A Position of Group Managing Director, Human Resources - Essay Example

STUDENT NAME AND NUMBER: COURSE AND TITLE: HR competencies HRMT 19023 An interview package Abstract This interview package regards to a position of Group Managing Director, Human Resources. It describes the behavioural criteria and interview guide. The package is expected to go for one hour. It will cover: 1. Behavioural criteria to be assessed and reasons for this 2. Preparation information for the interviewer for the interview 3. Interview guide 4. Wording in regard to the interview introduction and conclusion Table of content 1.0 Behavioural criteria 4 2.0 Interview preparation 7 3.0 Interview guide 10 4.0 References 14 5.0 Appendix 16 Position: Group Managing Director, Human Resources 1.0 Behavioural criteria Building coalitions/communication The incumbent of this position requires the ability to explain, express, and advocate ideas and facts in a convincing way, and negotiate with groups and individuals both internally and externally. Incumbent also requires the ability to develop a professional network with other organisations as well as identifying internal politics that may affect the operations of the organisation. Considers and responds to the capabilities, feelings, and needs of various people appropriately in different situations. Able to persuade others, facilitate a win-win situation, gain cooperation from people in order to obtain information as well as accomplish goals (Liu et al. 2007). Ability to make oral presentations that are clear and convincing to groups and individuals, effective listening and clarification of information, facilitation and fostering of open exchange of ideas and communication. Express ideas and facts in writing in a convincing, clear and organised way. Building alliances and developing networks, collaborates and finds a common ground with stakeholders. Has the ability to identify internal as well as external politics that affects the operations of the organisation. Thus, the following will require assessment; strength o oral and written communications, interpersonal skills, partnering, political savvy, and negotiating and influencing factors. Leading change The incumbent of this position require the ability to develop as well as implement the vision of the organisation by integrating goals, values, priorities and other factors. Thus, the ability to balance change and continuity, create a working environment that fosters creative thinking. Has the ability to master new business and technical knowledge and seek feedback from others. Has the ability to apply innovative solutions and develop new insights in order to make improvements in this organisation. Show openness to new information and change and rapid adjustment to new situations that warrants attention as well as resolution. Has the ability to identify and upgrade key policies, political, economic and social trends that impacts on the organisation. Understanding of near and long term plans and determine the best positioning in order to achieve a competitive advantage globally. Has the ability to deal with pressure in an effective manner while maintain intensity and focus and remaining persistent and optimistic even if under adversity (Ulrich et al. 2007). Sustain and create a culture of the organisation that allows everyone to offer quality service in regard to high performance. Has the ability to formulate effective strategies that are aligned to the business and the organisational global competitive strategy. The incumbent needs the ability to act as a catalyst to the changes of the organisation and build a shared vision with other employees. The assessment will base on demonstration of creativity and innovation, flexibility, strategic thinking, resilience, service motivation, continual learning and external awareness (Hamlin, 2007). Leading people The incumbent requires the ability to design and also implement strategies that maximize the potential of employees and promote high levels of ethical standards in meeting the vision, goals and mission of the organisation. Has the ability to develop, retain and recruit a diverse workforce of high quality in an equitable way. Is able to understand, respect and value the differences in individuals in achievement of organisational goals (Hamlin, 2007). Has the ability to develop measures and rewards in order to hold everyone accountable in achievement of results that represent the diversity principles. Has the ability to inspire mutual trust and confidence, behaves in an ethical and fair way in relation to others, and demonstrates a sense of public commitment and corporate social responsibility. Motivates and guides people towards the achievement of goals, develops and sustains cooperation in a consistent manner (Vickers, 2005). The assessment will reflect leadership qualities; team work/building, honesty/ integrity and the power of diversity. Result driven The incumbent require demonstration of the ability to make effective and timely decision, produce results based on strategic planning and implementation as well as policies and programs evaluation while stressing on continuous improvement and accountability. Has the ability to balance the interests of a wide range of clients and readjust priorities in order to respond to the changing and pressing client demands. Has the ability to exercise good judgement by making timely, effective, sound and well-informed decisions. Is able to make sound decisions on hiring and capital resource and address development and training needs. Has the ability to identify opportunities for new product and services development and marketing in the organisational and externally (Saks, 2010). Assessment will involve demonstration of entrepreneurship skills, problem solving skills, decision making and technical credibility (Hamlin, 2008). Business acumen The incumbent of this position requires the ability to administer and acquire human, material, financial and information resources in a way that instils the trust of the public and accomplishes the mission of the organisation. The incumbent demonstrates the ability to use of merit principles, to ensure that the staff is selected, utilized, developed, appraised as well as rewarded in an appropriate way. Has the ability to use approaches that are efficient and cost-effective in integration of technology into the place of work and improve the effectiveness of the program (Prince, 2008). Assessment involves demonstration of management of human resources and technology. 