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Candidate HR Knowledge Questionnaire for RMG Industry

Candidate HR Knowledge Questionnaire 


Not only do have I have a strong skill set within Payroll. I have also worked hard to obtain a strong skill set within HR. I am look forward to merging these two worlds! Please see below...

TECHNICAL

Rate self on scale of 0 to 10, with 10 the highest, or answer the open-ended questions, using sentences.

• Describe your experience with benefit plans administration. (9) I have been a part of the new hire orientation process, yearly enrollment and explanation of policy differences, premium calculations, benefit set up, changes, and auditing. Vender relations. LOA tracking and repayment processing. Benefits including, but limited to: Medical, Vision, Dental, Flex Accounts, HSA's, 401K's, ESPP, Life, STD, LTD, and Uniforms.

Candidate HR Knowledge Questionnaire for RMG Industry


• # years being the “go-to person” for employees benefit questions. (8) HR and Payroll are extremely interlinked. Depending on the company you would be responsible for a specific region, or you would be specifically assigned an area of Benefits. I have done both. Most of my career was by dedicated region. Other times I was specifically assigned all 401K benefits administration and reconciliation. While another team member would work Pensions and/or ESPP, ect. They all have their different rules, regulations, and taxations. In all honestly my Benefit weakness is Pensions.

• Describe any experience with self-funded insurance plans. (7) This is very common with large companies these days. We use BCBS and other providers as a lable/plan front, and we were with the vendor on the actual payment of medical expenses instead of paying premiums on projected expectations. Don't get me wrong there is projected values, but the premise is to pay what is used. Therefore, we work with our own medical prevention and health awareness plans to keep costs down.

• Rate your experience with 401K compliance and recordkeeping. (9). I worked with it extensively at Follett, ADP as the plan provider, and recently with Drive Automotive. This includes program set up, traditional or roth, company pick match plan, EE set up, and YTD regulations, adjustments, special company deposits, W-2 implications, GL balancing, Loans, and traditional reconciliation.

• Planning and coordinating Open Enrollment - (8) Traditionally speaking all ducks should be in a row by September no later than October. Therefore, during the summer arrangements and negotiations are taking place for the next years options, and premiums. This includes and not limited to employee presentation packets, enrollment sessions, and/or team/group EE meetings. This is also a good time to help employee's understand their full compensation package as our EEs', and that we provide these and other initiatives to show that we value their talent and hard work. Surveys are also useful through out the year to make sure we are meeting their needs, and any changes that may be good for the year to come.

• Helping managers create job descriptions - (8) There are a couple good "formula's" for lack of better words out there that help us format a cohesive, and understandable job description of expectations. This is not only used for employment purposes, but also for Federal Labor Standards. Another area where HR and Payroll are intricately linked.

• Updating/typing job descriptions - (8) As the needs of the company change, at time so does the job description. I am not sure if this company has a web based form management system, but in the past these values have been organized and visible for employees to promote company transparency. This also opens the lines of communication should employees be requested to do something outside their job description by management. Not that this is always a bad thing, but if something unethical unfortunately takes place it allows for an open window of discussion. It also helps open in-house positions, and employee career tracking if interested.

• Coordinating the job-requisition process - (7)This can be different company to company and state by state I discovered. In IL my experience has been for the most part is to open positions whether or not they get filled in house or not to the public. In many southern companies. I have come to discover. A position is open in house first, and if not filled then opened to the public. To my understanding each company determines how this process fits their policies and practices. There is also the temp process if this company works with a high volume of temps. Some companies will process their temps in-house without an agency. I have done this with Follett. You would simply need to follow federal guidelines. Other companies use one or more agencies that either have a traditional pool of go to temp EE's that our company has worked with in the past, or has on hand pre-employment verified talent to step in as needed. Time lines of circumstances, and EE qualifiers will distinguish best practices.

• Preparing and sending offers of employment - (9) Once well designed templates have been created based off of well designed job descriptions. This should be an efficient and consistent part of the new hire process for liability and data regulation purposes.

• Conducting pre-employment reference checks - (9) As long as you are legally aware of what questions that you can, and cannot ask when checking references this should be fairly straight forward.

• Conducting background or credit checks (9) Traditionally. these days, a company has a chosen vendor to whom they like to use to validate these steps within the process. Though, I have no qualms researching other vendors to make sure we get the best value, and data out there. and data out there.

