Making hiring decisions is one of the most important—and difficult—decisions a manager makes. Without good information, managers have almost no chance of making the right choice. The process begins with a sound understanding of the job: the tasks, duties, and responsibilities associated with it and the knowledge, skills, and abilities needed to do it. A job analysis should be done to make certain that all managers have assembled all of the information they need to ensure a good person–job fit. However, this information may not be enough. Other information about the company’s values and philosophy is likely to be required to ensure that a good person–organization fit results. 

Assignment 

1. Working in teams of four to six, choose a job with which you are familiar and identify the most important KSAOs needed for someone doing the job to perform well. 

2. Next, identify which methods you would use to find candidates with these qualities. Would you use applications, interviews, cognitive or ability tests, work samples, or something else? Explain why you would use these methods you identified and justify the cost and time required to conduct each. 

3. After you have identified your selection criteria and methods, do a “reality check” in a real organization. Interview a manager who employs someone in that job. For example, if the job you selected is salesperson, go to a local business to learn how it selects individuals for sales jobs. Compare what you thought would be a good selection approach to what you learned from the company you visited. 

4. Identify the reasons for any discrepancies between your approach and theirs. Are the reasons justified and sound?