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HUMAN RESOURCES MANAGEMENT

SAMPLE ROLE PLAYS

AS USED IN DECAS INDIVIDUAL SERIES EVENTS

2012 EDITION

Human Resources Management


Individual Series Events

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DECA Images Published 2012 by DECA Images. Copyright 2012 by DECA Inc. No part of this publication may be reproduced for resale without written permission from the publisher. Printed in the United States.
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Human Resources Management


TABLE OF CONTENTS Introduction. .....................................................................................................................3

Role Plays Role Play #1. ...............................................................................................................5 Role Play #2. .............................................................................................................11 Role Play #3. .............................................................................................................17 Role Play #4. .............................................................................................................23

INTRODUCTION This publication is designed to assist DECA members and their local chapter advisors in preparing for the Individual Series Events. This document will be useful in preparing students for local, state and international competition by familiarizing them with the format, structure and evaluation tools used in international competition. This series of events is presented as an example of the types of events in which a student might expect to participate at the International Career Development Conference. The competitive events found herein, however, are not representative of all performance indicators that the student may be expected to demonstrate on the international level. A complete list of performance indicators upon which the events are written can be found at www.deca.org/competitions/2/. PROCEDURE An individual series event consists of two major parts: a written comprehensive exam and two preliminary role-playing events. A third role-play activity will be given to finalists. The comprehensive exam is a 100-question multiple-choice test developed especially for each series based on the knowledge, skills and attributes associated with the particular occupation. Exams from previous years are available for sale through DECA Images at www.deca.org/shop. In the role-playing portion of the event, participants must accomplish a task by translating what they have learned into effective, efficient and spontaneous action. The participant is given a situation to review. It may indicate a product or service to sell, a merchandising decision or a problem in communication and interpersonal skills. Participants are allowed 10 minutes to review the situation and to develop a professional approach to solving the problem. Up to 10 minutes are then allowed for the participant to be examined by a competent judge and asked to explain how (s)he would solve the situation or problem. The judge is a qualified business executive playing the role of second party in the situation. Following the examination, the judge evaluates the participants responses and records the results on an evaluation form which has been developed specifically for each competitive event.

PREPARATION In order for DECA members to realize success in competition, DECA advisors are encouraged to carefully plan curriculum which will contribute to student success in the competency based competitive events and to provide real world experiences specifically necessary in the occupational area for which the student has a career interest. Competency based competitive events are intended to be a motivational tool used by the DECA advisor to encourage student learning. The success of the members participation in competency based competitive events directly relates to the experiences (s)he has gained in the classroom and / or at the training station. As the local, district, state or international competitive event approaches, the advisors are encouraged to further prepare the competitor in tasks such as the following: Prepare yourself mentally. The competitor should get sufficient sleep the night before competition so that (s)he will be mentally alert and able to concentrate on the activities. Dress appropriately. Professional dress should be worn to all conference sessions. Please note: Competitors at the ICDC must wear an official DECA blazer during interaction with the judges. Official DECA blazers are sold through DECA Images. Follow the program agenda. Competitors should carefully follow the program agenda provided at the conference. (S)he should locate the event room beforehand and arrive at the site early enough to be acclimated to the environment, relaxed, etc. Competitors must be on time for each event. Use preparation time wisely. Competitors should take advantage of the time provided for each activity of the event. During the written tests, the competitor should think through each item completely and carefully while gauging the time appropriately. If time allows, recheck the answers. While preparing for role play events, competitors should use all the time allotted constructively.

CAREER CLUSTER Business Management and Administration CAREER PATHWAY Human Resources Management INSTRUCTIONAL AREA Human Resources Management

HUMAN RESOURCES MANAGEMENT SERIES EVENT PARTICIPANT INSTRUCTIONS


PROCEDURES 1. The event will be presented to you through your reading of these instructions, including the Performance Indicators and Event Situation. You will have up to 10 minutes to review this information to determine how you will handle the role-play situation and demonstrate the performance indicators of this event. During the preparation period, you may make notes to use during the role-play situation. 2. You will have up to 10 minutes to role-play your situation with a judge (you may have more than one judge). 3. You will be evaluated on how well you meet the performance indicators of this event. 4. Turn in all your notes and event materials when you have completed the role-play. PERFORMANCE INDICATORS 1. Determine factors affecting business risk. 2. Describe phases of human resource management. 3. Describe planning techniques used in the hiring process. 4. Assess employee skills. 5. Obtain needed information efficiently.

EVENT SITUATION You are to assume the role of director of human resources at 1st Stop Pharmacy, a regional pharmacy chain. The president of 1st Stop Pharmacy (judge) has asked for your analysis and recommendations regarding a hiring issue. 1st Stop Pharmacy is a regional pharmacy chain with 400 stores located in nine states. For forty years, 1st Stop has served the well-being needs of its customers with over-the-counter and prescription medications, cosmetics, photo, household and basic electronic products. Two years ago, the human resources department located in the corporate headquarters of 1st Stop, hired an individual to manage one of its retail stores. Three weeks ago, during a semi-annual meeting of all store managers, it was accidentally discovered that the manager hired two years ago had lied about her qualifications on her rsum. Following corporate policy, that manager was immediately dismissed. In a research study involving rsum fraud, 46 percent of reference checks by prospective employers revealed discrepancies between what the applicant provided and what the source actually reported. (Challenger, Gray & Christmas Inc., 2010) The president of 1st Stop (judge) is aware of the recently terminated manager, as well as the research regarding rsum fraud. The president (judge) is concerned about the impact that the increase in rsum fraud may have on 1st Stop and has asked to meet with you to obtain your analysis and recommendations regarding the issue. Specifically: describe the impact that rsum fraud can have on the business and an applicant identify potential red flags on rsums that could be an indication of possible fraud list and explain sources that human resources managers can utilize to verify the accuracy and truthfulness of information provided on rsums and applications You will present your analysis and recommendations to the president (judge) in a role-play to take place in the presidents (judges) office. The president (judge) will begin the role-play by greeting you and asking to hear your ideas. After you have presented your analysis and have answered the presidents (judges) questions, the president (judge) will conclude the role-play by thanking you for your work.