• Planning new hire orientations - (10) This is actually my favorite part! I like to make my new hire orientation very visual and hands on. There is traditionally a lot to cover based on environment of the company. I have worked with the new hire process that has a full schedule meet and great rotation to those that have a mandated open session of the floor to cover Benefits, Policies, Safety, Time and Attendance, Vacation, what we do, how our EE fit into our success, and other good Company pride initiatives. With the hope that EE's take pride and support what they help create.

• Conducting new hire orientations - (10) Also a very strong point. I do not have stage fright of any kind.

• Processing pre-employment physicals - (8) This also can be different from company to company. Some companies have a scheduled RN come in a couple times a week for physicals, and health check ups. This would be separate from any WC issues. Those are traditionally handled by the Safety Coordinator. Other companies have preferred occupation health vender.
• Processing new-hire documentation (rate your experience and describe, in detail)- (10) Personal Data requirements mandate that we gather specific documentation within a new hire/personnel folder. This includes, but is not limited to: Signed New Hire Document Check List, Signed Offer Letter, Job Description, Resume/ Application, EEOC, Back Ground Check Results, Drug Tests Results, Credit Check Results, Completed and Verified I-9. EE legally cannot be put in the payroll system until this has been completed. I am a fan of e-verify. Completed W-4 for all applicable jurisdictions, Direct Deposit Form, Signed Hand Book if part of the process, and/or specific items such as understanding of Harassment Policy, Smoking Policies, Drug Use Policies, IT use policies, Company property policies, Company non-compete agreements, Dress Codes, and a number other types of policies that can be implemented based on environment, and industry. This is topped off with a signed off new hire check list. Then there is the process on how this data is entered into HR recording software, and payroll. Some Companies this can be one and the same. HR can enter all the data, and Payroll will process. Unfortunately, this rarely occurs. If payroll is a part of the HR team. They are privy to the HR employee file. Traditionally, I try to encompass the HR check list with the data needed by Payroll. This way when payroll gets the file folder, they do not need to go searching through all of the documentation for what they need. If the HR and Payroll are under the same umbrella it will be the department who has to audit to make sure the two systems share the same data, and work together to create reports as mandated by different regulatory agencies, jurisdictions, and departments. If Payroll falls under accounting. I have previously designed a form with Data needed for payroll only, which is actually quite a bit. The form will have traditional information, but it will also need department info for payroll accounting and job costing. The manager they report to for OT approval, The traditional exempt, non-exempt, rate, salary, and work classification information by law. VAC accruals or PTO tracking if done through payroll, and other data of that nature. Then within the folder I will include a copy of their I-9, EEOC, W-4(s), Direct Deposit Form, and depending on how the separation of duties exists, the benefit set up info. Some companies have a Benefits only person, who will set up and have access to only Benefit screens. Some companies have the HR and Payroll software with the same vendor. This may allow for an HRIS who works the authenticity of the data between HR and Payroll. The HRIS will also work with the report regulations required by law, and many other departments requesting the data for cost accounting, projections, departmental project management, GL reconciliations, and many other things that you truly wonder who thought of that! HRIS being a part of the HR team insures that the rest of the company only gets data needed, and keeps personal data confidential. Last but not least validate that the EE has been registered with the State for New Hire Reporting for child support and IRS purposes. This folder will then house any changes and future issues as necessary.

• Processing unemployment compensation paperwork - (9) Smaller companies get the IDES forms that traditionally state that the EE is contesting something, or auditing wages to make sure they were paid to the agency appropriately. These are pretty straight forward. If some discrepancy has arise due to a denial of claim (If company policy states that we deny benefits to performance terminations. This affects our payroll tax SUI rate.)There will be a IDES hearing between the EE, Company, and Judge to resolve the Appeal. How this processes varies from company to company. It has been my experience that most companies don't deny Unemployment benefits. The SUI and Futa tax that we pay as a company is only based off of the first $12,960 wages for IL, and the first $7,000 of wages for Federal. This would be at the max penalty rate of 8.55%, and a minimum rate of .55%. Therefore, from a tax perspective, unless we have very high turn over, it doesn't really affect us financially. If we do have high turn over, it might be something we would want to look into.

