COMPETENCY Describe how hiring practices support an organization.docx

COMPETENCY: Describe how hiring practices support an
organization's strategy.
CRITERION: Identify which question types relate to the KSAs
and required experiences for CapraTek's position.
DISTINGUISHED
PROFICIENT
BASIC
NON-PERFORMANCE
Proficient
Identifies which question types relate to the KSAs and required
experiences for CapraTek's position.
Faculty Comments:“
You made a nice start with this objective. I would like to see
you develop your content further to fully analyze which
question types relate to the KSAs and required experiences for
CapraTek's position. Your analysis should be supported by
information from outside resources, and it needs to be cited in
APA format both in the body of your presentation and on your
References page as well.
”
COMPETENCY: Assess approaches for recruiting, selecting,
and retaining talent.
CRITERION: Explain why the interview questions are
appropriate for CapraTek's position.
DISTINGUISHED
PROFICIENT
BASIC
NON-PERFORMANCE
Proficient
Explains why the interview questions are appropriate for
CapraTek's position.
I still would like to see you develop your information further to
fully analyze the interview questions that are appropriate for

CapraTek's sales position, and describe the consequences of
asking illegal questions.
”
COMPETENCY: Analyze the impact of legal and regulatory
issues on staffing management.
CRITERION: Explain why interview questions do not request
illegal information.
DISTINGUISHED
PROFICIENT
BASIC
NON-PERFORMANCE
Non-Performance
Does not explain why interview questions do not request illegal
information.
I would have liked to see you develop your information further
to fully identify the rulings and laws that govern what
employers can ask during the interview process, and explain
why interview questions cannot request illegal information, as
this is still not addressed in your presentation.
”
COMPETENCY: Communicate in a manner that is scholarly and
professional.
CRITERION: Design slides that are uncrowded, visually
appealing, and easy to read.
DISTINGUISHED
PROFICIENT
BASIC
NON-PERFORMANCE
Distinguished
Designs slides that follow graphic design best practices.
You successfully met the requirements for this objective.
”
CRITERION: Communicate in a professional manner that is
appropriate for the intended audience.

DISTINGUISHED
PROFICIENT
BASIC
NON-PERFORMANCE
Distinguished
Communicates in a professional manner that addresses the
intended audience and is free of grammar and mechanical
errors.
You successfully met the requirements for this objective.
”
Screening and Interviewing External
Candidates
Khanh K. Nguyen
Capella University
October 15, 2019
What Is KSAs?
“A KSA, or Knowledge, Skills, and Abilities,
is a series of narrative statements that are
required when applying to United States Federal
government job openings. KSAs are used to
determine, along with résumés, who the best
applicants are when several candidates qualify
for a job. The knowledge, skills, and abilities
(KSAs)necessary for the successful performance of a
position are contained on each job vacancy announcement.

In 2009 the Office of Personal Management asked federal
agencies to stop requiring job applicants to fill out the
questionnaires, to be phased out within a year.”
2
CapraTek is one of the companies which are growing fast in the
sector of Manufacturing in America. The company has the pan
to go to New Jersey for opening the new pant of the
manufacturing with the purpose to expand its business. For this
its department of HR has a plan to show the talents the
organization has and the talents and needs it still requires. For
this purpose the HR team of the company is asked to have the
recruiting practices and also the practices of the selection to
know the employees' qualities that must be present in order to
work for the organization. The department of HR for his
purpose needs to hire train and even develop the personnel to
make the daily activities of the organization work in the new
plant being manufactured in New Jersey.
CAPRATEK
Please can you add
- Coordinated Global team with local market knowledge /-
Global talent locally sourced
- 130 Offices in more than 30 countries or +20 years 5
continents 1 Vision
- We handle recruitment at all levels and in all functional areas
of the Automotive industry

Please can you add an image on the bottom right hand corner x
3
Important Factors
There are many factors that the HR management team must keep
in mind that these factors may affect the force of the labor not
only in New Jersey but may also have its effect in the US. To
make the efforts to know the demands of the labor of the
company, there should be analyzed the state of the labor and the
information statistically which have its impact on the recruiting
and also in the selection of the employees as they for the plant
in the New Jersey by the department of the HR. The factors that
should be held in mind are;
Culture
Workers production.
Can this page have a title – Our global sourcing capabilities
4
Hiring Practices
The strategies of the organization which are used to hire an
employee much in number, the HR management department
uses them all to see what qualities the individual
has and how much he is suitable for the job the
organization is offering. Many studies have also

been done to study which strategy works best for
hiring the individual;
Interviews of the job, in which the individual
can be asked to tell the skills he possesses and the team and
evaluate
whether the skills are needed in the job or not.
Search and careening that has been resume and automated
Certain assessments help to know whether the candidate is
motivated for getting the jobs and the factors which the
company or offering and they assess whether the company’s
values motivate the candidate to get the job.
To gauge the abilities that are related to the job and the skill
required in the job.
5
HR Responsibilities
If an individual wants to do a job in the Human Recourses,
certain qualities he must possess;
6
HR Responsibilities
You should know how to interact with individuals of any rank

