[Get Answer ]-Question 31

Question Description

Students will evaluate the design and implementation of a recruiting andselection process (case will describe a number of ineffectivepractices, a mismatch between job description and selection assessments,issues around adverse impact, and actions taken that are not in linewith applicable federal laws).  Once evaluated, students will makerecommendations on improving the design and implementation (applyinglearned materials regarding effective practices).  Evaluation criteriawill include:

• appropriateness of recruitment sources
• links between job description and selection assessments
• identification of adverse impact
• compliance with applicable laws

Staffing Case Study

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Company

The Stars HollowHat Company was founded in 2005.  Thecompany embroiders and sells hats to clients consisting of athleticorganizations and other companies who want to give their employees hats withtheir company logo. 

CommunityProfile

In2007 the City of Stars Hollow had a populationof 1,500 and County Milky Way, of which Stars HollowCity is the County Seat,had a population of 5,000. Given current trends, the City is expected toachieve a population of 2,300 by the year 2010. The projected increase was dueto a large population of Mexican immigrants moving into the area.  The 2007 census indicated that 23% of thepopulation was of Mexican decent.  Stars HollowCity is located on the South Westregion of Wisconsin.Agriculture is the primary industry and a major component in the economy of theStars Hollow Cityand the North East region. 

Current Situation

It is now February2007 and the business is very successful. The customer base has grown substantially and there is a need for more staff.  The owner has asked the Customer ServiceSupervisor to hire a few more customer service representatives (CSRs).  She thinks there is probably more need incustomer service since the over-time pay has increased 20% in the past 3 months.  The owner mentioned that there was a jobanalysis completed for the CSR job (see Appendix A), which she thought would behelpful to develop some interview questions.

The Supervisor,who was just recently promoted to the position (she had been a CSR since thecompany began in 2005), was excited to hear the owner was willing to add morestaff.  She told her current staff thatthere would be more job openings, and asked them for referrals.  Three referrals came in immediately.  The Supervisor called two of the three peopleand asked them to come in for interviews. The referral who wasn’t chosen was the son of a CSR who wasMexican.  While this CSR did a good job, shedid have an accent and the supervisor thought that she was hard to understandat times.  Therefore, she thought theCSRs son probably had an accent too, and was probably not a good choice.  In the mean time, the Supervisor also placedan advertisement in both local papers and also on the job board at the countyworkforce center.  The advertisementread:

Stars Hollow Hat Company

Customer Service Reps Wanted

Stop by for an interview

715-895-3097

The supervisor came to work the Monday after the advertisements were runin the papers and on the job board. There were 45 people standing in the lobby waiting to talk with herabout the job.  Further, there were 36voice mails from people who were interested in the job, but they didn’t knowwhere to find the company.  Thesupervisor grabbed a cup of coffee and asked who was there first. She said she could talk with 15 people thatday, and the rest would need to come back another time.  She looked around the room and said the first15 people who showed up should stay. That was only fair.  She asked thereceptionist to schedule the rest for interviews for the next day.  She then went into her office and shut thedoor (she was a bit flustered).  She took5 minutes to calm down and then opened her office door again.  She was glad to see that a number of peoplehad left.  She called out “who evershowed up first, please come into my office.” 

A young man came into her office and she began the interview.  During that 1st interview sheasked about the man’s work experience and career goals.  She thought he looked familiar and waspleased to discover that he was the son of an old friend.  She hired him on the spot.  The 2nd interview took a bitlonger because she had asked more questions of the individual.  She didn’t, however, write them down, whichshe regretted later because she thought they were good questions.  Some interviews went very fast, as thesupervisor could tell by looking at the individuals that they wouldn’t be agood fit.  During those interviews, shewould ask a few general questions, but knew in the back of her mind that shewouldn’t hire them. Other interviewstook longer because she asked more questions or the conversations wentsmoother—she was able to build a rapport with the individuals and talk abouttheir personal life. 

The supervisor believed that her gut instincts were always correct, andshe used this philosophy in most of her decisions.  Making the hiring decisions for her teamwould be no different.  After all….theywere HER team.  By noon the supervisorwas exhausted.  She had finished all 15interviews, but when she came back from lunch, there was another large groupwaiting to talk with her about the job. She asked the receptionist to schedule interviews for the next 3-4days—however long it would take, she was committed to hiring the best candidates;although, she had a pretty good idea of the 8 best so far. 

As she thought about the 8 that had risen to the top, she began to wonderhow many she really needed to hire.  Theowner never really said.  Well, 8 seemedto be a good number, or maybe 10.  Shewould conduct the rest of her interviews, and then decide how many to hire.

Over the course of the week, the supervisor continued conductinginterviews.  On her lunch break onThursday, she sat down at a table in McDonalds and reviewed her notes from 59interviews she had conducted so far.  Shedecided to prioritize the list.  Shereally liked the fact that some applicants had at one time or another worked onthe family farm.  She grew up on a farmand knew that these individuals had good work ethic.  Work ethic was important.  She could train the rest.  She thought, as long as they were goodcommunicators and showed up to work everyday, that’s all she needed fromthem.  No one she interviewed had anysales skills, and this was one of the duties of the position; upsellproducts.  But, again she figured shecould easily train someone to upsell.  Itwasn’t that difficult.  You just had tobe motivated. 