• Processing worker’s comp paperwork - (6) Admittedly, this is not my strongest area for me. I traditionally work with the STD, and LTD leave part, and any 3rd part sick pay that comes out of it. I have worked with the vendors in the past. Some companies will be their own WC ins similar self funded Benefits. Where they will pay out the 66% of the EE's wages at a partial pretax payments. Others will work with the vendor such as Hartford, and for some states the actual state to initiate payments. My additional weakness in this area is the medical documentation policy process around this. I know it exists, and I know parts of how it works with the vendors. Yet, my exposure to this is not as large as the rest of my experience. I know the theory of the entire process, but I would need to ask questions in order to outline it for you perfectly.

• Experience coordinating PTO programs - (10) Extensive - I have worked with programs that PTO is accrued and it includes sick time. Simple and to the point. Other companies will go all out and will offer Vacation time based on seniority, and/or negotiated upon hire. Sick Time, Additional Floating Holidays to respect different religious traditions. Medical Time Increments for Doctors appointments. Some manufacturing 24/7 plants will offer an additional VAC day earned for Perfect attendance. Depending on the company this is tracked through the department manager, HR, and/or payroll.

• # years experience maintaining the personnel files and doing document filing - (10) At least 12 years. There are something that I have seen done differently, but this is the way I have found works best, and most efficient during audits. Traditionally, I file Garnishments in their own EE folders. These can get complicated, and sadly delicate in nature. I also file W-4's, I-9's, and EEOC separately. These are audited by the governing agency every now and then. I realize that there are copies of these within the EE primary Employment Folder. Yet, when it comes to audit time. It makes it far more efficient for us to make sure things are being filled out correctly. (If dealing with more then one location) Secondly, if a governing agency audits us. They look kindly at the readily available nature of our process, and you could say a good faith rule applies. Last, but not least. If a company deals with a lot of international expat transfers/visa's. Those I-9's need to be updated and audited for visa expirations.

• Overall knowledge of Federal employment law - (9) This is an area where there are a number of acronyms! As I am sure you are aware of Employment law goes hand in hand with payroll law. I have already mention FLSA, and EEO/EEOC. There is FMLA - Family Medical Leave Act. ADA - American Disabilities Act. HIPPA - Health Insurance Portability and Accountability Act. ADEA - Age Discrimination Act. AA - Affirmative Action. DOL - US Department of Labor. Title 7, 14th Admendment, BLS - Bureau of Labor Statists. NLRA - National Labor Relations Act (Union relationships if applicable). I have processed and worked with unions. Exelon (ComEd), and Chicago Symphony Orchestra. OHSA - Occupational Health and Safety. I think that is most of the "HR" focused ones. There are many others that play a larger roll in Payroll, but can be housed in HR. SOX compliance affects both.

• Illinois state law - (8) IDOL - Illinois Department of Labor is our regulating agency. This has a lot to do with pay practices within the state. Payroll once again comes to play! This deals with employee payment parameters, and separation pay process. IL minimum wage rates are also higher than Federal. Therefore, by law we have to pay IL minimum wage or higher. IL is an at will state. That is another form that should be signed off by choice in the New Hire Personnel Folder. Now that I think about it. I think Affirmative Action Plans are either by choice in IL, or are mandated. I just know that down south it doesn’t exist. I am a bit rusty there, sorry.

• Describe the biggest way the Fair Credit Reporting Act impacts reference checking, today - (6) I missed this one! lol, Sorry! I believe things have been changing a bit in this area. Traditionally, there were 3 major agencies that housed our debt information. They are suppose to keep each honest so to speak. My understanding is this act has allowed us to better verify the validity of each of the agency claims. From my understanding of how this ACT relates to us in "HR" is determined by the state in which the EE lives. I think they call it consumer report laws. I am sorry, I don't know the states by hearth that have these special amendments. I just recall that some state are exempt from having to provide it, and I think there is one that if you run it. They are required to receive a copy of it. It is something of that nature. I apologize. I do not have it memorized.

• # years tracking FMLA leave. - (9) Ah, Family Medical Leave Act - Job protected leave - as regulated by the US Department of Labor. I think my payroll back ground gives me a better advantage to the whole FMLA process. This takes a great deal of recording and tracking based of the guidelines within the act. It can be applied to a number of reasons for personal, family, and military application. Up to 12 weeks for personal leave, and 26 weeks for military. Other Company Policies can be in place with additional employee benefits based around this process. Such as employer paid STD, New Parent Pay, additional safety periods, and/or such. It can be processed or taken as a whole, or split into daily values. It really depends on how good your LOA process is. Sadly I have seen companies deny that right. There are specially designed forms to help track and share FMLA rights with the EE as required by law. Rule guidelines such as the EE has to have been working for the company 12 months (This does not have to be consecutive months), and meet the hourly worked requirement of 1250 hours (Average of 24 hours a week). There are also vendors who help make this a user friendly process. Once eligibility has been approved we move into the tracking and payroll sector of the process. Depending on how this is processed determines the next steps. If it is an Unpaid leave. Missed Benefit premiums will need to be calculated upon return, and additional deductions will need to be withheld from employee future checks in an agreed upon fashion, or predetermined deduction policy. IF STD is in play. This process would be determined if paid in house, or through 3rd party provider as previously described in question 17.

