Job Description Report - HR Admin

Nikole Cunningham Independent Study 490 Staffing Organizations

Interview Questions and Selection Methods for Choosing a Viable Human Resources

Administrator Candidate

This discussion paper will be over the interviewing process for a human resources

administrator position. I chose this particular job because I am currently looking for a full time

position as a human resources administrator or human resources generalist and I believe that

studying the interviewing process for this position will help me be better prepared for my own

interviews.

Interview Questions

There are many questions that could be asked at an interview for a human resources

administrator position. Questions could be directed towards ethics, reliability, ability to learn,

and many other factors. The questions that I chose have a mixture of KSAO (knowledge, skills,

abilities and other characteristics) questions and some motivation questions for a more thorough

interview. These questions are very open-ended, and they would allow for the interviewer to

identify which applicant is the best fit for the company.

The first question that I have selected is, “Tell me about yourself.” Although it is not an

actual question, the understanding of it to the interviewee would help assess if they know what

the interviewer is looking for. In a proper response, the interviewer is looking for information

that shows the applicant as a well-rounded individual. Experiences and characteristics related to

the job should shine through, as well as social characteristics that will fit with the company’s

culture (Canada, 2011).

The next question, “Can you tell me about your previous experience with human

resources?” is going to have applicants demonstrate how knowledgeable they are about human


resources (University, 2014). This will help determine how much additional training and

development they would need when first entering the job. This would be a good area for the

applicant to give examples of some of their achievements. If the applicant has not had direct

work in human resources but perhaps they have had educational experience, he or she could

mention some projects that they have done and classes that have helped prepare them for the

position. The interviewer can determine if the level of experience needed for the HR

administrator position matches up to the experience that the interviewee has.

Although it may seem a little cliché, the question, “What would you say are your greatest

strengths?” is one that I would definitely ask. This question is a loaded one. The interviewer

pretty much wants to know, “What makes you so special (Canada, 2011)?” This question

requires the applicant to really know his/herself and have the confidence to explain why the

individual is best for the position. Considering the time of the interview, the interviewer might

ask for examples of situations where the applicant demonstrated these strengths. Some great

strengths for a human resources administrator include personal ethics, superior verbal, written

and presentation skills, and great interpersonal skills.

Of course, by asking about an applicant’s greatest strengths, it is important to know their

greatest weaknesses. The question, “What would you say are your greatest weaknesses?” is

meant to draw out the qualities that might not be a good fit for the company (Canada, 2011).

Inability to handle stressful situations, lack of communication skills, issues with authority, and

signs of laziness are signs that the applicant is not a good fit for the position. A human resources

administrator has many different tasks to accomplish on a daily basis. Most days, an HR

administrator must communicate with many different people including other employees,

vendors, and other HR representatives. The interviewer should look for honesty in the


applicant’s weaknesses, but also a way that the applicant has made changes to overcome their

weakness. Some applicants may have other redeeming qualities that make up for the weaknesses.

“What do you see as key competencies needed in your current assignment? How have

you gone about developing them?” As stated in the Staffing Organizations text book, “A

competency is an underlying characteristic of an individual that contributes to job or role

performance and to organizational success (Heneman III, Judge, & Kammeyer-Mueller, 2015, p.

180).” As described in the job description for a human resources administrator, some key core

competencies that the interviewer will be looking for are verbal and written skills, analytical and

problem solving skills, attention to detail, and technological expertise in necessary HR computer

systems. The response to developing key competencies is very important because it will describe

the initiative of the applicant to learn and develop skills and abilities. An employee who does not

put forth the necessary initiative to develop themselves is not a good fit for a busy company that

expects a knowledgeable hire. An applicant that can describe the key competencies accurately

and describe how he or she took the initiative to develop those competencies shows promise in

the ability to adapt to a new work environment and develop into a strong asset for the company.

“Can you give me an example of a major project that you worked on recently? What was

your role in the project? Were you involved in a team? Can you tell me what type of issues you

were trying to resolve? What kind of professional development and training do you think might

better prepare you for projects in the future (University, 2014)?” Although this is a series of

questions, the search for detail is important. Recalling a project that the applicant had a key role

in and his or her experience in that role can help the interviewer imagine how the applicant

would handle a similar situation in the company. Some things the interviewer might consider;

was the project related to a project we might have in our company? Did the applicant work


effectively in a team? Also considered, the knowledge that the applicant has of development and

training that he or she needs to be better prepared to handle complex problems.

When considering the integrity of the applicant, a good question to ask would be, “Can

you tell me about a time when you had to confront someone or give honest feedback? Please

explain how you did it and what was said (University, 2014).” For a human resources

administrator position, the human resources manager and/or director is going to rely on the

administrator to help conduct interviews and/or ensure that employees are aware of their positive

and negative actions. Having a trustworthy employee that is able to speak candidly to others is a

necessity in a successful company. Interviewers should look for honesty in responses and valid

situations that can apply to the position. If the applicant has never had to confront someone in the

company, the interviewer could come up with a situation where the applicant might have to and

see how they would handle it.

