Are there any selection tools that are not listed that you would suggest? Why?

Topic: Assessment Methods/Finalists for the Job of Human Resources Director

This assignment requires you to apply the concepts learned to date and especially those in Chapter 9.  This is an interesting case about filling the position of HR Director at a law firm, Guilty, Guilty & Guilty.

Please read the case and answer the following:

1.  In the case below, there are seven (7) methods listed as selection techniques.  For each method listed, decide whether you would or would not use it in the selection process and discuss why.  Are there any selection tools that are not listed that you would suggest? Why?

2.  There is a discussion regarding the three (3) finalists and the selection method that was used by Guilty.  Do you think that the 6 selection methods used by Guilty were appropriate?  Why or why not?

3.   For each finalist, decide whether you would be willing to hire the person, discuss and state why.

4.  If the FINAL decision was yours to make, which finalist would YOU choose? Discuss your rationale.     Insert your name as a header on each page.  Please do not use a cover sheet, let’s save some trees.

The Guilty Case

Guilty, Guilty & Guilty (Guilty) is a law firm specializing in criminal law. However, due to recent economic conditions, the firm has expanded into new areas such as equal employment opportunity, workplace torts, business litigation, and sports/entertainment representation.  These new areas of practice have resulted in growth for the firm.  The firm has 55 partners and approximately 120 employees.  It does business in three (3) states and has offices in 3 major metropolitan areas.  The firm has no federal contracts.

Guilty plans to expand into three (3) additional states with three (3) major metropolitan areas.  This is a rather ambitious expansion plan and Guilty is faced with the challenge of how to staff, compensate, train, and retain individuals who fill the positions in the new

offices.  In order to effectively manage these challenges, Guilty wishes to hire an HR director to oversee the recruitment, selection, training, performance appraisal, and compensation activities resulting from the business expansion. In addition, the newly hired HR Director will supervise the HR activities in the existing Guilty offices.  The newly drafted job description for the HR Director is set forth below.

The firm recognizes that this is a critical position which can substantially impact its expansion strategy.  The firm wishes to design and then implement a selection system for assessing applicants that will achieve two (2) objectives: (1) create a valid and useful system that will do a good job of matching applicant Osaka to job requirements, and (2) be in compliance with all relevant federal and state employment laws. Guilty managing partner, Mick Miranda, is considering numerous selection techniques for possible use. He wishes that the new HR Director was on-board so he didn’t have to mess with this selection system exercise.  This selection system work is taking away from his billable hours.  He found a file in his drawer that contained information regarding some positions filled by one of his clients that he is using as a resource. He has decided to consider these methods below:

1. Job knowledge test specifically designed for HR professionals that focuses on an applicant’s general knowledge of HR management. 2. Medical exam and drug test at the beginning of the selection process in order to determine if applicants can cope with the high level of stress and frequent travel requirements of the job and are drug free. 3. Integrity test 4. A structured behavioral interview that will be specially designed for use in filling only this job. 5. General cognitive ability test 6. Personality Assessment 7. A standard set of interview questions that the firm currently uses for filling any position. The questions in the set include: a. Tell me about a problem you solved on a previous job b. Do you have any physical impairments that would make it difficult for you to travel on business? c. Have you ever been tested for AIDS? d. Are you currently unemployed, and if so, why? e. This position requires fresh ideas and energy. Do you have those qualities? f. What is your definition of success? g. What kind of sports do you like? h. How well do you work under pressure? Give me some examples.

For each method listed, decide whether you would or would not use it in the selection process and discuss why.  Are there any selection tools that are not listed that you would suggest? Why?

Attorney Miranda decides, after weighing all of the options, to use the following selection methods to assess applicants for the HR Director job at the firm: resume, cognitive ability test, job knowledge test, structured interview, and questions (f) and (g) from the list of standard questions.

Guilty advertised for the position extensively, and out of a pool of 35 initial applicants, it was able to come up with a list of three (3) finalists.  Shown in the chart that follows are the results from the assessment of the finalists using Miranda’s chosen selection methods.  In addition, information from an earlier resume screen is included for possible consideration and context.

Using the information in this case study that follows:

 There is a discussion regarding the three (3) finalists and the selection method that was used by Guilty.  Do you think that the 6 selection methods used by Guilty were appropriate?  Why or why not?

 For each finalist, decide whether you would be willing to hire the person, discuss and state why.

 If the FINAL decision was yours to make, which finalist would YOU choose? Discuss your rationale

 

Results of Assessment of Finalists for Human Resource Director Position

 

 

 

 

Job Description for Human Resources Director

JOB SUMMARY

Performs responsible administrative work managing personnel activities. Work involves responsibility for the planning and administration of HEM programs, including recruitment, selection, evaluation, promotion, training, compensation, and recommended change of status of employees, and a system of communication for disseminating information to workers.  Works under general supervision, exercising initiative and independent judgment in the performance of assigned tasks.

TASKS

1. Participates in overall planning and policy making to provide effective and uniform personnel services. 2. Communicates policy through organization levels by bulletin, meetings, and personal contact. 3. Supervises recruitment and screening of job applicants to fill vacancies. Supervises interviewing of applicants, evaluation of qualifications, and classification of applications. 4. Supervises administration of tests to applicants. 5. Confers with supervisors on personnel matters, including placement problems, retention or release of probationary employees, transfers, demotions, and dismissals of permanent employees. 6. Initiates personnel training activities and coordinates these activities with work of officials and supervisors. 7. Establishes effective service training rating system and trains unit supervisors in performing employee evaluations. 8. Supervises maintenance of employee personnel files. 9. Supervises a group of employees directly and through subordinates. 10. Performs related work as assigned.

JOB SPECIFICATIONS

1. Experience and Training

 Should have considerable experience in area of HEM administration. Six years minimum.

2. Education

 Graduation from a four year college or university, with major work in human resources, business administration, or industrial psychology. Master’s degree in one of these areas is preferable.

3. Knowledge, Skills, and Abilities

 Considerable knowledge of principles and practices of HEM, including staffing, compensation, training, and performance evaluation.

4. Responsibility

 Supervises the human resource activities of 7 office managers, 2 clerks, and one assistant.

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