• Coordinating and schedule candidate interviews - (9) I would like to think I am well spoken. I apologize for tweeting my own horn a bit, but I have very good interpersonal skills, follow up skills, and interactive dialogue skills to help apply to the recruitment process as arranged within the company itself. This also works differently company to company. Some HR members are a larger part of the interview process then others. It also determines on how the EE is sourced, screened, and/or the use of outside vendors for recruitment processing. Depending on the skill set of the EE to be sourced. Sometimes the manager will deal directly with the recruiter (in-house, or outsourced) with basic interaction with HR. Other times HR is still a large part of the screening process from beginning to end. Company environment, practices, and skill sets tend to lead the type of Interview processes in place.

• Coordinating employee training, such as harassment training - (10) This is up there with New Hire Orientation! The topics aren't as always as fun, but for me just as enjoyable. Depending on the investment of these processes. IT can be involved with the coordination of independently taken training courses mandated by a "complete by" date. Other times, these are instructor lead sessions to remind employees on how they can help play a part in a healthy work environment. Such topic as Workplace Harassment Policies in place that are mandated by a couple different acts. Most popular are those based around discrimination and Sexual Harassment. Depending on the industry and environment there may be safety classes, OSHA training, and leadership training. Depending on the size of the company, industry, and willingness to invest will reflect how extensive this process can be!

• Conducting training (and describe) - (10) I reflect this question to be similar to that of New Hire Orientation, and EE training. Though, some only like to train within their comfortable skill set. I am happy to apply my communication skills to what ever applies. I like to be hands on, and interactive. It helps make me, as an HR professional, to be perceived as approachable if training has an open dialogue, and interactive segments. Don't get me wrong, depending on the students will reflect whether or not this works all the time, but the fact that you try has a strong subtext for the future.

• Coordinating appraisal process - (8) Manager favorite time of year!! This can be done a number different ways. Both can be designed manually, or electronically with help from IT and/or purchase of a vendor design. This can be customized to meet the skill set being evaluated. Though, you do want to have a consistent core within it that applies to everyone. Yet, when dealing with different industries and environments there has to be some differences. For some companies yearly raises are based off of these. From a design and policy standpoint would reflect how raises work, and what type of increments. Also can be customized based on job type, and compensation guidelines for the position in question. Compensation Guidelines are also import reference tool for any industry. Thus helping us make sure we are staying competitive in keeping the talent needed to be successful as a company. There are many resources online these days that can be purchased, but AON/Hewitt actually compiles Compensation Data and Surveys from leading companies all over the world. My sister actually works within this department, and it is rather fascinating data!

• Documenting performance issues or discipline - This is an important area to have strong policies based around. It tends to be different company to company. Mostly due to the industry in which the work falls. IL may be an "at will" state, but it doesn't mean that doesn’t come with liabilities and termination guidelines and responsibilities. Law Suites are pricy period. We live in a diverse, and independent society. Making these areas of delicate handling transparent helps alleviate and stress factors that may accidently occur due to employee to employee relations. The rumor mill exists no matter how quiet one may try to make the termination process. If open disciplinary guidelines exist. There is little left to the imagination that the possibility of unfair treatment took place. Don't get me wrong. Depending on the industry and environment. That may be inevitable. Equality is extremely important in any work place. Working in the south gave me whole new light that inequality still exists. Being from Chicagoland, I will not deny that it made me uncomfortable, and I hadn't realized how much I/we take it for granted. I take pride in projecting a united front in employee equality. I think it is important to have this reflected in our day to day interactions and policies. I am actually kind of disappointed in myself that it took me until this question to indicate as such. Back to the point at hand. I realize being an at will state, we have the ability to terminate with no questions asked. Yet, having a disciplinary process as part of policy is still the safest way to go when dealing with unfortunate circumstances. It also gives employees comfort, which equates to support for the company they work for. It may not apply to many or most. Yet, the very fact that it exist gives EE the comfort that they aren't going to be terminated tomorrow for showing up late, or having a bad day. That is a hard way to live when you are supporting a family. It impacts the quality of life, and the work performed. The personal and professional success of our employees directly correlates with the success of our company. I realize this may be subtext based, but subtext is far more important then people realize. I have seen disciplinary policies that work with verbal and written documentation, and also those that work with point systems. Some point systems are extensive, and others simply pertain to attendance practices. Another area based on policy design.