JUDGES INSTRUCTIONS
DIRECTIONS, PROCEDURES AND JUDGES ROLE In preparation for this event, you should review the following information with your event manager and other judges: 1. Procedures 2. Performance Indicators 3. Event Situation 4. Judge Role-play Characterization Participants may conduct a slightly different type of meeting and/or discussion with you each time; however, it is important that the information you provide and the questions you ask be uniform for every participant. 5. Judges Evaluation Instructions 6. Judges Evaluation Form Please use a critical and consistent eye in rating each participant. JUDGE ROLE-PLAY CHARACTERIZATION You are to assume the role of president of 1st Stop Pharmacy, a regional pharmacy chain. You have asked your director of human resources (participant) for an analysis and recommendations regarding a hiring issue. 1st Stop Pharmacy is a regional pharmacy chain with 400 stores located in nine states. For forty years, 1st Stop has served the well-being needs of its customers with over-the-counter and prescription medications, cosmetics, photo, household and basic electronic products. Two years ago, the human resources department located in the corporate headquarters of 1st Stop, hired an individual to manage one of its retail stores. Three weeks ago, during a semi-annual meeting of all store managers, it was accidentally discovered that the manager hired two years ago had lied about her qualifications on her rsum. Following corporate policy, that manager was immediately dismissed. In a research study involving rsum fraud, 46 percent of reference checks by prospective employers revealed discrepancies between what the applicant provided and what the source actually reported. (Challenger, Gray & Christmas Inc., 2010) You are aware of the recently terminated manager, as well as the research regarding rsum fraud.

You are concerned about the impact that the increase in rsum fraud may have on 1st Stop and have asked to meet with the human resource director (participant) to obtain his/her analysis and recommendations regarding the issue. Specifically: the impact that rsum fraud can have on the business and the applicant potential red flags on rsums that could be an indication of possible fraud sources that human resources can utilize to verify the accuracy and truthfulness of information provided on rsums and applications The human resources director (participant) will present his/her analysis and recommendations to you in a role-play to take place in your office. You will begin the role-play by greeting the director (participant) and asking to hear about his/her ideas. During the course of the role-play you are to ask the following questions of each participant: 1. To what extent does the current level of unemployment affect the occurrences of rsum and application fraud? 2. Should employees always be terminated if it is discovered that they misrepresented their qualifications at the time they were hired? Please explain. Once the director of human resources (participant) has presented the analysis and recommendations and has answered your questions, you will conclude the role-play by thanking the director (participant) for the work. You are not to make any comments after the event is over except to thank the participant.

Red flags that could indicate possible rsum fraud include: Broad, vague answers to specific questions Refusing to say to whom they reported at previous jobs citing confidentiality Unwillingness to provide specific dates for employment or education Gaps in employment history (Cari Tuna, Wall Street Journal; 11/13/2008)

JUDGES EVALUATION INSTRUCTIONS


Evaluation Form Information The participants are to be evaluated on their ability to perform the specific performance indicators stated on the cover sheet of this event and restated on the Judges Evaluation Form. Although you may see other performance indicators being demonstrated by the participants, those listed in the Performance Indicators section are the critical ones you are measuring for this particular event. Evaluation Form Interpretation The evaluation levels listed below and the evaluation rating procedures should be discussed thoroughly with your event chairperson and the other judges to ensure complete and common understanding for judging consistency. Level of Evaluation Exceeds Expectations Interpretation Level Participant demonstrated the performance indicator in an extremely professional manner; greatly exceeds business standards; would rank in the top 10% of business personnel performing this performance indicator. Participant demonstrated the performance indicator in an acceptable and effective manner; meets at least minimal business standards; there would be no need for additional formalized training at this time; would rank in the 70-89th percentile of business personnel performing this performance indicator. Participant demonstrated the performance indicator with limited effectiveness; performance generally fell below minimal business standards; additional training would be required to improve knowledge, attitude and/or skills; would rank in the 50-69th percentile of business personnel performing this performance indicator. Participant demonstrated the performance indicator with little or no effectiveness; a great deal of formal training would be needed immediately; perhaps this person should seek other employment; would rank in the 0-49th percentile of business personnel performing this performance indicator.

Meets Expectations

Below Expectations

Little/No Value

JUDGES EVALUATION FORM


HRM DID THE PARTICIPANT:
1. Determine factors affecting business risk? Little/No Value Below Expectations 0, 1, 2, 3, 4, 5 6, 7, 8, 9, 10, 11
Attempts to determine factors affecting business risk were inadequate or weak. Adequately determined factors affecting business risk.

