This document provides a selection process for hiring a Human Resources Director at Living Waters Nursing Home. It includes a job description, selection plan, recruiting plan, application, reference check, knowledge test, and interview questions. Statistical analyses were conducted to ensure the process is job-related, does not have adverse impact, and identifies appropriate cutoff scores. The recruiting plan aims to attract 10 applicants with relevant experience by posting internally and externally. The application, reference check, knowledge test, and interview contain job-specific questions that are scored. Statistical tests found the knowledge test, interview, and some factors have significant predictive power for the job with no adverse impact issues. The regression model identifies appropriate cutoff scores for each part of the selection process.
Job Analysis, Definition of Job Analysis, Types of information for Job Analysis, Steps in Job Analysis, Guidelines for Job Analysis, Methods for collecting Information
Recruitment and Selection process: An evaluation of E-recruitment at Marks an...Peachy Essay
As opined by Arvey and Campion (2010, p290), “In order to increase the efficiency and retention of the employees, it is essential to implement an appropriate Recruitment and Selection process”. Recruitment is the procedure that the organization applies to identify the human resource requirements of the organisation and attract suitable candidates. Selection refers to the process that is involved in choosing a predefined number of candidates from a number of applicants to fill the available posts in the organization (Barber, 2009).
Recruitment
Recruitment is a possible step which aims at attracting a number of candidates to apply for the given job.
The higher the number of people who apply for a job the higher will be the possibility of getting a suitable employee.
HR planning
Identify job vacancy
Prepare job description and job specification
Advertising the job vacancy
Short-listing
Selection is the process of identifying and choosing the best person out of a number of prospective candidates for a job.
The management goes through the qualification and experience of all the candidates and matches them with the job roles in order to decide on the most suitable ones for the job.
A Study on Job Description and its Effect on Employee Performance: Case of So...IJLT EMAS
Accordingly Brannick et al. (2007), job descriptions is an instrument used by the people who does not know accurately how to perform the job. So, to make employees perform their jobs well there has to be a clear and specific job description. Therefore, many organizations are working hard to make sure that job descriptions that they have are effective in term of productivity and in achieving the organization‟s objectives. For these reasons, many researchers conducted many study to assess the effects of job description for the success of the organizations. As, in the fast changing world there are many changes in the nature of working environment and technology, and so the job description should be adjusted to incorporate the changes.
Therefore, this study focuses on the assessment of the role of job description in determining the employee performance particularly in some selected manufacturing organizations in the city of Pune, India. So, far it will use different concepts and practices in relation to job description and its effects on employees‟ performance.
Job Analysis, Definition of Job Analysis, Types of information for Job Analysis, Steps in Job Analysis, Guidelines for Job Analysis, Methods for collecting Information
Recruitment and Selection process: An evaluation of E-recruitment at Marks an...Peachy Essay
As opined by Arvey and Campion (2010, p290), “In order to increase the efficiency and retention of the employees, it is essential to implement an appropriate Recruitment and Selection process”. Recruitment is the procedure that the organization applies to identify the human resource requirements of the organisation and attract suitable candidates. Selection refers to the process that is involved in choosing a predefined number of candidates from a number of applicants to fill the available posts in the organization (Barber, 2009).
Recruitment
Recruitment is a possible step which aims at attracting a number of candidates to apply for the given job.
The higher the number of people who apply for a job the higher will be the possibility of getting a suitable employee.
HR planning
Identify job vacancy
Prepare job description and job specification
Advertising the job vacancy
Short-listing
Selection is the process of identifying and choosing the best person out of a number of prospective candidates for a job.
The management goes through the qualification and experience of all the candidates and matches them with the job roles in order to decide on the most suitable ones for the job.
A Study on Job Description and its Effect on Employee Performance: Case of So...IJLT EMAS
Accordingly Brannick et al. (2007), job descriptions is an instrument used by the people who does not know accurately how to perform the job. So, to make employees perform their jobs well there has to be a clear and specific job description. Therefore, many organizations are working hard to make sure that job descriptions that they have are effective in term of productivity and in achieving the organization‟s objectives. For these reasons, many researchers conducted many study to assess the effects of job description for the success of the organizations. As, in the fast changing world there are many changes in the nature of working environment and technology, and so the job description should be adjusted to incorporate the changes.
Therefore, this study focuses on the assessment of the role of job description in determining the employee performance particularly in some selected manufacturing organizations in the city of Pune, India. So, far it will use different concepts and practices in relation to job description and its effects on employees‟ performance.
