Sheger College

HRM Assignment
1. Explain the difference between affirmative action and equal employment opportunity.
2. Based on your evaluations of professors (Instructors) who taught you in class at Sheger
College, develop a list of specific selection techniques (criteria) that you would suggest your
College Dean use to hire the next professors (Instructors) at this College.
3. Assume you are the manager in a small restaurant; you are responsible for hiring employees,
supervising them, and recommending them for promotion. Compile a list of potentially
discriminatory management practices you should avoid.
4. Interview 5 managers between the ages of 25 and 35 at a local business who manages
employees age 40 or older. Ask the manager to describe three or four of his or her most
challenging experiences in managing older employees. Explain these challenges in order of
severity.
5. CASE STUDY OF ‘NAFTOLE CLEANING COMPANY’ - Getting Better Applicants.
If you were to ask Sington and her father what the main problem was in running their firm,
their answer would be quick and short: hiring good people. Originally begun as a string of coin-
operated Laundromats requiring virtually no skilled help, the chain grew to six stores, each
heavily dependent on skilled managers, cleaner/spotters, and pressers. Employees generally have
no more than a high school education (often less), and the market for them is very competitive.
Over a typical weekend, literally dozens of want ads for experienced pressers or cleaner/spotters
can be found in area newspapers. All these people usually are paid around Br.80 per hour, and
they change jobs frequently. Sington and her father thus face the continuing task of recruiting
and hiring qualified workers out of a pool of individuals they feel are almost nomadic in their
propensity to move from area to area and job to job. Turnover in their stores (as in the stores of
many of their competitors) often approaches 400%. Don’t talk to me about human resources
planning and trend analysis, says Sington. We are fighting an economic war and I’m happy just
to be able to round up enough live applicants to be able to keep my trenches fully manned. In
light of this problem, Sington’s father asked her to answer the following questions: place
yourself in place of Sington, answer the following questions neatly.
Questions:
1. First, how would you recommend we go about reducing the turnover in our stores?
2. Provide a detailed list of recommendations concerning how we should go about increasing our
pool of acceptable job applicants so we no longer face the need to hire almost anyone who walks
in the door. (Your recommendations regarding the latter should include completely worded
online and hard-copy advertisements and recommendations regarding any other recruiting
strategies you would suggest we use.)

1. Affirmative action is a proactive approach to promoting diversity and inclusion in the

workplace by taking steps to ensure that historically disadvantaged groups are given equal
opportunities for employment, promotion, and advancement. This may involve setting specific
goals or quotas for hiring underrepresented groups, implementing outreach programs, and
providing training and development opportunities.
Equal employment opportunity, on the other hand, is a legal requirement that prohibits
discrimination in the workplace based on characteristics such as race, gender, age, religion,
disability, or national origin. It ensures that all individuals have an equal chance to compete for
jobs and advance in their careers based on their qualifications and performance, rather than their
personal characteristics.
In summary, affirmative action is a proactive strategy to promote diversity and inclusion, while
equal employment opportunity is a legal requirement that prohibits discrimination in the
workplace.

2. Potentially discriminatory management practices to avoid as a manager in a small restaurant

include:

1. Discriminatory hiring practices such as asking inappropriate questions during interviews

based on age, gender, race, religion, disability, or other protected characteristics.
2. Giving preferential treatment or opportunities for promotion based on personal
relationships rather than qualifications and performance.
3. Allowing or engaging in harassment or creating a hostile work environment based on
protected characteristics.
4. Making decisions on hiring, promotion, or discipline based on stereotypes or biases
related to a person's protected characteristics.
 5. Failing to provide reasonable accommodations for employees with disabilities.
6. Paying different wages or benefits based on protected characteristics such as gender or
race.
7. Fostering a discriminatory or hostile work culture by allowing discriminatory jokes,
comments, or behaviors.
8. Retaliating against employees who report discrimination or harassment.

By actively avoiding these potentially discriminatory practices, you can create a fairer and
inclusive workplace environment for all employees.

1. To reduce turnover in our stores, I would recommend implementing the following

strategies:

 Improve employee training and development programs to ensure that employees feel
supported and have opportunities for growth within the company. This can help increase
job satisfaction and reduce turnover.
 Provide competitive wages and benefits to attract and retain quality employees. By
offering better compensation packages, we can make our company more attractive to
potential candidates and reduce the likelihood of them leaving for better paying
opportunities.
 Foster a positive work culture and environment by promoting open communication,
recognizing employee contributions, and providing opportunities for feedback and input.
A positive work environment can help increase employee satisfaction and loyalty.
 Conduct exit interviews with employees who leave to gain insight into the reasons for
their departure and identify areas for improvement.

