FARM 2 - REPORT WOFFICE AND ADMIN REPORT

OFFICE

2. Father God in heaven, we thank
you Lord
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n us, especially on this
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we can understand our lessons
d apply them to our future

another life that you

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in life. Thank you for

erything that shall you added to

r life, Ame

nl!

3. RECRUITMENT &
SELECTION

HRMIO2-F7.12 / FARM 2

naa
PIS

TION PROG

4. - is a process of differentiating between applicants in order to identify and hire
those with a greater chance of success in a job.

- is the process of choosing the most suitable person for the vacant position in the
organization.

- is the process in which the candidates for employment are divided into two
classes - those who are to be offered employment and those who are not. (Dale

Yoder) E

While you may have determined that a particular individual is the right person for the job, it's unwise to assume
that she feels the same way. Depending on how much time has passed since you and she last spoke, a lot could
have happened:

@ The applicant may have spoken with employees who said something about the company culture that struck her
as undesirable.

@ She may have gone on other interviews and received a more tempting offer.

@ She may have decided to stay where she’s currently working.

@ It could be, too, that she wasn’t as impressed with your company as you were with her.

5. RECRUITMENT &
SELECTION

HRMIO2-F7.12 / FARM 2

PREPARATION FOR THE FINAL MEETING

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This is a crucial step. So often, employers assume new employees know certain, basic information about the job,
only to learn, after they’ve started, that they do not. To avoid creating employer/employee rifts develop a checklist
that reflects all the particulars of the available position. The checklist should represent a review of topics previously
distüssed,with the applicant; indeed, nothing said at this final stage should come as a surprisegwith the exception
of the actual starting salary figure,

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The procedure \to follow during the final meeting between the HR representative and soon-to-be-employee is y
simple: Use the checklist as a guide, review each topic as it relates to the job he’s about to fill, and answer any
remaining questions he may have. Then, as indicated earlier, return to any areas of disagreement at the énd of the =
meeting and try to reach resolution. A

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6. RECRUITMENT & exe 13.1 inal mein chti.
SELECTION Topic @Discumed Mage A Disagreed

HRMI02-F7.12 / FARM 2 Job title:
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Personal days

Sick days

Vacation Cligiblly; number of
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(General hal benefits including:
Medical
Dental
Vision

TAPIA

7. TOPICS:
JOB TITLE

Primary Duties and
Responsibilities

Start Date
Schedule
y Salary
“| Conditions of Employment
Benefits

Additional Perks

Noncompete Agreement

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POSSIBLE PROBLEMS:
The title fails to accurately reflect the full scope of responsibilities, it is not comparable to other
titles with similar levels of responsibility, or certain words in the title (e.g. clerk or assistant) are
objectionable.
The primary duties and responsibilities encompass tasks the applicant didn’t realize were part ol
the job.

Applicant requires more time before beginning work than you consider reasonable.

Agreed-upon hours, shift arrangement, and/or workdays are no longer acceptable to the
applicant.

Applicant’s expectations have increased since the time of the interview.

Applicant does not want her current employer contacted for ref- erences until she receives a
letter extending an offer,of employment, at which time she will give notice.

There could be:any one of a number of issues regarding benefits, including number of and
eligibility for vacation days, general health benefits, profit sharing, and tuition reimbursement.

The applicant wants.the company QU ee tuff,” such.as a PDA, cell phone, or

The applicant refuses to sign this kind of contract.

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8. The HR representative should señd two copies of the letter to the prospective employee: one for him to
sign and return to the employer, the other for him to keep. Also, send a copy to the hiring manager. The
contents of the letter should be concise and clear, leaving no room for misunderstanding. Much of what y
was discussed during the final meeting should be included.

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D lhe) NOTIFYING REJECTED APPLICANTS
48 { B y

Rejection letters should refer to the specific position for which an individual applied. In other Words, don't
reject the person overall; you may want to consider him for another position in the future. Rejection letters
should be brief, beginning and ending on a positive note. As with letters offering employment, the HR
representative who interviewed the applicant usually sends them.

