HUMAN RESOURCES
MANAGEMENT
SAMPLE ROLE PLAYS
AS USED IN DECA’S
INDIVIDUAL SERIES EVENTS
2012 EDITION
Human Resources
Management
Individual Series Events
DECA Images
1908 Association Drive
Reston, Virginia 20191-1594
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.
1
2
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.
3
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 member’s 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.
4
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.
5
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 résumé. Following corporate policy, that manager was immediately dismissed.
In a research study involving résumé 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 résumé fraud.
The president (judge) is concerned about the impact that the increase in résumé 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 résumé fraud can have on the business and an applicant
identify potential “red flags” on résumés 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 résumés and applications
You will present your analysis and recommendations to the president (judge) in a role-play to take place in
the president’s (judge’s) 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 president’s (judge’s)
questions, the president (judge) will conclude the role-play by thanking you for your work.
6
JUDGE’S INSTRUCTIONS
DIRECTIONS, PROCEDURES AND JUDGE’S 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. Judge’s Evaluation Instructions
6. Judge’s 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 résumé. Following corporate policy, that manager was immediately dismissed.
In a research study involving résumé 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 résumé fraud.
7
You are concerned about the impact that the increase in résumé 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 résumé fraud can have on the business and the applicant
potential “red flags” on résumés that could be an indication of possible fraud
sources that human resources can utilize to verify the accuracy and truthfulness of information provided
on résumés 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 résumé 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 résumé 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)
8
JUDGE’S 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 Judge’s 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
Meets Expectations
Below Expectations
Little/No Value
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.
9
JUDGE’S 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.
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
Exceeds Expectations
16, 17, 18
Effectively determined factors
affecting business risk.
Very effectively determined
factors affecting business risk.
Meets Expectations
12, 13, 14, 15
Exceeds Expectations
16, 17, 18
Effectively described phases of
human resources management.
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
Exceeds Expectations
16, 17, 18
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.
Very effectively described
planning techniques used in the
hiring process.
4. Assess employee skills?
Little/No Value
0, 1, 2, 3, 4, 5
Below Expectations
6, 7, 8, 9, 10, 11
Meets Expectations
12, 13, 14, 15
Exceeds Expectations
16, 17, 18
Adequately assessed employee
skills.
Effectively assessed employee
skills.
Very effectively assessed
employee skills.
Meets Expectations
12, 13, 14, 15
Exceeds Expectations
16, 17, 18
Effectively obtained needed
information efficiently.
Very effectively obtained needed
information efficiently.
Attempts to assess employee
skills were inadequate or
unclear.
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.
6. Overall impression and response to the judge’s questions.
Little/No Value
Below Expectations
Meets Expectations
0, 1, 2
3, 4, 5
6, 7, 8
Demonstrated few skills;
could not answer the judge’s
questions.
Judge’s Initials
10
Demonstrated limited ability to
link some skills; answered the
judge’s questions adequately.
Demonstrated the specified
skills; answered the judge’s
questions effectively.
TOTAL SCORE
Exceeds Expectations
9, 10
Demonstrated skills confidently
and professionally; answered the
judge’s questions very effectively
and thoroughly.
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.
11
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 employee’s department who told you that he stayed home to care for an elderly sick parent
who lives with him.
Landmark’s 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 manager’s (judge’s) 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 manager’s (judge’s) questions, the manager (judge) will conclude the role-play by
thanking you for your work.
12
JUDGE’S INSTRUCTIONS
DIRECTIONS, PROCEDURES AND JUDGE’S 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. Judge’s Evaluation Instructions
6. Judge’s 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 employee’s department who indicated that the
employee stayed home to care for an elderly sick parent who lives with him.
Landmark’s sick day policy is as follows:
13
“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 “I’m going to use up all my sick days every
year whether I’m 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.
14
JUDGE’S 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 Judge’s 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
Meets Expectations
Below Expectations
Little/No Value
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.
15
JUDGE’S EVALUATION FORM
HRM
DID THE PARTICIPANT:
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.
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.
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.
Attempts to explain the nature
of benefit plans were weak or
incorrect.
Adequately 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.
Judge’s Initials
16
Demonstrated limited ability to
link some skills; answered the
judge’s questions adequately.
Exceeds Expectations
16, 17, 18
Very effectively analyzed
employer expectations in the
business environment.
Meets Expectations
12, 13, 14, 15
Exceeds Expectations
16, 17, 18
Very effectively showed empathy
for others.
Meets Expectations
12, 13, 14, 15
Exceeds Expectations
16, 17, 18
Effectively explained the nature
of benefit plans.
Very effectively explained the
nature of benefit plans.
Meets Expectations
12, 13, 14, 15
Exceeds Expectations
16, 17, 18
Effectively assisted with
establishment of work rules.
Very effectively assisted with
establishment of work rules.
6. Overall impression and response to the judge’s questions.
Little/No Value
Below Expectations
Meets Expectations
0, 1, 2
3, 4, 5
6, 7, 8
Demonstrated few skills;
could not answer the judge’s
questions.
Very effectively discussed factors
that impact human resources
management.
Effectively analyzed employer
expectations in the business
environment.
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
Exceeds Expectations
16, 17, 18
Demonstrated the specified
skills; answered the judge’s
questions effectively.
TOTAL SCORE
Exceeds Expectations
9, 10
Demonstrated skills confidently
and professionally; answered the
judge’s questions very effectively
and thoroughly.