2. To increase our pool of acceptable job applicants, I would recommend the following
strategies:

 Develop a strong employer brand and promote it through online and hard-copy
advertisements. Highlight the benefits of working for our company, such as competitive
wages, opportunities for growth, and a positive work environment.
 Utilize online recruiting platforms such as job boards, social media, and company website
to reach a wider audience of potential candidates. This can help us attract more qualified
applicants.
 Partner with local schools, vocational programs, and community organizations to recruit
candidates who may not typically consider a career in the cleaning industry. This can
help us tap into a broader pool of talent.
 Offer referral bonuses to current employees who refer qualified candidates to encourage
them to help us recruit top talent.
 Attend job fairs, networking events, and industry conferences to connect with potential
candidates and promote our company as a desirable employer.
By implementing these strategies, we can improve our recruitment and retention efforts, reduce
turnover, and build a strong team of qualified and dedicated employees

4. Answer Template:
1. Introduction
 Introduce the topic and specify that the focus is on the most challenging experiences in
managing older employees.
 Mention that the information was gathered from interviews with 5 managers between the
ages of 25 and 35 at a local business.
2. Manager 1's Challenges
 Manager 1 describes the challenge of bridging the generation gap between younger
managers and older employees.
 Manager 1 also mentions the difficulty in motivating older employees who may be less
receptive to change or new technologies.
 Lastly, Manager 1 discusses the challenge of addressing potential resistance to feedback
or coaching from older employees.
3. Manager 2's Challenges
 Manager 2 highlights the challenge of managing older employees who may have more
experience or tenure within the organization.
 Manager 2 also mentions the difficulty in managing conflicting viewpoints or approaches
to work between younger managers and older employees.
 Lastly, Manager 2 discusses the challenge of balancing the expectations and preferences
of older employees with the goals and priorities of the business.
4. Manager 3's Challenges
 Manager 3 describes the challenge of managing older employees who may be resistant to
change or new ways of working.
 Manager 3 also mentions the difficulty in addressing potential health or physical
limitations that may impact the performance of older employees.
 Lastly, Manager 3 discusses the challenge of fostering a collaborative and inclusive work
environment that values the contributions of all employees, regardless of age.
5. Conclusion
 Summarize the challenges described by the managers in managing older employees.
 Highlight the common themes of bridging the generation gap, motivating older
employees, and addressing resistance to change or feedback.
 Conclude by emphasizing the importance of effective communication, empathy, and
flexibility in managing a diverse workforce with employees of varying ages.

To answer the question, you would need to conduct interviews with 5 managers aged 25-
35 who manage employees aged 40 or older at a local business. Ask them to describe
three or four of their most challenging experiences in managing older employees. Then,
explain these challenges in order of severity based on the responses provided by the
managers. Summarize the insights gained from the interviews to provide an overview of
the challenges faced by young managers in managing older employees.

To answer the question, follow these steps:

1. Identify Managers to Interview:
o Contact local businesses and identify managers who fit the criteria (aged 25-35
managing employees aged 40 or older).
o Explain the purpose of the interview and seek their willingness to participate.
2. Conduct Interviews:
o Arrange interview sessions with the selected managers.
o Prepare a list of questions focusing on their experiences in managing older
employees.
o Conduct the interviews either in person or through video calls, ensuring a
comfortable and conducive environment for open discussion.
3. Record Responses:
o Take detailed notes or record the interviews with permission.
o Document the managers' responses to each question, focusing on their most
challenging experiences.
4. Analyze Responses:
 o Review the responses from all five managers to identify common themes or
recurring challenges.
o Analyze the challenges described by each manager in terms of severity and
impact on their managerial role and team dynamics.
5. Organize Challenges by Severity:
o Order the challenges described by each manager based on the perceived severity,
considering factors such as frequency, magnitude of impact, and difficulty in
resolving them.
o Create a ranked list of the challenges, starting from the most severe to the least
severe.
6. Provide Explanations:
o For each challenge identified, provide a detailed explanation of the circumstances
described by the managers.
o Discuss the specific difficulties faced in managing older employees and the
implications for the managers and their teams.
7. Offer Insights and Recommendations:
o Reflect on the challenges outlined by the managers and offer insights into
potential strategies or solutions to address them.
o Consider the unique dynamics of managing a multigenerational workforce and
propose recommendations to enhance communication, collaboration, and mutual
understanding.
8. Draft the Report:
o Compile the findings, including the challenges ordered by severity and the
corresponding explanations.
o Structure the report in a clear and organized manner, ensuring coherence and
readability.
o Proofread the report for accuracy, coherence, and clarity before finalizing it for
submission or presentation.
9. Present the Findings:
o Present the findings to relevant stakeholders, such as business owners, HR
managers, or academic audiences.
 o Facilitate discussions on the implications of the findings and collaborate on
implementing actionable strategies to address the challenges identified.

