Assignment 2 HRMN

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Assignment 2 Amy Rodriguez University of Maryland Global Campus HRMN 400 7380 Alfred Horton November 20, 2023 Question 1

For the position of senior writer Mr. Hubbs, the training as it is stated in the case study was not the most effective course of training for him. New hire orientation/onboarding and training programs must be well-designed to reduce turnover and encourage employees to stay with the company for the long run (Vanden Boss, 2020). Hubbs was hired to be a writer and although learning about departmental methods, procedures, and becoming familiar with Big Time's products should have been parts of his training, there is no mention of any time spent doing actual writing that could be analyzed to bring him up to speed on the expectations or how his work could impact the team and company. Partnering him up with some Senior Writers on test articles would have given them some demonstration of his skills, allowed the chance for feedback and changes needed, illustrated the importance of timelines and given him the chance to adjust his style to Big Time Computers expectations before placing him in the field. The training provided only showed him part of his role, the training should have incorporated all parts of his role and created a peer relationship with a trainer that could continue to be a resource throughout his time there. How to build an onboarding plan for a new hire | inc.com. (n.d.). https://www.inc.com/guides/2010/04/building-an-onboarding-plan.html Question 2 Anytime a manager has an employee with a performance issue, the first thing that should happen is an open and honest seek to understand conversation with the employee. There are several things that will need to be analyzed, beginning with understanding expectations and ensuring that the employee has been provided with the adequate training to complete the job. When employees are not meeting expectations, it is the manager's responsibility to provide appropriate

guidance and feedback in a helpful manner (Mayhew, n.d.). After having this conversation, the manager can then begin to work with the employee on an action plan to bring the employee performance up to expectation. Training cannot be the same for every employee, each person learns differently and while the expectation to perform at the end of training exists, it must be understood that all employees will require constant feedback from their manager to remain successful in role. To be effective and to help the employee improve, the manager should give feedback that is specific and descriptive and helps them understand where they stand in relation to meeting expectations (Heathfield, 2018). The manager must provide any tools, training, time, and support the employee needs (Heathfield, 2018). During that conversation, one other thing should happen, both the employee and manager should agree on a timeline to see performance improvements, and there should be scheduled check-ins to discuss progress. As those check-ins happen, a manager should be able to assess whether training is the issue, or whether the performance management process should begin. In the case we are studying, training will help determine if the candidate misrepresented their skills, or whether time invested will help them success at Big Time Software. References: Heathfield, S. M. (2019, October 31). You can quickly integrate a new employee with a successful orientation . LiveAbout. https://www.liveabout.com/new-employee-orientation- employee-onboarding-1918195 Mayhew, R. (2017, November 21). Handling and documenting employee performance issues . Small Business - Chron.com. https://smallbusiness.chron.com/handling-documenting- employee-performance-issues-10775.html

Question 3 The decision made by Lisa Cavanaugh to have Hamrick mentor Hubbs was not an effective one in my opinion. When looking at the chain of command, Hamrick is being asked to mentor and invest time in someone that is technically his supervisor, and is being given this task in addition to his own workload. In addition to this, Hamrick expressed concerns about Hubbs during the interview process and did not agree with the choice to hire the candidate. When choosing a mentor for a new hire, it should be done with great consideration. Heathfield (2019) states that the individual chosen to mentor the new hire should help new employees feel at home in role and Hamrick may not fit these parameters. While they should work as a team, having Hamrick give the feedback on the writing may create a dynamic where he could resent having to do his supervisors work, and create a situation where Hubbs may hold the feedback against Hambrick in the future. In addition, it brings Hamrick into the loop on performance issues that Hubbs is having, which he could share with peers or lose respect for his supervisor in future dealings. It would be a more logical choice to have one of the senior writers not in his direct chain do the mentoring, or someone that is on the peer level with him in the company. This would create a rapport with a peer and provide Hubbs with a mentor to utilize throughout his tenure at the company, and not place either him or Hambricks in a situation that could hinder future communications. References: Heathfield, S. M. (2019, October 31). You can quickly integrate a new employee with a successful orientation . LiveAbout. https://www.liveabout.com/new-employee-orientation- employee-onboarding-1918195

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