| Course | MHRM 6101 Foundations of Human Resource Management |
|---|---|
| Week | Week 5 |
| Paper type | Staffing memo |
| Length | About 620 words, 4 pages |
| Format | Memo, APA 7 citations |
| School | Walden University |
| Program | MS in Human Resource Management |
| Updated | October 2026 |
Free sample paper for MHRM 6101 Week 5
Memorandum
To: Vice President of Operations, Kestrel Freight & Warehousing
From: HR Generalist, Groveport
Date: March 9, 2026
Re: Night-shift supervisor, Obetz distribution center
Recommendation
Fill the Obetz night-shift supervisor role in ten working days rather than by Friday. The agency's on-site lead, Marcus Hale, stays in contention and may well be the right choice. The extra six days let two internal operators apply and put all three candidates through the same structured interview, so the person chosen has been compared rather than simply converted.
The Two Routes Side by Side
Table 1
Converting the Agency Lead Versus a Ten-Day Process
| | Convert by Friday | Ten working days | | |
|---|---|---|
| Start date | Monday, March 16 | Monday, March 23 | |
| Candidates considered | One | Three, possibly more | |
| What is checked | Agency's account of performance | Structured interview, work sample, references, internal record | |
| Agency conversion fee | About $6,000 | About $6,000 if Hale is chosen; none otherwise | |
| If the hire fails in 90 days | No comparison to fall back on | Runner-up already assessed | |
| Signal to hourly staff | Supervisory jobs go to agency staff | Internal operators can compete | |
Composite organization; fee from the current agency contract.
What the Ten Days Buy
Table 2
Ten-Day Schedule
| Days | Step | |
|---|---|
| 1 to 3 | Post the role internally at all three sites; invite Hale to apply | |
| 4 | Screen applications against the job's requirements | |
| 5 to 6 | Structured interviews: same six questions, same two-person panel, scores recorded before discussion | |
| 7 | Work sample: candidates plan a night shift from a real staffing sheet with two absences | |
| 8 | Reference checks; for internal candidates, a review of attendance and safety records | |
| 9 | Decision and offer | |
| 10 | Notice to the agency, or to the internal candidate's current supervisor | |
Working days from Monday, March 9.
Why the Extra Days Are Worth It
The two operators who have said they want the role, Teresa Lin and Andre Watkins, have each worked nights at Obetz for more than three years. Lin trains new operators informally; Watkins has covered as lead when Hale is off. Neither has supervised formally, and Hale has, for the agency. That is a real comparison worth making.
The structured interview and work sample are not formalities. Schmidt and Hunter (1998) found in their review of decades of selection research that work samples and structured interviews forecast later performance far more accurately than an informal chat does. Campion et al. (1997) showed that asking every candidate the same questions and scoring answers before discussing them is what gives an interview most of its predictive power. A Friday conversion would rely on the agency's account of Hale, which, however positive, is not a comparison.
Internal applicants also matter beyond this role. Breaugh (2008) noted that how organizations fill openings shapes whether current employees see a future with them. Night-shift turnover at Kestrel runs at 61 percent a year, the highest in the company. If the first supervisory opening in a year goes to an agency worker without internal candidates being considered, operators will draw a conclusion about their prospects.
Covering the Gap
The night shift needs a lead now, and it has one: Hale continues in the role through the agency until a decision is made, as he has for the past month. The cost of waiting six more days is six days of the agency's markup on one position, about $1,400.
Risks
Hale may take another assignment if not converted quickly. I will tell Hale today that the role is open to him and that a decision will come within ten working days. If Lin or Watkins is chosen, the night shift loses an experienced operator; their replacement should be posted the same week.
References
Breaugh, J. A. (2008). Employee recruitment: Current knowledge and important areas for future research. Human Resource Management Review, 18(3), 103-118. https://doi.org/10.1016/j.hrmr.2008.07.003
Campion, M. A., Palmer, D. K., & Campion, J. E. (1997). A review of structure in the selection interview. Personnel Psychology, 50(3), 655-702. https://doi.org/10.1111/j.1744-6570.1997.tb00709.x
Schmidt, F. L., & Hunter, J. E. (1998). The validity and utility of selection methods in personnel psychology: Practical and theoretical implications of 85 years of research findings. Psychological Bulletin, 124(2), 262-274. https://doi.org/10.1037/0033-2909.124.2.262
What the MHRM 6101 Week 5 instructions ask for
Week 5 asks you to recommend how to fill a role and justify the method. Put your recommendation in the first line, especially if the reader wants a faster answer. Compare the routes in a table on the factors the reader cares about, including time and cost. Lay out the process day by day so each step's purpose is clear. Support the selection methods with research, and explain any effect on current employees. Say how the gap will be covered while the process runs, and name the risks of your approach. Keep the tone practical: the reader is an operations leader under pressure, not an HR specialist.
How the MHRM 6101 Week 5 example is put together
The memo opens by recommending ten working days and keeping the agency lead in contention. A comparison table sets the Friday conversion beside the ten-day process across six factors. A schedule table assigns each day a step, from posting to notice. A section describes the two internal operators and the agency lead, then draws on Schmidt and Hunter and on Campion's team for the selection methods. A paragraph draws on Breaugh to link the decision to night-shift turnover. Short sections explain how the agency lead covers the role meanwhile and name the risk that the lead takes another assignment. The memo stays under two pages, with its argument carried mainly by the two tables.
MHRM 6101 Week 5 rubric: what earns full marks
Staffing memos are judged on whether the recommendation is justified and practical. A recommendation stated first, with the trade-off explained, respects the reader. A comparison table that addresses the reader's main concern earns credit. A clear schedule shows the plan can be carried out. Research should support the specific methods proposed rather than selection in general. Considering the effect on current employees shows awareness beyond the single hire. Covering the gap and naming risks make the memo credible. Memos that simply argue for thoroughness without pricing the delay, or that ignore the reader's time pressure, are marked down. Plain language suited to an operations reader is credited over HR jargon.
MHRM 6101 Week 5 help from the desk
Write down the reader's preferred option and what they want from it, usually speed. Then write your alternative and list exactly what it adds. Put both in a table. Break your process into days and give each a purpose. Ask which steps research supports, and cite that research for those steps. Think about who else is watching the decision, such as employees who might apply. Work out what waiting costs and how the work gets done in the meantime. Many memos argue for a longer process without showing what the extra days buy. If you are drafting a staffing memo, send us the two options you are weighing. A page and a half is usually plenty for a memo like this.
Get a MHRM 6101 Week 5 example written to your instructions
Tell the desk which hiring decision your prompt turns on and include the rubric; the memo argues that decision to whichever reader your scenario names. First custom sample free, back inside 24 to 48 hours. Nobody in the example exists: the vice president, the agency lead and both internal operators were written for it.
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MHRM 6101 Week 5 questions, answered
Where can I find a free MHRM 6101 Week 5 sample paper?
The ten-day staffing memo and its two tables appear in full below, free to read.
What does the MHRM 6101 Week 5 memo recommend?
Filling the night-shift supervisor role in ten working days instead of converting the agency lead by Friday.
Who are the candidates?
The agency's on-site lead and two internal operators who have worked nights for more than three years.
Which selection methods does it add?
A structured interview scored before discussion and a work sample based on a real staffing sheet.
What does the delay cost?
About $1,400 in agency markup for six extra days.