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BUS 5113 Group 46C Activity Project (Hiring Selection Case)

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Organizational Theory and Behavior (University of the People)

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Organizational Theory & Behavior

BUS 5113

“HIRING AND SELECTION CASE”

Instructor: Dr. Brooke Paquette

Team Members: 46-C

Hans Moorut

Khaled Nasif

Ni Ni Aung

Righteous Mfor

Group Responsibilities:

1. JOB DESCRIPTION – Righteous Mfor

2. RECRUITMENT PLAN – Ni Ni Aung

3. SELECTION PROCESS – Hans Moorut

4. INTERVIEW QUESTIONNAIRE – Khaled Nasif

JOB DESCRIPTION

Supervisor position

We're searching for a responsible Supervisor to oversee our operations' workflow in the areas of
product filling, packing, and labeling. You will be expected to supervise others as they do their
assigned tasks as a supervisor. He or she is also responsible for mentoring, resolving team dispute,
encouraging teamwork, and serving as a link between employees in the above-listed division senior
management to ensure effectiveness in the supervision function (Conlan, n.d.).

The ideal candidate will be joining a thriving team at ACME, where competent professionals will
be expected to mentor and educate personnel. He or she will be well-versed in the processes that
fall under the purview of the function, as well as results-oriented and focused. The purpose of
filling this job is to guarantee that operations are run efficiently in order to maintain profitability
and long-term growth (Conlan, n.d.).

Qualifications/Skills of Supervisor:

 Exceptional interpersonal and communication skills

 Team or departmental expertise

 Ability to maintain composure under pressure

 a thorough understanding of the company's policies

 Exceptional organizational and leadership skills, as well as strong work ethics

 Punctuality and time management abilities are required.

 familiarity with company policy and field legal guidelines

 able to work with Microsoft Office and other information technology systems

 Adapt to change in a professional manner

 A diploma or certificate in first-line management or a related discipline will be considered

an added advantage.

 BSc/BA in business management or a related field

 Previous experience in related roles, as well as qualifications, is considered an advantage.

Responsibilities:

The supervisor's overall responsibility is to explain organizational needs, monitor employee

performance, provide direction and support, identify growth needs, and manage the reciprocal
connection between staff and the organization to ensure that both are successful (Cornelius, 2013,
The supervisor will be in charge of the following (Faris, 2019), (Reh, 2020):

 Individual performance expectations must be aligned with the company goals.

 collaborating with their immediate reports to develop performance targets

 Assuring that performance objectives are communicated and updated

 Providing timely, fair, and constructive feedback on performance objectives and goals;
where needed, providing assistance, direction, and coaching support

 Ensure that all employees have a professional development plan in place.

 Conducting performance appraisals in accordance with established procedures and policies

 HR and top management to be reporting to.

 Providing comments and evaluating performance.

 Employees should be mentored, trained, and motivated to work as a team.

 In addition, you should be confident in your ability to resolve conflicts among team
members.
RECRUITMENT PLAN

Educational Requirements:

Diploma or degree in engineering, manufacturing, science, or any manufacturing-related discipline.

Certification for workplace safety training is required.

Experience:

A minimum of 5 years of relevant work experience in a manufacturing environment, preferably in

filling, packing, and labeling is required. Capability to direct a group of people.

Remuneration:

1. A monthly salary of $3,000 plus a yearly raise and allowance.

2. The total weekly working hours will be 40 hours, with two days off. However, you should
anticipate to work on weekends.

3. You will be entitled to 14 working days of annual leave per calendar year, as well as the
ability to take unpaid and medical breaks as per company policy and confirmation.

4. Lunch will be given on working days

Our company ensures equality, diversity, and inclusion, which are the mission, strategies, and
practices of a company to support a diverse workplace and leverage the effects of diversity to gain
a competitive business advantage. To ensure that our resources are sharpened and that our
personnel gain technical interpersonal skills, we give ongoing skill upgrades and training for long-
term employees.

The interested applicant completes the form on our company's website's career section or on any
local job portal (Gusdorf, 2008). Alternatively, you may send your CV and a cover letter, as well
as your preferred salary, to HR@productmanufacturing.com by the 4th August May of 2021. By
the third week of August 2021, we may notify you if you have been short-listed for an interview.
For those who live in distant cities, we give Zoom or Skype meeting interviews.
 SELECTION PROCESS

A fair selection process is required to find the best candidate for a job opening. In this

discussion, we'll look at the various methods and stages of employee selection, as well as the

best strategy for selecting the best candidate for a specific job. There are a variety of methods for

selecting a candidate for a specific position. The seven selection processes (Vulpen, n.d.) that

Dan can use to find the best candidate to replace Ron as supervisor are listed below.

