This Document Contains Chapters 4 to 6 Chapter 4 Designing Productive and Satisfying Work DISCUSSION QUESTIONS 1. Why is high autonomy beneficial for organizations pursuing differentiation strategies? Answer: Employees who are closer to products and customers often are able to make rapid changes if something in production process shifts or if customers’ needs vary. Furthermore, more autonomous employees are less likely to shirk their responsibilities and more likely to report greater job satisfaction and more commitment to their current employer. 2. What are the key differences between sequential and reciprocal processes of interdependence? Answer: Sequential processing takes place when work tasks are organized in an assembly line. Reciprocal interactions occur when people work together in a team without carefully prescribed plans for completing work tasks. 3. Why would government officials expend significant resources creating O*Net? What are the benefits of O*Net? Answer: Provides what is already known about similar jobs in organizations and contains information for over a thousand occupations. A visitor to O*Net simply types in a common job title and is presented with a list of tasks that are normally associated with that job, along with other information. This provides a valuable service to employers. It is a job analysis source that presents standardized information about jobs that is acceptable to the courts. 4. Have you ever seen a job description for a work position you have held? If so, do you think the job description was accurate? Answer: However, I have seen descriptions of roles similar to mine in terms of responsibilities and skill requirements. In general, job descriptions aim to provide an overview of the role's duties, qualifications, and expectations. Whether a job description accurately reflects the position can vary. Some job descriptions may be thorough and accurately capture the scope of the role, while others may be more generic or outdated. Accuracy often depends on how well the job description aligns with the actual responsibilities and requirements of the role. In some cases, job descriptions may not fully capture the nuanced aspects of a position or may overlook certain duties or qualifications that are essential for success. Additionally, job descriptions may evolve over time as roles change or as organizations refine their expectations for certain positions. Ultimately, the accuracy of a job description can impact various aspects of the recruitment and hiring process, including attracting suitable candidates, setting clear expectations for performance, and aligning the role with organizational goals. It's essential for organizations to regularly review and update job descriptions to ensure they remain accurate and reflective of the current needs and priorities of the role. 5. Are job descriptions more beneficial for some types of organizations than others? Could having specific job descriptions harm an organization? Answer: They are beneficial for all organizations. Organizations could be harmed if they do not base their HR practices (e.g., hiring, promoting, performance appraisal) on their job descriptions. Job descriptions can be beneficial for all types of organizations, as they provide clarity and structure around roles and responsibilities, help set expectations for performance, and facilitate recruitment and talent management processes. However, the extent to which job descriptions are beneficial may vary depending on the organization's size, structure, culture, and industry. For larger organizations with complex hierarchies and diverse workforce, detailed job descriptions are often essential for ensuring clarity and consistency across roles, departments, and locations. They help employees understand their roles and responsibilities, facilitate communication and collaboration, and provide a basis for performance evaluation and career development. In contrast, smaller organizations or startups may prioritize flexibility and adaptability over rigid job descriptions. In dynamic and rapidly evolving environments, employees may wear multiple hats and take on diverse responsibilities beyond their designated roles. In such cases, overly specific job descriptions could constrain creativity, innovation, and agility, limiting the organization's ability to respond to changing needs and opportunities. Moreover, having overly rigid or prescriptive job descriptions could potentially harm an organization by stifling employee autonomy, discouraging initiative and innovation, and fostering a compliance-focused culture rather than a performance-driven one. Employees may feel constrained by narrowly defined roles and become disengaged or demotivated, leading to decreased productivity and morale. Furthermore, job descriptions that are outdated, inaccurate, or overly restrictive may hinder recruitment efforts by dissuading qualified candidates from applying or by failing to attract individuals with diverse skill sets and experiences. This can limit the organization's ability to access talent and remain competitive in the marketplace. Ultimately, while job descriptions can be valuable tools for clarifying roles and expectations, organizations should strike a balance between providing structure and flexibility, tailoring job descriptions to their unique needs and circumstances, and regularly reviewing and updating them to ensure they remain relevant and beneficial to both the organization and its employees. 6. Would you rather work in an organization using mechanistic job design principles or an organization using motivational principles? Answer: However, I can offer insights into the potential advantages and disadvantages of both mechanistic job design principles and motivational principles in organizations. Mechanistic job design principles prioritize efficiency, standardization, and task specialization. In mechanistic organizations, jobs are typically narrowly defined, with clear rules and procedures governing work processes. While this approach can lead to streamlined operations and consistent outcomes, it may also result in job monotony, limited autonomy, and reduced employee engagement and satisfaction. Employees may feel like cogs in a machine, lacking opportunities for creativity, growth, and fulfillment. On the other hand, motivational principles focus on enhancing employee engagement, satisfaction, and performance by aligning work tasks with individual interests, strengths, and intrinsic motivations. In motivational organizations, jobs are designed to provide autonomy, opportunities for skill development, and meaningfulness, fostering a sense of purpose and ownership among employees. This approach can lead to higher levels of job satisfaction, creativity, and commitment, as employees feel valued and empowered to contribute their best efforts. Ultimately, the choice between mechanistic job design principles and motivational principles depends on various factors, including the nature of the work, organizational goals, and the preferences and values of employees. While mechanistic approaches may be suitable for certain contexts where efficiency and consistency are paramount, motivational principles are increasingly recognized as essential for fostering a positive work environment, unlocking employee potential, and driving organizational success in the long term. 7. Do you think any of the four job design approaches (mechanistic, motivational, perceptual, biological) will become more important in the future? Why? Do you think any of the approaches will become less important as organizations change? Answer: In the future, the motivational job design approach is likely to become increasingly important as organizations recognize the value of fostering employee engagement, satisfaction, and well-being. As the labor market becomes more competitive and knowledge-based, organizations will need to prioritize strategies that attract, retain, and motivate top talent. Motivational job design principles, which emphasize autonomy, skill variety, task significance, and feedback, are effective in meeting the evolving needs and expectations of employees in a dynamic and diverse workforce. Additionally, the biological job design approach may gain importance as organizations strive to create healthier and more sustainable work environments. This approach considers factors such as ergonomic design, physical demands, and work-life balance to minimize the risk of injuries, fatigue, and stress-related illnesses among employees. With growing awareness of the importance of employee health and well-being, organizations will increasingly prioritize ergonomic and environmentally conscious design principles in their workplaces. On the other hand, mechanistic job design approaches may become less important as organizations shift away from rigid, hierarchical structures towards more agile, flexible, and adaptive models. In today's fast-paced and uncertain business environment, organizations need to be responsive to change and innovation, which may require less emphasis on standardized, task-focused job designs. Instead, organizations may prioritize flexibility, cross-functional collaboration, and continuous learning to remain competitive and resilient in the face of disruption. Similarly, perceptual job design approaches