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The most important concept for me was understanding that recruitment and selection are constantly evolving, and learning how to respond to those changes. In particular, the idea of the “War for Talent” was new to me, as I was not aware that organizations are actively competing for skilled employees. As someone who is typically an applicant, it often feels difficult just to get to the interview process. However, with shifts in demographics and advancing technology, the talent pool is becoming more diverse and selective. This means companies have to be more proactive and strategic when recruiting.

Additionally, it was interesting to learn about generational diversity in the workplace. During my last job, I attended a generational training session to help full-time employees better understand how to work effectively with different generations. In that session, we mostly discussed how different our experiences have been and the main characteristics each generation is known for. However, this course focused more on how to manage the different communication styles, values, and expectations between generations. Understanding these differences will help me foster inclusive environments in my future human resources career.

Another driver of this shift in recruiting is technology. As we all know, technology has completely transformed how jobs are posted, how candidates apply, and how organizations evaluate applicants. Online platforms such as LinkedIn and Indeed have become popular tools that streamline the job search process but have also made it more competitive. Similarly, digital tools that support collaboration have allowed companies to hire from anywhere in the world. Overall, this has created both opportunities and challenges in recruitment.

In conclusion, this topic has opened my eyes to the changing dynamics and strategies within recruitment and selection. By understanding organizational perspectives on job applicants, generational diversity, and the role of technology, I have come to see how important adaptability is. As I move forward in my human resources career, I will carry this lesson with me. Recruitment is more than just filling positions; it is about building strong, inclusive, and future-ready organizations.

I excel at building relationships in both personal and professional environments. I genuinely enjoy making people feel understood and heard, often by asking thoughtful questions that show I’m truly listening. I also have a strong ability to read social cues and respond empathetically, which helps me navigate interpersonal dynamics with care and awareness. Lastly, I’ve always had a deep commitment to justice as I believe in doing what is right for individuals, even when it’s not the easiest path.

I value a strong work-life balance, where my professional responsibilities empower my personal life rather than encroach on it. I believe work should provide a sense of growth and fulfillment, but never at the expense of my well-being or personal passions. I also value integrity, ensuring that my actions consistently align with my beliefs.

I got here through a combination of determination and deeply rooted values. Growing up, I watched my parents build their business from the ground up, despite having limited opportunities. Their hard work and perseverance provided me with the opportunities they never had. Inspired by their journey and driven by a desire to expand what’s possible for myself, I chose to attend Oregon State University to gain a strong foundation of knowledge to carry into my career. A significant part of my journey has also been shaped by the relationships I’ve built along the way. These connections have supported and encouraged me to stay true to who I am while helping me find a career path that allows me to express that authenticity.

I’m moving toward a future where my career is not just a means to an end, but a platform for meaningful impact. I’m building a life where my values are amplified, and where I can contribute to the world around me in a way that feels purposeful. A career in human resources where I can support and advocate for employees one connection at a time will allow me to create a life that feels aligned with who I am. That is a role where I can lead with empathy, foster inclusive workplaces, and help others thrive both personally and professionally.

Based on the personality test, I was identified as a Type 2 – The Helper. This type is typically characterized by a deep desire to support others, as they are naturally empathetic and warm individuals. I agree with my test results because I tend to thrive in environments where I have the opportunity to build interpersonal relationships and contribute to the well-being of others. Furthermore, my emotional intelligence and social awareness are high, which helps me navigate social dynamics with ease.

The test also pointed out some challenges that Type 2 personalities may face. It explained that they may derive their self-worth from being helpful, which can lead to overextending themselves. I agree with this aspect of Type 2, as I sometimes struggle with feelings of resentment when I feel underappreciated. Overall, the test painted a picture of someone who is compassionate but must be mindful of practicing self-care and setting healthy boundaries.

From an employer’s perspective, a Type 2 personality brings multiple strengths into the workplace. In particular, I am a dependable employee who is motivated by supporting my team to the best of my abilities. Likewise, my interpersonal skills allow me to be an effective communicator, especially in roles that require collaboration or caregiving. The natural desire of Type 2 personalities to build strong relationships with colleagues can be highly beneficial in many industries.

On the other hand, employers may recognize areas for growth within this personality type. The strong desire to be helpful could cause a Type 2 to take on too much work or have difficulty saying no. Additionally, if an employee does not feel acknowledged, it may lead to lower morale. Therefore, it is important for employers to recognize a Type 2 personality and encourage healthy boundaries within the workplace. Overall, these personalities can be a strong asset in many professional environments. Particulaly in a Human Resources position, this personality types bring warmth and empathy to the business atomphsphere.

