Human Resource Management: Team Leader Selection Report, Assessment 2

This report presents a comprehensive analysis of Human Resource Management practices, specifically focusing on the selection and performance management of team leaders within the context of a construction and engineering company, BGC Construction and Engineering Company. The report begins with a detailed examination of the selection interview panel, justifying the inclusion of the CEO, Head of the Department, and senior team leaders. It outlines the roles and responsibilities of each member, emphasizing their contributions to assessing candidates' capabilities. The report then provides a set of interview questions designed to evaluate candidates' skills, experience, and leadership potential. Following the selection process, the report delves into performance management, including a performance appraisal record. It explains the importance of maintaining these records for efficient interview processes and overall employee evaluation. The report also includes a discussion on the significance of performance appraisal reviews, emphasizing the role of honesty, transparency, and regular feedback in fostering a strong relationship between employees, team leaders, and managers. The report concludes with a list of references used in the compilation of the report.

Running head: HUMAN RESOURCE MANAGEMENT
Human Resource Management
(Part B)
Name of the student:
Name of the university:
Author note:

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Table of contents
Task 3- The Selection Interview Panel......................................................................................1
3.1 List of persons in the interview panel..............................................................................1
3.1.1 Justification of the persons involved in the interview panel.........................................1
CEO....................................................................................................................................1
Head of the Department.....................................................................................................1
Senior team leaders............................................................................................................2
3.2 Interview questions..........................................................................................................2
Task 4- Performance management review.................................................................................3
Performance appraisal record for use in performance appraisal interview............................3
References..................................................................................................................................7

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Part B
Task 3- The Selection Interview Panel
3.1 List of persons in the interview panel
An interview board panel includes the personnel from the higher authorities of the
companies and organizations. The members in the panel differs according to the requirements
of the recruitment and selection (Zhang, Li, Ullrich& Dick, 2015). In case of BGC
Construction and Engineering Company, the interview board panel members, for the
selection of a team leader, would involve, CEO, Head of the Department and two senior
team leaders.
3.1.1 Justification of the persons involved in the interview panel
CEO
CEO plays an important position in the taking beneficial decisions for betterment of
the company. He is responsible for implementing short and long term plans for enhancing the
overall productivity. His presence in the interview is crucial, as, through interview, he would
judge the capability of the candidates to handle the teams and prepare them according to the
organizational requirements. Based on the interview performance of the candidates, the CEO
of BGC Construction and Engineering Company can make estimates about enhancing the
efficiency in the business operations (Senaratne&Gunawardane, 2015). CEO is in direct
liaison with the Board and the management, therefore, it would be beneficial for BGC
Construction Company to communicate the results of the interview to the HR Managers.
Head of the Department
One of the essential functions of the Head of the Department (HOD) is to contribute
into academic leadership. His basic duties includes managing the operations of the
departmental unit for achieving operational excellence. His presence in the interview board

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panel would assist in assessing the leadership skills, attributes and competencies of the
candidate in maintaining large teams. His presence is required in the board, as the selected
candidate (team leader) would be reporting directly under the head of the department.
Moreover, it would be the duty of BGC Construction and Engineering Company HOD to the
gain acquaintance with the human resource, which he is to manage for completing the
construction projects in an efficient and effective manner (BGC Construction, 2018).
Senior team leaders
Senior team leaders possess a sound knowledge of the business and accordingly
prepare the teams. Their experience counts for the companies and organizations in terms of
enhancing the efficiency within the business operations. Their presence in the interview
board panel acts as their professional empowerment, providing them with the opportunity to
venture into the path of the leadership. Their presence in the interview board panel of BGC
Construction and Engineering Company would enable them to judge the capability of the
candidates in terms of managing large teams (BGC Construction, 2018).
3.2 Interview questions
Q1. Tell me something about yourself
Q2. How will you rate your work experience till now?
Q3. What are the strategies, which you adopt for determining the risks associated with a
task?
Q4: Imagine a situation, where your team members are disagreeing to your opinions. How
will you handle the situation?
Q5: Do you think team leader’s roles and responsibilities are different from that of a coach?
Q6: Do you think performance metrics would be an important tool in measuring the
performance of the team members?
Q7: What is your opinion on “not all experiences enhance the learning?”

