Interview Guidelinespad530 Interview Guidetimingpad 530 Interview Guid ✓ Solved
Interview Guidelines PAD530 Interview Guide Timing PAD 530 Interview Guide Before the Interview · Locate the names and contact information of people to interview. (These may be on the website or you may need to call the general information number.) · Contact the representative(s) and introduce yourself as a Strayer University Graduate student completing a course in Public Personnel Management. · Inform him / her that through this you are reviewing the agency and serving as an informal student consultant and request a 30- to 45-minute interview. · Inform him / her of the major areas you will be addressing: · Organization’s Design · Hiring, Retaining a Diversified and Ethical Workforce · Recruitment Practices · Training and Development · Globalization · Unionization · Retirement · Productivity and Performance Evaluation · Privatization · Succession Planning · Request specific date(s) and time(s) for the interview(s).
Remember, interviews can be by phone, in person, or by email. (If by email, request a date you can send the questions. Inform person of date you need the responses.) Also note that one person may be in a position to discuss several of the assignment areas. Be sure to look at all the assignment questions to formulate relevant questions for better responses. · Review the agency and department prior to the interview and gain as much information as possible in the time you have. You do not want to waste any time or go past the time allowed for the interview. · Write or computer-generate the questions you plan to ask. Number your questions so you can reference the question number as you take notes.
For example, Week 3 Assignment Question 3 could be labeled as 1.3 and so forth. · Familiarize yourself with your list of questions. · Ask the interviewee permission to send a suggested list of questions to be covered during the interview several days before the interview takes place. This will save time during the interview. If the interviewee responds to the questions prior to the interview, review the questions and be prepared to discuss any answers that are vague or for which you need more information and for which you would like to gain more experience of the subject matter. During the Interview · Be courteous and respectful, especially of the person’s time. Be prepared and professional in tone and speed of communication. · Ask clear, specific questions. · Follow up any brief, incomplete, and / or vague comments with questions such as: “Could you give an example?†or “Would you explain that a little more?†· Ask if there are other sources (people, documents, websites) that would be helpful. · Thank the person for his / her time.
Send a thank-you note by email or regular mail. · Contact any person he or she recommends and follow the same protocol as outlined in this interview guide. Also, inform the recommended person of the person who recommended him or her for your contact. After the Interview · Type up your notes right away. · Align the representative’s answers with the appropriate questions. · Align the representative’s comments with research you have done in the area(s). · Point out in your paper how the representative’s comments were supported by or differed from the research. Hypothesize reasons discrepancies may exist. · Include the proof of the interview(s) with the notes from the interview for the paper’s Appendix.
Agency Department Person(s) Interviewed Medium (Phone, email, in person, identify if other) Interviewee’s Position Date(s) of Interview Evaluation of Agency’s Public Personnel Administration, Part 2 Area Topics for Questions Interviewee Answers Organizational Design Globalization Personnel Recruitment and Hiring Practices Employee Skills Training Recruiting and Training Recommendations Agency’s Law and Ethics of Hiring a Diverse Workforce, Part 3 Area Topics for Questions Interviewee Answers Laws Affecting the Agency Personnel Recruitment and Hiring Practices Ethics and Diversity Training Recruiting and Training a Diversified Workforce Analysis of the Agency’s Policies, Procedures, and Plans Regarding Unions, Privatization, Pensions, and Productivity, Part 4 Area Topics for Questions Interviewee Answers The Agency and Unions The Agency and Privatization Employee Pension Plans Productivity and Performance Evaluation Recommendations for Improving Productivity and Performance Evaluation 1 3
Paper for above instructions
Interview Guidelines: Enhancing Public Personnel Management Through Expert InsightsIntroduction
The significance of effective public personnel management cannot be overstated, especially given the complexities of modern organizations. With globalization, technological advancements, and an increasingly diverse workforce, agencies face a myriad of challenges. This report outlines an interview framework that aims to extract valuable insights from key personnel within public agencies regarding organizational design, recruitment practices, and performance evaluation among several other important topics. The interview guidelines follow a structured approach to ensure all relevant aspects of public personnel management are thoroughly explored.
Before the Interview
Locating the right individuals for interviews is crucial. Start by identifying relevant personnel through agency websites or general information lines. Once candidates are identified, initiate contact by introducing yourself as a graduate student from Strayer University specializing in Public Personnel Management. Clearly express the purpose of the interview: to review agency strategies as an informal consultant and inquire about their experiences and insights.