9. RECRUITMENT &
SELECTION

HRMIO2-F7.12 / FARM 2

cie 13-3. Sample job ofr Ir

January 23, 2XXX

Mr. Richard Reason
20 Foxrun Circle
Secona, Nevada 55555

Dear Mr, Reason

‘Weare pease to confirm cur ole for he nun poston of industrial engineer in
the operations department of Hardcore Industries, The artached jb description eects
the primary duties and responses fr this jb, as discussed during our meeting on
January 21,2%

‘As agreed, you will begin work on February 28, 2XXX. At 9:00 a. on tha date, kindly
reporto your manage, Claire Hinton nthe operations department. a Hardcore s head
arts located at 477 Jackson Boulevard, in coma. For your convenience, you may
Park in space number 47 in the south employee parking lot. This wil be you regular
Parking space a lng a youve employed by Hardcore. When you are required o it
Any al Hardcore oer locations, You wl be able o park in their roading employees
paring lus

Your regularly shedoled core hours will be 10.0 ax. 10 400 ra, Monday through
Friday, wich an atonal two hours of work preceding and/or flowing these how
cach day These abiionl hours will be determined between yoursel and your manager
“This wal total eight hours of work daily, inchang a nc-hourJunch period

[As agree, your base starting salary will be 42.250 per week, which. if annualized, is
«squivaen vo $117,000 year. In addon, you wil socie a sgning bonus of 45,00,
payable in à lump sum, chi immediately upon hie. The etre amount wil be re
{red should your relacion with Hardcore be severed eher by you or us, according
to the terms and conditions of Hardcore atavil agreement (sce below), within six
mont ofthe date o fire. The signing bonos at no bearing whatsoever a any salary
increases for which you might be deered elige, during your unspecified term of en
ployment

Hardcore at-will agreement ade a lows:

“Employees hired by Hardcore Industries may terminate hei employment a any time,
with or without noice or cause. Likewise. Hardcore may terminate the employment of
any ofits employees a any time, with o shout pace or ease.

“1 understand that my employment for no definite period of time, an if terminated
Hardcore Industries sable oly fr wages earned as Of he date of termination.

farther understand that no representative of Hardcore Industries, ether than the pres
‘dnt or a designated ficial, has any authority to enter into any agreement, orl o wit
ten, for employment for any specfied period of time or to make any agreement or
Assurances contrary this poli

“Nothing inthis letter, in the employee handbook, or any other Hardcore document
shall be interpreted ta be in cone with ort eliminate or modif in any way the em

ployment a-nll aus ol Hardcore employes

Exhibe 13-3. Continued

This fer of employments contingent upon certain conditions: (1) satisfactory results
of a Hardcore-niated background check, (2) satisfactory results of a Hardcore inated
reference check: (3) satisfactory results of Hardcore issued preemploymen physical:
(9 allan reales ofa Hardcore des drug em.

‘With regard to items (9) and (4, the nursing ofc hasbeen advised of your start date
and willbe expecting you for your preemployment physical exam and drug test anytime
‘within one week of tat dae; thc is, no late than February 21, 2XXX, The nursing office
is open Monday though Friday, between 8:00 A and 17.00 noon, Please cll extension
(6488 for an appotmment and instructions as to how 0 prepare fr these two exams

‘The extension of an offer of employments also contingent upon your agreement to abide
bby Hardcore noncompete clause” You will ceive alter under separate cover fom
Hardcore’ leal department essentially asking that you coment to (1) being free of any
agreement limiting your ality to work for Hardcore, and (2) upon termination from
Hardcore, agreeing not to work a the same or à comparable job fora competior for a
periodo ane year Upon receipt please call Jocelyn Wright in the legal department at
Extension 6420 with any questions concerning tbe noncompete agreement

The atache schedule of benefits identifies such matters as holidays, personal day, sick
days vacation, general health benefs, insurance, Hardcore’ pension plan, and tuition
reimbursement As discussed during out meeting on January 21, 2XXX, al of thee and
other benefits will be fully explained and your questions answered during employee
orientation Beginning on February 28, 2XXX. Ar that time you wil alto be asked to
Complete certain benefits and payrll forms, Should you have any question that you
‘would lke addressed prior t that dat, please fel fe to contact Hardcore s benefits
‘manager, Lou Briscoe, at extension 649.

[As part of your employment package, you ae ented 10 fee membership in the
LiveLomg health club a PDA, cell phone, and laptop computer. You will asa receive
reimbursable expenses in conjunction with approved Hardcore-related business,
According to the enclosed schedule. These elements wil continue until either party
evokes their employment ac-wil status,

As agreed you wil resign from your current position upon receipt of and agreement with
‘the conditions ofthis job ler. Upon doing o, please not his ce in writing o that
‘we may conduct a reference check with your current employer.

