Do Staffing Assignment, management homework help

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Do the Staffing assignment in "STAFFING-CASE" file

The Question 2 you can find in the attached file (Question 2-page 272 #4)

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Recruiting Methods • Ads-local newspapers / Ads-National newspapers • Ads-trade publications/magazines / Ads-TV/Radio • Company sponsored recruiting at popular events and do give always • Employment agencies• Executive search firms • Computerized databases • Internet-monster.com • Company website • Social media sites-linkedin, facebook, etc. company social media sites • Computer video recruiting • Telerecuriting • College recruiting • Internships(paid/unpaid) • Job fairs • Military job fairs • State job services/unemployment agencies • Government or private pre-employment training programs • Government sponsored hiring (pay part of their salary for a certain length of time) • Walk-in applicants/unsolicited resumes through mail or email • Response cards/email response cards • Direct mail • Job posting • News paper inserts • Open house • Professional organizations • Word of mouth • Speed recruiting • Employee referrals • Outsourcing • Internal recruiting-professional • HR files (old applications) • Company retirees • HR hiring pool • Government agencies/job fairs • Company job fair • Outplacement firms • Billboard advertising (small or large) • Convicts current and released • Foreign workers-limits-critical skills • Corporate loan programs • Volunteers Testing Requirement: • Interview • Job Sample • Skills Tests • MGT tests • MGT assessment center (For senior or high position, high responsibilities) • Skype for interview • Test online STAFFING FINAL PART ONE 1. TOYS FOR EVERYBODY (TFE), a leader in its industry, is opening a new super duper store in Seattle in six months. TFE has 1250 stores located throughout the U.S. and is headquartered in Atlanta, Ga. There are 250 stores in the northwest U.S. The new store will have the following positions: Store Manager 1 HR Manager 1 HR Specialist (benefits) 1 HR Specialist (recruiting) 1 Assistant Managers 2 Department Heads 12 Asst. Dept. Heads 24 Buyers 5 Accountants 3 Computer operator (degreed)1 Executive Secretary 1 Office Manager 1 HR Clerks 4 Clerical Support 6 Sales Clerks 355 Warehouse Supervisor 1 Warehouse workers 12 Janitors 6 Develop an appropriate selection/recruiting plan for TFE and each of its positions at its new store in Seattle to include: a. Primary plan/secondary plan and rationale. including of when each job will be hired. Before or after store opening (exactly when…2 days…3 months… why?) b. Qualifications: requirements/training requirements for each job c. Testing requirements including interview/screening/background requirements defend your choices and be sure to address the validity and reliability issues. What type, how, etc.) d. Timing of when you would bring them on 2. Page 272 #4 parts a, b, & c (have 3 score response stems for each). List the KSA (Knowledge-SkillAbility) that is being rated. Pick another KSA for the same job and develop two situations and 3 scored response stems. 3. The City of Lakewood has a test that it uses to screen potential applicants for the position of Fireman. It consists of 50-yard dash, scaling a ladder (for time), carry a heavy pack for a 100 yards, and all of this in a firefighting equipment…. There is also a test using the fire axe to break thorough a door (also timed). The total score is used to screen applicants (100-point scale). The cut off score is 70. Many women applicants complain that the gloves and boots are too big and hurts their times…in fact none have passed the test. The City maintains the test is representative of the job of firefighter. Analyze and discuss and decide the case. What type of validity are they using? Explain it. Is this the appropriate type or should they use another? Is reliability an issue here? Why or why not. Explain and defend you answer. Any suggestions for improving the test and/or validation procedure? 4. For the job below provide a list of at least 5-10 questions that could be used as part of a structured interview for the job listed below: (list the questions in order of importance). Technician Grips and set-up workers, motion picture sets, studios, and stages (O*Net: 53-7062.02) Arrange equipment; raise and lower scenery; move dollies, cranes, and booms, and perform other duties for the motion picture, recording, or television industry. • • • • • • • • Arranges equipment preparatory to sessions and performances following work order specifications and handles props during performances. Rigs and dismantles stage or set equipment such as frames, scaffolding, platforms, or backdrops, using carpenter’s hand tools. Adjusts controls to raise and lower scenery and stage curtain during performance, following cues. Adjusts controls to guide, position, and move equipment such as cranes, booms, and cameras. Erects canvas covers to protect equipment from weather. Reads work orders and follows oral instructions to determine specified material and equipment to be moved and its relocation. Connects electrical equipment to power source and tests equipment before performance. Orders equipment and maintains equipment storage areas. Sews and repairs items using materials and hand tools such as canvas and sewing machines. Produces special lighting and sound effects during performances, using various machines and devices. Prompt attendance and significant Overtime is required as well a long period away from home. 5. There is a Human Resource Director’s position open at your medium size firm of 1000 employees with plants/offices in three states. The position supervises 15 employees directly with 4 HR supervisors reporting to the position. Who would you select? and why? Results of Assessment of Finalists for Human Resources Director Position Finalist 1 -Lola Vega Finalist 2 -Sam Fein Resume GPA 3.9/Cornell GPA 2.8/SUNY GPA 3.2/Auburn University Binghamton B.S. Human Resource B.B.A. Finance Management 5 years’ experience 20 years’ experience in HRM in HRM 4 years Numerous HR in recruiting assignments Certified HR professional Finalist 3 – Shawanda Jackson University B.B.A. Business and English 8 years’ experience in HRM 3 years HR generalist 4 years compensation analyst 5 years’ supervisory experience No supervisory experience 15 years’ supervisory experience Cognitive Ability Test 90% correct 78% correct 84% correct Knowledge Test 94% correct 98% correct 91% correct Structured Int. (out of 100 points) Question (f) (why do you Work?) 85 68 75 Ability to influence To do things you Promotions and others want to do earnings Spectator sports Basketball, tennis Question (g) Golf, shuffleboard (What are your Hobbies)? WHAT ARE THE CHARACTERISTICS OF USEFUL MEASURES? Two properties