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Hello tutors, I need help with this capstone assignment. All the instructions and necessary materials have been attached. I attached a case study in case you may require it. I’ve also put a link for virtual ebook, if you require it.

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HRM782: RECRUITMENT & SELECTION TECHNIQUES
CAPSTONE FINAL PROJECT
Submission Instructions
Value
Due Date
To be submitted via Blackboard
30% of final grade, out of 100 marks
Refer to Blackboard for specific due date
Course Learning Outcomes Covered in Assignment
1. Identify the legislation that impacts recruitment and selection and explain the intent of equal
opportunity in the employment function.
2. Gain a thorough understanding of the knowledge and skills required to successfully identify HR
requirements considering internal and external factors that influence an organization’s HR
needs.
3. Demonstrate knowledge of methods such as succession planning and replacement charts and
gain an understanding of how these methods assist the HR planning process.
4. Discuss current issues in HR planning such as job displacement and the changing nature of
organizational structures and employment/jobs.
5. Explain the recruiting process including the legal and ethical practices that must be considered
for effective recruitment.
6. List the various internal and external recruitment methods and be able to discuss the
advantages and disadvantages of each method.
7. Discuss job related performance and its relationship to competency-based HR systems.
8. Evaluate the recruitment effort.
9. Identify the steps in a sequential selection process.
10. Develop candidate screening criteria and critique candidate application forms for legal and
professional compliance.
11. Explain the types and uses of employment tests and discuss how to implement employment
testing effectively as a selection tool.
12. Conduct effective employment interviews using a variety of relevant questioning techniques
such as Behavioral and Situational Interview Techniques.
13. Develop candidate evaluation criteria using valid and reliable methods in selection.
14. Design appropriate decision-making tools for selection.
Assignment
Purpose: The purpose of this assignment is to assess your understanding of the most important
principles, components, and frameworks of Human Resource Management recruitment and selection
in a comprehensive manner.
Instructions: This assignment contains five case studies. Each case study has a number of questions
listed. The total marks available in each case study is 25. Complete four of the five case studies for a
maximum total of 100 marks. Further detailed instructions are contained within in case study.
1
Submission
Submit your project in a Word or PDF document in the Blackboard Assignment section. This will
provide your Facilitator with access to your assignment for evaluation.
Academic Integrity
As a scholar you are expected to exhibit academic integrity throughout this course. Academic
Integrity is demonstrated by your behaviour and the work you produce. The work you produce must
be your own and be free from plagiarized content – failure to do so could result in serious
consequences. Please refer to the academic integrity/honesty policy of your registering college for
more information. To learn more about Academic Integrity and your responsibilities, including how to
cite, please visit The Learning Portal – Research Hub.
2
Assignment Rubric
Analysis
Weight 35 %
Substandard
Less than 50%
Poor
50-60%
Average
60-70%
Good
70-80%
Exceptional
80-100%
Substandard
Poor
Average
Good
Exceptional
A sufficient
amount of data
was provided
although the
argument is not
fully supported a critical factor
to the argument
hasn’t been
examined.
A comprehensive
amount of
information was
provided,
however, only
information in
support of the
thesis is provided.
Average
Good
No research or
analysis was
done.
Organization Substandard
& Structure
Weight 20 %
Structure
detracts from
the message of
the writer.
Paragraphs are
disjointed and
lack transition
of thoughts.
Minimal research
was completed
(example:
sourcing
information
strictly from a
single text).
Poor
Structure of the
paper is not easy
to follow.
Structure of the
paper is clear.
Paragraph
transitions need
improvement.
Grammar,
Punctuation
& Spelling
Substandard
Content
Substandard
Poor
Average
Content was not
presented in a
clear and
understandable
manner. The
required content
was not
included in the
paper.
Multiple
components were
missing from the
content. It was
not clear and
understandable.
Two of the
components of
required content
were missing,
however,
content was
clear and
understandable.
Weight 10 %
Weight 35 %
Paper contains
more than ten
grammatical,
punctuation,
and spelling
errors.
