Overview

Create a 10–12 slide presentation that includes your findings about Internet recruiting and a job posting for a sales representative position.

Note: Complete the assessments in this course in the order in which they are presented, beginning with Assessment 1.

How organizations begin transitioning from recruiting a large pool of qualified applicants to selecting the best applicant for the position is a complex process that changes over time.

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.

. Develop a CapraTek job description for use in a job posting.

· Competency 2: Assess approaches for recruiting, selecting, and retaining talent.

. Compare the quality of the job information for each employer and Web site from an applicant’s and employer’s point-of-view.

· Competency 3: Explore technology tools that support recruiting and staffing management.

. Articulate the user-friendliness of the online application process for the selected employers.

. Articulate the user-friendliness of the general job search Web sites.

. Summarize findings for or against CapraTek using these selected Web sites for posting positions and searching for applicants.

· 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 professional manner that is appropriate for the intended audience.

Context

Employment selection decisions are significant for managers and organizations. Poor decisions can result in a tremendous loss for the company. Employee performance is critical to organizational effectiveness because an organization will only be as productive as its workers.

The Assessment 4 Context document contains additional information about the types of assessments used to select personnel.

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.

· Have you ever taken a test in school or for a job that simply did not make sense to you? Which test would you have chosen instead?

· Which type of hiring strategy (for example, permanent hire, using a temporary agency, et cetera) would you use for CapraTek’s new manufacturing employees? Why?

· Which type of recruiting strategy (for example, permanent hire, contract-to-hire, et cetera) would you use to fill the four CapraTek sales positions? Why?

· How might social media fit into your hiring plans?

Required Resources

The following resources are required to complete the assessment.

Library Resources

The following e-book from the Capella University Library is linked directly to this course:

· Arthur, D. (2012). Recruiting, interviewing, selecting, and orienting new employees (5th ed.). New York, NY: AMACOM.

. Chapters 1–4.

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:

· Assessment 4 Context.

Library Resources

The following e-books or articles from the Capella University Library are linked directly in this course:

· Bauer, 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.

· 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.

· Cucina, J. M., Caputo, P. M., Thibodeaux, H. F., & Maclane, C. N. (2012). Unlocking the key to biodata scoring: A comparison of empirical, rational, and hybrid approaches at different sample sizes. Personnel Psychology, 65(2), 385–428.

· Pickell, R. (2011). Checking social media sites when hiring? Proceed with caution. Canadian HR Reporter, 24(6), 17.

· 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.

· Black, T. (2010). How to use social media as a recruiting tool. Retrieved from http://www.inc.com/guides/2010/04/social-media-recruiting.html

· Hartley, D. (2014). 8 findings about the impact of social media on hiring. Retrieved from http://thehiringsite.careerbuilder.com/surprising-findings-social-media-hiring/

· Heathfield, S. (2015). Recruiting stars: Top 10 ideas for recruiting great candidates. Retrieved from http://www.humanresources.about.com/cs/recruiting/a/candidatepool.htm

· JobDiva.com. (n.d.). Resume harvesting. Retrieved from http://www.jobdiva.info/transcripts/demos/harvesting.htm

· Larsen, M. (2013). The perfect recruiting email. Retrieved from http://www.recruiter.com/i/the-perfect-recruiting-email/

· Recruiter.com. (n.d.). Recruitment. Retrieved from http://www.recruiter.com/i/recruitment/

· Software Advice. (n.d.). Compare recruiting management software. Retrieved from http://www.softwareadvice.com/hr/recruiting-software-comparison/?layout=var_c0

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 5 and 7.

. 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:

· Read Chapters 3 and 4 and review Chapters 1 and 2 in Arthur’s Recruiting, Interviewing, Selecting, and Orienting New Employees e-book, linked in the Resources.

· Read the scenario below.

Scenario

As part of CapraTek’s human resources team, you have been asked to research other employers and their Internet recruiting practices. This assessment has three parts:

1. Evaluate two employers’ online application processes.

2. Evaluate two general online job search sites for ease of use and information available.

3. Develop a job description for the CapraTek regional sales representative posting.

Present your information in the form of a PowerPoint presentation deck of 10–12 slides. Ensure your slides are uncrowded, visually appealing, and easy to read.

Requirements

Part 1: Identify two employers whose Web sites permit candidates to apply for positions online. You may choose any employer but preferably ones you might work for. Select only employers that allow online applications. Evaluate the user-friendliness of the application process and the value of the general job information found online. Consider whether the posted job information provides candidates with what they would want to know regarding the organization.

Using information from your research, create a PowerPoint slide presentation with bulleted points highlighting your key findings. Include the sites’ links. Add information in the slides’ notes section addressing the following:

· Articulate the user-friendliness of the Web sites.

· Compare the quality of the job information for each Web site from an employer’s point-of-view.

Part 2: Select two general job search Web sites (such as CareerBuilder, Indeed, SimplyHired, Monster). You may choose local or specific job sites. Look at the ease of use and the value of the general information provided on these Web sites.

Create additional slides for your presentation in which you include the links to the two Web sites and highlight your findings about them. Add information in the slides’ notes sections that includes the following:

· Articulate the user-friendliness of these Web sites. Would you use them to search for a job? Why or why not?

· Compare the quality of the job information for each Web site from an employer’s point-of-view.

· Summarize findings for or against CapraTek using these selected Web sites for posting positions and searching for applicants.

Part 3: Using your job analysis information for CapraTek’s regional sales representatives, develop a job posting for this position. Make location, salary, and working conditions assumptions as needed. Finish the presentation with slides outlining the essentials for the regional sales representative job description as follows:

· List the necessary qualifications, including educational background, technical experience, skills, and abilities.

· Describe the physical environment and working conditions.

· List the most important duties and responsibilities, with percentage of time spent on each, classifying each duty as essential or non-essential.