Planning
Tanglewood Case Two was about the planning of recruitment. Working on this case, I learned to analyze staffing data and determine whether staffing practices of an organization are adequate or not to fulfill its future needs related to human resources. Besides, Tanglewood case provides the learners with a great practical experience in the sphere of staffing mission and strategy design and addressing the staffing needs of an organization.
Moreover, the case provided an experience concerning the calculation of an organization’s staffing needs and current representation for the future analysis of the recruitment needs and the possible weaknesses and crises that may face the company in the future. Working on this case, I learned to forecast an organization’s future hiring needs, calculate statistics for different jobs, and evaluate demographics and staffing practices. I also learned to determine available labor opportunities and target the required populations in order to fulfill the staffing needs of an organization. The study required a certain amount of calculations needed to determine the staffing gaps for the organization based on the rates of turnover and planned promotions. This was important for the creation of a staffing plan and a clear understanding of the number of positions that needed to be filled in.
Recruiting
One of the main objectives of the Tanglewood case called Recruiting was to teach the learners how to create a staffing guide for a particular position taking into consideration the requirements of the job and the organization. I learned that one of the most important causes of employee turnover is improper staffing that occurs when human resources unsuitable for the jobs are targeted. This way, generating an appropriate staffing guide was the way to address the problem of high employee turnover and attract the workers likely to stay with the organization for a long period of time. One of the activities included in the work on this case included the determination of the most suitable candidates for the job of a certain kind.
As a result, I learned how to adjust the recruiting message sent out by an organization in order to attract the individuals likely to fit in and benefit the company reducing turnover. Moreover, I learned how to adjust the recruitment process because excessive practices do not only make the process lengthy and time-consuming. They also require costs that can be saved by means of optimization of the recruitment procedures.
Interview
Tanglewood case number six was focused on the development of a structured interview for the position of a department manager. Working on this assignment, I learned how to analyze and evaluate a job in order to identify the main duties of a person occupying this position and the skills and abilities required for a suitable candidate. The KSAOs of a potential candidate was used to create a selection plan.
Further, based on the selected plan, I had to compile ten interview questions that would be used to evaluate the candidates’ suitability for the job. The task was rather challenging because I had to think of specific situations and experiences a candidate had to know how to deal with in order to demonstrate certain qualities sought by the recruiters. To make the work of the recruitment team easier and more systematized, I also had to provide a set of scoring keys for each of the ten questions. This activity taught me to critically evaluate KSAOs and select professional situations, revealing them in the best way. It also encouraged me to think of different ways of reactions to each of the situations and the value of each reaction for the scoring keys. The most difficult part was to develop interview questions that would cover different dimensions of the candidates’ personalities and make them demonstrate the behaviors the company was most interested in.
Selection Decision Making
Tanglewood case number seven called Selection Decision Making included actual evaluation of candidates based on their results after a background check, exams, and tests. The main activity of this case was to calculate the scores of each candidate based on the predictors of their previous performance using four different methods such as clinical prediction, unit weighing, rational weighing and compare these methods to a multiple hurdle selection procedure that uses test scores as a first stage to find the five strongest candidates, and then uses interviews and résumés to select the top three finalists (Kammeyer-Mueller 47).
Working on this assignment, I got to critically approach the methods of performance evaluation and calculation of numerical results. I learned to view the methods of evaluation in depth based on their mechanisms and identify the ones that were the least biased. At the same time, the process of candidate evaluation was not supposed to become soulless and mechanical but had to rely on personal experiences of the recruitment team leaders as well. Besides, I had a chance to look at the resumes of the candidates I evaluated and take into consideration the information in them in order to determine the three finalists.
Works Cited
Kammeyer-Mueller, John. Tanglewood Casebook, 7th ed. Web.