James Blog

The effectiveness of any training or course can often be related to how the way the message or content got relayed to the person or student. Teaching someone anything can be difficult, and it takes a certain type of person who understands how to communicate complex ideas in a way that resonates with different learning styles. 

A class that has been effective for my learning style has been Physics211. This class includes plenty of class time and a lab, where examples and collaborating on problems are the focus, rather than constant lecturing. Being in an in-person class helps me pick up the information easier, as I can learn through making mistakes in class, allowing the teacher to implement their teaching techniques to help me and other students find the correct solution. The teacher has plenty of time to discuss individual problems with each table, making the class feel more personal and encourages students to participate. 

A class that wasn’t effective for me was a construction design class I took last year. This class focused largely around AutoCAD, an intricate computer program I had never used before this class. The class was online, and with the use of a new software, I found myself falling behind quickly with many questions on how to use the software. Without having a place to easily ask questions, I was often confused with the material or assignments. Online classes can feel less personal to me, and it was easy to let assignments pass without fully understanding certain concepts.

Ultimately, a teacher’s style of teaching impacts a student’s understanding and view on if the course was effective or not. The effectiveness of a course can be tested when the teacher is challenged to help students comprehend the material at a deeper level.

Interviews can be a difficult and sometimes an unfair way of evaluating a potential employee. The individual being interviewed may find it hard to present themselves in the way they desire, which can impact the reliability and validity of the interview. This makes it all the more important that those in charge of interviewing have questions that are reliable and effective. 

At my current job at Dixon Recreation Center I have gotten the opportunity to be a part of the interviewing process. Seeing the other side has been incredibly valuable. Seeing the questions that my boss asks, and having the opportunity to analyze candidates alongside him and my coworkers, allows me to understand the validity and utility of the questions asked. My boss looks to not only observe if they are capable of doing the work, but if they fit in with the culture we have built. He knows people will be able to learn how to fix machines, but cares more about how we’ll function as a team. This approach results in the questions leaning more on a personal side, asking about life experiences and perspectives. Many questions that inquire about the candidates lifestyle and way of living are used. The validity of our interview process is reflected by the team we have built. It has largely been due to the questions that are asked, as they allow us to see the personality and views of whoever is being interviewed extremely well. From this perspective of interviewing, I have been able to see which questions provide valuable information about a candidate’s fit for the role. This has informed me on how to better present myself in my own interviews. 

If I could advise employers on how to improve their interviews, I would suggest spending ample time creating strong interview questions that have purpose and can apply to all candidates. A strong interview should lead the candidate through with questions that are not too difficult to answer, but allow those interviewing to gain information on the candidate as a person, along with their skills.

Work cited: https://hbr.org/2016/04/how-to-take-the-bias-out-of-interviews

Job descriptions can be the turning point in finding the next great employee for any position. During my freshman year at Oregon State, I applied for six on-campus jobs. I recall that many of the job descriptions and titles were relatively vague, and I found myself not fully informed on what I would be doing in these positions. To get a better understanding, I had to reach out or continue the application process. As I moved forward with two of these opportunities, I was able to learn more beyond what the job descriptions provided.

During my interview for my current job at Dixon Recreation Center, I asked some current employees about their responsibilities. I felt like their description of the job was vastly different from what was posted online. There is only so much you can convey in a job description, so how can employers craft these descriptions effectively to engage those who are qualified and needed in the position?

It’s crucial to prioritize updating job descriptions regularly. A position’s responsibilities and tasks may change year to year, and having accurate job descriptions can help avoid compliance issues. Well-drafted job descriptions can also ensure that the intended demographic of individuals is targeted. Including a list of required skills or experience in the job description helps potential candidates quickly assess if they are qualified. It’s essential that someone within the department being hired for is involved in crafting the job description, so they can confirm it aligns with their understanding of the role’s responsibilities.

One way companies could routinely update job descriptions is by having employees keep a log of projects and daily tasks. Employees could maintain a record of their responsibilities throughout the year or recall their duties during an end-of-year job analysis meeting. This would allow HR professionals to adjust job descriptions easily with the most accurate and up-to-date information.

Work cited:https://www.shrm.org/topics-tools/news/hr-magazine/job-worth-update-descriptions

Managers make impactful decisions that can decide a lot about a company, but the company’s success will always depend somewhat on the employees motivation and quality of work. Working in an environment you enjoy and are proud to be a part of goes a long way in the success of a company. Having worked in different work environments, I have been able to observe various managers and how they go about their work, while also handling relationships with their employees. Managing people can often be the most difficult part of any job. I recognize that each person has to be given individual time, whether it’s time that they can just be in understanding with who is in the leadership position, or the rest of the group. Giving someone time, and listening, are things that I would emphasize if I ever found myself in a true management position.

Employees at USAA  rave about what it means to be a part of USAA’s community. “Every employee here is a customer– a member– of USAA.” says Darrius Jones, Vice President for innovation. USAA provides top of the line benefits to current and former military and their families, creating a strong sense of community. USAA members say they feel cared for on a development and personal level. USAA does not have as highly regarded customer satisfaction if their employees aren’t treated as well as they are. 

Hilton, voted in 2023 as Best Place to Work in the World, follows four pillars to supporting a great work place. Those being: inclusion, wellness, growth, purpose. Identifying these core values can help employees understand the company’s vision and shape the company’s culture. Hilton has been reported to have excellent benefits as well as a family type environment.

“95% of employees would recommend working at NVIDIA to a friend and 92% would have a positive outlook for the business” according to Glassdoor. NVIDIA, who has been wildly successful since 2019, has been reported to be a more rigorous workplace environment, but offers the chance to work with some of the greatest technology. NVIDIA has built a culture of people who want to accomplish extraordinary things, and those at the company realize that does not come easily. The company has continuously strived for greatness. In 2023, the company had a 2.7% turnover rate.

https://stories.hilton.com/releases/hilton-named-no-1-best-place-to-work-in-the-world

https://www.forbes.com/sites/micahsolomon/2018/09/30/how-to-build-a-culture-of-customer-experience-innovation-the-usaa-way

https://www.glassdoor.com/Reviews/NVIDIA-Reviews-E7633.htm 
2020 Fortune Best Companies to Work For