Customer service is a large part of human resources. Employees go through the human

resources department for benefits, transfers, conflicts, and hiring/recruiting information. A

human resources administrator must be knowledgeable, trustworthy, and time-efficient when

dealing with employees. A great way to assess how the applicant would handle a difficult

situation with an employee would be to give them the following scenario:

“You have an angry employee that walks up to you. He has had some negative

experiences in the past with HR and he wants to make sure that he gets exactly what he came to

you for. He demands to be a number one priority, but right now HR is in the middle of a major

project and you are unable to accommodate the employee. How would you handle the

employee?”


This is definitely a tricky question for an applicant who has not had a lot of experience

dealing with disgruntled employees. An employer that is looking for a human resources

administrator with great customer service experience will want to hear that the applicant handled

the situation professionally, without further issues, and quickly. Honesty is the best policy in this

situation. If the applicant states the circumstances to the employee shows empathy for the

employee’s frustration, and lets the employee know what he or she CAN do once the project is

complete to rectify the situation instead of what they CAN’T do at that moment, the employee

will be more likely to calm down.

Good companies aim to be efficient with their resources and look for employees that

share in that goal. To gauge whether or not the applicant will respect the company’s valuable

resources, the interviewer can ask, “Can you please share an experience of how you were able to

maximize the benefits produced from some limited resources that you were given to work with

(University, 2014)?” Not only will this question show the rate of respect for company resources,

it will also give the applicant a way to demonstrate their ability to be innovative in restrictive

situations. Did the applicant recycle? Did he or she go above and beyond to make sure that no

resources were wasted? Could the applicant help influence others to be more contentious of

using company resources?

Any human resources administrator applicant is going to want to know what the position

pays. The question, “What are you expecting in a salary for this position (Canada, 2011)?” will

determine a few things for the interviewer. One, did the applicant do the research to determine

realistic rates for the position. Two, is the expected salary something that matches up with the

company’s expected range. If an applicant gives an exact figure or range that is way off or

unrealistic, it would be hard to imagine that person handling reports and research for the


company accurately. This question could be an easy way to eliminate some candidates,

depending on the answers that are provided.

Assessment Methods

Initial Assessment Methods

From chapter eight of Staffing Organizations, I learned that initial assessment methods,

or preemployment inquiries, are used in order to, “minimize the costs associated with substantive

assessment methods by reducing the number of people assessed (Heneman III, Judge, &

Kammeyer-Mueller, 2015, pp. 374-375).” Some initial assessment methods that I believe will be

most beneficial for selecting an applicant for a human resources administrator position include

resumes, reference and background checks, and initial interviews.

Resumes are almost always involved in employment screenings. Resumes are an easy

way for employers to see applicants’ skills, previous job experience, and additional involvement

in the community. The goal of a good resume is to peak interest in the employer and stand out

above other applicants. Because resumes are created by the applicant, there is a chance that some

of the information may be distorted or fabricated. Red flags for employers are inflated titles,

inaccurate dates to cover up employment gaps, and incomplete degrees or inflated education

(Heneman III, Judge, & Kammeyer-Mueller, 2015, p. 377). Resumes will help the employer

narrow down human resources administrator applicants by allowing the employer to skim

through and look for keywords and experience related to the position. Some good keywords

might be customer service, Microsoft Office, presentation, leadership, and benefits.

A reference check is a way for an employer to validate part of an applicant’s background.

Reference checks can be done by contacting an immediate supervisor, or the HR department of


the applicant’s previous workplace or organization. The most common information employers

look for is, “criminal background and verification of employment eligibility, former employers,

dates of previous employment, and former job titles (Heneman III, Judge, & Kammeyer-Mueller,

2015, pp. 391-392),” all which would be useful in searching for a good candidate for a human

resources administrator position. Reference checks are a great tool to confirm information and,

depending on the turnaround time for the request, the information can be collected relatively

quickly. Employers must be aware that many companies require a signed release from the

previous employee before giving out information (Heneman III, Judge, & Kammeyer-Mueller,

2015, p. 392).

Background checks are nearly a must-have when considering someone for a human

resources position. A human resources administrator has access to the employment records of

everyone in the company including their social security number, date of birth, benefits

information, and more. Background checks can identify a criminal record, a discrepancy in past

employment, and a discrepancy in education (Heneman III, Judge, & Kammeyer-Mueller, 2015,

pp. 394-395). An applicant who is willing to be dishonest about him/herself and previous

experiences is definitely not trustworthy and should not be hired for the position.

