Alexandra Fulton

HRM 438 98
Case Study #7
4/7/23
1. Purpose: To hire a store manager for the Tanglewood flagship store in Spokane who

will lead and manage the store operations, ensure profitability, and maintain the

store's position as a leader in the retail industry.

KSAOs;

Knowledge- knowledge of retail industry, strategic sales and marketing plans, financial

management, human resource management, customer service.

Skills- leadership, communication, decision-making, problem-solving, time management

Abilities- ability to motivate and inspire team members, work under pressure and meet

deadlines, analyze financial data and make sound decisions, handle customer complaints

and resolve conflicts.

Other characteristics- Strong work ethic, High level of conscientiousness, Extraversion

and outgoing personality

The selection methods should go as follows:

Biodata- obtain biodata from candidates to assess their past experiences and

achievements in areas such as leadership, problem-solving, and customer service. This

should be related to the KSAOs identified for the position.

Marshfield Applicant Examination- implement the Marshfield Applicant Examination to

measure cognitive abilities, including verbal and numerical reasoning, and assess

candidates' potential to succeed in the position. This should be relevant to the KSAOs

identified for the position.

 Retail Knowledge Test- conduct a Retail Knowledge Test to evaluate candidates'

knowledge of the retail industry, including sales and marketing strategies, and financial

management. Should be relevant to the KSAOs identified for the position.

Conscientiousness- administer a personality test to measure candidates' level of

conscientiousness. This trait is important for the position as it is associated with

responsible behavior, attention to detail, and a strong work ethic.

Extraversion: administer a personality test to measure candidates' level of extraversion.

This trait is important for the position as it is associated with outgoing and sociable

behavior, which is important for customer service and sales.

2.

Biodat Applica Retail conscientiousne extraversi Unit Rationa

a nt exam knowled ss on weighin l

ge g weighin

David 70 45 65 75 70 65 66.75

Shauna 60 65 70 50 90 67 66.5

Max 80 60 40 90 80 70 67.5

Bruce 60 55 80 65 55 63 65.5

John 40 80 45 60 60 57 51.5

Mitchell 75 40 30 80 75 60 58.75

Brenda 55 35 45 60 75 54 53.75
Thomas 65 90 60 70 80 73 69

Adam 60 60 55 50 65 58 57.75

James 85 55 60 90 90 76 76

Corporate 50 50 50 50 50

average

Manageri 60 60 65 55 70

al

average

When it comes to unit weighing my top three finalists would be Max, Thomas, and

James. Multiple Hurdle Selection Procedure: In a multiple hurdle selection procedure,

candidates must pass each stage to move on to the next. For example, the first hurdle

might be a minimum score on a test, and only those who pass move on to the next stage

of the selection process. To mimic this method, they should screen out candidates who

score below the corporate average on any predictor for example -below 50, but rank the

remaining candidates based on their total score across all predictors, conduct interviews,

and review resumes for the top five candidates, rank the top five candidates based on

their interview and resume scores, and select the top three finalists. I think that a

combination of multiple predictor methods is going to be the most successful approach

for the position. When you use different methods, the company can observe a more

strategic understanding of each candidate's strengths and weaknesses and can look at the

candidates who perform well across multiple categories. The various methods used
 should depend on the needs of Tanglewood at the time and the job, in addition to the

available resources and time constraints.

3.

I would suggest involving something in the decision-making hiring process- Store

managers are responsible for the day-to-day operations of the store and have a good

understanding of the skillset required for different roles. They can provide valuable

insights into the needs of their specific store and how a candidate's experience and

qualifications would fit within their team for the regional Managers should oversee

multiple stores and have a broader understanding of the company's staffing needs.

Provide guidance on the company's overall hiring strategy and ensure that the hiring

decisions align with the company's goals. HR Manager should be responsible for

developing and implementing hiring policies and procedures. Give guidance on practices

for interviewing, screening, and selecting candidates. They should also make sure that

hiring process is fair and compliant along with legal requirements. Corporate Executives-

strongly have a strategic view of the company's staffing needs and can provide guidance

on the company's long-term hiring goals. They can should also be sure hiring process

aligns with the company's culture and vision.

4.

Introduction Selection is a critical process that determines the quality of new hires and their

fit within the organization. The purpose of this guide is to provide Tanglewood stores with a

framework for selecting candidates that aligns with the company's goals and values.
Selection Plan So I believe Tanglewood’s selection plan includes a set of things are identified

as effective in assessing job performance. These predictors are:

Combining Predictor- to make informed hiring decisions, managers combine multiple

predictors when assessing candidates. The number of predictors can increase the accuracy of

the selection process and give a more comprehensive understanding of the employees fit for

the organization. Guidelines for Managers - choosing people for hire, makers should be

involved in final decision, every choice puts a perspective to the hiring process and can help

ensure that hiring decisions align with the company's vision and values.
 References

Judge, T. A., & Kammeyer-Meuller, J. D. (2022). Staffing Organizations. McGraw Hill LLC.