1. LIVING WATERS NURSING HOME, INC.
SELECTION PROCESS
ELVIRA GAITAN, LAURA HILL
THE UNIVERSITY OF TEXAS AT SAN ANTONIO

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Contents
Introduction................................................................................................................................... 3
Job Description.............................................................................................................................. 3
Job Specific Selection Plan........................................................................................................... 3
Recruiting Plan.............................................................................................................................. 3
Recruitment Objectives............................................................................................................... 3
Recruitment Strategy................................................................................................................... 4
Recruitment Activities................................................................................................................. 4
Results of Recruitment Activities................................................................................................. 4
Job Specific Application Blank .................................................................................................... 4
Job Specific Reference Check ...................................................................................................... 5
Knowledge Based Test.................................................................................................................. 5
Interview Questions ...................................................................................................................... 5
Statistical Analysis ........................................................................................................................ 6
Job Relatedness –........................................................................................................................ 6
Adverse Impact –......................................................................................................................... 6
Cutoff Scores –............................................................................................................................ 7
Full Model Regression –............................................................................................................. 9
Application Process....................................................................................................................... 9
Detailed Outline of Process ........................................................................................................ 10
Conclusion ................................................................................................................................... 10
Exhibit 1: Job Description ........................................................................................................ 11
Exhibit 2: Selection Plan........................................................................................................... 12
Exhibit 3: Job Specific Application.......................................................................................... 13
Job Specific Application Scoring ....................................................................................... 13
Exhibit 4: Weighted Application Blank Sample Scoring ......................................................... 14
Scale...................................................................................................................................... 14
Exhibit 5: Job Specific Reference Check.................................................................................. 15
Job Specific Reference Check Scoring .............................................................................. 15
Exhibit 6: Knowledge Based Test............................................................................................. 16
Exhibit 7: Structured Interview Questions................................................................................ 18

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Introduction
Living Waters Nursing Home, Inc. has asked us to be consultants for them in an attempt to
strengthen the company’s selection process. We have been asked to provide a sample selection
process based on one of the jobs in the organization; as well as run a concurrent validation study
conducted prior to implementation.
The specific selection plan helps assess what it is we are looking for from candidates and how to
score candidates. By making the selection plan job specific, the results become more accurate
and reliable. It also reduces the possibility of adverse impact. The selection plan has the
following sections: job description, job specific selection plan, recruiting plan, job specific
application blank, job specific reference check, and knowledge based test, interview questions,
detail outline of processes, statistical analysis, and application process. Each section is specific to
the job, and scores each applicant on each section helping determine an overall score for each
applicant, making it easy to determine who the best applicant is.
Job Description
The job description for the Human Resources Director states applicant must have a bachelor’s
degree from a four-year university or one to two years’ experience, or a combination of both. It
also describes specific job duties that must be performed the Human Resources Director; like
analyzing wages and salary report, personal forecasting, develop and maintain human resources
system, writes and delivers presentations in human resources policies and practices, and many
more specific duties and responsibilities. There is also a short summary with an overview of
what the position entitles. The job description is used as a reference for the job specific selection
plan, based on the job duties and responsibilities we can derive job activities and skills.
See Exhibit 1: Job Description
Job Specific Selection Plan
The job specific selection plan specifies certain activities and skills that the position requires. It
then classifies the activities and skills if they are critical, necessary for a new hire, if they will be
listed in the recruiting plan, resume, application blank, reference check, if they may be measured
in the knowledge test, and/or interview. The selection plan makes it easy to identify where you
will find certain information necessary for each applicant. It helps organize and distribute the
overall selection plan.
See Exhibit 2: Selection Plan
Recruiting Plan
Recruitment Objectives
The targeted number of applicants that we want is ten, in order to select one applicant for the
position of Human Resources Director. We would like to hire the new Human Resources
Director by January 1st 2016. The type of applicants we are looking for would need to have
previous experience as either a Human Resources Director or Human Resources Manager.
Meaning they previously had employees that worked under them and enforced HR practice
across departments. The new hire would need to have knowledge of Human Resources law and

