Selection and Assessment of a Graduate Trainee Manager A Management Report by Clémence C * Executive Summary Employers use different approaches to select the person that fits to their relevant job. As there are many assessment methods, this report investigates the advantages and disadvantages of each method in the context of a graduate trainee manager. The key question to be answered is how well these methods predict future job performance and whether they are accurate for the selection of graduate trainee manager. It is a coursework written by University of Hertfordshire students and addresses today’s challenging selection and assessment processes. Furthermore, the extremely dynamic nature of today’s labour market has …show more content…
Literature Review There is over a century research literature exploring how to select the right person for a job through different assessment methods. However, Arnold et al (2010) point out that not all of the methods are equally useful or appropriate in selection processes. The most helpful selection methods to find the best barman will not be the same as those for a graduate trainee manager. Hence, this report covers a critical investigation of the ‘Traditional Approach’ and the different assessment methods in an assessment centre, based on academic research. The Traditional Approach According to Arnold et al (2010), the aim of the traditional job analysis is to find the person who fits best to the job. The traditional selection method includes application forms, CVs and interviews. Because of the technological revolution in the working environment, there have been huge changes in the nature of work and employee work patterns. Thus, the traditional approach becomes less relevant and many other techniques are used instead, including the suggestion for a more proactive and strategic approach to job analysis (Singh, 2008, cited in Arnold et al, 2010). Application Forms A very common requirement when applying for a job is to complete an application form online or on paper. Williams (2012) states that some organisations or businesses prefer to use application forms instead of receiving CVs.
Organizations are growing in size each and every day, which in turn creates a high demand for employees. This outcome, however, needs a systematic approach to determine the right employee for the right position. The process has become so large that organizations need specialized help from Human Resource Management (HRM) departments to ensure that the requirements of the position are met. Therefore, the HRM department provides the function of job analysis in order to select the right individual for the position. "Job analysis is a complex and vital part of every HRM program, as well as an important systematic process used within an organization to determine future members of the workforce." Job analysis
Cover letters and application forms are necessary for this process and must contain information about one’s qualifications. The cover letter is written manually and candidates must include all the information necessary from the job
I chose to interview Regina Geis, who holds the administrative role as acting supervisor for the County Mental Health adult day program, which provides services for individuals with intellectual disabilities. Ms. Geis has held this position for 15 months. This is her first managerial position within a human service agency. Her style of management has changed over this short period of time. She feels that she is now more direct with her direction with staff. She stated, “Maybe now I come across as a little bit cold. But I have learned that I now have to use the least amount of words to get my point across.”
Personnel selection and assessment activities are integral parts of this organizational life. Tanglewood's economic climate has seen an ever increasing level of staff turnover and personnel reorganization, and the abolition of the traditional view keeping a 'a job for life. Consequently, there is now more pressure on this organizations and HR managers to fill vacant positions quickly and with the most appropriate individuals. Decisions about hiring applicants have to be based on predictions about future work behaviors. Tanglewood needs to recruit new staff and start making promotion decisions about employees, there are various methods of assessment that are available, such as:
As a human resources manager, the primary task is to ensure that only the best candidates are called for interview. In essence, academic credentials are not enough to determine a candidate’s suitability. During the interview, it is important to ensure that the applicant has required skills to meet the firm’s objectives. For example, a given person might have the best academic qualifications as per the job’s description but lack other important aspects such as ability to work in the team and good communication skills. During the interview, such traits should be noted to disqualify applicants who cannot meet fundamental requirements of a team player.
Managers make many decisions every day. Thankfully there are many tools available to a manager as they make these decisions. Tiffany is a General Manager of a franchise in the quick service restaurant industry. She is faced with decisions dozens of times in one day. A large portion of the decisions that she is faced with are made to solve structured problems, however, sometimes an unstructured problem does arise that she needs to address. As well as solving problems Tiffany must also make plans to in order to have structure and organization to achieve the goals set forth by herself and the company that she works for. Looking at some of the decisions that Tiffany has had to make recently it can been seen how she goes about solving
The current practice in the selection process showcases inappropriate evaluations of candidates. For instance, in all the assessments formed by Clark, it lists personal and irrelevant information pertaining the candidates --such as age, marital status, and ethnicity. Furthermore, the interviews constructed does not show that the tools used for selecting employees were reliable and valid. That is, the appraisal Clark established were based exclusively on feelings and unreliable methods in which has unsupported assumptions to reject a qualified applicant.
Assessment of the content validity of various proposed selection techniques by determining how well they match the general requirements of the job
The goal of selection programs are to capitalize on individual differences in order to select the applicants who possess the greatest amount of particular characteristics that have been assess to be the most important for job success (Cascio & Aquinis, 2011). This goal can be met by utilizing a classical approach to personnel selection. The classical approach to personnel selection starts with the job analysis. From the job analysis sensitive, relevant and reliable criteria are selected on a basis of importance to describe the job specifications that represent knowledge, skills, abilities and other characteristics (KSAOs) that potential applicants are desired to have for the job (Cascio & Aquinis, 2011).
This assignment will be investigating what constitutes “best practice” in recruitment and selection, and explain what strategies should be used to ensure the best qualified and most effective employees are selected. In particular this essay will focus on;
The advantages of relying on tests or assessments to select the best job candidate is highly dependent of whether or not the assessment measures the most influential business outcomes for the company doing the hiring. It is important to remember that evaluating candidates is not the primary goal when using assessments. Improving performance outcomes of employees is the ultimate goal of choosing and using the most effective assessment. Companies are in business to increase their bottom line. Learning about their potential employees and
as the only way to access whether a person is suitable for the job is
Selecting the right employee to fill a position is one of the most challenging decision making processes a company has to make. The ultimate goal of employee selection is to hire the candidate who is most compatible not only with the organization but for the position that they are trying to fill. In order for the candidate to be successful in a particular position, their talents and personal goals must be taken into consideration and objectives need to be utilized in order to retain qualified individuals. The most common forms of selection methods are resumes and applications but testing, interviews, reference checks, honesty tests, medical exam and drug
For many years companies have depended on three basic tools, such as résumés, interviews and references to gather qualified candidates. These sources are commonly used in a day to day basis but have proven to be inadequate for consistently selecting good employees. When it comes to hiring and selecting you want to use productive tools to help determine the best decision possible. Using the incorrect tools to hire and test potential candidates causes employee turnover and retention. Companies need to understand what pre-employment assessments are and why they are effective. I will be discussing the best means of hiring and testing new employees. Exploring what other companies are doing in hiring and testing, accessing the positives and negatives of each, and lastly offering recommendations to our department.
This paper discusses the relative impact of recruitment/selection, training, and development for organizational effectiveness. First, recruitment and selection is discussed. Job analysis is very important in the selection process because it provides a realistic job preview and it identifies relevant traits and abilities needed for the job. Furthermore, predictive validity of several selection methods are discussed from which work samples, GMA, tests, and structured interviews are appeared to be the best predictors of future job performance. Second, the impact of training on organizational effectiveness is discussed. Training design issues are discussed, and it is argued that training can increase organizational effectiveness