can u please do it right now

CASE STUDY Trajectory Investments Evaluating the Selection Process in a New Region Trajectory Investments had expanded its investment services rapidly into foreign markets over the last four years. Although it had given careful attention to developing and honing its selection processes in its North American locations, Jackson gave a sigh as he received feedback from the company's Pacific Rim Region HR lead Gang Lim's latest email summarized that only 50 percent of the new financial services advisors in his region were considered "satisfactory" by their managers. Jackson sat back, acknowledging that the hiring process that had worked successfuily in North America for the last 10 years simply wasn t effective in producing the same results in the Pacific Rim. Jackson had been involved with the project team that had developed the selection process for financial services advisors in North America at its inception. At the time. Trajectory had brought in Right Fit Consulting to help build the steps The process, essentially, was that applicants completed an online application which was then given an auto-assessment score. The score was based on the applicant's education and experience. Applicants meeting a minimum score of 50 were invited to participate in an on site assessment at an assessment centre North American applicants were referred to a local branch of Talent Assessors Inc., where they completed assessment centre exercises in mixed groups, including people who had applied to other positions m other organizations. These exercises included a leaderless group discussion a situational judgment test, and a financial services aptitude test: Trajectory was then provided with an overall assessment centre score for each candidate Candidates scoring above 70 were invited for an interview with Trajectory HR personnel as well as with the applicant's prospective D C 17C Partly cloudy OBI here to search Q JA the company first began expansion into the Pacific Rim, Jackson had recommended that financial services advisors be hired the same process that had been honed in North America. A few adjustments were needed, however. First, the application ning tool was not available in all countries. Strict censorship policies in China made the online screening application that tory used in North America inaccessible for Chinese applicants. As a result, for the Pacific Rim region, the screening ment was considered optional. When applicants were able to successfully log onto the tool, their scores were used, but ants were able to move onto the assessment centre stage even if they didn't complete the job application. As Jackson reflected process now, he knew that it would be possible for applicants to get through to later stages without the desired financial Fon and experience that Trajectory desired he assessment centre, Jackson admitted that there, too, the company had cut some corners. There was not a network of firms assessment centre services in all major centres where Trajectory was in operation in the Pacific Rim as there was in North a through its partnership with Talent Assessors. Gang Lim had established relationships with local assessment centres in the their major operations, but he had expressed that there was not a standardized process used by each of the firms. Some firms an applicants through the assessment centre individually, which Jackson knew meant that they couldn't be running a s group discussion. In short, ratings from one assessment centre location were not necessarily equitably comparable to ents from other locations. Jackson rubbed his temples to ease the headache beginning to form behind his eyes. kson considered the interview process used in the Pacific Rim. He believed that this North American tool would have some the Pacific Rim. Looking at Table 1, he reflected again on the success of financial services advisors on the job and their performance from the North American data. He wondered if the company should complete a similar table for the Pacific n, or whether the problems with the selection process required a deeper look. Page 210 Interview Score Distributions and Subram Total 100 50 DISCUSSION QUESTIONS 1. If the numbers in Table 1 were true for operations in the Pacific Rim, how many people would Gang Lim have to interview to get 50 successful employees who have a. a score of 60 or higher on the test? b. a score of 70 or higher on the test? 2. What suggestions do you have for Jackson and Gang Lim about amendments they could make to the existing hiring process in the Pacific Rim that could improve the success of hires? 3. How would you go about designing a selection process for the Pacific Rim operations from scratch? 4. Is it important to have similar hiring processes for different regions of the same company? Why or why not? 5. What additional programs could you put into place in the Pacific Rim to help improve the success of newly hired financial services advisors