Reference no: EM133096858

Dofasco is one of Canada's largest and most successful steel producers. Headquartered in Hamilton, Ontario, since 1912, the company has wholly owned subsidiaries in Ohio and Mexico, and has also been engaged in strategic joint ventures with various steel mills and mines in Ontario, Quebec, and the United States. Some 7,400 employees are engaged in these operations. Dofasco continues to be recognized as one of Canada's "Top 100 Employers" Canada's Top 100 Employers

Steel making has become an increasingly sophisticated activity and, as a result, the levels of skills required have been rising. Not surprisingly, training and development have become vital elements of Dofasco's success. Dofasco has always prided itself on its relationship with employees. In fact, the company slogan, "Our product is steel, our strength is people," reflects Dofasco's commitment to developing and motivating its work force. One of the ways Dofasco motivates employees is through a "promote-from- within" policy. As a result, when Dofasco hires new entry-level employees, the company is not only concerned with their ability to do entry-level jobs (job/position fit) but is also looking for evidence of promotion potential (e.g., leadership potential) and organizational fit.

Given Dofasco's commitment to employee relations and development, the company has one of the lowest turnover rates in the manufacturing sector. In fact, the extremely low turnover rate has created a bit of a problem for Dofasco. Over the next 10 years, about one-half of Dofasco's workforce (including management) will be retiring. The challenge for Dofasco in the meantime will be to fill the many vacated entry-level positions with employees who have the potential to quickly acquire the skills necessary to promote them into various technical and leadership positions that will also need to be filled. In particular, Dofasco will need new team leaders for work teams and project teams, new supervisors, and new managers. Dofasco plans to add 1500 employees/colleagues to their company over the next 5 years.

Historically such leaders at Dofasco have been drawn from employee ranks (internal recruitment) and have been promoted on the basis of job performance and demonstration of leadership attributes such as initiative, decision-making ability, ability to communicate, ability to influence and motivate others, and conscientiousness. These attributes became apparent over a relatively long period of time and were developed through training, special assignments, and other developmental opportunities.

However, as Dofasco faces the need to fill leadership positions quickly, the amount of time that employees spend in entry-level positions will likely be greatly reduced and many will find themselves in leadership positions shortly after joining the company. Thus, Dofasco will need to identify leadership potential at the selection stage and fast-track individuals identified as potential leaders through special training and developmental initiatives. An alternative would be to abandon their current promote-from-within policy and hire experienced leaders, supervisors, and managers from outside the organization (external recruitment).

1. Detail and explain the selection tools you recommend, the order in which you will apply them, and the weight (%) you will assign to each of the scores obtained using your chosen selection tools. Your answer should consider the following: Validity, Reliability, Predictive Strength & Incremental Predictive Strength.

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