Human Resource

Summer 2 Online 2020

HRM410: Techniques of Employee Selection & Recruitment

FINAL WEEKLY ASSESSMENT – Individual

 

Chapters covered: Chapter 8 – External Selection I

Chapter 9 – External Selection II

Chapter 10 – Internal Selection

Chapter 12 – Final Match

 

Name	University ID No.

 

1. Do you think employers have a right to check into applicants’ backgrounds when there is no suspicion of misbehavior and the job poses no security or sensitive risks? Give two examples to support your argument. (20 Points)

 

2. Please read the case and answer the question given underneath the case.

Google knows that to maintain its fast-growth strategy, it must keep innovating new services. To support that strategy, Google needs its employees engaged and collaborating with each other. Having employees thinking of themselves in isolated “silos” would inhibit the cross-pollination that Google’s strategy depends on. In formulating its employee selection practices, Google therefore found a way to foster the employee engagement and collaboration its success depends on. Google uses “crowdsourcing” when it comes to making hiring decisions.

Here’s how it works. When a prospective employee applies for a job, his or her information (such as school and previous employers) goes into Google’s applicant tracking system (ATS). The ATS then matches the applicant’s information with that of current Google employees. When it finds a match, it asks those Google employees to comment on the applicant’s suitability for the position. This helps give Google recruiters a valuable insight into how the Google employees actually doing the work think the applicant will do at Google. And it supports Google’s strategy, by fostering a sense of community and collaboration among Google employees, who see themselves working together to select new “Googlers.” Source: Based on Wright, “At Google, It Takes a Village to Hire an Employee.”

 

a) Explain advantages and disadvantages of ‘crowdsourcing’ technique of Google in external selection. Is

‘crowdsourcing’ technique applicable for other companies? Discuss your answer. (15 Points)

b) Which substantive assessment methods can be used to support ‘crowdsourcing’ technique in external selection? Please justify your answer. (15 Points)

 

3. Please read the case and answer the question given underneath the case.

Talent management Garvey Group have a segment in their balanced scorecard termed ‘talent management’, which was introduced because, in previous years of relatively full employment there had been a real difficulty in recruiting talent. For the retail sector this is a challenge because a career in the sector is not seen as offering great potential. Having found it difficult to attract supervisors and good trainee managers they made the decision to home-grow their own. The Garvey understanding of ‘talent’ is people ‘having capacity to be more than they currently are’. There is also a recognition that talent in this sector is very much related to personality and whether a person can relate to the customers or has people management skills, regardless of the degree they have on paper. To grow their own, investment was made in spotting and developing talent. Managers

 

had, once a month, to identify someone who had

 

the potential to progress. Often, they were someone working

on the till for a few hours after

 

school or in their college breaks. Talent develo

pment consisted of an 18

–

month

trainee

 

manager structured fast track development. Trainee managers can also be recruited directly

 

to the

programme, which involves on

–

the

–

job training to learn all aspects of the job as well as

 

external training

 

to be

retail specific. During the 18 months they

 

would be met bi

–

monthly to agree training objectives and there were

monthly milestones.

 

Their line manager was accountable for making sure they progressed and were adding

value

 

to the store. Eac

h ‘talent’ is assigned a mentor, with regular review meetings held. Mentoring,

 

however,

has proved something of a challenge, because in most cases the mentor has been

 

the trainee’s direct line

manager, with the result that meetings became more performance

 

reviews than true mentoring sessions. It has

proved difficult with the size of the company to

 

give people a different mentor. Mentoring has been more

successfully used with the store

 

managers, who each have been mentored by one of the Board members who

is

not their line

 

manager. Another unresolved aspect of the company’s talent management is that the system

 

only developed towards the position of trainee manager. There was no similar system for

 

development

towards supervisor although until the recent

economic downturn there was a

 

need. With the recession, there

is now a flood of external supervisors to choose from so

 

growing internal talent is no longer essential.

 

Source: Garavan, T.N., Hogan, C. and Cahir

–

O’Donnell, A. (2009) Developing

Managers and

 

Leaders. Dublin: Gill and Macmillan. Chapter 7, ‘Managing talent and succession in organizations.

’

 

 

c)

 

What are some of the specific challenges for talent management in the retail sector?

(

1

5

 

Points)

 

d)

 

Give any three recommendations to

improve talent management practices at Garvey? Critically explain

in light of the case about benefits your recommended practices will bring to the company. (1

5

 

Points)

 

 

4.

 

If you were the HR staffing manager for an organization, what guidelines might you rec

ommend

regarding formulation of a job offer

content

for a new joiner?

Explain your answer with examples

.

(2

0

 

Points)

 

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