Tech Planet and Candidate Selection
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Participate in a group discussion concerning the following scenario:
Tech Planet, of Menlo Park, CA, uses weekly lunches and "wacky follow-up sessions" as substitutes for first-round job interviews. During the informal meals, potential employees are expected to mingle, and they are then reviewed by the Tech Planet employees they meet at the luncheons. One Tech Planet employee asks candidates to ride a unicycle in her office to see if "they'll bond with the corporate culture or not." Toward the end of the screening process, the surviving group of interviewees has to solve brainteasers, and then openly evaluate their fellow candidates' strengths and weaknesses.
The group should arrive at answers regarding the following set of questions:
1. What issues with screening might this form of interviewing elicit?
2. Is this form of candidate selection likely to increase or decrease diversity at Tech Planet?
3. Does this methodology raise concerns about reliability and validity? If so,how?
4. What do you think would be a better methodology at Tech Planet and why?
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Solution Summary
Relating to the Tech Planet Case, this solution identifies the issues with screening that this form of interviewing might elicit. This specific type of candidate selection is then explored in terms of increasing or decreasing diversity at Tech Planet. The methodology is further discussed, including any reliability and validity concerns and whether or not there could be a better choice of methodology at Tech Planet and, if so, why.
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Case Scenario:
Tech Planet, of Menlo Park, CA, uses weekly lunches and "wacky follow-up sessions" as substitutes for first-round job interviews. During the informal meals, potential employees are expected to mingle, and they are then reviewed by the Tech Planet employees they meet at the luncheons. One Tech Planet employee asks candidates to ride a unicycle in her office to see if "they'll bond with the corporate culture or not" (Note: Potentially not a valid or reliable measure of bonding to the corporate culture - too many confounding variables to be a reliable and valid measure). Toward the end of the screening process, the surviving group of interviewees has to solve brainteasers (Note: potentially biased for some applicants who are NOT good at solving BrainTeasers), and then openly evaluate their fellow candidates' strengths and weaknesses (Note: potentially not ethical or best practice to have candidates evaluate each other - also ...
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