subjects 2

Question 1

L4-Selection Methods and Interviewing Techniques in Human Resource Assessment

Answer 1

1. Impact of COVID-19 on Recruitment

Acceleration of tech adoption

Shift to remote and flexible work

Internal upskilling due to talent shortage

2. Strategic Workforce Planning Trends

Need for structured, long-term workforce planning

Career returner and mid-career change programs

Diversity and inclusion improvements

3. Recruitment Metrics and Strategy

Yield ratios

Balancing recruitment cost, time, and quality

Candidate experience as an employer branding factor

4. Pre-Scientific Selection Methods

Graphology: Handwriting analysis, widely used in Europe but lacks validity

Physiognomy: Judging traits based on face/body—linked to lookism and bias

Phrenology: Bumps on the skull indicating personality (now debunked)

Astrology: Birth charts used for personality insights

Barnum Effect: People believe vague, general personality feedback is accurate

Projective tests: TAT, inkblots—insightful but subjective

5. Analytic vs. Holistic Assessments

Analytic: Measures slant, pressure → converts to coded traits

Holistic: Based on intuition and general impressions

6. Interview Techniques & Best Practices

Interviews used in ~90% of hiring

Rules of thumb: train interviewers, use standardized questions, rate before/after

Types of interviews: structured, unstructured

Reliability, validity, and candidate reactions

Legal concerns in interviewing

7. 4 Phases of Interview

Welcome

Info gathering

Info giving (Q&A)

Conclusion (next steps)

8. Assessment Dimensions in Interviews

Upbringing: family context

Education: academic path

Work history: past roles and performance

Aspirations: short- and long-term goals

Circumstances: family, mobility, constraints

Interests: hobbies and intrinsic motivation

Question 2

L5-Competency-Based Selection and Structured Interviewing in HRM

Answer 2

🔹1. VUCA Environment

Volatility, Uncertainty, Complexity, Ambiguity in HR context

🔹 2.Workforce Planning & HR Strategies

Restructuring

Training & Development

Recruitment

Outsourcing

Collaboration

🔹3. HR Action Plans

Turning workforce planning into structured tasks

🔹4. Job Analysis, Job Description & Job Specification

Job Description: what the job entails (tasks, tools, hazards)

Job Specification: what the person needs (skills, qualifications, traits)

Both derived from job analysis and used in recruitment

🔹5. Structured Interviewing

Group questions by category (situational, biographical, knowledge)

Use multiple interviewers and standard rating scales

Six assessment areas: upbringing, education, work history, aspirations, circumstances, interests

🔹6. Biases in Interviewing

Gender, first impression, contrast effect, non-verbal communication

Physical attractiveness, similarity, likeability

Ideal stereotype, info favourability & utilisation, job/applicant info, decision time

🔹7. Structured vs. Unstructured Interviews

Structured preferred due to consistency, but still prone to subjectivity

🔹8. Competency-Based Interviews (CBBI)

Focuses on actual past behavior in key areas

Linked to improved selection accuracy

🔹 9.McClelland’s Competency Theory

Competencies predict job success better than test scores

Hidden traits (motives, values, traits) matter more than surface-level factors

🔹10. Types of Competencies

Technical: measurable (e.g., IT skills)

Behavioral: harder to measure (e.g., leadership)

🔹11. The Iceberg Model

Visible: Skills, Knowledge

Hidden: Self-image, values, traits, motives

🔹12. Competency Elements

Skills, Knowledge, Self-image, Values, Traits, Motives

🔹13. Benefits of Competency-Based Selection

Predicts future behavior

Improves fairness and performance standards

Aligns employee behavior with organizational goals

🔹 14.STAR Method in CBBI

S: Situation/Task

A: Action

R: Result

True STAR vs. Incomplete STAR (vague, opinion-based, future-oriented)

Question 3

L6-Applying Project Management Methodology to Hiring and Recruitment

Answer 3

🔹1. Project Management in HR Context

Definition of a project

Hiring/recruitment seen as a structured, goal-oriented project

Example: DTD Case (Digital Transformation Department)

🔹 2.PMP Definition (Project Management Professional)

Temporary effort with defined tasks, aiming to create value via services or processes

🔹3. DTD Case

Planning & managing the hiring of 250 people

No prior knowledge base (KB)

Temporary staff, formal procedures, structured outcomes

🔹 4. 5 Project Management Pillars (applied to hiring)

Scope

Defines what’s included/excluded

Use of Work Breakdown Structure (WBS)

Deliverables: interviews, job offers, etc.

Time

Gantt chart for timeline planning

Milestones and critical nodes

Sequencing of recruitment activities

Resources

HR professionals, admin staff, tech systems (HRIS)

Tools:

OBS (Organizational Breakdown Structure)

RAM (Responsibility Assignment Matrix)

RACI Matrix (Responsible, Accountable, Consulted, Informed)

Risk

Threats: delays, legal disputes, poor evaluation

Opportunities: faster hiring, better choices

Goal: minimize threats and maximize opportunities

Cost

Estimating and controlling costs

Budget at Completion (BAC)

Cost per hire, added value per resource