Seminar in Public Human Resource Administration


Team success is a factor of the team member’s skills and experience in executing their defined duties and roles. As a result, adequate training of the team leaders and members prior to and after the transition to the team-based management is critical to the team’s success. This will ensure that the team members are aware of their respective roles in the team; therefore, will help to avoid conflicting and redundant duplication of tasks. Meanwhile, a successful team will be determined through its member’s ability to work harmoniously with each other. The creation of teams should entail a critical evaluation of each potential team member to determine their ability to work with others; thus, if an employee does not work well with others, he or she should not be included in the team (Freyss, 2009). Additionally, the team members should be willing to accept changes in their responsibilities and adapt to the team working culture.

Meanwhile, organizational policies should ensure that team members are allocated specialized tasks, which they are best qualified for in order to optimize individual and team output; hence, creating a successful team. Team leaders should be receptive towards the other team member’s opinions and should not adopt a top down style of management; where team leader’s issue orders and instructions to others without consulting them. In light of this, a successful team will require all its members to be included in critical decision making while being allowed to make contributions aimed at improving teamwork.

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Significantly, concerns arising in relation to team work and team conflicts should be resolved in a profession, and prompt manner, in order to ensure the team’s progress, is not derailed. Therefore, a successful team is a factor of team management; team member’s abilities to work with others and individual, team member’s ability to execute their duties competently and how well teams are motivated.


During the recruitment process, it is essential that a clear definition of duties and responsibilities is outlined in respect to, who does what, during the recruitment process. In light of this, the human resource department is responsible for the recruitment process. As a result, the human resource manager is responsible for handling the recruitment process. However, in cases, where there is no defined human resource management in the organization, the head of the respective departments with job openings or the chief executive, whose jurisdiction has a job vacancy, will be responsible for the recruitment process.

The recruiting officer should be in consultation with the respective supervising officers of the identified job vacancies in order to create a comprehensive checklist of the pre-requisites of the ideal candidate for the job. This process should include equal opportunity affirmative action officer and support staff, who will handle the clerical and miscellaneous aspects of the recruitment process (Freyss, 2009). Meanwhile, an organization can handle the recruitment process in-house, or an external independent recruitment services agency can be contacted to perform this task.

Furthermore, the human resource management should ensure that all stakeholders in the organization’s environment are represented to ensure parity and transparency in the recruitment process. This is critical in ensuring that the human resource management does not appear to be discriminative in the recruitment process. The recruitment process can also involve other employees in the organization in order to promote mobility within the organization. As such, the human resource managers can recruit within the organization in the event that there are qualified employees who might be promoted to the available jobs which are higher in the organizations hierarchy. This should involve respective supervisors and managers to determine the qualifications that an employee should have for this post. This will promote cohesion and morale within the workplace.


The recruitment process should integrate a comprehensive interview process in order to determine the qualification of each candidate with respect to the job definition and organizational goals. Therefore, the presentation of a resume may indicate the candidate’s qualifications and experiences; however, the resume fails to demonstrate the candidate’s competencies on the critical factors, such as attitude towards other employees, social attributes, and the ability to work under pressure among others. In light of these, the recruitment team should develop an interview process, where the candidate is required to demonstrate critical skills and attributes, which may not be indicated in the resume.

This will ensure that the successful candidate is capable of functioning optimally in the organizations work environment as the respective job requires. For instance, the job may require a candidate, who is a team player, outgoing, and capable of making decisions that impact the whole organization. These attributes can only be demonstrated through a practical environment, where the candidate is required to complete a series of tests aimed at evaluating their response to the distinct critical job functions. In so doing, the recruiting team will be able to determine whether a candidate is competent for the job, capable of working under defined conditions or the ability to manage those under them in the work place.

A resume can only indicate the academic, professional and technical qualifications of a candidate; however, id does not demonstrate the candidate’s ability to function optimally in the unique job environment in which the interview is premised. While the resume is critical in describing the candidate’s qualification’s on paper, it does not demonstrate the candidate’s ability to meet the job requirements in the work place; therefore, these factors cannot be identified through a resume. Therefore, a resume does not represent a comprehensive indication of the candidate’s caliber.


Human capital is a critical contributor to any organization’s goals. Therefore, the human resource management should emphasize on a recruitment process that does not discriminate candidates on the basis of race, sex, national origin, religion, or age. These factors are critical in the development of a diversified organization, which represents all aspects of the organization’s environment. In light of this, employers are prohibited from asking questions on a candidate’s race, religion, or national origin since such questions would create a perception that the organization practices discriminative selection in its recruitment and hiring processes (Freyss, 2009).

Modern societies comprise of individuals from various ethnic backgrounds, religions, and sexual attitudes among other diverse attributes, which serve to enrich the organization through the diverse inputs and approaches to problem solving; therefore, leading to the development of a diverse innovative human capital. Additionally, questions of this nature may be misconstrued to paint a misconceived perception towards the organization. This may lead to problems with the public, respective affirmative action organizations, and the government; hence, derailing the organization’s activities. Furthermore, the diversity of the workforce in the organization leads to the development of unique and diverse approaches towards problem solving; thus, creating an innovative workforce.

Therefore, the recruitment process should avoid recruiting defined categories of employees on the basis of their religion, gender or originality; since in so doing, the organization would be restricting its functions to the ideology of a defined group of people. This would create redundancy in the organization since there is no varied presentation of ideas to challenge the pre-existing culture in the organization. Moreover, the modern world is impacted through the diversity of the people; hence organizations must aspire to restructure themselves to reflect and integrate the diverse attributes and developments in the society.


The representation of information in a letter of recommendation must deliver accurate facts concerning the employee. Therefore, employers must ensure that the information included in a letter of recommendation does not make false or inaccurate representations towards the employee’s conduct, performance, and abilities. Employers are liable for inaccurate or false information they indicate in a former employee’s recommendation letter. This is because the failure to give accurate information in a recommendation letter might lead to the potential damages to the subsequent employer and fellow employees. For instance, if an employer fails to indicate in the recommendation letter that the former employee was dismissed from his job due to abusive and violent behavior towards other employees, or he or she stole from the employer; it may lead to negligence liability to the former employer (Walsh, 2012).

The new employer after suffering injury as a result of the former employer’s failure to disclose the truthful information has a legal basis to claim damages from the former employer. Therefore, giving false information intentionally in a letter of recommendation makes the employer liable for the potential damages. Additionally, an employer should take care not to include any information that may be perceived to be inflammatory towards their former employees.

It is critical that when former employers are writing recommendation letters, they should refer to employee files for accurate and authentic information for inclusion in the recommendation letter. This prevents the employer from facing potential libel and failure to notify charges based on the information they indicate in recommendation letters. In the event that claims are made against the accuracy of the information represented in the recommendation letters, the former employer should be able to evidentiary proof through the use of employee files and records. This ascertains that the information presented in recommendation letters is accurate, truthful and reliable.