Organizational Routine Change Plan Instructions: In this class, we will be making a plan to change an organizational routine. You do not need to execute this plan, but you need to make and submit this plan as if you are going to execute it. Please select an organizational routine about which to plan. The routine you select must (1) require at least three people to complete it, (2) benefit from improving in some meaningful way, (3) include at least six discrete but interdependent activities, (4) be a routine that you and others care about, (5) be repeated regularly. It should not be a routine from your past, in which you no longer participate. The ideal routines would come from your current organization of employment, but if that is not possible, you may contact the professor to negotiate a routine from another organization,community, or family unit. As you make changes for this week\'s plan, please use red text so I can see your changes.	What is the name of your routine? Hiring Change Routine What are the titles/positions of people who regularly participate in this routine? Recruiting manager, Senior executive, and HR recruiter. ___________________________
ACTIVITIES IN CURRENT ROUTINE	ACTIVITIES IN PROPOSED ROUTINE	REASONS FOR CHANGE	STEPS FOR CHANGE	TIMING
What are the current activities that make up the routine you have selected for this plan?	How would you change each of these activities to improve this organizational routine?	Why are these the changes you would make to this activity?	In order to change this activity from your answer in column A to your answer in column B, what concrete steps will you (or others) have to take? With whom will you need to talk, what needs designing, what actions are needed ...?	When does this step need to happen?
Activity 1: Online application where the applications are screened through AI algorithms.	Activity 1: Online application where the applications are screened via random sampling.	The use of data-driven algorithms in making hiring decisions and maneuvering through the vast number of potential applications promotes discrimination (Mann & ONeil, 2016).	1. The HR receives all the successful online applications	Two weeks after the closure of the application process.
2. The applications are categorized according to various departments.	Following acquisition of successful applicants.
3. The HR provides random numbers to each application in the department.	Immediately after categorizing applicants in respective departments.
4. Applications bearing randomly assigned number that is within the required number of applicants are taken.	After generating and assigning random numbers.
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Activity 2: Online assessments involving work style assessment and work sample simulations.	Activity 2: Online assessment involving psychometric tests and Amazon work tutorials emphasizing leadership principles.	Work style assessments and work sample simulations concentrate on Amazon based approach that favors those familiar with the hiring process instead of an individualistic assessment approach that evaluates the candidates\' suitability.	1. Designing minigames with the Amazon workplace environment.	After randomly sampling the required applications.
2. Designing of personality tests	Following Amazon workplace minigames design.
3. Hold talks with departmental heads.	Immediately after designing personality tests.
4. Talk to the HR recruiter about the incorporation of Amazon leadership styles and matching them with the candidate\'s abilities and skills.	During the designing of personality tests.
5.
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Activity 3: Interview process with HR recruiter through video call, phone call, or email to do a background check and determine the candidate\'s suitability.	Activity 3: Coordination of the HR recruiter and video calls, phone calls, or email interviews to follow up on the psychometric assessment results.	Interviews focussing on the candidates\' background and suitability for the job are void of credibility and thus susceptible to recruiter bias.	1. Talk to the hiring manager.	Two weeks following online assessment.
2. Design a technique for matching psychometric tests to role suitability.	After talking to the hiring manager.
3. Match the candidate\'s cognitive skills to the soft skills required for the position.	In the designing phase.
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Activity 4: Writing a test	Activity 4: Eloquence test through a video call focusing on Amazon leadership principles.	The use of writing tests as an interviewing process limits the company from achieving diversity and inclusivity in employment. Conceivably, the process is inclined towards native English speakers. Using eloquence tests allowing for expressiveness through both speech and writing prove to be more effective.	1. The hiring manager consults with the customer service team and behavioral analysts on designing speech evaluation instruments.	Immediately after psychometric tests.
2. The HR recruiter invites the candidate for a video conference.	After designing speech evaluation tools.
3. A hiring team comprising of behavior analysts assesses the candidate\'s expressiveness using the leadership principles.	During the video conference.
4. Written expression is performed through the use of chatting messages asking for further clarification.	During the video conference.
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Activity 5: Onsite interview using the \"Bar raiser\" standard interview process.	Activity 5: Onsite interview with the team applying for.	The \"Bar raiser\" standard interview focuses on Amazon\'s hiring standards as opposed to developing trust with the candidates by letting the interviewer be the team they have applied for. Conversely, the \"Bar raiser\" uses external members as interviewers who act as an obstacle. Inevitably, the process rips away trust-building.	1. The hiring manager talks to the teams the candidate is applying for emphasizing the need for building trust.	A week after the eloquence test.
2. The candidate is invited at Amazon facility to meet with the team.	After trust-building talks.
3. The candidate has time for casual talks with the team.	After inviting the candidate to the facility.
4. The senior executives, the hiring manager, and candidates\' colleagues hold a focus group discussion on leadership principles.	Immediately after holding casual talks.
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Activity 6: Hiring meeting	Activity 6: Reflection meeting.	Hiring meetings involve the hiring teams coming together to discuss the suitable candidate. The process is incongruent with the entire hiring process since there are no deliberations and contemplation on the entire process to determine the suitable candidate based on the hiring process. Consequently, the process might sign off a candidate preferred through biases.	1. The hiring team holds a meeting to evaluate the hiring process.	Immediately after the reflection meeting.
2. Strengths and weaknesses are determined to assess the overall impact on the hiring process.	Following hiring process evaluation.
3. Every member provides their perception of the impact of the process on the individual candidate.	Following impact assessment.
4. The preferred candidate is selected following the team\'s overall reflection of the entire process.	Following impact assessment.
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Activity 7: Offer a meeting without an opportunity for bargaining the salary.	Activity 7: Negotiation meeting.	Conducting an offer meeting void of bargaining demotivates the candidate since they might have special legit cases that call for a raise. In addition, providing offers is an imposing reward to the candidate. Nevertheless, when the candidate is provided the opportunity for negotiation, gain intrinsic motivation because they have a say on the salary and other benefits.	1. The hiring manager and the senior executive hold talks on the available salary range for the candidate while considering the economic times.	A week after the selection of the preferred candidate.
2. The hiring manager invites the candidate for negotiation talks.	Immediately after senior executives and the hiring manager hold talks.
3. The candidate is provided time to justify the salary they prefer.	In the negotiation phase.
4. The hiring manager explains the situation for the salary offered.	In the negotiation phase.
5. A consensus has to be arrived at by both parties.	In the negotiation phase.
6.
Activity 8: Reference checks	Activity 8: Employment verification and criminal checks.	Reference checks can easily be manipulated by the candidate by providing the right references.	1. Training of hiring managers	After the successful negotiation process.
2. The hiring manager holds talks with the HR recruiter.	Follows training.
3. Designs a basic employment verification procedure.	Follows a meeting between the hiring manager and the HR recruiter.
4. Conducting criminal checks and employment verifications	Last item on the routine.
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	References
Feldman, M. S. (2000). Organizational routines as a source of continuous change.Organization Science,11(6), 611-629.
Mann, G., & ONeil, C. (2016). Hiring algorithms are not neutral. Havard Business Review. https://hbr.org/2016/12/hiring-algorithms-are-not-neutral

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orcp-week-2.xlsx