1. APPLICATION CASE: Ya Kun Kaya Toast (Page: 210)

a. How would you forecast the manpower needs of Ya Kun?

Ya Kun can forecast the manpower needs by using ratio analysis to conduct a

quantitative analysis of information in a company's financial statements. Ratios

are calculated from current year numbers and are then compared to previous

years, other companies, the industry, or even the economy to judge the

performance of the company. Based on the analysis, Ya Kun could increase their

salesperson to run the business in their outlet. Ya Kun can even use trend analysis

as an aspect of technical analysis that tries to predict the future movement of a

stock based on past data. Trend analysis is based on the idea that what has

happened in the past gives traders an idea of what will happen in the future.

Based on trend analysis, Ya Kun can find new recruit by using their past

experienced by estimating the number of staffs needed in future. The organization

could either recruit full- timers or part timers. Ya Kun also can use computerized

system to predict the manpower needs for their organization. The employer could

estimate the number of staffs needed to increase their sales.

b. What are the advantages and disadvantages of Ya Kun’s hiring part-time

workers?

Advantages of Ya Kun Hiring Young and Older Part-Timers

i. The costs are lower in terms of direct monetary compensation and many

businesses can save significant amounts of money in terms of benefits by

hiring part-time workers.

ii. The energy level and enthusiasm especially in college and high school

students can give businesses a needed injection of liveliness.

iii. The young part-timers are often willing to learn new tasks and

responsibilities.

iv. During peak period the company can utilize the strength of the part-timers

to help. Students are particularly useful in meeting these periods of high

demand because they will not be in school.

v. The older part - timers look forward to each working day and take pride in

their accomplishments. Many older workers approach second careers with

enthusiasm because they appreciate the stimulation and social interaction.

vi. The older part - timers respect their supervisors, listen attentively to them

and ask for clarification before starting a task.

vii. Many older workers are more flexible than their younger counterparts.

They do not have to juggle too many family responsibilities. They can

work part-time, split shifts or a few months of the year. Since many mature

workers receive pensions and have good health benefits, they do not

expect high salaries or other employment perks.

viii. Senior citizens with extensive resumes have well-honed skill sets based on

their experience. They use their excellent communication skills to listen

attentively to their customers and respond appropriately. Those who have

learned from past mistakes in prior workplaces do not lose their temper or

become impatient with rude or undecided customers. Mature workers can

convey their previous experience into almost any workplace.

Disadvantages Associated With Part-Timers

i. There will be higher absenteeism rates among the part – timers due to

less commitment.

ii. Inexperience part – timers will lead to higher training costs to the

organization and unprofessional behaviour will lead to unnecessary

trouble in the organization.

c. A good attitude and commitment are two important attributes that Ya Kun

looks for its job applicants. Is a job interview an effective method to assess

these two attributes? What else can Ya Kun do to get reliable information on

these two attributes?

A job interview is not really an effective way to assess these attributes. It is

because a job interview is only a process in which a potential employee is

evaluated by an employer. During this process, the employer hopes to determine

whether or not the applicant is suitable for the job by looking at their experience

and academy level. If Ya Kun is looking for an employee with a good attitude and

commitment they could use behavioral interview questions. Through this way the

employer could ask questions related on what they did in past jobs or life

situations that are relevant to the particular job and skills. The answers given by

the applicant can be used to predict their future performance in similar situations.

Ya Kun could also use situational interview questions. During the question and

answer session the applicant will be ask to imagine a situation and respond base

on it. Based on the answers given, the employer could predict the commitment

level of the applicant.

Ya Kun could use the two weeks training period to study more about the applicant

because it is difficult to judge the attitude and commitment level during the

interview. Usually commitment level and attitude will be only revealed after a

certain period of time.

d. What suggestions would you make to Ya Kun to improve its recruiting

processes?

Ya Kun can ask its current employees for referrals. It is because existing

employees already have worked in the company and are the most likely to refer

people that would be a good fit. Offer referral incentives to the employees during

times of recruitment. It will motivate the employees to be loyal and trustworthy.

Ya Kun should look within its company because it is always better to promote

from within than to hire an outsider. The existing employees are already familiar

with the company so it will reduce the training costs and time. By hiring workers

from within also increases employee moral values and serves as a motivator for

doing the best job possible.

Ya Kun should provide different ways for potential employees to contact the

hiring manager or human resources representative. Not all candidates will have

access to the same technology, so Ya Kun could provide appropriate directions in

the job listing details for a candidate to mail, email, fax or upload a resume and

job application. Ya Kun could even extend the office hours during a heavy

recruitment phase, and create the flexibility to allow candidates a chance to make

contact.

