.
Develop the sequence in which methods will be used to screen
applicants.
Does not develop the sequence in which methods will be used to
screen applicants.
Identifies, but does not develop, the sequence in which methods
will be used to screen applicants.
Develops the sequence in which methods will be used to screen
applicants.
Develops the sequence in which methods will be used to screen
applicants; justifies choice of methods.
Explain how technology will impact choice of screening and
selection methods.
Does not explain how technology will impact choice of
screening and selection methods.
Explains how technology will impact choice of screening or
selection methods.
Explains how technology will impact choice of screening and
selection methods.

Analyzes how technology will impact choice of screening and
selection methods; recommends specific technologies for this
purpose.
Design a final candidate selection process for the CapraTek
Does not design a final candidate selection process for the
CapraTek position being recruited.
Describes a candidate selection process.
Designs a final candidate selection process for the CapraTek
Designs a final candidate selection process for the CapraTek
position being recruited; describes procedures to maintain
consistency.
Describe the method chosen to make the final hiring decision.
Does not describe the method chosen to make the final hiring
decision.
Identifies the method chosen to make the final hiring decision.
Describes the method chosen to make the final hiring decision.
Describes the method chosen to make the final hiring decision;
outlines the process leading to that choice of method.
Determine which candidates meet the basic job requirements.
Does not identify which candidates meet the basic job
requirements.
Identifies which candidates meet some of the basic job
requirements.
Determines which candidates meet the basic job requirements.
Analyzes which candidates meet the basic job requirements;
explains rationale for that determination.
Identify the top three candidates to interview for the position.
Does not identify the top three candidates to interview for the
position.
Identifies candidates to interview for the position.
Identifies the top three candidates to interview for the position.
Identifies the top three candidates to interview for the position;
explains rationale behind ranking.
Explain rationale for why the selected candidates should be

interviewed.
Does not explain rationale for why the selected candidates
Identifies rationale for why the selected candidates should be
interviewed.
Explains rationale for why the selected candidates should be
interviewed.
Articulates rationale for why the selected candidates should be
interviewed; summarizes reasons for ranking the top three
candidates.
Communicate in a professional manner that is appropriate for
the intended audience.
Does not communicate in a professional manner that is
Communicates in a manner that is professional but not
Communicates in a professional manner that is appropriate for
Communicates in a professional manner that addresses the
intended audience and is free of grammar and mechanical
errors.
Overview
Write a 5–6 page report describing the process you used to
select the best three candidates for CapraTek's regional sales
representative positions.
Note: Complete the assessments in this course in the order in
which they are presented, beginning with Assessment 1.
Recruiting candidates and selecting hires are two steps in a
process of orienting people to new jobs. After the organization
has trained a new hire, issues of retention, engagement, and
development are considered.
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.
. Design a final candidate selection process for the CapraTek
. Identify pre-employment screening tests for a position being
recruited.
. Explain the purpose of performing candidate background
checks for a position being recruited.
. Explain why and when candidate background checks will be
authorized.
. Select assessment methods to use based on the job being
. Develop the sequence in which methods will be used to screen
applicants.
. Describe the method chosen to make the final hiring decision.
. Determine which candidates meet the basic job requirements.
. Identify the top three candidates to interview for the position.
. Explain rationale for why the selected candidates should be
interviewed.
· Competency 3: Explore technology tools that support
recruiting and staffing management.
. Explain how technology will impact choice of screening and
selection methods.
· Competency 4:Analyze the impact of legal and regulatory
issues on staffing management.
. Articulate possible legal issues associated with screening
candidates.
· Competency 5: Communicate in a manner that is scholarly and
professional.
. Communicate in a professional manner that is appropriate for
Context
Recruiting candidates is only the first step in the hiring process.
Evaluating candidates, selecting those to interview, conducting

interviews and background screenings, presenting a job offer,
and onboarding the new employee are subsequent tasks.
The Assessment 6 Context document provides additional
information about these processes.
Questions to consider
To deepen your understanding, you are encouraged to consider
the questions below and discuss them with a fellow learner, a
work associate, an interested friend, or a member of your
professional community.
· Which employee development methods have you experienced
in the workplace? How did these methods affect your retention
and engagement? How could the manager have improved the
strategies used to make them even more effective?
· What are the primary elements of an effective coaching style?
How can a manager be a coach?
· How effective is a current or former manager's coaching style
and use of coaching strategies?
· What are the key steps you would include in a company's
internal recruiting and selection process manual?
· Why would an organization use a contract-to-hire approach to
fill a job? How might an employee view this type of situation?
Would you take a contract-to-hire job? Why or why not?
Required Resources
The following resources are required to complete the
assessment.
Multimedia
Click the links provided below to view the following
multimedia pieces:
· Candidate Selection | Transcript.
. Use this interactive media piece to analyze and apply initial
screening methods for selecting candidates at CapraTek.
Library Resources
The following e-book from the Capella University Library is
linked directly in this course:
· Arthur, D. (2012). Recruiting, interviewing, selecting, and
orienting new employees(5th ed.). New York, NY: AMACOM.