5.To address the questions presented by Sington's father, here are some
recommendations:
1. To reduce turnover in the stores, consider implementing the following strategies:
 Improve the onboarding process: Provide comprehensive training and support for new
employees to ensure they feel confident and valued in their roles.
 Offer competitive wages and benefits: Consider increasing pay rates or offering bonuses
to incentivize employees to stay with the company.
 Create a positive work environment: Foster a positive and inclusive workplace culture
where employees feel respected, supported, and appreciated.
2. To increase the pool of acceptable job applicants, consider the following
recommendations:
 Develop a strong employer brand: Highlight the company's values, culture, and
opportunities for growth in advertisements to attract top talent.
 Utilize online recruitment platforms: Post job openings on popular job boards and
professional networking sites to reach a wider audience of potential applicants.
 Partner with local schools and community organizations: Establish relationships with
educational institutions and community groups to build a pipeline of qualified candidates
for future job openings.
 Offer employee referral incentives: Encourage current employees to refer qualified
candidates by providing rewards or bonuses for successful hires.
 Conduct targeted outreach campaigns: Identify specific demographics or communities
that may be underrepresented in the current applicant pool and implement targeted
recruitment strategies to attract diverse candidates.
By implementing these recommendations, Naftole Cleaning Company can improve
employee retention rates and build a stronger pool of qualified job applicants for future
hiring needs.

Template answer:
In order to hire the best instructors at Sheger College, the Dean should consider the following
selection techniques:
1. Teaching Effectiveness: Evaluate the instructor's ability to effectively communicate
course material, engage students, and facilitate learning. This can be assessed through
student evaluations, classroom observations, and teaching portfolios.
2. Subject Matter Expertise: Ensure that the instructor has a deep understanding of the
subject they will be teaching. This can be verified through academic credentials, teaching
experience, and professional certifications.
3. Pedagogical Skills: Look for instructors who incorporate a variety of teaching methods
and techniques to cater to different learning styles. This can be assessed through sample
lesson plans, teaching philosophy statements, and classroom demonstrations.
4. Student Engagement: Prioritize instructors who actively engage students in the learning
process through interactive activities, discussions, and group work. This can be evaluated
through student feedback and peer evaluations.
5. Professionalism: Seek instructors who demonstrate professionalism in their interactions
with students, colleagues, and staff. This can be assessed through references, interviews,
and background checks.
By utilizing these selection techniques, the Dean can identify and hire instructors who will
effectively educate and inspire students at Sheger College.

Criteria for Hiring Professors at Sheger College:

1. Educational Background:
 Candidates must possess a relevant advanced degree (PhD or equivalent) in their field of
expertise.
2. Teaching Experience:
 Candidates should have a minimum of 5 years of teaching experience at the college or
university level.
 Preference will be given to candidates who have received positive feedback from their
students.
3. Research Experience:
  Candidates should have a strong record of research publications in reputable journals.
 Preference will be given to candidates who have received research grants or awards.
4. Communication Skills:
 Candidates should demonstrate strong verbal and written communication skills.
 Candidates should be able to effectively communicate complex ideas to students and
colleagues.
5. Teaching Style:
 Candidates should have a student-centric teaching style that promotes active learning.
 Candidates should be able to use innovative teaching methods and technologies to engage
students.
6. Professionalism:
 Candidates should demonstrate professionalism, integrity, and a commitment to academic
excellence.
 Candidates should have a collaborative and collegial attitude towards their colleagues and
students.
7. Continuous Learning:
 Candidates should demonstrate a commitment to ongoing professional development and
improvement in their teaching and research abilities.
By using these specific selection techniques, the College Dean can ensure that the professors
hired at Sheger College are highly qualified, competent, and dedicated to providing a quality
education to their students.