Introduction
An effective workforce selection process is fundamental in corporations. Indicatively, effective selection practices enable firms to recruit workforce with the required qualifications. Appropriate recruitment provides firms with employees possessing required knowledge, skills, and abilities. “The Stars Hollow Hat Company” required new Customer Service Representatives (CSR’s) to reduce overtime costs. However, the supervisor conducted the recruitment process without adhering to established guidelines. Evidently, there selection assessments failed to consider the CSR job description. Adverse impacts associated with recruitment of more people emerged. This paper evaluates the selection criteria used in obtaining new CSR’s at the firm.
Appropriateness of Recruitment Sources
The recruitment sources were not entirely appropriate for CSR activities. The supervisor informed her workmates to make referrals for the vacant positions. Three referrals arrived immediately for interviews. The supervisor interviewed two referrals. It is surprising that one referral was discriminated against on the basis of language. The supervisor also placed a simple and unclear advertisement for the CSR position in the local papers. She also placed another advert on the job board. The advertisement asked potential workforce to stop by in order to take interviews. Furthermore, the supervisor identified recruits who worked in their farm. Convinced they had excellent work ethics she recruited some of them.
Links between Job Description and Selection Assessments
The selection assessments and job description had no relationship. Evidently, all the interviewees lacked sales skills. However, the supervisor selected them based on other attributes. She considered that some applicants had worked in their family farm where she grew up. Furthermore, conducting the interviews without enlisting the participation of her workmates compromised the results. Indicatively, it was hard for the supervisor to strictly use the job description while conducting the selection. The failure to use standardized interviews structure indicates that selection assessments used mismatched the job description.
Identification of Adverse Impact
Evidently, the selection process presented adverse impacts. The supervisor engaged in the interviews single-handedly. This caused adverse impacts associated with burn out as many people arrived for interviews. Inappropriate recruitment sources also resulted into adverse impacts. This is because the firm recruited workforce who lacked the required knowledge, skills, and abilities. The supervisor failed to recruit people with sales skills which were the crucial attributes required from the new workforce. Furthermore, the supervisor recruited eight people while the firm required 2 – 3 CSR’s.
Compliance with Applicable Laws
The selection process was not compliant with the applicable laws. Equal opportunity recruitment guidelines require employers to adhere with the workforce selection and absorption policies. The process of placing adverts for the CSR’s position opening did not meet equal employment policies. This is because the advert was simple and unclear. This potentially hindered others from accessing information and submitting appropriate applications. Furthermore, discriminating one of the referrals based on language amounts to non compliance.
Recommendations
Evidently, the selection approach used at “The Stars Hollow Hat Company” requires improvement. Restructuring and aligning the selection design and implementation approach is applicable in this firm (Arthur, 2012). The firm should establish a new hiring process that meets all workforce recruitment standards. Indeed, such a new hiring process shall set standards on the selection processes.
Conclusion
The evaluation of the hiring process used at “The Stars Hollow Hat Company” reveals astonishing incompetence on the part of the supervisor. The hiring process she used was inappropriate. Indicatively, the job description and selection assessments are mismatching. This resulted into adverse impacts and non compliance with applicable regulations. However, restructuring the hiring process shall streamline recruitment selection initiatives.
Reference
Arthur, D. (2012). Recruiting, interviewing, selecting & orienting new employees. New York, NY: American Management Association.