Kindly indicate your understanding and acceptance of the tems of Hardcore’ fer by

‘signing below and curing a signed copy ofthis ler in che enclosed envelope, no later
‘than February 1,2XXX

eis my sincere pleasure o extend his offer of employment with Hardcore Industries. I
you have any non-benefis, health, or legal questions, please do nt hsiat 10 contact
me at extennion 6815,

Sincreh,

Wes Lohan
Manager of Human Resources

10. RECRUITMENT &
SELECTION July 29, 2XXX

HRMIO2-F7.12 / FARM 2

Mr. Alfred Morris
128 Field Avenue
Union City, Nevada 55535

Dear Mr. Morris:

Thank you for taking the time to meet with us to discuss Hardcore Industries’
opening for an industrial engineer. We learned a great deal about your accom-
plishments and aspirations, and appreciate the interest you expressed in our
company.

When filling an opening, Hardcore looks at a number of factors, such as experi-
ence, demonstrated skills, knowledge, and the ability to handle key job-related
situations. This can make the selection process difficult when we are fortunate
enough to attract many qualified applicants. With only one opening, however,
we are forced to turn away many fine interviewees. Accordingly, we regret that
we are unable to extend an offer of employment to you at this time.

Thank you again for your time and interest, Mr. Morris. We hope you again
consider us for employment in the future.

Sincerely,
Wes Lohan

se | Manager of Human Resources

11. RECRUITMENT &
SELECTION

HRMIO2-F7.12 / FARM 2

12. BENEFITS OF ORIENTATION PROGRAMS

Employee orientations accomplish a great deal more than explaining the dos and don'ts of
the workplace. Whether organizational or departmental, orientations benefit employers and
employees alike.

BENEFITS OF ORIENTATION PROGRAMS TO EMPLOYERS

Employers. view this-forum'as'an opportunity to convey their strong commitment to the well-being and development
of the company’s workforce. New hires are motivated to reciprocate by contributing maximally and it will demonstrate
your dedication to the development of the workforce by describing some of the employee-friendly programs in place.

BENEFITS OF ORIEN TION PROGRAMS TO EMPLOYEES

Employees tend to look at the benefits of orientation programs somewhat differentlythan employers.
Whereas employers take a long-term, holistic view of the process, employees want, first and foremost, to feel
welcome.

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8. Personal Hygiene “Eu
4. Supplies and 19
\ Equipment
A 9. Salutations

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Preparations for the arrival of a new employee can vary considerably. As described in the previous example,
some new employees receive a warm greeting and flowersor, in the worst-case scenario, absolutely nothing
because HR forgot that the person was scheduled to begin work.

Supply the new employee with:
*An Agenda of the Person’s First Day.
*Essential Supplies
*Map/Floor Plan
*Organizational and Departmental Charts

*Reading Materials

*Access Materials A

*Food/Beverage Locations

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15. REC BEN T&

ORGANIZATIONAL ORIENTATION

a process not an event to be accomplished in a day or even a week.

Noting what was said earlier about orientation objectives from the dual perspectives of the employer and the
employee, it’s safe to say that a well-planned organizational orientation should make new employees feel
welcome

and knowledgeable about their new organization.

There are mixed views as to the best composition of an orientation program.

The site selected for your organizational orientation program should be centrally located and convenient for most
employees.

Basically, all topics covered during an organizational orientation fall into one of two categories: what employees
can expect from the organization and what the organization expects to receive from employees. Beyond these

© two broad areas, organizations can choose from a wide selection of additional topics, suitable to their work “
environment and relevant to a particular group of participants. À

16. UITMENT &
CTION ORGANIZATIONAL ORIENTATION

12) FARM2
not an event to be accomplished in a day or even a week.

An employee handbook contains many of the topics typically discussed during orientation. While all subjects
covered should be written so that they're self explanatory, it's advisable to encourage employees to ask
questions and seek clarification,

The next area to consider in orientation planning is departmental representation; that is, who should conduct or
be actively involved with the program.

Orientation information can be imparted in a variety of ways. In fact, variety is considered essential to the
success of a program when a great deal of information is presented.

Employees should be encouraged to begin orientation as soon as possible, usually on the first day of work.

