HRM 635 Topic 3 DQ 1
Grand Canyon University HRM 635 Topic 3 DQ 1-Step-By-Step Guide
This guide will demonstrate how to complete the HRM 635 Topic 3 DQ 1 assignment based on general principles of academic writing. Here, we will show you the A, B, Cs of completing an academic paper, irrespective of the instructions. After guiding you through what to do, the guide will leave one or two sample essays at the end to highlight the various sections discussed below.
How to Research and Prepare for HRM 635 Topic 3 DQ 1
Whether one passes or fails an academic assignment such as the Grand Canyon University HRM 635 Topic 3 DQ 1 depends on the preparation done beforehand. The first thing to do once you receive an assignment is to quickly skim through the requirements. Once that is done, start going through the instructions one by one to clearly understand what the instructor wants. The most important thing here is to understand the required format—whether it is APA, MLA, Chicago, etc.
After understanding the requirements of the paper, the next phase is to gather relevant materials. The first place to start the research process is the weekly resources. Go through the resources provided in the instructions to determine which ones fit the assignment. After reviewing the provided resources, use the university library to search for additional resources. After gathering sufficient and necessary resources, you are now ready to start drafting your paper.
How to Write the Introduction for HRM 635 Topic 3 DQ 1
The introduction for the Grand Canyon University HRM 635 Topic 3 DQ 1 is where you tell the instructor what your paper will encompass. In three to four statements, highlight the important points that will form the basis of your paper. Here, you can include statistics to show the importance of the topic you will be discussing. At the end of the introduction, write a clear purpose statement outlining what exactly will be contained in the paper. This statement will start with “The purpose of this paper…” and then proceed to outline the various sections of the instructions.
How to Write the Body for HRM 635 Topic 3 DQ 1
After the introduction, move into the main part of the HRM 635 Topic 3 DQ 1 assignment, which is the body. Given that the paper you will be writing is not experimental, the way you organize the headings and subheadings of your paper is critically important. In some cases, you might have to use more subheadings to properly organize the assignment. The organization will depend on the rubric provided. Carefully examine the rubric, as it will contain all the detailed requirements of the assignment. Sometimes, the rubric will have information that the normal instructions lack.
Another important factor to consider at this point is how to do citations. In-text citations are fundamental as they support the arguments and points you make in the paper. At this point, the resources gathered at the beginning will come in handy. Integrating the ideas of the authors with your own will ensure that you produce a comprehensive paper. Also, follow the given citation format. In most cases, APA 7 is the preferred format for nursing assignments.
How to Write the Conclusion for HRM 635 Topic 3 DQ 1
After completing the main sections, write the conclusion of your paper. The conclusion is a summary of the main points you made in your paper. However, you need to rewrite the points and not simply copy and paste them. By restating the points from each subheading, you will provide a nuanced overview of the assignment to the reader.
How to Format the References List for HRM 635 Topic 3 DQ 1
The very last part of your paper involves listing the sources used in your paper. These sources should be listed in alphabetical order and double-spaced. Additionally, use a hanging indent for each source that appears in this list. Lastly, only the sources cited within the body of the paper should appear here.
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DQ Organizations may have developed a detailed interview process with standard questions for each position, pre-employment assessments, and other selection tools.
Organizations may have developed a detailed interview process with standard questions for each position, pre-employment assessments, and other selection tools. Specify one standard interview question, including the job title. Discuss why you developed this question and the response you would expect a potential candidate to provide.
REPLY TO DISCUSSION
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Topic 3 DQ 1
Organizations may have developed a detailed interview process with standard questions for each position, pre-employment assessments, and other selection tools. Specify one standard interview question, including the job title. Discuss why you developed this question and the response you would expect a potential candidate to provide.
A crucial part of the employment hiring process is asking candidates a set of pre-screening interview questions. These questions should help you determine if the candidate might be a good fit for the open position before you call them in for an in-person interview. Conducting a pre-screening phone interview can help you narrow down your candidate pool and speed up the interview process. Pre-screening questions are a great way to get a first impression of potential candidates, learn about their interpersonal skills, and go over the basic requirements of the job before you spend time conducting an extensive interview. During a pre-screening interview, you can learn the applicant’s necessary information to determine how well they meet your required criteria. You can also get a first impression of the person, which you can add to notes for other team members who might also interview the candidate. Employers give pre-employment tests to see if your skills match the requirements within the job description. For example, if an employer is hiring for a copywriter position, they might administer a writing test to find out if your skills match their expectations. An employer may decrease their company’s turnover rate if they hire someone who passes a skills test because it shows how an applicant can apply their knowledge. This is why an organization has to prepare a well-detailed and planned structured interview before hand.
Specify one standard interview question, including the job title. Discuss why you developed this question and the response you would
expect a potential candidate to provide. Assuming, my organization is hiring someone who has professional office skills, this is the question we should ask:
- What do you think is the most important factor in managing an office effectively and efficiently? Explain how you have done this in the past.
- What is your approach to problem-solving? Give an example of where your approach has been effective.
- What experience do you have with interpreting policy and disseminating guidelines and developing procedures for others? But for interpersonal skills, we should ask:
- What are your strengths? What are your weaknesses?
- Describe experience supervising other employees. How do you measure your effectiveness in this area?
- What would your last boss say about you?
- Describe how you like to be managed, and the best relationship you’ve had with a previous boss.
- What do you do when you know you are right and your boss disagrees with you? Give me an example.
- If your colleagues had an opportunity to tell us your primary strength-what would that be? And, your primary weakness-what would that be? For leadership, we would ask:
- How would you describe an ideal supervisor?
- What strengths did you rely on in your last position to make you successful in your work?
