Running

Head: A NEW SELECTION PROCESS AT APPLE

A New Selection Process: Apple
Carly Sugar
University of Guelph
HROB*3070: Attracting & Acquiring Talent
Kevin McDermott
December 3rd, 2015

A NEW SELECTION PROCESS AT APPLE

Table of Contents
Table of Contents ................................................................................................................... 2
PART 1: DESCRIPTION OF THE COMPANY ......................................................................................... 3
Industry ........................................................................................................................................... 3
Location & Size ................................................................................................................................. 3
Key Product Lines ............................................................................................................................. 3
Financial Status ................................................................................................................................ 4
Key Elements of the Strategic Plan ................................................................................................... 5
Employment Equity Plans (HR Policies) ............................................................................................. 6
PART 2: JOB ANALYSIS STRATEGY ........................................................................................... 6
Sample Questionnaire ...................................................................................................................... 8
PART 3: COMPREHENSIVE JOB DESCRIPTION .......................................................................... 9
Job Description ................................................................................................................................. 9
Duties & Responsibilities .................................................................................................................. 9
Working Conditions ........................................................................................................................ 10
Education & Experience .................................................................................................................. 11
Skills & Personality Requirements .................................................................................................. 11
PART 4: RECRUITMENT STRATEGY ......................................................................................... 12
Recruitment Action Plan ................................................................................................................. 13
Job Advertisements (External Candidates) ...................................................................................... 13
Step 1: Social Media Network Recruiting .......................................................................................... 13
Step 2: Job Fairs & Networking .......................................................................................................... 14
Step 3: Realistic Job Previews ......................................................................................................... 15
Costs to Recruit .............................................................................................................................. 15
Employment Equity ........................................................................................................................ 17
PART 5: SELECTION PROCEDURES .......................................................................................... 17
Screening Applicant Procedures ..................................................................................................... 17
Question Justification ..................................................................................................................... 21
Required Competencies & KSAOs ................................................................................................... 22
PART 6: INTERVIEW PROTOCOL ............................................................................................. 23
Detailed Scoring Key ....................................................................................................................... 28
PART 7: Validation & Reliability of Selection Procedures ....................................................... 29
Validation Strategies ...................................................................................................................... 31
...................................................................................................................................................... 31

A NEW SELECTION PROCESS AT APPLE

PART 1: DESCRIPTION OF THE COMPANY

Industry

Apple Inc. is well-known internationally as a multinational technology company

(DeAgonia, 2015). The company predominantly operates in the computer hardware and software
industry. Apples innovative products and marketing strategies, set the company apart from their
industry competitors. Founder and previous CEO Steve Jobs, believed in the mission to redefine
the ordinary for electronics, by combining modern with practical.

Location & Size

Apple Inc. owns and operates a retail store known as the Apple Store. These stores sell a

variety of electronics and appliances. Their products are not limited to Apples electronics but
also include those from third-party companies. Every store includes a Genius bar, which
provides technical support and repairs for customers.
Apple has become a world-renowned organization as their products or stores can be
found in almost any country. There are currently a total of 463 Apple Stores, dispersed
throughout 18 different countries (Apple, 2015). These countries include Canada, Australia,
Turkey and Brazil. Apple Inc.s empire has not always been this extensive. As recent as May
15th, 2001, there was only one Apple Store worldwide located in Tysons Corner, Virginia.
Throughout the years, Apple Stores have exponentially expanded both in numbers, as well as
location diversity. It is currently one of the most diverse and well-known brands world wide,
both from a retail and manufacturer perspective. 14 years later, Apples products and retail stores
can be found on every continent.

Key Product Lines

Originally, Apple focused primarily on the computer, specifically the Macintosh. Not only
has Apple grown as a company, but their production lines have expanded as well. The first

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Macintosh computer released was the Macintosh 128K in 1984 (Apple, 2015). Since 1984, Apple
has developed a variety of different computers, ranging from MacBooks to iMacs; traditionally
known as laptops or desktop computers. In 2001, Apple released a line of portable media
players known as the iPod. The iPod was initially developed as a device that held a maximum of
10 gigabytes of information. This was the beginning of Apples industry revolution. Since 2001,
Apple has revolutionized modern technology by developing portable tablets (iPads),
smartphone watches (iWatches), and their most popular product, the iPhone. This industry has
been redefined, setting standards even higher for competitors to reach.