HR Responsibilities
Should have the skills to analyze different decisions and
consequences of the organization.
HR Responsibilities
All the facts should be clear.
Good skills of communication must be present in an individual.
Should have an approach that is optimistic
Interview Questions Based on the KSAs
Q1- What motivates you?
Q2- What are your greatest strength and greatest weakness?
Q3- Where do you see yourself in coming years?
Q4- describes any situation where you are solving a problem?
(problem solving)
Q5- any example where made a tough decision (decision
making)

7
Interview Questions Based on the KSAs
Q6- Tell us about the time you managed when you are working
in team? (team work)
Q7- I want to know more about responsibilities for the job?
Q8- Define Company’s culture and why you are interested in
this company?
Q9- What do you know about this company?
Q10- What are the biggest opportunities and challenges you
have in your life?
8
Appropriateness of interview questions
They cover motivation of the employees since motivation is the
driving of all employees in any given organization. motivation
enhances achievement of goals.
The questions explores the strengths and weakness of workers
and therefore employees will be assigned tasks according to
their strengths. This will eventually result to easy achievement
of organizational goals.
They allow one to set targets or objectives tat are achievable.
They enhance effective decision making since the employees are
allowed to participate during the interview process.
Consequences of asking illegal questions

Lowers motivation of employees as they feel they not are being
respected.
Some employees might end up not respecting their managers
since the illegal questions portray their character.
Some employees might turn down the offer of working for the
organization.
Might lead to lack of unit amongst the employees.
Might create poor working relationship
“CAPRATEK JOB DESCRIPTIONREGIONAL SALES
REPRESENTATIVE”
Following points are important for sales representative in
Capratek
11
Works with regional sales
Promote sale
Built good relationship with distributor
Contact primary among customer and company

Important Functions
12
Functions
Professional behavior
Good relations with customers
Technology support
Training support
Support for distributors and managers
Communication skills
Knowledge of product
Recruit Regional Sales Representatives for CapraTek
An Effective Job Analysis at CapraTek, it manufacture state of
the art and computer technologies. In particular, this

organization is known for its groundbreaking and electronic
improvements. Lately, they designed advanced home smart
commodities and are proud to announce that they are expanding
their creative team to a new location!”
13
Purpose of this Job
“To accommodate the company in its growth and development
in areas they are looking to welcome four regional sales
representatives, to help introduce the inventions to the public. It
is based on data collected through research and for the people
who are looking for sales representative job position. The
purpose of this job analysis is to identify and articulate the
duties and requirements for becoming a regional sales
representative for CapraTek.”
“There is a certain level of knowledge, skills, and abilities that
are required for the regional sales representative positions at
CapraTek. They are one of the leading electronic competitors,
so they must select individuals who already have sales
experience and who know the essentials to excellent customer
service.””
Knowledge
14

Conclusion
The professional job of the HR department is not an easy job.
The HR of the company has to resolve and tackle certain issues
such as the legal issues that have to be seen and resolved by
him. The individual who has to be recruited in the sales
representative position in CapraTek needs to know all the legal
aspects also. “It is vital for thecompany to interview qualified
sales representatives because it eliminates time and saves
money that has to be spent on extensive coaching (Heneman,
Judge, & Kammeyer-Mueller, 2015). When an experienced sales
professional is trained, they usually only have to learn the
features and benefits associated with.
15
References
Difference between Recruitment and Selection. (2015).
Retrieved October 2, 2019, from Managementstudyguide.com
website: https://www.managementstudyguide.com/difference-
between-recruitment-selection.htm
Making your final hiring decision | Robert Half. (2018,
November 8). Retrieved October 2, 2019, from
Roberthalf.com.au website:
https://www.roberthalf.com.au/management-advice/recruitment-
process/hiring-decision
Pre-employment testing: a selection of popular tests | Workable.
(2018, April 17). Retrieved October 2, 2019, from Recruiting
Resources: How to Recruit and Hire Better website:
https://resources.workable.com/tutorial/pre-employment-tests

