Job Description Report - HR Admin
- 1. Nikole Cunningham IndependentStudy490 StaffingOrganizations Interview Questions and Selection Methods for Choosing a Viable Human Resources Administrator Candidate This discussion paper will be over the interviewing process for a human resources administrator position. I chose this particular job because I am currently looking for a full time position as a human resources administrator or human resources generalist and I believe that studying the interviewing process for this position will help me be better prepared for my own interviews. Interview Questions There are many questions that could be asked at an interview for a human resources administrator position. Questions could be directed towards ethics, reliability, ability to learn, and many other factors. The questions that I chose have a mixture of KSAO (knowledge, skills, abilities and other characteristics) questions and some motivation questions for a more thorough interview. These questions are very open-ended, and they would allow for the interviewer to identify which applicant is the best fit for the company. The first question that I have selected is, “Tell me about yourself.” Although it is not an actual question, the understanding of it to the interviewee would help assess if they know what the interviewer is looking for. In a proper response, the interviewer is looking for information that shows the applicant as a well-rounded individual. Experiences and characteristics related to the job should shine through, as well as social characteristics that will fit with the company’s culture (Canada, 2011). The next question, “Can you tell me about your previous experience with human resources?” is going to have applicants demonstrate how knowledgeable they are about human
- 2. Nikole Cunningham IndependentStudy490 StaffingOrganizations resources (University, 2014). This will help determine how much additional training and development they would need when first entering the job. This would be a good area for the applicant to give examples of some of their achievements. If the applicant has not had direct work in human resources but perhaps they have had educational experience, he or she could mention some projects that they have done and classes that have helped prepare them for the position. The interviewer can determine if the level of experience needed for the HR administrator position matches up to the experience that the interviewee has. Although it may seem a little cliché, the question, “What would you say are your greatest strengths?” is one that I would definitely ask. This question is a loaded one. The interviewer pretty much wants to know, “What makes you so special (Canada, 2011)?” This question requires the applicant to really know his/herself and have the confidence to explain why the individual is best for the position. Considering the time of the interview, the interviewer might ask for examples of situations where the applicant demonstrated these strengths. Some great strengths for a human resources administrator include personal ethics, superior verbal, written and presentation skills, and great interpersonal skills. Of course, by asking about an applicant’s greatest strengths, it is important to know their greatest weaknesses. The question, “What would you say are your greatest weaknesses?” is meant to draw out the qualities that might not be a good fit for the company (Canada, 2011). Inability to handle stressful situations, lack of communication skills, issues with authority, and signs of laziness are signs that the applicant is not a good fit for the position. A human resources administrator has many different tasks to accomplish on a daily basis. Most days, an HR administrator must communicate with many different people including other employees, vendors, and other HR representatives. The interviewer should look for honesty in the
- 3. Nikole Cunningham IndependentStudy490 StaffingOrganizations applicant’s weaknesses, but also a way that the applicant has made changes to overcome their weakness. Some applicants may have other redeeming qualities that make up for the weaknesses. “What do you see as key competencies needed in your current assignment? How have you gone about developing them?” As stated in the Staffing Organizations text book, “A competency is an underlying characteristic of an individual that contributes to job or role performance and to organizational success (Heneman III, Judge, & Kammeyer-Mueller, 2015, p. 180).” As described in the job description for a human resources administrator, some key core competencies that the interviewer will be looking for are verbal and written skills, analytical and problem solving skills, attention to detail, and technological expertise in necessary HR computer systems. The response to developing key competencies is very important because it will describe the initiative of the applicant to learn and develop skills and abilities. An employee who does not put forth the necessary initiative to develop themselves is not a good fit for a busy company that expects a knowledgeable hire. An applicant that can describe the key competencies accurately and describe how he or she