Initial interviews are the applicant’s first one-on-one contact with the company. The

applicant has more-likely-than-not had their resume reviewed by someone in staffing and is part

of a group of applicants selected to be narrowed out. Staffing Organizations teaches us that, “The

purpose of the initial interview is, and should be, to screen out the most obvious cases of

person/job mismatches (Heneman III, Judge, & Kammeyer-Mueller, 2015, p. 397).” Initial signs

for an interviewer to look for are required education, training and experience. The provided job


description for the human resources administrator position requires a bachelor’s degree in

business or human resources and three years of experience. Also needed are training and

experience in COBRA, ERISA, FMLA and related state and federal regulations, administering

401 (k) retirement programs, and insurance regulations, plan designs and third party record

keeping/administration (SHRM, 2016).

Substantive Assessment Methods

Substantive assessment methods are different than initial assessment methods in that they

are more specific and precise regarding applicants. The substantive assessment methods want to

answer the question, “Who will be the best performer?” For the human resources administrator

position, I believe an integrity test and situational judgement tests would be appropriate.

Honesty and integrity are essential qualities needed in a human resources administrator.

Whether the situation require confronting employees on difficult situations or handling highly

sensitive information, a human resources administrator must be ethical and honest, always. The

integrity test are usually with paper and pencil or on the computer and are designed to test the

morals and honesty of the applicant. The two forms of integrity tests are clear purpose and veiled

purpose. Clear purpose assesses more directly and looks for a more detailed response. Veiled

purpose try to assess the personality of the applicant and compare that information to dishonest

behaviors. Some basic behaviors that the test predicts are actual and admitted theft, illegal

activities, tardiness, and workplace violence (Heneman III, Judge, & Kammeyer-Mueller, 2015,

pp. 450-451).


Situational judgement tests are similar to the customer service question I had stated

earlier. The tests put the applicant in hypothetical situations that are job-related. Situational

judgement tests allow the applicant to choose which response he or she thinks is most

appropriate from a series of responses. The employer can use this method to get a good idea of

how the applicant would handle situations at the company. For example, the test could ask, “If an

employee had to be placed on COBRA and you were tasked with relaying the news and

providing him or her the appropriate information regarding their status change, what would be

the best way(s) to contact that person?” On top of its other benefits, situational judgement tests

are also the less expensive option when considering work samples and performance tests

(Heneman III, Judge, & Kammeyer-Mueller, 2015, p. 447).

Overall Assessment

I believe that the ten questions I have chosen for the interview consist of a good

combination of KSAO and other motivation inquiries. The questions regarding experiences will

help shine a light on the expected attitudes, knowledge and skills the applicant will bring with

them and apply to future situations. Applicants who may not quite have the experience desired

could wow the interviewer with their ability to adapt and learn from the experiences they have

been through. I think most of the questions including experience, strengths, weaknesses,

competencies and development, require the applicant to have a great understanding of human

resources and what is required of them in the human resources position. I particularly think the

question on customer service applies well with the human resources administrator job description

because it consists of a realistic situation that could occur multiple times during the extent of the

applicant’s career. There will be many times that employees will be confused and frustrated with


their health care benefits or have 401(k) questions during a busy time. It is important to find an

applicant that is confident in handling the situation.

The assessment methods I have chosen are applicable to the job description because they

consider the administrative aspect of the position and give options accordingly. A human

resources administrator position would not use a physical ability test to assess applicants because

the work does not require a specific level of physical ability. Performance tests and work

samples would also be more difficult and costly for employers to conduct because they require

actual on-the-job assessment and probationary periods (Heneman III, Judge, & Kammeyer-

Mueller, 2015, p. 444). Situational judgement tests and integrity tests require at the very least a

pencil and paper and can gather important information regarding dependability, ability to handle

stressful situations, and trustworthiness of applicants.

Resumes, reference checks, background checks and initial interviews are frequent

methods in selecting applicants. The employer can look on the applicant’s resume to determine if

he or she has a bachelor’s degree in business or human resources, if the amount of work

experience is sufficient, how to contact previous employers, and if the applicant has the

necessary skills and training required for the human resources administrator position. Reference

checks help verify that the information about previous employment provided on the resume is

accurate. A background check, like a reference check, tests the validity and moral character of

the applicant by checking for past criminal behavior, previous work, and education information.

An applicant that is dishonest, even in the slightest, should not be responsible of employee

information, interviews and terminations, or important written documents that represent the

company.


Although I could add more interview questions, I feel confident that the ones I have

provided would give interviewers an accurate evaluation of the knowledge, skills, attitudes, and

behavior of the applicants regarding the human resources administrator job description. The

answers require critical thinking, research and a necessary level of human resources knowledge

that is required for the position and will give a variety of intellectual responses.

