Direction Directly addresses all parts of the discussion requirement. Demonstrates an exceptional understanding of the course content by providing evidence-based responses that reflect the use of content material from the unit reading. Word count: Min. 300 words Include information that directly relates to the course content and moves the group discussion forward in an effective manner. Includes more than one citation from either the material assigned or outside material identified by the student. Properly cites reference materials used using the APA format. Discussion Question What is the relationship between a firm’s employee selection procedure and its performance? Define reliability and validity. Why are these two standards so important to the selection process? Directions: Please answer all the questions for the two case studies below. Answers should be thorough and complete for each question. Please write your responses in a word document for submission and use the APA format as a guideline. Double space and use a 12 point font. The combined responses should be at least 200 words in length. Use the following information to support you in completing this assignment correctly. · All questions answered and addressed · Answers indicate that symptoms were recognized · Actual causes of the problem were uncovered · Answers indicate that you identified major goals of the organizations, units, and/or individuals in the case · Answers indicate that longer-term performance problems and those requiring immediate attention have been recognized and considered · Identified appropriate alternative actions Case Study 1 ENRON: A Not So Happy Ending to a Good Recruiting Plan Enron Corporation was launched in 1985, with the merger of Houston Natural Gas and InterNorth, a Nebraska company. In 1990, Enron—which was just a natural gas transportation company at the time—started a new division to trade natural gas. The company went from being a “stodgy” gas pipeline company to being a “world-class” company overnight. Enron soon became a $55 billion empire, trading gas, electricity, minerals, water, paper, and broadband capacity. A critical part of Enron’s success was the company’s employee value proposition (EVP). The EVP focused on Enron as a dealmaker and was designed to attract the top talent the company needed to continue to move it forward. The EVP pro-vided employees with the opportunity to do something “big” and to change how business was done in other industries. Jobs were restructured to give employees a lot of elbow room and headroom. Traditional gas pipeline employees were not the employees needed for this new, never-before-tried venture. Internal job movements at Enron were an important part of the EVP. Managers were strongly encouraged to allow employees to move within the company. The goal was to not hold anyone back. When the Global Broadband unit was launched, 100 top performers from around the company were brought together in Houston. ...