Poor
Paper contains
nine to ten
grammatical,
punctuation, and
spelling errors.
Average
Paper contains
six to eight
grammatical,
punctuation and
spelling errors.
Content was
organized, but
lacked headings.
Paragraph
transitions were
logical.
Good
Paper contains
three to five
punctuation or
grammatical
errors.
Good
At least one of
the required
content
components was
missing. All
content is clear
and
understandable.
All necessary research
and analysis are
provided in support of
the paper’s thesis. In
addition, opposing
views have been
critically examined and
demonstrated to be
false or of minimal
importance.
Exceptional
Content was organized
in a clear and logical
manner using headings.
Paragraph transition
was logical and made
the paper easy to read.
Exceptional
Paper contains less
than one or two errors
in grammar,
punctuation or spelling.
Language is clear and
precise.
Exceptional
A description of the
client and problem, as
well as a brief overview
of the literature
researched is
presented. The
literature precedes the
intervention plan. All
content is clear and
understandable.
Source: https://www.rcampus.com
3
BCH
You have just been hired as the recruitment and selection specialist for BCH, a health-care organization
that oversees many diverse health services in British Columbia. You were offered the position due to
your knowledge in legislation, experience in oral presentations and report writing, ability to effectively
schedule complex projects, and self-discipline. The hiring manager stated that oral presentations and
report writing were given the most weight in the hiring decision. He also mentioned that the importance
of this job dimension influenced the raters’ ratings over the other job dimensions.
The shortage of professionals is a well-documented global issue occurring in countries with aging
populations. As a result, an organization such as BCH is experiencing staff shortages in nursing. Patients’
waiting times have increased by 500 percent. A large percentage of nurses will be eligible for retirement
soon. Young graduate nurses are moving out of the province to health-care providers that are
aggressively recruiting and providing new hires with incentives ranging from flexible work alternatives to
educational funding support. Twenty percent of nurses are off the job due to illness or injury. Eighty
percent of nurses are single parents, support an elderly parent(s), or are a primary care giver. BCH
believes that becoming an “employer of choice” is a way to attract and retain its health-care
professionals.
1. What contextual and what task performance behaviour did BCH hire you for? (6 marks)
2. Discuss the process that is designed to establish BCH’s identity and perception in the marketplace as
an employer of choice. (6 marks)
3. Discuss the process that is designed to raise BCH’s profile in a positive manner in order to attract job
seekers’ interest. (6 marks)
4. Explain and discuss the term for BCH’s process of gathering information about demographics such as
nursing shortages and the aging population. (7 marks)
4
Coleman & Sons Inc.
Coleman & Sons Inc. works in the fashion industry, under provincial jurisdiction. They have had several
legal problems in the past and hired you as a Human Resources consultant to fix them.
You observed a panel of three managers interviewing five applicants for an administrative assistant
position. After the interviews, you sat down with the managers for a discussion. You found that only one
of the managers took notes during the interviews, because they were all “used to recalling answers from
memory”. The manager who took notes did not write down anything concerning several answers from
the female candidates and explained that an administrative assistant had to carry heavy loads, and
“women… just can’t deal with heavy lifting”. He also insisted on one of the male candidates getting hired
because he was better dressed than the others. He claimed to have a great instinct for judging the
‘person-organization fit’ at a glance, and pointed out that he asked every candidate different questions,
to make sure the questions ‘fit their personality better’.
All managers agreed that a man would be a much better fit because most of the department’s
employees are female, and the firm “needs some guys before we all start wearing high heels”. They also
explained that “you cannot judge an applicant on his answers alone… you need the right instincts for
this job”.