may also decline in importance as organizations seek to minimize biases and promote diversity, equity, and inclusion in the workplace. While perceptual job design principles aim to align roles with employees' perceptions and preferences, they may inadvertently reinforce stereotypes or inequities if not implemented thoughtfully. Organizations may instead focus on objective, evidence-based approaches to job design that promote fairness, transparency, and equal opportunities for all employees, regardless of demographic characteristics or personal preferences. Overall, the future of job design approaches will likely be shaped by trends such as technological advancement, demographic shifts, globalization, and changing societal values. Organizations that prioritize employee engagement, well-being, and inclusion are likely to reap the benefits of a motivated, productive workforce in the long run. 8. Would you like to work a compressed work week? Why or why not? Answer: I can provide insights into the potential advantages and disadvantages of a compressed work week. A compressed work week involves working the standard number of hours per week, typically 40 hours, but over fewer days. For example, instead of working five eight-hour days, employees might work four ten-hour days. One potential advantage of a compressed work week is the opportunity for employees to enjoy longer weekends, which can contribute to improved work-life balance and well-being. Having an extra day off during the week allows for more time to rest, recharge, and pursue personal interests or spend time with family and friends. Additionally, a compressed work week can reduce commuting time and expenses, as employees have one less day of commuting per week. This can lead to environmental benefits by reducing traffic congestion and carbon emissions associated with commuting. Furthermore, a compressed work week may enhance productivity and employee satisfaction by providing longer uninterrupted blocks of time for focused work. With fewer interruptions and transitions between work and non-work activities, employees may find it easier to maintain focus and concentration, leading to increased efficiency and job satisfaction. However, there are also potential drawbacks to a compressed work week. Longer workdays can be physically and mentally demanding, leading to fatigue and burnout, especially if employees are not accustomed to working extended hours. Moreover, scheduling conflicts may arise if employees have commitments or responsibilities outside of work that require attention during traditional work hours. Additionally, some jobs or industries may not be well-suited to a compressed work week due to operational requirements, client needs, or staffing constraints. In such cases, implementing a compressed work week may be impractical or disruptive to business operations. Ultimately, whether a compressed work week is desirable depends on individual preferences, job responsibilities, and organizational culture. While it can offer benefits in terms of work-life balance, productivity, and sustainability, it's essential to consider the potential challenges and limitations before implementing such a schedule. 9. Do you think you would be successful in a job that allowed you to do telework? What challenges do you think you would face? Answer: However, I can provide insights into the potential challenges that human employees may face when working remotely. For humans, success in a telework arrangement depends on various factors, including job responsibilities, communication skills, self-discipline, and access to necessary resources and technology. While telework offers flexibility and autonomy, it can also present challenges such as: 1. Communication: Remote work can make it more challenging to communicate effectively with colleagues, managers, and clients, leading to misunderstandings, delays, and feelings of isolation. Maintaining regular communication through email, video conferencing, and other collaboration tools is essential for staying connected and aligned with team goals. 2. Collaboration: Working remotely can hinder collaboration and teamwork, as spontaneous interactions and informal discussions are less common. Employees may miss out on opportunities for brainstorming, problem-solving, and building relationships with coworkers. Leveraging virtual collaboration platforms and scheduling regular check-ins can help overcome these challenges. 3. Distractions: Working from home or other remote locations can be conducive to distractions, such as household chores, family obligations, or personal activities. Maintaining focus and productivity in a non-traditional work environment requires discipline, time management skills, and establishing boundaries between work and personal life. 4. Technology issues: Dependence on technology for remote work can lead to technical glitches, connectivity issues, or compatibility problems with software and hardware. Ensuring access to reliable internet connectivity, troubleshooting technical issues promptly, and staying up-to-date with relevant tools and platforms are essential for remote work success. 5. Isolation: Remote work can be isolating, especially for employees who thrive on social interaction and collaboration. Lack of face-to-face contact with colleagues can lead to feelings of loneliness, disconnection, and reduced morale. Actively seeking out virtual social interactions, participating in online communities, and maintaining a healthy work-life balance can help mitigate feelings of isolation. Overall, while telework offers numerous benefits, including flexibility, autonomy, and reduced commute times, it also presents challenges that require proactive strategies and support systems to overcome. Successful telework arrangements depend on effective communication, collaboration, self-management, and access to appropriate resources and support. 10. Identify some specific ways in which strategic work design can guide other human resource practices, such as selecting employees, determining training needs, and making pay decisions Answer: Strategic work design should ensure that strategic goals are accomplished by hiring the right employees, providing needed training, and compensating people for accomplishing the work behaviors and results needed for the organization to be successful. EXAMPLE CASE: Coney Island Hospital Questions 1. What are some specific ways in which the new work design improves the satisfaction of patients? Answer: The patients are transitioned to the units which maintains the continuum of care. Admission delay is minimized which reduces patients’ stress. At the other end of the continuum, patients leave the hospital with few delays in the discharge process. Patients are called the day after discharge to ensure that they understood the instructions, could obtain medications and are taking them properly, get an earlier follow-up appointment if necessary, and were satisfied with their time in the hospital. 2. How do you think the new procedures increase autonomy? Answer: The nurses are responsible to make decisions, develop care plans based on their interview of patients, try to alleviate patients’ anxiety levels, and call the patient the day after discharge and discuss various issues. The new procedures likely increase autonomy by granting employees greater freedom and flexibility in how they perform their tasks and make decisions within defined parameters. Here's how the new procedures may contribute to increased autonomy: 1. Clear Guidelines: By providing clear guidelines and expectations, the new procedures offer employees a framework within which they can exercise autonomy while ensuring alignment with organizational goals and standards. Clear guidelines empower employees to make informed decisions without constant supervision or micromanagement. 2. Empowerment Through Training: Training programs accompanying the new procedures can equip employees with the necessary knowledge, skills, and tools to effectively execute their tasks autonomously. When employees feel confident in their abilities and understand the rationale behind the procedures, they are more likely to take ownership of their work and exercise autonomy responsibly. 3. Decision-Making Authority: The new procedures may delegate decision-making authority to frontline employees, enabling them to make decisions on issues within their scope of responsibility without needing approval from higher levels of management. This delegation of authority fosters a sense of ownership and accountability among employees and encourages proactive problem-solving. 4. Flexibility in Implementation: By allowing flexibility in how procedures are implemented or adapted to specific situations, employees have the freedom to tailor their approach based on individual preferences, strengths, and the unique needs of their work environment. This flexibility promotes creativity, innovation, and adaptive thinking among employees. 5. Feedback Mechanisms: The new procedures may incorporate feedback mechanisms that solicit input from employees on their experiences with the procedures and opportunities for improvement. By actively involving employees in the continuous improvement process, the organization demonstrates trust in their judgment and empowers them to contribute to refining procedures to better suit their needs and preferences. 