APPLICATION CASE (page 248)

Selecting Candidates for the Position of Marketing Manager in Egypt

Question 1

Suppose you are the HR assistant. What selection test will you use? Explain precisely

which test you will use to test which criteria. Explain your choice.

What selection test will you use?

There various type of test such as Test of Cognitive Abilities, Test of Motor and Physical

Abilities, Measuring Personality and Interests, and Achievement Test. So, in order to recruit

the right candidate on position of Marketing Manager for Cairo Food Co., we will be

selecting the Achievement Test.

Explain precisely which test you will use to test which criteria

Achievement testing serves many purposes such as Assess level of competence, Diagnose

strength and weaknesses, Assign Grades, Achieve Certification or Promotion, Advanced

Placement/College Credit Exams, Curriculum Evaluation and Accountability, Informational

Purposes.

So, there are few criteria that can be test by using Achievement Test which is Assess level of

competence, and Diagnose strength/weaknesses.

Assess level of competence

Established frameworks, either externally provided or within your organization, will normally

have a formal scale or grading system and guidance on how to approach assessment. This

might include able-to-do statements, levels of responsibility and indicators based on formal

learning undertaken. However, if you have created your own competence statements or are

using a framework without guidance, assessment will be difficult without some indicators to

help you, so you will need to set your own.

When using competences purely for your own development, to provide a means to measure

improvements in your performance.

Diagnose strength/weaknesses

Strengths :

coaching mindset (non-judgemental), proactive, communicates with clarity based on facts

and reality, creative, models selling skills, accountable for results, collaborative, focuses on

outcomes, analyses and syntheses data, rep focused, business and industry acumen

Weaknesses:

judgmental, reactive, communicates based on ideals and beliefs, problem solving, blaming,

seeks compliance, focuses on consequences, relies on rumours and anecdotes, client focused

(versus rep focused), and product/technical acumen.

Explain your choice.

An achievement test is a test of developed skill or knowledge/experience. The most common

type of achievement test is a standardized test developed to measure skills and knowledge

learned in a given grade level, usually through planned instruction, such as training or

classroom instruction. Achievement tests are often contrasted with tests that measure

aptitude, a more general and stable cognitive trait.

Achievement test scores are often used in an educational system to determine what level of

instruction for which a student is prepared. High achievement scores usually indicate a

mastery of grad-level material, and the readiness for advanced instruction.

Question 2:

How would you go about checking the references of the candidates?

Your boss has warned you: In the region, reference letters are all fantastic, and some

candidates are even ready to write their references themselves.!!

Conducting a thorough reference check on a candidate is one of the most important

steps an employer can take in the recruitment process. Many companies are now hiring

professional background search firms to conduct background checks, but you can conduct

many of these searches partially on your own.

Collect the employee's application, references and consent form for the background

search.

You will need to call the past employers and references listed on the application. If

the employee does not want you to call a past employer ask for further clarification.

Any lapses of employment also require further explanation.

You will also need to verify any education listed. Most schools will release the

graduation date, major and degree(s) earned. Another way to verify a degree is to

have the candidate request an original transcript from the school. This should be

mailed directly to Human Resources or the business owner.

Although you should remain objective pay careful attention to the responses by

former employers and references. Make sure to note any inconsistencies. You can

then politely discuss this with the candidate. Any questions arising out of this should

not be made in an accusatory manner.

You need to conduct the background search in an objective manner. You should not

be asking personal questions regarding the candidate. Your goal should be to verify

the information on the application as it applies to the position.

Issues:

Some candidates are write their references themselves..!

We can contact reference sources that are still working in an organization which

currently or previously employed our candidates. Tell sources that the candidate has given us

their name as a personal reference.

It is usually quite easy to get positive information about job candidates from

reference sources. The tough part is getting at those potential negatives. We must help

reference sources to see that it is in no-one's best interest for us to hire someone who will not

likely be successful in the job. To do that, it is critical to present our inquiries in ways which

make it clear that we are looking out for the candidate’s interests, as well as our own. “Good

fit” between the job and the candidate should be the consistent theme of our inquiries.

Here are sample of conversation how to talk reference source.

A. The opening:

For example, “Ahmad gave me your name as a reference. He has applied for a

position as the marketing director for our company, and I would like to speak with you for a

few minutes regarding your knowledge of Ahmad’s capabilities. Is this a good time for you?”

(If not, set up a time that is good.)