In this situation, I would hire Jaime. She stands out as a candidate I would look for due to her consistency in day-to-day operations. As described, her ability to deliver solid results every day means that my company can rely on her, which is essential for a solid foundation. Similarly, Jaime’s reliability would be more valuable to me than the occasional brilliance that Avery could bring to the team. Furthermore, with Jaime, there will be less risk of dips in productivity, which could disrupt the whole company’s deadlines. Ultimately, Jaime’s day-to-day performance would create a work environment that fosters trust, leading to enhanced collaboration.

Meanwhile, another reason to choose Jaime over Avery is the potential for Jaime to improve her performance during high-pressure situations. Despite Avery having a higher performance ceiling, Jaime’s consistent work ethic means that she is more likely to handle increased workloads. Especially with proper training and support, Jaime could learn to manage rush periods better, without compromising her day-to-day work.

On the other hand, Avery’s inconsistency would be more difficult to develop than improving performance under pressure. Jaime has shown that she is disciplined and has strong work habits. Avery’s tendency to slack off on the day-to-day reflects her lack of motivation for consistent performance. While Jaime would be ideal for roles that require these skills, such as operations management, Avery would be good in a product development role. This is due to her ability to produce occasional breakthroughs of exceptional performance. Therefore, Avery’s high performance ceiling would be more valuable here as the job demands moments of innovation.

Overall, Avery and Jaime both present strengths and weaknesses. However, as the business owner, Jaime’s consistency, potential to grow, and ability to foster a positive workplace environment make her an outstanding candidate.

Potential employee:

As a potential employee, my brand is build on a foundation of reliability, adaptability, and commitment to fostering an inclusive and empathetic work environment. In which, my character consists of having a strong combination of persistance and patience, enabling me to tackle challenges head-on and maintain a steady focus on long-term goals.. Furthermore, I thrive in environments focused on collaboration as collective success is crucial. Throughout my education and professional pursuits, I have developed skills in project management, including effective communication while working cross functionally with diverse teams. In addition, my skills in leadership and interpersonal skills has been magnified by my mentoring experiences.

Novel and creative situtation add:

In this situation, I would try to create an engaging and visually appealing format that emphasizes my skills. Firstly, the title would be “Seeking Opportunities to Foster Collaborative and Inclusive Work Environments.” Then, to draw attention to my ad, I would feature collaborative artwork to show the most important areas of my knowledge, such as project management, adaptability, and communication. In particular, I would represent these skills with universally recognizable icons to ensure they are visually appealing and easily digestible.

Furthermore, I would include thought-provoking questions to encourage the reader to reflect on the principles I focus on. For example, “How do you ensure fair and unbiased hiring practices?” or “What measures do you take to promote inclusion?” These questions would invite potential employers to consider their own company practices and how my skills could align with them.

Lastly, I would add links to allow employers to explore any details about my career background. This could include links to my LinkedIn profile or any projects I have completed. I also believe that adding a sense of personalization would further show my value to potential employers. In particular, I would describe the experiences that have equipped me with the skills I claim to have.

The last job I had was at a large corporation’s visitor center as a Work Study Student. This was a two-year commitment to work full-time and maintain full-time schooling at our local community college. The way I came across the program was quite quick and informal, as one of my old managers was ordering his coffee and told me about it. I got the impression that the program was new and they were still working out some aspects of it. However, I jumped on the opportunity to apply because I had worked there before and they were paying for the first two years of education. As I was familiar with all of the departments I would be rotating through, I was not too concerned with the job description.

Above is the only discussion of a job description I received in my offer letter. As mentioned, there should have been an attached one, but I do not remember ever reviewing one. Throughout the program, most of my daily tasks were consistent with what I remembered from my previous experiences, such as running food in the cafe, scooping ice cream, stocking shelves, etc. However, there were a lot of responsibilities that were placed on the work-study students that were not previously stated. In particular, part of the job was completing a capstone project, which we were aware of, but while also doing regular employee activities. This meant that we had to advocate to our managers that we needed time to work on our capstone projects or attend meetings. Typically, this became difficult during the busy season. Overall, there just tended to be new rules or standards we had to meet suddenly being made. In which, the offer letter specifically stated that the job description is subject to change, but it was how the changes were implemented that made the job challenging. Despite these challenges, I gained great experience.