Propose an interview of approximately 30 to 45 minutes and outline the key areas that will be discussed:
1. Organization’s Design
2. Hiring, Retaining a Diversified and Ethical Workforce
3. Recruitment Practices
4. Training and Development
5. Globalization
6. Unionization
7. Retirement
8. Productivity and Performance Evaluation
9. Privatization
10. Succession Planning
Respect the interviewees' time and offer flexibility in scheduling. An effective approach can involve using digital communication channels, either through phone, in-person meetings, or emails. If opting for email, suggest sending a list of specific questions ahead of time to foster meaningful engagement.
Research and Preparation
Prior to the interview, conducting thorough research on the agency and relevant department is essential. Acquaint yourself with their mission, vision, and operations by reviewing available online resources, reports, and news articles. This preparation will not only inform your questioning but also demonstrate professionalism and respect for the interviewee’s time.
Prepare a list of questions based on themes relevant to the interview. As example:
1.1 What structures are in place that support the organization’s design?
1.2 How does your agency approach the hiring and retention of a diverse workforce?
1.3 Can you elaborate on the recruitment practices currently in use?
(Continue this structure for the remaining topics.)
Requesting permission to send questions in advance allows interviewees to prepare and provides a more enriching discourse. If the interviewee shares responses before the engagement, analyze those comments to prepare follow-up questions for clarity.
During the Interview
As the interview unfolds, maintain a courteous and respectful demeanor. Employ a professional tone and communicate clearly to encourage open discussion. Utilize specific follow-up questions, such as "Can you provide an example?” or "Could you explain that in more detail?” to gain deeper insights.
Encourage additional input by querying the interviewee regarding other potential sources of information, such as documentation or contacts that may further enrich your understanding. Conclude with expressions of gratitude, and ensure that you send a formal thank-you note post-interview, either electronically or via traditional mail.
After the Interview
Timely documentation of interview notes is vital. Organize the responses in correspondence with the structured questions developed prior to the engagement. It is vital to juxtapose these comments with existing literature and research to uncover congruences or disparities. Notably:
- Organizational Design: The reported structures in place may align with Mintzberg's (1980) typologies of organizational design, such as the simple structure, machine bureaucracy, or professional bureaucracy, and may provide case-specific insights relevant to the agency (Mintzberg, 1980).
- Recruitment and Diversity: The commitments to ethical and diversity hiring practices might align with prevailing theories in human resource management, especially those advocating for inclusive practices (Cox & Blake, 1991).
- Performance Evaluation: Evaluative metrics suggested during the interview may reflect or contradict widely accepted performance management frameworks (Armstrong, 2006).
It is also critical to analyze discrepancies between the responses and existing literature. Hypothesize reasons for these variations—such as agency-specific policies or organizational culture—which might demand unique approaches to human resource management.
Finally, include proof of the interviews conducted with notes in the appendix of the final report, linking interviews directly to the analysis undertaken.
Conclusion
The interview process as outlined further contributes to an enhanced understanding of public personnel management. It offers a framework that not only gathers qualitative data from frontline practitioners but also encourages deeper analysis, thereby informing future workforce strategies.
References
1. Armstrong, M. (2006). A Handbook of Human Resource Management Practice. Kogan Page Publishers.
2. Cox, T. H., & Blake, S. (1991). Managing Cultural Diversity: Implications for Organizational Competitiveness. The Executive, 5(3), 45-56.
3. Mintzberg, H. (1980). Structure in Fives: Designing Effective Organizations. Prentice Hall.
4. Baird, L. & Meshoulam, I. (1988). Managing Two Fits of Strategic Human Resource Management. The Academy of Management Review, 13(1), 116-128.
5. DeCenzo, D. A., & Robbins, S. P. (2010). Fundamentals of Human Resource Management. John Wiley & Sons.
6. Wright, P. M., & Nishii, L. H. (2007). Strategic HRM and Organizational Behavior: Integrating Multiple Levels of Analysis. In J. Barling & C. L. Cooper (Eds.), The Sage Handbook of Organizational Behavior (Vol. 1, pp. 233-249). Sage.
7. Ulrich, D. (1997). Human Resource Champions: The Next Agenda for Adding Value and Delivering Results. Harvard Business School Press.
8. Becker, B. E., & Huselid, M. A. (1998). High-Performance Work Systems and Firm Performance: A Synthesis of Research and Managerial Implications. Research in Personnel and Human Resources Management, 16, 53-101.
9. Jackson, S. E., & Schuler, R. S. (1995). Understanding Human Resource Management in the Context of Organizations and their Environments. Annual Review of Psychology, 46(1), 237-264.
10. Schuler, R. S., & Jackson, S. E. (2007). Strategic Human Resource Management: The Evolution and the Future. In P. L. Perrewé & D. C. Ganster (Eds.), Exploring Theoretical Mechanisms and Perspectives (pp. 1-25). Information Age Publishing.
This structured and academic approach enhances the potential for comprehensive data collection during interviews, enabling a well-rounded analysis of public personnel management practices.