Evaluate the process of on boarding and training Hubbs.

INSTRUCTIONS: Read the entire case study carefully and then respond to the seven Discussion Questions on page 5. Answer all questions and all parts of each question. Develop each answer to the fullest extent possible, including citations from outside resources and course resources, where applicable, to support your arguments. Submit your assignment as a separate MS Word document in your assignments folder. Do not type your answers into the case study document. Include a Cover Page with Name, Date, and Title of Assignment. Do not include the original question. Use the following format: Question 1, Question 2, etc. Each response should be written in complete sentences, double-spaced and spell-checked. Use 12-point Times New Roman font with 1-inch margins on all sides. Include page numbers according to APA formatting guidelines. Include citations in APA format at the end of each answer. You must submit to the assignment link by the due date. A missing assignment will be assigned a grade of 0. Answer the following: 1. Evaluate the process of on boarding and training Hubbs. Did it appear to be sufficient? Why or why not? If not, what other training opportunities could have helped him prepare for his role? What elements of the new hire orientation process would be particularly important to his successful performance? 2. Assume the role of the manager in this case. How do you handle a new employee who lacks the specific skills that were presented during the selection process? How do you determine if training is the solution and how much training is reasonable or expected? 3. Do you agree with the managers decision to have Hamrick mentor Hubbs? Why or why not? 4. Evaluate the managers process of handling Hubbs performance problems. Was it effective or could it have been handled differently? Was anything overlooked? What other factors besides lack of skills or ability could have contributed to Hubbs poor performance? How could the manager have mitigated some of these factors? 5. Consider the performance issue with the marketing department. What happens when poor performance affects a departments reputation and credibility? What must the manager do to first improve that performance and secondly, control the damage from poor performance? 6. The manager needs to act. What are her options and what factors and/or additional information must she consider before making a decision? 7. Review Case A and reflect on the recruiting and selection processes used to hire Hubbs. How could the recruiting and/or selection processes been improved to mitigate the new hires performance issues? What effect could the recruiting and/or selection processes have had on Hubbss subsequent performance and his teams perceptions of his performance?