Paul Sablic is the supervisor of the purchasing department for Pine Village Community Medical Center ( CMC). ( See the Values and Beliefs Statement in Figure 1.8.) Paul had an opening in his department. The human resources de-partment first used an internal recruiting method through which current employees were asked to identify potential candidates from their social and professional networks. 1 In addition, HR posted the position in several professional pub-lications and in area newspapers and message boards. The goal was to attract and hire the better person available. HR prescreened all applicants ( more than 140 persons applied for the position) and reduced the list to eight. Sablic and the HR personal had previously conducted a job and task analysis, and identified the specific types of SKAs found in employees who perform successfully in that position. Sample tests were administered in which applicants were asked to perform real job- like activities. A series of work sample tests were developed and given to those employees currently holding the position. The results affirmed that the tests measured the factors im-portant to the position. Each of the final applicants was also given a broad personality inventory that included integrity questions designed to weed out applicants likely to lie, steal, cheat, or defraud the medical center. 2 Each applicant for the vacant position received written guidelines explaining CMC Solution Hello Pal, First of all a very nice as well as intersting question from your side. So now straight to the question, as asked above with all the information available from your side and from mine, it is very much true and practical to do so that to sooner than later. Fuller is a potential candidate for this post. But, there must be something that Paul considered before rejecting Fuller and taking the other, Helen Hoczyk, on board for this job. To reinforce his claims, Fuller described several technological adaptive aids he used in his work and contended that he had done well on the work sample tests. He also showed Holbrook papers that documented the long hours he had put in at his previous job. He also shared several recommendation letters in which former employers spoke highly of his abilities. Holbrook listened patiently, making notes as Fuller talked. She was startled by Fuller.

1. Paul Sablic is the supervisor of the purchasing department for Pine Village Community Medical
Center ( CMC). ( See the Values and Beliefs Statement in Figure 1.8.) Paul had an opening in his
department. The human resources de-partment first used an internal recruiting method through
which current employees were asked to identify potential candidates from their social and
professional networks. 1 In addition, HR posted the position in several professional pub-lications
and in area newspapers and message boards. The goal was to attract and hire the better person
available.
HR prescreened all applicants ( more than 140 persons applied for the position) and reduced the
list to eight. Sablic and the HR personal had previously conducted a job and task analysis, and
identified the specific types of SKAs found in employees who perform successfully in that
position. Sample tests were administered in which applicants were asked to perform real job- like
activities. A series of work sample tests were developed and given to those employees currently
holding the position. The results affirmed that the tests measured the factors im-portant to the
position. Each of the final applicants was also given a broad personality inventory that included
integrity questions designed to weed out applicants likely to lie, steal, cheat, or defraud the
medical center. 2 Each applicant for the vacant position received written guidelines explaining
CMC
Solution
Hello Pal,
First of all a very nice as well as intersting question from your side.
So now straight to the question, as asked above with all the information available from your side
and from mine, it is very much true and practical to do so that to sooner than later. Fuller is a
potential candidate for this post. But, there must be something that Paul considered before
rejecting Fuller and taking the other, Helen Hoczyk, on board for this job.
To reinforce his claims, Fuller described several technological adaptive aids he used in his work
and contended that he had done well on the work sample tests. He also showed Holbrook papers
that documented the long hours he had put in at his previous job. He also shared several
recommendation letters in which former employers spoke highly of his abilities. Holbrook
listened patiently, making notes as Fuller talked. She was startled by Fuller