HRM782 Capstone Final Project

HRM782: RECRUITMENT & SELECTION TECHNIQUES CAPSTONE FINAL PROJECT

Course Learning Outcomes Covered in Assignment

1. Identify the legislation that impacts recruitment and selection and explain the intent of equal opportunity in the employment function.

2. Gain a thorough understanding of the knowledge and skills required to successfully identify HR requirements considering internal and external factors that influence an organization’s HR needs.

3. Demonstrate knowledge of methods such as succession planning and replacement charts and gain an understanding of how these methods assist the HR planning process.

4. Discuss current issues in HR planning such as job displacement and the changing nature of organizational structures and employment/jobs.

5. Explain the recruiting process including the legal and ethical practices that must be considered for effective recruitment.

6. List the various internal and external recruitment methods and be able to discuss the advantages and disadvantages of each method.

7. Discuss job related performance and its relationship to competency-based HR systems.

8. Evaluate the recruitment effort.

9. Identify the steps in a sequential selection process.

10. Develop candidate screening criteria and critique candidate application forms for legal and professional compliance.

11. Explain the types and uses of employment tests and discuss how to implement employment testing effectively as a selection tool.

12. Conduct effective employment interviews using a variety of relevant questioning techniques such as Behavioral and Situational Interview Techniques.

13. Develop candidate evaluation criteria using valid and reliable methods in selection.

14. Design appropriate decision-making tools for selection.

 

BCH

You have just been hired as the recruitment and selection specialist for BCH, a health-care organization that oversees many diverse health services in British Columbia. You were offered the position due to your knowledge in legislation, experience in oral presentations and report writing, ability to effectively schedule complex projects, and self-discipline. The hiring manager stated that oral presentations and report writing were given the most weight in the hiring decision. He also mentioned that the importance of this job dimension influenced the raters’ ratings over the other job dimensions.

The shortage of professionals is a well-documented global issue occurring in countries with aging populations. As a result, an organization such as BCH is experiencing staff shortages in nursing. Patients’ waiting times have increased by 500 percent. A large percentage of nurses will be eligible for retirement soon. Young graduate nurses are moving out of the province to health-care providers that are aggressively recruiting and providing new hires with incentives ranging from flexible work alternatives to educational funding support. Twenty percent of nurses are off the job due to illness or injury. Eighty percent of nurses are single parents, support an elderly parent(s), or are a primary care giver. BCH believes that becoming an “employer of choice” is a way to attract and retain its health-care professionals.

1. What contextual and what task performance behaviour did BCH hire you for? (6 marks)

2. Discuss the process that is designed to establish BCH’s identity and perception in the marketplace as an employer of choice. (6 marks)

 

Coleman & Sons Inc.

Coleman & Sons Inc. works in the fashion industry, under provincial jurisdiction. They have had several legal problems in the past and hired you as a Human Resources consultant to fix them. You observed a panel of three managers interviewing five applicants for an administrative assistant position. After the interviews, you sat down with the managers for a discussion. You found that only one of the managers took notes during the interviews, because they were all “used to recalling answers from memory”. The manager who took notes did not write down anything concerning several answers from the female candidates and explained that an administrative assistant had to carry heavy loads, and “women… just can’t deal with heavy lifting”. He also insisted on one of the male candidates getting hired because he was better dressed than the others. He claimed to have a great instinct for judging the ‘person-organization fit’ at a glance, and pointed out that he asked every candidate different questions, to make sure the questions ‘fit their personality better’.

All managers agreed that a man would be a much better fit because most of the department’s employees are female, and the firm “needs some guys before we all start wearing high heels”. They also explained that “you cannot judge an applicant on his answers alone… you need the right instincts for this job”.

Write a report to the Director about the problems you found in the organization’s hiring practices. Your report should be composed of three detailed sections:

1. Identify at least six legal mistakes in the process (3 marks) and identify the legislation or legal principles they violate. (7 marks)

2. Provide a specific, legally acceptable alternative for four of the six mistakes, and explain why implementing these alternatives would improve upon Coleman & Sons Inc.’s recruitment and selection practices. (8 marks)

3. Since you expect a lot of resistance to your report, explain the concept of B.F.O.R., how it applies to this specific situation, and how the job requirements should be assessed to make sure the right person is hired for the position. (7 marks)

3. Discuss the process that is designed to raise BCH’s profile in a positive manner in order to attract job seekers’ interest. (6 marks)

