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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