took the initiative to develop those competencies shows promise in the ability to adapt to a new work environment and develop into a strong asset for the company. “Can you give me an example of a major project that you worked on recently? What was your role in the project? Were you involved in a team? Can you tell me what type of issues you were trying to resolve? What kind of professional development and training do you think might better prepare you for projects in the future (University, 2014)?” Although this is a series of questions, the search for detail is important. Recalling a project that the applicant had a key role in and his or her experience in that role can help the interviewer imagine how the applicant would handle a similar situation in the company. Some things the interviewer might consider; was the project related to a project we might have in our company? Did the applicant work
- 4. Nikole Cunningham IndependentStudy490 StaffingOrganizations effectively in a team? Also considered, the knowledge that the applicant has of development and training that he or she needs to be better prepared to handle complex problems. When considering the integrity of the applicant, a good question to ask would be, “Can you tell me about a time when you had to confront someone or give honest feedback? Please explain how you did it and what was said (University, 2014).” For a human resources administrator position, the human resources manager and/or director is going to rely on the administrator to help conduct interviews and/or ensure that employees are aware of their positive and negative actions. Having a trustworthy employee that is able to speak candidly to others is a necessity in a successful company. Interviewers should look for honesty in responses and valid situations that can apply to the position. If the applicant has never had to confront someone in the company, the interviewer could come up with a situation where the applicant might have to and see how they would handle it. Customer service is a large part of human resources. Employees go through the human resources department for benefits, transfers, conflicts, and hiring/recruiting information. A human resources administrator must be knowledgeable, trustworthy, and time-efficient when dealing with employees. A great way to assess how the applicant would handle a difficult situation with an employee would be to give them the following scenario: “You have an angry employee that walks up to you. He has had some negative experiences in the past with HR and he wants to make sure that he gets exactly what he came to you for. He demands to be a number one priority, but right now HR is in the middle of a major project and you are unable to accommodate the employee. How would you handle the employee?”
- 5. Nikole Cunningham IndependentStudy490 StaffingOrganizations This is definitely a tricky question for an applicant who has not had a lot of experience dealing with disgruntled employees. An employer that is looking for a human resources administrator with great customer service experience will want to hear that the applicant handled the situation professionally, without further issues, and quickly. Honesty is the best policy in this situation. If the applicant states the circumstances to the employee shows empathy for the employee’s frustration, and lets the employee know what he or she CAN do once the project is complete to rectify the situation instead of what they CAN’T do at that moment, the employee will be more likely to calm down. Good companies aim to be efficient with their resources and look for employees that share in that goal. To gauge whether or not the applicant will respect the company’s valuable resources, the interviewer can ask, “Can you please share an experience of how you were able to maximize the benefits produced from some limited resources that you were given to work with (University, 2014)?” Not only will this question show the rate of respect for company resources, it will also give the applicant a way to demonstrate their ability to be innovative in restrictive situations. Did the applicant recycle? Did he or she go above and beyond to make sure that no resources were wasted? Could the applicant help influence others to be more contentious of using company resources? Any human resources administrator applicant is going to want to know what the position pays. The question, “What are you expecting in a salary for this position (Canada, 2011)?” will determine a few things for the interviewer. One, did the applicant do the research to determine realistic rates for the position. Two, is the expected salary something that matches up with the company’s expected range. If an applicant gives an exact figure or range that is way off or unrealistic, it would be hard to imagine that person handling reports and research for the