© 2013 CAPELLA UNIVERSITY
TESTING: SOME BASIC CONCEPTS
ONE WAY TO “PICK” THE BEST APPLICANT
Richard J. Wagner, PhD
Part-time Faculty
Capella University
Uupdated: January 28, 2016
*
Intelligence
Cognitive ability
Skills
Integrity
Drug testing
Aptitude
Medical tests
Personality
Language skills
Computer
Driving
Typing
TYPES OF TESTS USED FOR SELECTING CANDIDATES
*
ISSUES IN TESTING

Legal issues: job-related, reliable, valid
Test must be all three of the above to be used as a selection
device
Errors:
False positives (pass the test but can’t do the job)
False negatives (fails the test but can do the job)
*
CUT-OFF SCORES
Importance during selection:
This is the score above which we “hire” and below which we
“do not hire”
*
TESTING OPTIONS TO CONSIDER
Using a test score by educational level
Cognitive ability:For the Wonderlic Personnel Test (WPT) (0-
50 score range)High school graduate mean score: 21College
graduate mean score: 29
Using a test score by “potential”For the WPT:28 and over (17%
of the population): potential for upper-level managementCan
draw conclusions from job situations16-22 (27% of the
population): routine office worker potentialMust allow enough
time and experience while training
*
MORE TESTING OPTIONS TO CONSIDER

Hiring in the upper 25% of a group
For the WPT:Mean score of 27 and aboveUpper 50%: WPT
mean score of 22 and aboveUpper 75%: WPT mean score of 17
and above
By job category
Using the WPT to hire for the following jobs:Engineer: 28.6
averageClaims adjuster: 26.9 averageMeter reader: 20.9 average
*
TESTING ERRORS
A “test” that is 95% accurate is good, isn’t it?
What that means is 5% of the people tested (for example, in a
test for illegal drugs), are inaccurately scored, so 5 people out
of every 100 are scored incorrectly.
We don’t know:
Who is inaccurately scored
Who passed who should not have passed
Who failed but should not have failed
*
MORE ABOUT TESTING ERRORS
There are four quadrants in this diagram
*
TESTING ERRORS EXPLAINED
True positives
People who “pass” the test and would perform as the test

predictsExample: Test indicates they do NOT use illegal drugs,
and they really do NOT.
True negatives
People who “fail” the test and would not perform acceptably as
the test predictsExample: Test indicates they DO use illegal
drugs, and they really DO.
False negatives
People who “fail” the test but would perform acceptably, the
opposite of what the test predictsExample: Test indicates they
DO use illegal drugs, but they really do NOT.
False positives
People who “fail” the test but would not perform as the test
predictsExample: Test indicates they do NOT use illegal drugs,
but they really DO.
*
The End
INTERVIEWING JOB APPLICANTS
THE #1 WAY WE CHOOSE PEOPLE TO HIRE
Richard J. Wagner, PhD
Capella University
Updated: February 5, 2016
*

WHY WE INTERVIEW PEOPLE
We can judge interpersonal skills.
We believe we are a good judge of people.
It is easy if we do not do it right.
Fit is judged by an interview.
It has always been done this way.
*
DO INTERVIEWS WORK?
Validity is often dismal (r = .10 or so).
Reliability across interviews is often very low.
Often no objective measure to assess candidates.
*
HOW WE CAN IMPROVE INTERVIEWS
Train the interviewers.
Use a more structured interview.
*
TYPES OF INTERVIEWS
Unstructured.
Typical interview.No pre-set issues or questions: “Tell me about
yourself.”
Structured.
Very reliable and valid.All questions are written
beforehand.Same for all applicants.No real interaction.
Semi-structured.

Generally good validity.Follows pre-set areas such as education
and experience
*
BEHAVIORAL INTERVIEWS
Stresses behavior.
Focus on past behaviors .(Best predictor of future behavior is
past behavior).
Stresses situations.
Based on hypothetical statements of situations you may never
encounter.(Tell the old fool what he or she wants to hear.)
*
OPEN- OR CLOSED-ENDED QUESTIONS
Open-ended:
“Why did you choose accounting for your major?”Opportunity
to explain or expand on answers.
Closed-ended:
“When did you graduate from college?”No chance to explain or
expand on answers.
*
OTHER TYPES OF INTERVIEWS
Stress interviews.
Group/panel interviews.
Multiple interviews.