17. DEPARTMENTAL ORIENTATION

l

Departmental orientations need not be as structured
as.organizational orientations. Sometimes, there's
only one new hire in a department at any given time.

+ Departmental Responsibilities

+ Interrelationship Between the Employee's — : ur =
Mos Department and Other Departments FAMILIARIZATION W FFICE
+ Department Structure Take the new hire on a walking tour of the office. #
+ Departmental Culture CONTE
+ Job Duties and Responsibilities: So far we've seen that proactive managers prepare
+ Confidentiality = to welcome newhires by announcing their arrival

+ Performance Expectations tothe rest of the staff and providing awell-

+ Hours of Work outfitted workspace.

+ Meal and Break Periods

Payroll

+ Personal Telephone Calls and PersonalUse of the
Computer

+ Reporting Relationships

+ Vacation Scheduling

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18. KAFAN, JESIBELL I KAMANSA, ALVIN I FARA, JACKY

19. RECRUITMENT &
SELECTION

HRA FARM 2

THE PARTNER PROGRAM

- referred to as the buddy/System, sponsor system, or
shadowing, is a one-on-one relationship between a new hire and
another employee from the same.department, whereby the
latter is assigned to answer questions, offer encouragement, and
provide whatever personal assistance may be needed as the new
employee becomes acclimated to his work environment.

[ Partner programs are similar to mentoring in that the process is
a developmental, Helping relationship. And Partner programs
can range from a casual transfer of information or ideas from
One person to another, to a structured system with a specific
agenda. Partner programs should begin before new hires
begin work.

+ The initial confusion and uncertainty
experienced by all new employees is greatly
reduced.
+ New hires can be assured of receiving
comprehensive, straightforward answers to
important questions about day-to-day matters.
+ Managers have more time to deal with
employees on work-related issues.
+ New employees are likely to develop
increased confidence and self-esteem, leading
to greater productivity.
Y
+

20. Select a peer who will make a lasting impression—someone who is
personable, patient, and can explain things clearly and concisely. Also, select
an.employee with high personal standards of performance and

a positive attitude: Ideally, a partner should be someone whose style of

; communication and approach\to work is flexible enough to suit that of the

+ new hired.

This process allows employees to log on to a guide that takes them through
any one of several areas typically covered during conventional orientation
programs. Of course, missing from this approach is the opportunity for two-

Way communication. For example, often an employee’s question will trigger
an additional, relevant thought that the presenter may offer to enhance a
topic currently under discussion.

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21. -refers to the formal combination of two or more
delivery modes to meet a specific set of learning
objectives. Typically, the delivery modes are
technology- based lessons and traditional
classroom instruction

- to simultaneously support organizational
objectives and meet tt
ds of
the cost of program delivery

inique development

mental n h individual while optimizing

- Applying blended learning to employee
orientation is growing in popularity. The process

allows companies to impart critical information

about an organization in an efficient yet still
personalized way.

Step 1. New employees meet for an introductory session.
Step 2. Employees complete a series of self-paced, online tutorials

“
covering orga-national information, benefits, policiestand
procedures, health and safety, employee programs, and training and
development.
Step 2. Employees complete a series of self-paced, online tutorials

_

covering organizational information, benefits, policies and
procedures, health and safety, employee programs, and training and e
development.

Step 5. Employees return to the intranet and complete an additional
questionnaire that solidifies their understanding of all that they:

leamed in the classroom and online. i
Step 6. Employees complete an online orientation eyaluation,
providing feedback about the blended learning process and making
suggestions for future improvements.

22. RECRUITMENT &
SELECTION

HRMI02-F7.12 / FARM 2

According to Business Today, onboarding is the process of
integrating new hires in a company. It’s a process by which new hires
learn the ropes and get settled. Some employers use the term
onboarding interchangeably with orientation, along with alignment,
assimilation, integration, and transition.

* Onboarding continues far beyond the point at which orientation
programs typically end, lasting as long as a year.

+ Onboarding links new employees with more colleagues and
introduces them to other aspects of the company

* Onboarding provides specialized resources and intensive support.
The onboarding process supports a closer connection between an
employee and her manager.

+ Onboarding programs are customized to focus on the areas of

greatest need for an individual’s role in the company.