- 6. Nikole Cunningham IndependentStudy490 StaffingOrganizations company accurately. This question could be an easy way to eliminate some candidates, depending on the answers that are provided. Assessment Methods Initial Assessment Methods From chapter eight of Staffing Organizations, I learned that initial assessment methods, or preemployment inquiries, are used in order to, “minimize the costs associated with substantive assessment methods by reducing the number of people assessed (Heneman III, Judge, & Kammeyer-Mueller, 2015, pp. 374-375).” Some initial assessment methods that I believe will be most beneficial for selecting an applicant for a human resources administrator position include resumes, reference and background checks, and initial interviews. Resumes are almost always involved in employment screenings. Resumes are an easy way for employers to see applicants’ skills, previous job experience, and additional involvement in the community. The goal of a good resume is to peak interest in the employer and stand out above other applicants. Because resumes are created by the applicant, there is a chance that some of the information may be distorted or fabricated. Red flags for employers are inflated titles, inaccurate dates to cover up employment gaps, and incomplete degrees or inflated education (Heneman III, Judge, & Kammeyer-Mueller, 2015, p. 377). Resumes will help the employer narrow down human resources administrator applicants by allowing the employer to skim through and look for keywords and experience related to the position. Some good keywords might be customer service, Microsoft Office, presentation, leadership, and benefits. A reference check is a way for an employer to validate part of an applicant’s background. Reference checks can be done by contacting an immediate supervisor, or the HR department of
- 7. Nikole Cunningham IndependentStudy490 StaffingOrganizations the applicant’s previous workplace or organization. The most common information employers look for is, “criminal background and verification of employment eligibility, former employers, dates of previous employment, and former job titles (Heneman III, Judge, & Kammeyer-Mueller, 2015, pp. 391-392),” all which would be useful in searching for a good candidate for a human resources administrator position. Reference checks are a great tool to confirm information and, depending on the turnaround time for the request, the information can be collected relatively quickly. Employers must be aware that many companies require a signed release from the previous employee before giving out information (Heneman III, Judge, & Kammeyer-Mueller, 2015, p. 392). Background checks are nearly a must-have when considering someone for a human resources position. A human resources administrator has access to the employment records of everyone in the company including their social security number, date of birth, benefits information, and more. Background checks can identify a criminal record, a discrepancy in past employment, and a discrepancy in education (Heneman III, Judge, & Kammeyer-Mueller, 2015, pp. 394-395). An applicant who is willing to be dishonest about him/herself and previous experiences is definitely not trustworthy and should not be hired for the position. Initial interviews are the applicant’s first one-on-one contact with the company. The applicant has more-likely-than-not had their resume reviewed by someone in staffing and is part of a group of applicants selected to be narrowed out. Staffing Organizations teaches us that, “The purpose of the initial interview is, and should be, to screen out the most obvious cases of person/job mismatches (Heneman III, Judge, & Kammeyer-Mueller, 2015, p. 397).” Initial signs for an interviewer to look for are required education, training and experience. The provided job
- 8. Nikole Cunningham IndependentStudy490 StaffingOrganizations description for the human resources administrator position requires a bachelor’s degree in business or human resources and three years of experience. Also needed are training and experience in COBRA, ERISA, FMLA and related state and federal regulations, administering 401 (k) retirement programs, and insurance regulations, plan designs and third party record keeping/administration (SHRM, 2016). Substantive Assessment Methods Substantive assessment methods are different than initial assessment methods in that they are more specific and precise regarding applicants. The substantive assessment methods want to answer the question, “Who will be the best performer?” For the human resources administrator position, I believe an integrity test and situational judgement tests would be appropriate. Honesty and integrity are essential qualities needed in a human resources administrator. Whether the situation require confronting employees on difficult situations or handling highly sensitive information, a human resources administrator must be ethical and honest, always. The integrity test are usually with paper and pencil or on the computer and are designed to test the morals and honesty of the applicant. The two forms of integrity tests are clear purpose and veiled purpose. Clear purpose assesses more directly and looks for a more detailed response. Veiled purpose try to assess the personality of the applicant and compare that information to dishonest behaviors. Some basic behaviors that the test predicts are actual and admitted theft, illegal activities, tardiness, and workplace violence (Heneman III, Judge, & Kammeyer-Mueller, 2015, pp. 450-451).