Write a report to the Director about the problems you found in the organization’s hiring practices. Your
report should be composed of three detailed sections:
1. Identify at least six legal mistakes in the process (3 marks) and identify the legislation or legal
principles they violate. (7 marks)
2. Provide a specific, legally acceptable alternative for four of the six mistakes, and explain why
implementing these alternatives would improve upon Coleman & Sons Inc.’s recruitment and selection
practices. (8 marks)
3. Since you expect a lot of resistance to your report, explain the concept of B.F.O.R., how it applies to
this specific situation, and how the job requirements should be assessed to make sure the right person is
hired for the position. (7 marks)
5
Wilson Brothers
The Wilson Bros company has grown dramatically from their humble beginnings in Brandon Manitoba.
As they grew, they purchased their competition, and they are very proud of the fact that they have been
able to offer continued employment to the staff of their competitors. However, Bob and John Wilson are
concerned because most of the HR Managers at the various Wilson subsidiaries have found their way
into Human Resources after working in other parts of the operation. They have their own way of
approaching recruitment and selection activities. You have been appointed as Director of HR with a
mandate to educate the Ontario HR Managers, particularly in the area of recruitment and selection. To
do so, you’ve planned three training sessions: one on Ethics, one on Screening, and one on Selection.
1. Provide a definition for “ethics” and explain why it is important that HR practitioners be aware of the
ethical standards influencing HR practices. (5 marks)
2. The HRPA lists 7 principles. Name 4 of them and provide an example or explanation of what each
means. (5 marks)
3. The company already reviews resumes and WAB’s. Name three other screening methods and provide
at least one benefit and one disadvantage for each method. (6 marks)
4. Describe what is meant by Emotional Intelligence and explain its value in HR recruitment/selection
activities. (3 marks)
5. Name two simulation tests that are commonly used in selection and give an example of when they
would be used for each. (6 marks)
6
TS Inc.
TS Inc. is a small, growing aviation company; the CEO makes the hiring decisions based on his years of
experience as well as his gut feeling. He started the business 10 years ago with 10 employees and the
company has grown to over 30 employees.
Since you have been hired, you have guided management through several stages of the recruitment and
selection process to hire an aircraft maintenance engineer. TS Inc. has used proper selection methods,
such as screening, testing, and structured interviews, but is not sure about how to integrate the data
from these various sources. In the past, the president relied on his gut feeling about applicants and
made poor hiring decisions.
At TS Inc. recruitment rests on the shoulders of the president. Like most small companies, TS Inc.
frequently uses employee referrals as a method of recruitment. The company wants to use Internet
recruitment technologies but is not well versed in information technology. The CEO is very concerned
about poor hiring decisions and turnover costs.
1. The CEO has asked you, the HRM, to explain some of the differences between the use of his practicebased selection approach and an empirical-based process. Also explain what challenges you anticipate
he would face in using validation techniques. (6 marks)
2. Define and describe one potential decision-making model TS Inc. could use. Explain the decisionmaking model and discuss its advantages and disadvantages. (7 marks)
3. Explain TS Inc.’s president’s decision-making style and discuss the advantages and disadvantages of
this method of decision making. (4 marks)
4. TS Inc. has made costly selection errors in the past when the company underestimated the potential
of an aircraft maintenance engineer, which resulted in a no-hire decision. Explain this type of selection
error and discuss the potential impact of such an error and why TS Inc. should be concerned. (4 marks)
5. What would be some effective e-recruitment method for recruiting aircraft maintenance engineers?
(4 marks)
7
Gleason & Co.
Gleason & Co. is a mid-sized construction company located in London, Ontario. Four weeks ago, the
company was awarded a $2,000,000 federal government contract to renovate a secondary school.
Gleason & Co. currently employs 195 employees already working to maximum capacity, so Management
has decided to create a department that will be solely responsible for the federal government contract.
This will mean a company expansion with 30 new employees joining the organization. You have been
given the task of leading the hiring team for the new division.
There have been many changes in the field of HR since the company last expanded, and Management
has expressed concerns that some of the people assigned to your team are not as knowledgeable about
Recruitment and Selection as they should be. Management has requested that you begin by educating
your team members in the most up-to-date Recruitment and Selection methods.