Meets Expectations 12, 13, 14, 15


Effectively determined factors affecting business risk.

Exceeds Expectations 16, 17, 18


Very effectively determined factors affecting business risk.

2. Describe phases of human resources management? Little/No Value Below Expectations 0, 1, 2, 3, 4, 5 6, 7, 8, 9, 10, 11
Attempts to describe phases of human resources management were inadequate or weak. Adequately described phases of human resources management.

Meets Expectations 12, 13, 14, 15


Effectively described phases of human resources management.

Exceeds Expectations 16, 17, 18


Very effectively described phases of human resources management.

3. Describe planning techniques used in the hiring process? Little/No Value Below Expectations Meets Expectations 0, 1, 2, 3, 4, 5 6, 7, 8, 9, 10, 11 12, 13, 14, 15
Attempts to describe planning techniques used in the hiring process were weak or incorrect. Adequately described planning techniques used in the hiring process. Effectively described planning techniques used in the hiring process.

Exceeds Expectations 16, 17, 18


Very effectively described planning techniques used in the hiring process.

4. Assess employee skills? Little/No Value 0, 1, 2, 3, 4, 5


Attempts to assess employee skills were inadequate or unclear.

Below Expectations 6, 7, 8, 9, 10, 11


Adequately assessed employee skills.

Meets Expectations 12, 13, 14, 15


Effectively assessed employee skills.

Exceeds Expectations 16, 17, 18


Very effectively assessed employee skills.

5. Obtain needed information efficiently? Little/No Value Below Expectations 0, 1, 2, 3, 4, 5 6, 7, 8, 9, 10, 11


Attempts to obtain needed information efficiently were inadequate or weak. Adequately obtained needed information efficiently.

Meets Expectations 12, 13, 14, 15


Effectively obtained needed information efficiently.

Exceeds Expectations 16, 17, 18


Very effectively obtained needed information efficiently.

6. Overall impression and response to the judges questions. Little/No Value Below Expectations Meets Expectations 0, 1, 2 3, 4, 5 6, 7, 8
Demonstrated few skills; could not answer the judges questions. Demonstrated limited ability to link some skills; answered the judges questions adequately. Demonstrated the specified skills; answered the judges questions effectively.

Exceeds Expectations 9, 10
Demonstrated skills confidently and professionally; answered the judges questions very effectively and thoroughly.

Judges Initials

TOTAL SCORE

10

CAREER CLUSTER Business Management and Administration CAREER PATHWAY Human Resources Management INSTRUCTIONAL AREA Human Resources Management

HUMAN RESOURCES MANAGEMENT SERIES EVENT PARTICIPANT INSTRUCTIONS


PROCEDURES 1. The event will be presented to you through your reading of these instructions, including the Performance Indicators and Event Situation. You will have up to 10 minutes to review this information to determine how you will handle the role-play situation and demonstrate the performance indicators of this event. During the preparation period, you may make notes to use during the role-play situation. 2. You will have up to 10 minutes to role-play your situation with a judge (you may have more than one judge). 3. You will be evaluated on how well you meet the performance indicators of this event. 4. Turn in all your notes and event materials when you have completed the role-play. PERFORMANCE INDICATORS 1. Discuss factors that impact human resources management. 2. Analyze employer expectations in the business environment. 3. Show empathy for others. 4. Explain the nature of benefit plans. 5. Assist with establishment of work rules.

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EVENT SITUATION You are to assume the role of a human resources assistant at Landmark Insurance, a mid-size insurance company. Your human resources manager (judge) has asked you to analyze and make appropriate recommendations regarding a current human resources policy. Landmark Insurance is a regional insurance company that sells auto, home, health and life insurance to individuals in seven states. The company has many agents who sell the services throughout the region in addition to eighty-five office and administrative employees who staff the corporate headquarters. Last Tuesday at the corporate headquarters, an administrative employee telephoned his department manager to report that he would not be coming in to work that day because he was not feeling well and was taking one of his paid sick days. Later that day, you happened to be talking with one of the co-workers from the absent employees department who told you that he stayed home to care for an elderly sick parent who lives with him. Landmarks sick day policy is as follows: Sick days are provided for the illness of the employee, their spouse or children. Employees will be eligible for paid sick days after six months of employment. Full-time employees receive ten sick days per year and will be eligible for five additional sick days in every succeeding calendar year. Sick days may be accumulated from year to year to a maximum of thirty days. When the employee returned to work the next day, the human resources department informed him that he would not be paid for the sick day he requested because he violated sick day policy. The employee was very upset and replied that other employees have been granted paid sick days even though they or their spouse or children were never actually sick. The human resources manager (judge) is very concerned about this incident and has asked to meet with you to obtain your analysis and recommendations regarding current sick day policy. Specifically: Describe the impact that this incident could have on the employees and the business. Analyze the appropriateness of the current sick day policy from the standpoint of the employees and the business. Prepare recommendation(s) to prevent an incident such as the one described from happening in the future. You will present your analysis and recommendations to the human resources manager (judge) in a roleplay to take place in the managers (judges) office. The manager (judge) will begin the role-play by greeting you and asking to hear your ideas. After you have presented your analysis and recommendations and have answered the managers (judges) questions, the manager (judge) will conclude the role-play by thanking you for your work.

