MS6521 Human Resource Management 2/2018

Assignment 3
1. As an HR manager, how would you prepare to conduct an employment interview?
What is the difference between structured, unstructured, and behavioral interviews?

To prepare to conduct an employment interview, the HR manager would need to ensure

the selection process has been done. Because most of the information before we
reaching to the step of employment interview could be the important input for
interviewers to discuss with candidate during the interview session. Those selection
process which should happen before the employment interview listed as follow

 Preliminary interview – the preliminary interview has the purpose of initial screening
the candidates then filter out those who are not qualified or filter in those who
match with position qualification and requirement. For example, the position of
international customer care should be fluent in English language as a basic
qualification. The preliminary interview may conduct in English so that the
interviewer can ensure the candidate’s skill and ability in English communication is in
acceptant level. Because, mostly the employment interview may consist of high level
management team, the pre-screening will help to ensure only qualified candidate
can pass through the interview, instead of lost value time of management persons
with unqualified candidates. The preliminary interview can conduct through phone
call or video call such as Skype, or we could ask candidate send us the short video
clip for introduce themselves or answering some of our questions in the clip video.

 Review of applications and resume – The application form may filled-in before or
after the preliminary interview, it could be online, soft file via email or paper form. In
the application form and resume, the company can verify basic essential information
such as family information, education background, work experience, skill set, and
some other status such as military service (for Thais). Also, most of applications have
the statement that are important when the applicants sign the form include
certification that everything on the form is true. Some of them have ask candidate to
give permission to have their background or criminal or credit bureau checked.

 Selection test – the selection test is the test that company ask candidate to do
depends on the position. The test could be offline or online or event simulation test.
The test will be varying depends on organization and position. Some companies
create the test matrices base on competency of the position. For example, cognitive
test, psychomotor abilities test, job-knowledge tests, work-sample (simulations) test,
vocational interest test, personality test, etc.

All information above whether from preliminary interview, applications, resume, or tests
result. These can be important input for interviewer to review and prepare questions
with expected answer before come into the interview.
Before start the employment interview, HR will gather all information from candidates,
consolidates into each person’s profile and do some preparation such as

 Compare and applicant’s application and resume with job requirement

 Develop questions related to the qualities sought
 Prepare to present company, department, job & position requirement and
expectation
 Determine interviewers. Main person would be line manager, but HR will need to
check if the second-level line manager should involve, or peer’s department should
involve or who will be the decision maker.
 Make schedule with candidate and interviewers
 Facilitate for room and location to conduct the interview. That physical location
should be both pleasant and private, minimum of interruptions. In some confidential
position, the interview may conduct out of company’s office.
 Ensure all information about candidate such as application, resume, preliminary
interview’s note, job description, job qualification, etc. are send to all interview
ahead of interview schedule.

The unstructured Interview is the interview which interviewer may have no specific set
of predetermine questions. The interviewer may have specific topics in mind but they
just try to make the interview is like an everyday conversation and tend to be more
informal, casual or open-ended. As this is a nondirective interview so that the interview
may take long time, also the results can vary on difference candidates. Thus, the
interviewer must always be mindful of the purpose and scope of the topics that they
discuss. Anyway, the flow of conversation may design by interviewer or due to
spontaneity of the event discussed.

The Structured Interview – is the interview that candidates are asked similar questions
in predetermined format. The structured job interview is a standardized way of
comparing candidates. The interview creates list of questions, apply to all candidates,
mainly focuses on skills and abilities that the company is looking for. With this standard
questions, they can create expected answer and ranking system so that it will be easy to
give a scale for evaluating candidates. This can help company from avoid any legal issues
related to unfair hiring. In the same time, the candidate can also feel confident that they
are being judge on their skills instead of subjective factors.

