can you help with an Introduction to Employee Selection and Assessment

User Generated




You are employed as an HR consultant for a mid-sized bank. The bank employs 200 tellers across its branches. You need to recommend to the bank what to consider when hiring for the position of Bank Teller. The attached document describes more details on KSAOs, pay statistics and desired factors for the candidate to possess.

For this first assignment there are three main tasks to complete:

  • Assignment 1: Part A Employee Selection Exercise
  • Assignment 1: Part B Operationalizing Your Assessment
  • Assignment 1: Part C Apply Your Assessment Systems

All three tasks should be included in one paper 3 to 5 pages in length, double spaced and use APA format for referencing and citing. Include a cover page and a reference page.

Unformatted Attachment Preview

Background for Assignments 1, 2 and 3 Employee Selection—Structured Exercise Many people without a background in human resource management mistakenly equate hiring with employee selection. Hiring is a broad concept that can take several approaches, such as offering a job to someone because of who he/she knows (e.g., my dad is the boss, so I got the job) or taking the first person who walks through the door to a get a “body” on the sales floor as soon as possible. Employee selection is a formal process in which the organization (1) identifies the tasks, duties and responsibilities (TDRs) associated with the job; (2) assesses applicants’ readiness to successfully perform these TDRs; and (3) offers the job to the most qualified applicant for the position. Organizations that adopt an employee selection approach to hiring must make a series of decisions to develop an effective process that identifies the most-qualified applicant. 1. Review and Revise the Job Description The first step to establish an employee selection process is to review and possibly revise the job description for the position. An accurate job description contains a job specification section, which includes the knowledge, skills, abilities and other characteristics (e.g., college degree, driver’s license, relevant work experience), or KSAOs, needed for the job incumbent. 2. Choose the Appropriate Selection Methods After identifying the significant KSAOs, the next step is to choose the selection methods. Selection methods may include an employment interview, a personality inventory, submission of a résumé, etc. These selection methods are used to assess the identified KSAOs. 3. Create an Implementation Schedule Once the selection criterion and methods are decided, an implementation schedule must be created. An implementation schedule determines the order in which selection methods are administered. After the schedule is determined, selection methods are applied to the applicant pool. As a result, some applicants will no longer be considered for the opening. In addition, a scoring system may be used to identify the strongest candidates. At the end of the selection process, the “best” applicant is selected and offered the job. 4. Assess the Effectiveness of the Selection System Once the top applicant accepts the job, the selection process itself is complete. It is recommended, however, that the process be evaluated from time to time to ensure its effectiveness. When evaluating the selection system, two approaches can be used: an adverse impact analysis and/or a study to assess decision-making accuracy. Even if a selection process treats applicants equally, a discrimination lawsuit may still result if the equal treatment had an unequal effect on a particular protected class. An adverse impact analysis can be conducted to determine if the selection system has an unequal effect based on a protected class of applicants. The selection system can also be evaluated to assess its predictive accuracy for job success or decision-making accuracy. Even if the selection system is working properly in terms of nondiscrimination, it does not make sense for an organization to use a hiring approach that is not effective at predicting successful employees. In this exercise, you will have an opportunity to conduct both of these evaluation approaches. © 2007 SHRM. Marc C. Marchese, Ph.D. Background for Assignments 1, 2 and 3 Outline of the Three Major Assignments Assignment 1: Part A Employee Selection Exercise Assignment 1: Part B Operationalizing Your Assessment Assignment 1: Part C Apply Your Assessment Systems Assignment 2: Part A Selection Strategy Assignment 2: Part B Weighted Compensatory Approach Assignment 3: Part A Evaluating Disparate Impact Discrimination Assignment 3: Part B Reflection on Employee Selection © 2007 SHRM. Marc C. Marchese, Ph.D.
Purchase answer to see full attachment
User generated content is uploaded by users for the purposes of learning and should be used following Studypool's honor code & terms of service.

Explanation & Answer


Part 1: Employee Selection and Assessment
A. Employee Selection Exercise
Choosing a selection method: at this point one picks the selection technique for instance, interview,
role-play, resume, test, personality inventory or reference check. One can employ the same selection
method more than once if it is suitable for more than one aspect.
1. Education-selection technique: Application form
Justification: An inquiry on the application form can direct candidates to depict their education. This
kind of selection technique makes it simple and economical to acquire this information.
2. Work experience-selection technique: Resume
Justification: This technique is usually carried out; it makes it easier to shortlist applicants as we peruse
through their resume.
3. Math skills-select technique: Reasoning skills and analytical problem
Justification: Through this technique candidates reasoning skills or math can be easily judged
4. Verification knowledge-select technique: Questionnaire technique
Justification: By applying this technique the candidates’ background acquaintance regarding the subject
matter can be attained.
5. Interpersonal skills-selection technique: personal interview
Justification: Through this technique candidate’s capability to interrelate positively and work proficiently
with other employees can be judged.
6. Work motivation-selection technique: personality test
Through this technique candidates dedication towards the work can be evaluated.
B. Operationalizing your assessments
At this t...

Nice! Really impressed with the quality.


Related Tags