BUSI 443 LIBERTY UNIVERSITY Case Study #6 Interview _ASSIGNMENT_2024.pdf

Case Study #6: Interview

Alphonso Gerald

Liberty University

Prof. Fabritiis

BUSI 443-B01

The success of every organization is predicated on the people they hire. In order to have

hiring success and finding the right people, it is imperative to have an effective and structured

interview process. “The purpose of the initial interview. Is, and should be, to screen out the

most obvious cases of person/job mismatches.” (Kammeyer-Mueller, 2022) This is critically

important when it comes to Tanglewood and the approach they take in selecting the perfect

candidate for their Department Manager position. The initial step to developing a structured

interview process consist of filtering the right candidates based on their work experience and

skillset. Building an structured framework when it comes to the interview process, that allows

for quality candidates to be identified and quality interviews to be conducted and duplicated

across various markets throughout their locations is vital to the success of Tanglewood as a

whole. It’s important to note that no matter how structured and effective an organization’s

interview process may be, it doesn’t generate perfect results every time nor guarantee the

selection of the perfect candidate. When it comes to gaining a competitive advantage in this

market, it is vital to have a great interviewing system in place to help hiring managers make the

best, most informed and calculated decision possible based on their KSAOs.

“A selection plan describes which predictor(s) will be used to assess the KSAOs required

to perform the job.” (Kammeyer-Mueller, 2022) When it comes to the selection of Tanglewood’s

Department Manager position, the plan will be structured to include the following strategic

indicators. First, we will look to review one’s work experience. This will involve the examination

of a candidate’s work history: prior job titles, length of employment and managerial

responsibilities relative to their respective role. Next, we will review one’s educational journey.

This will involve an extensive review of candidate’s academic background and verification of

degree completion. Following that, we will conduct a Marshfield Applicant Exam to assess their

abilities and project future job performance. Lastly, the completion of the Retail Knowledge Test

will be mandatory for each candidate. The purpose of this test is to gauge how familiar the

candidate is within the retail industry by in large. This will help better assess each candidate’s

ability to understand managerial principles, organizational structure, product/industry

knowledge. Each of the following strategic indicators will serve as a vital component to the

determination of which candidate will be best suited for Department Manager at Tanglewood.

There are a few KSOAs that have been overlooked and underutilized within the selection

process that are now able to offer insights into a candidate’s leadership capacity. Some of which

include: their ability to oversee the performance of various department personnel and execute

administrative duties that help gauge sales performance and the trajectory of retail inventory

trends. Communication skills assessment is also an extremely important component for any

hiring manager to assess when interviewing each candidate. Establishing a interview rating

system will enable Tanglewood’s hiring managers to grade and assess candidates in relation to

the proper KSOAs.

The key to an effective interview is a well-prepared interviewer. According to an article

by 4 Corner Resources it states “It’s important to maintain a high level of professionalism when

interviewing candidates. Knowing which questions to ask and which questions to avoid can

make or break your candidate experience.” (Newsome, 2019) As a hiring manager, being

proficient in conducting interviews is imperative when it comes to the selection process. Asking

the right situational and behavioral questions during the interview is a must. Questions should

be left open-ended to enable candidates the chance to expound upon their skills and past

experiences.

Here is a list of situational interview questions to be included:

1. Tell me about a time you had to make an important decision under pressure.

2. Tell me about a time when you failed to meet your goal.

3. How do you respond when a customer or subordinate gives you negative feedback?

4. What’s the best way to handle a disgruntled customer?

5. How would you handle a subordinate that consistently shows up to work late?

Here is a list of behavioral interview questions to be included:

1. Describe a time when you had to encourage a subordinate.

2. How would you describe your leadership style? Give an example.

3. Describe a time when you had to delegate a task. How was it received?

4. Share a time when your integrity/leadership was tested.

5. How do you handle multiple responsibilities and conflicting projects?

Presenting both situational and behavioral questions to the candidate during the interview

allows the hiring manager to gauge and predict how they would approach the highs and lows of

working at Tanglewood. Interviewers can assess each candidate’s response to the various

scenarios to depict whether they would be a good fit.

The final component to the interview process involves the creation of a clear, concise

scoring system that enables the hiring manager to make an informed final decision. “A good

interview scoring system uses a scale that’s specific, measurable, and has firm descriptions

behind each value.” (Watts, 2022) Creating a rating system for each interview question is

imperative when it comes to making the final decision on a candidate. Primarily, because it

takes into consideration each candidate’s response to the interview questions. If a candidate

responds to each question with a level of accuracy and depth, then they will garner a higher

score, in comparison to those who’s response is vague and unrelated to the topic at hand. The

scoring grade will be based on a scale from 1-5, with 1 being the lowest score and 5 being the

highest score.

You will find a recommended scoring key based on interview questions below:

1. Tell me about a time you had to make an important decision under pressure.

a. (1/5) – Zero evidence of critical thinking and decision making.

b. (3/5) – Some evidence of critical thinking and decision making.

c. (5/5) – Very thorough response with clear example of critical thinking