The Behavioral Interview – is the interview which based on discovering how the
candidates acted in specific asked situation. The logic behind this behavioral concept is
that how candidates behaved in the past will predict how they will behave in the future
or we can say – past performance predicts future performance. The interviewer may ask
questions about pass work experience in order to find out if candidate have skills fit to
requirement. The behavioral interview questions focus on how candidate handled
various work situations in the past. The interviewer will expect you to demonstrate your
competencies – knowledge, skills, and abilities – by giving specific examples from your
past experiences. Thus, the interviewers will need to determine what competencies are
required to perform the job for this position. Most the behavioral question ask about
 soft skills such as problem solving, critical thinking, interpersonal, communication skills,
etc. The START technique is a useful strategy for candidate to responding to this kind of
questions. There are 4 steps to answering using this technique as follow

(S) Situation – Describe the situation in which the event took place.

(T) Task – Describe the task were asked to complete.

(A) Action – Explain what action took to complete the task or solve the problem.

(R) Results – Explain the result of actions.

Questions asked in the behavior interviewing are legally safe since they are job related.

2. What are the steps in the training and development process? Why is implementing a
training and development program frequently difficult?

The training and development process as following

1. Determine training and development needs – this is the first steps in Training and
Development process, the T&D needs could be determining by conduct the analysis
on several levels
a. Organizational analysis – this is the high-level perspective, start from look on
company’s vision, mission, goal and strategic plan. So, that we can know the
company direction.
b. Task analysis – the second level is to focus on ‘tasks’ that people in the
company need to do to make company achieve the goal. The job descriptions
are important input for this level as well.
c. Person analysis – the is the last level of analysis, we need to find out ‘who
needs to be trained?’, and ‘what kind of knowledge, skills and abilities to
employee need?’ Survey or personal development plan are helpful for this
level.
 This step end up with list of training and development needs for tasks and personal
perspective for entire organization. Some company may create training need in
matric as following

2. Establishing Training and Development Objectives – The purpose and objective will
help to design the meaningful training and development programs. The specific
objective will help people to have little doubt about what the training should
accomplishment. And manager can determine whether training has been effective.
For example, below, a trainee either can or cannot state how to get help on equal
employment opportunity matters.

3. Training and Development Methods – there are several methods in training and
development people with difference purpose, some as follows
 Classroom programs – this is basic and most popular training methods. It is
effective for many types of employee training. One advantage of this method is
the instructor can convey a lot of information to student in a short time. Anyway,
the training group should be small enough to have student can discuss and
interact with instructor.
 Mentoring and coaching – this could be happening both formal and informal
way. Mentoring is an approach to advising, coaching, and nurturing, for creating
a practical relationship to enhance individual career, personal, and professional
 growth and development. Coaching, often considered a responsibility of the
immediate boss, helps much as a mentor. The coach has a greater experience or
expertise than the coaches and is in the position to offer wise advice.
 Case study – by this method, the employee can study the information provided in
the case of make decisions based on it. The case might be come from within the
organization or outside. The case study may occur in the classroom with an
instructor who serves as a facilitator.
 Video / Clips – this is one of popular training method. Behavior modeling, long a
successful training technique provides an illustration of the use of clip video.
 Role playing – the trainee required to respond to specific problems they may
encounter in their job. Rather sitting in the classroom and listen to the instructor,
with this role playing, they can learn by doing. Role playing is often used to teach
such skills as interviewing, grievance handling, conducting performance appraisal
reviews, team problem solving, effective communication, and leadership style
analysis.
 Apprenticeship Training – this is a combination of classroom with on-the-job
training. Commonly use in craft job. The apprenticeship training can be long from
2-5 years, with 4 years begin the average length.
 Vestibule Training – this kind of training take place in production area on
equipment that closely resembles equipment used on the job. The advantage of
this training is that it removes the employee from the pressure of must produce
while learning. The emphasis is focused on learning the skills required by the job.
 Simulations – this is a training approach that utilize device or programs
replicating tasks away from the job site such as sales counters, automobiles, and
air planes. A prime example is the training of airline pilots in a simulator;
simulated crashes do not cost lives or deplete the firm’s fleet of jets.
 Business Games – this is a simulation that attempt to duplicate selected factors in
a business situation, which the participants manipulate. Business games involve 2
or more hypothetical organizations competing in each product market. The
participants receive roles such as president, controller, or marketing vice
president. They make decisions affecting price levels, production volumes, and
inventory levels. Participants can see how their decisions affect other groups and
vice versa.
 In-Basket training – is a kind of simulation in which the participant is asked to
establish priorities for and then handle several business papers or e-mail
messages such as memoranda, reports, and telephone message that would
typically cross a manager’s desk.
 Distance learning and videoconferencing – This approach to training is interactive
and appears to offer the flexibility and spontaneity of a traditional classroom. A
great deal of training is beginning to take place using this technology, offering the
prospect of increasing the number of trainees and at the same time saving
companies money.
 Computer-based training – this method offers several advantages over
traditional instructor-led training. A basis benefit is that it is self-paced and
individualized. The concept can be repeated as often as needed. The computer-
 based training may also utilize multimedia to enhance learning with audio,
animations, graphics, and interactive video.
 Virtual Reality – is a unique computer-based approach that permits trainees to
view objects from a perspective otherwise impractical or impossible. For
example, it is not feasible to turn a drill press on its side so a trainee can inspect
it from the bottom. A computer easily permits this type of manipulation.
 On-the-job training – is an informal approach to train that allow employee to
learn job tasks by performing them. The key of this training is to transfer
knowledge from a highly skilled and experienced worker to a new employee,
while maintaining the productivity of both workers. Individuals may also be more
highly motivated to learn because it is clear to them that they are acquiring the
knowledge needed to perform their jobs.
 Job rotation – is a form of OJT where employees move from one job to another
to broaden their experience. Higher-level tasks often required this breadth of
knowledge. The method of training help new employees understands a variety of
jobs and their interrelationships.

