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2/6/24, 9:56 PM Case – HRM401 Staffing Organizations (2024JAN08FT-1) 1/7 Module 3 – Case EMPLOYEE SELECTION Assignment Overview Signature Assignment:

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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

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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.

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