Application:

After the job opening is posted, candidates will begin to apply. Dan should consult with

his recruitment team to develop a recruitment strategy that will appeal to the best candidate for

the job. Make sure the words in the post are about hiring candidates and who they are as a

business.

Screening and pre-selection:

This method can be implemented in a variety of ways. These are some of the methods:

i. Resume screening – this helps the recruiter determine if the applicant

meets the job's requirements. Dan or the recruitment team can determine

whether the applicants are qualified for the supervisory position. He or

she should have had at least some experience managing/supervising

employees with the same or similar companies.

ii. Phone screening – after the recruiter confirms that the applicant is

qualified for the job based on the resume, he or she will call to have a

brief conversation. It is beneficial to learn more about the applicant and

what he expects from the company.

 iii. Pre-selection – This is a very effective screening technique. It aids in the

elimination of potential mismatches. A realistic job preview is

frequently included. It's as if you're showcasing both the positive and

negative aspects of your job. Dan will be able to narrow down and filter

the applicants who will only be interviewed in person at this stage.

Interview:

Dan or the recruitment team can invite the shortlisted applicant for an interview after pre-

selection is completed. It can be done in person or online, with him or a group of people acting

as the interviewer. At this point, the interviewer can ask questions about the job. You can inquire

about the applicant's experience managing people, as well as any problems he or she has

encountered and how they were resolved. They can also pose hypothetical questions similar to

the current production crisis to see how he or she would handle and respond to such a situation.

They will make it possible to determine who the best candidate for the job is. Unstructured and

structured interviews are both possible (Garner, 2012). Structured interviews consist of a set of

standardized questions that allow for easy comparison of responses with those of other

candidates. Dan can also use the STAR method during the selection process, which is one of the

more compelling methods. This method allows you to evaluate an applicant's responses and

practical thinking in a variety of job-related situations.

 Describe the situation to one of the candidates.

 Identifying his or her goal is the task.

 Allow the applicant to formulate action plans for how he or she will solve the problem.

And, finally, the outcome – Have the candidate describe the outcome as well as what he

or she learned from the experience.

 This is the most important step in the selection process because it is here that you will learn

about and assess the applicant's knowledge and abilities to perform a specific task. In general,

a recruitment interview should include context, content, and contact information (Garner,

2012)

 Context – In this section, you must determine whether or not the person is capable of

performing the job.

 Content – The recruitment interview should include questions that allow you and

the interviewee to learn more about each other.

 Contact – This is the degree to which the employee's and the organization's needs

are similar.

Assessment:

The evaluation process is a step-by-step extension of the interview process. Dan can

administer IQ tests to all pre-qualified candidates to assess their knowledge and mental abilities.

If the supervisor Dan hires has a high IQ score, we can assume that he or she will be able to

solve problems more quickly and accurately. When it comes to personality, look for someone

who is dedicated to his work, patient enough to deal with ungrateful employees, and who

commands respect without being abusive or bossy. Individuals with this trait are more likely to

be hardworking and goal-oriented.

References and background check:

At this stage, we need to narrow down the candidates by verifying or authenticating what

they said and demonstrated during the interview. It's a great way to learn more about a

candidate's skills and abilities in a more transparent way.

Decision – The recruitment team and Dan will choose the best candidate from all of the

applicants in this section. Whom they saw as having a lot of potential for the company's growth.
And, by assisting Dan in making his decision, I will advise him to select the most patient and

powerful candidate.

Job offer and contract:

The process isn't finished after you've chosen the best candidate for the job; the applicant

must first accept the offer. At this point, the hiring team should have all of the information

necessary to persuade the candidate to say yes. As discussed during the interview, the package

should meet his expectations. These are some of the possibilities, but they are not exhaustive

(competitive salary, allowance, medical insurance, social security, gratuity pay, etc.).

During the recruitment process, selecting and obtaining high-quality candidates is a long-

term investment in an organization. A well-organized selection process assists the recruitment

team in selecting the best possible candidate for the job while also assisting the organization in

reducing hiring costs by avoiding repeat hiring processes due to unqualified and dissatisfied

employees (MaRS, 2020).