6. Recognition and Rewards: Recognizing and rewarding employees for demonstrating initiative, innovation, and effective decision-making under the new procedures reinforces a culture of autonomy and encourages continued autonomy-driven behavior. Rewards can take various forms, such as praise, promotions, bonuses, or opportunities for professional development. Overall, the new procedures likely increase autonomy by providing employees with the tools, training, support, and authority they need to take ownership of their work, make decisions independently, and contribute meaningfully to the organization's success. Autonomy-driven workplaces foster employee engagement, satisfaction, and performance, ultimately leading to improved outcomes for both employees and the organization. 3. What lessons can be learned from this case about the way to implement effective work redesign? Answer: Part of successful implementation depends on the methods used to investigate and plan the work redesign. The hospital involved nurses from a variety of areas in all aspects of the change. Furthermore, the hospital had the nurses write wish lists for the nursing model of redesign (with input from their peers) and present those lists to the committee. Thus the lessons relate to the importance of involving those who are affected by and who implement the changes. DISCUSSION CASE: Josh’s Toy Manufacturing Questions 1. Do you recommend that the four machine operators continue to switch machines every hour? a. Would you recommend that the operators be permanently assigned to the machines they currently operate during Hour 3? b. What do you think would be the consequences of any changes you might recommend? Answer: Yes, with some changes that should become evident through a job analysis. a. No. b. If the employees are not involved in the change, the results most likely will include resistance, lower morale and organizational commitment, reduced productivity, and higher absenteeism and turnover. 2. How can the principles of the mechanistic approach to job design inform a decision about how to assign workers to machines? a. What about the principles of the motivational approach? b. the perceptual approach? c. the biological approach? Answer: Using the principles of scientific management to find the work methods that eliminate wasted effort, save time, and are the most productive. a. Ask the employees about their perceptions of the aspects of the job characteristics model and whether they want more or less of any of the characteristics. b. Tasks would be grouped together to help employees perform better. Mental demands on employees would be simplified. This most likely would result in more sequential processing and low autonomy. c. The focus would be on health and physical stresses and demands placed on workers. Task demands would be evaluated on the basis of strength, endurance, and stress put on the joints. 3. How could job analysis be used to improve this assembly line? Answer: Job analysis would identify the skills and job tasks necessary for success. Training and hiring would be guided by the job analysis. It also could investigate the working conditions (and how to reduce their negative influence). ADDITIONAL WEB-BASED ACTIVITIES Overview of Activity Identify stressful aspects of jobs, organizations, and industries in specific job descriptions found on websites. Exercise: Refer to the inset box How Do We Know? What Happens When Employees Burn Out? found on page 136. Students provide you copies of one or more job(s) that they’ve found on one or more web sites such as those listed below: Costco, Frontier Airlines, W.L. Gore, and The Venetian Resort, Hotel, Casino). Then the students report on what aspects of the job and industry/organization might be extremely stressful (over time) and provide suggestions regarding how to reduce the stress of them. Many helpful websites are provided that address work-related stress. Alternate Approaches to the Exercise: Students could compare job descriptions found on one or more websites on such factors as work approach(es) most likely used to create the job descriptions and how to reduce the stress and/or increase the effectiveness of one or more jobs (based on the job descriptions). Links to relevant information Websites that have fairly complete job descriptions include: www.costco.com (click on “Employment Opportunities” at bottom of webpage) and https://www.frontierairlines.com/ (click on “Work with us” link), http://www.gore.com/en_xx/jobsearch.html and https://www.hrapply.com/venetian/setup.app. These websites provide job descriptions that are more detailed than a single paragraph. The job descriptions listed on Frontier’s website are very extensive. Other websites have detailed job descriptions but many don’t. You may want to define how much job-related information must be provided on the website for that job description to be acceptable. Some helpful websites that address job stress include: www.osha.gov healthylifestyle.upmc.com/StressWorkplace.htm www.maine.gov/tools/whatsnew/attach.php?id=1173&an=1 www.mindtools.com/stress/pj/StressIntro.htm www.enotalone.com/article/6995.html www.thirdage.com/healthgate/files/21280.html www.helpguide.org/mental/stress_signs.htm www.helpguide.org/mental/work_stress_management.htm www.cdc.gov/niosh/stresswk.html www.athealth.com/Consumer/disorders/workstress.html www.usw.org/usw/program/content/513.php Chapter 5 Recruiting Talented Employees DISCUSSION QUESTIONS 1. Why do organizations with differentiation strategies benefit from targeted recruiting approaches? Answer: Differentiation HR strategies rely on specific contributions from a select group of employees. People are hired because they have rare skills and abilities, and only a small number of people actually have what it takes to succeed. 2. What makes people react positively when organizations share negative information during the recruiting process? Answer: Organizations are seen as being truthful and people make commitments with full knowledge of the strengths and weaknesses of the other party. This increases the likelihood that their expectations will be met in the future and they will have made a good choice accepting the job. 3. What can organizations do to improve their human resource planning process? What types of information improve forecasts? Answer: The information and strategies developed through the HR planning process are only estimates and usually not totally accurate. Nevertheless, careful planning allows organizations to act strategically rather than simply react to changes. Furthermore, many organizations benefit from combining elements of centralized and decentralized procedures. Helpful information includes available talent (internal and external), movements of internal talent, and future needs based on such things as demand for products and services. 4. What are some primary differences between new workforce entrants, unemployed workers, and currently employed workers? How can organizations best recruit these different types of job seekers? Answer: New Workforce Entrants: Most people enter full-time workforce when graduate from high school or college. Typically go through two stages: (1) intense, broad search of formal sources of information about opportunities, and (2) focus on explicit information about small number of possibilities. Organizations need to share positive messages that set them apart from other potential employers, and current employees should contact potential employees and share information that helps job candidates decide whether a specific job is right. Unemployed Workers: They get depressed easily. They experience decreased mental and physical health, less life satisfaction, and increased marital and family problems. Organizations should actively seek out and encourage people who have been laid off from other jobs and help individuals regain a sense of self-worth and confidence. Workers Currently Employed: People who search for jobs while employed tend to be intelligent, agreeable, open to new experiences, and less prone to worry. Organizations should direct recruiting messages to employees who have recently experienced negative changes in their work roles and try to minimize the hassle of changing jobs. 5. What characteristics make an organization attractive to you? List some specific companies that you think have those characteristics. What factors have influenced your perceptions about these companies? Answer: I can provide insights into characteristics that may make an organization attractive to individuals. Some characteristics that might attract individuals to an organization include: 1. Strong company culture: Organizations with a positive and inclusive culture, where employees feel valued, respected, and supported, are often attractive to job seekers. Companies like Google, known for their vibrant and innovative culture, offer opportunities for personal and professional growth, collaboration, and creativity. 2. Opportunities for growth and development: Individuals are often drawn to organizations that prioritize employee development and offer opportunities for advancement. Companies like Amazon, with their focus on innovation and continuous learning, provide employees with access to resources, training, and mentorship to support their career growth. 