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procedures, would need to have experience with Human Resources practices and strategy, and be
able to communicate to a diverse audience.
Recruitment Strategy
The targeted applicants are Human Resources professionals with experience as either Human
Resources Directors or Human Resources Managers. We will recruit internally for the position
from the current Managers with more than one year experience and a bachelor’s degree in
Human Resources or related field. We will also recruit externally online through our website,
social media, and job searching websites. We will heavily rely on employee references and
recommendations. The Human Resources department will be in charge of recruiting but upper
level management will go through the selection process.
Recruitment Activities
The recruiting methods will be both internally and externally. Internally, meaning current
managers with more than one year experience and a bachelor’s degree in Human Resources or
related field. Externally, means posting the availability of the position in the website, social
media, and job searching websites, along with employee references and recommendations. While
recruiting it is important to state that the position must be filled by January 1st 2016. It should
also be emphasized the position required knowledge of Human Resources law, managerial
strategy planning, and effective communication.
The recruitment content:
We are looking for a Human Resources Director with a bachelor’s degree in Human Resources
or a related field and additional experience as a manager for at least a year. Meaning they’ve had
to manage people and can communicate across departments. Applicants must have knowledge of
Human Resources law and strategic management; they must also have previous experience in
effective communication with a diverse audience. If chosen for the position, the new hire must
be able to start working full time by January 2nd 2016.
Results of Recruitment Activities
Once a new employee is hired the appropriate assessments must be made in order to ensure the
recruitment plan was successful.
 What was the total amount of applicants?
 How did applicants hear about the job opening?
 The new employee performance?
 The overall satisfaction with performance?
 Quality of work?
Job Specific Application Blank
The job specific application blank lists activities and skills that are necessary for a new hire. It
asks applicants to specify if they had knowledge or experience in each activity and skill. The
answer is then scored in the following. A zero is assigned if the applicant has no experience or
knowledge in the specified activity or skill. A one is given when the applicant has either
experience or knowledge in the specified activity or skill. A two is assigned if the applicant has
both education and experience in a specific activity or skill. The score helps determine if the
applicant can perform the basic duties of the job. The application blank also helps determine the

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number of jobs the applicant’s had in the last three years, years of experience for the actual job
they are applying for, the average length of stay in the previous three jobs, and their education. If
the education they have is related to the field or not, or the level of education they have. It helps
compare scores among applicants based on their previous experience and education related to the
specific job.
See Exhibit 3: Job Specific Application
See Exhibit 4: Weighted Application Blank Sample Scoring
Job Specific Reference Check
The job specific reference check lists activities and skills and attempts to determine if they have
or have not performed the specific activity or skill. The employer will then check the applicants
last three jobs if they have or have not performed the skills and activities they deem necessary
for the position. The answers will then be scored zero if they have never performed the specific
activity. The applicant will be scored a one if they have performed the listed activity. The
applicant will be scored zero if they have a low proficiency in a given skill, a one if they have
medium proficiency, and a two if they have a high proficiency based on the applicants’
references. The reference check only helps determine if they have or have not performed the job
and the proficiency of certain skills. However the proficiency of set skill is the perception of the
reference. The reference check has weight very little because it is only used to confirm if they
did or did not perform an activity and if they possess certain skills.
See Exhibit 5: Job Specific Reference Check
Knowledge BasedTest
The knowledge based test is a ten question test, designed to assess if the applicant has the
sufficient knowledge to perform the basic duties of the job. The knowledge questions are specific
to the job based on the day-to-day activities of the job. The knowledge test will only test the
applicants on information that is necessary for a new hire only. If an applicant is unable to pass
the test then it is safe to assume they are unable to perform the basic job duties.
See Exhibit 6: Knowledge BasedTest
Interview Questions
An interview is a test that allows the organization to see firsthand how an applicant interacts face
to face. It is a chance to test their personality skills, but also ask some more in depth questions
related to the job. We will ask the applicant five interview questions. These questions are very
job specific to the position and require more than just a pen and pencil type of answer. Scoring
of the interview questions will be on a 0-2 scale. If an applicant receives a 0 in their scoring, this
will tell us that the applicant knew little to no knowledge at all about the topic. If the applicant
received a 1, this will tell us that the applicant knew about what we were looking for in our
answer. If the applicant received a 2, this means the applicant went above and beyond
explaining their answer and exceeded expectations.
See Exhibit 7: Structured Interview Questions