of a good measure are its reliability and validity. We discuss each next as well as the importance of a measure's standard error of measurement. RELIABILITY how dependably, or consistently, a measure assesses a particular characteristic .19 Reliability Reliability refers to how dependably, or consistently, a measure assesses a particular character- istic. If you obtained wildly different weights each time you stepped on a scale, would you find the scale useful? Probably not. The same principle applies to measures relevant to staffing, such as job knowledge, personality, intelligence, and leadership skills. A measure that yields similar scores for a given person when it is administered multiple times is reliable. Reliability sets boundaries around the usefulness of a measure. A measure can- not be useful if it is not reliable, but even if it is reliable, it still might not be useful—for example, if it doesn't measure what you're seeking to determine but something else instead. Reliability is a critical component of any staffing measure, including candidate assessment. If a person com- pletes a personality test twice, will he or she get a similar score or a much different score? If the scores radically change, then perhaps the test isn't reliable. Why would a job candidate score dif- ferently when completing a personality test again, you might wonder? Think of why you might score differently on a midterm given on Monday and one given on Friday, and you should have some insights. Some possible reasons are the following: • The respondent's temporary psychological or physical state. For example, differing lev- els of anxiety, fatigue, or motivation can affect test results. If you are stressed the first time you are tested but are relaxed the second time, you might respond differently. Environmental factors. Differences in the environment, such as room temperature, light- ing, noise, or even the test administrator, can influence an individual's performance. If it is quiet on one occasion, and you hear distracting construction equipment on the other, you might obtain different scores. The version, or form, of the measure. Many measures have more than one version, or form. For example, the ACT and SAT college entrance examinations have multiple forms. The items differ on each form, but each form is supposed to measure the same thing. Because the forms are not exactly the same, a respondent might do better on one form than on another. If one version happened to be harder, or it was equally challenging but tapped into material you knew less well, then you would perform more poorly. In the case of the ACT and SAT, scores can be adjusted to reflect the difficulty of each form. VALIDITY how well a measure assesses a given construct and the degree to which you can make specific conclusions or predictions based on observed scores Validity Validity is the most important issue in selecting a measure. It refers to how well a measure as- sesses a given construct and the degree to which you can make specific conclusions or predic- tions based on observed scores. Validity is the cornerstone of strategic staffing. If you wish to use data to make decisions, then the data must relate in meaningful ways to desired outcomes. If you can predict high-quality talent using various kinds of tests, then they will give you a com- petitive edge over firms that do not use valid tests for selection. It is important to understand the differences between reliability and validity. Validity will tell you how useful a measure is for a particular situation; reliability will tell you how consistent scores from that measure will be. You cannot draw valid conclusions unless the measure is reli- able. But even when a measure is reliable, it might not be valid. For example, you might be able to measure a person's shoe size reliably, but it probably won't be useful as a predictor of the person's job performance. Any measure used in staffing needs to be both reliable and valid for the situation. 4. Develop Your Skills Exercise: Develop a scoring key for each structured interview question below and create a formula to com- bine the scores into an overall structured interview score for a retail sales position at a high-end retailer focused on customer service. a. A disgruntled customer is returning a damaged suit jacket he bought the previous week that he needed for an event that night. He is extremely upset. What do you do? b. A person walks into your store and mentions that she has just moved into the area and that this is the first time she has vis- ited your store. What would you do to make her a customer now and a loyal customer in the future? c. You're working alone because two people called in sick. Suddenly, five customers walk into your department at once. What do you do? Then view the structured interviews available on the book's companion Web site for Parvathi, Chris, and Julia. Use your struc- tured interview scoring key to evaluate each candidate. Then com- bine each candidate's interview scores and choose one to whom to extend a job offer.
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Surname 1
Name
Professor
Subject
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Answers
1. Selection and recruiting plan
The selection and recruiting plan for any organization is dependent on the hiring needs of
the organization. Such needs include the specific kind of labor that the organization is targeting,
number of workers to be hired, location, etc. In the context of Toys For Everybody (TFE), the
company seeks to open a mega store that will have over 400 staff members. This is a great
number for one employer to just absorb. As such, there are certain logistic challenges that the
company will face and as a result, only certain selection and recruitment methods would come in
handy. The primary plan will be as follows:
Group 1
Positions: Store Manager, HR Manager, HR Specialists (benefits and recruiting), Executive
Secretary, and the Office Manager. These are mainly managerial posts which will be tasked with
the management of either whole department or the whole company. These are strategic decision
makers in the business.
Plan to notify the individuals: The individuals will be notified of the recruitment process and
the vacancy through advertisements in local newspapers as well as employment agencies that

Surname 2
have a footing across major arts of America but more so in Seattle. Direct mails will also be done
to potential candidates that have been recommended to the organization.
Proposed screening criteria: Candidates will be screened based on the following criteria.
Age: between 25 and 45 (preference will be given to candidates that are between ages 30 and 38)
Education: Masters, Degree and PhD holders. (Preference for PhD holders)
Ex...


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