Shantel Taylor Interview Assignment November 24, 2012

1. Position? 2. Name of the Company? 3. Amount of time on the job? In the position? 4. Previous relevant work experience? 5. Education, training, or certifications? 6. What is the most interesting or unusual management situation you have encountered? 7. Are you experiencing challenges finding matched employees for the work you do? 8. What are some strategies that you implement to reduce turnover within your organization? 9. How does your organization manage succession planning? 10. When change occurs, what process does your company have in place to overcome resistance? 11. What does the Managerial Development and Training program consist of? How does this align with your companys strategies and goals? 12. Do they have a strategic HR plan for the next three years? How often is it reviewed? 13. What recommendations you would make for someone trying to get a job?

1. Personnel Human Resource Manager 2. The Logistics Company 3. 5 years 4. U.S Army for 22 years as Human Resource Specialist 5. Human Resource Leadership course. Non-Commission Development HR Certification. Advance HR Certification Course. Relevant course material: We discussed some of the requirements that HR Managers are expected to complete to receive their certifications which in turn illustrate their mastery of the practice on page 17 of chapter 1. What the interviewee said is directly supportive of the course materials. She completed her certifications and enrolled in courses that strengthened her knowledge of the HR field. However, the name of the certifications differ from the more common ones in the book because she became certified through the military. 6. I deployed 3,084 soldiers to Iraq as a HR Manager. I had to prep personnel and HR records in 2004. It was a big challenge. I was a Senior HR Supervisor then, and had the assistance of 9 HR Specialist with whom Ive been working with for about 3 years. I also went to Iraq with them and stayed for 13 months. It was scary. 7. No. Because when the army sends a unit to war they equip you 110%. We planned a year ahead and did a matrix of what assets we needed and 4 months prior to the mission everyone was locked in. Relevant course material: We discussed the selection of the right employees with the skills and attributes an organization needs on page 107 of chapter 4. What the interviewee said is similar with the selection process described because the military is a field that is highly dependent on human capital, so therefore initial emphasis is not on the needed skills and

attributes. However, once personnel are enlisted their orders correlate with the demand of certain needs in a specific area. 8. Not a huge issue with turnover because I worked for the military, and pretty much everyone was there for the duration of their contracts. There were a few turnovers in a since of people who got sick, injured, or died. We had to request a replacement for those individuals. Planning is the biggest contribution to the success of the organization. Knowing who and what you need helps to stay on target. I implemented a program that color coded the records of each unit because we had so many people (we had 5 units). 9. Working for the army a lot of that was done higher up. Unit manning reports tell the army what they are supposed to have to run the mission. As HR we just process them and make sure they get to the right unit. By the time it got down to the execution level all of the decisions and people were decided. Unit Strength Report (let them know 90 days prior if we are losing 3 HR managers to avoid lax time) sent to the Department of the Army and they filter back down what specialty we need. Relevant course material: We discussed succession planning on page 75 of chapter 3. What the interviewee said is directly supportive of the course materials. She does participate in strategic recruitment to fill the needs of the company and process the information of the new people that are hired to meet future needs. Completing this forecast, or analysis of the future position demands allow for the organization to run smoothly without interruption. 10. In the Army there is no choice. You do what you are told. The organization is structured so that when something is communicated in advance it will be less resistance and the execution of the command will be followed out.

Relevant course material: We discussed Lewins Process for Overcoming Resistance and way to manage organizational change programs on page 159 of chapter 5. The military is not a typical organization. Contracts are in place that essentially eliminate choice for individuals. As a result, what the interviewee said contradicts with the resistance that is described because of employees being accustomed to the usual way of doing this. As stated, in the Army there is no choice. Employees do as they are told. 11. Working for the Army you are given directions and instructions. It is laid out in the standard operation procedures so we know who to train, what to do and format the information and implement it to our soldiers. It is predetermined. We just have to get it disseminated and get it executed. Relevant course material: We discussed what the overall management development process should ideally consist of on page 155 of chapter 5. What the interviewee said implies that the inhouse programs and courses such as the ones she completed herself comply with the aims of development program in the book: the future performance of the organization itself. Once training is over and the candidates are thoroughly certified they will go into their job fields as Mrs. Bennekin has. 12. We do 5 year plans. We are given instructions on short, middle, and long term goals. We work 5 years out and forecast backward. Begin gearing, training, and managing the soldiers toward that goal. It is an organization where you have to plan ahead. We get feedback on whats attainable or needs analysis of people and equipment. It is reviewed every 90 days. The military is very structured. The different levels have training meetings either once per week or every other week. Reviewed to reinforce what we need. If people rotate out the plan is still there. At the 2 year mark we begin planning for the next 2 years

after the 5 year plan that is already established. This reason in particular is why the Military recruits so heavily. There are soldiers who need to be replaced, so planning in advance helps keep the Army strength up. There is a certain level that the Army absolutely have to maintain for a safe net of human capital in case of war. You have to do constant needs assessment to ensure that everything is according to plan and that the Army is operating efficiently. Relevant course material: We discussed strategic human resources management on page 20 of chapter 1. What the interviewee said is directly supportive of the course materials. They formulate and review and readjust their plans constantly. They are aware of the importance of the needs analysis that we have emphasized so much in class, and the company uses that to pursue achieving its aims. 15. First and foremost you have to be a people person to survive in HR. People will always come to you for help. You have to care about what youre doing. If not you could mess up someones life. The most important person is the customer. Another recommendation is that someone should be very organized. Always be ready to adapt to changes, because every situation is not the same. Be aware that different customers have different needs, so you have to be flexible. Everything else will come because of training, but these are the core competencies that make good HR personnel.