Midterm Exam

Topics: Human resource management, Human resources, Management Pages: 5 (752 words) Published: October 17, 2014
1. Explain the three (3) key competencies needed by Human Resource professionals to become full business partners? Rank the three (3) in order of importance in your opinion and discuss the rationale behind your rankings.

To become a Human Resources professional and to be considered successful in the role, each individual much possess these competencies to be considered top executive. Business mastery, HR mastery, and personal credibility will propel a HR employee to a top executive HR manager. Business mastery is the understanding and structure of their organization and their strategies completely, from economic and financial capabilities to the direction in which the organization is undertaking. (Snell, 2012)

Secondly, the mastery of HR within their company, developing an expertise of staffing, appraisals, team building, performance measurement, communication and more. Strong interpersonal skills and behavioral science know-how is essential in being an expert in the human resources role. The last competency is personal credibility. Similar to many management professionals, an aspiring HR professional must earn credibility and trust by developing good relationships with people that posses these traits. In doing so, they can establish their personal credibility. (Snell, 2012)

It is difficult to rank these competencies as each are vital to being a professional executive HR manager; however, I would rank personal credibility the highest. Credibility and trust is a difficult skillset to develop and retain in the business world. One wrong word, one misunderstood action, or misinformation can cause your credibility to disappear. I would rank HR mastery second, as being equipped with the knowledge and know-how of Human Resources; an HR professional can move from organization to organization the basic and details of HR management will not vary much. As mention previously, HR professionals can move from company-to-company, there mastery of their corporation they are currently to only substantial as long as they are employed there, making it the least important.

2. Discuss work sample, physical ability, and cognitive ability pre-employment tests. Discuss the traits each test measures and specifically the type of jobs each would be most appropriate for employment candidates.

Work sample is a knowledge test that asks perspective employees to accomplish a task they would be required on the job. Devised from a strategic construct to measure the expertise within the function or content. An example of work sample test is when potential accountant is asked to create a balance sheet of a client’s transactions.

Physical ability tests an applicant’s physical capabilities, such as: running, lifting, jumping, strength, and endurance. These tests are mostly seen in potentially dangerous role of employment: firefighters, police officers, or football players. It is important to note that is sometimes causes discrimination against women as they tend to possess balance, flexibility or dexterity, compared to strength, endurance or height.

Lastly, cognitive ability tests measure the mental capabilities of applicant. These tests covers general intelligence, verbal fluency, numerical ability, and reasoning; examples of cognitive exams are Scholastic Aptitude Test (SAT), Graduate Management Aptitude Test (GMAT), and Bennett Mechanical Comprehension Test. An example where mental agility would be tested and verified would be for National Security Agency (NSA). Knowledge or countries, cultures, languages and other relevant information would need to be known.

3. Outline an MBO program for a specific position(s) utilizing and identifying "SMART" measures and/or metrics.

“Management by objectives (MBO) is an effective method of setting employee goals that align with the goals of a larger unit, the firm, and/or other employees. MBO is a simple process that requires employee participation, but it is extremely time-consuming due to...


References: Snell, S., & Bohlander, G. (2013). Managing human resources (16th ed.). Mason, Ohio: South-Western
Dessler, G., & Varkkey, B. (2011). Human Resource Management. Delhi: Pearson.
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