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Statistical Analysis
A quantitative statistical analysis is generally more accurate in selection than a qualitative
judgement analysis. Using statistical analysis also helps to avoid issues such as adverse impact
and disparate treatment. It also helps us to estimate whether an applicant will be able to perform
their jobs within our organization accurately. We ran statistic models based on the last 70
applicants to determine where to look for the best scoring as well as to ensure there were no
discrimination issues. Factors that were looked at were gender, race, application blanks,
reference checks, knowledge based tests and interviews. Our tests were to measure if these
factors were job related, if they showed adverse impact, to provide us with cutoff scores and to
help provide statistical significance within the selection process as a whole. After running all our
statistical tests, we are able to show that we can explain for 84% of an applicant’s performance
would be accurate. Here is what information we gathered:
Job Relatedness –
Here we were looking for the correlation coefficient and the p-value. We performed a
correlation coefficient model to gather these results. If the p-value is scored at above a .05, then
it tells us that a particular factor is not significant in the selection process. If the p-value is
scored at below .05, then it tells us that the particular factor is significant in the selection process.
Job Related
correlation
coefficient p=value
statistically
Significant
Application
Blank 0.49820 0.25200 No
Reference
Check -0.09626 0.75738 No
Knowledge
Test 0.70264 0.04622 Yes
Interview
0.91273 7.99306E-17 Yes
Adverse Impact –
We wanted to look and see if there is a relationship between the applicants by race and gender
versus the different tests performed. We performed a t-Test two tail assuming unequal variances
model. We are looking primarily at the p-value to determine the outcome. If the p-value is
scored at above a .05, then it tells us that a particular factor is not significant in the selection
process. If the p-value is scored at below .05, then it tells us that the particular factor is
significant in the selection process.

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Adverse
Impact
Gender
P-Value
Gender
t-stat
Statistically
Significant Reason
Performance 0.47770 1.99547 No No Adverse Impact
Application
Blank 0.25766 1.99773 No No Adverse Impact
Reference
Check 0.89227 1.99547 No No Adverse Impact
Knowledge
Test 0.56485 1.99601 No No Adverse Impact
Interview
0.18945 1.99601 No No Adverse Impact
Adverse
Impact
Race
P-Value
Race
t-stat
Statistically
Significant Reason
Performance 0.03808 1.99773 Yes Adverse Impact
Application
Blank 0.53696 1.99601 No No Adverse Impact
Reference
Check 0.65617 1.99547 No No Adverse Impact
Knowledge
Test 0.44565 2.00324 No No Adverse Impact
Interview
0.04205 1.99601 Yes Adverse Impact
Cutoff Scores –
Cutoff scores are important when looking at the statistics in selection. On a scoring basis of
overall performances of a 0-5 basis, a 3.0 performance score is an appropriate passing score. We
need to know what that performance score of 3.0 looks like in each of the categories we’re
testing. This model was created to tell us what each category has as a cutoff score and a variety
of scoring options.
Cutoff
Scores Performance
Regression
cutoff score
Rank
cutoff
Adverse
Impact Race
Adverse
Impact Gender Average
Final
Cutoff
Application
Blank 3.02085 61 75 75 78 72 61
Reference
Check 3.67762 80 99 85 88
Knowledge
Test 3.02097 65 77 68 81 73 65
Interview 3.01726 79 78 87 85 82 79