Financial Status

In terms of revenue streams, Apple is classified as the worlds largest IT organization. As

a result of expanding product lines and store locations, Apples revenue is constantly increasing.
The fiscal year of 2015 was the most successful year for Apple, totaling a revenue of $233
billion. In comparison to the 2014 fiscal year, Apples revenue has increased by $9.4 billion- a
growth of 28%. Apple does not expect for this progression to decline any time soon, as they
have has predicted that the 2016 fiscal year will be one for the record books (Mamiit, 2014)

Firm Mission & Purpose

The current mission statement is radically different from Steve Jobs original vision.
Steve Jobs established the company with the purpose of making tools that help advance
mankind. He focused on individuals using Apple products to improve their quality of life. In
2015, the organizations mission statement is drastically different. The new CEO, Tim Cook,
wants the organization to solely focus on the development of new, innovative products. The
previous mission statement was re-written shortly after Steve Job retirement from the

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company. In 2015, Apples mission statement is, Apple designs Macs, the best personal
computers in the world, along with OS X, iLife, iWork and professional software. Apple leads the
digital music revolution with its iPods and iTunes online store. Apple has reinvented the mobile
phone with its revolutionary iPhone and App Store, and is defining the future of mobile media
and computing devices with the iPad (Apple, 2015).

Key Elements of the Strategic Plan

Originally, Steve Jobs established the company by setting focused and strategic plans.
He strived for Apple to be known as the digital hub for consumers, and devised a three step
strategic plan to achieve this vision. The first step entails Apple setting focused and strategic
targets to meet. Apple produces products specifically designed for the customers desires and
wishes. Using extensive research and design, Apple can strategically maintain high customersatisfaction rates by specifically targeting their customers demands.
The second step involves Apple creating a portfolio of different experiments and
products. Apple strives to constantly provide customers with new, and innovative products.
They plan on adhering to this promise by producing a wide array of products, catered to
different customer preferences. Creating a diverse portfolio will allow the company to profit by
targeting a larger target market.
The third strategic step ensures that Apple can use their failures as lessons on how to
adapt to the future. Many Apple experiments have been unsuccessful, while others extremely
successful. Apple should use the information from their failures to help guide them for future
product innovations. An organizations success stems from understanding where their failures
went wrong by learning not to repeat mistakes.

A NEW SELECTION PROCESS AT APPLE

Employment Equity Plans (HR Policies)

According to Apples website, they want to create an inclusive and diverse environment
for employees within the workforce. As an Equal Opportunity Employer, Apple strives to offer
employment opportunities to visible minority workers, veterans and qualified women. In
addition, Apple has promised to provide reasonable accommodations for applicants with physical
and mental disabilities (Apple 2015).
It appears that with the new takeover of CEO, Time Cooks, Apple policies have slightly
shifted. Recently, Apple was convicted of using criminal background check as a means for
employment decisions. The company was prohibiting individuals who were previously convicted
of a criminal felony. Apple does not have bona fide occupational reasons for not hiring
individuals with criminal records (Zillman, 2015).

PART 2: JOB ANALYSIS STRATEGY

In order to conduct a job analysis, a strategy must be established that encompasses an

effective and feasible method. A typical job analysis can be broken down into three different
criteria. Firstly, it is important to devise a thorough understanding of the job responsibilities
and tasks. Using this information, a description of observable work behaviors can be
determined. In addition, this method provides a detailed job description, as well as information
about the required KSAOs. The job analysis should also outline required worker specifications
and behaviors. Work behaviors must not include a workers personal characteristics, as job
positions can exist independently from employees. Lastly, the final outcome should produce
verifiable and replicable data. It is essential that Apple develops a valid and reliable job analysis

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process. Apple can replicate and implement a job analysis method to help broaden their
applicant pool.
Online job databases provide hundreds of job occupational definitions and expectations
to potential job seekers (Catano, Wiesner & Hackett, 2015). Initial research can be completed
using O*Net to gather job-related information. This database provides generalized information
about job tasks required for a sales representative position. These duties include: stocking
items, answering questions about products, placing orders and arranging for deliveries (O*NET,
2015). Another commonly known online job database is Indeed Canada. Indeed provides job
summaries, key qualifications, job descriptions and additional requirements for specific jobs.
Recently, Indeed has advertised a job posting for an Apple Specialist position. This
advertisement incorporates key KSAOs that potential job seekers must possess as well as a brief
job description. A job description for an Apple Specialist can provide important information of
the companys expectations for employees. Using both databases, Apple can establish a more
profound understanding of the daily tasks required by employees in this position.
Targeting specific employees can be completed through a variety of different mediums.
Direct observation is considered to be the most common method for developing an in-depth
job analysis. Using this technique, Apple can understand what a typical day of this job entails.
Job shadowing will allow the analyst to see how a typical shift is run, and whether the
advertised job description is misaligned (Catano, Wiesner & Hackett, 2015). An employee will
be randomly selected to be job shadowed. This will ensure that managers are not solely seeking
outstanding employees an in turn, biasing their results. The analyst must inform employees
prior but cannot interfere with the employees responsibilities. Notes should be created about