1. You have decided to use a Situational Interview (SI) format in interviewing the job applicants.
a) Explain the nature and importance of a SI to your team. (4 marks)
b) One of the company’s core competencies is “Teamwork”. Develop a SI question (including a dilemma)
that could be used in an interview to test for this competency. (7 marks)
c) Develop a scoring guide that could be used to score the above SI question. (7 marks)
2. Traditionally, Gleason & Co. used an unstructured interview approach, combined with pure
judgmental decision making. You want your team to use structured interviews. Develop a short (max.
one page) communication addressed to the managers and explain to them the differences, advantages,
and disadvantages of their past approach and the structured approach. Focus on a few (3-4) most
important components of structured interviews and explain in detail how they contribute to
employment interview structure. (7 marks)
8
Comprehensive Case Scenario
Human Resources Management
The Wilson Brothers Limited Case
Case Scenario Written By Charles Purchase, Seneca College (Case
Fictional)
History
In 1960, the Wilson Brothers, Bob and John, started Wilson Brothers
Limited. This Canadian company manufactured and distributed various
lines of prepared food products for the Canadian market from a number of
plants, with the head office located in Brandon, Manitoba. Bob was just 23
years old at the time, and John was 21. In the first year of operations, the
sales volume for Wilson Brothers Limited was $300,000. By 2000, Wilson
Brothers Limited had six operating plants in Canada. They had also
expanded to the western US market and had several plants in Europe.
Wilson Export Division was responsible for exporting product to Japan and
China. In 2000, the total sales volume of the Company was over $6 billion.
The company was a Canadian business success story, both at home and
abroad. In addition to the spectacular volume increases, the company was
very well managed financially. It had no reason to go public to raise capital
as it financed all of its expansion through earnings.
There were several reasons for the Company’s exponential growth. First
and foremost, the brothers valued hard work. They each worked ten to
twelve hours per day, even in the latter stages of their careers.
Consequently, their senior and middle management group worked similar
hours. Secondly, each brother was a skilled salesman in the traditional
sense. Their handshake was their bond. Thirdly, they had tremendous
“cultural sensitivity.” Whenever they expanded to foreign markets, they
recruited a local executive to be CEO at that location so that the local culture
was respected and integrated to business practices (fostered). They assigned
a Canadian executive to be VP Finance so that financial reporting was
consistent across all Company operations.
The brothers were proud of the exponential growth of the Company and
were particularly proud of their Canadian roots. This pride and work ethic
permeated through the organization from top management to the line
employees in the plants. The success of this Canadian organization attracted
executive and management talent from across Canada.
Setting them apart from their competitors was the speed with which strategic
decisions were made and the flexibility by which these strategies could be
implemented. Strategic decisions were made only by the brothers. From the
Vice Presidential level down, all operational choices made were in support
of the implementation of the plans developed by the brothers. Employees
from coast-to-coast were extremely proud that the Company could go from
conception of a new product idea to launch of the product in the marketplace
in a matter of weeks. Similar decisions made by their competitors could
take months or even years.
The brothers controlled as many elements of the food supply business as
they could. For example, they ensured that the plants always had an
adequate supply of ingredients on hand for production. They also formed
their own trucking firm, Able Distribution Limited, a wholly owned
subsidiary of Wilson Brothers Limited. In this way, they were able to
guarantee on-time deliveries to customers. More than 70% of the demand for
the trucking firm came directly from food business deliveries, independently
operated out of Truro, Nova Scotia.
Threats to the Business
Today, the Wilson brothers know that regardless of the success their
company has enjoyed over the years and their attempts to control aspects of
the business, it faces significant threats to profits on a daily basis.
General Canadian Economic Conditions
Over the last decade, the Canadian economy has seen a major deterioration
in its manufacturing base which in turn has increased unemployment and
depressed real wages. So even though inflation hasn”t been a huge factor in
the equation, it has risen at a level greater than general wage increases. One
could argue that this should have little impact on the food business as “food
is food and everyone has to eat,” but consumers have become increasingly
more price- and health-conscious. In terms of the percentage of overall
family budget devoted to food acquisition, the average family spends less
now than it did five years ago. The trend to shopping at big-box wholesale or
discount stores such as Costco and Walmart, or the popularity of generic
brands at Sobeys or Food Basics, impact the profitability of brand name
products competing for the same market.