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To get the rank cutoff score, we sorted all the applicants by performance ranking. The lowest
number closest to 3.0 is the employee’s score that we used as a baseline for the cutoff scoring.
The problem with this kind of scoring is that it’s not an exact score and there can be huge
fluctuations in numbers between applicants that were close to this employee’s score.
To get the adverse impact on race cutoff scores, we sorted all the applicants by each category,
one at a time, and then looked at the race scores, once we saw there was a grouping of one race
over the other that is where we got the cutoff score for that testing measure. We did this for each
testing measure. We then did the same thing based on gender to get the gender cutoff score as
well.
To get the regression cutoff score was a little more complicated. We had to run for each test a
regression test. We then used the regression model to determine the intercept coefficient as well
as the x-coefficient (which is the test in that category). While we were looking at this regression
test, we wanted to also determine if the tests were statistically significant, so we also looked at
the p-value. Here are the results we got when running the regression test:
test for statistical
significance
Intercept
coefficient
x-
coefficient p-value
Statistically
Significant
Application Blank 0.62421 0.03929 1.14036E-05 Yes
Reference Check 4.77202 -0.01368 0.42796 No
Knowledge Test -0.71606 0.05749 1.20507E-11 Yes
Interview -4.72274 0.09797 3.87076E-28 Yes
Once we got these scores from the regression test we were able to then calculate what the cutoff
score would be in the regression cutoff score section above. To do this we used the following
formula - perf=α+bx. Another way to look at this formula is to do 3.0 performance=intercept
coefficient+(x-coefficient (cutoff score)). We had to guesstimate at cutoff scores until the cutoff
table reflected a performance score at just above the 3.0 score.
One problem that we found with this particular form of scoring was in the reference check.
When running the models and looking at our results it turned out that the reference check was
not statistically significant in our model. In fact, the cutoff score was well over 100 before it
would even reach a 3.0 rating for what we are looking at in the model. Which means we either
need to throw out the reference check all together, or check the numbers again with our
organization to make changes and get it to be significant.
To get the average cutoff scoring, we simply took the average of all scores for that particular test
and then divided it by 4, since there are 4 cutoff options before the average.
Overall, we recommend for cutoff scoring to use the Regression Cutoff Scores. This is a better
statistical model. There is less chance for issues of adverse impact and allows for more
applicants to apply and still qualify for the position. If an applicant is lower than any of the
significant factors cutoff scores, they are automatically disqualified from the applicant pool.

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Full Model Regression –
Now that we know that we want to use the cutoff scores for our applicants, we need to be able to
give them one final score. To do this we ran a regression model on all the information. Our Y
Range was the performance scores, while our X Range was all four together of the application
blank, reference check, knowledge test and interview. It gave us these results:
Full Model
Intercept Coefficient - α -4.61121
x-coefficient (below)
Application Blank 0.00508
Reference Check -0.00217
Know Test 0.01124
Interview 0.08440
We then used these results from the full model and used this formula:
Perf=α+b(app)+b(test)+b(ref)+b(inter)
Another way to look at this formula is this: Total performance= intercept coefficient
+(application blank coefficient (applicant’s score)) +(reference check coefficient (applicant’s
score)) +(knowledge test coefficient (applicant’s score)) +(interview coefficient (applicant’s
score))
Application Process
Through our entire selection process we have come down to four candidates as the ones who
have completed all requirements. We now need to look at the scores and determine who would
be the best candidate. Here are the candidates and their scores; along with the total scores after
running it through our full regression model in our statistical analysis.
Applicants
---> Bob Cardy
Steve
Werling
Gary
Grimes
Mark
Lengnick-Hall
Regression
cutoff score
Application
Blank 82 75 75 80 61
Reference
Check 90 75 90 90 60
Know Test 85 84 65 94 65
Interview 90 91 85 90 79
Total Score 4.16154 4.23162 3.47921 4.25254
Since all four applicants all pass the cutoff scores from the regression cutoff model, then we need
to look at the total scores of the applicants. Based on the scoring method above, we would have
to conclude that Mark Lengnick-Hall would be the best candidate for the new HR Director
position.