We are committed to providing 100% Plagiarism free quality academic assignments i.e. thesis, dissertations, Course work assignments, HND Business assignments, Research and Term papers and BSc Honors Applied Accountancy Oxford Brookes thesis (RAP, SLS and PPT). Pay by milestones. Please visit www.ghostwritingmania.com or reach my email inbox at ghostwritingmania@yahoo.com or add me on Skype: ghostwritingmania
Job descriptions don’t capture the non-job dimension of performance. The non-job roles people perform in organisations are becoming increasingly important. In this presentation we cover four non-job roles and how they can be incorporated easily in the work document with measurable KPIs. The job description then becomes a role description.
A study on recruitment & selection processNazneen sheikh
This is a short presentation of My summer Internship into Recruitment and Selection Process.
Can be Helpful for beginners on how to make on Presentation on Summer Internship.
We are committed to providing 100% Plagiarism free quality academic assignments i.e. thesis, dissertations, Course work assignments, HND Business assignments, Research and Term papers and BSc Honors Applied Accountancy Oxford Brookes thesis (RAP, SLS and PPT). Pay by milestones. Please visit www.ghostwritingmania.com or reach my email inbox at ghostwritingmania@yahoo.com or add me on Skype: ghostwritingmania
Job descriptions don’t capture the non-job dimension of performance. The non-job roles people perform in organisations are becoming increasingly important. In this presentation we cover four non-job roles and how they can be incorporated easily in the work document with measurable KPIs. The job description then becomes a role description.
A study on recruitment & selection processNazneen sheikh
This is a short presentation of My summer Internship into Recruitment and Selection Process.
Can be Helpful for beginners on how to make on Presentation on Summer Internship.
http://DataCenterLeadGen.com How to Calculate Data Center TCO (SlideShare). Are you spending too much on your data center TCO? Or are you putting your business at risk by overly skimping? Get on track with these handy tips. Copyright (C) SP Home Run Inc. All worldwide rights reserved.
이 슬라이드는 2013년 11월 26일에 열린 (가)평택복지시민연대 준비 강좌 제3강에서 사용된 자료입니다. 최종복 관장(춘의종합사회복지관)이 "지역복지 활동과 마을 만들기(사례를 통한 대안 찾기)라는 제목으로 강의했습니다.
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The propose of making report is considered whose ideas and facts are most important for conveying the significance of the organization.
The scope of the report is given ……….
1. Decide what positions we’ll have to fill through personnel planning and forecasting.
2. Build a pool of candidates for these jobs by recruiting internal or external candidates.
3. Have candidates complete application forms and perhaps undergo an initial screening interview.
4. Use selection techniques like tests, background investigations, and physical exams to identify viable candidates.
6 Proven Tips for Hiring the Right EmployeeBaek Yongsun
Discover the essential tips for hiring the right employee. From defining job requirements to targeted recruitment strategies, find proven methods to make successful hires.
An Example Of Job Analysis Report On Apple, Inc.
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Human Resources , Job Analysis
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How to manage recruitment and selection tells you all about what to do when considering recruitment and selection.
We can help with FREE recruitment services and business management training.
We can also offer free advice and guidance.
Please call us on: 0121 707 0550 or e-mail: info@pathwaygroup.co.uk
Literature ReviewThe role of a Human Resource department is ev.docxSHIVA101531
Literature Review
The role of a Human Resource department is ever changing in today’s volatile business environment. Over the years HR have become a strong strategic partner within an organization by providing functions such as recruitment, training and development and retention. Human Resources in order to be strategic works directly with all levels of management in an effort to help with strategy and the growth of the company to meet their vision. One very important aspect is talent acquisition. Having the right people in key roles within the company is vital to the success and growth. Performing this function includes preparing a job description, recruiting, and then setting compensation. Then a crucial tool used by many HR departments is the process of job evaluations and performance reviews.
Method of Job Analysis
When a new job is created or a vacancy occurs, it is the role of a HR representative to fill that void. In order to perform this function they need to first understand what role they are trying fill and what skills and responsibilities this new role would require. By conducting a job analysis they are able to further define an important elements of any job and then search for the person or people that are a good fit for the company. As important as it is to perform a job analysis before looking for that new candidate, it is equally as important to select the correct job analysis method. Some popular job analysis methods are Observation, Individual Interview and Structured Questionnaires. Organizations choose methods based on various guidelines that are all link to the job responsibilities, company culture and size of the organization. Each organization must select which methods are the best match for their candidate search. The Observation method includes studying someone while they perform their job in an effort to better understand the tasks and duties necessary to this particular job. The advantages are, the observer can obtain first hand knowledge and information about the job being analyzed. This can provide an accurate picture of the candidate ability to do the job at hand. Other Job Analysis methods such as the interview or questionnaire only allow HR to indirectly obtain this information. With other methods there is a risk of omissions or exaggerations are introduced either by the incumbent being interviewed or by items on the questionnaire.
The next method is the Interview method; this method involves conducting interviews of the person leaving this position to gain insights into what duties they perform. Interviews can also be conducted on other employees performing the same job but in most cases start with the HR manager. The advantages are that it allows the incumbent to describe tasks and duties that are not observable. The disadvantage is the candidate can exaggerate or omit tasks and duties. The interviewer must be skilled and ask the proper questions.
