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A description of the organization. You do not have to reveal the actual identity of the organization, but I want to understand the nature of the organization, its mission/goals, its culture, etc. The organization must be large enough to have ongoing, rather than only occasional, recruiting and selection activities.

Lightspeed Technologies (LST) is a small high tech organization with their headquarters located in Tualatin, Oregon. They were founded in 1990 and started off with manufacturing aviation headsets and then later professional wireless headsets used in the entertainment industry. In 1994 they introduced their first line of high quality classroom audio systems. Their main product now is classroom amplification technology, and their primary customers are K-12 schools. LST’s core purpose: “We create instructional tools that unlock student’s access to learning opportunities and give teachers moment by moment learning.” Lightspeed Technologies has a very tight-knit family type of culture within their organization, and their recruiting methods definitely show how important it is for an employee to be able to fit the culture of the company.

A description of how the organization typically recruits and selects employees. Of course, most organizations recruit and select employees in a variety of ways. What I want you to do here is describe a “typical” procedure that is used in selecting a large proportion of the workforce.

Most of the time the recruiting method will depend on the position they are trying to hire for. For an upper level position, such as a manager, they take many more steps to hiring than if they were hiring for a warehouse position.

A hire level position includes:

· HR and top level managers discuss what position they need to fill and then what requirements are needed for that position

· Internal referrals and Linkedin most used ways of finding potential candidates

· Ad posted on Linkedin for job position and HR searches for potential candidates on Linkedin (inbound and outbound)

· Emails sent to potential candidates asking for 5 minutes of their time to assess whether or not they might be interested in position

· If interested, follow-up phone call with list of questions (pre-made by HR for position) for both HR and potential candidate

· If match, candidate sent to hiring manager for another phone interview

· Assessment and tests to further see if candidate would be a good fit for their culture in their organization

· Schedule “meet and greet” to see how well they interact with their potential future co-workers

· Final interview with board of directors

· Check references

· Background check

For lower positions, such as a warehouse or assembly position:

· Open application process to temps or fill-ins

· One interview with HR

· Screen applicants based on past or previous experience as a temp or fill-in

· Hire best fit out of both interview and actual observed work

A point-by-point evaluation of the recruitment and selection procedures used by the company. At each step of the process make a judgment, based upon what you have learned about personnel selection, about the appropriateness/adequacy of that aspect of the procedure.

A set of established findings based on your evaluation of the recruitment and selection procedures. For example, Finding 1: Company ABC has not defined the future workforce and leadership position requirements to implement its business strategy.

A set of recommendations for improving the recruitment/selection procedures. These recommendations should be specific, reflect the selection principles and should directly address the findings from #4 above. For example, Recommendation 1: Define and implement a comprehensive leadership development process.