3. Work-life balance: Organizations that prioritize work-life balance and offer flexible work arrangements are appealing to many individuals, especially those seeking to balance their professional and personal responsibilities. Companies like Microsoft, which emphasize flexibility and remote work options, attract employees looking for greater autonomy and control over their schedules. 4. Competitive compensation and benefits: Competitive salary, comprehensive benefits packages, and perks such as wellness programs, parental leave, and employee discounts can make an organization more attractive to job seekers. Companies like Apple, known for their generous compensation and benefits offerings, appeal to individuals seeking financial stability and security. 5. Social responsibility and sustainability: Organizations that demonstrate a commitment to social responsibility, environmental sustainability, and ethical business practices often resonate with individuals who value corporate citizenship. Companies like Patagonia, renowned for their environmental activism and commitment to sustainability, attract employees who align with their values and mission. Factors that influence perceptions about these companies include media coverage, word-of-mouth recommendations, personal experiences, and corporate branding and marketing efforts. Positive experiences shared by current or former employees, favorable reviews in the media, and awards or recognitions for workplace excellence can enhance the reputation and attractiveness of an organization. Additionally, corporate social responsibility initiatives, sustainability practices, and public statements by company leadership can shape perceptions about a company's values and commitment to social and environmental issues. 6. Why are employee referrals a good recruiting source? What might keep you from referring friends and acquaintances for a position at an organization where you work? Answer: Referrals are thought to have at least four primary strengths in that they represent a relatively inexpensive method of recruiting, are quicker than many other forms of recruiting, tend to identify better employees who are less likely to leave the organization, and result in current employees becoming more committed to the organization when they successfully refer someone. Employee referrals are a valuable recruiting source for several reasons. Firstly, employees are likely to refer candidates who they believe are a good fit for the organization culturally and professionally, increasing the likelihood of finding qualified candidates who align with the company's values and goals. Additionally, referred candidates often have a higher retention rate and faster onboarding process compared to candidates sourced through other channels, as they are typically familiar with the company's culture and expectations. Moreover, employee referrals can reduce recruitment costs and time-to-fill metrics, as they tend to result in a higher volume of quality candidates in a shorter timeframe. However, several factors might deter employees from referring friends and acquaintances for a position at their organization. Firstly, employees may be hesitant to refer individuals whose skills or work ethic they are uncertain about, fearing that their own reputation or relationship with the organization could be jeopardized if the referral does not perform well. Additionally, employees may have concerns about nepotism or favoritism if they refer friends or acquaintances, especially if the organization does not have clear policies or guidelines for handling referrals. Moreover, employees may be reluctant to refer candidates if they perceive the organization's culture or work environment to be toxic, dysfunctional, or unsupportive, fearing that their friends or acquaintances may have a negative experience if hired. Lastly, employees may simply not know of any suitable candidates to refer or may prefer to keep their personal and professional networks separate for privacy or boundary reasons. 7. What features increase the attractiveness of company websites? Answer: More advanced websites include search engines for locating particular types of jobs, as well as services that send e-mail messages notifying users when certain types of jobs appear. Most sites also provide information about the work environment, benefits, and employee diversity. 8. What are some positions that a company might want to recruit through private employment agencies? Why are the services of a private agency worth their high cost for these positions? Answer: Professional recruiting firms have helped organizations identify recruits that have specific job skills for job positions in areas including office services, accounting, engineering, information technology, law, science, marketing, light industrial, education, health care, home care, and top level executives. 9. Which companies do a good job of recruiting students from your college or university? Answer: However, I can provide insights into companies that are often recognized for their successful recruitment efforts on college campuses. Several companies are known for their effective recruitment strategies targeting college students and recent graduates. These companies often participate in campus career fairs, networking events, and internship programs to attract top talent. Some well-known examples include: 1. Google: Google is highly regarded for its recruitment efforts on college campuses, offering internships, co-op programs, and entry-level positions to students from diverse academic backgrounds. The company emphasizes innovation, creativity, and learning, making it an attractive option for students interested in technology and software engineering. 2. Microsoft: Microsoft has a strong presence on college campuses, recruiting students for internships, rotational programs, and full-time positions in fields such as software development, product management, and data science. The company offers opportunities for hands-on experience, mentorship, and career growth, appealing to students seeking opportunities in the tech industry. 3. Deloitte: Deloitte is a leading professional services firm that actively recruits students from colleges and universities for internships and entry-level positions in consulting, auditing, tax, and advisory services. The company offers extensive training, mentorship, and career development opportunities, making it an attractive option for students interested in pursuing careers in business and finance. 4. Amazon: Amazon is known for its robust campus recruitment programs, including internships, leadership development programs, and entry-level roles in areas such as operations, marketing, and software engineering. The company offers a dynamic and fast-paced work environment, as well as opportunities for innovation and career advancement, attracting students with diverse skills and interests. 5. Apple: Apple recruits students from colleges and universities for internships and entry-level positions in areas such as software engineering, design, marketing, and retail. The company emphasizes creativity, passion, and innovation, offering opportunities to work on cutting-edge projects and products that have a global impact. These companies invest in building relationships with colleges and universities, engaging with students through campus events, career workshops, and networking opportunities. They offer attractive internship programs, competitive compensation packages, and opportunities for professional growth and development, making them popular choices among college students and recent graduates seeking meaningful and rewarding career opportunities. 10. What are some recruiting sources and practices that might be seen as effective in terms of quantity but not in terms of quality? Answer: Newspaper and electronic advertisements provide high quantity but not necessarily high quality. The practice of broad targeting strategy focuses on identifying a large quantity of workers. EXAMPLE CASE: Mitre Questions 1. What overall HR strategy do you think MITRE is pursuing? Is its recruiting focus broad or targeted? Does it primarily use internal or external sources? Answer: Free Agent HR Strategy; Targeted and External recruiting. 2. What characteristics of MITRE make it particularly attractive to older workers? Answer: MITRE’s excellent reputation in operating its FFRDCs is very attractive to many mid- and late-career people who view their employees as respected subject matter experts. Older engineers and scientists appreciate the kind and quality of work done at MITRE and how it affects at an early stage the high-level decisions made at the government agencies they support. 