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MGX5631 - IHRM - Development of a Multinational Personnel Selection System Case Study

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Angela Mui

on 6 May 2013

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Transcript of MGX5631 - IHRM - Development of a Multinational Personnel Selection System Case Study

Today's Presentation Analyzed By: Adela Secic, Siobhan De Vos, Angela Mui Recruitment and Selection Case Overview An overview of the Case
Main Issues Presented
Pros and Cons of the "Agreed" System
Recruitment and Selection
Recommendations From This Point Onwards...
Discussion ComInTech

Successful industrial organisation with offices in Europe, Asia Pacific (APAC), North and South America

Recently decided to introduce a new regional management level which required the recruitment of 25 new middle management roles

A new personnel selection system would be developed and utilised to aid this recruitment Dr. Thomas Koch






HR Director at ComInTech
Expatriate who has settled in a long term role
Arrived to Hong Kong with no formal cultural training
Head of new project team
Over 20 years at the company – worked his way up
Genuinely wants to improve HR processes at ComInTech Typical selection process:
1.Formal application
2.Interview or site visit
3.Testing
4.Reference checks
5.Physical exam
6.Analysis and decision

Reliability
A selection device measures consistently over repeated uses, and free from error

Validity
A selection device that has a demonstrated link with future job performance The Current "Agreed" Personnel System ComInTec proposed development of a multinational personnel selection system with two tiers/recruitment stages: Pro’s of the Development for the Multinational Personnel Selection System: Has diverse representation (German and Asian team members)

Experts from various backgrounds (HR staff, psychologist and economist)

Extensive recruitment process and background

Structured, solid pocess Con’s of the Development for the Multinational Personnel Selection System: Lack of support from higher management

Time pressures/threat to loose staff if don’t perform

Cost considerations

Lack of candidate care

Lack of consistent procedures

Loss of ideas due to team incompatibility

Koch doesn’t understand the cultural differences and avoids getting involved

Huge amount of resources needed Recommendations The options for Mr. Koch and his human resources team from this point onwards are as follows:

1. Dr. Koch should try and convince Mr. Koenig of the risks and disadvantages of such a rushed ad-hoc recruitment system.

2. Dr. Koch can contact the HR team (either the head, or the department) of the global headquarters, and speak to them directly in regards to his concerns.

3. Not do anything to try and help the organization.

4. Suggest the organization to use external sources to help with filling the positions. 1. Dr. Koch should try and convince Mr. Koenig of the risks and disadvantages of such a rushed ad-hoc recruitment system. First Stage

1. Each application will be screened by 3 people

2. Individual telephone conferences, where the candidate along with 2 members of the team (a supervisor from the APAC site and a person from German HQ)

3. Obtain 3 references from candidate (to verify suitability for the position and obtain an overall general impression of candidate) The Current "Agreed" Personnel System Second Stage

4. Panel interview – to obtain detailed information about candidates required skills. The interview is a ‘standardized’ exercise based on the ‘critical-incident-technique’ (BEI interview)

5. Biography-orientated in-depth interview – verifying a candidates strengths and weaknesses – to gain insight into candidates private and professional past.

6. Simulated group exercise

7. Psychometric testing Recruitment and Selection Recruitment and Selection Recruitment

A set of activities designed to attract a qualified pool of job applicants

Any practice or activity carried out by the organization with the primary purpose of identifying and attracting potential employees

Selection

Choosing from a pool of the best-qualified job applicants Pros
Better understanding of the proposed process by Mr. Koenig
Better understanding of the link between good internal processes and organizational performance
Beneficial to the organization in the long run
Able to keep the recruitment process in house
Hard work will be recognized
Help with the reputation with the organization
Continual display of his loyalty to the company which may help his team for what come may

Cons
May anger Mr. Koenig some more, which may possibly end in being dismissed 2. Dr. Koch can contact the HR team (either the head, or the department) of the global headquarters, and speak to them directly in regards to his concerns. Pros
Allow the head quarters to know what is going on
May potentially gain HR department's support and can help
Beneficial to the organization in the long run
Find a better recruitment process than what was agreed on
Able to keep the recruitment process in house
Hard work will be recognized
Help with the reputation with the organization
Continual display of his loyalty to the company which may help his team for what come may

Cons
It might turn badly if HR department is influenced by political factors and may view Dr. Koch and his team as incompetent
May cause ruckus in the organization - rumors 4. Suggest the organization to use external sources to help with filling the positions. Pros
Will show his loyalty, and that he is still willing to help try find a solution that will benefit the organization
Allow flexibility and a lot more talent choices than what was initially offered
Allow cultural sensitivity if the agency operates in more than one country
Less work and everything will be standardized and customized to the company's liking
May help with the costs/expenses
Fulfill the requirements

Cons
Loss of trust from his team members
Not fully utilizing the companies own resources to finish the task
Koenig may view that as an unnecessary cost and still be unhappy with the extra solution
Outsourcing the recruitment may detach this vital sector from the organization - mismatched cultural selections in candidates
Reverting back to the methods Koch doesn't like 3. Not do anything to try and help the organization. Pros
If Koenig ends up dismissing Koch and his team, then everyone would have an opportunity to go to another organization that has a better top management team

Cons
Will show his lack of loyalty to the organization which may in turn influence the final decision upon him and his team
May not allow Koch the chance to stand up for himself and his team, and present his side of the argument
Loss of reputation as someone who is capable within the field
May cause ruckus in the organization - rumors
Will not help prevent the disadvantages that may come, if they implement the "agreed" processes which would adversely affect the organization in the long run Final Recommendations A one-size fit-all personnel system is not a viable solution for each country, as it is essential to have cultural sensitivity when recruiting.

The recruitment tiers should be simplified to reduce costs, complexities and unnecessary time wastage:
Telephone interview
Panel interview (where questions would be focused on questions related to the job)
Reference checks
Psychometric testing

Should contact the HR team from global headquarters to back his ideas up.

Koch and his team in the future, the entire team should undergo cultural training. Thank you for your Attention Discussions and questions? Mr. Koenig







Owner of ComInTech
Wants a standardised personnel selection system that can apply in all countries
Stubborn and ignorant
Disregards any suggestions Dr Koch comes up with
Hasty and doesn’t think twice about his decisions Cultural sensitivity
Lack of cultural training within ComInTech especially since there are employees from various backgrounds

Bureaucratic nature of the proposed personnel selection system

Hostile nature of Mr Koenig
Lack of understanding – tunnel vision

Dr Koch’s lack of mediation skills during meeting Current Main Issues A Quick Activity! Please turn work in groups of two or three!
Full transcript