Human Resource ManagementCategory: Collaborative Objective Test & Team Performance (Role Play)
Type: Individual or Team
Two (2) parts: an objective test and interactive role play or presentation. A 60-minute objective test will be administered onsite at the NLC. Team competitors will take one (1) objective test collaboratively.
Objective Test Competencies: Employee Compensation and Benefits; Governmental Regulations and Issues (discrimination laws, federal labor acts); Human Resource Planning (mission, vision, internal/external issues, future needs); Labor Relations and Collective Bargaining (union management relations, employee rights, negotiating contracts); Performance Management; Staff (recruitment, selection, careers, EOE delivery); Training and Development (performance mgmt., safe, quality improvement, health)
Case: An interactive role play situation that may include training, staffing, benefits, labor relations, and government regulations.
Skills: Managing human resources is an important aspect of the business world. Planning is necessary to ensure and anticipate future personnel needs and to secure the needs and rights of the people resources.
Performance Guidelines—Final Round
- Two (2) 4"x6" note cards will be provided to each competitor and may be used during event preparation and performance. Information may be written on both sides of the note cards. Note cards will be collected following the presentation.
- No additional reference materials allowed.
- Turn off all electronic devices.
- Individuals/teams should introduce themselves, describe the situation, make their recommendations, and summarize their cases.
- If participating as a team, all team members are expected to actively participate in the performance.
- All questions raised in the case must be addressed during the presentation.
- Objective test scores will be used to break a tie.
- Financial calculators may be used for accounting, finance, and analysis & decision making events; calculators will be provided for all other events.
- Final performances are not open to conference attendees.
Penalty Points Deducted by Judges
- Five (5) points are deducted if competitors do not follow the dress code.
- Five (5) points may be deducted for not following guidelines.
Fifteen (15) competitors/teams—or an equal number from each section in the preliminary round—will advance to the final round. When there are more than five preliminary sections for an event, two competitors/ teams from each section will advance to the final round.
In the case of team events, all team competitors are expected to actively participate in the performance/demonstration.
Competitors cannot be replaced or substituted after the name change deadline of 11:59 p.m. Eastern Time on the first Friday in June.
All competitors must comply with the FBLA‑PBL dress code.
Prejudged materials and résumés will not be returned.
- Internet access will be provided for:
- Computer Animation
- Forensic Accounting
- Global Analysis & Decision Making
- Network Design
- Social Media Challenge
- Website Design
- Internet access may not be WiFi, so competitors should plan appropriately when selecting laptops/tablets on which to present.
- All competitors in accounting, finance, and analysis & decision making events may bring and use financial calculators.
- Demonstrate excellent verbal communication.
- Display effective decision-making and problem-solving skills.
- Express self-confidence and poise.
- Work well as a team when applicable.
- Exhibit logic and systematic understanding.
- Conduct a professional business presentation.
- Answer questions effectively (when applicable).
Penalty Points Deducted by Judges
- Five (5) points are deducted if competitors do not follow the dress code.
- Five (5) points may be deducted for presentations over the allotted time.
- Five (5) points may be deducted for not following guidelines.
- Preliminary and final performances/demonstrations are not open to conference attendees.
- Recording performances/demonstrations is prohibited.
- All electronic devices must be turned off.
- All attendees must follow the dress code and wear their name badges; however, the badge may be removed when presenting.
- All attendees are requested to remain quiet while in competitive event areas.
The general event guidelines below are applicable to all national competitive events. Please review and follow these guidelines when competing at the national level. When competing at the state level, check the state guidelines since they may differ.
- Dues: Competitors must have paid PBL national and state dues by 11:59 p.m. Eastern Time on April 15 of the current school year.
- NLC Registration: Participants must be registered for the NLC and pay the national conference registration fee in order to participate in competitive events.
- Deadlines: The state chair, or designee, must register each state competitor on the official online entry forms by 11:59 p.m. Eastern Time on the second Friday in May.
- Each state may submit three (3) individuals in all events requiring only objective tests and two (2) individuals or teams for all events that require a pre-judged or performance component.
- Each competitor can compete in two (2) events.
- Each competitor must compete in all parts of an event for award eligibility.
- A team shall consist of two or three members. Exceptions are Parliamentary Procedure which must be a team of four or five members, and LifeSmarts which must be a team of two members.
Competitors are not permitted to compete in an event more than once at the NLC unless one of the following circumstances applies:
- Modified Events: A competitor may compete in the same event when the event is modified. Note, if the only modification is a name change, competitors may not compete in the renamed event.