“We liked Ahmad’s background when we spoke with him, and he has made it to our

second round of interviews, along with several other candidates." (Always indicate that the

decision is still very open, so that there is no expectation that this particular candidate will

necessarily get this job.) "At this point, we are looking to speak to others who know him and

his work, to round out our own perceptions. All information from references is kept strictly

confidential. Please be candid – we need someone who will be a good match with our

company and the job, and I know that a successful fit is very important to Ahmad as well.”

B. Body of questioning:

1. Clarify the nature of the relationship between the reference source and the candidate

(former boss, colleague, client, subordinate, etc.)

2. Check to confirm that important information candidate has given about his work at that

organization is accurate. (Job title, main responsibilities, salary, etc.)

3. Then ask specific questions, based on what we most want to explore with someone who

has actually worked with this person. Reference sources will not usually give us great

quantities of time, so focus on getting the most critical information we want from that

particular source.

Within the limited time available, try to build a relationship with the source before we

ask questions which may be difficult or negative. First ask a few questions where you think

the responses will be positive.

Often we need to give information about the job or our company in order to help the

source see the relevance of our specific inquiries, and why the "fit" issue is so important to

both parties.

If the source seems reluctant to give much information, try describing what we think

we saw in the candidate, then ask the reference source if we’re right, or if we have

misinterpreted or missed something. Listen carefully for real agreement vs. lip service.

We may even want to throw in a deliberate misperception to see if the source will

correct our impression. If they do, we will feel more confident that they are giving us their

honest impressions of the candidate.

If there was an area we missed in the original interview with the candidate, we may be

able to fill it in via reference sources. Be sure to follow this up with the candidate in any

subsequent interview, and in other reference checks.

Relationship issues are critical for ultimate job success and don’t show up on resumes,

or even in interviews sometimes. Probe them carefully with reference sources. For example: “

In your organization, how did Ahmad get along with his subordinates, his peers, field

managers, his boss, the executive committee, the board, the line workers, etc.? What kind of

environment brings out the best in him? What kind of environment do you think he should

avoid, given his strengths and preferences?”

Sometimes we can word questions so that the source does not perceive them as

negative, even if we are searching for potential negatives. Often this involves giving them the

choice of two or more neutral answers.

C. Closing:

Toward the end of the reference check, we need to ask a couple of global questions

which may net any real negatives which could otherwise go unspoken. Although it is possible

that a source will lie to us, asking the questions this way will minimize that possibility.

“As I'm sure you understand, the marketing director is a very sensitive position. Is there

anything you know of which could be damaging to our company, or to Ahmad, if we were to

hire him for this position? Anything like an honesty or integrity issue, legal or moral

problem, addictive behaviour issue, termination for cause, or any other issue we should be

aware of?”

If the source seems to waffle at all, or we sense any possible problem, try probing

again. “As you know, companies have to be very careful these days to avoid a negligent

hiring decision, especially in such a sensitive position as a marketing director. That’s why we

take the time to check references on all our candidates, and why we keep that information so

confidential”.

Make our last question a real catchall: “Thank you very much for speaking with me

today. It has been most helpful in getting to know as much as possible about Ahmad, so that

we can give him full and fair consideration as a candidate. Is there anything else we should

know about him before we close? Anything else you would like us to know about him?”

Throughout the reference check, probe the source for examples of how the candidate

actually behaved in that organization. If the source says the candidate is "great with people",

ask what he has observed the candidate do that causes him to say that.

D. Follow-through:

Compare the information from the reference source to the perceptions we formed

from the resume, the preliminary interview, and the other references.

Except in the case of a serious “knock-out” issue, we are looking for patterns of

behaviour that either fit well with our open position, or don’t.

No candidate is perfect, so keep minor negatives in perspective. Which ones can we

live with, compared to the candidate's strengths, versus which ones would be truly damaging

to our organization? If there is a major negative, we should usually eliminate the candidate. If

there is a minor negative, structure a few questions to probe that issue further with the

candidate at any subsequent interview, or in other reference checks, without giving away the

confidential source or the specific information given by the source.

E. Keep your promise about confidentiality if you turn up a significant negative.

Never let the candidate know we have received negative information from references.

If we have already scheduled a follow-up interview with the candidate, don’t cancel it –

nothing gives a candidate a tip-off that his references have spoiled his chances of landing the

job faster than having we go “cold” on him right after reference checks.

Make sure any colleagues who are part of the interviewing process maintain vigilance

about confidentiality as well. In fact, unless they have a real “ need to know” about negative

information we may discover, keep it to ourself. This is especially important if they know the

candidate personally, or know someone who does, since this is the situation most likely to

result in "leakage" of confidentiality.