Competition
Significant competition exists in Canada from major companies with similar
product lines. In the juice business, for example, Wilson Bros would
compete with Coca-Cola through its Minute Maid Division. There are
several other American firms that have penetrated the Canadian market
attempting to decrease Wilson Brothers Limited market share. Some of the
US competition is dependent on the value of the Canadian dollar.
Competition has also stiffened overseas, particularly in Europe. Early on
Wilson Bros was often first to market with their products in many European
countries; but as the market matured, local companies saw the success of
prepared foods, assessed the opportunity, and began to compete directly with
Wilson products.
Pricing
The Canadian market for food producers is split into two avenues: retail
sales, selling the product through major grocery chain stores such as Sobeys;
and food service sales, such as McDonald’s or Swiss Chalet. On the retail
side, major grocery chains have developed their own “house-brands” to
compete on price against Wilson Brothers products in many of their food
lines. On the food service side, Wilson Brothers is only able to maintain the
business primarily on “best price” so that over time, regardless of volume
increases, profit margins tend to decrease.
Consumer Preference
In the early years, the Wilson Brothers products were extremely popular,
solely based on the convenience of prepared food. Recently, however,
consumers have become more discerning about purchasing convenience
foods, paying closer attention to such health concerns as trans fats,
unsaturated fats, salt, and sugars. Wilson Brothers dessert sales in particular
have suffered. In Quebec, the market has always been softer than other
markets in Canada, and continues to deteriorate because of the preference
for “home cooking”.
Transportation
Able Distribution Limited (the wholly owned subsidiary of Wilson Brothers
Limited) transports raw product to its plants for manufacture and inventory
to its customers to market. However, the global cost increases in petroleum
products have been significant; and because of the need to keep product
prices low, transportation cost is a major area of concern for the Company.
Recruitment
Wilson Brothers has been an attractive employment opportunity for
Canadian executives, managers, and plant personnel because of its Canadian
roots, culture, and success. However, the Company has had significant
issues recruiting in Vancouver in recent years, since the cost of living in that
region far exceeds real income.
Unionization
Most of Wilson Brothers Canadian operations are non-unionized, and for
competitive reasons the brothers tend to prefer it that way. They have
always felt that any issues with an employee could and should be dealt with
directly, on a one-to-one basis. The brothers believe they need to operate
with flexibility in order to make quick strategic decisions, develop new
product ideas, and take them to launch as quickly as they do. Labour
agreements can add a level of structure and time-consuming protocol that
creates a less flexible operational environment.
The Current Situation
You are brought in to the organization as Director of Human Resources for
the Canadian operations. The Company has manager-level HR
representation in each plant in Canada, but no one coordinates the overall
effort. Your job, as described, is to develop and implement HR policies so
that the company can apply them consistently throughout the Canadian
organization. Subsequently, you will introduce policy to international
operations, ensuring that where currently the company has non-union status,
this status is maintained. In that capacity, you report to Ron Abrams, Vice
President of Operations, Canada. You work from the corporate offices in
Brandon.
You discover several HR issues that need to be addressed. First, executives
and managers are hired at starting salaries that have been set primarily based
on their ability to negotiate their own salary rather than on any specific
salary range criteria. No policies regarding Employment Equity or Pay
Equity exist.
Second, the company has no job description, nor any job evaluation
processes in place. Performance appraisals are nonexistent below senior
management, and even at that level, appraisals are informal and based
entirely on a Management By Objectives (MBO) style of management.
Bottom line results take precedence over everything else, regardless of the
behaviours exhibited by the executives and managers to get those results.
Third, there are no bonuses in the organization except for the sales and
marketing staff, and they are paid solely on sales target achievement and
market share improvement.
