MGT 40 – Case 2

Module 2 – Case
Signature Assignment: Information Literacy, Introduced level
In this assignment, your information literacy skills will be assessed at the “introduced” level. The information literacy rubric will be useful for this purpose. In MGT411, they will be assessed at the “reinforced” level. Finally, in MGT491, your information literacy skills will be assessed at the “mastered” level. The grading rubric for information literacy at the undergraduate level has been developed to measure student success in meeting the MGT407 Case 2 expectations. Rubrics for the other two courses are included in their respective assignments.
Assignment Overview
Taking a strategic approach to HR, managers anticipate the future supply of and demand for employees and the nature of workforce issues, including the retention of employees. These factors are considered when recruiting applicants for job openings and making the best selection decisions possible.
Being able to recruit and retain the “best” employees has been a challenging task for HR managers. The “best” employees are not necessarily the most qualified individuals (e.g., those with the most education or work experience); they are the individuals who provide value to an organization, complement the organization, understand and embrace the organization’s mission, help build an inclusive workforce, and fit the culture of the organization. This quandary is a result of a number of different variables such as job satisfaction, organizational commitment, job performance, motivation, and workplace compatibility.
Furthermore, contemporary HR managers are also tasked with contributing to peak performance initiatives because of escalated global demands and competition.
Another important function related to staffing that should also be considered is building a diverse, inclusive, and equitable workforce.
Case Assignment
In this assignment, assume you work for a consulting firm and have been tasked to help fill a position for a client company. The company is a private-sector business located in your home state. (You may choose a position that is most interesting to you to write about.)
Seek out the latest edition of the Occupational Outlook Handbook (  ) or and research your chosen position. Assume that this is the position you need to fill for this assignment.  
After you have identified a position of your choice, review each of the sources listed below:
Roberts, M. (2020). How to post a great job listing.  The Balance Careers.
Rozsa, Z., & Machova, V. (2020). Factors affecting job announcement competitiveness on job listing websites.  Journal of Competitiveness, 12(4), 109-126.  
Also review parts 2.3, 2.4, and the Conclusion regarding the content of job announcements and the job pursuit intentions of candidates. Available in the Trident Online Library.
Create a one-page recruitment flier to announce the industry-specific opening for the position you are examining. The recruitment flier you prepare should be high quality with zero errors. Creatively match the flier design to the client’s industry (include color and graphics for a visual appeal).
You will also be preparing a 3- to 4-page essay, not counting the cover page, references page, or fliers in the appendices.
Appendix A: Provide your newly created recruitment flier as Appendix A in your essay and give your appendix a customized title. Cite its reference information on the same page. Appendices should follow the references page.
Include the following sections in your essay:
Introduction: Provide a good introduction of what your paper will cover. Include an assignment title at the top of the page (as well as the same title placed on the cover page). However, do not include a heading for the introduction section.
Comparing Recruitment Fliers: (provide a heading of your choice).
Next, after you have created your own job flier, go to the latest edition of the  Occupational Outlook Handbook  ( ) or the Indeed website and research the same or a very similar position. Note in a compare and contrast fashion the differences and similarities of the two job announcements/recruitment fliers in your paper. Use a table created in Word for your compare and contrast section. Refer to the table discussing the contents. 
Identify characteristics of each:
· Critique how diversity, equity, and inclusion is addressed in your own recruitment flier as compared to the job announcement you found. Should diversity, equity, and inclusion be built into a recruitment flier? If so, how?
· What other characteristics are in the announcement you created, but not in the one you found?
· What other characteristics are in the one you found but not in the one you created?
· Would you change your own announcement to incorporate any of the differences? Why or why not? Be specific.
Appendix B: Submit a copy of the job announcement you found (from either OOH or Indeed) as the second appendix of your essay. Give your appendix a customized title and cite its reference information on the same page. Appendices should follow the references page.  
Recruiting Strategy: (provide heading of your choice).
Explain what recruiting strategies you would employ to find candidates qualified for this opening for your client company. 
If your recruiting flier failed to turn up an acceptable number of qualified candidates for your client, would you implement an additional recruitment strategy to accompany your recruitment flier? Explain in detail what you would do to improve the number of qualified candidates who expressed interest.
Selection Characteristics: (provide heading of your choice).
Describe the three most important characteristics an individual must have in order to be hired for this job. Explain why.
Conclusion: Wrap up your essay with a few summary statements of findings you discovered while completing this assignment.
Support your work by using at least two high-quality references from the Trident Online Library not listed in this course.