*
INTERVIEWING BIAS
First impression.
Similar to me.
Halo/horn effect.
General interviewer bias.
*
HOW TO CONDUCT A BAD INTERVIEW
Do not prepare in advance.
Do not ask job-related questions.
Talk too much.
Be distracted during the interview.
Arrive late.
Do not listen to the candidate.
*
The end
Print
Screening and Interviewing External Candidates Scoring Guide
CRITERIA
NON-PERFORMANCE
BASIC
PROFICIENT
DISTINGUISHED
Identify which question types relate to the KSAs and required

Does not identify which question types relate to the KSAs and
required experiences for CapraTek's position.
Identifies which question types relate to the KSAs or required
Identifies which question types relate to the KSAs and required
Analyzes which question types relate to the KSAs and required
experiences for CapraTek's position; recommends strategies for
choosing appropriate question types.
Explain why the interview questions are appropriate for
Does not explain why the interview questions are appropriate
for CapraTek's position.
Identifies, but does not explain, why the interview questions are
appropriate for CapraTek's position.
Explains why the interview questions are appropriate for
Analyzes why the interview questions are appropriate for
CapraTek's position; describes consequences of asking
inappropriate or illegal questions.
Explain why interview questions do not request illegal
information.
Does not explain why interview questions do not request illegal
information.
Explains incompletely or incorrectly why interview questions
do not request illegal information
Explains why interview questions do not request illegal
information.
Explains why interview questions do not request illegal
information.; identifies rulings and laws specific to topics such
as age, sex, race, national origin, et cetera.
Design slides that are uncrowded, visually appealing, and easy
to read.
Designs slides that are crowded, visually confusing, and
difficult to read.

Designs some slides that are uncrowded, visually appealing, or
easy to read.
Designs slides that are uncrowded, visually appealing, and easy
to read.
Designs slides that follow graphic design best practices.
Communicate in a professional manner that is appropriate for
the intended audience.
Does not communicate in a professional manner that is
Communicates in a manner that is professional but not
Communicates in a professional manner that is appropriate for
the intended audience.
Communicates in a professional manner that addresses the
intended audience and is free of grammar and mechanical
errors.
Overview
In a 13-slide presentation deck, develop a variety of interview
questions based on the KSAs and required experience for
CapraTek's regional sales representative positions.
Note: Complete the assessments in this course in the order in
which they are presented, beginning with Assessment 1.
Organizations may have differing plans for hiring outside
applicants, but they often follow a common pattern when
screening those candidates.
By successfully completing this assessment, you will
demonstrate your proficiency in the following course
competencies and assessment criteria:
· Competency 1: Describe how hiring practices support an
organization's strategy.
. Identify which question types relate to the KSAs or required
· Competency 2: Assess approaches for recruiting, selecting,
and retaining talent.

. Explain why the questions are appropriate for CapraTek's
position.
· Competency 4: Analyze the impact of legal and regulatory
issues on staffing management.
. Explain why interview questions do not request illegal
information.
· Competency 5: Communicate in a manner that is scholarly and
professional.
. Design slides that are uncrowded, visually appealing, and easy
to read.
. Communicate in a manner that is appropriate for the intended
audience.
Context
The most common applicant screening process looks something
like this:
· Review of resumes/applications for basic qualifications.
· A phone interview (generally with HR).
· A screening interview with HR that may involve some initial
testing, reference checking, or background screening.
· A department interview with more in-depth testing and
background checking.
· Additional interviews with other stakeholders.
· A decision process.
· Offer made to selected candidate.
Questions to consider
To deepen your understanding, you are encouraged to consider
the questions below and discuss them with a fellow learner, a
work associate, an interested friend, or a member of your
professional community.
· Based on your own employment experiences, what seems to be
the best way to screen applicants so that only qualified
applicants are actually invited to be interviewed in person?
· Are background checks and reference checks good business
practices? Are they legal?
· Consider an ineffective employment interview that you, a
family member, or a coworker experienced. What could the

interviewer have done differently to make the interview
effective?
Required Resources
The following resources are required to complete the
assessment.
Library Resources
The following e-books and articles from the Capella University
Library are linked directly in this course:
· Arthur, D. (2012). Recruiting, interviewing, selecting, and
orienting new employees(5th ed.). New York, NY: AMACOM.
. Chapters 5–14.
· Baur, J. E., Buckley, M. R., Bagdasarov, Z., & Dharmasiri, A.
S. (2014). A historical approach to realistic job previews: An
exploration into their origins, evolution, and recommendations
for the future. Journal of Management History, 20(2), 200–223.
doi:http://dx.doi.org/10.1108/JMH-06-2012-0046
SHOW LESS
Suggested Resources
The following optional resources are provided to support you in
completing the assessment or to provide a helpful context. For
additional resources, refer to the Research Resources and
Supplemental Resources in the left navigation menu of your
courseroom.
Capella Resources
Click the links provided to view the following resources:
· General Interviewing Guidelines.
· Testing: Some Basic Concepts.
Multimedia
Click the links provided below to view the following
multimedia pieces:
· Correlation: Measuring the Relationship Between Two Sets of
Numbers | Transcript.
Library Resources
The following articles from the Capella University Library are
linked directly in this course:
· Ceniceros, R. (2011). Job candidate testing program cuts