Fourth, succession management has not been considered. Historically, if a
brother determined a vacancy, he would offer that position to an existing
employee based only on an employee’s ability to implement a strategic
objective. Often that judgment was based on a fleeting impression. Even the
brothers themselves have no plan with respect to who will replace them
should they retire.
Fifth, along with the pride of working for the company, there is also a
pervasive fear. At the head office and plants in Brandon, for example,
employees are very afraid of losing their jobs, as Wilson Brothers Limited is
the one major employer in the area. Since there are no consistent policies on
any employee relations issues, any employee at any level can be terminated
at any time if he/she fell out of favour with the owners.
The sixth issue has to do with team meetings. The brothers attend two
noteworthy team meetings. The first team, which includes the CEOs from all
of the European and Asian subsidiaries, meets once every three months at
the corporate office in Brandon. The purpose of this team meeting is to
discuss and improve profit results. The brothers also meet once a month
with a second team — the senior executive team in Canada, which includes
the VP Sales-Retail, VP Sales-Food Service, Executive VP Marketing, VP
Engineering, VP Finance and VP Operations. No other formal team
meetings are held in the company. There are groups that meet on an ad-hoc
basis to manage new product implementation; these employees come from
Sales, Marketing, Finance and Operations.
As the newly appointed Director of Human Resources for Wilson Brothers
Limited, you recognize that there is substantial work ahead. You know that
while changes are required, you are very aware that the company has been a
huge success. How will you help move the company forward? Bob, John,
and the other members of the executive team will have projects and
assignments for you to do in the near term. You will gain knowledge and
experience as you offer your leadership in the field of Human Resources
Management. Good luck and have fun!
Company Details
Wilson Brothers Limited Executive Team-Canada
Bob Wilson:
Co-Owner-CEO
John Wilson:
Co-Owner-President
Murray Brown:
Executive MP Marketing
Ron Abrams:
VP Operations
Dave English:
VP Engineering
John French:
VP Finance
Gayle Robillard:
VP Sales Retail
Diane Ouellette:
VP Sales Food Service
Canadian Plant Operations
Vancouver, British Columbia (220 employees)
Old Facility and Equipment
Residential Area
No Room to Expand as Plant right on the Shoreline
Only 1 Product Produced at Location
Union Operation-IBT (Teamsters)
Average Hourly Wage Rate $ 38.02
Total Benefit Rate
$ 9.51
Total Compensation Rate
$47.53 (hourly only)
Calgary, Alberta (410 employees)
Large Facility, New Equipment
Industrial Area
Room to Expand
All Products Produced at Location
Non Union
Average Hourly Wage Rate $32.10
Total Benefit Rate
$ 8.03
Total Compensation Rate
$40.13 (hourly only)
Brandon, Manitoba (860 employees)
Large Facility, New Equipment, Head Office
Industrial Area
Room to Expand
All Products Produced at Location
Non Union
Average Hourly Wage Rate
Total Benefit Rate
Total Compensation Rate
$30.05
$ 7.51
$37.56 (hourly only)
Toronto, Ontario (1035 employees)
Retail and Food Service Sales Office Location
Separate Plant Location-Industrial Area
Room to Expand
One Product Produced at Location
Unionized-UFCW-United Food and Commercial Workers
Average Hourly Wage Rate
Total Benefit Rate
Total Compensation Rate
$34.10
$ 8.53
$42.63 (hourly only)
Montreal, Quebec (300 employees)
Medium Sized Facility, Industrial Area
Room to Expand
Two Lines Produced
Non Union
Average Hourly Wage Rate
Total Benefit Rate
Total Compensation Rate
$30.05
$ 7.51
$37.56 (hourly only)
Halifax/Dartmouth, Nova Scotia (280 employees)
Medium Sized Facility, Industrial Area
Room to Expand
Two Lines Produced
Non Union
Average Hourly Wage Rate $30.00
Total Benefit Rate
$ 7.50
Total Compensation Rate
$37.50 (hourly only)

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