A NEW SELECTION PROCESS AT APPLE

the employees daily routine and work habits. This is a simple way for Apple to gain further
insight and an in-depth analysis of the job. Apple can compare and contrast employees daily
tasks and organize them in relation to data from other sources (Catano, Wiesner & Hackett,
2015).
Lastly, Apple will be developing a method to broaden their reach to new applicants. A
questionnaire will be created and sent to thousands of employees currently working at Apple.
Using this information, Apple can learn information directly from the source (Catano, Wiesner
& Hackett, 2015). This can be considered a time consuming process, however, it can provide
valuable information to the organization. An example has been provided below of a sample
questionnaire, which includes a rating scale and open ended questions. Open ended questions
allow employees to address any concerns that may have not been addressed. These questions
can provide meaningful data of how the employee feels regarding specific issues or tasks. In the
future, Apple can use this valuable information to improve or alter the job requirements and
tasks.

Sample Questionnaire
Task Statement
KNOWLEDGE
Knowledge of up to date
information similar products by
competitors (tablets, smartphones)
SKILLS
Skill in successfully selling Apple
Care to customers
Strong communication skills
ABILITIES
Ability to approach customers with
a personalized, warm welcome

Importance
0- No Importance
5- Extremely Important

Proficiency
0 Not needed
2 Essential

0 1 2 3 4 5

0 1 2

0 1 2 3 4 5

0 1 2

0 1 2 3 4 5

0 1 2

0 1 2 3 4 5

0 1 2

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Ability to probe politely to
understand customers needs
Ability to present a solution for the
customer
Listen and resolve any issues or
concerns
Ability to politely conclude a
conversation
OTHER ATTRIBUTES
Approachable to customers
Remain calm under stressful
situations

0 1 2 3 4 5

0 1 2

0 1 2 3 4 5

0 1 2

0 1 2 3 4 5

0 1 2

0 1 2 3 4 5

0 1 2

0 1 2 3 4 5
0 1 2 3 4 5

0 1 2
0 1 2

PART 3: COMPREHENSIVE JOB DESCRIPTION

Job Description
Apple Specialists are the face of the company; they represent the organization to the
customers. These employees are the first individuals that a customer sees when they walk into
the store. Consumers do not see the behind the scenes employees as their only interaction is
with Apple Specialists.
These individuals focus on providing Apple products and services to customers. Apple
ensures thats these Specialists have extensive knowledge of its products as well as the overall
industry. Their job entails discovering customers needs and providing them with enlightening
solutions (Apple, 2015). As a sales representative, Apple Specialists must guide consumers
through their decision making process by catering to their demands and preferences. These
employees have a direct impact of a customers satisfaction level.

Duties & Responsibilities

-

Providing extensive knowledge of technology and Apple products

o Specialists must stay up to date on recent news about products and the
organization

A NEW SELECTION PROCESS AT APPLE

o Specialists must be able to provide a wide range of information to customers by
answering any questions that customers may have (Apple, 2015)
-

Ability to persuade and guide consumers through the decision making process
o Communicate comfortably with customers by appearing knowledgeable of the
organizations products and services
o Understanding of the customers desires and catering towards them
o Providing exceptional customer service

Employees must be passionate about the organizations vision

o They must be eager to enlighten customers of Apples unique products and
services (Apple, 2015)
o Eat, breathe, live Apple

Working Conditions

Often, Apple Specialists are placed in a high stress environment. These employees must

be tolerable and flexible to assist with varying roles in the organization. Apple is a very highpaced work environment, where employees are constantly active.
More often than not, customers will complain about issues with their Apple products.
This requires tolerance and patience in order for the Specialist to handle the situation
respectfully. Regardless of their stress, these employees must constantly be providing
exceptional customer service. Apple requires that employees communicate with each customer
in a professional and supportive manner. It is the responsibility of the Specialist to provide the
customer with their utmost attention, by ensuring that customers feel valued and appreciated.

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Education & Experience

There is no listed information regarding an applicants required education or
experience. However, it assumed that these individuals should have previous experience in
customer service. Apple strives to provide customers with a unique customer experience.
Therefore, the candidates selected should be knowledgeable and experienced in the industry.
From personal experience, majority of the individuals working at Apple have a postsecondary education. These individuals are Apple enthusiasts who are looking to potentially
move up within the company. In order to be considered for the position, it is suggested that
potential candidates should have previous background in sales or customer service.