2.0 Interview preparation Questions Questions are very essential in the preparation of an interview as they provide the interviewers with the information they require in regard to the position to be filled. The development of questions should be based on openness and clarity of the questions in order to come up with the most qualified candidate. In addition to other considerations, it is important to put in mind the job description of the position to be filled. In addition, the questions should be developed through a consensus among the members of the panel (Das, 2007). It is also important to ensure that candidates are provided with the questions, the statement of the duty as well as the criteria of selection in order to provide them with an opportunity for reflection of written question in addition to relying on memory based on the question asked by interviewer (Ulrich et al. 2007). Location One of the factors to be considered in selection of an interviewing room is to ensure that there are no disturbances. Thus, boardroom is fit for interviewing due to its minimal interruptions. This allows a good and uninterrupted interaction between the candidate and the panel (Andrewarth & Armstrong, 2005). Before the interview, the room needs to be check in order to ensure that there is sufficient furniture, it is tidy and that there is an appropriate layout of the furniture for interview (Ulrich et al. 2007). Informing candidates Make sure that all candidates are well informed a several days before that they have an interview and are aware of the location. They should be provided with a timetable in advance in order to be aware of the time and the day for the interview. There should also be prior arrangements for reception of the candidates with better preparation of the waiting area (Das, 2007). Introduction to an interview This is an important stage as it sets the scene. In involves greeting the candidate and giving your position in the organisation and the panel as well as developing rapport with the interviewee. This stage will put the candidate at ease and it may be important to open with a statement, question or an ice breaker. It should make the candidate feel relaxed throughout the process. It is at this stage the agenda is set which involves explanation of what is to be covered. This will ensure that all the questions are covered (Garavan, 2001). Introduction recommendation: Welcome and thank you devoting your time to this interview for the group managing director, human resources. I am A the CEO, and with me I have James the Group Managing Director - Corporate Affairs, Derrick the Chief Financial Officer, Janet the Group Managing Director, Finance and Margaret Chief Customer Officer. Please take a seat and have the questions for the interview, duty statement and selection criteria. The process is destined for one hour and we go through these questions slow and we make record observations. Feel free in case you want to collect your thoughts and we want the process to be comfortable for you. We would like to commence if you feel like you are ready. Interview conclusion It is important to provide a candidate a chance to ask any question in regard to the company, position or process as it also provides an opportunity to evaluate the thought process of the candidate and their demonstration of initiative. It is also important to provide the candidate with information on the next state of the process of recruitment and a time frame. It is better for the interviewer to provide an appropriate and honest feedback to the candidate. It is also essential to close the process with a positive note because this is the last thing the candidate will remember about the interview. Thank the candidates for their time (Das, 2007). Recommended conclusion: That concludes our formal questioning. Do you have anything that you feel it is important about this position. After this, our next process will be contacting you referees and makes formal recommendations to the board in regard to the appointment. While I will not commit to a date, a formal notification will follow the decision made by delegates. At that time you will have a feedback on your interview process. I take this opportunity to thank you for committing to today’s interview and I wish you the best, thank you. Non-verbal cues Non-verbal cues are important as they also explain if the candidate was sufficient in his or her response. Thus, it is imperative to check the level of eye contact, facial expressions, and body movement (Wickramasinghe & De oya, 2009). 3.0 Interview guide Name of the candidate: Name of panel members: Relevant experience Introduce the candidate and confirm the process of the interview Welcome the candidate Introduce the members of the panel Reaffirm the requirements for a successful candidate Set the agenda by explaining what will be covered Ask if the candidate has any question before commencement (Das, 2007). Experience interview Please can you discuss with us about your experience in a role of human resource? Based on your view what did you find most interesting part in your role/s? Tell us about any project that you have initiates in you previous role. Was it successful? Why did you believe that this project was important in your organisation? What steps did take to develop this program? Building coalitions/communication 1. Can you tell us how you would motivate and encourage employees to meet you set deadlines in order to achieve the organisational goals? 