The grading rubric for information literacy at the undergraduate level assesses student success in meeting the MGT407 Case 2 expectations related to information literacy.
Visit Trident’s  Introduction to APA 7th Edition  for instruction on writing papers, citing sources, and proper referencing.
Submit your 3- to 4-page essay in the drop box by the Module 2 due date. (This page count does not include the cover page, reference page, or fliers in the appendices.)
Assignment Expectations
Your submission will be assessed on how well you:
· Determine the extent of information needed
· Access the needed information
· Evaluate information and its sources critically
· Use information effectively to accomplish a specific purpose
· Access and use information ethically and legally
· Timeliness
Module 2 – Background
Before we jump further into Talent Management—and specifically the topics of acquiring and retaining employees—we need to briefly discuss job analysis.
Job Analysis
Job Analysis is a process to identify the particular job duties and requirements and the relative importance of these duties for a given job. Job Analysis is a process where judgments are made about data collected about a job.
An important concept of job analysis is that job analysis studies the job, not the person. While job analysis data may be collected from incumbents through interviews or questionnaires, the product of the analysis is a description or specifications of the job, not a description of the person.
The purpose of job analysis is to establish and document the job-relatedness of employment procedures such as training, selection, compensation, and performance appraisal.
Source: HR Guide to the Internet; Job Analysis: Overview., BUS301-2.1.1.
The Staffing Process
Creating valid recruitment and selection processes is critical to building a strong workforce. Knowing the job content is key to designing valid recruitment and selection activities.
HRM professionals design recruitment processes and selection systems to find talent that best fits the organizational needs. Staffing normally includes both recruitment and selection.
Recruitment is the process of identifying qualified candidates and encouraging them to apply for jobs with an organization. Recruitment processes include developing job announcements, placing ads, and defining key qualifications for applicants.
Recruitment is the systematic process of hiring and promoting personnel, and includes the search for potential applicants for actual or anticipated vacancies. It is the first step in the hiring process. No matter how a company recruits, the goal of a recruitment strategy is to produce viable applicants who fit in with the company’s needs and values. Therefore, it is beneficial to attract not just a large quantity of applicants, but a group of individuals with the necessary skills for the position. It includes developing job announcements, placing ads, defining key qualifications for applicants, and screening out unqualified applicants.
There are a number of methods of recruiting the right talent. Some firms prefer to use specialized recruiting firms, while others ask their current employees for recommendations. The point is that a firm needs to cast the widest net possible in order to secure a large applicant pool.
This wide net begins with the development of a job announcement that contains just enough information to attract a potential job candidate’s interest. Read the Roberts (2020) article that identifies exactly what should be on your job announcement. Keep in mind that you are marketing your company to prospective employees.
Most people have an attention span of not more than eight seconds. This is much too short to read and comprehend a bulleted list of job duties. Instead, speak in broad terms about the tasks rather than in specifics. Job ads must trigger job seekers’ emotions. Identify what it is about your company that makes you unique and attractive. What’s in it for them? Why should they care?” A key point is that you want to wrap the information in a way that is appealing to the audience. Create your flyer to attract the type of person you want to fill the job!
Roberts, M. (2020). How to post a great job listing.  The Balance Careers. .
Selection is the systematic process of hiring and promoting personnel. Selection systems employ evidence-based practices such as interviews, personality inventories, psychomotor and physical ability tests, and work samples to determine the most qualified candidates.
Good selection processes include evaluating the reliability and validity of selection measures to determine whether or not those practices actually relate to the job.
· The reliability of a measure refers to whether the measure gets repeatable results. If their processes get good results every time, those measures can be said to be reliable.
· Validity is a quality of a measurement indicating the degree to which it measures what it is supposed to measure.
View the following video that gives a good overview of reliability and validity:
The next step is selecting new employees from the pool of qualified candidates. After obtaining a large, qualified applicant base through recruitment, managers need to identify the applicants with the highest potential for success in the organization. Selective hiring is critical because it reduces future staff turnovers and costs, and increases morale and productivity.
Selection systems employ evidence-based practices to determine the most qualified candidates for a job. To find the best fit, managers should create a list of relevant criteria composed of critical skills and behaviors for each position. It is important that candidates are selected based on fit with the culture of the organization, as well as technical skills and competencies. Common selection tools include ability tests, knowledge tests, personality tests, structured interviews, the systematic collection of biographical data, and work samples.
Types of Selection Measures
HR professionals use a variety of measures to select applicants who are the best fit for a position. The main goal of these tests is to predict job performance, and each test has its own relative strengths and weaknesses in this regard. When making a hiring decision, it is critical to understand the applicant’s personality style, values, and motivations. Technical competency can be acquired by new employees, but personality is not easy to change.