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Detailed Outline of Process
As we are looking for a person in any job opening, we recommend following this general step by
step guideline.
 Perform a thorough job analysis on the position
 From job analysis, write up the job description specifics
 Create a job specific selection plan checklist
 Create a recruiting plan
 Have applicant fill out a job specific application blank
 Ask previous employers for a job specific reference check
 Have applicant do a knowledge based test
 Ask the applicant to come in to be asked in person questions
 Run statistics models for quantitative results
 Review application process
 Final selection and offering of position to best candidate
We are recommending that the selection process follow a multiple cutoff score strategy. With
this strategy, we recommend the following guidelines:
 Cutoff scores are not required by legal or professional guidelines; thus first decide
whether a cutoff score is necessary.
 There is not one best method of setting cutoff scores for all situations. However, based
on our recommendations above, we suggest going with the regression cutoff scores.
 If a cutoff score is to be used for setting a minimum score requirement, begin with a job
analysis that identified levels of proficiency of essential knowledge, skill, abilities, and
other characteristics.
 If job incumbents are used to develop the cutoff score to be used with job applications,
consider setting the cutoff score one standard error of measurement below incumbents’
average score on the selection procedure.
 Set cutoff scores high enough to ensure that at least minimum standards of work
performance are achieved.
Conclusion
With the information we have gathered from Living Waters Nursing Home, Inc. in regards to job
descriptions and expectations, we believe this information is accurate and the best form of
implementation in the selection processes at Living Waters Nursing Home, Inc. We helped to
restructure the job specific selection plan, recruiting plan, job specific application blank, job
specific reference check, knowledge based test, interview questions, detail outline of processes,
statistical analysis, and application process. With the recommendations presented as well and
how to proceed in implementing the selection system, there should be a positive outcome for the
organization, ensure less legal issues occurring and have a more satisfying process.

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Exhibit 1: Job Description
Job Title: Human Resources Director
SUMMARY
Develops policy and directs and coordinates human resources activities, such as employment,
compensation, labor relations, benefits, training, and employee services by performing the
following duties personally or through subordinate supervisors.
DUTIES AND RESPONSIBILITIES include the following. Other duties may be assigned.
Analyzes wage and salary reports and data to determine competitive compensation plan.
Prepares personnel forecast to project employment needs.
Writes directives advising department managers of company policy regarding equal employment
opportunities, compensation, and employee benefits.
Consults legal counsel to ensure that policies comply with federal and state law.
Develops and maintains a human resources system that meets top management information
needs.
Oversees the analysis, maintenance, and communication of records required by law or local
governing bodies, or other departments in the organization.
Studies legislation, arbitration decisions, and collective bargaining contracts to assess industry
trends.
Represents management in negotiating collective bargaining agreements.
Writes and delivers presentations to corporate officers or government officials regarding human
resources policies and practices.
EDUCATION and/or EXPERIENCE
Bachelor's degree (B. A.) from four-year college or university; or one to two years related
experience and/or training; or equivalent combination of education and experience.

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Exhibit 2: Selection Plan
Activity Critical
Necessary
for New
Hire
Listed in
Recruiting Resume Application
Reference
Check
Knowledge
Test Interview
Analyze Wage & Salary Reports &
Data
x x x x x x x
Prepare Personnel Forecasts x x x x x x
Write Directives for Department
Managers of Current HR Policies
x
Consult with Legal Council on HR
Laws
x x x x x
Strategic Planning of HR Policies x x x x
Oversees departments for Compliance
of Local and Federal Laws
x x x x x x x x
Studies Contracts to assess industry
trends
x x x x x
Negotiates Bargaining Agreements x x x
Writes and Delivers presentations on
HR Policies
x x x
Skill
Communication x x x x x x
Forecasting/Analyzing x x x x x X
Know HR Laws x x x x x X x
Management/Supervisory x x x x x x X x
Negotiation x x x x
Public Speaking x x x x x