3. Why is the referral program at MITRE so successful? What are some elements of success that could be copied by other organizations? What success factors do you think would be hard to duplicate elsewhere? Answer: The referral program is so successful because MITRE employees are motivated by their desire to fulfill their sponsors’ mission expectations and to work in collaboration with other equally talented individuals. The referral program pays employees a bonus of $2,000 for technical staff hires, $1,000 for non-technical staff hires, and $500 for non-exempt hires. Some of the elements of successful referrals that could be copied include: bonuses, frequently communicating urgent recruiting needs to employees, (if employees attend conferences or professional meetings) employees collect business cards of qualified people, and utilizing HR in the recruiting process. Some of the success factors that might be difficult to duplicate include: contacting potential candidates when they attend symposia or meetings on organization’s property, potential candidates talking to “an engaged cadre” of organizational members, and employees knowing enough to hand out networking cards to those who express interest in organization. DISCUSSION CASE: Friendly Financial Works Questions 1. What aspects of the recruiting process increase the likelihood that territory managers will leave once they have been hired? Answer: Only three to four days recruiting in an area hiring best candidate available at that time, idealistic messages, job candidates are sold on the job, and only using local newspaper advertisements. 2. Should Friendly Financial use other methods to recruit territory managers? Which methods? Answer: Yes, they should add private employment agencies, head-hunters, and electronic advertising (including extensive information on their own website). They might consider adding some centralization to their recruiting and establishing a strong brand image (including characteristics) that attracts the desired type of managers. 3. Is the recruiting process at Friendly Financial efficient? What are some things that might be done to reduce recruiting costs? Answer: No, it is not efficient (e.g., 200% annual turnover). Some things that could be done include using flow process recruiting and/or more careful planning, realistic job previews, train managers in effective recruiting techniques, provide financial incentive for managers who hire territory managers that stay a year or more. APPLICATION EXERCISE: Learning about your Career Center Visit the career center at your school. Meet with a career counselor. As you learn about the services of¬fered through the career center, try to find answers to the following questions: 1. What services does the career center offer? Answer: Career centers typically offer a wide range of services and resources to assist students, alumni, and sometimes even faculty and staff in navigating their career paths and achieving their professional goals. Some common services provided by career centers include: 1. Career Counseling: Career counselors offer one-on-one guidance to individuals seeking assistance with career exploration, decision-making, goal setting, and action planning. They may help with assessing skills and interests, exploring career options, and developing strategies for career advancement. 2. Resume and Cover Letter Assistance: Career centers offer support in creating, revising, and tailoring resumes and cover letters to match specific job opportunities and industry standards. They provide feedback on content, formatting, and presentation to help individuals effectively showcase their qualifications and experiences. 3. Interview Preparation: Career centers offer mock interviews, workshops, and resources to help individuals prepare for job interviews. They may provide guidance on answering common interview questions, practicing professional communication skills, and mastering interview techniques. 4. Job Search Strategies: Career centers offer assistance with job search strategies, including identifying job leads, utilizing online job boards and networking platforms, and accessing hidden job markets. They may offer workshops on job search techniques, networking strategies, and leveraging social media for job hunting. 5. Career Assessments: Career centers may administer career assessments and inventories to help individuals gain insights into their personality, interests, values, and skills, and explore potential career paths that align with their strengths and preferences. 6. Networking Opportunities: Career centers facilitate networking events, career fairs, employer information sessions, and alumni networking opportunities to connect individuals with employers, industry professionals, and alumni for networking, mentorship, and job opportunities. 7. Professional Development Workshops: Career centers offer workshops and seminars on topics such as professional etiquette, workplace communication, leadership development, personal branding, and career management skills to enhance individuals' professional competencies and readiness for the workforce. 8. Internship and Job Placement Assistance: Career centers provide support in securing internships, co-op experiences, and full-time employment opportunities by connecting individuals with employers, assisting with application materials, and providing resources for job search and recruitment. Overall, career centers play a vital role in supporting individuals at various stages of their career development journey by offering personalized guidance, practical resources, and opportunities for networking and professional growth. 2. How can the career center help you find a job? When should you start working with the career center? Are there things you can do long before graduation to improve the effectiveness of your job search? Answer: The career center can help you find a job by offering a range of services and resources tailored to your needs and stage of career development. Here's how they can assist: 1. Resume and Cover Letter Assistance: Career centers provide guidance on crafting effective resumes and cover letters that highlight your skills, experiences, and qualifications in alignment with employers' needs. 2. Interview Preparation: Career centers offer mock interviews, interview workshops, and resources to help you hone your interview skills, practice common interview questions, and develop confidence in articulating your qualifications and experiences. 3. Job Search Strategies: Career centers provide support in developing personalized job search strategies, including accessing job boards, networking platforms, and industry-specific resources, as well as tapping into the hidden job market through informational interviews and networking. 4. Networking Opportunities: Career centers facilitate networking events, career fairs, employer information sessions, and alumni networking opportunities to help you connect with potential employers, industry professionals, and alumni for networking, mentorship, and job leads. 5. Career Advising: Career advisors offer one-on-one guidance and counseling to help you explore career options, clarify your goals, develop action plans, and overcome challenges in your job search. It's advisable to start working with the career center as early as possible in your academic journey, ideally from your freshman year of college. By starting early, you can take advantage of the full range of services and resources available, build a strong foundation for your career development, and maximize your opportunities for success. There are several things you can do long before graduation to improve the effectiveness of your job search: 1. Career Exploration: Take advantage of career assessments, workshops, and informational interviews offered by the career center to explore different career paths, industries, and job opportunities that align with your interests, values, and skills. 2. Skill Development: Seek out opportunities to develop transferable skills, such as communication, teamwork, problem-solving, and leadership, through internships, part-time jobs, volunteer work, campus involvement, and coursework. 3. Professional Networking: Start building your professional network by connecting with professors, classmates, alumni, industry professionals, and employers through networking events, LinkedIn, informational interviews, and professional organizations relevant to your field of interest. 4. Internships and Experiential Learning: Pursue internships, co-op experiences, summer jobs, research projects, or study abroad programs to gain hands-on experience, explore different career paths, and build a relevant skill set that enhances your employability. 5. Resume Building: Continuously update and refine your resume, highlighting your experiences, achievements, skills, and qualifications in a clear and concise format that resonates with employers in your target industry or field. By taking proactive steps to explore career options, develop relevant skills, build professional relationships, gain practical experience, and prepare application materials early in your academic journey, you can position yourself for a successful job search and transition into the workforce after graduation. 3. What companies have good relationships with your school? Which of these companies hire people in your field of study? What characteris¬tics do they look for in employees? Answer: Several companies may have good relationships with your school, depending on factors such as industry partnerships, alumni connections, recruitment initiatives, and campus engagement efforts. Some companies known for actively recruiting students from your field of study may include: 1. Tech Companies: Technology giants such as Google, Microsoft, Apple, Amazon, Facebook, and IBM often have strong relationships with schools, especially those with computer science, engineering, or IT programs. These companies hire students and graduates with backgrounds in computer science, software engineering, data science, and related fields. They typically look for candidates with strong technical skills, problem-solving abilities, creativity, adaptability, and a passion for innovation. 