• Summarize your recruiting experience - (6) This is an area that I don't get to do as often. Yet, back in the day when I did it in-house. I worked with target marketing. Making sure that my job posting was visible to the skill set needed. Now a days that area has exploded! Recruitment agencies are more popular then ever. Therefore, I haven't be exposed to much in house recruitment as it traditionally used to take place.

• List and rank your Top 3 preferred methods for sourcing candidates - (8) I feel this question is best described when sourcing by industry. Top 3 doesn't always work best. Therefore, I am going to answer it as such. Example, if you are looking for production assemble line workers, LinkedIn is not the place to go. Indeed is a good all encompassing job board. I know using terms like blue collar and white collar are standard terms in the industry, but I am not a fan of them. I am just being honest. Yet, for the purpose of this question it works for application purposes. I find that indeed is well rounded for both types of workers. It still has a simplistic nature, and broad reach that makes it very user friendly. LinkedIn is becoming "the" white collar job board of choice. I know that CareerBuilder, and Monster are more popular general sites. They can be pricy to post on, and they will end up on indeed anyways. If looking to source more blue collar workers. IDES is a good place to work with. You can make arrangements to go to any of their locations, and promote open positions. Not only post on their Job board. Recruiting is truly a form of marketing.

• Where are the top 3 places you source most of your job candidates from - (8) I think I accidently answered that above.

• What’s your favorite thing to do in HR - (9) That one is a tough one. My top three would be policy and document creation, training, and coming to the rescue with either my extensive payroll knowledge. This is the part that impacts an employee the most on a regular basis. It is also the most misunderstood. Therefore, I like the ability to clarify and help EE's understand payroll issues and tax laws. Or coming to the rescue with balancing person and professional life. You would be surprised how much it means to an employee when you offer to take them home, or you help navigate a flat tire in the parking lot.

• Least favorite - (6) Let's face it. Terminating someone is no fun. Especially, when you know there is a trickle down affect personally, and professionally. A good strong happy environment reduces that and saves money! I haven't had to do it often, but my back ground is extensively corporate America. I did it once about 11 years ago. Then again about 3 years ago during a conversion project. The more common function that is not exactly my favorite is working with Garnishments. It is traditionally a delicate communication between me and the EE. We are required to legally comply, yet we also want to be companionate to the difficulties that these place on an EE.

• What are your filing habits like? Are you a “save them and file once-a-week or once-every-couple weeks” person, a “file as you go” person, or do you use some other interval?-(8) I am extremely organized. Depending on the environment will determine how quickly things get filed. If I have my own office. I may delay a bit. This does not include New Hire Personnel Folders. Those are timely. Other forms such as status change forms, and things of that nature. I traditionally put in an "A-Z" Organizer, and then file accordingly. I can't say what that cycle is until I am in the office in question. The department structure and business needs will determine the best practices. Unless it is a document that gets filed outside of the Personnel file. Such as an EE to whom is out on FMLA. I will keep that documentation filed separately. Disciplinary documents can be filed separately as well. Depending on the size of the department. Not everyone in HR needs to know.

• Have you ever authored interview scripts or questions to be used in the interview process. If yes, describe. (8) I have used interview questions within my process. I have mixed feelings about them. You do have to be careful about the questions that you can ask. Therefore, steering away from personal questions is always recommended. Yet, some scenario specific job task based questions are good. I have seen personality test used, but I am not altogether fond of them. I have seen many average outside of the box people do great things. Therefore, I would not want to accidently exempt them from being successful with us based on a personality box.

• Explain what the concepts of “reliability” and “validity” mean, from an HR perspective. - (7) I feel that this question can be very context related. Even within an HR Perspective. Reliability could refer the reliability of an EE to do what they are suppose to do, or reliability can mean reliability in character. You can be reliable at our job, but not always be a reliable character. Unfortunately, they do not go hand and hand. Example - An EE can come in and do their job well, but has a stance that reflects don't ask me to do any more than that. Validity from an HR perspective I unfortunately reflect on validity of claim/complaint. Therefore, research would be required, and questions need to be asked in a respectful, and diligent fashion.