The Structured Questionnaire method uses a standardized ...
Recruitment is a process of looking for potential employees and encouraging them to apply for the vacant position while staffing is a process of acquisition, employment, development and retention of people in an organization. Staffing agencies help provide qualified and trained resources ready to be onboarded, reducing the time taken to hire and loss of productivity and thereby saving money.
Running Head Talent Acquisition and ManagementTalent Acquisitio.docxtoltonkendal
Running Head: Talent Acquisition and Management
Talent Acquisition and Management
TALENT ACQUISTION AND MANAGEMENT
Name:
Instructor:
Course Title:
Date:
Talent Management Plan
For an organization, the employees are usually the most valuable asset. They therefore ought to be managed in a manner that encourages them to be more productive and more loyal to the organization. There are many means of managing talents and therefore most organizations often get up overwhelmed (Berger, 2010). A talent management system ensures that an organization has the necessary professionals with the required requirements for specific posts. This guarantees that an organization is able to meet their current as well as their future business objectives.
The first step in coming up with an effective talent management plan is to identify the goals of an organization as well as its drivers. Customer service is an integral aspect of any business as it is the image of an organization to its clientele. The organization’s talent management plan focuses on the strengthening of the customer service department. The organization has been focusing on coordinating the training of the customer service department and their competencies to ensure that they sufficiently support the functionality of the organization. The organization ensures that they identify the relevant courses that the department should undertake have been identified. On identification, the courses should be undertaken within a given timeframe (Berger, 2010). The courses should be done be the entire department as well as all the mangers in charge of customer support. The courses are sent to each individual through email and the relevant personnel are expected to give monthly feedback on the relevance and effectiveness of the programs. Similarly quarterly updates are provided by the managers on the rate of completion of the customer service scheduled courses by the staff.
Performance appraisal
The current performance appraisal requires that the supervisor gives to the employee undergoing the appraisal a form which they should fill and return it within the shortest time possible. Upon receipt of the form, the supervisor ought to fill the supervisor’s section and hand it back to the human resource manager. The appraisal is made up of two key sections, the personal competencies and the social competencies. In the personal competencies section, the appraisal focuses on self-motivation, self-regulation and self-awareness while on the social competencies section, it focuses more on social skills and empathy. The current performance appraisal is satisfactory but to make it even better, it should include an extra section that targets the performance of an employee’s key duties. This would require the employee to look at their job description as was required of them during recruitment or promotion. They would then rate themselves on how they have performed each of the duties that were assigned to th ...
3. 3
Introduction
Living Waters Nursing Home, Inc. has asked us to be consultants for them in an attempt to
strengthen the company’s selection process. We have been asked to provide a sample selection
process based on one of the jobs in the organization; as well as run a concurrent validation study
conducted prior to implementation.
The specific selection plan helps assess what it is we are looking for from candidates and how to
score candidates. By making the selection plan job specific, the results become more accurate
and reliable. It also reduces the possibility of adverse impact. The selection plan has the
following sections: job description, job specific selection plan, recruiting plan, job specific
application blank, job specific reference check, and knowledge based test, interview questions,
detail outline of processes, statistical analysis, and application process. Each section is specific to
the job, and scores each applicant on each section helping determine an overall score for each
applicant, making it easy to determine who the best applicant is.
Job Description
The job description for the Human Resources Director states applicant must have a bachelor’s
degree from a four-year university or one to two years’ experience, or a combination of both. It
also describes specific job duties that must be performed the Human Resources Director; like
analyzing wages and salary report, personal forecasting, develop and maintain human resources
system, writes and delivers presentations in human resources policies and practices, and many
more specific duties and responsibilities. There is also a short summary with an overview of
what the position entitles. The job description is used as a reference for the job specific selection
plan, based on the job duties and responsibilities we can derive job activities and skills.
See Exhibit 1: Job Description
Job Specific Selection Plan
The job specific selection plan specifies certain activities and skills that the position requires. It
then classifies the activities and skills if they are critical, necessary for a new hire, if they will be
listed in the recruiting plan, resume, application blank, reference check, if they may be measured
in the knowledge test, and/or interview. The selection plan makes it easy to identify where you
will find certain information necessary for each applicant. It helps organize and distribute the
overall selection plan.
See Exhibit 2: Selection Plan
Recruiting Plan
Recruitment Objectives
The targeted number of applicants that we want is ten, in order to select one applicant for the
position of Human Resources Director. We would like to hire the new Human Resources
Director by January 1st 2016. The type of applicants we are looking for would need to have
previous experience as either a Human Resources Director or Human Resources Manager.
