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Module 3 – Case

EMPLOYEE SELECTION

Assignment Overview

Signature Assignment: Quantitative Reasoning, Introduced

level

In this assignment, your quantitative reasoning skills will be

assessed. The Quantitative Reasoning rubric will be useful for this

purpose. In this course, HRM401, quantitative reasoning skills will

be assessed at the “introduced” level. In HRM404, they will be

assessed at the “reinforced” level. Finally, in MGT491, your skills

will be assessed at the “emphasized” level. The grading rubric for

information literacy at the undergraduate level has been developed

to measure student success in meeting the HRM401 Case 3

expectations. Rubrics for the other two courses are included in their

respective assignments.

Organizations use a lot of different methods to determine if a job

applicant has the potential to be successful on the job. Selection

tests are used to identify applicants’ skills that cannot be

determined in an interview process. Companies use several

different types of testing methods to rate job applicants “on

aptitude, personality, abilities, honesty and motivation” (Gusdorf,

2008, p. 10). Appropriate tests are standardized, reliable, and valid

in predicting an applicant’s job success.

To fairly compare the performance of multiple job applicants, the

processes used to test them must be identical. This means the test

content and its instructions must be the same for all candidates.

Just as important, though, the skills tested in a selection instrument

Listen

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should be the same skills used on the job. If a test cannot assess

the ability to perform the job, it has no usefulness in the selection

process.

But, what happens once the new employee is hired, and he does

not fit with the job or company culture? At this point, the HR

Manager must evaluate the entire hiring process to see where the

poor selection of the new employee could have been avoided.

If it happens that a new employee does not work out and leaves the

company, the company’s retention and employee turnover ratios

are impacted with the former lowering and the latter rising.

With an abundance of data available in today’s digital world, it is

possible to predict hiring outcomes and not just track them. This

data usage is only going to become more critical in the years to

come. Three of the important metrics in the recruitment and

selection process are time to fill, time to hire, and selection ratio.

Time to fill refers to the time it takes to find and hire a new

candidate, often measured by the number of days between

publishing a job opening and hiring the candidate. Time to fill is

influenced by supply and demand ratios for specific jobs. It is a

great metric for business planning and offers a realistic view for the

manager to assess the time it will take to attract a replacement for a

departed employee.

In addition, a short time to fill a position usually has a positive effect

on the rest of the team as it means less overtime and instability.

A similar HR metric is time to hire. Time to hire represents the

number of days between the moment a candidate is approached

and the moment the candidate accepts the job. In other words, it

measures the time it takes for someone to move through the hiring

process once they’ve applied. Time to hire provides a solid

indication of how the recruitment team is performing. This metric is

also called ‘Time to Accept.’

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The third metric is the selection ratio. When there’s a high number

of candidates, the ratio approaches 0. The selection ratio provides

information such as the value of different assessment tools and can

be used to estimate the utility of a given selection and recruitment

system.

The formula for determining the selection ratio is:

number of hired candidates / total number of candidates.

Employee Turnover Rate

What does the term “employee turnover rate” mean? It is the

number of employees who leave a company in a specific time

frame. This number considers all employees who were terminated

for any reason. To determine the employee turnover rate, one

needs three pieces of information: (1) the number of current

employees the company has at the beginning of the selected time

frame; (2) the number of employees the company has at the end of

the selected time frame; and (3) the number of employees who left

during the selected time frame.

Add the number of employees at the beginning of the period to the

number at the end. Divide by two to find the average number of

employees, then divide the number of employees separated during

the period by the average number of employees to find the

employee turnover rate.

Key Components in the Selection Process

According to Armstrong and Taylor (2020), the nine key

components in the hiring process are:

Defining requirements

Attracting candidates

Sourcing candidates

Selection methods

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Selection interviews

Selection testing

Making the decision

Obtaining and checking references

Offering employment

Armstrong, M., & Taylor, S. (2020). Chapter 28: Recruitment &

selection. In Armstrong’s handbook of human resource

management practice (15th ed.). Kogan Page. Available in the

Trident Online Library, Skillsoft database.

Case Assignment

You are the HR Manager for your curent employer (or past

employer if you are not employed). This morning your receptionist

turned in his two-weeks’ notice, giving you just 14 days within which

to hire his replacement.

Keeping this scenario in mind, address the following questions in a

4- to 5-page essay submission:

Use the following details to provide a quantitative analysis of the

assignment questions.