- As a supervisor, it is essential to motivate employees in your area. Sometimes this must be done using non-monetary means. Please describe some creative ways you have motivated and recognized employees in the past non-monetarily. And finally, for management, we would ask:
- Define professional behavior and/or conduct appropriate in the workplace.
- Why do you think a team of people – sports team, work team, may not work well together?
- Tell us about your management style – people, teamwork, direction?
- Describe an ideal supervisor.
- What is your own philosophy of management?
- How have you participated in planning processes?
These questions are from the Huma Resource Management System, and it covers all the requirements needed to display before an employee is interviewed or hired.
References:
Doll, J. L. (2017). Structured interviews: Developing interviewing skills in human resource management courses. Management Teaching Review, 3(1), 46-61. https://doi.org/10.1177/2379298117722520
Dessler, G. (2016). Human Resource Management (15th ed.). Pearson Education
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Replies Thanks for weighing in on our HR topic of interviewing.
I want to broaden our discussion beyond interview questions to other legal aspects of interviewing and hiring and get your thoughts. I mentioned in a previous thread that I have trained executives in effective interviewing. We will discuss this more in future weeks, but the interviewing process is extremely important. Not only does effective interviewing help organizations to get the right people in the right positions, but it can be a proactive way to reduce employee turnover, as well. However, the hiring process is also one of the areas where many organizations get into legal trouble. Because many organizations do not have the tools in-house to develop effective interviewing training, it can be very helpful for a company to hire an outside consultant or training organization to train managers and executives in, not only in effective interviewing techniques, but also in the legalities and guidelines set by the government. Many organizations are resistant to hiring outside organizations because of the cost, but the potential legal costs down the road can be far more detrimental.
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How might you, as an HR manager, convince operations management that such a cost is needed and gain buy-in?
Blessings,
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Do you prefer working with a team, or are you better by yourself?
Can you provide an example of when you had to work as part of a team? What were your responsibilities? How well did it work?
What do you think makes the team successful?
Have you ever experienced a problem with a team member? How was the situation resolved?
My question(s) would be around teamwork and how the candidate function on a team. In the cath lab as a team member it is very important that each member can function on the team and have the same rhythm when carrying for a patient during a procedure. A member coming to the team must understand and cable of role change in midstride. I would a potential candidate to verbalize that they able to function well and see that when someone is doing A position the can-do position B and interchange at any moment. I would also expect the candidate to express and realize that there is collegial relationship. These relationships adds to the success of the team.
Reference
Dessler, G. (2016). Human Resource Management (15th ed.). Pearson Education.
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Hello Ramona! These questions are important in selecting the right candidate for the job. I believe while experience is an important component of hiring the right candidate for the job, it is also important to look for other behavioral aspects that may be equally important such as this one (Roberts, 2014). I believe every nurse candidate has certain skills that can be developed along the way. What is important is someone dedicated and committed to delivering the best during practice (Al-Hamdan et al., 2017). Such individuals are eager to learn more and grow in nursing. Employers should always seek out a candidate who is willing and in a different light that demonstrates their true potential as a talented individual committed to promoting excellence in care delivery. Essentially a candidate desires to be part of the organization and grow with what they will give and what interviewers are impossibly searching for, such as character, ability, and experience. Experiences usually go together with abilities. Great post!
References
Al-Hamdan, Z., Dalky, H. F., & Al-Ramadneh, J. (2017). Nurses’ Professional Commitment and Its Effect on Patient Safety. Global Journal of Health Science, 10(1), 111. http://dx.doi.org/10.5539/gjhs.v10n1p111
Roberts, B. (2014). Make Better Hires with Behavioral Assessments. SHRM. https://www.shrm.org/hr-today/news/hr-magazine/pages/0414-predictive-analytics-hiring.aspx
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Thanks for your thoughts on interviewing here.
I mentioned earlier that many organizations do not see the human resources department as a strategic partner in the business. This is unfortunate because, just as we would like to get the right people in the right job, we want the right department overseeing the appropriate aspects of the business. The IT department is entrusted with various technologies, upgrades, and networking; therefore, the human resources department should be seen as the go-to department for recruitment, hiring (EEOC, interviewing), compensation, benefits, employee relations, rewards, incentives, and organizational development.
In cases of hiring discrimination we can see that the legal risks in the hiring process are very real. It’s for this reason that HR needs to be the overseer and expert on all hiring issues.
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Why do you think many companies overlook the fact that HR mitigates costly legal risk? What does it take to get them to see this?
One standard interview question for the job title MIST (Mobile Integrated Service Team), would be “How would you handle managements unorganized work duties? I would expect the candidate to be honest in their answers and say what they think I want to hear. I would expect them to be professional and align their actions with a resolution or suggestions that would work for both sides. I would also expect the candidate to have experience or knowledge with organization challenges, and not just walk off the job because of some problems. The reason I developed this question was the experiences I had with management within my job duties. What I have learned is management will stick together even when things seem unfair or off. Their job is to save the face of the company and find issues with employees to suffice why they respond the way they do. An interview is a structured conversation where one participant asks questions, and the other provides answers. In common parlance, the word “interview” refers to a one-on-one conversation between an interviewer and an interviewee. The interviewer asks questions to which the interviewee responds, usually providing information. That information may be used or provided to other audiences immediately or later. This feature is common to many types of interviews – a job interview or interview with a witness to an event may have no other audience present at the time, but the answers will be later provided to others in the employment or investigative process. An interview may also transfer information in both directions(bing.com). One toll I did learn about interviewing was a candidate should have answers for the interviewee. A candidate should want to know what is expected of them at the end of probation and should also want to know the advantages of promoting if any.
https://www.bing.com/search?q=interview%20questions&FORM=ARPSEC&PC=ARPL&PTAG=30074