4. Implementing Training and Development Programs

To implementing training and development programs, the participants must believe
that the program has value and will help to achieve their personal and organization
goals. So that the company must first have clearly defined company goals and
identify which employees could fit those roles and benefit from the training. Once
this planning is in place, the company can implement T&D program as a part of each
individual career path so that it is personalized to their needs and they can be more
effective in their roles after the training. A clear understanding result in increased
morale, company culture, productivity and less money/time wasted. Following are
some tips
 Define goals – the company must clearly defined goals that are measurable. And
identify possible training to meet those goals. Knowing their goals will dictate
how they approach program development. Ensure managers and leaders are
align and agree with it as they will be the one that will implement the training
program.
 Engage employees – how well the company engage employee will have a big
effect on the acceptance of the T&D program. If the employees don’t think that
the T&D program is useful to them, it will be difficult to keep them engaged. The
company need to make sure that they feel like this program is adding value to
their careers.
 Get the timing right – It is crucial that the training method is convenient for the
audience as ineffective training methods may become a time and resource drain
on the employees. Effective T&D programs focus on quality over quantity, so
make the T&D doesn’t drag out too long or endlessly interrupt on their time. And
after T&D program, give them a time to adjust and practice their new skills, ask
questions and voice their concerns. Offer plenty of encouragement while they
get used to their new programs.

