Prepared for:
Annetta Cherne, Human Resource Director
Gilliland-Moore Wines
Prepared by:
Jorge Emilio Verduzco, Industrial/ Organizational Consultant
Executive
Summary
Gilliland
Moore Wines has built a successful Californian winery in the industrial spirit.
With Gilliland Moore Wines’ success they have been able to rapidly grow and are
now looking to expand from a local reach to a more nationwide distribution. As
a result the company is looking at how to hire employees, perform reliable
employee selection during the process, and develop as an organization. The
following report will describe the proposed action created for the
organization. In the first steps the company will need employees in their sales
department including VP, Regional Managers, and team members. The requirements of each job needs to be
keenly detailed and a job analysis done so the exact requirements for each
position are created. According to Cascio and Aguinis (2006) the “job analysis is the fundamental building block on which
all later decisions in the employment process must rest” (p. 49). The job
analysis also provides a validity and reliability of .77 for both inter and
intra ratter reliabilities (Cascio & Aguinis, 2006, p. 217).
This means the job analysis is the
cornerstone of a company’s hiring process being a reliable predictor in
outlining characteristics that are desirable in the right candidate for the
position that needs to be filled. Additionally, the job analysis can be used at
all positions of employment in the company being able to be used as a baseline
for all requirements in candidates within the hiring process. The final benefit
that is seen with the tool is it doubling as a way to further develop the
positions in the company by observing their functions and updating the
requirements frequently. This will keep the company well stocked in qualified
candidates both internally and externally for each position.
Team Member
Selection
Since the sale team plays an
intricate role in the company’s success it is proposed that the company partake
in a two part interview is this will be a key to successfully choosing the
right candidate for each position. In
the first part of the interview it would be a structured telephone interview
which would also be a stress test in order to evaluate each candidate’s
communication skills and assess the candidates’ basic knowledge, abilities, and
skills for becoming a sales team member.
Upon selection of a candidate to move forward the second part of the interview
would be a semi structured interview done in person which loosely focuses on
that individual and their ability to fit into the company and the position
while assessing their knowledge, abilities, skills, and other characteristics
which would apply to the position they are being considered for. During this process the candidate may also be
assessed for their personality and any dimensions of behavioral aspects which
may apply to the position.
The second part of the interview
will mainly focus on the person being able to fit into the company as an
individual or part of the group.
According to Edwards, Scott, and Raju (2003) the “person – position fit
as a matching of the executive or candidate to the needed skills and abilities,
the strategic mandate of the role and the expectations of the immediate manager
while also matching the position to the candidate’s skills, career interest,
and role requirements” (p. 134). This
part of the process effectively evaluates the Canada its interests, skills, and
helps the can and it to understand the requirements of the position. The tool will also do other facets of the
canned is personality and behavioral dimensions as well as other
characteristics that can be used to determine work performance and will be in tandem
with the previously use job analysis in order to avoid legal disputes while the
company assess the candidates characteristics (Cascio & Aguinis, 2006,
p. 229).
Regional Sales
Manager
For this position candidates who may
previously have worked or who have current experience working for the
organization may be used. This position
will also use a structured interview to assess candidates for the position
which focuses on the constructs of the model of competency. This model is defined as a former employee
orientated job analysis which will focus on the full range of an employee’s
abilities, skills, knowledge, and other characteristics which are needed in
order to effectively perform the job hired for and will characterize any
individuals that are exceptional performers (Cascio & Aguinis, 2006,
p. 231).
In using this process the focus
should remain on a candidate’s personality and behavioral aspects which will be
important in this position as the individual will be dealing with multiple
personalities and temperaments of their sales team employees. In using the competency model throughout the
structured interview the constructs will produce validities between the range
of 0.35 to .62 which will be significantly higher than performing an
unstructured interview which provides a range of validity from 0.14 to.33
(Cascio & Aguinis, 2006, p.
302). The validity received under
the structured interview will assist in propelling underlining thoughts that
are associated with the competency model which help to assess the full range of
the can and its characteristics, knowledge, abilities, and skills that are
needed for this position.
Vice President
of Sales
For choosing
a candidate for this position therefore underlying thoughts offered from the
fit selection model that can be used.
The first one is the person to fit the position which were require
matching the needed skills, abilities, strategic mandate of the roll as well as
the expectations of the immediate manager all while matching the candid to the
position via their role requirements, skills, and career interests (Edwards,
Scott, & Raju, 2003, p. 134). The
second step is finding it can edit two groups ratio which matches a candidate
to the executive team and all peer employees while matching the group to a can
and its leadership and skills style (Edwards, Scott, & Raju, 2003, p. 134).The third step is the person to
organizational fit which matches a candidate to the company’s organizational
culture, business strategies, and leadership style while matching the culture
of the candidates individual style and skills (Edwards, Scott, & Raju,
2003, p. 134). The final step he is in matching the can and
it to the country culture through matching the executive in the position to the
country culture in terms of their openness to experience, need for support with
different cultures characteristics and dynamics and their cultural sensitivity
(Edwards, Scott, & Raju, 2003, p.
134).
For use of a unstructured panel interview
the interviewers will focus on areas of abilities, skills, knowledge, and other
characteristics while focusing on the constructs of the four levels described
above. The and structured interview will
additionally serve as a stress test of an informal nature that allows the panel
to assess the can and it on their perception, attitude, gain insight towards
that candidate fitting into the organization’s culture (Cascio & Aguinis,
2006). Using the unstructured interview
will not have the same validity as the structured interview and the company may
benefit from doing a semi structured interview panel in order to increase the
validity. Though with the goal being to
understand the candidate and their characteristics using the unstructured
interview provides a less time consuming option for the company to use.
References
References
Cascio, W.F., & Aguinis, H. (2006). Applied
Psychology in Human Resource Management (6th ed.).
Retrieved from The University of Phoenix eBook Collection.
Edwards, J.E., Scott, J.C., & Raju, N.S. (2003). The
Human Resources Program - Evaluation Handbook.
Retrieved from The University of Phoenix eBook Collection.
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