4. Explain and discuss the term for BCH’s process of gathering information about demographics such as nursing shortages and the aging population. (7 marks)

 

Wilson Brothers

The Wilson Bros company has grown dramatically from their humble beginnings in Brandon Manitoba. As they grew, they purchased their competition, and they are very proud of the fact that they have been able to offer continued employment to the staff of their competitors. However, Bob and John Wilson are concerned because most of the HR Managers at the various Wilson subsidiaries have found their way into Human Resources after working in other parts of the operation. They have their own way of approaching recruitment and selection activities. You have been appointed as Director of HR with a mandate to educate the Ontario HR Managers, particularly in the area of recruitment and selection. To do so, you’ve planned three training sessions: one on Ethics, one on Screening, and one on Selection.

1. Provide a definition for “ethics” and explain why it is important that HR practitioners be aware of the ethical standards influencing HR practices. (5 marks)

2. The HRPA lists 7 principles. Name 4 of them and provide an example or explanation of what each means. (5 marks)

3. The company already reviews resumes and WAB’s. Name three other screening methods and provide at least one benefit and one disadvantage for each method. (6 marks)

4. Describe what is meant by Emotional Intelligence and explain its value in HR recruitment/selection activities. (3 marks)

5. Name two simulation tests that are commonly used in selection and give an example of when they would be used for each. (6 marks)

 

TS Inc.

TS Inc. is a small, growing aviation company; the CEO makes the hiring decisions based on his years of experience as well as his gut feeling. He started the business 10 years ago with 10 employees and the company has grown to over 30 employees. Since you have been hired, you have guided management through several stages of the recruitment and selection process to hire an aircraft maintenance engineer. TS Inc. has used proper selection methods, such as screening, testing, and structured interviews, but is not sure about how to integrate the data from these various sources. In the past, the president relied on his gut feeling about applicants and made poor hiring decisions. At TS Inc. recruitment rests on the shoulders of the president. Like most small companies, TS Inc. frequently uses employee referrals as a method of recruitment. The company wants to use Internet recruitment technologies but is not well versed in information technology. The CEO is very concerned about poor hiring decisions and turnover costs.

1. The CEO has asked you, the HRM, to explain some of the differences between the use of his practicebased selection approach and an empirical-based process. Also explain what challenges you anticipate he would face in using validation techniques. (6 marks)

2. Define and describe one potential decision-making model TS Inc. could use. Explain the decisionmaking model and discuss its advantages and disadvantages. (7 marks)

3. Explain TS Inc.’s president’s decision-making style and discuss the advantages and disadvantages of this method of decision making. (4 marks)

4. TS Inc. has made costly selection errors in the past when the company underestimated the potential of an aircraft maintenance engineer, which resulted in a no-hire decision. Explain this type of selection error and discuss the potential impact of such an error and why TS Inc. should be concerned. (4 marks)

5. What would be some effective e-recruitment method for recruiting aircraft maintenance engineers? (4 marks)

 

Gleason & Co.

Gleason & Co. is a mid-sized construction company located in London, Ontario. Four weeks ago, the company was awarded a $2,000,000 federal government contract to renovate a secondary school. Gleason & Co. currently employs 195 employees already working to maximum capacity, so Management has decided to create a department that will be solely responsible for the federal government contract. This will mean a company expansion with 30 new employees joining the organization. You have been given the task of leading the hiring team for the new division. There have been many changes in the field of HR since the company last expanded, and Management has expressed concerns that some of the people assigned to your team are not as knowledgeable about Recruitment and Selection as they should be. Management has requested that you begin by educating your team members in the most up-to-date Recruitment and Selection methods.

1. You have decided to use a Situational Interview (SI) format in interviewing the job applicants.

a) Explain the nature and importance of a SI to your team. (4 marks)

b) One of the company’s core competencies is “Teamwork”. Develop a SI question (including a dilemma) that could be used in an interview to test for this competency. (7 marks) c) Develop a scoring guide that could be used to score the above SI question. (7 marks)

2. Traditionally, Gleason & Co. used an unstructured interview approach, combined with pure judgmental decision making. You want your team to use structured interviews. Develop a short (max. one page) communication addressed to the managers and explain to them the differences, advantages, and disadvantages of their past approach and the structured approach. Focus on a few (3-4) most important components of structured interviews and explain in detail how they contribute to employment interview structure. (7 marks)