Skills & Personality Requirements

-

Specialists must have strong communication skills

o This is primarily a customer service representative positon, so applicants must be
able to concisely and confidently communicate with customers
o Extensive knowledgeable of Apple features, products and services
o Understanding how Apple products differ from competitors (Many customers
will want to know key differences between Apple products compared to
competitors)

Ability to learn about new products and features

o Specialists are hired to introduce and inform customers about new technologies
that could potentially change their lives (Apple, 2015)
o Willingness to learn and keep up to date with technology

Strong people skills by being empathetic to co

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PART 4: RECRUITMENT STRATEGY

The specialists are the first face of the company. An Apple Specialist is the direct link

between the customers and organization. A customers main form of interaction with the
company begins with the Specialists. Upon arrival, customers are greeted by Apple employees.
It is essential these candidates are respectful and inviting since they have the ability to
influence a customers overall satisfaction. Being passionate about the products and services is
imperative for the job. Customers want to feel valued and understood by the specialists.
As the specialists are the forefront of the company, there must be adequate recruitment
and screening processes developed. Apples creativity is instilled within their employee
recruitment tactics. Apple employees are unique individuals that bring a variety of talent into
the organization. It is important to ensure an organizational fit between the candidate and the
organizations culture (McDermott,K. (2015) Personal Communication). Being the worlds
leading innovative and technologically advanced company, it is essential that the candidates
applying are tech-savvy individuals who can bring their talents and skills into the organization.
Apple employees must be able to think outside of the box by redefining the ordinary.
Apple typically does not create print or social media advertisements as a means for their
recruitment strategy. There are thousands upon thousands of applicants that are applying for
reputable internships, sales representatives and store manager positions per day. Currently,
their most informative method of advertising their job availability is through their website,
www.apple.com/jobs/ca/retail.

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Recruitment Action Plan

Organizations should implement a recruitment action plan that coincides with the
organizations business strategy (Catano, Wiesner & Hackett, 2015). A recruitment action plan
should encompass a detailed outline of how the business plans to attract new employees.
Apple has been using the same recruitment methods for years, resulting in a limited applicant
pool. The implemented plan will be a three step process where new marketing strategies will
be established for recruiting potential candidates.

Job Advertisements (External Candidates)

A typical recruitment process begins with the candidate searching and applying to jobs
on the Apple website (Catano, Wiesner & Hackett, 2015). For a company that is predominately
looking to redefine the ordinary, this appears to be a boring recruitment method. Currently,
one of their only forms of advertising jobs is through an online career website, Indeed Canada.
Apple has a limited social media presence, and infrequently uses these mediums to advertise
job availabilities. In modern society, social media and networking are the most common
methods for organizations to advertise.
Step 1: Social Media Network Recruiting
LinkedIn has become popular amongst recent graduate students and entry-level
workers. This form of social media allows organizations to directly communicate with potential
job applicants. Currently, Apple has a LinkedIn account, yet their presence is very limited. Apple
should create an active LinkedIn profile to create frequent statuses and job postings. In
addition, Apple can use LinkedIn as a fast and effective way of screening applicant resumes and
social media accounts. LinkedIn can provide the organization the opportunity to advertise job
availabilities to an enormous network. This is an easy, yet effective way to ensure that the

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applicants applying have up-to-date knowledge of modern technology. The cost for advertising
is dependent on the organization as well as the location of the advertisement. However, a
typical LinkedIn CPC advertisement can cost between $2 to $5 per click (LinkedIn, 2015). Clickthrough rates are typically 0.025%, but vary depending on the advertisement and organization.
This can be a successful way for Apple to recruit new applicants. However, Apple will need to
hire a social media account manager in order to help build increase their online presence.
Although Apple can afford these advertisement costs, they are still additional expenses in the
hiring process.
Other social media accounts would not be beneficial for advertising jobs. LinkedIn is the
most professional and cost effective method.
Step 2: Job Fairs & Networking
The timing of their new recruitment plan will be structured around Spring, when college
and university students graduate. These external candidates can offer new and innovative ideas
to the organization. Hiring managers can attend colleges and universities whose programs
specifically focus on technology and business. This can be a guarantee that these applicants will
have the necessary KSAOs required for the job. By attending job fairs, Apple can meet many
prospective employees in a relatively short period of time (Catano, Wiesner & Hackett, 2015).
This is considered to be a cheap method for recruiting valuable potential applicants. The cost of
hiring graduate students can be more cost-effective and easier to manager. Organizations can
also benefit from college graduates intensive work ethics. Initial college graduates are primarily
work-focused, as they are not accustomed to atypical office politics.
Networking can be classified as a job recruitment method as well as a job search
technique (Catano, Wiesner & Hackett, 2015). This method is considered to be solely beneficial

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for the job-seekers, as they are able to gain information of the company from an insiders
perspective. The job seeker is able to network with hiring managers or other employees with
the hopes of making a memorable impression. Today, approximately 80% of jobs are landed
through networking (Arruda, 2014). The most important factor for getting a job is knowing the
right people. In todays world, majority of candidates have inside connections in the industry
and are hired through employee referrals.