Meaning they previously had employees that worked under them and enforced HR practice
across departments. The new hire would need to have knowledge of Human Resources law and
4. 4
procedures, would need to have experience with Human Resources practices and strategy, and be
able to communicate to a diverse audience.
Recruitment Strategy
The targeted applicants are Human Resources professionals with experience as either Human
Resources Directors or Human Resources Managers. We will recruit internally for the position
from the current Managers with more than one year experience and a bachelor’s degree in
Human Resources or related field. We will also recruit externally online through our website,
social media, and job searching websites. We will heavily rely on employee references and
recommendations. The Human Resources department will be in charge of recruiting but upper
level management will go through the selection process.
Recruitment Activities
The recruiting methods will be both internally and externally. Internally, meaning current
managers with more than one year experience and a bachelor’s degree in Human Resources or
related field. Externally, means posting the availability of the position in the website, social
media, and job searching websites, along with employee references and recommendations. While
recruiting it is important to state that the position must be filled by January 1st 2016. It should
also be emphasized the position required knowledge of Human Resources law, managerial
strategy planning, and effective communication.
The recruitment content:
We are looking for a Human Resources Director with a bachelor’s degree in Human Resources
or a related field and additional experience as a manager for at least a year. Meaning they’ve had
to manage people and can communicate across departments. Applicants must have knowledge of
Human Resources law and strategic management; they must also have previous experience in
effective communication with a diverse audience. If chosen for the position, the new hire must
be able to start working full time by January 2nd 2016.
Results of Recruitment Activities
Once a new employee is hired the appropriate assessments must be made in order to ensure the
recruitment plan was successful.
What was the total amount of applicants?
How did applicants hear about the job opening?
The new employee performance?
The overall satisfaction with performance?
Quality of work?
Job Specific Application Blank
The job specific application blank lists activities and skills that are necessary for a new hire. It
asks applicants to specify if they had knowledge or experience in each activity and skill. The
answer is then scored in the following. A zero is assigned if the applicant has no experience or
knowledge in the specified activity or skill. A one is given when the applicant has either
experience or knowledge in the specified activity or skill. A two is assigned if the applicant has
both education and experience in a specific activity or skill. The score helps determine if the
applicant can perform the basic duties of the job. The application blank also helps determine the
5. 5
number of jobs the applicant’s had in the last three years, years of experience for the actual job
they are applying for, the average length of stay in the previous three jobs, and their education. If
the education they have is related to the field or not, or the level of education they have. It helps
compare scores among applicants based on their previous experience and education related to the
specific job.
See Exhibit 3: Job Specific Application
See Exhibit 4: Weighted Application Blank Sample Scoring
Job Specific Reference Check
The job specific reference check lists activities and skills and attempts to determine if they have
or have not performed the specific activity or skill. The employer will then check the applicants
last three jobs if they have or have not performed the skills and activities they deem necessary
for the position. The answers will then be scored zero if they have never performed the specific
activity. The applicant will be scored a one if they have performed the listed activity. The
applicant will be scored zero if they have a low proficiency in a given skill, a one if they have
medium proficiency, and a two if they have a high proficiency based on the applicants’
references. The reference check only helps determine if they have or have not performed the job
and the proficiency of certain skills. However the proficiency of set skill is the perception of the
reference. The reference check has weight very little because it is only used to confirm if they
did or did not perform an activity and if they possess certain skills.
See Exhibit 5: Job Specific Reference Check
Knowledge BasedTest
The knowledge based test is a ten question test, designed to assess if the applicant has the
sufficient knowledge to perform the basic duties of the job. The knowledge questions are specific
to the job based on the day-to-day activities of the job. The knowledge test will only test the
applicants on information that is necessary for a new hire only. If an applicant is unable to pass
the test then it is safe to assume they are unable to perform the basic job duties.
See Exhibit 6: Knowledge BasedTest
Interview Questions
An interview is a test that allows the organization to see firsthand how an applicant interacts face
to face. It is a chance to test their personality skills, but also ask some more in depth questions
related to the job. We will ask the applicant five interview questions. These questions are very
job specific to the position and require more than just a pen and pencil type of answer. Scoring
of the interview questions will be on a 0-2 scale. If an applicant receives a 0 in their scoring, this
will tell us that the applicant knew little to no knowledge at all about the topic. If the applicant
received a 1, this will tell us that the applicant knew about what we were looking for in our
answer. If the applicant received a 2, this means the applicant went above and beyond
explaining their answer and exceeded expectations.