13. Exhibit 3: Job Specific Application
What education and/or experience do you have in the following activities? Please be specific.
The lack of education and or experience in one or more areas will not exclude you for
consideration for the position.
Activity Experience and/or Education
Analyze Wage & Salary Data
Preparing Personnel Forecasts
Strategic planning
Supervisory/Management of Departments
Analyze Contracts for Industry Trends
Present HR Policies
Describe your level of proficiency in the skills. Provide specific examples of your use of
the skills in your previous jobs and or education.
Skill Proficiency
Communication
Forecasting/Analyzing
Know HR Laws
Management/Supervisory
Negotiation
Public Speaking
Job Specific Application Scoring
What education and/or experience do you have in the following activities? Please be specific.
The lack of education and or experience in one or more areas will not exclude you for
consideration for the position.
Activity Score Comment
Analyze Wage & Salary Data 0 Neither experience or education
Preparing Personnel Forecasts 2 Both experience and education
Strategic planning 1 Experience only
Supervisory/Management of Departments
Analyze Contracts for Industry Trends
Present HR Policies
Describe your level of proficiency in the skills. Provide specific examples of your use of the
skills in your previous jobs and or education.
Skill Score Comments
Communication
Forecasting/Analyzing
Know HR Laws
Management/Supervisory
Negotiation
Public Speaking

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Exhibit 4: Weighted Application Blank Sample Scoring
Name: ____________________________________
Job: ______________________________________
Date: _____________________________________
Factor Score Comments
Number of jobs in the last three years
Years of experience in actual job under
consideration.
Average length of stay in the previous three jobs.
Education Bachelor’s in Human Resources or
related field
Scale
Factor Scale
Number of jobs in the last three years Years
Years of experience in actual job under
consideration.
Years
Average length of stay in the previous three
jobs.
Years
Education (Level). 1. LTHS
2. HS Diploma
3. 1 year certificate
4. Associate’s Degree
5. Bachelor’s Degree
6. Master’s Degree
7. Doctorate Degree
Education (Major) 1. Not related to job
2. Generally Related
3. Closely Related
4. Exact match to job

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Exhibit 5: Job Specific Reference Check
Did the individual’s work and or training include the following activities?
Activity Yes/No
Analyze Wage & Salary Data
Preparing Personnel Forecasts
Strategic Planning
Supervisory/Management of Departments
Analyze Contracts for Industry Trends
Present HR Policies
Did the individual’s work and or training require the use of the following skills?
Skill Yes/No Proficiency
N/A Low Medium High
Communication
Forecasting/Analyzing
Know HR Laws
Management/Supervisory
Negotiation
Public Speaking
Job Specific Reference Check Scoring
Did the individual’s work and or training include the following activities?
Activity Yes/No Score
Analyze Wage & Salary Data Yes 1
Preparing Personnel Forecasts No 0
HR Laws
Supervisory/Management of Departments
Analyze Contracts for Industry Trends
Present HR Policies
Did the individual’s work and or training require the use of the following skills?
Skill Proficiency Score
N/A Low Med High
Communication x 0
Forecasting/Analyzing x 2
Know HR Laws x 1
Management/Supervisory
Negotiation
Public Speaking

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Exhibit 6: Knowledge Based Test
1. How can a company’s strategy affect human resources?
a. Recruiting process
b. Benefits plan
c. Base salary
d. All of the above
e. None of the above
2. How to develop a human resources strategic plan?
Targeted Answer: Update recruiting process to attract and maintain the best employees
that fit with the organizational culture. Meaning recruiting from the right places, having
job specific application blanks, reference checks, and minimize adverse impact. Create
benefits plans that support the firm’s culture and future goals.
3. Why are wages adjusted by geographical area?
a. Cost of living
b. Inflation
c. Wage differential
d. Pay level policies
4. When changing an employee from exempt to non-exempt back pay must be done for how
many years?
a. One year
b. Three years
c. Five years
d. Ten years
5. If there is a group of employees talking about their pay what can the manager do?
a. Give the employees a warning
b. Fine the employees
c. Fire the employees
d. Do nothing
6. What method of employee job appraisal is best to distinguish an employees’ performance
and behavior?
a. Behaviorally Anchored Rating Scale
b. Confidential Records
c. Critical Incidents Method
d. Comparative Evaluation Method
7. Consideration in contract law means what?
Targeted answer: Consideration is what the involved partied exchange that they deem
valuable. There must be consideration for both parties in order to make a contract legal.

