Reference no: EM132748838

Selection Case Study:

• This case study is based on a selection process developed by a large private sector employer based in the UK. Custom and practice relied on a structured interview method for assessment and selection of candidates to manager-level positions, most of whom were recruited locally or promoted from within the company. However, as the company expanded, struggled to keep step with technological advancements, strove to beat off international competition, and at the same time began to attract more highly qualified and more overseas applicants with additional experience and skills, it became apparent that the selection process was not sufficiently discriminatory. Inconsistent hiring decisions were made in different part of the company and there was no focus on future needs. In sum, the selection process was no longer adequate. Consultants were commissioned to review, design, train and implement a revised selection process.

• The consultants began by taking account of the company's new strategic plan and involved discussions with senior executives, who were required to answer two key questions to drive the focus of the redesigned selection process: What sort of people does the company want? How does the company describe people who are really good? Job analyses were then employed to identify the main tasks and responsibilities of particular roles, how good performance might be measured, and how these roles might change in the future, and therefore what these people would be required to do in the future. The main criteria - skills, abilities, knowledge, etc - could then be described in meaningful terms for all senior executives and line managers to provide feedback on. Involving all key stakeholders in the organisation in the redesign of the selection process was an important contributory factor in its success implementation and in ensuring that individuals would be selected who 'fitted' with the organisation.

• An online application form was designed that was carefully assessed against the company's recruitment needs and the requirements of the vacant positions. Successful applicants were then invited to a two-day selection process which included a group task, a job sample, a psychological test and a structured interview which has since become competency-based as candidates are now asked for specific examples of experience and how they have resolved difficult situations. Current interviewers are trained in on-going interviewing skills workshops on competency-based interviewing to improve objective and justifiable selection decisions against a tailored rating system. Performance on each of the selection methods is rated according to the agreed dimensions, such as working with others, communication and influence, technical orientation, problem-solving and drive to reach an overall selection decision. The same dimensions are used in the six-monthly appraisal system to track individual performance and can be used to evaluate the components of the selection process.

Problem 1: Not all organisations can afford consultants to construct the selection and evaluation process described above.

Problem 2: If you were asked to plan a selection process to recruit your new boss, what method(s) would you adopt, what steps would you take to establish the process, and how would you reassure yourself that you had chosen the right person?