JOB DESCRIPTION (SHRM, 2016)

Department

Human Resources

Job Purpose

Administers employee health, welfare and retirement plans company-wide. Benefit programs

include: 401 (k) Retirement Plan, medical/dental, income protection, short-term disability,

long-term disability, workers' compensation, leave of absence, Flexible Spending (Section

125), Uniform Program, etc.

Acts as liaison between employee, insurance providers and to resolve benefit related

problems and ensure effective utilization of plans and positive employee relations.

Provides administrative support to human resources function as needed (e.g. correspondence

generation, record keeping, file maintenance, HRIS entry).

Ensures plans are administered in accordance with federal and state regulations and plan

provisions are followed.

Performs other HR generalist duties as assigned.

Essential Functions

1. Administers health and welfare plans including enrollments and terminations. Processes

required documents through payroll and insurance providers to ensure accurate record

keeping and proper deductions. Serves as the Cobra Administrator for company.

2. Conducts new employee orientations at headquarters to, ensure employees gain an

understanding of benefit plans and enrollment provisions. Counsels employees (and potential

employees/applicants) on plan provisions so that individuals can informed benefit decisions.

This includes all levels of employees including executives.

3. Manages annual open enrollment period during 4th quarter of each year. Arranges for

distribution of materials from carriers, assists with, communicating changes to employees


and arranges for on-site representation by providers. Conducts employee presentations.

Processes changes within deadlines.

4. Processes monthly billings from insurance providers. Reviews billings for accuracy, codes

and advances for payment. Resolves discrepancies with carriers, payroll and the company.

Completes reports for management as requested.

5. Strives to ensure employee understanding of benefit programs by, regularly generating

communication and counseling employees/dependents as situations arise. Resolves employee

complaints related to health and welfare plans, refers difficult or very complex complaints to

manager as needed.

6. Acts as liaison with various insurance carriers and fosters effective relationships with client

representatives.

7. Acts as a resource for Plant Payroll/HR contacts to ensure their understanding and

compliance with benefit and HR policies and regulations. Keeps management advised of

potential problem areas and recommends/implements solutions as appropriate.

8. Performs recruitment activities, interviews, and evaluates candidates for select positions at

headquarters. Maintains records related to same.

9. Assists with preparation of annual affirmative action plan.

10. Performs outreach to community sources as needed.

Secondary Functions

1. Prepares government reports related to EEO compliance or other HR functions.

2. Writes, revises, edits and proofreads company policies & procedures and related documents

as needed. Uses electronic benefits bulletin board and other vehicles to communicate

information. Produces the Company telephone directory.

3. Conducts exit interviews in absence of supervisor.

Performance Factors

1. Attendance and Dependability: The employee can be depended on to report to work at the

scheduled time and is seldom absent from work. Employee can be depended upon to

complete work in a timely, accurate, and thorough manner and is conscientious, about

assignments.

2. Communication and Contact: The employee communicates effectively both verbally and in

writing with superiors, colleagues, and individuals inside and outside the Company.

3. Relationships with Others: The employee works effectively and relates well with others

Including superiors, colleagues, and individuals inside and outside the Company. The


employee exhibits a professional manner in dealing with others and works, to maintain

constructive working relationships.

Qualifications

1. Bachelor's degree in business, human resources, or equivalent combination of education and

experience preferred.

2. Minimum of three years’ experience administering employee benefit plans in the health and

welfare areas.

3. Experience administering 401 (k) retirement programs.

4. Must have computer skills and the ability to learn HRIS system (Ceridian and/or ADP). Must

be proficient in WordPerfect and Lotus or Excel.

5. Strong analytical and problem solving skills.

6. Superior verbal/written skills and presentation skills.

7. Good punctuation, spelling, grammar and attention to detail a must.

8. Strong interpersonal skills essential.

9. Course work/seminar attendance in the benefits areas helpful (e.g. CEBS, ACA or related

course work).

10. Strong knowledge and understanding of insurance regulations, plan designs and third party

record keeping/administration required.

11. Familiarity with COBRA, ERISA, FMLA and related state and federal regulations required.

This document in no way states or implies that these are the only duties to be performed by the

employee occupying this position.

References Canada, S. (2011, November 30). Knowledge, Ability and Skills Questions. Retrieved from Job Bank:

https://www.jobsetc.gc.ca/pieces.jsp?category_id=380

Heneman III, H. G., Judge, T. A., & Kammeyer-Mueller, J. D. (2015). Staffing Organizations: Eighth

Edition. Mishawaka: Pangloss Industries, Inc; McGraw-Hill Education.


SHRM. (2016). Society for Human Resource Management. Retrieved from www.shrm.org: https://www.shrm.org/TemplatesTools/Samples/JobDescriptions/pages/cms_001293.aspx

University, B. Y. (2014). Human Resources Services: Sample Interview Questions. Retrieved from

Bringham Young University: http://www.byu.edu/hr/?q=managers/hiring-non-students/sample-

interview-questions

Job Description Report - HR Admin

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