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Abhishek Mishra IHRM Assignment Development of a Multinational Personnel Selection System

Abhishek Mishra IHRM Assignment Development of a Multinational Personnel Selection System

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Published by: Abhishek Mishra on Feb 19, 2012
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Question 1: Write the brief synopsis of the case?
 Answer: The owner of a company with production plants in various regions in the world wants to standardize the methods of personnel selection for the Asian-Pacificregion (APAC). A new system of personnel selection has to be developed for middlemanagement positions in APAC. The owner delegates this task to a cross-functional,multinational project team that operates in Hong Kong headed by human resources(HR) executive and expatriate from Germany. In terms of the new personnelselection system, he has two opposing goals in mind: the new personnel selectionsystem should be highly specific for a particular country and simultaneously valid fordifferent countries. A series of issues must be resolved in order for the project to besuccessful. Some of these issues are related to the personnel selection system; the jobrequirements to be assessed, the modules it must include, the stages and methods of each module and the implementation of the system across countries in APAC. Otherissues are interpersonal, such as the cultural differences and the heterogeneousperspectives that exist among the team members, and a conflict between the HR executive and the owner.Question 2: Kindly comment on the recruitment & selection process being developed. Does it make sense or not? Argument on each stage? Answer: Exist national differences in selection processes and some of the variability across organizations in staffing approaches is due to the nation in which anorganization operates. In this case, we have an international management, Germanand Chinese Human Resource experts with multinational candidates and aspects of selection system.Each recruitment source has strengths and shortcomings. Broad generalizations canbe made regarding quantity, quality, and cost and can impact the human resourcesoutcomes for different recruiting methods.The first strength about the personnel selection system was having the final decisionabout how to select these people. They decided on two-tiered. The first tierconsisting of viewing of the candidates· application documents, a telephoneconference with the applicants in an unstructured manner, and obtaining of threeformer employer·s references. The second tier was separated by four modules:1) Panel interview.2) Biography-oriented in- depth.
) Simulated group exercise.4) Testing procedures. Another relevant strength was having three persons evaluating the applicants·documentation. This ´6-eye-methodµ, is a process of overview the applicants andtheir qualifications. The ´6-eye-methodµ, it is very interesting and essential becausethe applicants will have more than one opinion about their applications. This methodis a good way to have broadened perspective of the candidates. For this case, APACpersonnel were focusing more on the KSAOs of the applicants. Effectively, staffing group would have to define the job requirements together with competency information, for each of these management positions available. The definition of the job requirements was proposed and the Koch, the manager leader, agreed on them.They were based on six dimensions cited by one of the team members: planning / organizing, initiative, adaptability, conflict management, decision-making / goal-orientation, and leadership. Sustained by this definition, the personnel selectioncriterion was completed.Phone interviews have been very cooperative and beneficial for many employers, andone of the advantages it is the travel costs reduction. In addition, the phone call canencourage the applicant to listen to a question and respond it on his/hers time. Another advantage will be because the applicant is not at the same room as theinterviewer; he/she can make commentaries accompanied by facial expressions. What probably a person would not do it in a face-to-face interview. Normally,interviewers want to know who the applicant is, what he/she knows, and whether if this person would be good to work with.On the other hand, shortcomings may appear as; the interviewers can make theirdecisions based on superfluous aspects rather than on the applicant·s abilities andqualifications. Some factors to influence the interviewers can be tone of theinterviewee·s voice: its inflection, mood, attitude, and even body language caninterfere on the voice.In addition, APAC·s HR group would have the references from former employers asanother strong point to evaluate the applicant·s personality. This can bring moreinformation about the candidate·s relationship with colleagues and managers. Also, it could value if the individual had social skills and if he/she could work around difficult social workers situations.

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