2. Consulting Firms: Consulting firms like McKinsey & Company, Bain & Company, Boston Consulting Group (BCG), Deloitte, and PricewaterhouseCoopers (PwC) often recruit students with backgrounds in business, economics, finance, or management consulting. They seek candidates with analytical skills, strategic thinking, leadership potential, teamwork abilities, and strong communication skills. 3. Financial Institutions: Financial institutions such as JPMorgan Chase, Goldman Sachs, Morgan Stanley, Citigroup, and Bank of America Merrill Lynch have established recruiting pipelines at many schools, particularly those with finance, accounting, or economics programs. They seek candidates with strong analytical skills, financial acumen, attention to detail, teamwork abilities, and a demonstrated interest in finance or investment banking. 4. Engineering and Manufacturing Companies: Engineering and manufacturing companies like Boeing, Lockheed Martin, General Electric (GE), Ford, and Toyota often recruit students with backgrounds in engineering, mechanical engineering, aerospace engineering, or industrial engineering. They seek candidates with technical expertise, problem-solving skills, attention to detail, teamwork abilities, and a passion for innovation and technology. 5. Healthcare Organizations: Healthcare organizations such as Mayo Clinic, Kaiser Permanente, CVS Health, Johnson & Johnson, and Pfizer may have partnerships with schools offering healthcare-related programs. They hire students and graduates with backgrounds in healthcare administration, nursing, pharmacy, public health, or biomedical sciences. They typically look for candidates with clinical knowledge, critical thinking skills, empathy, communication abilities, teamwork skills, and a commitment to patient care. Overall, these companies look for candidates with a combination of technical skills, domain expertise, soft skills, and personal qualities that align with their organizational culture, values, and job requirements. Additionally, they may value attributes such as leadership potential, adaptability, initiative, ethical integrity, cultural fit, and a strong work ethic in prospective employees. Engaging with career services, networking with alumni, attending career fairs, participating in internships, and conducting informational interviews can help students identify and pursue opportunities with these companies. 4. How do you go about using the career center to locate job openings? Does the career center sup¬port a website? Can you apply for as many jobs as you want? Answer: To utilize the career center to locate job openings, you typically start by accessing the career center's resources, which may include a website, job posting platform, or online job board. The career center may offer a dedicated website or portal where you can search for job openings, internships, co-op opportunities, and other career-related resources. You can typically filter job listings based on criteria such as industry, location, job type, and company size to find relevant opportunities. Many career centers partner with employers to post job openings exclusively for students and alumni of the institution. These job postings may include opportunities from both local and national employers across various industries. Additionally, the career center may host career fairs, networking events, employer information sessions, and on-campus recruiting events where you can connect with employers, learn about job opportunities, and submit applications. The career center's website or job posting platform may provide instructions on how to apply for job openings, which often involve submitting a resume, cover letter, and any additional application materials requested by the employer. Depending on the platform used by the career center, you may be able to apply for multiple jobs simultaneously, but it's essential to prioritize quality over quantity when applying for positions. While there may not be strict limits on the number of jobs you can apply for, it's important to tailor your applications to each position and demonstrate a genuine interest in the role and company. Focus on applying for positions that align with your skills, interests, and career goals, and take the time to customize your application materials to highlight your qualifications and fit for each opportunity. Leveraging the career center's resources, attending workshops on resume writing and job search strategies, and seeking guidance from career advisors can help you navigate the job search process effectively and maximize your chances of success. 5. Does the career center maintain a list of alumni that currently work for specific companies? Can you use this list to network with potential employers? Answer: Yes, many career centers maintain databases or directories of alumni who currently work for specific companies or within certain industries. These alumni databases serve as valuable networking resources for students and recent graduates seeking connections, advice, and opportunities in their desired fields. Alumni networks can provide insights into company culture, job roles, career paths, and industry trends, as well as potential referrals or introductions to hiring managers or recruiters. Students can leverage the career center's alumni database to identify and reach out to alumni who work for companies of interest. Networking with alumni allows students to gain firsthand insights into the company's culture, values, and work environment, as well as potential career opportunities. Alumni may offer guidance on job search strategies, resume writing, interview preparation, and professional development, based on their own experiences and career trajectories. Connecting with alumni through informational interviews, alumni events, mentorship programs, or professional networking platforms like LinkedIn can help students expand their professional network, build relationships with industry insiders, and uncover hidden job opportunities. By leveraging the career center's alumni resources effectively, students can tap into a vast network of professionals who are willing to share their expertise, offer advice, and support the next generation of talent in their career journeys. 6. What other services, such as interview training, are provided through the career center? Answer: In addition to interview training, career centers typically offer a wide range of services and resources to support students, alumni, and sometimes faculty and staff throughout their career development journey. Some of these services include: 1. Resume and Cover Letter Assistance: Career centers provide guidance on crafting effective resumes and cover letters tailored to specific industries, job roles, and career objectives. They offer feedback on formatting, content, and presentation to help individuals showcase their qualifications and experiences effectively. 2. Career Counseling and Advising: Career advisors offer one-on-one counseling sessions to assist individuals with career exploration, goal setting, decision-making, and action planning. They provide personalized guidance based on individuals' interests, skills, values, and career aspirations. 3. Job Search Strategies: Career centers help individuals develop personalized job search strategies, including accessing job boards, networking platforms, and industry-specific resources. They offer workshops, seminars, and resources on job search techniques, networking strategies, and leveraging social media for job hunting. 4. Networking Opportunities: Career centers facilitate networking events, career fairs, employer information sessions, and alumni networking opportunities to connect individuals with potential employers, industry professionals, and alumni for networking, mentorship, and job leads. 5. Professional Development Workshops: Career centers offer workshops and seminars on topics such as professional etiquette, workplace communication, leadership development, personal branding, and career management skills to enhance individuals' professional competencies and readiness for the workforce. 6. Mock Interviews: Career centers conduct mock interviews to help individuals practice and refine their interview skills in a simulated setting. They provide constructive feedback on responses, body language, and overall interview performance to help individuals feel confident and prepared for real interviews. 7. Career Assessments: Career centers administer career assessments and inventories to help individuals gain insights into their personality, interests, values, and skills, and explore potential career paths that align with their strengths and preferences. 