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.
17
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
employee’s 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 technician’s 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 manager’s (judge’s) 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 manager’s (judge’s) questions, the manager (judge) will conclude the role-play by
thanking you for your work.
18
JUDGE’S INSTRUCTIONS
DIRECTIONS, PROCEDURES AND JUDGE’S 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. Judge’s Evaluation Instructions
6. Judge’s 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 employee’s 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 technician’s 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 they’ve 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.
20
JUDGE’S 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 Judge’s 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
Meets Expectations
Below Expectations
Little/No Value
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.
21
JUDGE’S 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.
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.
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.
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.
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.
Effectively analyzed employer
expectations in the business
environment.
Very effectively analyzed
employer expectations in the
business environment.
Meets Expectations
12, 13, 14, 15
Exceeds Expectations
16, 17, 18
Effectively explained the rights
of workers.
Very effectively explained the
rights of workers.
Meets Expectations
12, 13, 14, 15
Exceeds Expectations
16, 17, 18
Effectively demonstrated
problem-solving skills.
Very effectively demonstrated
problem-solving skills.
Meets Expectations
12, 13, 14, 15
Exceeds Expectations
16, 17, 18
Effectively complied with
compensation and benefit laws.
Very effectively complied with
compensation and benefit laws.
Meets Expectations
12, 13, 14, 15
Exceeds Expectations
16, 17, 18
Effectively described the nature
of managerial control.
Very effectively described the
nature of managerial control.
6. Overall impression and response to the judge’s questions.
Little/No Value
Below Expectations
Meets Expectations
0, 1, 2
3, 4, 5
6, 7, 8
Demonstrated few skills;
could not answer the judge’s
questions.
Judge’s Initials
22
Demonstrated limited ability to
link some skills; answered the
judge’s questions adequately.
Exceeds Expectations
16, 17, 18
Demonstrated the specified
skills; answered the judge’s
questions effectively.
TOTAL SCORE
Exceeds Expectations
9, 10
Demonstrated skills confidently
and professionally; answered the
judge’s questions very effectively
and thoroughly.
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
company’s 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 president’s (judge’s)
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 president’s (judge’s) questions, the president
(judge) will conclude the role-play by thanking you for your work.
24
JUDGE’S INSTRUCTIONS
DIRECTIONS, PROCEDURES AND JUDGE’S 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. Judge’s Evaluation Instructions
6. Judge’s 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 company’s 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
JUDGE’S 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 Judge’s 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
Meets Expectations
Below Expectations
Little/No Value
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.
27
JUDGE’S 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
Attempts to develop project plan Adequately developed project
were inadequate or weak.
plan.
Meets Expectations
12, 13, 14, 15
Exceeds Expectations
16, 17, 18
Effectively developed project
plan.
Very effectively developed project
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.
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.
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.
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.
Effectively explained the nature
of employee fitness/wellness
programs.
Very effectively explained the
nature of employee fitness/
wellness programs.
Meets Expectations
12, 13, 14, 15
Exceeds Expectations
16, 17, 18
Effectively identified resources
needed for project.
Very effectively identified
resources needed for project.
Meets Expectations
12, 13, 14, 15
Exceeds Expectations
16, 17, 18
Effectively enlisted others in
working toward a shared vision.
Very effectively enlisted others in
working toward a shared vision.
Meets Expectations
12, 13, 14, 15
Exceeds Expectations
16, 17, 18
Effectively motivated team
members.
Very effectively motivated team
members.
6. Overall impression and response to the judge’s questions.
Little/No Value
Below Expectations
Meets Expectations
0, 1, 2
3, 4, 5
6, 7, 8
Demonstrated few skills;
could not answer the judge’s
questions.
Judge’s Initials
28
Demonstrated limited ability to
link some skills; answered the
judge’s questions adequately.
Exceeds Expectations
16, 17, 18
Demonstrated the specified
skills; answered the judge’s
questions effectively.
TOTAL SCORE
Exceeds Expectations
9, 10
Demonstrated skills confidently
and professionally; answered the
judge’s questions very effectively
and thoroughly.
NOTES
29
NOTES
30
NOTES
31
NOTES
32
HUMAN RESOURCES
MANAGEMENT
2012 Sample Role Plays
This publication is designed to assist DECA members
ALSO AVAILABLE
and their local chapter advisors in preparing for the
Individual Series events. This booklet will be useful in
preparing students for local, state and international
competition by familiarizing them with the format,
structure and evaluation tools used in competition.
DECA Images offers a full range of competitive event
preparation materials including:
•
Comprehensive Exams
•
Sample Role Plays & Case Studies
•
Instructor’s Guides
•
Bell Ringer Activities
•
Written Event Winners
•
Flash Cards
INSTRUCTOR’S GUIDE
2012 EXAM SET
Business Management and Administration | Finance
Hospitality | Marketing | Principles of Business Administration
Build Students’
Competency Levels
Use as Classroom
Practice Tests
ORDERING INFORMATION
703-860-5006 | 8:30 AM – 4:30 PM EST
100 Questions
and Answers
Prepare Students
For Competition
www.deca.org/shop
PRACTICE EXAM CD SET
To learn more about DECA visit
us online at
W W W. D E C A . O R G
YOUR SOURCE FOR DECA PREPARATION MATERIALS.