Reference no: EM133636479

Homework: Case- Employee Selection- Quantitative Reasoning, Introduced level

Overview

In this homework, your quantitative reasoning skills will be assessed. The Quantitative Reasoning rubric will be useful for this purpose. In this course, HRM401, quantitative reasoning skills will be assessed at the "introduced" level. In HRM404, they will be assessed at the "reinforced" level. Finally, in MGT491, your skills will be assessed at the "emphasized" level. The grading rubric for information literacy at the undergraduate level has been developed to measure student success in meeting the HRM401 Case 3 expectations.

Organizations use a lot of different methods to determine if a job applicant has the potential to be successful on the job. Selection tests are used to identify applicants' skills that cannot be determined in an interview process. Companies use several different types of testing methods to rate job applicants "on aptitude, personality, abilities, honesty and motivation" (Gusdorf, 2008, p. 10). Appropriate tests are standardized, reliable, and valid in predicting an applicant's job success.

To fairly compare the performance of multiple job applicants, the processes used to test them must be identical. This means the test content and its instructions must be the same for all candidates. Just as important, though, the skills tested in a selection instrument should be the same skills used on the job. If a test cannot assess the ability to perform the job, it has no usefulness in the selection process.

But, what happens once the new employee is hired, and he does not fit with the job or company culture? At this point, the HR Manager must evaluate the entire hiring process to see where the poor selection of the new employee could have been avoided.

If it happens that a new employee does not work out and leaves the company, the company's retention and employee turnover ratios are impacted with the former lowering and the latter rising.

With an abundance of data available in today's digital world, it is possible to predict hiring outcomes and not just track them. This data usage is only going to become more critical in the years to come. Three of the important metrics in the recruitment and selection process are time to fill, time to hire, and selection ratio.

Time to fill refers to the time it takes to find and hire a new candidate, often measured by the number of days between publishing a job opening and hiring the candidate. Time to fill is influenced by supply and demand ratios for specific jobs. It is a great metric for business planning and offers a realistic view for the manager to assess the time it will take to attract a replacement for a departed employee.

In addition, a short time to fill a position usually has a positive effect on the rest of the team as it means less overtime and instability.

A similar HR metric is time to hire. Time to hire represents the number of days between the moment a candidate is approached and the moment the candidate accepts the job. In other words, it measures the time it takes for someone to move through the hiring process once they've applied. Time to hire provides a solid indication of how the recruitment team is performing. This metric is also called ‘Time to Accept.'

The third metric is the selection ratio. When there's a high number of candidates, the ratio approaches 0. The selection ratio provides information such as the value of different assessment tools and can be used to estimate the utility of a given selection and recruitment system.

The formula for determining the selection ratio is: number of hired candidates / total number of candidates.

Employee Turnover Rate

What does the term "employee turnover rate" mean? It is the number of employees who leave a company in a specific time frame. This number considers all employees who were terminated for any reason. To determine the employee turnover rate, one needs three pieces of information: (i) the number of current employees the company has at the beginning of the selected time frame; (ii) the number of employees the company has at the end of the selected time frame; and (iii) the number of employees who left during the selected time frame.

Add the number of employees at the beginning of the period to the number at the end. Divide by two to find the average number of employees, then divide the number of employees separated during the period by the average number of employees to find the employee turnover rate.

Key Components in the Selection Process

According to Armstrong and Taylor (2020), the nine key components in the hiring process are:

1) Defining requirements
2) Attracting candidates
3) Sourcing candidates
4) Selection methods
5) Selection interviews
6) Selection testing
7) Making the decision
8) Obtaining and checking references
9) Offering employment

Armstrong, M., & Taylor, S. (2020). Chapter 28: Recruitment & selection. In Armstrong's handbook of human resource management practice (15th ed.). Kogan Page. Available in the Trident Online Library, Skillsoft database.

Task

You are the HR Manager for your curent employer (or past employer if you are not employed). This morning your receptionist turned in his two-weeks' notice, giving you just 14 days within which to hire his replacement.

Keeping this scenario in mind, address the following questions in a 4 to 5 pages essay submission:

Use the following details to provide a quantitative analysis of the homework questions.

1. Job published on Monster.com on October 23rd
2. Date approached job applicant to schedule interview: October 30th
3. Job offer accepted: November 4th

Historically, you know that your time to hire in the past was 23 days, well above the 14 days you have now, so you are concerned about being short-staffed and overworking your employees. Based upon the above three HR metrics information, you need to compute just one of the top three HR metrics for job openings: time to fill. You will then use that datum to think critically about the following questions:

Question A. What and who do you need to consider once you receive a two-weeks' notice?

Question B. Analyze the impact this employee's resignation can have on your organization. Who is impacted by the resignation of a receptionist?

Question C. What is the time to fill for this vacated position? Discuss how this metric can affect your organization's current employees.

Question D. Knowing the average historical time to hire timeline for the hotel is 23 days, how does that affect your decision for the steps in the hiring process used to fill this position? Must you go through them all, or just certain ones? What could happen if you did not go through all the steps?

Question E. Of all the HR metrics you learned about in this module, which one metric is the most important for you in your job as the HR manager? Explain your rationale for selecting this HR metric.