Students will evaluate the design and implementation of a recruiting and
selection process (case will describe a number of ineffective
practices, a mismatch between job description and selection assessments,
issues around adverse impact, and actions taken that are not in line
with applicable federal laws). Once evaluated, students will make
recommendations on improving the design and implementation (applying
learned materials regarding effective practices). Evaluation criteria
will include: appropriateness of recruitment sources links between job description and selection assessments identification of adverse impact compliance with applicable lawsStaffing Case Study
The Stars Hollow
Hat Company was founded in 2005. The
company embroiders and sells hats to clients consisting of athletic
organizations and other companies who want to give their employees hats with
their company logo.
2007 the City of Stars Hollow had a population
of 1,500 and County Milky Way, of which Stars Hollow
City is the County Seat,
had a population of 5,000. Given current trends, the City is expected to
achieve a population of 2,300 by the year 2010. The projected increase was due
to a large population of Mexican immigrants moving into the area. The 2007 census indicated that 23% of the
population was of Mexican decent. Stars Hollow
City is located on the South West
region of Wisconsin.
Agriculture is the primary industry and a major component in the economy of the
Stars Hollow City
and the North East region.
It is now February
2007 and the business is very successful.
The customer base has grown substantially and there is a need for more staff. The owner has asked the Customer Service
Supervisor to hire a few more customer service representatives (CSRs). She thinks there is probably more need in
customer service since the over-time pay has increased 20% in the past 3 months. The owner mentioned that there was a job
analysis completed for the CSR job (see Appendix A), which she thought would be
helpful to develop some interview questions.
who was just recently promoted to the position (she had been a CSR since the
company began in 2005), was excited to hear the owner was willing to add more
staff. She told her current staff that
there would be more job openings, and asked them for referrals. Three referrals came in immediately. The Supervisor called two of the three people
and asked them to come in for interviews.
The referral who wasn t chosen was the son of a CSR who was
Mexican. While this CSR did a good job, she
did have an accent and the supervisor thought that she was hard to understand
at times. Therefore, she thought the
CSRs son probably had an accent too, and was probably not a good choice. In the mean time, the Supervisor also placed
an advertisement in both local papers and also on the job board at the county
workforce center. The advertisement
Stars Hollow Hat Company
Customer Service Reps Wanted
Stop by for an interview
The supervisor came to work the Monday after the advertisements were run
in the papers and on the job board.
There were 45 people standing in the lobby waiting to talk with her
about the job. Further, there were 36
voice mails from people who were interested in the job, but they didn t know
where to find the company. The
supervisor grabbed a cup of coffee and asked who was there first. She said she could talk with 15 people that
day, and the rest would need to come back another time. She looked around the room and said the first
15 people who showed up should stay.
That was only fair. She asked the
receptionist to schedule the rest for interviews for the next day. She then went into her office and shut the
door (she was a bit flustered). She took
5 minutes to calm down and then opened her office door again. She was glad to see that a number of people
had left. She called out who ever
showed up first, please come into my office.
A young man came into her office and she began the interview. During that 1st interview she
asked about the man s work experience and career goals. She thought he looked familiar and was
pleased to discover that he was the son of an old friend. She hired him on the spot. The 2nd interview took a bit
longer because she had asked more questions of the individual. She didn t, however, write them down, which
she regretted later because she thought they were good questions. Some interviews went very fast, as the
supervisor could tell by looking at the individuals that they wouldn t be a
good fit. During those interviews, she
would ask a few general questions, but knew in the back of her mind that she
wouldn t hire them. Other interviews
took longer because she asked more questions or the conversations went
smoother she was able to build a rapport with the individuals and talk about
their personal life.
The supervisor believed that her gut instincts were always correct, and
she used this philosophy in most of her decisions. Making the hiring decisions for her team
would be no different. After all .they
were HER team. By noon the supervisor
was exhausted. She had finished all 15
interviews, but when she came back from lunch, there was another large group
waiting to talk with her about the job.
She asked the receptionist to schedule interviews for the next 3-4
days however long it would take, she was committed to hiring the best candidates;
although, she had a pretty good idea of the 8 best so far.
As she thought about the 8 that had risen to the top, she began to wonder
how many she really needed to hire. The
owner never really said. Well, 8 seemed
to be a good number, or maybe 10. She
would conduct the rest of her interviews, and then decide how many to hire.