- Team Events: One (1) competitor of the team may have competed in the same event at one (1) previous NLC; however, they may not compete more than twice in the event at the national level.
- Chapter Events: Competitors may compete in a chapter event more than once (Community Service Project).
- Individual Entry: A competitor who competed as an individual entry in a team event at the national level may compete in the same event a second time as part of a team, but not a second time as an individual.
- Parliamentary Procedure: Two (2) competitors of the team may have competed in this event at a previous NLC; however, they may not compete more than twice at the national level.
- Pilot Event: Competition in a pilot event does not disqualify a competitor from competing in the same event if it becomes an official competitive event. The participant may compete in another event as well as a pilot event.
- Objective Tests: Ties are broken by comparing the correct number of answers to the last 10 questions on the exam. If a tie remains, the competitor who completed the test in a shorter amount of time will place higher. If this does not break the tie, answers to the last 20 questions will be reviewed and determine the winner.
- Objective and Production Tests: The production test scores will be used to break a tie.
- Objective Tests and Performances: The objective test score will be used to break a tie based on the tie-breaking criteria of objective tests.
- Reports/Projects and Performances: The report/project scores will be used to break a tie.
- Performances: Judges must break ties and all judges’ decisions are final.
- State chair/adviser must register all competitors for NLC competitive events online by 11:59 p.m. Eastern Time on the second Friday in May.
- All prejudged components (reports, websites, projects, statement of assurance) must be received by 11:59 p.m. Eastern Time on the second Friday in May.
- All prejudged projects and reports must be submitted electronically.
- All Statements of Assurance must be submitted online.
- All production tests must be received at FBLA-PBL by 11:59 p.m. Eastern Time on the third Friday in May.
- Desktop Publishing—the finished product must be uploaded in PDF format by 11:59 p.m. Eastern Time on the third Friday in May. Label all documents with the event title, competitor’s name, state, and school.
- All production tests must be uploaded online.
- State chair/adviser may make name changes only (no additional entries) by 11:59 p.m. Eastern Time on the first Friday in June. Competitor drops are the only changes allowed after this date and onsite.
The number of competitors will determine the number of winners. The maximum number of winners for each competitive event is 10. Only one (1) award is given to the schools competing in chapter events (Community Service Project and Local Chapter Annual Business Report).
- Financial calculators may be brought to objective testing and used for any accounting, finance, or analysis & decision making events.
- Certain events may allow the use of additional materials. Please refer to event guidelines.
Americans with Disabilities Act (ADA)
FBLA‑PBL meets the criteria specified in the Americans with Disabilities Act for all participants who submit a special needs form.
Recording of Presentations
No unauthorized audio or video recording devices will be allowed in any competitive event. Participants in the performance events should be aware the national association reserves the right to record any performance for use in study or training materials.
Graduate students may compete in all PBL events.
- Dress for Success—Members must be in business attire. Please review the the FBLA-PBL Dress Code. If you question if you are properly attired, then change.
- Read and follow explicitly the state and national competitive events guidelines. Be aware of differences between state and national guidelines.
- Check the status of membership dues. Students must be dues-paid members by April 15 to compete in national competition. The sooner dues are paid the sooner members will receive PBL benefits.
- All materials must be received by the national center by the second Friday in May. Normally the state submits these materials, but some states request the local chapters submit their reports, website URLs, interview materials, etc.
- Remember, when competing at the district or state levels, materials are not sent to the national office.
- Become completely familiar with the procedures to be followed for participation in each type of event at the state and national levels.
- Determine from the rating sheets and guidelines the areas that will be judged and the weight given to each area.
- Obtain a variety of updated information on different subject areas and provide access to students for study.
- Contact former and current chapter members who have competed in previous years for suggestions.
- Find mentors and other experts who can help members prepare for competition. Involve faculty, advisory committee members, Professional Division members, businesspeople, community volunteers, and parents in study sessions and event preparation.
- Try to recreate as realistically as possible the conditions under which the competition will take place and PRACTICE.
- Make certain that the copies of materials to be submitted to judges are error-free and in the proper format.
- Make sure all materials are submitted by the deadline.
- PBL members and advisers must recognize the value of competitive events, maintain a professional attitude toward the events, and keep them in proper perspective. While competitive events are an important element of PBL’s overall program, events are just a portion of the many other activities and programs that build a successful organization.
In most of these events, students will be given a case study and/or role play scenario for review prior to the performance. Review the list of events to find out the time allowed for preparation in your particular event. Time varies for the events.
