Reference no: EM132946505

Question

Read the case study below and answer the question:

Look, given the state of the economy and the importance of good people to our business success, the last thing we need now is another mistake in selection. We simply cannot afford to hire graduates who don't fit our culture or can't perform. The cost of these hiring mistakes is too great, not in terms of money, but also the damage it does to employee morale and our reputation as a leading employer. We do not want "high maintenance" people in this company. We want people who are going to earn us a dollar. I trust everyone understands this.' Kevin Toh, Managing Director, Star Manufacturing Ltd, looked at each of the individuals seated around the conference room table. Each nodded and murmured their agreement.

'Good, now let's decide what we are going to do to improve our selection process. Kim, why don't you let us have your thoughts?'

Kim Zhang, marketing director, leaned forward. 'The problem as I see it is that we don't really know what we are looking for. Each of us seems to have our own benchmarks as to what makes for a successful graduate trainee.'

'What do you mean?' asked Kevin.

'Well, for example, I place a lot of emphasis on personality. Does the candidate have the attitudes and values that make for success in this company? Is there a match between their personality and our corporate culture? Yet, I know others sitting around the table rate other factors more highly.'

'Kim is correct', interrupted Mike Chan, finance manager. 'I want someone who graduated from a top university with top marks. To me, academic qualifications are paramount.'

Donald Tse laughed. 'As R&D manager, I always want someone who is in the top five per cent of the population in intelligence. I don't care too much about anything else as long as they are bright.'

Kevin sighed. 'Well, what about you, Cindy? As IT manager, do you have a favourite selection criterion?'

Cindy Yung replied, 'As a matter of fact, I do. I place great emphasis on teamwork. I want to know if the person is going to be a good team player'.

Xiaoyan Yang, operations manager, spoke, smiling, 'You are all wrong. Hard work is the key. We want people who are prepared to get job done no matter the personal costs involved. Persistence. Determination to achieve a goal - that's what we need in our graduate trainees.

All faces turned to Chris Qiu, HR manager.

'Alright, Chris, as the people expert, who is right?' asked Kevin.

'You all could be', answered Kevin. 'The problem is we don't really know what makes for a successful graduate trainee in this company.'

Kevin sighed. 'That is obvious, Chris. I suggest you get your HR team together and come up with an action plan that will not only bring some system to our selection process, but also explain how we should go about defining the graduates that will be a success in Star

Manufacturing Ltd and how we are going to select them.'

Question: Describe how you would measure the selection criteria you have nominated?