Step 3: Realistic Job Previews

Realistic job previews provide the candidates with accurate and additional information
about the job. The potential candidates are able to gain further insight of the job and
organization. This process can provide realistic perceptions of the job and what it is like to work
at the organization (Catano, Wiesner & Hackett, 2015). Implementing realistic job previews will
result in a substantial decrease in turnover rates. Candidates will know what the job entails
prior to committing to the position. After undergoing an RJP, research has proven that
candidates will be more satisfied and committed to the organization.

Costs to Recruit

The new recruitment action plan requires a variety of new mediums to be implemented.

Fortunately, majority of these methods are more time consuming than costly.
The first step of the action plan focuses on increasing the organizations media
presence. As previously discussed, the main expense from this strategy is hiring a social media
manager. This entails implementing the hiring and screening process to hire several managers
per location. The costs of hiring these individuals will be $40,000 to $50,000 a year, per
manager (PayScale, 2015). It is predicted that Apple will spend close to $4,000,000 in additional
expenses for implementing this plan. These numbers have been calculated by assigning 30

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different social media managers to remote Apple Store locations. The remaining expenses will
be included in performing a thorough hiring and selection process to find the ideal candidate
for this position.

The second step of the recruitment action plan primarily focuses on networking.

Networking entails hiring managers to attend special events and job fairs, in order to recruit the
best possible candidates. This process is considered to be a cost-effective method for
recruitment. It is difficult to assign a price to this method, as event frequency may vary
depending on location. This process will cost Apple approximately $1,250,000. This value is
comprised of hiring managers attending events as well as hosting events for potential
candidates to attend. This strategy will be conducted in Apples least popular locations.

The last step of this process is the costliest. Providing realistic job previews can be an

expensive process as it requires hiring managers to initiate an extensive preview of the job. It is
hard to classify whether the benefit of implementing RJPs will be outweighed by the cost. This
can be a very costly and time consuming process and it is hard to predict future employee
turnovers.
This process will need to be implemented after majority of the candidates have been
eliminated. It would be unrealistic for Apple to host these procedures to the thousands of
employees that apply. Realistic job previews should pertain solely to those job candidates who
are qualified and have made it through the first round of selection. Rough estimates of
implementing this process can approximate between $8,000,000 to $10,000,000. This number
includes assigning supervisors to conduct these procedures.

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Employment Equity
The recruitment plan must adhere to Apples employment equity policies and practices.
This criterion is implemented to produce an increased presence of visible minorities, qualified
women, individuals with disabilities and veterans within the organization (Catano, Wiesner &
Hackett, 2015). Apple is considered an Equal Opportunity Employer, as they strive to develop
inclusion and diversity within the organization (Apple, 2015). These recruitment strategies will
be strongly considered when evaluating recruitment methods. By offering a variety of different
mediums, these individuals are ensured to be equally represented and targeted.

Sample Advertisement Figure 1

PART 5: SELECTION PROCEDURES

Screening Applicant Procedures

During the selection process of an Apple Specialist, there are a number of steps needed to
make the best hiring decision. This decision making process will help Apple choose the best
candidate from a broad applicant pool. The process for decision-making includes the following
steps (McDermott,K. (2015) Personal Communication):
1. Identify all of the sources of information about the applicant available

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2. Use reliable, valid selection instruments whenever possible
3. Determine which decision making model you will use
4. Collect and save data over a period of time for all predictors as well as job performance
data for those applicants hired
5. Determine appropriate cut-off scores for each predictor
6. Combine scores from different predictors statistically to determine an overall score
7. Offer the position to the candidate with the highest score
An applicant who is applying for the Specialist role must have an advanced understanding of
the product in order to provide exceptional customer service. They need to be able to help new
customers understand the product and services. In turn, this will help Apple build and maintain a
strong relationship with new and returning customers.
The first step in the selection process is to gather as much information from the
candidates as possible. This will help determine how well each candidate matches Apples
culture. Almost 83% of managers find it important to hire applicants that match the organizations
culture (Catano, Wiesner & Hackett, 2015). It is important that Apple has a thorough selection
procedure, to screen out applicants that are not ideal for the company. Specialists are the face of
the company; they are the first interaction that consumers have with the organization. Therefore,
an adequate and efficient selection process must be established to determine the best
representative for the organization. The applicants must meet the minimum requirements of the
job before the applicants can proceed to the next step in the screening process. As an Apple
Specialist, these requirements include a strong interest in Apple technology, along with the
agility to learn about new products and features. These candidates also require strong
communication skills. One of the key factors to a satisfied customer experience stems from