5. Evaluate Training and Development Programs

 To determine whether the T&D program is effective, a post-course evaluation is
necessary. By measuring the goals before and after the training, company are
making sure that the training program is delivering the desired result to organization
and employees.
Projects and Challenges are a great way to evaluate the effective of training
programs. To put those employees on project and challenges are not only give them
a chance to apply the skills they learned, but also provides a good way to quantify
the improvement of employee performance that your training was meant to
provide. The employee supposed to use the new skill they learned and then
integrate them into their work. Managers need to observer employee or having
manager’s complete surveys about their employee’s application of the skills. Some
more approach to evaluation success of the training and development as follow
 Online Quizzes – Test the employee before and after training program on the
knowledge and skill they have learnt. If they get poor score after training, some
action should be taken.
 Surveys to managers for behavioral change– Use surveys to see how they are
feeling about training. Opening communication with the people in charge of the
employees undergoing training will allow the company to get a clear feel for how
the training was received. The manager may be a person who can give feedback
that their subordinates are better able to complete their work or if more training
required.
 Measure trainee satisfaction – we will know whether the employee better able
to meeting their needs after training? Measuring satisfaction will determine if
training is having the desired effects.
 Benchmarking – common benchmarking questions focus on such areas as:
training costs, the ratio of training staff to employees, and whether new or more
traditional delivery systems are used. A firm may recognize, that another
organization can deliver a lot of training for relatively little cost.
 Accomplishment of T&D objective – this is to determine the extent to which
programs have achieved started objectives and have impacted performance. For
example, the objective of an accident prevention program is to reduce the
number and severity of accidents by 15%, comparing accident rates before and
after training provides a useful measurement of success.

To implementing a training and development program frequently difficult, one reason is

most people include management always feel that they are too busy and have no time for
training and development. Some company may identify mandatory course for employee
such as ‘code of business conduct’, ‘safety workplace’, etc.

Another difficulty is that qualify trainers must be available. In additional to possessing

communication skills, the trainers must know the company’s philosophy, its objectives, its
formal and informal organization, and the goals of the training program. Some company
also implement the training class like ‘train the trainer’ to ensure the trainers have ability
and skill for train and transfer their knowledge to others.
Keeping the training record is also one of the difficulty in implementing the T&D program. It
is important to maintain training records including how good employees perform during
training and on the job. This information is important in terms of measuring program
effectiveness and charting the employee progress. Most classroom training may not have
this problem as it might well organize and managed, but the other method of training such
as on-the-job training, information coaching/mentoring, may hard to keeping the record.
Some company may initiate idea to keep people record on their training like reward for
mentors (with good feedback and number of hours from mentee). Or encourage people to
learn or take online course, because the system can use to track progress and number of
course employee took.

3. What are the steps in the performance appraisal process? What are the characteristics
of an effective PA process?

Performance appraisal (PA) is the systematic evaluation employee’s performance and to

understand the abilities of a person for future growth. Performance appraisal is generally
done in systematic ways which are as follows.

The first step of the PA process is identifying performance goals. To setting the goal,
supervisor can follow the SMART goal guide line. To make sure the goals are clear and
reachable, each one should be
 Specific – the goal should be clear and specific
 Measurable – measurable goals help supervisor and employee can track progress and
stay motivated.
 Achievable – the goals also need to be realistic and attainable to be successful. In other
word, it should stretch the ability of employee but remain possible.
 Relevant – this is to ensure that the goals matter to employee, and that it also aligns
with other relevant goals.
 Time-bond – Every goal need a target date, so that supervisor and employee have a
agree deadline to focus on and push something toward.

Then, the next process is ongoing cycle continues with communicating the goals to those
concerned and establishing performance criteria. Supervisor must clearly communicate and
explained the criteria to employees. This will help them to understand their role and to
know what exactly is expected from them. The decisions are made regarding who will be
responsible for the appraisal, the appraise period, the appraisal methods (such as 360-
degree Feedback Evaluation, Rating Scales, Critical Incident, Essay, Work Standards,
Ranking, Forced Distribution, Behaviorally Anchored Rating Scales, Result base System,
Assessment Centers, etc) to be use. Some company may have compute software to help to
PA process since from objective setting, tracking progress until update result then
evaluation, such as SAP Success Factor, Workday, etc.

During the process, potential problems in appraisal will be anticipate and considered along
with the characteristics of effective system. Management will then provide coaching and
other suitable T&D support as the appraisal period continues and the employee’s work is
observed. Performance is then formally appraised or measuring the actual performance of
the employee that is the work done by the employees during the specific period. It is a
continuous process. This stage requires the careful selection of the appropriate techniques
of measurement, taking care the personal bias does not affect the outcome of the process
and helping rather than interfering in an employee’s work.