. Chapter 15.
SHOW LESS
Suggested Resources
The following optional resources are provided to support you in
completing the assessment or to provide a helpful context. For
additional resources, refer to the Research Resources and
Supplemental Resources in the left navigation menu of your
courseroom.
Capella Resources
Click the links provided to view the following resources:
· Assessment 6 Context.
· Internal Selection.
Multimedia
Click the links provided below to view the following
multimedia pieces:
· Hiring Process | Transcript.
· Employee Development Conversation | Transcript.
. View a supervisor-employee meeting concerning staff
development.
Library Resources
The following e-books or articles from the Capella University
Library are linked directly in this course:
· Bible, J. D. (2012). Lies and damned lies: Some legal
implications of resume fraud and advice for preventing
it. Employee Relations Law Journal, 38(3), 22–47.
· Cosner, T. L., & Baumgart, W. C. (2000). An effective
assessment center program. FBI Law Enforcement
Bulletin, 69(6), 1–5.
· Estes, B. (1988). Making the job
offer. Communications, 25(5), 170.
· Huffcutt, A. I., Van Iddekinge, C. H., & Roth, P. L.
(2011). Understanding applicant behavior in employment
interviews: A theoretical model of interviewee
performance. Human Resource Management Review, 21(4),
353–367.
· Patterson, B., & Lindsey, S. (2003). Weighing resources. HR

Magazine, 48(10), 103–108.
· Pittman, M. (2008). Picking the right people for your
team. Emergency Nurse, 16(6), 16–18.
Course Library Guide
A Capella University library guide has been created specifically
for your use in this course. You are encouraged to refer to the
resources in the BUS-FP4045 – Recruiting, Retention, and
Development Library Guide to help direct your research.
Internet Resources
The resources listed below are relevant to the topics and
assessments in this course but are not required. Please note that
URLs change frequently. Permissions for the following links
have either been granted or deemed appropriate for educational
use at the time of course publication.
· Employment Law Contract. (n.d.) Different types of
employment contract. Retrieved from
http://www.employmentlawcontract.co.uk/employmentcontracts/
VitalSource e-Books
The resources listed below are relevant to the topics and
assessments in this course and are not required.
· Heneman, H. G., III, Judge, T. A., & Kammeyer-Mueller, J.
(2019). Staffing organizations (9th ed.). New York, NY:
McGraw-Hill Education.
. Chapters 6 and 10–12.
. Available in the courseroom via the VitalSource Bookshelf
link.
Assessment Instructions
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:
· Read Chapter 15 in Arthur's Recruiting, Interviewing,
Selecting, and Orienting New Employees e-book, linked in the
Resources.
· Complete the Candidate Selection interactive media piece,
linked in the Resources.

· Read the scenario below.
Scenario
You have written a job description for CapraTek's regional sales
representative positions and determined job requirements. Now
it is time to determine testing methods and choose the top three
candidates to interview.
Requirements
After reviewing the CapraTek regional sales representative job
description and requirements you developed for Assessment 5,
use the Candidate Selection media piece to review the
candidates' resumes. In a 5–6 page report, include the following
in your explanation of the candidate selection process:
· Explain why and when candidate background checks will be
authorized.
. Identify pre-employment screening tests for the position being
recruited.
. Articulate possible legal issues associated with candidate
screenings.
· Select assessment methods to use based on the job being
. Develop the sequence in which methods will be used to screen
applicants.
. Explain how technology will impact choice of screening and
selection methods.
· Design a final candidate selection process for the position
being recruited.
. Describe the method you would use to make your final hiring
decision (compensatory, hurdles, weighted, et cetera).
. Determine which candidates meet the basic job requirements.
. Identify the top three candidates to interview for the position.
. Explain your rationale for why the selected candidates should
be interviewed.
Additional Requirements
· Times New Roman font, 12 point.
· Double-spaced, typed pages.

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