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strong communication between Specialists and the customer. Given that these individuals are at
the fore-front of the organization; they require strong communication skills. This is considered to
be the first-cut in the screening process.
When identifying potential applicants, Apple must use reliable and valid selection
instruments. The most effective and efficient way to check the reliability of the applicants
information is to contact references. Resumes typically only have factual information.
Therefore, contacting referees will provide the organization with more applicable and situational
information of the candidates. Previous managers can provide information to help Apple
determine if the candidates are ideal for the organization. The information provided will help
eliminate those candidates who do not match the organizational culture.
Apples hiring process should include a group decision-making model. An appropriate
decision making model to use for hiring an Apple specialist is the group decision-making model.
This model increases the information and knowledge obtained, as there is a variety of opinions of
the applicants. Higher quality of decisions can lead to a more effective and efficient methods of
hiring a candidate. This process can be more time consuming than an individual decision making
model, however it will increase the accuracy and validity of applicant hiring. In addition, it can
eliminate any biases that can interfere with the decision making process. For instance,
overconfidence and anchoring can potentially inhibit with the hiring process, resulting in the
organization to hire less qualified applicants. Apple should incorporate the profile interpretation
approach into their decision making model. This approach entails combining statistical data from
conducted biographical inventories and tests. These data sources will provide the decision maker
with a subjective impression of the applicants suitability for the position (Catano, Wiesner &
Hackett, 2015).

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The next step in the selection procedure is to collect data from a variety of sources. Using

this collected data, it is important to determine cut-off scores for each predictor. The most
effective way to collect data about our candidates is by comparing the scores from a variety of
tests. Cognitive ability tests measure the candidates ability of learning; a required skill for this
position (Catano, Wiesner & Hackett, 2015). These tests directly coincide with aptitude testing,
which measures a candidates knowledge of Apple technology and services. It is important that
the employees are well-informed of the products that they will be selling to customers. A wellinformed employee results in a better sales representative of the company. In order to factor out
those individuals who perform successfully on selection assessment scores but cannot perform
when placed on the job.
Another test that should be conducted is ability testing. Ability tests provide simulated
job experiences that candidates would perform as an Apple Specialist. Candidates must undergo
a mock sales pitch as well as sell Apple products to existing employees. This ability test requires
candidates to sell as many products possible in a restricted time period. This practical method is
imperative since sales is the most important aspect of the job position. From ability testing,
employees are able to gain further insight on a candidates ability to sell products and services to
customers. Practical intelligence and job knowledge will help the organization screen out
candidates who lack applicable skills. Measurements of practical intelligence assess potential
employees understanding of the organization. These tests are considered to be essential for
determining potential success in a job position (McDermott,K. (2015) Personal Communication).
Once the scores have been recorded and data has been saved, we can establish cut-off scores for
the applicant pool. These scores act as a threshold, to determine which candidates pass and
which should be eliminated from the screening process (McDermott,K. (2015) Personal

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Communication). The cut-off scores help eliminate candidates in order to keep the applicant pool
manageable. Shown below are examples of predictor tests that Apple may ask candidates:
1) On a scale of 1 to 10, do you value interpersonal awareness?
1

10

2) How many years of retail sales experience do you have?

A) 0-2

B) 3-5

C) 6-9

D) 10+

3) How would you describe your digital lifestyle?

A) I dont use technology
B) I use my computer just for emails
C) I am comfortable using computers, smartphones and digital cameras
D) I am considered the Techie for my friends and family
After scores have been accumulated from applicant tests, Apple managers will gain a more
accurate depiction of the applicant pool. Using the group decision making model alongside the
accumulated scores, Apple can determine which applicant is most suitable for the Specialist
position. These scores will indicate which candidates reflect the culture and attitudes that Apple
is looking for. The group selection process will help with eliminating biases while providing
different viewpoints from existing hiring managers. These differing perspectives can increase the
accuracy and success of hired candidates.

Question Justification

Currently, applying to Apple is a predominantly online process. The process requires

candidates to fill out required information about their previous job history, current location and
areas of interest. This provides limited information on the applicants and can result in a faulty
hire. For these reasons it is important that Apple expand and improve their selection process.

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Requiring candidates to complete a comprehensive screening process will ensure false-negatives
are eliminated.
The first question guarantees that applicants possess interpersonal awareness skills.
Applicants must be aware of others thoughts and feelings to provide excellent customer service.
This can be applied in a variety of instances, ranging from understanding customers desires to
creating a strong cohesion between employees. The second question ensures that the applicants
have previous experience in the retail industry. If an applicant has not had previous retail
experience, this would be considered a relatively difficult job. This job entails employees
working long hours and having flexible scheduling for shift availability.