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8. What is the first step in a strategic human resources planning model?
a. Setting a strategic direction
b. Planning the total workforce
c. Investing in human resources development and performance
d. Designing the human resources management system
9. Why do multiple employees have their pay close together in similar jobs even though an
individual employee may have many more years in experience and/or seniority?
a. Pay grades
b. Pay differential
c. Pay compression
d. Pay grade banding
10. How to determine a new employees initial pay?
a. Pay grade
b. Individual pay model
c. Job matching
d. Job analysis
Answers
1 D
2
3 C
4 B
5 D
6 A
7
8 A
9 C
10 B

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Exhibit 7: Structured Interview Questions
Applicant’s Interview Notes Form
Interview Details
Company Name: Living Waters Nursing Home, Inc Date: Time:
Interviewer
Name:
Interviewer Title:
Interviewer Phone
Number:( )
Position Applied
For: Human Resources Director
Required Skills: Communication, Know HR Laws, Management/Supervisory, Public Speaking
Questions to Ask Interviewer
Question:
Explain how you would handle a notice of audit from the Office of Federal
Contract Compliance Programs.
Notes:
Desired
Answer:
Looking for an answer where the candidate should be able to be organized and
able to show company policies, aware of the laws, understand what is being asked
of them from OFCCP and work with the OFCCP to make sure they are in
compliance.
Score: 0 - 2
Question:
As an HR Director, what do you see as important tasks that you would need to do
in the organization?
Notes:
Desired
Answer:
Looking for an answer somewhat like this - HR directors can direct the
development and implementation of organizational development programs,
employee orientation and training programs, benefits plans, policies and
guidelines, database management procedures, equal opportunity employment
programs, and employee records and documentation policies. Evaluating
effectiveness through compiling and analyzing data can be another important
function of the HR director, and they typically prepare and distribute various
reports on HR metrics to ensure needs are met.

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Score: 0 - 2
Question:
A group of employees are upset. They feel that because they come from a
different country and a different culture that the management has been treating
them negatively compared to others in the department. How would you help to
bridge the gaps so the employees can feel they are a part of the company’s culture,
and the managers are aware of the need for tolerance of other cultures?
Notes:
Desired
Answer:
Looking to see if they can work well with understanding the needs of the
employees as well as bridging gaps between employees and managers while still
complying with HR laws. An HR Director needs to be culturally sensitive and it’s
not just about language. An HR director has to help different cultures understand
they are part of the business culture.
Score: 0 - 2
Question:
As you develop a strategic HR vision for your organization what are the key
criteria you normally focus on?
Notes:
Desired
Answer:
Looking for an answer that includes at least some of the following key areas:
Maximums usage from human capital, successful policies for diversity and
training, efficient recruitment and assessment structures, competitive and attractive
remuneration packages, maximum effective use of technologies in these processes.
Score: 0 - 2
Question:
Managers from each department routinely meet with the HR director to brief him
or her on business affairs and make suggestions on how to improve situations. For
example, a hiring manager may explain to the director that more time is needed to
train new employees. What would you as the HR director do?

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Notes:
Desired
Answer:
Looking for an answer that explains how the director would evaluate the validity
of the concern and bring it to the attention of the company's executives. He or she
would inform the executives that productivity and quality could improve if trainees
received more instruction. Once approval is in place the director will then work
with the managers to develop training programs for the employees.
Score: 0 - 2
Additional Notes
If an applicant receives a 0 in their scoring, this will tell us that the applicant knew little to no
knowledge at all about the topic. If the applicant received a 1, this will tell us that the applicant
knew about what we were looking for in our answer. If the applicant received a 2, this means the
applicant went above and beyond explaining their answer and exceeded expectations.