Human Resource Management Blog

My interview experiences with both the Dutra Group and Build Group helped me better understand how recruiting and selection work together. Week 5 lectures explain that recruiting focuses on finding qualified people while selection involves making a hire or no hire decision based on person job and person organization fit (Wk 5 Lecture 2). 

My interview with the Dutra Group was conducted online with the head of HR and a senior project manager. The questions focused on availability, coursework, strengths, and interest in marine construction. This helped assess person organization fit by exploring my motivation and alignment with the company’s work. However, the interview lacked strong job-related assessment tied to the actual responsibilities of the internship. As discussed in Week 5 Lecture 1, effective recruiting includes a clear recruiting value proposition and job previews. Clearer communication about project rotation and expectations could have improved alignment and reduced confusion once I started. I also could have asked for more detail about these questions although I don’t know if I would’ve gotten an answer that would have worked.

The Build Group interview stood out because it included a problem-solving puzzle that required me to explain my reasoning. This strengthened my person job fit by assessing critical thinking and problem-solving skills relevant to construction work. It also improved validity by looking at how I approached real challenges rather than relying solely on conversational questions which led me to like the company more.

Overall, my experiences showed that aligning recruiting messages with structured selection tools that measure Person job and Person organization fit improves reliability, validity, and long-term hiring success.

During my summer internship with the Dutra Group as a construction intern, I quickly realized how critical clear job descriptions for employee success. When I accepted the internship, I expected to work primarily on a specific construction project, but instead I found myself being rotated across several projects and responsibilities. While this experience gave me a diverse perspective on the company and allowed me to see multiple roles, it also created confusion and inefficiencies. My mentor, who primarily handled office logistics, could guide me in some areas, but the lack of a clear description of my responsibilities meant that expectations were often misaligned.

Reflecting on this, I see how a well-structured job description could have prevented much of this confusion. Including job identification (title, reporting structure, and department), a job summary outlining the role’s purpose, task statements specifying key responsibilities, and working conditions would have provided clarity from the start (Week 4 Lecture 1). Moreover, having the job description as a living document would have helped both me and the organization adapt efficiently to changing project needs.

The experience also highlighted the value of job enlargement and job rotation. Being exposed to a variety of tasks and projects broadened my skill set and gave me insight into how different roles contributed to the company’s operations (Week 4 Lecture 2). However, without proper guidance and clarity, these strategies created frustration instead of engagement. A balance of structured expectations and flexible opportunities could have maximized the benefits while minimizing confusion.

Overall, my internship taught me that job descriptions are more than administrative tools, they are essential for aligning expectations, improving efficiency, and supporting employee growth. Treating them as dynamic, actionable documents ensures both the company and the employee can thrive, even in roles that evolve over time.

Looking at companies like Kimley-Horn, Zillow Group, Bank of America, and PCL Construction shows how Human Resources is much more than just hiring and payroll. Good Human Resources is about building a culture that keeps employees motivated, loyal, and productive. Each of these companies applies these principles in different but effective ways that reflect what I’ve learned in this weeks material.

Kimley-Horn focuses strongly on employee engagement and morale. My sister works for them as a full time Civil Engineer and I interviewed her to get a better idea on how Human Resources perform at Kimley-Horn. She only had good things to say and one thing that stood out to me was a company funded fantasy football weekly league that employees could play against each other in a friendly competition that builds morale. Even something simple like this with weekly prizes creates social bonds and intrinsic motivation.

Zillow Group takes a more strategic Human Resource approach. Dan Spaulding, their Chief People Officer, emphasizes attracting, developing, and retaining employees while keeping them engaged in remote or hybrid environments. This aligns with modern Human Resource focus on talent development and engagement which are key drivers of high performance and retention.

Bank of America highlights wellness and long-term career growth. This is good Human Resource management because in general people perform best when their safety, belonging, and self-actualization needs are met and the company makes them feel as though they are valued and investing in them as people. When employees know their employer supports their health and future, they are more motivated to grow.

PCL Construction’s 100% employee-owned model is especially powerful. Ownership gives workers a direct stake in the company’s success so when the company succeeds, they succeed directly fueling employee intrinsic motivation.

With all these prime examples in mind, I want to be the kind of manager who supports both performance and people. I want to encourage growth, create trust, and recognize hard work. The most challenging part of being a manager will likely be balancing company goals with employee needs, especially when deadlines, budgets, and personal well-being all collide. Still, strong Human Resource practices show that when people are treated well, companies perform better too.

Welcome to blogs.oregonstate.edu. This is your first post. Edit or delete it, then start blogging!