The final step involves discussing the appraisal with the employee, setting tentative goals,
and then the cycle repeat. The performance appraisals must be reviewed with employees to
be effective. Sit down with each employee to review the expected result and provide
feedback about what they’ve done will and what areas need improvement. Make sure all
feedback is written in objective terms and speak to employee in a professional and positive
manner. Supervisor want to set the tone for an open and productive discussion. There are
some steps supervisor can take to make it as successful as possible,

 Create a supportive environment by stating clearly the purpose of the discussion. Be as

non-threatening and open as possible since the employee may be tense or
uncomfortable.
 Discuss key areas of responsibility and give examples of specific results. Have the
employee go first, based on the self-appraisal or the questions you provided in advance.
Ask lots of questions and get clarification to make sure you understand the employee's
point of view.
 Discuss what could have been done better. Identify your concerns and listen to the
employee's explanations.
 Ask your employee for help in resolving problems. Focus on future performance and be
sure the employee takes responsibility for improvement.
 Make sure you and the employee have the same understanding of future expectations
regarding performance.
 Give positive recognition for performance that reinforces the goals of the work unit.
 Discuss the employee's interests and potential new responsibilities. Discuss both of your
roles in achieving new objectives while maintaining ongoing responsibilities.
 Conclude on a positive note, emphasizing the benefits of your dialog.

This review helps determine how good employees have met these standards, determines
reasons for deficiencies, and develops a plan to correct the problems. The discussion also
establishes goals for the next evaluation period.

Characteristics of and Effective Appraisal System

the purpose of a performance appraisal system is to improve performance of individuals,

teams, and the entire organization. Organization should seek an accurate assessment of
performance that permits the development of a plan to improve individual and group
performance. The following factors assist in accomplishing these purposes.

 Job-related criteria – this might be the most basic criterion. More specifically, evaluation
criteria should be determined through job analysis.
 Performance expectation – Both supervisor and employee should agree on the
expectation of the result and how to measure before next appraisal. So, that they know
evaluate themselves along the way or during the year, they will know if their result still
far from the target or not? Or, if there are some external factor has high impact on their
goal such as economic crisis, disaster or material supply shortage, then they can discuss
with supervisor to adjust the expectation.
 Standardization – The company should align goal and how to evaluation performance
among the same job, and under the same supervisor. Normally, the appraisal period
rules by company or HR but supervisor can set up the evaluation more frequency with
employee to ensure, at the end, the outcome will hit the target. Anyway, the frequency
of evaluation need to standardize, supervisor need to make the same frequency among
his team. On the formal appraisal process, after supervisor and employee agree on the
result, both need to sign the evaluations.
 Trained Appraisers – all supervisors who need to do the appraisal with their team
member need to be trained. Some company mandatory the training course for all
supervisor level. They need to know how to prepare and conduct the appraisal process
within their organization. Apart from this, each company may have difference type of
software, process and period of the appraisal, the supervisors need to know and aware
of that information so that they can process without any delay. The training should
cover how to rate employees as per company standard as well.
 Continuous Open Communication – Most employee want to know how well they
performing. A good appraisal system provides highly desired feedback on a continuing
 basis. Periodical evaluation is needed, so that the employee can know how far from the
agreed expectation result. This will avoid the big surprise and unexpected situation
during the appraisal review. Even though the interview presents an excellent
opportunity for both to exchange ideas, it should never serer as a substitute for the day-
to-day communication and coaching required by performance management.
 Performance Review – The manager or supervisor need to make a continuous
communicate with team member of their performance review. This process allows them
to detect any errors or omissions in the appraisal, or an employee may simply disagree
with the evaluation and want to challenge it.
 Due Process – Ensuring due process is vital. If the company does not have a formal
grievance procedure, it should develop one to provide employees and opportunity to
appeal appraisal results that they consider inaccurate or unfair. They must have a
procedure for pursuing their grievances and having them addressed objectively.