8. Internship and Job Placement Assistance: Career centers provide support in securing internships, co-op experiences, and full-time employment opportunities by connecting individuals with employers, assisting with application materials, and providing resources for job search and recruitment. Overall, career centers play a crucial role in supporting individuals at various stages of their career development journey by offering personalized guidance, practical resources, and opportunities for networking, skill development, and professional growth. ADDITIONAL WEB-BASED ACTIVITIES Overview of activity Analyze the recruiting aspects of the McDonald’s website. As noted earlier, McDonald’s website is colorful and the “Work @ McDonald’s” link has informative links including success stories, job openings, Hamburger University (training), social responsibility, diversity, and the company’s history. Exercise: Refer back to Building Strength through HR: McDonald’s on pages 156-8. Students would evaluate the recruiting techniques, approaches, and effectiveness of the McDonald’s webpage at www.mcdonalds.com/. Of course, the students should focus their evaluation of recruiting effectiveness on one or more of the job descriptions found on their website. Job descriptions are not listed for all jobs, but most states have job descriptions for Restaurant Manager. You may want to assign a specific job description or set of job descriptions. Specific areas to be addressed include: (1) an overview of the various elements of the website that could relate to recruiting; (2) explain whether McDonald’s utilizes a broad or targeted approach; internal or external sourcing; and their HR Strategy; (3) explain whether they are giving realistic or idealistic messages; (4) explain why they think certain type(s) of job searcher are being targeted by the recruiting aspects of the website; (5) briefly explain 3-4 organizational traits or characteristics McDonald’s appears to be highlighting; and (6) explain 2-3 measures McDonald’s could use to determine the effectiveness of the recruiting aspects of their website. The paper could end with suggestions to improve the recruiting aspects of the website. This exercise could be written up in small groups or as individuals. If done in groups, each group also could present a different aspects of the paper to the class. Alternate Approaches to the Exercise: Students could compare specific recruiting aspects of the McDonald’s website with other recruiting websites and/or search engines (e.g., careerbuilder.com, monster.com, careers.yahoo.com/, craigslist.org). In this alternate approach, you might want to specify a job description that could be compared across the websites and identify specific aspects (e.g., details of job descriptions, user-friendliness, helpful advice to recruiter) You also might want to have students comment on the comparison Craig’s List provides of craigslist versus monster versus career-builder. For example, students could address the appropriateness of the effectiveness measures. Links to relevant information. www.mcdonalds.com/ www.craigslist.org www.careerbuilder.com www.monster.com careers.yahoo.com/ Chapter 6 Selecting Employees who Fit DISCUSSION QUESTIONS 1. How do the concepts of long- and short-term talent and generalist and specialist talent fit with overall HR strategy? Answer: Short-term generalists are hired to produce general labor inputs for a relatively short period of time (organizations with Bargain Laborer HR Strategy); Long-term generalists are hired to perform a variety of different jobs over a relatively long period of time (organizations with Loyal Soldier HR Strategy); Long-term specialists are hired to develop specific expertise and establish a lengthy career within an organization (organizations with Committed Expert HR Strategy); and Short-term specialists are hired to provide specific labor inputs for a relatively short period of time (organizations with Free Agent HR Strategy). 2. For what type of HR strategy is organization fit most important? When is job fit most needed? Answer: Organization-based fit is more important for long-term than for short-term employee (i.e., Loyal Solder HR Strategy). Job-based fit is more important in organizations that seek to hire specialists than in those that seek generalists (i.e., Free Agent HR Strategy). Committed Expert HR Strategy needs both organization and job fit. What type of organization should base hiring on achievement? What type should hire based on potential? Answer: Organizations seeking short-term specialists focus on measuring achievement (i.e., Free Agent HR Strategies). Potential is critical for organizations with long-term staffing strategies (i.e., Loyal Soldier and Committed Expert HR Strategies) and short-term generalists (i.e., Bargain Laborer HR Strategies). 3. What is reliability? How is it estimated? Answer: Reliability is the degree to which a selection method yields consistent results. All four methods rely on the correlation coefficient. 4. What is validity? How is it estimated? Answer: To be valid, a method of selecting employees must accurately predict who will perform the job well. Content Validity is supported when experts agree that the content of the assessment reflects the knowledge needed to perform well on the job. Criterion-related validity strategy differs from the content validation strategy in that the former uses correlation coefficients to show that test or interview scores are related to measures of job performance. 5. What factors affect the utility of selection methods? Answer: Validity, number of people selected into a position, length of time that people stay employed, performance variability, ratio of applicants to hires for a particular position, and fixed and variable costs. 6. What is the difference between fairness and legality? Answer: High validity may make it legal for an organization to use a test but not everyone may agree that the test is fair and should be used. Fairness goes beyond legality and includes an assessment of potential bias or discrimination associated with a given selection method. 7. Why do people sometimes react negatively to certain selection methods? Answer: Candidates have negative reactions to assessment techniques when they believe that the organization does not need the information being gathered—that the information is not job related (e.g., family and childhood experiences), and when candidates believe that test results cannot be evaluated correctly (e.g., handwriting analysis and psychological assessment). Perceptions of fairness differ among countries. 8. What are the strengths and weakness asso¬ciated with the following selection methods: Cognitive ability testing: Strengths: best predictor of performance, high reliability, difficult to fake, valid, high utility, legal in most settings, and high acceptability among hiring managers; Weakness: low acceptability among those who perform poorly on test Personality testing: Strengths: relatively effective selection method, useful for global firms, adequate reliability, overall criterion validity for teams, conscientiousness exhibits validity generalization, and simple to administer via internet; Weaknesses: validity depends on personality dimension, prohibited by some state laws, has adverse impact for women and minorities, people can fake answers, and faking can lead to unfair hiring decisions Physical ability testing: Strengths: high validity and utility for many manual labor positions and in jobs that require physical strength, important in relation to the Americans with Disabilities Act, high reliability, and few legal problems when tests based on job analysis; Weakness: demonstrates adverse impact Integrity testing: Strengths: reliable, valid, no adverse impact for minorities, can have utility, integrity tests scores correlated with personality test scores (especially for conscientiousness), computer-based tests have less adverse impact and are seen as more fair by applicants from minority groups, can be scored quickly, and predict counterproductive behavior, absenteeism, and overall performance; Weaknesses: generally made it illegal to use polygraph tests for hiring decisions, test security, and high potential for faking answers. Drug testing: Strengths: reliable and valid; Weaknesses: moderate utility because administrative costs can be high and low acceptability with those who use illicit drugs Application forms and resumes: Strengths: high utility and information about work experience correlates with performance; Weaknesses: reliability and validity depend upon information collected and some adverse impact (i.e., education and experience) Bio¬data: Strengths: Objective scoring methods improve reliability and validity; Weaknesses: poor validity generalization, high initial cost of creating measures, concerns about legality and fairness, and faking is likely because information is difficult to verify Work sample testing: Strengths: reliable, valid, high utility, and few legal problems; Weaknesses: not all jobs lend themselves to this sort of testing and assessment centers can be very expensive (low utility) Reference checking: Strength: most common selection technique; Weaknesses: competing legal issues of defamation of character and negligent hiring make reference checking particularly troublesome and negatively affects its validity Interviewing: Strengths: structured interviews have higher reliability and validity than unstructured, valuable in determining whether people ‘‘fit’’ with the job, workgroup, or organization; and effective format for obtaining information about background credentials, education, and