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JUDGES INSTRUCTIONS
DIRECTIONS, PROCEDURES AND JUDGES ROLE In preparation for this event, you should review the following information with your event manager and other judges: 1. Procedures 2. Performance Indicators 3. Event Situation 4. Judge Role-play Characterization Participants may conduct a slightly different type of meeting and/or discussion with you each time; however, it is important that the information you provide and the questions you ask be uniform for every participant. 5. Judges Evaluation Instructions 6. Judges Evaluation Form Please use a critical and consistent eye in rating each participant. JUDGE ROLE-PLAY CHARACTERIZATION You are to assume the role of human resources manager at Landmark Insurance, a mid-size insurance company. You have asked your human resources assistant (participant) to analyze and make appropriate recommendations regarding a current human resources policy. Landmark Insurance is a regional insurance company that sells auto, home, health and life insurance to individuals in seven states. The company has many agents who sell the services throughout the region in addition to eighty-five office and administrative employees who staff the corporate headquarters. Last Tuesday, at the corporate headquarters, an administrative employee telephoned his department manager to report that he would not be coming in to work that day because he was not feeling well and was taking one of his paid sick days. Later that day, the human resources assistant (participant) happened to be talking with one of the co-workers from the absent employees department who indicated that the employee stayed home to care for an elderly sick parent who lives with him. Landmarks sick day policy is as follows:

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Sick days are provided for the illness of the employee, their spouse or children. Employees will be eligible for paid sick days after six months of employment. Full-time employees receive ten sick days per year and will be eligible for five additional sick days in every succeeding calendar year. Sick days may be accumulated from year to year to a maximum of thirty days. When the employee returned to work the next day, the human resources department informed him that he would not be paid for the sick day he requested because he violated sick day policy. The employee was very upset and replied that other employees have been granted paid sick days even though they or their spouse or children were never actually sick. You are very concerned about this incident and have asked to meet with your assistant (participant) to obtain his/her analysis and recommendations regarding current sick day policy. Specifically: the impact that this incident could have on the employees and the business. the appropriateness of the current sick day policy from the standpoint of the employees and the business. recommendation(s) to prevent an incident such as the one described from happening in the future. The human resources assistant (participant) will present his/her analysis to you in a role-play to take place in your office. You will begin the role-play by greeting the assistant (participant) and asking to hear about his/her ideas. During the course of the role-play you are to ask the following questions of each participant: 1. How should Landmark communicate any proposed changes in sick day policy to our employees? 2. What would you say to an employee who said Im going to use up all my sick days every year whether Im sick or not because I deserve it? 3. Explain how businesses benefit because they provide a benefit package to their employees? Once your assistant (participant) has presented and has answered your questions, you will conclude the role-play by thanking the assistant (participant) for the work. You are not to make any comments after the event is over except to thank the participant.

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JUDGES EVALUATION INSTRUCTIONS


Evaluation Form Information The participants are to be evaluated on their ability to perform the specific performance indicators stated on the cover sheet of this event and restated on the Judges Evaluation Form. Although you may see other performance indicators being demonstrated by the participants, those listed in the Performance Indicators section are the critical ones you are measuring for this particular event. Evaluation Form Interpretation The evaluation levels listed below and the evaluation rating procedures should be discussed thoroughly with your event chairperson and the other judges to ensure complete and common understanding for judging consistency. Level of Evaluation Exceeds Expectations Interpretation Level Participant demonstrated the performance indicator in an extremely professional manner; greatly exceeds business standards; would rank in the top 10% of business personnel performing this performance indicator. Participant demonstrated the performance indicator in an acceptable and effective manner; meets at least minimal business standards; there would be no need for additional formalized training at this time; would rank in the 70-89th percentile of business personnel performing this performance indicator. Participant demonstrated the performance indicator with limited effectiveness; performance generally fell below minimal business standards; additional training would be required to improve knowledge, attitude and/or skills; would rank in the 50-69th percentile of business personnel performing this performance indicator. Participant demonstrated the performance indicator with little or no effectiveness; a great deal of formal training would be needed immediately; perhaps this person should seek other employment; would rank in the 0-49th percentile of business personnel performing this performance indicator.

Meets Expectations

Below Expectations

Little/No Value

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JUDGES EVALUATION FORM


DID THE PARTICIPANT: HRM

1. Discuss factors that impact human resources management? Little/No Value Below Expectations Meets Expectations 0, 1, 2, 3, 4, 5 6, 7, 8, 9, 10, 11 12, 13, 14, 15
Attempts to discuss factors that impact human resources management were inadequate or weak. Adequately discussed factors that impact human resources management. Effectively discussed factors that impact human resources management.

Exceeds Expectations 16, 17, 18


Very effectively discussed factors that impact human resources management.

2. Analyze employer expectations in the business environment? Little/No Value Below Expectations Meets Expectations 0, 1, 2, 3, 4, 5 6, 7, 8, 9, 10, 11 12, 13, 14, 15
Attempts to analyze employer expectations in the business environment were inadequate or weak. Adequately analyzed employer expectations in the business environment. Effectively analyzed employer expectations in the business environment.

Exceeds Expectations 16, 17, 18


Very effectively analyzed employer expectations in the business environment.

3. Show empathy for others? Little/No Value Below Expectations 0, 1, 2, 3, 4, 5 6, 7, 8, 9, 10, 11


Attempts to show empathy for others were inadequate or weak.

