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Due to
the enormous amount of employees which Dofasco must hire, it is vital to adopt
screening programs and procedures that are both efficient and effective.
Avoiding screening techniques which take up a large amount of time would help
Dofasco make the right decision in a short amount of time. It is also important
to consider the fact that Dofasco is looking to hire employees which will
eventually be promoted into a more senior position. Dofasco should first use biographical information blanks (BIBs) to
screen applicants. A BIB is “a pre-selection questionnaire that requires
applicants to provide detailed job-related information concerning their
personal background and life experiences.” (Catano et al., 2016). BIBs are a
great tool because it is an efficient way to establish whether or not a new
hire will have what it takes to eventually be promoted. Dofasco typically
promotes based on “job performance and demonstration of leadership attributes
such as initiative, decision-making ability, ability to communicate, ability to
influence and motivate others, and conscientiousness.” (Blackboard: Assignment
Outline). Similarly, the biodata which is collected from a BIB establishes
school achievement, drive, leadership and group participation, responsibility
and situational stability (Catano et al., 2016). Using a BIB will help reduce
the amount of time which is spent interviewing candidates that may not be the
right fit for Dofasco. After the right candidates are selected, it may be
helpful to partake in reference and
background checks. These type of checks are helpful because they give a
small insight into the past roles the candidate has had and a brief overview of
their past job performance. These two types of screening techniques will assist
in dealing with a large number of job applicants to replace the retiring
workers at Dofasco.

assessing the potential of new graduate applicants to acquire knowledge and
skills quickly, it may be helpful to adopt an aptitude test. Aptitude tests are
used to assess “a specific, narrow ability or skill that may be used to predict
job performance” (Catano et al., 2016). Using an aptitude test will help to
establish whether or not the new graduate applicant has the ability to adapt to
changes in the industry. Since the level of skills in the steel-making industry
seem to be rising, it is wise for Dofasco to hire individuals that can adapt to
changes and learn new skills as needed. To be more specific, situational exercises assess aptitude
or proficiency in performing important job tasks by using tasks that are
abstract and less realistic than those performed on the actual job (Catano et
al., 2016). This form of work sample testing will be helpful to determine how a
candidate will act in a situation where they are required to use new skill and
knowledge. Cognitive ability is the intelligence, general mental ability or
intellectual ability of an individual (Catano et al., 2016). Testing the general mental ability (GMA) of a
candidate would also be effective for Dofasco. GMA assessments generally assess
an individuals’ ability to learn and would be helpful in determining the new
graduate applicants on their mental capacity to acquire new knowledge and

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is a company that prefers to promote internally rather than externally. With
that being said, it is essential for Dofasco to acquire new employees that
possess the skills necessary to be in a leadership position. Dofasco should
assess leadership potential by using work
samples and simulations (Catano et al., 2016). By having work samples and
simulations, Dofasco will be using “testing procedures that require job
candidates to produce behaviours related to job performance under controlled
conditions that approximate those found in the job.” (Catano et al., 2016). Observation
of the candidate when placed in a simulation in which he/she must use
problem-solving skills will help to determine the leadership potential of that
applicant. If the applicant performs well, they can be deemed with having high
leadership potential. Dofasco can also use the leaderless group discussion to determine candidate leadership
potential. The leaderless group discussion is a simulation exercise designed to
assess leadership, organizational, and communication skills (Catano et al.,
2016). By placing an individual in an unstructured group discussion, Dofasco
can see which candidates emerge as leaders and which candidates have the
ability to influence other members of the group. This would be a good
indication on how well the candidate will perform when placed in a leadership
position, assuming they get the job.

organizational fit is “the applicant’s overall suitability for the organization
and its culture.” (Catano et al., 2016). Testing this suitability is extremely
important because, in the case that the individual’s values don’t match
Dofasco’s values, performance and outcome will be affected. To test an
applicants organizational fit, a candidate can complete a situational judgement test (SJT).  SJT’s are a type of exercise designed to
measure an applicant’s judgement in workplace or professional situations
(Catano et al., 2016). This type of assessment is typically a paper-and-pencil
test and could be useful in determining how a candidate will act when placed in
certain situations. This type of test assesses behavioural actions and can be
matched with what the organization deems to be the most effective way of
handling a specific situation. Dofasco can also use self-report inventories to assess each applicants organizational fit.
This assessment involves short, written statements related to various
personality traits (Catano et al., 2016). By completing this self-assessment,
Dofasco can determine the type of personality which the candidate has – their
values and specific traits – and match it to their own values and the traits
they look for in their workers. Nonetheless, the best way to assess an
applicant’s organizational fit is to conduct a structured interview with
multiple appropriate questions. Speaking to the candidate and getting to know
the candidate would produce a relationship and a “gut-feeling” while other
tests could potentially be invalid and unreliable. The interviewer can get a
feel on the type of person the applicant is by asking behavioural questions
relative to Dofasco’s values.