experience; Weaknesses: can be discriminatory, low utility, and reliability and validity of unstructured interviews can be low 9. Which selection methods are best for organ¬izations with the various employee selection strategies? Cognitive ability tests are beneficial for organizations seeking short-term generalists and long-term generalists and specialists. Personality tests are beneficial for organizations seeking long-term generalists and specialists. Physical ability tests are not limited to a particular HR strategy. Integrity tests can be useful for organizations seeking short-term generalists. Drug testing can be useful for firms that hire most types of talent. Application forms and resumes most valuable for organizations seeking short-term employees and are used mostly in organizations hiring generalists. Application forms and resumes also are used in organizations seeking long-term employees. Bio¬data can benefit organizations whatever their staffing strategies. In regard to work sample testing, assessment centers are most common in organizations needing long-term specialists while other types of work sample tests are useful for organizations pursuing any of the staffing strategies. Reference checking is the most common selection technique. Safety concerns make a background check mandatory for many jobs. Although interviewing is used by organizations with all of the HR strategies, the focus of the interview questions depends on strategy. 10. What are the methods for combining scores from different selection methods? Answer: Common decision strategies include weighting the predictors, using minimum cutoffs, establishing multiple hurdles, and banding. Example Case: Outback Steakhouse QUESTIONS 1. How do the employee selection methods at Outback Steakhouse help achieve competitive advantage? Answer: They have a rigorous selection process that is rooted in and communicates their Principles and Beliefs. Thus they strive to hire the right people who accept and can accomplish the organization’s commitment to their customer and who will stay with Outback Steakhouse a long time. They use the Multiple Hurdles Approach, give applicants realistic job previews, share a document (Dimension of Performance) that details examples of the kinds of behaviors expected of Outbackers, and assess them for cognitive ability, personality, and judgment which are important job-related behaviors and attitudes. Finally, candidates are interviewed to determine their orientation toward aspects of Outback’s culture. 2. How important is organization fit for Outback Steakhouse? Answer: It appears that they are looking to hire long term employees who will stay with the organization for a long time and develop a deep understanding of company practices and operations. So organization-fit is very important to Outback Steakhouse. 3. Why does Outback Steakhouse order the selection methods such that ap¬plicants first complete an application, then complete tests, and then par¬ticipate in an interview? Answer: Using minimum cutoffs in a number of areas in progressive order (i.e., Multiple Hurdles Approach) increases the utility of their overall selection process. 4. Why do you think these selection methods are valid? Answer: They are related to the job and organizational needs. Discussion Case: Stringtown Iron Works QUESTIONS 1. Which of the overall HR strategies would be best for Stringtown Iron Works? Answer: Free Agent HR Strategy looking to hire Short Term Specialist. 2. Should Stringtown focus on job fit or organization fit? Answer: Job fit 3. Should Stringtown hire based on achievement or potential? Answer: Achievement 4. What selection methods would you recommend for Stringtown? Why? Answer: Some of the following might be done by the union. All of the following measure achievement and job-based fit: physical ability testing (p. 218), drug testing (p. 220), work sample testing (p. 220), application form (p. 223), reference testing (p. 224), and structured interview (p. 225). Additional Web-based Activities The following activity refers back to the Building Strength Through HR: Service Providers inset box on page 222. This activity could be accomplished in groups or by individuals as a written assignment or in-class activity. If done in class, you could provide students with copies of the preferred job descriptions from the website(s). Whether a written or group activity, students could briefly present their suggestions. Before assigning this activity, you should read the associated links to Sarah Gales’ featured article located at http://www.workforce.com/section/06/feature/23/42/11/index.html. The three links describe other information related to the selection decisions of the three organizations included in the inset box. Overview of activity. The careers or job links on the websites listed below provide additional information regarding the duties related to the jobs described in the box. The general information and duties listed for each position would help students identify other selection techniques that might be appropriate. Students could explain how 2-3 additional selection techniques could help identify job candidates who have the potential to provide excellent customer service. The students should explain why each technique appears appropriate and how at least one technique would fare on the criteria for selection techniques (i.e., reliability, validity, utility, legality and fairness, and acceptability). Careers and Jobs Websites. Relevant job-related information may be found at the following links. Outsourcing Solutions, Inc.: The link to short descriptions of job duties is located at http://www.osi.to/careers.asp. Spectrum Stores: No website was found for Spectrum Stores because they became Circle K stores. On April 11, 2006, Convenience Store Decisions reported that the 90-store chain of U.S. Spectrum Stores had been purchased by Alimentation Couche-Tard, (North America's third largest convenience store operator) through its subsidiary, Circle K Stores Inc.. Source: http://www.csdecisions.com/issue/article/42291/couchetard_acquires_spectrum_stores.aspx; accessed November 19, 2007) This transaction was finalized on June 12, 2006 (Source: http://www.couche-tard.com/modules/AxialRealisation/img_repository/files/documents/2006-eng/2006-07-12.pdf; accessed November 29, 2007). The stores are primarily operated under the Circle K® banner. Thus, the Circle K jobs website provides relevant information. Full job descriptions for a variety of Corporate and Field Jobs that could be used for this purpose: (http://www.circlek.com/CircleK/Jobs/default.htm). American Residential Services, L.L.C.: A short list of general duties for a variety of jobs may be found at (http://www.jobswithars.com/careers.php). Although any of the jobs listed would be appropriate, the job duties listed for the HVAC Tech – Entry Level and Electrical Services Tech jobs may be the most similar to the service technician job noted in the box. Overview of more in-depth activity. For a more in-depth analysis of the strategic nature of the selection decisions, students could refer to the main feature noted above (http://www.workforce.com/section/06/feature/23/42/11/index.html) and the three associated links related to the organizations described in the box. These articles should be combined with information from the relevant corporate level websites noted below. [Note: At the time of publication, no helpful strategic information was found on the website for American Residential Services, L.L.C. (http://www.ars.com/). Thus, the activity should focus on either Outsourcing Solutions, Inc. or Circle K Stores or both.] For Outsourcing Solutions or Circle K Stores or both, students could write a paper that explains how the selection techniques fit aspects of the organization’s mission or purpose, main goals, SWOT, the organization’s general business level strategy, and HR Strategy (discussed in Chapter 2). (Note: You may need to review the concept of mission or purpose of the organization for the students’ benefit.) For one of the organizations, the students also could explain how the organization’s recruiting and selection techniques support each other. A variation would be to compare and contrast the recruiting and selection techniques for the two organizations. Several of the differences could be explained in term of strategic differences. Because this is a more in-depth assignment, students should be forewarned of the assignment at the start of the semester and given several weeks to prepare the paper. Links to relevant strategic information. Strategic information may be found for Outsourcing Solutions, Inc. through their Corporate Brochure: http://www.osi.to/pdf/corp_brochure.pdf. Strategic information for Circle K retail stores may be found at a variety of links to http://www.circlek.com (such as links to Franchisees, Fleet Owners, and About Us). Strategic information about the parent and purchaser of Spectrum Stores, Alimentation Couche-Tard, http://www.couche-tard.com/index.php?module=CMS&id=1&newlang=eng. The following links may be helpful: Our Company, Investor Relations, and FAQs. Solution Manual for Human Resource Management: Linking Strategy to Practice Greg L. Stewart, Kenneth G. Brown 9780471717515
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