Molson Coors Recruitment & Selection
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MolsonCoorsRecruitmentandSelection.docxMolson Coors
Recruitment and Selection Molson Coors
Rubric
Recruitment Sources: (how do they bring people onboard?)
For corporate and/or field roles, MC is more inclined to build first (internal hiring) and then buy (external hiring).
1. Build First (Internal Hiring)
Promotions, Transfer, Internship etc..
In addition to their website careers page for the general public, they also have a dedicated portal for internal candidates.
Locally, they also recruit from CU and CSU. Internship is popular method of recruitment. For their Chicago and Milwaukee HQ in the US, they will recruit from the University of Wisconsin system, Marquette, University of Michigan, Michigan State, DePaul, Northwestern, Regis and Loyola.
2. Buy (External Hiring)
Buying is preferred for senior management roles where a diverse perspective offers a competitive advantage.
They leverage LinkedIn and Indeed heavily, Indeed is where I initially applied from.
For external candidates, it’s preferred if you are familiar with the beer industry BUT it is not mandatory. They usually come from other CPG companies, either competitors (beer, wine, spirits) or food/non-alcohol beverage manufacturers.
Recruitment Process from Molson Coors website attached
(Process Draft)
1. HR/Talent acquisition works with the hiring manager to set expectations for candidate core requirements.
2. Interviews are typically extended to 5 candidates, sometimes an additional 1-2 more if the pool is exceptionally talented.
3. You correspond with HR who fills you in on time/date/location/interviewers’ names and roles. The communication is detailed, informing the candidate of the approximate length of time it will take to complete the interview and giving you tips on the format (Panel style and STAR - situation, task, action, response).
4. Our Brew - How We Work sets the foundation of the interview. The initial interview will usually be conducted with the hiring manager (your line/direct manager), the manager who you may be supporting (if applicable) and the person you’re going to backfill (or someone whose role aligns with the one you’re interviewing for).
5. There are 4-5 sections centered on the bullet points below (Take Smart Risks, Win the Right Way, etc.), 1-2 questions may be asked for each section.
If you observe the screenshot below, you can get a sense of what they’re looking for in a candidate. Team first, ownership/being proactive and integrity go a long way.
6. There are also follow-up questions to get a better sense of who you are and how you operate.
7. Case studies may also be given to those above a certain level. You present the case study after the interview and answer questions about your presentation.
8. If you successfully complete this round, you may be asked to come back for 1-2 follow up interviews.
9. Last interview being with your Regional Vice President and/or Senior Director, these are typically more informal and used to gauge culture fit. WebEx is becoming more popular.
Valid selection process
1. Avoid discrimination charges
It is illegal--and a poor business practice--to discriminate on the basis of such protected characteristics as age (40 or older), sex, race and color, national origin, disability, and religion. In terms of discrimination one can distinguish—to use the language of the courts—between (1) disparate treatment and (2) adverse impact. Outright discrimination, or disparate treatment, involves treating people differently on the basis of a protected classification.
2. Improving selection reliability
For a selection process to be valid, it must also be reliable. That means the process must measure what it is designed to measure and do so consistently over time
(make sure the interview process is efficient and effective)
3. Pay close attention to the applicant. Carefully evaluating candidate performance takes concentration and good listening skills, so as to help raters avoid premature judgments.
4. Ensure the fit
There are employee assessments available that allow you to explore a candidate’s natural reflexes and innate abilities, and can provide you with the additional information you need to determine the candidate’s level of fit with the job and the organization.
5. Using test in selection
Consider using the following:
· A written case studies
· A work simulation, such as some example emails that applicants must prioritise and then respond to
· A presentation, for example on how the candidate might approach the job in the first six months
· A role-play