various selection tools chosen will help Dofasco choose the right candidates
for the job. Assessing the important factors is extremely important because it
will help to differentiate the candidates and make the right decision in terms
of selection. The order in which the tests will be conducted is crucial because
order establishes the efficiency in which the company will determine which
candidates are best for the job. As seen below, applicant
screening is done first to determine which candidates meet the minimum
qualifications for the job. Those chosen will proceed to the second round of
selection. At this point, there will be a large amount of qualified candidates
so testing is necessary to determine which candidates are the right fit for the
job. The self-report inventory, situational judgement test (SJT) and general
mental ability assessment (GMA) are all tests that are easy and efficient to
administer because they are typically done with paper-and-pen. By doing these
tests before the rest of the assessments, Dofasco can eliminate the individuals
that do not seem to be a good fit for the position – based on organizational
fit and cognitive ability. Those that pass round two will proceed to round 3,
which is a structured interview that will involve a series of questions to
determine whether or not the applicant is a good organizational fit. Those that
pass round 3 will proceed to round 4 which include several in-person exercises
that will help to determine leadership potential and cognitive ability. The
leaderless group discussion, work samples and simulations and situational
exercises will be done in the span of a 1-2 day assessment centre (AC) to
determine which candidates will be selected to work for Dofasco. An AC is “a standardized procedure that
involves the use of multiple measurement techniques and multiple assessors to
evaluate candidates for selection, classification, and promotion” (Catano et
al., 2016). Based on the results from the assessment centre, candidates will
either be rejected or will receive a job offer. Throughout the whole selection
process, weight will be most heavily placed on organizational fit. In the past,
Dofasco has employed individuals that have stayed with the company for a long
period of time. Turnover was relatively low, and it is likely that they were a
good organizational fit for the company. Leadership potential will be weighted
slightly less that organizational fit. It is important for Dofasco to promote
internally so hiring those that have good leadership potential will be
beneficial for Dofasco in the long-run. The least amount of weight will be placed
on the assessments related to cognitive ability. This is done because, although
it is not the least important, it is wise to assume that most candidates have
the ability to adapt to changes and acquire new skills and knowledge when
needed. It is difficult to receive reliable and valid scores for this type of
assessment factor. 




Round 1


Information Blanks (BIB)



Round 2

Organizational Fit

Self-report Inventory

Organizational Fit

Situational Judgement Test (SJT)

Cognitive Ability

General Mental Ability (GMA)

Round 3

Organizational Fit

Structured Interview

Round 4

Leadership Potential

Leaderless Group Discussion

Leadership Potential

Work Samples and Simulations

Cognitive Ability

Situational Exercises


decision model that will be used to select applicants for hiring is the
Multiple Hurdle Combination Model (Catano et al., 2016). The reason this model
is the best option is mainly because Dofasco must hire one-half of their
workforce in a relatively short amount of time. This means that roughly 3,700
employees must be hired for an entry-level position and those workers must be
able to replace the workers that will be retiring. The multiple hurdle
combination model is a model in which “applicants must pass the minimum cut-off
for each predictor before being assessed on the next predictor” (Catano et al.,
2016) at the early stages of the selection process. The cut-off score will be
determined for each selection tool in the 1st and 2nd round (see above table) and
depending on whether the applicant fails or passes the cut-off score, they will
be chosen to either move on to the next round of tests or they will be rejected
for the position. This is done for the early sections to eliminate those
candidates that will not be the right fit for the position and organization. The
individuals that make it to the 3rd round and 4th round
will then be assessed based on the scores received for each selection tool as
well as the total weighted and summed scores (Catano et al., 2016).  Generally speaking, the 4th round
is the most expensive and time-consuming round because it involves in-person
exercises. The idea is to reduce the amount of individuals that enter this
round to those that have a very high potential to be hired for the position.

 To determine whether or not the selection
system is working, it is important to conduct performance appraisals on new
hires and compare the outcomes to those that have been with the company for
some time. By doing a performance appraisal, Dofasco can determine the quality
of candidates that were hired. If they perform well, it can be said that the
selection system is working well. When the selection for new hires starts, it
would be wise to do more frequent performance appraisals at the beginning to
determine early on, whether or not the selection system is working. Dofasco can
also look at the number of output that the new hires produce and compare it to
the number of output in the past. This will have a good indication on whether
or not the system is working because good workers are also efficient and
effective workers. In terms of leadership potential, Dofasco can simply use
observation to determine whether or not the testing which was done during
selection was reliable. If the new hires are supposedly good leaders, they will
portray certain behaviours during a regular work day – such as initiative,
communication and assertiveness.

In any
company, it is important to ensure that there is no adverse impact on minority
applicants during the selection process. In order to determine if the
assessments and tests will have an adverse impact on minority applicants, it
may be helpful to review all selection tools in depth and have several people
review all questions, tests, simulations and exercises to ensure there is no
discrimination that occurs. Dofasco should ensure that in the case that there
is an adverse impact on minority applicants, that it is a bona fide requirement.
Additionally, Dofasco can adopt banding during the selection process. Banding
is basically grouping applicants based on ranges of scores (Catano et al.,
2016). Specifically, Dofasco can use fixed bands to eliminate the potential for
adverse impact on minorities. With fixed bands, scores are arranged from
highest to lowest. Bands are created based on the standard error of difference
(SED). This will eliminate biased opinion in selection and adverse
discrimination on minorities because within each band, Dofasco would first
choose the candidates which are minority before those that are nonminority.
Along with banding, Dofasco can dissuade managers from making selection
decisions based on gut feeling and encourage managers to keep track of minority
and nonminority candidates (Catano et al., 2016).

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