See Exhibit 7: Structured Interview Questions
6. 6
Statistical Analysis
A quantitative statistical analysis is generally more accurate in selection than a qualitative
judgement analysis. Using statistical analysis also helps to avoid issues such as adverse impact
and disparate treatment. It also helps us to estimate whether an applicant will be able to perform
their jobs within our organization accurately. We ran statistic models based on the last 70
applicants to determine where to look for the best scoring as well as to ensure there were no
discrimination issues. Factors that were looked at were gender, race, application blanks,
reference checks, knowledge based tests and interviews. Our tests were to measure if these
factors were job related, if they showed adverse impact, to provide us with cutoff scores and to
help provide statistical significance within the selection process as a whole. After running all our
statistical tests, we are able to show that we can explain for 84% of an applicant’s performance
would be accurate. Here is what information we gathered:
Job Relatedness –
Here we were looking for the correlation coefficient and the p-value. We performed a
correlation coefficient model to gather these results. If the p-value is scored at above a .05, then
it tells us that a particular factor is not significant in the selection process. If the p-value is
scored at below .05, then it tells us that the particular factor is significant in the selection process.
Job Related
correlation
coefficient p=value
statistically
Significant
Application
Blank 0.49820 0.25200 No
Reference
Check -0.09626 0.75738 No
Knowledge
Test 0.70264 0.04622 Yes
Interview
0.91273 7.99306E-17 Yes
Adverse Impact –
We wanted to look and see if there is a relationship between the applicants by race and gender
versus the different tests performed. We performed a t-Test two tail assuming unequal variances
model. We are looking primarily at the p-value to determine the outcome. If the p-value is
scored at above a .05, then it tells us that a particular factor is not significant in the selection
process. If the p-value is scored at below .05, then it tells us that the particular factor is
significant in the selection process.
7. 7
Adverse
Impact
Gender
P-Value
Gender
t-stat
Statistically
Significant Reason
Performance 0.47770 1.99547 No No Adverse Impact
Application
Blank 0.25766 1.99773 No No Adverse Impact
Reference
Check 0.89227 1.99547 No No Adverse Impact
Knowledge
Test 0.56485 1.99601 No No Adverse Impact
Interview
0.18945 1.99601 No No Adverse Impact
Adverse
Impact
Race
P-Value
Race
t-stat
Statistically
Significant Reason
Performance 0.03808 1.99773 Yes Adverse Impact
Application
Blank 0.53696 1.99601 No No Adverse Impact
Reference
Check 0.65617 1.99547 No No Adverse Impact
Knowledge
Test 0.44565 2.00324 No No Adverse Impact
Interview
0.04205 1.99601 Yes Adverse Impact
Cutoff Scores –
Cutoff scores are important when looking at the statistics in selection. On a scoring basis of
overall performances of a 0-5 basis, a 3.0 performance score is an appropriate passing score. We
need to know what that performance score of 3.0 looks like in each of the categories we’re
testing. This model was created to tell us what each category has as a cutoff score and a variety
of scoring options.
Cutoff
Scores Performance
Regression
cutoff score
Rank
cutoff
Adverse
Impact Race
Adverse
Impact Gender Average
Final
Cutoff
Application
Blank 3.02085 61 75 75 78 72 61
Reference
Check 3.67762 80 99 85 88
Knowledge
Test 3.02097 65 77 68 81 73 65
Interview 3.01726 79 78 87 85 82 79
8. 8
To get the rank cutoff score, we sorted all the applicants by performance ranking. The lowest
number closest to 3.0 is the employee’s score that we used as a baseline for the cutoff scoring.
The problem with this kind of scoring is that it’s not an exact score and there can be huge
fluctuations in numbers between applicants that were close to this employee’s score.
To get the adverse impact on race cutoff scores, we sorted all the applicants by each category,
one at a time, and then looked at the race scores, once we saw there was a grouping of one race
over the other that is where we got the cutoff score for that testing measure. We did this for each
testing measure. We then did the same thing based on gender to get the gender cutoff score as
well.
To get the regression cutoff score was a little more complicated. We had to run for each test a
regression test. We then used the regression model to determine the intercept coefficient as well
as the x-coefficient (which is the test in that category). While we were looking at this regression
test, we wanted to also determine if the tests were statistically significant, so we also looked at
the p-value. Here are the results we got when running the regression test:
test for statistical
significance
Intercept
coefficient
x-
coefficient p-value
Statistically
Significant
Application Blank 0.62421 0.03929 1.14036E-05 Yes
Reference Check 4.77202 -0.01368 0.42796 No
Knowledge Test -0.71606 0.05749 1.20507E-11 Yes
Interview -4.72274 0.09797 3.87076E-28 Yes
Once we got these scores from the regression test we were able to then calculate what the cutoff
score would be in the regression cutoff score section above. To do this we used the following
formula - perf=α+bx. Another way to look at this formula is to do 3.0 performance=intercept
coefficient+(x-coefficient (cutoff score)). We had to guesstimate at cutoff scores until the cutoff
table reflected a performance score at just above the 3.0 score.
One problem that we found with this particular form of scoring was in the reference check.