Over the course of the week, the supervisor continued conducting
interviews. On her lunch break on
Thursday, she sat down at a table in McDonalds and reviewed her notes from 59
interviews she had conducted so far. She
decided to prioritize the list. She
really liked the fact that some applicants had at one time or another worked on
the family farm. She grew up on a farm
and knew that these individuals had good work ethic. Work ethic was important. She could train the rest. She thought, as long as they were good
communicators and showed up to work everyday, that s all she needed from
them. No one she interviewed had any
sales skills, and this was one of the duties of the position; upsell
products. But, again she figured she
could easily train someone to upsell. It
wasn t that difficult. You just had to
Once she prioritized the applicants, she slurped the last few drops of
soda and started to gather her things so she could get back to work and
continue the interviews. She threw away
her food wrappers, and also threw away the interview notes on those individuals
who did not make her cut. Why hold onto the notes, when she knew she wasn t
going to hire any of the people listed ..besides, all the paper was getting to
be too much. She needed to stay
organized if she was going to get these interviews done by the end of the week.
By Friday early afternoon she had 6 people that she wanted to hire as
CSRs. She called each of them and asked
them to come to the office and complete the company s application form, and
also some payroll paperwork. She was
tired, but she was also proud that she was able to get this task done within
one week. She still had people showing
up to talk to her about the job, but she turned them away saying she had
already made her decisions. She called
the local papers and county workforce center and ask them to remove the
Late Friday afternoon, the owner stopped by the supervisors office and
asked how the hiring was coming along.
The supervisor proudly said that she had 6 really solid people
hired. They would start on Monday. The owner was surprised she hired 6
people. The owner thought there was a need
for 2-3 additional people, but not 6.
The supervisor replied, Given the focus on growing the business, I
thought adding 6 CSRs would be the appropriate number to meet the demand. The supervisor said that perhaps these 6
positions would focus more on sales, which would help achieve even more growth. The owner did want to grow and adding more
people in the field making cold calls would help. The owner was reticent, but accepted the
decision. Then, the owner asked about
the 6 people hired. Who were they? What about their sales skills? The supervisor said that she would put
together a training program right away and make sure that all 6 new CSRs went
through the training. She told the owner
she thought some had the natural ability to sell; she could tell. Others could use some training. All 6 were local folks who had lost their
jobs in a recent plant closing in Springfield,
a town next to Stars Hollow. They were
hard working; she could tell. There were
2 females and 4 males. Ages ranged from
19 to 45 years old. All were
The owner and supervisor walked out to the parking lot together. It had been a long week. The supervisor was
looking forward to some down time over the weekend. She knew the next week would be busy, given
she had to get the newly hired CSRs through training. She was looking forward to it. She was going to have a great team.
Title:Customer Service / Sales
Matter Expert: Customer
Service Supervisor, Stars Hollow Hat Company
job analysis is based on input from the subject matter expert(s) (SME) named
above. The purpose of this job analysis
is to identify the functions (group of tasks) performed by the job, and the
competencies (knowledge, skills and abilities) necessary for successful
performance at Stars Hollow Hat Company.
Once the functions and associated competencies are confirmed by the SME,
a job description will be created. Only
those functions and KSAs that have CRIT scores of 15 or above are considered
essential. Essential functions are
used as part of the Job Description.
Further, if there is no incumbent in the position, selection exams
(based on the criticality scores) may be created as part of the hiring process.
Functions: Functions performed by this
position include, but are not limited to, the list that follows. The functions are to be rated by the subject
matter expert on a scale of 1 to 5, with 1 representing the lowest and 5
representing highest level for their importance to the job (IMP) and their
difficulty of learning (DIFF). Their
criticality (CRIT) is derived by multiplying the importance rating by the
difficulty rating. Thus, if a function
is important but easy to learn, it has a low criticality score and may not
considered critical to include in a job description.
Knowledge, Skills, and Abilities:The following is a list of the knowledge, skills and
abilities needed to do the functions involved in the position. There are 22 KSAs included in the list; you
may not need to use all the core KSAs or you may need to add additional KSAs.
column labeled “Functions” contains the function number of the
representative functions requiring the particular KSA. These function numbers are to be referenced
to the function list above. If you do
not need to use a particular KSA, you should indicate not applicable (n/a) in
the functions column for that KSA.
column labeled IMP contains the average importance
rating of the KSA on a scale of 1 to 5, with 5 representing most important to
doing the job. The column labeled DIFF
contains the average rating of the difficulty in learning or making a
significant improvement in the KSA. The
column labeled CRIT contains the criticality measure obtained by multiplying
the importance rating by the difficulty rating.
If a KSA is important and difficult to learn, it will be considered
critical to include in an assessment for selection in this position.
last column labeled ENTRY is the level of the KSA needed at hire. These will be rated on a 1 to 5, with 1
representing little or none of the KSA needed and 5 representing a high degree
needed. Those KSA determined to be
needed at hire will be weighted accordingly when scored.
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will evaluate the design and implementation of the recruiting and selection
process using the following criteria:
a) Appropriateness of
between job description and selection assessments
of adverse impact, and d) compliance with applicable laws.
you will make recommendations on improving the design and implementation. Provide a rationale for your decisions and
whenever possible, link your decisions back to learned materials in the
readings and module content.
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