Meets Expectations 12, 13, 14, 15

Exceeds Expectations 16, 17, 18


Very effectively showed empathy for others.

Adequately showed empathy for Effectively showed empathy for others. others.

4. Explain the nature of benefit plans? Little/No Value Below Expectations 0, 1, 2, 3, 4, 5 6, 7, 8, 9, 10, 11
Attempts to explain the nature of benefit plans were weak or incorrect. Adequately explained the nature of benefit plans.

Meets Expectations 12, 13, 14, 15


Effectively explained the nature of benefit plans.

Exceeds Expectations 16, 17, 18


Very effectively explained the nature of benefit plans.

5. Assist with establishment of work rules? Little/No Value Below Expectations 0, 1, 2, 3, 4, 5 6, 7, 8, 9, 10, 11
Attempts to assist with establishment of work rules were inadequate or weak. Adequately assisted with establishment of work rules.

Meets Expectations 12, 13, 14, 15


Effectively assisted with establishment of work rules.

Exceeds Expectations 16, 17, 18


Very effectively assisted with establishment of work rules.

6. Overall impression and response to the judges questions. Little/No Value Below Expectations Meets Expectations 0, 1, 2 3, 4, 5 6, 7, 8
Demonstrated few skills; could not answer the judges questions. Demonstrated limited ability to link some skills; answered the judges questions adequately. Demonstrated the specified skills; answered the judges questions effectively.

Exceeds Expectations 9, 10
Demonstrated skills confidently and professionally; answered the judges questions very effectively and thoroughly.

Judges Initials

TOTAL SCORE

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CAREER CLUSTER Business Management and Administration CAREER PATHWAY Human Resources Management INSTRUCTIONAL AREA Professional Development

HUMAN RESOURCES MANAGEMENT SERIES EVENT PARTICIPANT INSTRUCTIONS


PROCEDURES 1. The event will be presented to you through your reading of these instructions, including the Performance Indicators and Event Situation. You will have up to 10 minutes to review this information to determine how you will handle the role-play situation and demonstrate the performance indicators of this event. During the preparation period, you may make notes to use during the role-play situation. 2. You will have up to 10 minutes to role-play your situation with a judge (you may have more than one judge). 3. You will be evaluated on how well you meet the performance indicators of this event. 4. Turn in all your notes and event materials when you have completed the role-play. PERFORMANCE INDICATORS 1. Analyze employer expectations in the business environment. 2. Explain the rights of workers. 3. Demonstrate problem-solving skills. 4. Comply with compensation and benefit laws. 5. Describe the nature of managerial control.

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EVENT SITUATION You are to assume the role of human resources assistant at Premiere Dental, a chain of clinics providing a complete range of dental services. The human resources manager (judge) has asked you to evaluate an employees qualification to receive a company benefit. Premiere Dental was started in 1980 by three dentists whose mission was to provide quality, affordable dental care to all people. Today, with the same mission in effect, Premiere Dental has a staff of 625 dentists, assistants, technicians and administrative employees spread over seventy locations. Seventy percent are full-time employees who receive the benefit package that includes health insurance, vacation, sick days, a 401K plan and an employee assistance program. Full-time employment at Premiere Dental is defined as working a minimum of thirty-six hours per week. Every three months, the human resources department performs a company-wide hour scan to monitor the number of hours being worked by employees. The latest scan, completed last week, revealed that a dental technician consistently failed to meet the full-time minimum hours per week standard. The dental technician worked 28 to 36 hours per week during an eight-week period, with only one week totaling 36 hours. The employee has already used all sick days prior to this scan and no vacation time was taken during the period. Essentially, the dental technician has been enrolled in a health care plan for which she has not been qualified for an eight week period. The human resources manager (judge) is aware of the dental technicians weekly hour violation and has requested a meeting with you to obtain your analysis and recommendations on how it should be handled. Specifically: The impact this situation has on the employee and the business. Who is responsible for this human resource problem: the business, the department manager, or the employee? At what point should a full-time employee lose full-time status? Should the dental technician be allowed to continue in the company health care plan or not? Provide rationale for your decision. You will present your analysis and recommendations to the human resources manager in a role-play to take place in the managers (judges) office. The human resources manager (judge) will begin the role-play by greeting you and asking to hear your ideas. After you have presented your analysis and recommendations and have answered the managers (judges) questions, the manager (judge) will conclude the role-play by thanking you for your work.

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JUDGES INSTRUCTIONS
DIRECTIONS, PROCEDURES AND JUDGES ROLE In preparation for this event, you should review the following information with your event manager and other judges: 1. Procedures 2. Performance Indicators 3. Event Situation 4. Judge Role-play Characterization Participants may conduct a slightly different type of meeting and/or discussion with you each time; however, it is important that the information you provide and the questions you ask be uniform for every participant. 5. Judges Evaluation Instructions 6. Judges Evaluation Form Please use a critical and consistent eye in rating each participant. JUDGE ROLE-PLAY CHARACTERIZATION You are to assume the role of human resources manager at Premiere Dental, a chain of clinics providing a complete range of dental services. You have asked your human resources assistant (participant) to evaluate an employees qualification to receive a company benefit. Premiere Dental was started in 1980 by three dentists whose mission was to provide quality, affordable dental care to all people. Today, with the same mission in effect, Premiere Dental has a staff of 625 dentists, assistants, technicians and administrative employees spread over seventy locations. Seventy percent are full-time employees who receive the benefit package that includes health insurance, vacation, sick days, a 401K plan and an employee assistance program. Full-time employment at Premiere Dental is defined as working a minimum of thirty-six hours per week. Every three months, the human resources department performs a company-wide hour scan to monitor the number of hours being worked by employees. The latest scan, completed last week, revealed that a dental technician consistently failed to meet the full-time minimum hours per week standard. The dental technician worked 28 to 36 hours per week during an eight-week period, with only one week totaling 36 hours. The employee has already used all sick days prior to this scan and no vacation time was taken during the period. Essentially, the dental technician has been enrolled in a health care plan for which she has not been 19