- Competitors will be given note cards to write on during preparation time, and they may be used in the performance. Note cards must be turned in to the event administrator at the conclusion of the event.
- Do your homework and look at the performance rating sheet for your event. The judges will be using the rating sheet to score each individual or team.
- In an interactive/role-play event, the judges will interact during the presentation and still may ask questions at the end.
- Review the Performance Indicators when reading the case study or role play scenario.
- All members of a team must participate in the presentation.
Sample Practice Materials
- Community for Human Resource Management
- HR Village
- What Is Human Resource Management?
- Employment Forms
2. Discuss the legally required benefits that must be included within a compensation plan.
3. Discuss the discretionary benefits that could optionally be included within a compensation plan.
4. Discuss the perception of fairness in compensation and how it affects the productivity and morale of employees.
5. Trace the history from seniority dependent systems to performance based systems.
6. Discuss trends in benefits packages including rising health care costs and in emerging compensation issues.
7. Calculate labor costs to an organization by dollar, average, and percentage basis.
8. Calculate benefit costs to an organization by dollar, average, and percentage basis.
9. Define break-even point and calculate the effect that labor costs have on the break-even point for a firm.
10. Identify, design, and calculate grades and ranges for a salary scale.
11. Define benchmarking and describe its application to setting pay scales.
12. Define variable pay and identify the elements of successful pay-for-performance plans.
13. Define benefits and describe the different types of benefits offered by employers.
14. Differentiate between broadbanding, strategic compensation, and comparable worth.
15. Differentiate piecework plans, merit pay as an incentive, merit pay options, and incentives for professionals, recognitionbased awards, and online reward programs.
16. Write a personnel policy to include all benefits showing a cost benefit analysis.
17. Explain the steps in establishing pay rates.
18. Describe competency and team-based compensation programs.
19. Contrast Social Security, unemployment compensation, and worker’s compensation benefits.
2. Describe the difference between equal employment and equal opportunity and discuss the importance of the Equal Employment Opportunities Act of 1972.
3. Define sexual harassment, hostile environment, discrimination, and reverse discrimination.
4. Define the two types of sexual harassment and how employers should respond to complaints.
5. Explain the requirement for verification of employability under IRCA, list the discrimination provisions, and describe the penalties for noncompliance.
6. Explain the scope and purpose of affirmative action and seniority’s impact on affirmative action.
7. Describe affirmative action plans.
8. Establish the Human Resources role in the ethics relating to harassment, workplace safety, security of employee records, employee theft, affirmative action, comparable work, and employee privacy rights.
9. Explain habitual handicaps (e.g., tobacco, drugs, and alcohol) and legal rights.
10. Identify and define employee rights and responsibilities.
11. Define defamation, disclosure, and negligent hiring.
12. Explain the difference between exempt and non-exempt employees.
13. Define an independent contractor.
14. Explain the coverage and penalties of the FLSA (Fair Labor Standards Act).
15. Explain the intent and requirements for compliance with OSHA.
16. Discuss the requirements of the ADEA and describe its impact on early retirement programs.
17. Discuss the coverage of Family Medical Leave Act (FMLA), Worker Adjustment and Retraining Act (WARN), Older Worker Benefit Protection Act (OWBPA), and Employee Retirement Income Security Act (ERISA).
18. Identify the important components of the American with Disabilities Act of 1990 and discuss how reasonable accommodation is made when managing individuals with disabilities.
19. Define work related injury and describe the basic concepts workers compensation.
20. Explain the purpose and provisions of the NLRA (National Labor Relations Act).
21. Explain workplace violence as a security issue and describe some components of an effective security program.
22. Explain the intent of the Privacy Act of 1974 and its effects on Human Resources.
23. Discuss the implications of the Drug Free Workplace Act of 1988 and the pros and cons of employee drug testing.
24. Discuss the implications of and exceptions to the employment-at-will doctrine.
2. Explain how Human Resources management participates in a company’s strategic planning process.
3. Describe the goals, components, and major activities and policies within Human Resources.
4. Discuss group formation, techniques for building effective teams, and implement team operating procedures.
5. Recognize diversity and its impact on organizations.
6. Research and evaluate Human Resources policies and practices in relation to national culture, organizational characteristics, and Human Resources practices.
7. Compare and contrast the Human Resources role to support line and other staff management.
8. Examine the role and functions of human resource employees within an organization.
9. Examine the Human Resources challenges and potential remedies facing Human Resources and develop action plans that can be implemented in the organization.