Once she prioritized the applicants, she slurped the last few drops ofsoda and started to gather her things so she could get back to work andcontinue the interviews.  She threw awayher food wrappers, and also threw away the interview notes on those individualswho did not make her cut. Why hold onto the notes, when she knew she wasn’tgoing to hire any of the people listed…..besides, all the paper was getting tobe too much.  She needed to stayorganized if she was going to get these interviews done by the end of the week.

By Friday early afternoon she had 6 people that she wanted to hire asCSRs.  She called each of them and askedthem to come to the office and complete the company’s application form, andalso some payroll paperwork.  She wastired, but she was also proud that she was able to get this task done withinone week.  She still had people showingup to talk to her about the job, but she turned them away saying she hadalready made her decisions.  She calledthe local papers and county workforce center and ask them to remove theadvertisement. 

Late Friday afternoon, the owner stopped by the supervisors office andasked how the hiring was coming along. The supervisor proudly said that she had 6 really solid peoplehired.  They would start on Monday.  The owner was surprised she hired 6people.  The owner thought there was a needfor 2-3 additional people, but not 6. The supervisor replied, “Given the focus on growing the business, Ithought adding 6 CSRs would be the appropriate number to meet the demand.”  The supervisor said that perhaps these 6positions would focus more on sales, which would help achieve even more growth.  The owner did want to grow and adding morepeople in the field making cold calls would help.  The owner was reticent, but accepted thedecision.  Then, the owner asked aboutthe 6 people hired.  Who were they?  What about their sales skills?  The supervisor said that she would puttogether a training program right away and make sure that all 6 new CSRs wentthrough the training.  She told the ownershe thought some had the natural ability to sell; she could tell.  Others could use some training.  All 6 were local folks who had lost theirjobs in a recent plant closing in Springfield,a town next to Stars Hollow.  They werehard working; she could tell.  There were2 females and 4 males.  Ages ranged from19 to 45 years old.  All werewhite/Caucasian. 

The owner and supervisor walked out to the parking lot together.  It had been a long week. The supervisor waslooking forward to some down time over the weekend.  She knew the next week would be busy, givenshe had to get the newly hired CSRs through training.  She was looking forward to it.  She was going to have a great team.

Appendix A

Job Analysis

PositionTitle:Customer Service / SalesRepresentative

SubjectMatter Expert: CustomerService Supervisor, Stars Hollow Hat Company

Thisjob analysis is based on input from the subject matter expert(s) (SME) namedabove.  The purpose of this job analysisis to identify the functions (group of tasks) performed by the job, and thecompetencies (knowledge, skills and abilities) necessary for successfulperformance at Stars Hollow Hat Company. Once the functions and associated competencies are confirmed by the SME,a job description will be created.  Onlythose functions and KSAs that have CRIT scores of 15 or above are considered“essential.”  Essential functions areused as part of the Job Description. Further, if there is no incumbent in the position, selection exams(based on the criticality scores) may be created as part of the hiring process.

Functions: Functions performed by thisposition include, but are not limited to, the list that follows.  The functions are to be rated by the subjectmatter expert on a scale of 1 to 5, with 1 representing the lowest and 5representing highest level for their importance to the job (IMP) and theirdifficulty of learning (DIFF).  Theircriticality (CRIT) is derived by multiplying the importance rating by thedifficulty rating.  Thus, if a functionis important but easy to learn, it has a low criticality score and may notconsidered critical to include in a job description.

EssentialKnowledge, Skills, and Abilities:The following is a list of the knowledge, skills andabilities needed to do the functions involved in the position.  There are 22 KSAs included in the list; youmay not need to use all the core KSAs or you may need to add additional KSAs.

Thecolumn labeled “Functions” contains the function number of therepresentative functions requiring the particular KSA.  These function numbers are to be referencedto the function list above.  If you donot need to use a particular KSA, you should indicate not applicable (n/a) inthe functions column for that KSA.

Thecolumn labeled IMP contains the average importancerating of the KSA on a scale of 1 to 5, with 5 representing most important todoing the job.  The column labeled DIFFcontains the average rating of the difficulty in learning or making asignificant improvement in the KSA.  Thecolumn labeled CRIT contains the criticality measure obtained by multiplyingthe importance rating by the difficulty rating. If a KSA is important and difficult to learn, it will be consideredcritical to include in an assessment for selection in this position. 

Thelast column labeled ENTRY is the level of the KSA needed at hire.  These will be rated on a 1 to 5, with 1representing little or none of the KSA needed and 5 representing a high degreeneeded.  Those KSA determined to beneeded at hire will be weighted accordingly when scored. 

[img src=”file:///C:UsersUserAppDataLocalTempmsohtmlclip11clip_image004.gif” height=”362″ width=”630″>

Directions: Youwill evaluate the design and implementation of the recruiting and selectionprocess using the following criteria:

a)  Appropriateness ofrecruitment sources

b) Linksbetween job description and selection assessments

c) Identificationof adverse impact, and d) compliance with applicable laws.

Once evaluated,you will make recommendations on improving the design and implementation.  Provide a rationale for your decisions andwhenever possible, link your decisions back to learned materials in thereadings and module content. 

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