Required Competencies & KSAOs

As a requirement of the job, it is important that applicants can freely and comfortably
communicate with a variety of consumers. Having an applicant that has weak communication
skills will result in an unsatisfied customer experience. Apple Specialists can be classified as the
customer service representatives of the organization. There are a variety of ways that Apple can
test an applicants communication. For instance, during the interview, a hiring manager can gain
a further understanding of an employees intrapersonal skills by posing situational questions to
the applicant. A more specific example of a question that may be asked can be, Tell me about a
time when you had to be very careful in communicating information. What was the possible risk
involved and how did you go about it? (JobBank USA, 1995). These skills are essential for the
sales aspect of the job as well as establishing an open communication between employees.
Being technologically savvy is an obvious, yet essential KSAO of the job. Applicants
must have a greater understanding of technology as well as willing to learn about new products
and features. For obvious reasons, Apple specialists must stay on top of the latest product
releases and Apple initiatives. Customers may ask obscure questions about their personal

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A NEW SELECTION PROCESS AT APPLE

technology. Therefore, these applicants must be able to think on their feet and know how to fix
these issues.
It is important that these candidates are passionate about Apple and willing to share this
passion with others. An Apple Specialist must be proud and excited to represent the organization,
as customers can realise when an applicant lacks passion or joy from their job.
This figure below depicts competencies that are required and or desirable for an applicant
applying as an Apple Specialist (McDermott,K. (2015) Personal Communication).
Competency
Supporting and
cooperating

Adaptability

Interacting &
Communicating

Organizing &
Executing

Competency Definition
- Portraying respect and a positive
attitude in a variety of situations
- Have clear communication amongst
team members and customers
- Creating group cohesion
- Providing customer care
- Ability to change to fit into a variety of
situations
- Thinking on ones feet, as customers
desires or problems may be
unpredictable
-

Communicates effectively with

managers, other employees and
customers
Persuasive
Acting confident and knowledgeable
Following company guidelines and
values
Understanding the importance of
customer satisfaction

Example
- Specialists must perform a
variety of other job roles. This
can include assiting other
Apple Specialists or any
employee that may need an
extra set of hands
- A customer may have a
difficult request for their iMac.
It is the Apple Specialists job to
make a recommendation for
what best suits the customers
needs
- A customer may be unsure of
which product is ideal for
them. The Apple Specialist
must persuade the customer
and sway their decision
- Apple employees must stay up
to date with the latest
technology to keep customers
well-informed

PART 6: INTERVIEW PROTOCOL

Interviewing candidates is the most important part of the selection process. Hiring
managers are able to understand the applicants more in-depth. An interview is used at the
beginning or end of the selection process to explore and expand on information from resumes

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A NEW SELECTION PROCESS AT APPLE

and application forms (McDermott,K. (2015) Personal Communication). Apple can use the
interview process to learn more about an applicant by giving them an opportunity to answer
more personalized and situational questions. There is only so much a hiring manager can learn
from a resume. Before an official interview takes place, a screening interview is the most costeffective way to learn briefly about the candidates. From this protocol, managers can screen
out candidates who do not match the organizations ideal applicant by not bringing them in for
a formal interview. A preliminary screening interview can help fill gaps of an applicants
resume. The screening interview typically involves the following steps:
1) Follow a set of pre-planned questions during the interview
2) Review the applicants file before the interview
3) Begin with opening remarks, as it helps put the applicant at ease
4) Questions are designed to focus on an applicants previous work experience and
educational background
5) At the tail end of the interview, applicants are given an opportunity to ask questions
about the organization and job. In addition, a timeframe can be addressed for when the
candidate will know if they have been offered the job.
Formal interviews are expensive to conduct and time consuming for applicants, hiring
managers and recruitment officers. Screening is an effective preliminary way of contacting and
eliminating applicants. Once the candidates are selected from the screening process, Apple can
bring the applicants in for a formal interview.
Currently, the process of becoming an Apple Specialist consists of a 4 step interview
process. The first interview is a large group event where 30 candidates attend a group seminar.

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A NEW SELECTION PROCESS AT APPLE

This interview involves six managers observing candidates as they listen to the guest speaker.
Near the end of the speaker, candidates are split into group of six where they are asked general
interview questions. For instance, a common questioned asked is Tell me about a time when
you had to deal with an angry customer (Hein, 2011). The second interview takes place
approximately 72 hours after the Apple Career Seminar (Hein, 2011). This is a phone-call
interview where the hiring manager will ask in-depth questions for approximately 10 to 15
minutes. Throughout this phone call, the applicant is asked further details about their technical
experiences. At the end of the phone call interview, candidates will be asked to attend an inperson interview the next day. The third interview is the lengthiest, approximately 1 hour. The
majority of this interview focuses on the candidates past work experiences as well as repeated
questions from the previous two interviews. Candidates gain further insight on the job along
with information about the inner-workings of the Apple Store (Hein, 2011). The fourth
interview is the most important and scrutinizing. The head manager asks a multitude of
personal questions. For instance, What websites do you visit for news? or more importantly,
Where do you want to be in 5 years time?. These personalized questions, aid the manager in
understanding whether these applicants have long-term goals within the organization. After a
lengthy interview process, the interviewee will likely get a phone- call from the hiring
managers secretary to inform them of the status of their job application.
Although informative, Apples current interview protocol is a lengthy and timely process.
There must be a more concise yet accurate way to screen and interview candidates. The most
effective and accurate form of interviewing for a customer service role is through a structured
interview. This consists of a standardized set of questions that focus on behaviour and