23. 'ECRUITMENT &
ELECTION

HRMI02-F7.12 / FARM 2

ONBOARDING PROGRAMS FOR EXECUTIVES

In some organizations, onboarding targets employees hired for or promoted into leadership
roles. In this regard, onboarding is intended to:

+ Ensure that new leaders are thoroughly indoctrinated in the workings, priorities,
objectives, brand identity, strategic direction, decision-making processes, initiatives, results
achieved, and culture of the company

+ Offer in-depth information relevant to how the company measures success

+ Provide a systematic approach to ensure that new hires succeed in their jobs and remain
with the company

+ Ensure alignment between organizational and individual goals

+ Foster increased exchange of information between members of the leadership team

+ Focus on creating and nurturing solid employer/employee relationships

+ Increase job satisfaction

+ Decrease job tumover

An example of a formalized approach to onboarding incoming leaders may be seen at
Johnson & Johnson in New Brunswick, New Jersey. Their objective is to help executives
learn about and adapt to the ways of the company as quickly as possible.

To accomplish this, the company has developed three separate programs for different levels
of executives:

1. Transitions Coaching Program. This agenda is for new executives.

2. Transitions L nip Prog This course is for vice presidents and executive vice
presidents taking on new functional roles.

3. New Business Leader Program. This plan is designed for senior-level executives moving
from functional responsibilities to more complex positions.

24. ECRUITMENT &
SELECTION ONBOARDING AND MANAGERIAL RELATIONS WITH EMPLOYEES

HRM102-F7.12 / FARM 2 yy
With regard to the relationship between onboarding and a closer connection AL
between managers and their employees, managers should foster six critical ‘

categories:

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Go,

1. Relationships

Managers need to talk to their new hires about what each of them can do to
develop their employer/employee relationship. Each should be frank about
observations they've made concerning the other person's strengths and areas
requiring improvement.

2. Interests

The most effective managers learn about their employees” interests. What

aspects of work do they most enjoy? What is it about these tasks that they
enjoy? What are their passions outside of work? Is there a way to integrate
what they enjoy off the job with work?

3. Challenge
Top performers need to remain challenged if they're going to remain
productive. A manager is responsible for learning what motivates or challenges
his employees so they'll want to continue working at an optimum level of
output.

25. RECRUITMENT &

SELECTION ONBOARDING AND MANAGERIAL RELATIONS WITH 72
Ama E7127 FARM 2 a
4. Focus $ ya ) Me Y),
Employees who function within the confines of their department and | :

lack a thorough understanding of their role toward achieving
organizational goals are not going to be maximally motivated or
productive. Managers are responsible for keeping employees informed
of goings-on companywide and how each individual’s contributions make
the organization that much stronger and more successful.

5. Work/Life Balance

Even the most dedicated workers need to balance their jobs with family
and outside interests and obligations. The most effective managers
understand this and—without prying—show an interest in and support
for each individual’s life outside of work.

6. Follow-Through

As managers and employees learn more about one another and develop
a greater sense of mutual trust and understanding, it should become
easier for everyone to complete work assignments, follow through on
commitments, and meet deadlines.

26. BEST PRACTICES: SAMPLE ORIENTATION PROGRAMS

9 Bausch £ Lomb
- an orientation program consists of an interactive online video that
stresses organizational issues; HR management guidelines that focus
on the employee's workgroup; and a mentoring program that
addresses job issues. Together, these three components are designed
to promote company values and culture. The emphasis is on
communicating principles and how new employees can participate and
contribute. This, in turn, increases employees’ sense of belonging and
strengthens their commitment to the company.

The Container Store

Orientation at The Container Store consists of “Foundation Week.” A
layered approach to conveying information reinforces whatever
employees learned the day before. By the end of the week, new hires
have been exposed to the same information in several different ways
from a host of different people.

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27. BEST PRACTICES: SAMPLE ORIENTATION PROGRAMS

@ Whole Foods Market
New hires at Whole Foods Market work for thirty days before they're
voted by existing employees onto a specific team. During that time,
they're assigned a buddy and required to complete orientation and a
skills-based checklist. Each location has its own orientation agenda,
tailored to fit its member base. For example, some loca tions support a
large population of team members who don’t speak English as their
first language; as such, orientation videos are translated into their
native language.

Intel Corporation

Intel provides a great deal of information during a new hire orientation
session. At its conclusion, employees are provided with relevant online
links so they can access additional information. While the company
supports a blended learning approach, it is a strong advocate of the
human interaction that comes from classroom instruction.

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