Staffing Decisions
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Heneman III, Herbert G., Judge, Timothy A., and Kammeyer-Mueller, John D., (2012). Staffing Organizations, Seventh Edition. Middleton, WI. Mendota House Inc., in collaboration with McGraw-Hill Companies, Inc.
Choosing Entrants into a Management Training Program
Come As You Are, a convenience store chain headquartered in Fayetteville, Arkansas, has developed an assessment program to promote nonexempt employees into its management training program. The minimum entrance requirement for the program are five years of company experience, a college degree from an accredited university, and a minimum acceptable job performance rating (3 or higher on a 1-5 scale). Anyone interested in applying for the management program can enroll in the half-day assessment program, where the following assessments are made:
1. Cognitive ability test
2. Integrity test.
3. Signed permission for background test
4. Brief (30-minute) interview by various members of the management team
5. Drug test
At the Hot Springs store, 11 employees have applied for openings in the management training program. The selection information on the candidates is provided in the attached exhibit. (The scoring key is provided at the bottom of the exhibit). It is estimated that three slots in the program are available for qualified candidates from the Hot Springs location. Given this information and what you know about external and internal selections, as well as staffing decision making, answer the following questions.
1. How would you go about deciding whom to select for the openings? In other words, without providing your decisions for the individual candidates, describe how you would weigh the various selection information to reach a decision.
2. Using the decision-making process from the previous question, which three applicants would you select for the training program? Explain your decision.
3. Although the data provided in the exhibit reveal that all selection measures were given to all 11 candidates, would you advise Come As Your Are to continue to administer all the predictors at one time during the half-day assessment program? Or, should the predictors be given in a sequence so that a multiple hurdles or combined approach could be used? Explain your recommendation.
See attached file for data.
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Solution Summary
This solution discusses how to decide who to hire for a chain, "Come as You Are" based on selection information provided. Cognitive ability, integrity, background, personal interview and drug testing are each factors.
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1. How would you go about deciding whom to select for the openings? In other words, without providing your decisions for the individual candidates, describe how you would weigh the various selection information to reach a decision.
In order to decide whom to select for the openings, I would first decide on the most important qualifications for the position. In the case of convenience store management, it would be important that the candidate meet the minimum requirements (five years of company experience, and minimum acceptable job performance rating). In addition, the candidate must be law abiding (drug test and background check). Each of these items would be a non-negotiable in order for the company to establish standards. Next, I would weigh the more scientific assessments higher than the interview, which is subject to ...
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