- 9. Nikole Cunningham IndependentStudy490 StaffingOrganizations Situational judgement tests are similar to the customer service question I had stated earlier. The tests put the applicant in hypothetical situations that are job-related. Situational judgement tests allow the applicant to choose which response he or she thinks is most appropriate from a series of responses. The employer can use this method to get a good idea of how the applicant would handle situations at the company. For example, the test could ask, “If an employee had to be placed on COBRA and you were tasked with relaying the news and providing him or her the appropriate information regarding their status change, what would be the best way(s) to contact that person?” On top of its other benefits, situational judgement tests are also the less expensive option when considering work samples and performance tests (Heneman III, Judge, & Kammeyer-Mueller, 2015, p. 447). Overall Assessment I believe that the ten questions I have chosen for the interview consist of a good combination of KSAO and other motivation inquiries. The questions regarding experiences will help shine a light on the expected attitudes, knowledge and skills the applicant will bring with them and apply to future situations. Applicants who may not quite have the experience desired could wow the interviewer with their ability to adapt and learn from the experiences they have been through. I think most of the questions including experience, strengths, weaknesses, competencies and development, require the applicant to have a great understanding of human resources and what is required of them in the human resources position. I particularly think the question on customer service applies well with the human resources administrator job description because it consists of a realistic situation that could occur multiple times during the extent of the applicant’s career. There will be many times that employees will be confused and frustrated with
- 10. Nikole Cunningham IndependentStudy490 StaffingOrganizations their health care benefits or have 401(k) questions during a busy time. It is important to find an applicant that is confident in handling the situation. The assessment methods I have chosen are applicable to the job description because they consider the administrative aspect of the position and give options accordingly. A human resources administrator position would not use a physical ability test to assess applicants because the work does not require a specific level of physical ability. Performance tests and work samples would also be more difficult and costly for employers to conduct because they require actual on-the-job assessment and probationary periods (Heneman III, Judge, & Kammeyer- Mueller, 2015, p. 444). Situational judgement tests and integrity tests require at the very least a pencil and paper and can gather important information regarding dependability, ability to handle stressful situations, and trustworthiness of applicants. Resumes, reference checks, background checks and initial interviews are frequent methods in selecting applicants. The employer can look on the applicant’s resume to determine if he or she has a bachelor’s degree in business or human resources, if the amount of work experience is sufficient, how to contact previous employers, and if the applicant has the necessary skills and training required for the human resources administrator position. Reference checks help verify that the information about previous employment provided on the resume is accurate. A background check, like a reference check, tests the validity and moral character of the applicant by checking for past criminal behavior, previous work, and education information. An applicant that is dishonest, even in the slightest, should not be responsible of employee information, interviews and terminations, or important written documents that represent the company.
- 11. Nikole Cunningham IndependentStudy490 StaffingOrganizations Although I could add more interview questions, I feel confident that the ones I have provided would give interviewers an accurate evaluation of the knowledge, skills, attitudes, and behavior of the applicants regarding the human resources administrator job description. The answers require critical thinking, research and a necessary level of human resources knowledge that is required for the position and will give a variety of intellectual responses. JOB DESCRIPTION (SHRM, 2016) Department Human Resources Job Purpose Administers employee health, welfare and retirement plans company-wide. Benefit programs include: 401 (k) Retirement Plan, medical/dental, income protection, short-term disability, long-term disability, workers' compensation, leave of absence, Flexible Spending (Section 125), Uniform Program, etc. Acts as liaison between employee, insurance providers and to resolve benefit related problems and ensure effective utilization of plans and positive employee relations. Provides administrative support to human resources function as needed (e.g. correspondence generation, record keeping, file maintenance, HRIS entry). Ensures plans are administered in accordance with federal and state regulations and plan provisions are followed. Performs other HR generalist duties as assigned. Essential Functions 1. Administers health and welfare plans including enrollments and terminations. Processes required documents through payroll and insurance providers to ensure accurate record keeping and proper deductions. Serves as the Cobra Administrator for company. 