When running the models and looking at our results it turned out that the reference check was
not statistically significant in our model. In fact, the cutoff score was well over 100 before it
would even reach a 3.0 rating for what we are looking at in the model. Which means we either
need to throw out the reference check all together, or check the numbers again with our
organization to make changes and get it to be significant.
To get the average cutoff scoring, we simply took the average of all scores for that particular test
and then divided it by 4, since there are 4 cutoff options before the average.
Overall, we recommend for cutoff scoring to use the Regression Cutoff Scores. This is a better
statistical model. There is less chance for issues of adverse impact and allows for more
applicants to apply and still qualify for the position. If an applicant is lower than any of the
significant factors cutoff scores, they are automatically disqualified from the applicant pool.
9. 9
Full Model Regression –
Now that we know that we want to use the cutoff scores for our applicants, we need to be able to
give them one final score. To do this we ran a regression model on all the information. Our Y
Range was the performance scores, while our X Range was all four together of the application
blank, reference check, knowledge test and interview. It gave us these results:
Full Model
Intercept Coefficient - α -4.61121
x-coefficient (below)
Application Blank 0.00508
Reference Check -0.00217
Know Test 0.01124
Interview 0.08440
We then used these results from the full model and used this formula:
Perf=α+b(app)+b(test)+b(ref)+b(inter)
Another way to look at this formula is this: Total performance= intercept coefficient
+(application blank coefficient (applicant’s score)) +(reference check coefficient (applicant’s
score)) +(knowledge test coefficient (applicant’s score)) +(interview coefficient (applicant’s
score))
Application Process
Through our entire selection process we have come down to four candidates as the ones who
have completed all requirements. We now need to look at the scores and determine who would
be the best candidate. Here are the candidates and their scores; along with the total scores after
running it through our full regression model in our statistical analysis.
Applicants
---> Bob Cardy
Steve
Werling
Gary
Grimes
Mark
Lengnick-Hall
Regression
cutoff score
Application
Blank 82 75 75 80 61
Reference
Check 90 75 90 90 60
Know Test 85 84 65 94 65
Interview 90 91 85 90 79
Total Score 4.16154 4.23162 3.47921 4.25254
Since all four applicants all pass the cutoff scores from the regression cutoff model, then we need
to look at the total scores of the applicants. Based on the scoring method above, we would have
to conclude that Mark Lengnick-Hall would be the best candidate for the new HR Director
position.
10. 10
Detailed Outline of Process
As we are looking for a person in any job opening, we recommend following this general step by
step guideline.
Perform a thorough job analysis on the position
From job analysis, write up the job description specifics
Create a job specific selection plan checklist
Create a recruiting plan
Have applicant fill out a job specific application blank
Ask previous employers for a job specific reference check
Have applicant do a knowledge based test
Ask the applicant to come in to be asked in person questions
Run statistics models for quantitative results
Review application process
Final selection and offering of position to best candidate
We are recommending that the selection process follow a multiple cutoff score strategy. With
this strategy, we recommend the following guidelines:
Cutoff scores are not required by legal or professional guidelines; thus first decide
whether a cutoff score is necessary.
There is not one best method of setting cutoff scores for all situations. However, based
on our recommendations above, we suggest going with the regression cutoff scores.
If a cutoff score is to be used for setting a minimum score requirement, begin with a job
analysis that identified levels of proficiency of essential knowledge, skill, abilities, and
other characteristics.
If job incumbents are used to develop the cutoff score to be used with job applications,
consider setting the cutoff score one standard error of measurement below incumbents’
average score on the selection procedure.
Set cutoff scores high enough to ensure that at least minimum standards of work
performance are achieved.
Conclusion
With the information we have gathered from Living Waters Nursing Home, Inc. in regards to job
descriptions and expectations, we believe this information is accurate and the best form of
implementation in the selection processes at Living Waters Nursing Home, Inc. We helped to
restructure the job specific selection plan, recruiting plan, job specific application blank, job
specific reference check, knowledge based test, interview questions, detail outline of processes,
statistical analysis, and application process. With the recommendations presented as well and
how to proceed in implementing the selection system, there should be a positive outcome for the
organization, ensure less legal issues occurring and have a more satisfying process.
11. 11
Exhibit 1: Job Description
Job Title: Human Resources Director
SUMMARY
Develops policy and directs and coordinates human resources activities, such as employment,
compensation, labor relations, benefits, training, and employee services by performing the
following duties personally or through subordinate supervisors.
DUTIES AND RESPONSIBILITIES include the following. Other duties may be assigned.
Analyzes wage and salary reports and data to determine competitive compensation plan.
Prepares personnel forecast to project employment needs.
Writes directives advising department managers of company policy regarding equal employment
opportunities, compensation, and employee benefits.
Consults legal counsel to ensure that policies comply with federal and state law.
Develops and maintains a human resources system that meets top management information
needs.