Interviews: Interviews are one of the most common ways that individuals are selected. The best interviews follow a structured framework in which each applicant is asked the same questions and is scored with a standardized rating scale. In this way, structured interviews provide more reliable results than unstructured interviews.
The firm must face the challenge of selecting the right applicant by determining whether he or she possesses the knowledge, skills, and abilities needed. Like it or not, the interview method of selection is one of the weakest forms of selection. Critics argue that it is too subjective. While subjectivity is not a bad thing, it must be paired with the right objective measures.
Lewis, G. (2018, January 29). 5 new interviewing techniques that you should start using.  LinkedIn Talent Blog.
Personality Testing: Another tool sometimes used for selection is personality testing. Personality tests can provide an accurate analysis of an applicant’s attitudes and interpersonal skills. These tests can reveal a variety of things about an applicant, such as how well the applicant gets along with others, self-discipline, attention to detail, organization, flexibility, and disposition.
Ability Tests: Psychomotor ability tests are sometimes used to measure fine motor skills and hand-eye coordination. These skills are important in jobs like carpentry that require a lot of hand-eye coordination. Unlike psychomotor ability tests, physical ability tests measure gross motor skills, such as lifting and running. These skills are important in jobs such as construction, where strength is needed.
Work Sample: Another selection technique is to have the applicant complete a hiring assignment. The applicant is asked to complete a task that simulates the actual job. The goal is to assess how well the applicant learns and performs the tasks.
Source of the above:  The Psychology of Recruiting and Selecting Employees. Boundless Psychology. Boundless, 26 May, 2016. Licensed under CC-BY-SA
One of the key points to remember when recruiting and selecting human capital is that you should identify individuals who share the company’s ideal about the goals and objectives of its business. You should work to identify unique individuals with shared and complementary skill sets in order to build an effective team. Recruiting and selecting human capital should be carried out in order to provide the organization with a strategic advantage.
Read  Hire the Right People , which explains why hiring and retaining the best people will result in a high-performing company.
Onboarding is the process employers plan for welcoming a new employee. Hopefully it is a well-thought- through plan that makes the new employee feel welcomed and ready to work. The following video provides important information on designing the perfect onboarding process:
People processes: Onboarding  – From LinkedIn Learning
Retaining Employees
Once quality employees are on board, how do you keep them? See  Recruiting, Motivating, and Keeping Quality Employees .
A major piece of the Starbucks success story has been the superior service provided by its motivated employees. But how do you keep employees motivated? Watch the video below:
Identifying the secrets of employee motivation  – From LinkedIn Learning
How do hiring decisions affect a company’s success? Zappos is well known for consistently providing excellent customer service. The video below explains how company values and desired culture drive the company’s hiring decisions.
Young, T. D. (2019). Content marketing for PR: How to build brand visibility, influence and  trust in today’s social age.  Digital Citizen.
Required Material
People processes: Onboarding  – From LinkedIn Learning
Chapter 7: Recruiting, Motivating, and Keeping Quality Employees (first page only) in: An introduction to business. (2012). Saylor Academy.
Bureau of Labor Statistics. (2019).  Occupational Outlook Handbook.
Foundations of Diversity, Equity, Inclusion, and Belonging  – From LinkedIn Learning
The selection process  – From LinkedIn Learning
Hire the right people. (n.d.). Saylor Academy.
Lewis, G. (2018, January 29). 5 new interviewing techniques that you should start using.  LinkedIn Talent Blog.
Improve employee engagement and retention  – From LinkedIn Learning
Roberts, M. (2020). How to post a great job listing.  The Balance Careers.
Rozsa, Z., & Machova, V. (2020). Factors affecting job announcement competitiveness on job listing websites.  Journal of Competitiveness, 12(4), 109-109–126. Available in the Trident Online Library.
Developing and motivating employees  – From LinkedIn Learning
Optional Material
Bariso, J. (n.d.). Do you want your best employees to leave? If not, stop doing these 10 things.  Inc.
SHRM. (n.d.) Developing employee career paths and ladders.
Chapter 5: Maintaining an Inclusive Workplace, in: Walters, C. (2017).  From hello to goodbye: Proactive tips for maintaining positive employee relations. Society for Human Resource Management. Available in the Trident Online Library.
Module 2 Summary
We hope you realize that the talent management area is a critical, if not  the most critical responsibility that HR professionals are charged with. Poorly planned and executed recruiting, staffing, and onboarding strategies set the stage for employer (and employee) headaches


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