Harley-Davidson's injuries: Physical ability to perform job tasks
checked before workers hired. Business Insurance, 45(32), 4.
· Huffcutt, A. I., Van Iddekinge, C. H., & Roth, P. L.
(2011). Understanding applicant behavior in employment
interviews: A theoretical model of interviewee
performance. Human Resource Management Review, 21(4),
353–367.
· Pittman, M. (2008). Picking the right people for your
team. Emergency Nurse, 16(6), 16–18.
· Risavy, S. D., & Hausdorf, P. A. (2011). Personality testing in
personnel selection: Adverse impact and differential hiring
rates. International Journal of Selection & Assessment, 19(1),
18–30.
Course Library Guide
A Capella University library guide has been created specifically
for your use in this course. You are encouraged to refer to the
resources in the BUS-FP4045 – Recruiting, Retention, and
Development Library Guide to help direct your research.
Internet Resources
The resources listed below are relevant to the topics and
assessments in this course but are not required. Please note that
URLs change frequently. Permissions for the following links
have either been granted or deemed appropriate for educational
use at the time of course publication.
· Heathfield, S. (2015). Human Resources Information System
(HRIS). Retrieved from
http://humanresources.about.com/od/glossaryh/a/hris.htm
· Hyman, J. (2013). Federal court slams the door on EEOC's
criminal background check lawsuit. Retrieved
from http://www.workforce.com/2013/08/13/federal-court-
slams-the-door-on-eeocs-criminal-background-check-lawsuit/
· Leung, R. (2004). Did hospitals "see no evil"?: Policy may
have given one nurse a license to kill. Retrieved from
http://www.cbsnews.com/news/did-hospitals-see-no-evil-02-04-
2004/
· Merron, J. Taking your wonderlics. Retrieved from

http://espn.go.com/espn/page2/story?page=merron/020228
· Monster. (n.d.). Sample job descriptions. Retrieved from
http://hiring.monster.com/hr/hr-best-practices/recruiting-hiring-
advice/job-descriptions/sample-job-descriptions.aspx
· Morrow, S. (2013). Hiring practices and social media.
Retrieved from http://www.legalzoom.com/articles/hiring-
practices-and-social-media
VitalSource e-Books
The resources listed below are relevant to the topics and
assessments in this course and are not required.
· Heneman, H. G., III, Judge, T. A., & Kammeyer-Mueller, J.
(2019). Staffing organizations (9th ed.). New York, NY:
McGraw-Hill Education.
. Chapters 7–9.
. Available in the courseroom via the VitalSource Bookshelf
link.
Assessment Instructions
Note: Complete the assessments in this course in the order in
which they are presented, beginning with Assessment
1.Preparation
To prepare for this assessment, complete the following:
· Familiarize yourself with Chapters 5–14 of
Arthur's Recruiting, Interviewing, Selecting, and Orienting New
Employees e-book, linked in the Resources.
· Read Baur, Buckley, Bagdasarov, and Dharmasiri's 2014
article, "A Historical Approach to Realistic Job Previews: An
Exploration Into Their Origins, Evolution, and
Recommendations for the Future," in Journal of Management
History, volume 20, issue 2, pages 200–223. This article is
linked in the Resources.
· Read the scenario below.Scenario
In Assessment 4, you developed a job analysis for CapraTek's
regional sales representative positions. Based on that job
analysis, you will interview candidates. Before you can do so,
you must develop interview questions based on the required
knowledge, skills, and abilities (KSAs) and required experience

for the CapraTek position.Requirements
As a member of CapraTek's human resources team, you believe
the best way to develop the interview plan and select the best
candidate is to include a variety of question types. Create a
PowerPoint presentation deck containing the following
elements, one question per slide. Ensure that your slides are
uncrowded, visually appealing, and easy to read.
· 4 structured interview questions.
· 3 semi-structured interview questions.
· 2 behavioral interview questions.
· 2 situational interview questions.
In addition, include the following:
· Explain why the questions are appropriate for CapraTek's
position and do not request illegal information. Place your
explanation in the slides' notes area.
· Describe which question type(s) relates to the KSAs or
required experience for CapraTek's position.
· Include a title slide and (if needed) a resources slide.

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COMPETENCY Describe how hiring practices support an organization.docx