Qualifications Screens Essay

PART ONE

Some of the three most important assessment tools to be used in the recruitment process include; qualification screens, interview and aptitudes and competence based assessment.

In most job adverts, the company may need only one candidate for the specified job. However the number of candidate applying for such position is always very high that there is the need to reduce the number to obtain only one candidate for the position of Human Resource Management needed by Starbuck organization. For this candidate to be reached at there is need for qualification screens. Qualification screen is the most and the first tool that Starbucks must employ to select the preferred candidate for the position of Human Resource Management. Through this tool, the company will be in a position to determine if the candidates applying for a given position possess the companies’ requirement for the position of Human Resource Manager. The qualification screen will screen out candidates who do not attain the minimum requirement of the like the relevant experience, educational qualification, schedule availability or citizenship. For the experience, the company wants a candidate with a minimum of five years in Human Resource experience, two years’ experience in the Generalist Human Resource Role using HRIS system and experience in customer services in an environment that is fast pace. Even though the process is perfect in screening of the qualified candidates interns of experience, education and citizenship it is majorly focused on the paper specification of the candidate but not the skills the candidate possesses that might also be very important in the running of the company (Cronin et al, 2006).

Interviews

An interview is another very important assessment tool that should be used in the recruitment process. The interview process can be carried out in two possible ways; this is majorly determined by the distant the candidate is from the working environment. For candidates that cannot make it in time as a result of distance. This may be that the candidate is from another country. The company may offer a phone interview for the candidate. For candidates who can who can make it to the interview, face to face interviews can be carried out. Therefore for the interviewing there are two recruitment processes the company might opt for, either interview through phone or face to face interview. The interviewing process of recruitment can only be a success through asking the right question to the candidates, keeping consistency of the process across all the applicants and there is need for maintenance of impartial throughout the process. The questions asked to the candidates should be majorly built around key job competence. If the above ideas or measures are considered properly selection of the best candidate for the job will be achieved. However interviewing may also have some disadvantages to the company. The company may end up living the right candidate for the job because the candidate could not make it on time to the interview. Secondly phone interview cannot be that effective because the company will not be sure if the candidate being interviewed is the right person to be interviewed or he or she is an imposter (Chapman & Webster, 2003).

Aptitude and competency based assessments

Aptitude and competency based assessments is another important assessment tool for recruitment that the company need to employ in recruiting the best candidate. This type of recruitment process will enable the company to identify the skills the candidate has and analyze if the skill possessed by the candidate will contribute to his performance in the company. This type of assessment tool for recruitment will enable the company to identify if the candidate possesses competence such as Business Acumen; the candidate has the ability to solve problems, if the candidate has the ability for work force flow management, the communication ability of the candidate. This type of assessment tool may require an organization to give the candidate a task or come up with a problem and analyze the approach the candidate is taking to solve a given problem. Through this evaluation, the organization will be in a position to analyze the communication skills of the candidate as he tries to explain how to solve the problem, check on the Business Acumen for example; the candidates ability to understand business function and operations, the ability of the candidate to incorporate financial decision, budget information and the ability of the candidate to understand financial statements. Furthermore, the above factors are very important as they determine the competence of the candidate for the Human Resource Management position. Even though this type of recruitment process will possibly provide the best candidate, it is very demanding and need a lot of time as compared to the interview process (Rodriguez et al, 2002).

PART TWO

Work key Assessment tool is the best tool will help the company to identify the teamwork in candidate. The candidate may be given a task and he or she might be supervised on how he works, the company might check on how the candidate coordinates with other employees to see the completion of a task. The candidate may be assessed on how he responds on assisting of a fellow employee in case of help concerning the running of the company. Work key the company will be in a position to see how the hired candidate organizes his work and his or her involvement of the other work mates to help him or her to complete a given task on time. The tool will also check on how the candidate consults from others in case of problems he /she finds challenging to handle (Rau & Hyland, 2003).

Reference

Chapman, D. S., & Webster, J. (2003). The use of technologies in the recruiting, screening, and selection processes for job candidates. International Journal of Selection and Assessment, 11(2‐3), 113-120.
Cronin, B., Morath, R., Curtin, P., & Heil, M. (2006). Public sector use of technology in managing human resources. Human resource management review, 16(3), 416-430.
Rau, B. L., & Hyland, M. M. (2003). Corporate Teamwork and Diversity Statements in College Recruitment Brochures: Effects on Attraction1. Journal of Applied Social Psychology, 33(12), 2465-2492.
Rodriguez, D., Patel, R., Bright, A., Gregory, D., & Gowing, M. K. (2002). Developing competency models to promote integrated human resource practices. Human Resource Management, 41(3), 309-324.