Will you use contingency workers Could you use job sharing and have two workers

Will you use contingency workers could you use job

  • Academy of Art University
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  • lonniehf876
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· Will you use contingency workers? · Could you use job-sharing, and have two workers making up one full-time equivalent position? · Could this be a telecommuting job? The answer to this question depends on the type of position involved.
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· Could you offer a flexible work schedule, such as working 80 hours in nine days, or working four days per week at ten hours per day? Developing a cost-effective compensation and benefits package is another component of developing a recruiting strategy. It is important to consider these questions and be realistic when developing the compensation and benefits package you will offer: · What can your organization afford? · What are current market salaries? · Is there a labor shortage for these kinds of workers in your region? · To what extent is there competition for these workers in your area? · Are there additional perks you can offer to entice the candidate such as sign-on bonuses or sabbaticals?
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Print Examining Adverse Impact Scoring Guide CRITERIA NON-PERFORMANCE BASIC PROFICIENT DISTINGUISHED
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Describe the important issues in the case. Does not identify the important issues in the case. Identifies the important issues in the case. Describes the important issues in the case. Analyzes the important issues in the case. Distinguish the theory of disparate (or adverse) impact from the theory of disparate treatment.
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Does not distinguish the theory of disparate (or adverse) impact from the theory of disparate treatment. Partially distinguishes the theory of disparate (or adverse) impact from the theory of disparate treatment. Distinguishes the theory of disparate (or adverse) impact from the theory of disparate treatment. Distinguishes the theory of disparate (or adverse) impact from the theory of disparate treatment using case specific examples or additional context. Analyze the outcome of the case.
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Does not state the outcome of the case. Describes the outcome of the case. Analyzes the outcome of the case. Analyzes the outcome of the case, accurately applying disparate impact theory. Analyze the evidence of discriminatory effects. Does not describe the evidence of discriminatory effects. Describes the evidence of discriminatory effects.
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Analyzes the evidence of discriminatory effects. Analyzes the evidence of discriminatory effects and provides specific examples of connections to the rule, policy, or process. Describe how the Uniform Guidelines on Employee Selection Procedures help employers avoid issues related to disparate or adverse impact. Does not identify how the Uniform Guidelines on Employee Selection Procedures help employers avoid issues related to disparate or adverse impact. Identifies but does not describe how the Uniform Guidelines
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on Employee Selection Procedures help employers avoid issues related to disparate or adverse impact.
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