2. What is HR department’s role in making other departments of the organisation in making changes that have impact on employees? 3. Please, can you tell us of a situation when an employee brought a complaint to the HR department about his or manager? How did you help the employee to solve this problem? How did it end? (Hamlin, 2008). Leading change 4. Can you discuss how you HR department contribute to the planning development and changing og the culture of the organisation? What were important contributions in the establishment of people’s working environment? 5. How do you identify the aspects of you organisation and the HR department offerings that require improvement or change? Leading people 6. Can you describe to the panel the work environment that initiated for the people in you previous position? What were the main features of the environment that you were wanted to reinforce or maintain? 7. What processes did you develop in order to reinforce and maintain the working environment? Are you proud of initiating or contributing these processes? (Hamlin, 2004). Result driven 8. Can you tell us how the function of HR impacted the strategic planning of your organisation in you previous position? 9. Can you describe how you assessed the success of employee relations and HR services in you previous organisation? Tell us what you measured. Business acumen 10. Have you championed a program or a process that failed in your organisation? Tell us about the steps that you took and how can you change your approach so that the initiative can be integrated in the organisation? 11. Can you explain to us you assisted the HR department in making the required changes? What was the change and how HR assisted in identification of the need for making change and the plan of action? What you intervention successful? (Cammock et al. 1995). The candidate is asked to nominate two employees (NB: one must be the current manager). Current manager Referee Name: Current position: Duration of applicant supervision Name: Current position Duration of applicant supervision Final questions Is there any information that we have not asked and you feel that it is important for us to know in fully assessment of this position? Is there any question that you can ask the panel? 4.0 References Andrew, CJ & Armstrong, H 2005, Developing management skills: a comprehensive guide for leaders. Prentice Hall: Frenches Forrest. Cammock, P, Nilakat, V, & Dakin, S 1995, Developing a lay model of managerial effectiveness, Journal of management studies, vol. 32, no.2, pp. 443-447 Das, H 2007, Recruitment, selection and deployment of human resources. Toronto, On: Pearson prentice Hall. Garavan, T & McGuire, D 2001, Competencies and workplace learning: some reflections on the rhetoric and the reality, Journal of workplace organisation, vol. 13, no. 4, pp. 144-163. Hamlin, RG & Bassi, N 2008, Behavioural indicators of manager and managerial leader effectiveness: ASn example of mode 2 knowledge production in management to support evidence-based practice, International journal of managerial practice, vol. 3, no. 2, pp. 115-130. Hamlin, RG & Sawer, J 2007, Developing effective leadership behaviours: the value of evidence-based management, Business leadership review, vol. 4, no. 4 Hamlin, RG 2004, In support of universalistic models of managerial and leadership effectiveness: Implications for HRD research and practice, Human resource development quarterly, vo. 15, no. 2, pp. 189-215 Liu, Y Combs, DJ, & Ireland, RD 2007, The valur of human resource management for organisational performance, Business Horizons, vol. 50, no.6. pp. 503-511 Prince, ET 2008, Business Acumen: A critical concern of modern leadership development, Human resource management international digest, vol. 16, no. 6, pp. 6-9 Saks, A & Haccon, R 2010, Managing performance through training and development (5th ed.). Toronto: Thomson Nelson. Ulrich, DW, Brockbank, D & Younger, J 2007, Human resource competencies: Responding to increased expectations, Employment relations today, pp. 1-12 Vickers, MR 2005, Business ethics and the HR role: Past, present and future, Human resource planning, vol. 28, no. 1, pp. 26-32. Wickramasinghe, V, De Zoyza, N 2009, An assessment of managerial competency needs: empirical evidence from a Sri Lankan telecommunication service provider, Int, J. Hum. Resour Mnage, vol. 20, no. 12, pp. 2547-2567. 5.0 Appendix Telstra Corporation Limited (TLS) Title: Group Managing Director, Human Resources Salary: $ 50,000 - $53,000 Department: HR Branch: Sydney Date: 21 August 2012 Duties Works under Chief Executive Officer 1. Maintain utmost confidentiality when dealing with the records of employees and business information 2. Use excellent skills in customer service, establish and maintain relationships that are effective in working with other employees, general public and officials 3. Plan, organise and direct the staff and all activities in the department of human resources including the process of recruitment and selection, training and development among others. 4. Manages development as well as implementation of goals, policies, objective and priorities of the department of human resources 5. Oversees and directs the administration and development of the annual budget of the department of HR 6. Is a member of the board of directors Desired PhD in human resource management or related field with a minimum experience of five years General: the assessment of applicants is against specific criteria of selection. Applicants should address these criteria during application and include qualifications, names and experience and two (2) referees. Applications should be forwarded to: HR manager Telstra Corporation Limited (TLS) Mail: TLSrecruitment@info.com.au. Read More