In assessing the competency of two applicants: one with maximal (Avery) and another with typical (Jaime) performance, there are various performance criterion needed to be considered. Ideally, a balance of both applicants would be preferred. However, that is not the case in most hiring situations.

As a business owner, it would be my first choice to hire Jaime. Though their performance ceiling is not nearly as high as their contender, they produce consistent results. This means they show up to work, do their job, and leave for the day. With the right levels of motivation, they may be able to achieve more. Being in a customer facing role, it is crucial to have someone who gives reliable customer service. In a small business environment where resources are scarce, stability is key.

I would hire Avery for a role of a salesperson. There are downtimes and upticks in sales, and we would really need him at 100% to close tougher deals. Innate talent for salespeople includes natural charisma, good public speaking, and ability to grow a network. Business development may have seasonality to it that would appeal to a candidate like Avery. Though he may only get a few sales, they would be sufficient to sustain earnings for the year if they were high impact.

Jaime would be ideal in a retail or fast-food environment. As mentioned above, consistency is crucial when scheduling employees. As a line lead or shift manager, I would need to step in if an employee like Avery called off for the day. But with Jaime’s reliability I could ensure proper coverage. Also, exceptional customer service is a plus, but not required. However, a negative customer service experience can tarnish the reputation of the business.

Defining My Personal Brand

“Whether she is taking classes towards her MBA, or mentoring a young HR professional, Alina strives to better herself every day, both personally and professionally. With 8+ years’ experience in Human Resources, her goal is to improve employees’ understanding of their total benefits package. Her focus is on the employees’ overall health and wellbeing: physically, financially, and emotionally. Her personable, yet professional approach encourages and uplifts every colleague she has the pleasure of working with.”

Strengths and Weaknesses

One of my biggest strengths is my ability to coach and mentor others on the job. I truly enjoy explaining policies to employees and educating managers on federal and state regulations.

A weakness I have is that I don’t always assert myself. For example, I should advocate for my accomplishments and projects. Many times, I allow these successes to go unnoticed since managers are often too busy to recognize their subordinates.

What Makes Me Unique?

I adapt my communication style to my audience, whether they are an hourly employee or a higher-level Executive. I am a long-time Toastmaster’s Club member, so I understand the power of effective communication. The goal is to simplify policies in such a way that colleagues can understand and retain the information for the future.

My Situation Wanted Ad

Living in the digital age, our attention spans are limited. Thus, I would present my situation wanted ad in 1–2-minute video taped elevator speech walking the viewer through my personal brand. The content would include my general KSAOs, but also short testimonials from others who have worked with me. I would recruit former colleagues, professors, and others in my network. The production would be professional and upbeat to capture the viewer’s attention. I would also include some humor. HR is not always an exciting career to talk about, so examples of my previous projects would be ideal. The most recent example I have of this is a feature length training video I recorded walking employees through online new hire orientation.

To present my ad I would hand out a business card with my contact info and QR code for a potential employer to scan and watch. This way, the viewer could immediately get in contact with me while viewing my video resume on their smart phone. The goal of this situation wanted ad is to stand out among a sea of applicants and present my brand in a unique way.

The job description I’m choosing to discuss is my Sr. Benefits Coordinator role.

The situation was unique in that my manager was fond of my work ethic, and told me if I worked hard enough, she would hire me to be her assistant. Therefore, there wasn’t an interview process, and the JD was more of a formality since the job had been “created” with me in mind. The position was new to the organization thus there were no incumbents or job analysis performed. My manager drafted the position with the roles and responsibilities she wanted her assistant to perform (in essence the roles she did not want to perform as a manager). Thus, it was very specific, and I knew the tasks that were expected of me. It had the structure of a traditional job description: general purpose, essential functions, education, training, skills, scope, supervisory responsibilities, and physical demands. The JD ended with the company’s mission statement.

Looking back, I remember how much I enjoyed helping and learning from my boss. The description matched quite well with the tasks of the job. It allowed me to grow into the position I’m in today. In retrospect I could have been more assertive in asking what career prospects the role would offer me in the future and what next steps were in the organization.

As job applicants, we are often seeking validation from the employer, especially if the role is our “dream job.” What we must realize is that both the applicant and employer have leverage, and the job description gives a fair amount of insight of what you can expect as an employee at that organization. Therefore, we must be more critical when looking at the specifics within the job description, in order to assess whether the role is a proper fit for us.

When being asked if I would continue supporting my favorite company or brand after a widespread discrimination allegation, my initial reaction is to say no. However, after further consideration, I would need to understand the complete picture. In today’s highly polarized atmosphere it’s easy to become emotional and react negatively, but it’s important for companies to take the opportunity to learn from their mistakes and not repeat them.

Working as an HR professional, we are often met with accusations of discrimination, retaliation, and unfair practices. The burden of proof is on the employer to prove whether the claims are true or false. As we learned in the lecture this week, a company has two paths when it comes to discrimination claims: 1) do nothing and be reactive or 2) respond and be proactive. If a company quietly settles the lawsuit, it’s possible that discrimination occurred and they’re appeasing the impacted group. If the company takes this as a learning opportunity and institutes diversity training or issues a PR statement regarding their transgressions, I would be more likely to support them again.  

It would also depend upon the type of discrimination at play. Is it intentional disparate treatment or unintentional adverse impact? What measures are being put in places to reduce the impact?

Finally, I would consider the maturity of the company. Is it a small employer versus a large corporate brand with resources to train and educate their employees? The most recent example which comes to mind is the Philadelphia Starbucks which called the police for trespassing on two minority gentlemen sitting at their café. Starbucks recognized their lapse of judgment in this situation, closed their stores for a day, and required anti-bias training for employees.