qualified for an eight week period. You are aware of the dental technicians weekly hour violation and have requested a meeting with the human resources assistant (participant) to obtain his/her analysis and recommendations on how it should be handled. Specifically: The impact this situation has on the employee and the business. Who is responsible for this human resource problem: the business, the department manager, or the employee? At what point should a full-time employee lose full-time status? Should the dental technician be allowed to continue in the company health care plan or not? The human resources assistant (participant) will present his/her analysis and recommendations to you in a role-play to take place in your office. You will begin the role-play by greeting the assistant (participant) and asking to hear about his/her ideas. During the course of the role-play you are to ask the following questions of each participant: 1. Will the actions we take to resolve this issue set a precedent for the company? 2. Not all workers use all the vacation time theyve earned. Do you believe that a company should require an employee to use all their vacation time every year? Why or why not? Once the human resources assistant (participant) has presented the analysis and recommendations and has answered your questions, you will conclude the role-play by thanking the assistant (participant) for the work. You are not to make any comments after the event is over except to thank the participant.

Note: The federal Fair Labor Standards Act does not define full-time or part-time employment. This is a matter generally to be determined by the employer. (U.S. Department of Labor) Legality issues regarding benefits are an internal issue based on contracts and established company policies.

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JUDGES EVALUATION INSTRUCTIONS


Evaluation Form Information The participants are to be evaluated on their ability to perform the specific performance indicators stated on the cover sheet of this event and restated on the Judges Evaluation Form. Although you may see other performance indicators being demonstrated by the participants, those listed in the Performance Indicators section are the critical ones you are measuring for this particular event. Evaluation Form Interpretation The evaluation levels listed below and the evaluation rating procedures should be discussed thoroughly with your event chairperson and the other judges to ensure complete and common understanding for judging consistency. Level of Evaluation Exceeds Expectations Interpretation Level Participant demonstrated the performance indicator in an extremely professional manner; greatly exceeds business standards; would rank in the top 10% of business personnel performing this performance indicator. Participant demonstrated the performance indicator in an acceptable and effective manner; meets at least minimal business standards; there would be no need for additional formalized training at this time; would rank in the 70-89th percentile of business personnel performing this performance indicator. Participant demonstrated the performance indicator with limited effectiveness; performance generally fell below minimal business standards; additional training would be required to improve knowledge, attitude and/or skills; would rank in the 50-69th percentile of business personnel performing this performance indicator. Participant demonstrated the performance indicator with little or no effectiveness; a great deal of formal training would be needed immediately; perhaps this person should seek other employment; would rank in the 0-49th percentile of business personnel performing this performance indicator.

Meets Expectations

Below Expectations

Little/No Value

21

JUDGES EVALUATION FORM


HRM DID THE PARTICIPANT:
1. Analyze employer expectations in the business environment? Little/No Value Below Expectations Meets Expectations 0, 1, 2, 3, 4, 5 6, 7, 8, 9, 10, 11 12, 13, 14, 15
Attempts to analyze employer expectations in the business environment were inadequate or weak. Adequately analyzed employer expectations in the business environment. Effectively analyzed employer expectations in the business environment.

Exceeds Expectations 16, 17, 18


Very effectively analyzed employer expectations in the business environment.

2. Explain the rights of workers? Little/No Value Below Expectations 0, 1, 2, 3, 4, 5 6, 7, 8, 9, 10, 11


Attempts to explain the rights of workers were inadequate or incorrect. Adequately explained the rights of workers.

Meets Expectations 12, 13, 14, 15


Effectively explained the rights of workers.

Exceeds Expectations 16, 17, 18


Very effectively explained the rights of workers.

3. Demonstrate problem-solving skills? Little/No Value Below Expectations 0, 1, 2, 3, 4, 5 6, 7, 8, 9, 10, 11


Attempts to demonstrate problem-solving skills were inadequate or weak. Adequately demonstrated problem-solving skills.

Meets Expectations 12, 13, 14, 15


Effectively demonstrated problem-solving skills.

Exceeds Expectations 16, 17, 18


Very effectively demonstrated problem-solving skills.

4. Comply with compensation and benefit laws? Little/No Value Below Expectations 0, 1, 2, 3, 4, 5 6, 7, 8, 9, 10, 11
Attempts to comply with compensation and benefit laws were inadequate or unclear. Adequately complied with compensation and benefit laws.

Meets Expectations 12, 13, 14, 15


Effectively complied with compensation and benefit laws.

Exceeds Expectations 16, 17, 18


Very effectively complied with compensation and benefit laws.

5. Describe the nature of managerial control? Little/No Value Below Expectations 0, 1, 2, 3, 4, 5 6, 7, 8, 9, 10, 11
Attempts to describe the nature of managerial control were inadequate or weak. Adequately described the nature of managerial control.

