Analyzing HR Representative Interview

HR Representative Interview / Google: In an Interview with HR Representative

Conclusionand advice

HR personnel usually work with current and, often, former employees, and lead them through the process and policies that guide their employment. Representatives in HR are not fixed to specific industries. Many employers maintain HR offices. While some of these employers may have their own HR representatives in-house, others prefer outsourcing HR services. This report highlights the responses of the HR representative from Google. The HR representative is interviewed on their duties and responsibilities.

The Interview

What type of training did you receive in order to perform your job?

The training in my portfolio encompasses engaging in activities that enhance HR for my current job. I went to Law school and have gone through several progressive courses and training in employment law. I have also conducted independent research regarding the issue of employment and the law. HR training entails supervisory training, management, customer service drills, training on harassment, team building drills, performance management, 360-degree multilayer feedback mechanisms, career coaching and tuition reimbursement (Strategichrinc, 2015).

2. Did you receive training on statutes such as ADA, FMLA, ADEA, and Title VII?

I have been trained in all the legal statutes surrounding employment, including the related possible legal interpretations. In addition, I have actively taken part in employment lawsuits that are linked to these lawsuits (Zachary, 2015).

3. Which statute do you deal with most frequently?

ADA and FMLA stand out most conspicuously. Employers largely understand that they shouldn't discriminate against employees on the basis of age, sex, religion, national origin etc. (Aswathappa, 2013).

On the other hand, employees and employers alike are often confused about medical leave, family and disability related statutes (Zachary, 2015).

4. Describe the most challenging employee problem you had to deal with related to one of those statutes, and how was it resolved (omit the name(s) of the employees)?

There was an incident in which I had to deal with ADEA. In my case, I was required to participate in a large scale re-classing of work portfolios at senior level. The process required that the classing is done on the basis of seniority. The process gave rise to discontent from a group of employees who cited discrimination on the basis of age (Aswathappa, 2013). In the end, we settled on some form of consensus solution that fulfilled the aspirations of the employees while still delivering the re-classing task required by the employer (Zachary, 2015).

5. What is the most common/routine type of employee relation issue you have to deal with?

Terminations form the bulk of employee relation issues in my work. Generally, employees do not seem to understand the employment doctrine of At-Will. They always think that they can file a lawsuit against wrongful termination when terminated without cause or even for a disputed reason (Zachary, 2015).

6. Do you interact with legal counsel, either house counsel (in-house), hired outside counsel to represent the company, or opposing counsel representing the employee? Which ones, and how often?

My position allows me the privilege to interact with an array of many other officers, such as other HR managers; I meet them on a weekly basis on matters relating to employee disputes. I often warn my clients against interacting with opposing counsel without their lawyer in their presence (Zachary, 2015).

7. What dispute resolution mechanisms does your company utilize when trying to resolve employee relation concerns?

I'm in favor of arbitration clauses being used by employers; so I advise clients to apply them along with a negotiation clause that allows the process to take effect for six weeks (Aswathappa, 2013). The clause is tailored in such a way that it prompts the employer to engage in negotiation aimed at resolving the standoff with the employee by listening and finding a way to reach an amicable solution. In the same vain, the clause prevents employees from filing suits too fast without making personal financial commitments; the cost of arbitration, upfront, is very high (Zachary, 2015).