10. Discuss Human Resources role in ensuring that ethics exist in an organization and are adhered to.
11. Discuss how changes in technology, workforce diversity, and skill requirements affect human resource management.
2. Compare and contrast the various adversarial and cooperative approaches to labor relations.
3. Discuss the effect of current legislation regarding labor-management relations, such as Wagner and Taft-Hartley Acts.
4. Evaluate the findings of case law that prohibit specific acts committed by organized labor.
5. Evaluate the findings of case law that prohibit specific acts committed by management.
6. Formulate the steps of the union organizing process.
7. Break down the grievance process.
8. Examine the negotiation process and arbitration including binding and nonbinding arbitration.
9. Examine the role of the National Labor Relations Board in labor management dispute.
10. Describe the steps and components of the collective-bargaining process.
11. Examine impasses and strikes.
12. Define what is meant by the terms unions, mediation, and arbitration.
13. Assess the goals of management with regards to labor.
14. Examine the goals, structure, and management of labor unions.
2. Discuss active listening and the techniques used in its performance.
3. Determine the meaning of influence and how it is used to bolster performance.
4. Examine the importance of giving and receiving feedback.
5. List steps in counseling process and discuss counseling methods, techniques, and problems associated with the counseling process.
6. Contrast performance problems and personal problems.
7. Contrast deficiency in knowledge and deficiency in execution.
8. Identify how to implement specific steps of planned change, including employee agreement.
9. Identify the purpose and components of performance management systems.
10. Explain the steps in the appraisal process and discuss benefits/problems associated with performance appraisals.
11. Review the purposes, types of performance appraisals, and effective techniques for conducting performance appraisals.
12. Discuss methods for improvement of employee morale and motivation and discuss how motivation is linked to individual performance.
13. List the variables relating to employee behavior and discuss techniques to handle employee problems.
14. Define stress and identify the causes, physical effects, and symptoms of stress and burnout.
15. Examine the parameters of a legal disciplinary action.
16. Examine best practices for managing performance and creating compensation, training and benefit systems that drive bottom-line results, and make performance management systems more effective.
2. Develop programs to assist in meeting needs of separated and transitional employees.
3. Describe planning techniques used in hiring process (e.g., succession planning and forecasting).
4. Describe job analysis and the stages and methods used in the job analysis process.
5. List the components of job descriptions and write a job description.
6. Evaluate labor market statistics, costs, and the effectiveness of recruitment sources including internal and external recruiting
7. Define what is meant by the term recruiting and discuss the legal implications of recruiting.
8. Discuss the employee selection process, testing, interviewing, and legal issues.
9. Create an employee selection, interview, and development system to include an upward mobility plan for all employees.
10. Describe the benefits and challenges of testing, reference checks, and interviews in the selection process.
11. Discuss the use of various types of interview questions and the problems associated with job interviews and means of correcting them.
12. Discuss audit requirements for recruitment practices, application reviews, and interview procedures.
13. Explain contingency factors affecting job offer (e.g., background checks, drug tests, and physical results)
14. Discuss impact and pros and cons of outsourcing/off shoring, plant closings, and layoffs.
15. Examine the development and implementation of an affirmative action program.
16. Examine Equal Employment Opportunity legislation and create an equal opportunity program to include women, minorities, and the handicapped.
17. Discover strategies to attract and retain top talent.
18. Discuss the impact of Acquired Immune Deficiency Syndrome (AIDS) and other STDs on the work environment and on hiring practices.
19. Analyze the factors that help in determining job satisfaction.
2. Discuss the purposes of the orientation and training of employees.
3. Differentiate factors affecting the planning and implementation of an employee training program
4. Determine organizational and trainee needs.
5. Evaluate the various tools used to conduct a needs analysis.
6. Examine potential trainee problems and ways to resolve conflict
7. Distinguish the different learning styles and how they are applicable to training.
8. Structure training objectives that are observable, measurable, attainable, and specific.
9. Design effective training curriculum using internal and external sources as needeD.
10. Relate the purpose of a training plan and develop a training plan including the use of technology and visual aids
11. Prepare and administer training delivery with focus on the trainees and the training environment.
12. Examine strategies for evaluating and improving the delivery of training.
13. Evaluate trends in training and development.
14. Identify benefits of continuous learning and/or professional development for employeeS.
15. Identify and implement online training resources.
16. Develop and analyze Human Resources safety and security programs, practices, and services to ensure compliance with regulations and employee protection.
17. Describe the methods and criteria involved in evaluating training programs.