Meets Expectations 12, 13, 14, 15


Effectively described the nature of managerial control.

Exceeds Expectations 16, 17, 18


Very effectively described the nature of managerial control.

6. Overall impression and response to the judges questions. Little/No Value Below Expectations Meets Expectations 0, 1, 2 3, 4, 5 6, 7, 8
Demonstrated few skills; could not answer the judges questions. Demonstrated limited ability to link some skills; answered the judges questions adequately. Demonstrated the specified skills; answered the judges questions effectively.

Exceeds Expectations 9, 10
Demonstrated skills confidently and professionally; answered the judges questions very effectively and thoroughly.

Judges Initials

TOTAL SCORE

22

CAREER CLUSTER Business Management and Administration CAREER PATHWAY Human Resources Management INSTRUCTIONAL AREA Operations

HUMAN RESOURCES MANAGEMENT SERIES EVENT PARTICIPANT INSTRUCTIONS


PROCEDURES 1. The event will be presented to you through your reading of these instructions, including the Performance Indicators and Event Situation. You will have up to 10 minutes to review this information to determine how you will handle the role-play situation and demonstrate the performance indicators of this event. During the preparation period, you may make notes to use during the role-play situation. 2. You will have up to 10 minutes to role-play your situation with a judge (you may have more than one judge). 3. You will be evaluated on how well you meet the performance indicators of this event. 4. Turn in all your notes and event materials when you have completed the role-play. PERFORMANCE INDICATORS 1. Develop project plan. 2. Explain the nature of employee fitness/wellness programs. 3. Identify resources needed for project. 4. Enlist others in working toward a shared vision. 5. Motivate team members.

23

EVENT SITUATION You are to assume the role of human resources manager at Schneider Interactive, a company that operates an online search engine. The founder and president (judge) has asked you to initiate a small scale, company-wide wellness program. Schneider Interactive created, developed and operates an Internet search engine. Under the brand name WhatzUp, the company executes approximately five million searches per day. Following a modest start twelve years ago with only seven employees, Schneider Interactive has grown to 230 administrative and technical employees today. During a recent meeting with a representative from Schneider s health insurance carrier, the president (judge) was informed that 58 percent of Schneider employees are overweight or obese. Overweight employees have an increased risk for at least 15 chronic diseases including diabetes, heart disease, respiratory illness and cancer. Because of the additional health risks faced by Schneider employees, the companys health insurance costs will continue to increase at a rate above the national average. The president (judge) would like to slow the rate of ever-increasing health insurance costs being paid by Schneider Interactive. One of the ways to effectively reduce health care costs is to implement a wellness program which focuses on the promotion or maintenance of good employee health. According to the insurance company representative, a successful participant in a wellness program reduces annual employer health care costs by an average of $1,011. (incentaHealth, Denver, CO; 2010) The president (judge) would like to be able to control and eventually reduce the health care costs being paid by Schneider Interactive. It is believed that the most effective way to control those costs is to begin a wellness program. The president (judge) would like to introduce a company-wide wellness program on a small scale so that employees will not be scared off. To begin the process, the president (judge) has requested a meeting with you. Your meeting with the president (judge) must cover the following: The introduction of a small scale wellness program that can be expanded at some time in the future. Include details as to how the initial wellness program will work and what resources are needed. Besides lower health insurance costs, what are other benefits Schneider Interactive will realize because of the wellness program? Identify an incentive to offer employees to encourage their participation in the program. You will present the program to the president (judge) in a role-play to take place in the presidents (judges) office. The president (judge) will begin the role-play by greeting you and asking to hear your ideas. After you have presented the program and have answered the presidents (judges) questions, the president (judge) will conclude the role-play by thanking you for your work.

24

JUDGES INSTRUCTIONS
DIRECTIONS, PROCEDURES AND JUDGES ROLE In preparation for this event, you should review the following information with your event manager and other judges: 1. Procedures 2. Performance Indicators 3. Event Situation 4. Judge Role-play Characterization Participants may conduct a slightly different type of meeting and/or discussion with you each time; however, it is important that the information you provide and the questions you ask be uniform for every participant. 5. Judges Evaluation Instructions 6. Judges Evaluation Form Please use a critical and consistent eye in rating each participant. JUDGE ROLE-PLAY CHARACTERIZATION You are to assume the role of president of Schneider Interactive, a company that operates an online search engine. You have asked your human resources manager (participant) to initiate a small scale, companywide wellness program. Schneider Interactive created, developed and operates an Internet search engine. Under the brand name WhatzUp, the company executes approximately five million searches per day. Following a modest start twelve years ago with only seven employees, Schneider Interactive has grown to 230 administrative and technical employees today. During a recent meeting with a representative from Schneider s health insurance carrier, you were informed that 58 percent of Schneider employees are overweight or obese. Overweight employees have an increased risk for at least 15 chronic diseases including diabetes, heart disease, respiratory illness and cancer. Because of the additional health risks faced by Schneider employees, the companys health insurance costs will continue to increase at a rate above the national average. You would like to slow the rate of ever-increasing health insurance costs being paid by Schneider Interactive. According to the insurance company representative, a successful participant in a wellness program reduces annual employer health care costs by an average of $1,011. (incentaHealth, Denver, CO; 2010) 25