Job published on Monster.com on October 23rd

Date approached job applicant to schedule interview: October

30th

Job offer accepted: November 4th

Historically, you know that your time to hire in the past was 23 days,

well above the 14 days you have now, so you are concerned about

being short-staffed and overworking your employees. Based upon

the above three HR metrics information, you need to compute just

one of the top three HR metrics for job openings: time to fill. You will

then use that datum to think critically about the following questions:

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What and who do you need to consider once you receive a two-

weeks’ notice?

Analyze the impact this employee’s resignation can have on your

organization. Who is impacted by the resignation of a

receptionist?

What is the time to fill for this vacated position? Discuss how this

metric can affect your organization’s current employees.

Knowing the average historical time to hire timeline for the hotel

is 23 days, how does that affect your decision for the steps in the

hiring process used to fill this position? Must you go through them

all, or just certain ones? What could happen if you did not go

through all the steps?

Of all the HR metrics you learned about in this module, which one

metric is the most important for you in your job as the HR

manager? Explain your rationale for selecting this HR metric.

The deliverable for this assignment is a 4- to 5-page essay

complete with cover page, reference list page, subheadings for

each question (topic), and formatted according to the 7th edition of

the APA Manual. When an assignment asks for 4-5 pages, the

document cannot be less than four full pages. The page count does

not include the cover page or reference list page.

Support your research with three high-quality peer-reviewed

academic references found in the Trident Online Library.

Submit the paper through the appropriate Dropbox by the due date.

Your submission will be graded with the Signature Assignment’s

grading rubric. Become familiar with the grading rubric for this

Signature Assignment before submitting your paper for review.

Citation and reference style instructions are available

at

See the Trident guide to APA Style, 7th edition.

You will find the following useful as you critique sources:

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Herring, J. E. (2011). Chapter 3: Evaluating websites, Figure 3.1, p.

38. In Improving students’ web use and information literacy: a guide

for teachers and teacher librarians. Facet Publishing. Available in

the Trident Online Library, EBSCO eBook Collection.

Lack, C. W., & Rousseau, J. (2016). Chapter 4: What is critical

thinking? In Critical thinking, science, and pseudoscience: Why we

can’t trust our brains. Springer Publishing Company. Available in

the Trident Online Library, EBSCO eBook Collection.

What is Quantitative Reasoning?

Quantitative reasoning (QR) is assumed to be synonymous with

mathematics, and, indeed, the two are inextricably linked. While

mathematics is primarily a discipline, QR is a skill, one with

practical applications. A mathematician might take joy in

abstraction, but the well-educated citizen can apply QR skills to

daily contexts: for instance, understanding the power of compound

interest or the uses and abuses of percentages; using fundamental

statistical analysis to gauge the accuracy of a statistical study; or

applying the principles of logic and rhetoric to real-world arguments.

Many students do not learn sophisticated math skills, but all should

be able to use simple math tools to reason – to understand,

interpret, critique, debunk, challenge, explicate, and draw

conclusions.

According to the Mathematical Association of America (MAA)3, the

following quantitative literacy (or QR) requirements should be

established for all students who receive a bachelor’s degree:

Interpret mathematical models such as formulas, graphs, table,

and schematics, and draw inferences from them.

Represent mathematical information symbolically, visually,

numerically, and verbally.

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Use arithmetical, algebraic, geometric, and statistical methods to

solve problems.

Estimate and check answers to mathematical problems in order

to determine reasonableness, identify alternatives, and select

optimal results.

Recognize that mathematical and statistical methods have limits.

Assignment Expectations

Your submission for this Signature Assignment will be assessed on

the criteria found in the grading rubric for this assignment to assess

Quantitative Reasoning at the Introduced Level.

Critical Thinking: Expressing quantitative analysis of data

(factual information) to support the discussion showing what

evidence is used and how it is contextualized.

Interpretation: Explaining information presented in mathematical

terms (e.g., equations, graphs, diagrams, tables, words).

Presentation: Ability to convert relevant information into various

mathematical terms (e.g., equations, graphs, diagrams, tables,

words).

Conclusions: Drawing appropriate conclusions based on the

analysis of factual information/data.

Timeliness: Assignment submitted on or before the due date.

Sources used to develop this section:

Armstrong, M., & Tayler, S. (2020). Chapter 28: Recruitment & selection. In Armstrong’s handbook of human resource

management practice (15th ed.). Kogan Page. Available in the Trident Online Library, Skillsoft database.

Gusdorf, M. L. (2008). Recruitment and selection: hiring the right person. Society of Human Resource Management.

Henderson, L. (2018). Catch (& keep) a rising star. Applied Clinical Trials, 27(3), 12-14. Available in the Trident Online Library.