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Q8: Why do you think we should hire you?
Q9: Why did you leave your last job?
Q10: How will you use your weaknesses to achieve success?
Task 4- Performance management review
Performance appraisal record for use in performance appraisal interview
Employee Appraisal
Employee name: ____________________________________________
Position: _________________ Department: __________________________
ID: _______________ Present rate: _________________________
Date of review: ____________ Six month review Annual review
Other
Performance Appraisal Ratings
Quality of work:
Outstanding
Very Good
Good
Below average
Unsatisfactory
Productivity
Outstanding
Very Good
Good
Below average
Unsatisfactory
Knowledge of job

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Outstanding
Very good
Good
Below average
Satisfactory
Reliability and dependability
Outstanding
Very Good
Good
Below average
Unsatisfactory
Attendance
Outstanding
Very good
Good
Below average
Unsatisfactory
Initiative
Outstanding
Very good
Good
Below average
Unsatisfactory
Creativity
Outstanding
Very good
Good
Below average
Unsatisfactory

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Table 1: Performance appraisal record for use in the interview
Maintaining records for the performance appraisal helps the interviewers to conduct
the interview process efficiently. Keeping the appraisal records in front while interviewing
enhances the awareness towards the overall performance of the employee. The ratings given
by the employees and the team leaders assists the managers in gaining an insight into the
relationship between the employees and the team leaders (Ellington & Wilson, 2017). The
categories through which the performance is assessed gives shape to the overall character of
the employee. These criterions form the basis for planning salary increments, promotions
among others.
According to Iqbal Akbar and Budhwar, (2015), maintaining frequency in the reviews
is assistance in terms of tracking the changes within the employee performance. This
regulation is crucial in terms of carrying out career enhancement plans for the employee. All
these aspects prove true for all of the companies and organizations including BGC
Construction and Engineering Company. Ratings for the behaviours of creativity, reliability
and dependence directly makes the interviewers familiar with the approach of the employee
towards the allocated duties and responsibilities. However, face to face interviews on the
performance appraisals helps in gaining an insight into the self-judgmental skills of the
employees (Anstey, Riggar& Walker, 2017).
Like other companies and organizations, in BGC Construction and Engineering
Company, the act of record keeping for the performance appraisal forms would be carried out
by the HR department. The filled up forms would be sent to the managers, who then would
conduct the performance appraisal interview. Prior to the interviews, evaluation of the forms
is crucial in terms of averting any unwanted discrepancies (Pälli&Lehtinen, 2014). Providing
incomplete forms destroys the reliability and validity in the employee performance. Honesty

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and transparency are vital components, which helps in maintaining the stability in the
relationship between the employee, team leader and the manager. Concealing information in
the interview leads to discrepancies, putting the employment of the employee at stake (Rao &
Tilt, 2016).

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References
Anstey, E., Riggar, T. F., & Walker, J. (2017). Staff appraisal and development. Routledge.
BGC Construction. (2018). Retrieved 7th September 2018 from
http://www.bgcconstruction.com/
Chandor, A., Hargie, O., &Crute, V. (2017). Professional interviewing. Routledge.
Ellington, J. K., & Wilson, M. A. (2017). The performance appraisal milieu: A multilevel
analysis of context effects in performance ratings. Journal of Business and
Psychology, 32(1), 87-100.
Iqbal, M. Z., Akbar, S., &Budhwar, P. (2015). Effectiveness of performance appraisal: An
integrated framework. International Journal of Management Reviews, 17(4), 510-533.
Pälli, P., &Lehtinen, E. (2014). Making objectives common in performance appraisal
interviews. Language & Communication, 39, 92-108.
Rao, K., & Tilt, C. (2016). Board composition and corporate social responsibility: The role of
diversity, gender, strategy and decision making. Journal of Business Ethics, 138(2),
327-347.
Senaratne, S., &Gunawardane, S. (2015). Application of team role theory to construction
design teams. Architectural Engineering and Design Management, 11(1), 1-20.
Zhang, X. A., Li, N., Ullrich, J., & van Dick, R. (2015). Getting everyone on board: The
effect of differentiated transformational leadership by CEOs on top management team
effectiveness and leader-rated firm performance. Journal of Management, 41(7),
1898-1933.