Discussions

Slide #

Scene/Interaction

Narration

HRM500 Week 3 Scenario Script - Part 1: Selection Process

Slide 1

Scene 1

Angela’s Office

[HR Director Angela, HR Manager Michael and HR Manager Ashley]

Angela: Organizations look to hire people who are a good fit for the position and the organization. Companies that understand the competitive advantage of hiring good people are more selective when choosing employees. An organization’s decisions about selecting employees are important to its ability to survive, adapt and grow.

Slide 2

Scene 2

Angela’s Office

Angela: Ashley and Michael, we need to hire 50 new employees to work in our Call Center to support our new product. These employees will answer customers’ calls regarding the device. They will provide technical support and schedule service appointments.

We will need to create a job description and testing options. We must figure out the interviewing and selection processes, and decide how we want to communicate hiring decisions.

What are your suggestions on the steps we will need to take?

Michael: The first step is to create a job description and identify the knowledge, skills and abilities needed to perform the job.

A resource to help us create the job description is o-net online.org. On this website we can search by job title and locate tasks performed in the role, tools and technology that will be used, knowledge, skills, abilities, and work activities that will be involved.

Ashley: The next step would be to post the positions on the internet and internally within the organization.

Once candidates have been identified through recruitment efforts, we will need to narrow the number by screening resumes and identifying individuals that are most qualified to perform the job.

Angela: We will need to determine employment tests that would identify people with the necessary skills to perform the job.

Some of the skills needed would be critical thinking, problem solving, system analysis, judgment and decision making skills.

Michael: We will want to use an aptitude test that can assess how well a person can learn and acquire skills and abilities.

We will also use an achievement test to measure the candidates’ existing knowledge and skills. Also, a cognitive ability test will be used to assess verbal skills and reasoning. Honesty tests and drug tests could also be used.

Angela: This is a good start. Tomorrow we will focus on the interviewing process.

Slide 3

Scene 3

Angela’s Office

Angela: The interview is an important part of any selection process. Once we narrow down the number of candidates and complete the testing process, we can focus on interviews.

We will need some supervisors and current team members to participate in the application process. The interviews will allow candidates and representatives from the company to obtain information and evaluate the applicants’ qualifications.

Ashley: There are several interviewing techniques to choose from.

In a non-directive interview , the interviewer can be flexible in choosing which questions to ask. The responses to initial questions may suggest other questions to ask.

In a structured interview , the questions are pre-established that are related to job requirements.

A situational interview allows the interviewer to describe a situation that may occur on the job. The candidate describes what he or she would do in that scenario.

A behavior description interview involves the interviewer describing a situation and asking the candidate how he or she handled that type of situation in the past.

Angela: Interviewing allows a company to determine the level of communication skills and interpersonal skills the candidates possess. Talking face to face provides evidence of these skills.

Michael, which of the interview techniques Ashley described do you think is the best fit for us?

Michael: A situational interview will be the best option here, Angela. This would allow the interviewer to describe a situation that may occur on the job, such as an irate customer call. The candidate can then describe what he or she would do in that scenario.

Angela: I agree. Although interviewing can be costly, if we keep the interviews structured and standardized, we can reach our interviewing goals.

Abilities and skills can be measured through tests. To reduce costs, candidates can be video recorded and the tape can be viewed by several departments.

Good job on identifying and explaining the interviewing process, team! Tomorrow we will look at how to make selection decisions.

Slide 4

Scene 4– Angela’s Office

Angela: Good morning, Ashley and Michael. Yesterday we established the interviewing process for the new positions. Today we will need to look at the selection process.

Before making any hiring decisions, we will need to check references and perform background checks.

Have you done your research on possible selection methods to use?

Ashley: A common selection process is the multiple hurdle model. By using this process, candidates are eliminated at each stage of the selection process.

The compensatory model allows a candidate with a very high score on one type of assessment to make up for a low score in another area.

Michael: No matter which option is used, the decision makers need to have established criteria for choosing qualified candidates.

One option would be to select candidates who score the highest on test and interviews. However, the performance of individuals depends on motivation as well as ability.

Angela: It is possible for an individual who scores high on an ability test to be overqualified, and therefore bored performing the job. A less qualified person might actually be a better fit in some situations.

A highly motivated individual might learn the skills needed very quickly and could possibly outperform someone who already has the necessary skills.

We also want to look for candidates that share the values of the organization and have the ability to work well with others.

Ashley: Supervisors or leaders should make the final decision by combining their knowledge of the job with a judgment about who will fit best in the department and organization as a whole.

Another option is for us in human resources to create standardized criteria, especially if we are going to use a teamwork approach to making selection decisions.

I think we should meet with the hiring leaders in the Call Center before making a decision on the selection process.

Michael: We don’t want them to feel forced into choosing one certain candidate. This should be a collaborative effort between human resources and Call Center department leaders.

Angela: Once we have decided on a selection option, the next step is to communicate the decision to the candidates. As we can see, the selection criteria can have an impact on the organization’s success and working relationships.

Let’s think about the available options, and we can discuss them in our next meeting.

Slide 5

Scene 5

Angela’s Office

Angela: Great job yesterday on our discussions surrounding the selection process – you really did your homework! Now we will look at communicating with candidates regarding hiring decisions.

This responsibility can be handled by human resources and the hiring leader.

Ashley: Once a candidate is selected, the hiring leader can communicate this to the candidate along with job responsibilities, work schedule, rate of pay, starting date, and other related details.

If the placement is contingent on the results of a background check, we should communicate that as well.

Michael: The hiring leader should also indicate the date by which the candidate should accept or decline the offer.

The person communicating the decision will have to keep accurate records of who was contacted, as well as their replies.

We in HR should be in close communication with the hiring leader regarding job offers.

Angela: When an applicant accepts an offer, we need to prepare for their arrival at the company and decide on the training process.

HR will also be responsible for communicating with candidates who were not selected for a position. It is important for leaders and HR managers to keep accurate records regarding assessments and hiring decisions.

Michael: Finally, as we discussed earlier, organizations look to hire people who are a good fit for the position and the organization. Companies who consistently hire good people are more likely to survive, adapt and grow.

Ashley: By creating a plan for the selection process, organizations can select the most qualified candidates for a position and the organization. This may include an assessment of ability and motivation. Organizations need to be consistent in their selection process, and will be better served if it is a standardized process.

Angela: I think we’ve covered everything in the communication process, team. Let’s do a quick activity to review what we’ve learned before we wrap up for today.

Slide 6

“File or Trash” drag and drop interaction – list of items that should be communicated to applicants get filed and list of items that should not be communicated to applicants get trashed.

File List:

Start Date

Work Schedule

Rate of Pay

Trash List:

Other candidates who were or were not hired

Non-related personal views about interviews

Slide 7

Scene 7

Angela’s Office

Angela: Good job on that practice exercise, Ashley and Michael!

We have covered a lot of ground today. To recap, we discussed job descriptions, testing options, the interviewing process, the selection process, and communication with job candidates.

Before you take off for the day, remember to complete your discussions on the selection process and training and development. I’d also like you to take a look at the article in your Additional Resources folder called “The Right People in the Wrong Jobs”.

We’ll meet up next week to begin looking at performance management and performance pressure.

In the meantime, as always, have a great week, team!