Assignment Commentary
Chern’s is in the middle of hiring two sales associates for its flagship store and has reduced the initial applicant pool to eight candidates. Because it is the company’s flagship store, it is important that all sales associates who work at the store excel at customer service and embody the company’s values, and they need the new people to get up to speed quickly. Although Chern’s often invests in the training and development of new employees, in this case they would like the two new hires to arrive with the knowledge, skills, abilities, competencies, and other characteristics required to be immediately successful. They also would like the newly hired sales associates to be strong candidates for future management positions.
Ryan and Ann ask us to become involved in the assessment and hiring process. Nearly 80 percent of Chern ‘s sales associates are considered successful. However, Chern’s would like the percentage to be at least 85 percent. Ryan and Ann feel that improving the company’s assessment and selection system will help it accomplish this goal. We will use this opportunity to help Chern’s develop a new sales associate assessment and selection plan. This assignment draws on information from Discussion/Activity 2:4’ job matrix as well as Chapters 8 and 9 of Staffing Organizations. In addition, table A-7 summarizes the possible assessment methods we can use and their costs.
Our goals in developing our sales associate assessment plan are threefold:
1. Maximize the return on investment of our assessment process.
2. Maximize the job success of the new sales associates hired (in terms of their sales, turnover, and levels of customer service).
3. Maximize the fit of the new sales associates hired (including their customer service orientation and leadership skills) with the company’s culture.
In this assignment, students will provide a response to the following:
A sales associate assessment and selection plan that does not exceed a $4,000 budget. The selection plan includes what needs to be assessed (major KSAOs) and how each element will be assessed (assessments). Your plan should be depicted in a matrix and commentary should indicate the following determinants of the effectiveness:
Validity- how well the assessment method predicts relevant components of a person’s job performance? Table 9-3 describes typical validities for various assessment tools across many different occupations. You can look at Table 9-3 and consider the results of your job analysis/competency matrix from our previous in-class discussion to determine which assessment is most likely to predict job performance at Chern’s.
Return on investment- the extent to which the assessment method generates a financial return that exceeds the cost associated with using it.
Applicant reactions- the extent to which applicants perceive the assessment methods to be job related and fair.
Selection ratio- the extent to which the selection ratio is low. A low ratio means hiring only a few applicants, which allows an assessment method to have maximal impact in terms of improving the performance of the people hired.
Usability-the extent to which people in the organization are willing and able to use the method consistently and correctly.
Adverse impact- the extent to which an assessment method predicts job performance and other important hiring outcomes without discriminating against members of a protected class.
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