2. Conducts new employee orientations at headquarters to, ensure employees gain an understanding of benefit plans and enrollment provisions. Counsels employees (and potential employees/applicants) on plan provisions so that individuals can informed benefit decisions. This includes all levels of employees including executives. 3. Manages annual open enrollment period during 4th quarter of each year. Arranges for distribution of materials from carriers, assists with, communicating changes to employees
- 12. Nikole Cunningham IndependentStudy490 StaffingOrganizations and arranges for on-site representation by providers. Conducts employee presentations. Processes changes within deadlines. 4. Processes monthly billings from insurance providers. Reviews billings for accuracy, codes and advances for payment. Resolves discrepancies with carriers, payroll and the company. Completes reports for management as requested. 5. Strives to ensure employee understanding of benefit programs by, regularly generating communication and counseling employees/dependents as situations arise. Resolves employee complaints related to health and welfare plans, refers difficult or very complex complaints to manager as needed. 6. Acts as liaison with various insurance carriers and fosters effective relationships with client representatives. 7. Acts as a resource for Plant Payroll/HR contacts to ensure their understanding and compliance with benefit and HR policies and regulations. Keeps management advised of potential problem areas and recommends/implements solutions as appropriate. 8. Performs recruitment activities, interviews, and evaluates candidates for select positions at headquarters. Maintains records related to same. 9. Assists with preparation of annual affirmative action plan. 10. Performs outreach to community sources as needed. Secondary Functions 1. Prepares government reports related to EEO compliance or other HR functions. 2. Writes, revises, edits and proofreads company policies & procedures and related documents as needed. Uses electronic benefits bulletin board and other vehicles to communicate information. Produces the Company telephone directory. 3. Conducts exit interviews in absence of supervisor. Performance Factors 1. Attendance and Dependability: The employee can be depended on to report to work at the scheduled time and is seldom absent from work. Employee can be depended upon to complete work in a timely, accurate, and thorough manner and is conscientious, about assignments. 2. Communication and Contact: The employee communicates effectively both verbally and in writing with superiors, colleagues, and individuals inside and outside the Company. 3. Relationships with Others: The employee works effectively and relates well with others Including superiors, colleagues, and individuals inside and outside the Company. The
- 13. Nikole Cunningham IndependentStudy490 StaffingOrganizations employee exhibits a professional manner in dealing with others and works, to maintain constructive working relationships. Qualifications 1. Bachelor's degree in business, human resources, or equivalent combination of education and experience preferred. 2. Minimum of three years’ experience administering employee benefit plans in the health and welfare areas. 3. Experience administering 401 (k) retirement programs. 4. Must have computer skills and the ability to learn HRIS system (Ceridian and/or ADP). Must be proficient in WordPerfect and Lotus or Excel. 5. Strong analytical and problem solving skills. 6. Superior verbal/written skills and presentation skills. 7. Good punctuation, spelling, grammar and attention to detail a must. 8. Strong interpersonal skills essential. 9. Course work/seminar attendance in the benefits areas helpful (e.g. CEBS, ACA or related course work). 10. Strong knowledge and understanding of insurance regulations, plan designs and third party record keeping/administration required. 11. Familiarity with COBRA, ERISA, FMLA and related state and federal regulations required. This document in no way states or implies that these are the only duties to be performed by the employee occupying this position. References Canada,S. (2011, November30). Knowledge,Ability and Skills Questions.RetrievedfromJobBank: https://www.jobsetc.gc.ca/pieces.jsp?category_id=380 HenemanIII,H.G., Judge,T. A.,& Kammeyer-Mueller,J.D.(2015). Staffing Organizations:Eighth Edition. Mishawaka:PanglossIndustries,Inc;McGraw-Hill Education.
- 14. Nikole Cunningham IndependentStudy490 StaffingOrganizations SHRM. (2016). Society forHuman ResourceManagement. Retrievedfromwww.shrm.org: https://www.shrm.org/TemplatesTools/Samples/JobDescriptions/pages/cms_001293.aspx University,B.Y.(2014). Human ResourcesServices:SampleInterview Questions.Retrievedfrom BringhamYoungUniversity:http://www.byu.edu/hr/?q=managers/hiring-non-students/sample- interview-questions