Discuss the application of any SHRM behavioral competency(ies) to the process of solving an HR challenge.

This is the scenario that was given: It is performance appraisal time for the organization and in the HR department Dana says, “Kimberly, I have been doing some extra reading on types of appraisal systems.” Kimberly nods her acknowledgment and thinks that Dana’s desire to learn everything she can about HR was a deciding factor for Kimberly in choosing Dana to be her assistant. Dana continues, “I have been reading all sorts of professional materials that say traditional performance appraisals are no longer a good idea in every situation. They are an awful lot of trouble if they do not produce good results!” ”Dana, I hear that too, but I have to tell you that context matters. While some organizations can afford to have alternatives to some type of performance appraisal system, not all can, and our general counsel has advised the VP of HR that we have to have a formal system in place to avoid potential legal danger. We do have a choice though. The VP has offered us three possible types of performance appraisals and I have familiarity with them all. Each has its strength and weaknesses,” Kimberly counsels. Appraisal systems should be considered carefully and are extremely challenging. Although intended to be a vehicle for growth, employees and supervisors see them as an uncomfortable and disagreeable process. The reasons for these perspectives typically have to do with an incomplete or inaccurate choice of performance appraisal methods. Organizations use performance appraisals for a significant number of HR-related decisions, including raises, promotions, training, performance, retention, and much more.What considerations would you recommend to Dana and Kimberly as they choose a new performance appraisal system? Here is what is asked of me: HR CHALLENGE: HIRE FROM WITHIN OR OUTSIDE? Assignment Introduction Scenario You are a newly hired HR professional in a small private sector company that provides a broad spectrum of products for the cruise ship industry. The company repackages standard personal grooming products, perfumes, and lotions into smaller gift packages appropriate for customer appreciation gifts. There are 300 employees in the firm and the organization has a history of a stable workforce with very limited turnover. Recently, the company gained over 200 employees and there are a number of supervisory and managerial positions that need to be filled. The CEO has asked you to work with him to fill positions based on an organizational structure he has just created. It is rumored that the CEO has spoken discreetly to two internal candidates about the position and feels no need to take any action to announce the position internally. It should be noted that the employee manual specifies that all vacant positions be announced both internally and externally. New supervisors and managers are needed in sales (one), marketing (one), operations (two), and security (one). Each of these areas has seasoned employees eager to compete for jobs though some may not be as qualified as external candidates. Your Challenge You are now in a situation with a tough call to make. As the responsible HR professional, you must consider and decide which course of action will provide the greatest benefit for the company and its employees, and how to make a persuasive argument for your recommendation. Your options are to support the CEO’s guidance, or to take a hiring position that protects the organization’s legal posture and maintains an ethical work environment. Assignment Instructions Prepare a 3–4-page plan that states your recommended course of action. Along with your recommendation, include the following: Analyze how your proposed HR solution to an HR challenge contributes to organizational goals and strategies. Should you just follow the guidance of the CEO, or discuss the consequences of placing unqualified people in managerial roles? If you remain silent without any further discussion, what might the implications be to you and the organization? What is the potential opportunity cost of ignoring outstanding external candidates? Describe key legal factors you considered in the formulation of a proposed HR solution. Explain the role of the HR practitioner in advancing a proposed HR solution. Briefly explain the role you will take to influence the eventual outcome. Consider aspects of leadership, negotiation, and consultation. What pros and cons are there for promoting internally versus externally? Consider the implications to the organization and its operations when selecting from both of these populations. Discuss the application of any SHRM behavioral competency(ies) to the process of solving an HR challenge. Which SHRM behavioral competencies are most directly applicable to a successful resolution of this challenge, and why? Review the HR Challenge: Hire From Within or Outside? Scoring Guide to see the criteria by which your assignment will be evaluated. Before submitting your assignment for evaluation, review your draft in SafeAssign to check your use of source material. Submission Requirements The deliverable for this assessment applies professional skills in Human Resources Management (HRM) to workplace situations which you will likely encounter in your day-to-day work in HRM. As part of your learning, we focus on the development of effective professional communication skills for the workplace. Your assessment should meet the following additional requirements: Length: Your plan should be 3–4 typed, double-spaced pages, not including the cover and resources pages. The first page should be a cover sheet with your name, the course number, assessment title, and date. No other information is required on this page. The last page should be the reference list. Organization: Make sure that your assessment writing is well-organized, using headings and subheadings to organize content for the reader. Font and font size: Times New Roman, 12-point font. Resources: Use 2–4 references from trade publications. Evidence: Support your assertions with data and/or in-text citations. APA formatting: Resources and in-text citations are formatted according to current APA style and formatting. Written communication: Support main points and recommendations with relevant and credible evidence. Address the appropriate audience, using familiar, discipline-specific language and terminology. Use spell-check and other tools to ensure correct spelling and grammar. References suggested to use: Cappelli, P., & Conyon, M. J. (2018). What do performance appraisals do?. ILR Review, 71(1), 88–116. Dessler, G. (2020). Human resource management (16th ed.). New York, NY: Pearson. ISBN:9780135172780. Chapter 9: Performance Management and Appraisal. Evaluating Performance Appraisal Systems. This brief media interaction asks you to apply your developing skills and knowledge to the evaluation of performance appraisal systems. Moon, S. H., Scullen, S. E., & Latham, G. P. (2016). Precarious curve ahead: The effects of forced distribution rating systems on job performance. Human Resource Management Review, 26(2), 166–179. Sharma, A., & Sharma, T. (2017). HR analytics and performance appraisal system: A conceptual framework for employee performance improvement. Management Research Review, 40(6), 684–697.

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