• What size org is required to comply with FMLA? - (10) 50 Employees or more.

• From an HR perspective, how is the concept of “equal punishments, equal privileges” supposed to occur, in the workplace? (3) In all honesty I am not familiar with this specific phrasing. I can only hope that this relates to my feelings about equality in the workplace. Disciplinary Policies apply to everyone. Just as Equal Privileges apply to everyone.

• What’s the difference between an “applicant” and a “candidate”? (8) Applicant - Someone who has applied for the position. Candidate - Someone who meets qualification parameters, and is being considered for the position.

• How many years do unsolicited resumes need to be kept if the applicant was NOT considered for the position? (3) This is a weak area. Electronically, these can be housed for years. Paper - I want to say one year, but I am not entirely sure.

• How many years does interview paperwork need to be kept for a person who was interviewed for a job but not hired? (3) Same as above.

• For what reason have you, yourself, ever interacted with an employment attorney? (6) I gave myself a 6 because from a payroll standpoint I deal with attorneys frequently. Most IL Garnishments and Child Support go through the court system, and tracked via an attorney. Such as Interrogatories for Bankruptcies and Child Support. Employment attorneys not as frequently, but when such occurrences arise payroll data is usually subpoenaed by the employment attorney. I personally have not needed to do a deposition, but while at Drive Automotive my boss went through five. I wish I could say I was exaggerating.Things work differently in the south.

• [MATRIX ORGS] Describe roles you’ve held working in “fast paced, matrixed” organizations, where you had to take frequent direction and input not only from your direct supervisor, but also from other department managers or key staff. What were your likes and dislikes of this type of environment. I don't think I have any. It is what I am used to doing. As long as proper communication takes place that includes fair expectations, and positive follow up. All should be good.

• [NEW KID ON THE BLOCK] Describe a job where you came in as the “new kid on the block” and were not only given a lot of information to organize and make sense out of, but also where you were expected to organize and improve processes and procedures that had NOT previously had a lot of attention. Provide some background/history. Then, walk us through the steps you took, your logic for the approach you took, and how your efforts turned out. This is what I do! I just did it in fact. At Drive Automotive. When I got there, they had to terminate the previous HR Payroll Coordinator in a not so great circumstances. Therefore, I came in, and evaluated where things had gone wrong. During this time, it wad decided that they would move Payroll out from under HR to Accounting. During this process I trained two EE's in accounting the basics of payroll, and then filling in the pieces of what auditing, filing, and regulatory pieces that went flat with the onset of the last processor now needed to be re-established. At the same time create a new process for compiling HR data for Payroll use only. Therefore, Payroll would no longer get the full EE File, or access to other confidential data that they were once privy too. Not to mention Salary EE's/Managers were going to processed by the Assistant Controller, and the hourly EE's were going to be processed by an accounting team member. Therefore, that line needed to be drawn, documented and forms created for the sharing of said data. That was my last assignment, and I sent an email to Debbie yesterday to check in! That I am aware of so far so good!

• [SELF APPRAISAL] What are your strengths and weaknesses, from an HR and from an administrative perspective? How would the people around you, 360 degrees, describe your effectiveness as an employee? What would they say about your productivity, your communication style, your skills and technical knowledge of HR laws and practices? (If you are a recent grad with little experience, tell us what you believe your strengths to be.) I am very outgoing. I like to laugh and smile. My communication both verbally and written will reflect as such! I am very organized, which makes productivity much easier. My undergrad is in Criminal Justice. Therefore, I have a slight thing about adhering to laws and creating/implementing fair policies and practices. I also very much enjoy being a knowledge reference point, which is also why I enjoy training. Weaknesses. My voice projects, and it sometimes gets away with itself. I am a bit of a perfectionist. Yet, with what I do that is the way to be! From time to time though. I will over dwell on something. Almost always it is on something that I decide to put additional effort into. Especially for presentation purposes.



Engr. Kh. Mashiur Rahman Email: garmentspedia@gmail.com

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About Author:

He is Garment Business ERP Consultant and Digital Marketing Consultant of RMG factories. He is certified Echotech Garment CAD Professional-China, NCC-UK and M.Sc. in CIS- London Metropolitan University. He is also authorized re-seller of Apparel ERP software companies


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