In the circumstance that I came across a news article about one of my favorite companies facing a lawsuit for widespread discrimination against women, I would first be shocked. Then it would permanently alter the trust that I had in the company. If a company purposely engaged in discriminatory practices, I would question their ethical standards. Ultimately, it may change the way I support them, whether that is by boycotting them or supporting them much less.

However, I would be extremely wary about the source of the information. With the media and the spread of misinformation, I would have to ensure that the claims were from a reliable source before reacting in any way. Furthermore, I would be curious to understand if the discrimination was intentional or a systemic issue within their company. In the case that the discrimination was unintentional, I would give the company room to learn and take corrective measures.

Additionally, if there were claims of discrimination at a company I wanted to work for, I would absolutely not seek employment from them. As I want to go into human resources, I am very particular that my morals will align with the company I work for. Everyone deserves equitable treatment in the workplace, regardless of gender, ethnicity, or belief system. Discrimination against women would feel particularly personal to me, as a woman in business. It would be disheartening to see a company I admire fail to uphold these essential values.

Overall, the allegations of discrimination against women would profoundly impact my feelings, decisions to support, and willingness to work for my favorite company. Upholding values of equality and respect is essential, and any deviation from these principles would necessitate a reevaluation of my relationship with the company. Companies must foster an inclusive culture and address any discriminatory practices to maintain trust and support from their stakeholders.

While recruitment and selection are indeed crucial for an organization, there are a few factors that would sway companies to allocate more resources toward their marketing or product design instead. Firstly, prioritizing marketing directly impacts the ability of the company to increase its sales or market share. When marketing campaigns are successful, they provide instant financial benefits, whereas the benefits from recruitment and selection typically take longer to notice.

Furthermore, allocating more resources to product innovation can result in higher quality products, allowing the company to differentiate itself from its competitors. As a result, the company increases its market visibility and is likely to become more recognizable. Additional strengths of allocating resources towards marketing or product design are dependent on the size of the business. In the case of a smaller company with limited resources, they need to prioritize generating revenue to fund their growth.

On the other hand, neglecting recruitment and selection can hinder the company’s ability to innovate or execute the strategies and products previously mentioned. As mentioned in the class material, turnover rates are costly due to the company’s investment in onboarding and training. Additionally, talent shortages result in high turnover rates and challenge the long-term stability of the company. Solid staffing builds a solid foundation for a company. Along with employees come their skills, dedication, and innovation. Overall, by prioritizing marketing and product design first, companies achieve a place in the market. However, recognizing the importance of recruitment and selection is vital to ensure long-term success and sustainability.

The experience I had applying to a job was a two-year work study program. The place I worked was my first job scooping ice cream at 14, the food cafe at 15, and retail at 16. Once I left the business at 16, I told myself I would never work there again because it was a very popular tourist destination, and I did not enjoy the management.

However, at my new job as a barista, one of the higher-positioned individuals from the visitor center ordered his coffee and told me about the opportunity of the work study program. At the time, I had just graduated from high school and planned to attend our local community college for my associate’s degree. Although once I looked more into the position, I applied, and within two weeks, I received an email informing me that I got an interview. I went through two different interviews with the regional manager and then the manager of the program itself. After reviewing the requirements of maintaining full-time work and a GPA of 2.5 in return for them paying for my first two years of school, I gladly accepted the job offer.

There were not many irregular interview questions, however, it did not seem that they had great listening skills. For example, I told the regional manager I was anxious about the call-out method they used for employees because I have certain health conditions. In which she replied by telling me that if I was ever facing anxiety at work, I could tell a manager and take a break. This is not at all what I said, and it showed that she was not listening to the words I was saying. This impression held true throughout the two years because she never seemed to fully understand what anyone was actually telling her.

Furthermore, the manager for the program was in charge of monitoring our GPAs and work hours. However, during my first interview, she admitted that she had never even reviewed my resume. Soon enough, she began being highly unprofessional towards me and she was the leading reason I was glad my two years were complete and I could leave the job.

Overall, looking back at the application process, it was too simple and did not accurately portray the position. As this was the first year the company offered the program, things would change or not be communicated properly, and the work study students would get the short end of the stick for it. As a whole, the work itself was enjoyable, but the poor choice of management ruined the program for me. By how many different interviews I had with the various upper management, it should have been clear how disconnected in their leadership they were.