Oversees the analysis, maintenance, and communication of records required by law or local
governing bodies, or other departments in the organization.
Studies legislation, arbitration decisions, and collective bargaining contracts to assess industry
trends.
Represents management in negotiating collective bargaining agreements.
Writes and delivers presentations to corporate officers or government officials regarding human
resources policies and practices.
EDUCATION and/or EXPERIENCE
Bachelor's degree (B. A.) from four-year college or university; or one to two years related
experience and/or training; or equivalent combination of education and experience.
12. 12
Exhibit 2: Selection Plan
Activity Critical
Necessary
for New
Hire
Listed in
Recruiting Resume Application
Reference
Check
Knowledge
Test Interview
Analyze Wage & Salary Reports &
Data
x x x x x x x
Prepare Personnel Forecasts x x x x x x
Write Directives for Department
Managers of Current HR Policies
x
Consult with Legal Council on HR
Laws
x x x x x
Strategic Planning of HR Policies x x x x
Oversees departments for Compliance
of Local and Federal Laws
x x x x x x x x
Studies Contracts to assess industry
trends
x x x x x
Negotiates Bargaining Agreements x x x
Writes and Delivers presentations on
HR Policies
x x x
Skill
Communication x x x x x x
Forecasting/Analyzing x x x x x X
Know HR Laws x x x x x X x
Management/Supervisory x x x x x x X x
Negotiation x x x x
Public Speaking x x x x x
13. Exhibit 3: Job Specific Application
What education and/or experience do you have in the following activities? Please be specific.
The lack of education and or experience in one or more areas will not exclude you for
consideration for the position.
Activity Experience and/or Education
Analyze Wage & Salary Data
Preparing Personnel Forecasts
Strategic planning
Supervisory/Management of Departments
Analyze Contracts for Industry Trends
Present HR Policies
Describe your level of proficiency in the skills. Provide specific examples of your use of
the skills in your previous jobs and or education.
Skill Proficiency
Communication
Forecasting/Analyzing
Know HR Laws
Management/Supervisory
Negotiation
Public Speaking
Job Specific Application Scoring
What education and/or experience do you have in the following activities? Please be specific.
The lack of education and or experience in one or more areas will not exclude you for
consideration for the position.
Activity Score Comment
Analyze Wage & Salary Data 0 Neither experience or education
Preparing Personnel Forecasts 2 Both experience and education
Strategic planning 1 Experience only
Supervisory/Management of Departments
Analyze Contracts for Industry Trends
Present HR Policies
Describe your level of proficiency in the skills. Provide specific examples of your use of the
skills in your previous jobs and or education.
Skill Score Comments
Communication
Forecasting/Analyzing
Know HR Laws
Management/Supervisory
Negotiation
Public Speaking
14. 14
Exhibit 4: Weighted Application Blank Sample Scoring
Name: ____________________________________
Job: ______________________________________
Date: _____________________________________
Factor Score Comments
Number of jobs in the last three years
Years of experience in actual job under
consideration.
Average length of stay in the previous three jobs.
Education Bachelor’s in Human Resources or
related field
Scale
Factor Scale
Number of jobs in the last three years Years
Years of experience in actual job under
consideration.
Years
Average length of stay in the previous three
jobs.
Years
Education (Level). 1. LTHS
2. HS Diploma
3. 1 year certificate
4. Associate’s Degree
5. Bachelor’s Degree
6. Master’s Degree
7. Doctorate Degree
Education (Major) 1. Not related to job
2. Generally Related
3. Closely Related
4. Exact match to job
15. 15
Exhibit 5: Job Specific Reference Check
Did the individual’s work and or training include the following activities?
Activity Yes/No
Analyze Wage & Salary Data
Preparing Personnel Forecasts
Strategic Planning
Supervisory/Management of Departments
Analyze Contracts for Industry Trends
Present HR Policies
Did the individual’s work and or training require the use of the following skills?
Skill Yes/No Proficiency
N/A Low Medium High
Communication
Forecasting/Analyzing
Know HR Laws
Management/Supervisory
Negotiation
Public Speaking
Job Specific Reference Check Scoring
Did the individual’s work and or training include the following activities?
Activity Yes/No Score
Analyze Wage & Salary Data Yes 1
Preparing Personnel Forecasts No 0
HR Laws
Supervisory/Management of Departments
Analyze Contracts for Industry Trends
Present HR Policies
Did the individual’s work and or training require the use of the following skills?
Skill Proficiency Score
N/A Low Med High
Communication x 0
Forecasting/Analyzing x 2
Know HR Laws x 1
Management/Supervisory
Negotiation
Public Speaking
16. 16
Exhibit 6: Knowledge Based Test
1. How can a company’s strategy affect human resources?
a. Recruiting process
b. Benefits plan
c. Base salary
d. All of the above
e. None of the above
2. How to develop a human resources strategic plan?
Targeted Answer: Update recruiting process to attract and maintain the best employees
that fit with the organizational culture. Meaning recruiting from the right places, having
job specific application blanks, reference checks, and minimize adverse impact. Create
benefits plans that support the firm’s culture and future goals.
