Recruitment, Interviewing, and Candidate Selection

Recruitment, Interviewing, and Candidate Selection
“React Presents Chicago” ( aMUSIC PRODUCTION COMPANY, you can google it,

the book we use is:• Noe, R.A. et al. (2015). Human Resource Management: Gaining a Competitive Advantage (9th edition). McGraw-Hill Irwin. ISBN: 978-0-07-811276-8

and this week’s chapter and topic are: Performance Management

and Employee Development ( so choose one topic that you think you can come up with the best content)

Attached files are assignment example and a classmate’s example, you have to follow it, for the “DISCCUSION QUESTIONS”

Background:
• There are approximately thirty-five unfilled positions at XXXXXXXXXXX and two of these openings are in the New Product Development team I have been a part of for the last year.
• Within the last month, I was asked to interview candidates to fill the senior level positions. HR provided me with each candidate’s resume, job description, general questions, and a date/time for the interview.
• I have met with seven of the twelve candidates that have been brought in for either the first or second round of interviews. Each interviewer has individually interviewed each candidate for 30-60 minutes and the team of interviewers has been changed throughout the process.
• I have been forming my own questions and am not aware of what others are asking (including my manger and the HR representative). The provided questions are general and not specific to the job requirements or tasks. I have asked each candidate both situational and future-oriented questions based on situations I have been in (leading teams and working on technical problems).
• Within a week after the interviews, the team of interviewers met as a team and provided feedback to the HR talent acquisitions representative (she then provided the information to the hiring manager). During the meetings, I had been asked to start the discussion. We are not required to turn in notes from the interviews, so notes are not required. Most of the feedback provided is general and each interviewer is asked whether they would hire the candidate. I tried to provide specific examples to back-up
• Both positions have been open for approximately three to four months. Those employees who were previously in the role were either promoted within the company or moved to another open position in another team.

Problem/ Impact:
• Many of the candidates that were interviewed are better suited for other teams/roles within the company based on their experience and future goals (other teams are also currently hiring, but hiring managers are different)
• The current role of a New Product Development Engineer is both project management and technical. Some of the candidates have experience in one or the other — unclear as to which skills are more desired.
• The interviewing team has changed throughout the process, so candidate ratings have been less useful. No standard interviewing practice or specific structure has been used throughout the process.
• The hiring manager is under pressure to fill the position, so his sentiments have changed throughout the process.
• The hiring manager has brought back candidates for a second round of interviews even if the outcome from the first round was overall negative.
• Many employee’s time has been spent on this interviewing process for two positions that have not yet been filled (I have spent nine hours total).

Discussion Questions:
• Although I am not the hiring manager, what specific suggestions could I provide to the hiring manager or HR representative to positively affect the interviewing process?
• Along with the general questions that HR provides each interviewer, what other types of questions should and could be provided?
• What are some ways to increase the interview’s utility (degree at which information provided enhances the effectiveness of personnel)?
• What are some suggestions for streamlining the interviewing process from the beginning instead of bringing in many candidates multiple times?
• What type of work-sample tests could be utilized by the company to understand if candidates are self-starters, team-oriented, and leaders as-well-as have technical skills?
• Since the positions discussed above opened due to employee movement within the company (due to promotions or job experience), how could Hollister have better planned for the situation (unfilled positions)?

Relevant Course Material:
• Improvements may include: (1) interviews that are more standardized, structured, and focused on goals and behaviors, (2) interviews that are quantitatively rated – instead of yes/no, (3) required notes that are structured – since meetings may occur a week after actual interviews, (4) situational interviewing questions
• Job requirements and behaviors should be known by interviewers prior to conducting interviews. Also, hiring managers should work closely with the HR talent acquisition representatives to determine the job description and behavior requirements.
• Instead of general interviews, use a combination of work-sample tests, structured interviews, and a measurement of general cognitive ability. Also, decrease the amount of interviewers and/or use the same interviewers throughout the process.
• XXXXXXXXX currently forecasts for HR planning three times a year (beginning, middle, and end). Due to planning, early stages of recruitment should be possible prior to promotions/movement and selection.