INTERVIEW QUESTIONNAIRE

Job descriptions usually provide a list of the job duties & responsibilities, required

qualifications in terms of experience and educational degree as well as required competencies for

the job role. Competency is a combination of attributes, skills, and behavior that is related to

performing the job successfully. They are divided into core and managerial competencies. The

core competencies are considered important for all staff of the organization. Where the

managerial competencies are considered essential for staff with supervisory responsibilities

(Pollard, 2010).
 Given the background of this case and the challenges that will face the potential candidate for

this job, we should look for the candidate that poses the following core and managerial

competencies.

Core Competencies:

 Communication: Issue instructions and directions to operations employees, conducts

negotiation & resolves conflicts, and provides technical advice or support.

 Teamwork: Work with several operations teams, encourage employees to contribute,

collaborate with colleagues across other work units, and establish a team culture.

 Planning & Organizing: Setting goals and targets, organize the time and

resources necessary to deliver work, and monitor the delivery of work against a

plan.

Managerial Competencies:

 Leadership: Able to lead operations employees to accomplish objectives,

resolves conflicts by pursuing mutually acceptable solutions, and drives for

change & improvement.

 Building Trust: Operates with transparency & has no hidden agenda, places confidence

in employees & colleagues and gives proper credit to others.

• Managing Performance: Accurately judges the amount of time and resources needed

to accomplish the task, regularly discusses performance and provides feedback to

employees, and appraises performance fairly.

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During the recruitment and selection, the interview questions will be developed for the

selection panel to measure the candidate's abilities for the above competencies. This is what is

called a competency-based interview selection process which will allow Dan and the panel to

screen the candidates objectively and allow them to make a rational decision (Nottingham

University, 2012). The following questions can be used during the interview to assist Dan and the

selection panel in selecting the best candidate with the required competencies to address the

several challenges that previous supervisor was faced with:

1. Give an example of a situation where it was important to communicate objectives clearly to

employees. Why was it important? How did you prepare for this communication? What

factors did you feel were important to address? How did you ensure your success in delivering

the required objectives?

2. Describe an occasion where you had difficulties working with a team. What was the cause

of these difficulties? How did you deal with it? What was the outcome?

3. Describe how you develop actions for achieving objectives. How useful were your actions?

What is the key thing to developing action plans?

4. Give an example when you had to take action to increase an employee's motivation. What

actions did you take? How effective were these actions? What other things could you have

done?

5. How do you go about building and maintaining trust with your employees? Give examples

from past employment? What is the most important to manage for your employees to give

you their trust?

6. Give an example of when several employees of your team made mistakes during work. What

did you do to address that? How did you convey the message to them? How did you ensure that

these mistakes were not repeated?

 References

Conlan, C. (n.d.). How to write a job description that finds you great candidates. Monster.

https://hiring.monster.com/employer-resources/recruiting-strategies/talent-

acquisition/how-to-write-a-job-description/

Cornelius, M. (2013). Supervisor Roles and Responsibilities: Helping People Succeed. gnof.org.

http://www.gnof.org/wp-content/uploads/2015/06/Supervisor-Roles-and-Responsibilities-

Packet.pdf

Faris, S. (2019, March 12). Role of a Supervisor in the Workplace. Chron.

https://smallbusiness.chron.com/role-supervisor-workplace-11210.html

Garner, E. (2012). Recruitment and Selection: Hiring the people you want.

https://bookboon.com/premium/reader/recruitment-and-selection

Gusdorf, M. L. (2008). Recruitment and Selection: Hiring the right person. USA: Society for

Human Resource Management.

https://cdn.ymaws.com/ise.org.uk/resource/resmgr/files/knowledge_reports/Recruitment_

and_Selection_IM.pdf

MaRS. (2020, August 26). A guide to employee recruitment, selection, and hiring. MaRS Startup

Toolkit. https://learn.marsdd.com/article/a-guide-to-employee-recruitment-selection-and-

hiring/

Nottingham University. (2012). Behavioral Competency Reference Guide.

https://www.nottingham.ac.uk/hr/guidesandsupport/performanceatwork/pdpr/documents/

pdpr-behavioural-competency-reference-guide.pdf

Pollard, C. (April 2010). UN Competency Development – A Practical Guide.

https://hr.un.org/sites/hr.un.org/files/Un_competency_development_guide.pdf
Reh, J. (2020, January 14). What Does a Supervisor Do? the balance of careers.

https://www.thebalancecareers.com/supervisor-2276098

Vulpen, E. (n.d.). The Selection Process: A 7-Step Practical Guide. AIHR Digital.

https://www.digitalhrtech.com/selection-process-practical-guide/