You would like to be able to control and eventually reduce the health care costs being paid by Schneider Interactive. You would like to introduce a company-wide wellness program on a small scale so that employees will not be scared off. To begin the process, you have requested a meeting with your human resources manager (participant). The human resources manager (participant) must cover the following during the meeting: The introduction of a small scale wellness program that can be expanded at some time in the future. Detail how the initial wellness program will work and what resources are needed. Besides lower health insurance costs, what are other benefits Schneider Interactive will realize because of the wellness program? Identify an incentive to offer employees to encourage their participation in the program. The human resources manager (participant) will present his/her ideas to you in a role-play to take place in your office. You will begin the role-play by greeting the human resources manager (participant) and asking to hear about his/her ideas. During the course of the role-play you are to ask the following questions of each participant: 1. Should we phase the wellness program in slowly? Or should we implement all components at the same time? 2. At what point would a business ever discontinue a wellness program? Once the human resources manager (participant) has presented his/her ideas and has answered your questions, you will conclude the role-play by thanking the manager (participant) for the work. You are not to make any comments after the event is over except to thank the participant.

26

JUDGES EVALUATION INSTRUCTIONS


Evaluation Form Information The participants are to be evaluated on their ability to perform the specific performance indicators stated on the cover sheet of this event and restated on the Judges Evaluation Form. Although you may see other performance indicators being demonstrated by the participants, those listed in the Performance Indicators section are the critical ones you are measuring for this particular event. Evaluation Form Interpretation The evaluation levels listed below and the evaluation rating procedures should be discussed thoroughly with your event chairperson and the other judges to ensure complete and common understanding for judging consistency. Level of Evaluation Exceeds Expectations Interpretation Level Participant demonstrated the performance indicator in an extremely professional manner; greatly exceeds business standards; would rank in the top 10% of business personnel performing this performance indicator. Participant demonstrated the performance indicator in an acceptable and effective manner; meets at least minimal business standards; there would be no need for additional formalized training at this time; would rank in the 70-89th percentile of business personnel performing this performance indicator. Participant demonstrated the performance indicator with limited effectiveness; performance generally fell below minimal business standards; additional training would be required to improve knowledge, attitude and/or skills; would rank in the 50-69th percentile of business personnel performing this performance indicator. Participant demonstrated the performance indicator with little or no effectiveness; a great deal of formal training would be needed immediately; perhaps this person should seek other employment; would rank in the 0-49th percentile of business personnel performing this performance indicator.

Meets Expectations

Below Expectations

Little/No Value

27

JUDGES EVALUATION FORM


HRM DID THE PARTICIPANT:
1. Develop project plan? Little/No Value 0, 1, 2, 3, 4, 5 Below Expectations 6, 7, 8, 9, 10, 11 Meets Expectations 12, 13, 14, 15
Effectively developed project plan.

Exceeds Expectations 16, 17, 18


Very effectively developed project plan.

Attempts to develop project plan Adequately developed project were inadequate or weak. plan.

2. Explain the nature of employee fitness/wellness programs? Little/No Value Below Expectations Meets Expectations 0, 1, 2, 3, 4, 5 6, 7, 8, 9, 10, 11 12, 13, 14, 15
Attempts to explain the nature of employee fitness/wellness programs were inadequate or weak. Adequately explained the nature of employee fitness/wellness programs. Effectively explained the nature of employee fitness/wellness programs.

Exceeds Expectations 16, 17, 18


Very effectively explained the nature of employee fitness/ wellness programs.

3. Identify resources needed for project? Little/No Value Below Expectations 0, 1, 2, 3, 4, 5 6, 7, 8, 9, 10, 11
Attempts to identify resources needed for project were inadequate or weak. Adequately identified resources needed for project.

Meets Expectations 12, 13, 14, 15


Effectively identified resources needed for project.

Exceeds Expectations 16, 17, 18


Very effectively identified resources needed for project.

4. Enlist others in working toward a shared vision? Little/No Value Below Expectations 0, 1, 2, 3, 4, 5 6, 7, 8, 9, 10, 11
Attempts to enlist others in working toward a shared vision were inadequate or unclear. Adequately enlisted others in working toward a shared vision.

Meets Expectations 12, 13, 14, 15


Effectively enlisted others in working toward a shared vision.

Exceeds Expectations 16, 17, 18


Very effectively enlisted others in working toward a shared vision.

5. Motivate team members? Little/No Value Below Expectations 0, 1, 2, 3, 4, 5 6, 7, 8, 9, 10, 11


Attempts to motivate team members were inadequate or weak. Adequately motivated team members.

Meets Expectations 12, 13, 14, 15


Effectively motivated team members.

Exceeds Expectations 16, 17, 18


Very effectively motivated team members.

6. Overall impression and response to the judges questions. Little/No Value Below Expectations Meets Expectations 0, 1, 2 3, 4, 5 6, 7, 8
Demonstrated few skills; could not answer the judges questions. Demonstrated limited ability to link some skills; answered the judges questions adequately. Demonstrated the specified skills; answered the judges questions effectively.

Exceeds Expectations 9, 10
Demonstrated skills confidently and professionally; answered the judges questions very effectively and thoroughly.

Judges Initials

TOTAL SCORE

28

NOTES

29

NOTES

30

NOTES

31

NOTES

32

HUMAN RESOURCES MANAGEMENT


2012 Sample Role Plays
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