3. Why are wages adjusted by geographical area?
a. Cost of living
b. Inflation
c. Wage differential
d. Pay level policies
4. When changing an employee from exempt to non-exempt back pay must be done for how
many years?
a. One year
b. Three years
c. Five years
d. Ten years
5. If there is a group of employees talking about their pay what can the manager do?
a. Give the employees a warning
b. Fine the employees
c. Fire the employees
d. Do nothing
6. What method of employee job appraisal is best to distinguish an employees’ performance
and behavior?
a. Behaviorally Anchored Rating Scale
b. Confidential Records
c. Critical Incidents Method
d. Comparative Evaluation Method
7. Consideration in contract law means what?
Targeted answer: Consideration is what the involved partied exchange that they deem
valuable. There must be consideration for both parties in order to make a contract legal.
17. 17
8. What is the first step in a strategic human resources planning model?
a. Setting a strategic direction
b. Planning the total workforce
c. Investing in human resources development and performance
d. Designing the human resources management system
9. Why do multiple employees have their pay close together in similar jobs even though an
individual employee may have many more years in experience and/or seniority?
a. Pay grades
b. Pay differential
c. Pay compression
d. Pay grade banding
10. How to determine a new employees initial pay?
a. Pay grade
b. Individual pay model
c. Job matching
d. Job analysis
Answers
1 D
2
3 C
4 B
5 D
6 A
7
8 A
9 C
10 B
18. 18
Exhibit 7: Structured Interview Questions
Applicant’s Interview Notes Form
Interview Details
Company Name: Living Waters Nursing Home, Inc Date: Time:
Interviewer
Name:
Interviewer Title:
Interviewer Phone
Number:( )
Position Applied
For: Human Resources Director
Required Skills: Communication, Know HR Laws, Management/Supervisory, Public Speaking
Questions to Ask Interviewer
Question:
Explain how you would handle a notice of audit from the Office of Federal
Contract Compliance Programs.
Notes:
Desired
Answer:
Looking for an answer where the candidate should be able to be organized and
able to show company policies, aware of the laws, understand what is being asked
of them from OFCCP and work with the OFCCP to make sure they are in
compliance.
Score: 0 - 2
Question:
As an HR Director, what do you see as important tasks that you would need to do
in the organization?
Notes:
Desired
Answer:
Looking for an answer somewhat like this - HR directors can direct the
development and implementation of organizational development programs,
employee orientation and training programs, benefits plans, policies and
guidelines, database management procedures, equal opportunity employment
programs, and employee records and documentation policies. Evaluating
effectiveness through compiling and analyzing data can be another important
function of the HR director, and they typically prepare and distribute various
reports on HR metrics to ensure needs are met.
19. 19
Score: 0 - 2
Question:
A group of employees are upset. They feel that because they come from a
different country and a different culture that the management has been treating
them negatively compared to others in the department. How would you help to
bridge the gaps so the employees can feel they are a part of the company’s culture,
and the managers are aware of the need for tolerance of other cultures?
Notes:
Desired
Answer:
Looking to see if they can work well with understanding the needs of the
employees as well as bridging gaps between employees and managers while still
complying with HR laws. An HR Director needs to be culturally sensitive and it’s
not just about language. An HR director has to help different cultures understand
they are part of the business culture.
Score: 0 - 2
Question:
As you develop a strategic HR vision for your organization what are the key
criteria you normally focus on?
Notes:
Desired
Answer:
Looking for an answer that includes at least some of the following key areas:
Maximums usage from human capital, successful policies for diversity and
training, efficient recruitment and assessment structures, competitive and attractive
remuneration packages, maximum effective use of technologies in these processes.
Score: 0 - 2
Question:
Managers from each department routinely meet with the HR director to brief him
or her on business affairs and make suggestions on how to improve situations. For
example, a hiring manager may explain to the director that more time is needed to
train new employees. What would you as the HR director do?
20. 20
Notes:
Desired
Answer:
Looking for an answer that explains how the director would evaluate the validity
of the concern and bring it to the attention of the company's executives. He or she
would inform the executives that productivity and quality could improve if trainees
received more instruction. Once approval is in place the director will then work
with the managers to develop training programs for the employees.
Score: 0 - 2
Additional Notes
If an applicant receives a 0 in their scoring, this will tell us that the applicant knew little to no
knowledge at all about the topic. If the applicant received a 1, this will tell us that the applicant
knew about what we were looking for in our answer. If the applicant received a 2, this means the
applicant went above and beyond explaining their answer and exceeded expectations.