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A NEW SELECTION PROCESS AT APPLE

situational circumstances. This consists of an organized, step by step process (McDermott,K.
(2015) Personal Communication):
1) Determine an approximate time available for the interview (Managers should
approximate the amount of questions can be asked within this time frame)
2) A standardized list of questions should be composed. It is important that all
applicants receive the same questions.
3) Managers should establish a general scoring guide as well as expectations for ideal
answers
4) Location Location Location. The interview should take place in an isolated area and
free of distractions.
5) Interviews should be scheduled with the chance of it running over time. Therefore,
interviews must not be scheduled directly after one another
6) There should be no interruptions of phone calls or other employees
As a manager, these steps must be taken to provide an effective and well- executed
interview. The hiring managers at Apple would ask similar questions to those stated below.
More specifically, the interview protocol will include structured questions and score cards to
evaluate the applicants answers (Catano, Wiesner & Hackett, 2015).
1. The interview will begin with some formality questions to relax and put the applicant
at ease. Good morning/afternoon, how are you today?
2. The manager will begin asking job specific questions. It is important that the
interview questions remain the same for each applicant.
a. Why did you leave your last job?

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A NEW SELECTION PROCESS AT APPLE

b. What would your previous manager say are your strengths and weaknesses?
c. Describe a time where you had to deliver poor criticism to someone during
work?
d. Why are you interested in working at Apple?
e. Can you tell me a time when you had to deal with an upset customer and
how you overcame this hardship? What steps did you take?
f. Can you provide me an experience where you went above and beyond a
customers expectations?
3. While the questioning is ongoing, it is important for managers to take keynotes on
the answers provided. These answers can be later scored from a standardized
marking key.
4. In closing the interview, the candidate will be given an opportunity to ask questions
about the organization. Candidates may ask when they will be contacted. Thank
you for your time today, are there any questions you have regarding the job and or
organization?
5. Thank the candidate for their time and reiterate when you will be contacting them
next. After the interview has concluded, the hiring manager can refer back to notes
and rate the candidates performance.
Majority of the interview questions should revolve around technology and electronics.
Apple wants to understand the candidates usage and knowledge of Apple products. The
organization is not interested in hiring employees who are not current Apple users.
Therefore, hiring managers should focus question on the candidates technical experiences.

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A NEW SELECTION PROCESS AT APPLE

In addition to a structured interview, a situational interview must take place. A
customer service job can be unpredictable, as each customer has different desires and
needs. It is important to ask candidates situational interviews to gain further insight on
what they would do in specific situations. For instance, how would you respond to a
customer who isnt happy with the product?(Glassdoor, 2015). Situational questions put
candidates into a hypothetical circumstance and how they would resolve these issues. As a
result, the hiring managers can gain more of an understanding for the candidates thought
process as well as interpersonal skills (Catano, Wiesner & Hackett, 2015).
EXAMPLE OF A SITUATIONAL INTERVIEW QUESTION
You have been hired to lead a group project. What would you do if the work from your other
co-workers was not up to expectations?
Probes
- What steps would you take to approach this situation?
- Have you ever encountered a similar situation?
- What was the final decision and outcome?
- If you could go back, would you change the way you approached the situation?
Scoring Guide
1- I would not tolerate someone not contributing. It is each members responsibility to
pull their own weight.
2- I think there is only so much that a team leader can contribute. As a team leader, I
should be assisting the co-worker but not taking on their responsibilities. It is their
responsibility, not mine.
3- It is my responsibility as a team leader to guide the members. There may be other
reasons why the coworker has not been performing up to standards. I should be
providing assistance to any way for my co-workers.

Detailed Scoring Key

The scoring key will provide an evaluation for each candidate.

Scores
Ideal Response:
A) Why did you leave
/3
-Returning to school
your last job?
-More opportunity for
growth in the company
-Organizational fit

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A NEW SELECTION PROCESS AT APPLE

B) What would your

previous manager
say are your
strengths and
weaknesses?

/5

-Time management
-Interpersonal skills
-Problem Solving

C) Describe a time
where you had to
deliver poor
criticism to
someone during
work?
D) Why are you
interested in
working at Apple?

/5

E) Can you tell me a

time when you had
to deal with an
upset customer and
how you overcame
it? What steps did
you take?

/10

F) Can you provide me

an experience
where you went
above and beyond
customers
expectations?

/15

-Looking for situational

skills such as understanding
the clients needs,
addressing their issue and
resolving the problem.

/43

/43

Total Score:

/5

Go to an excluded area
Give them the benefit
of the doubt
Suggestive rather than
aggressive techniques

-Interesting in working for

one the leading companies
in their industry
-love working interacting
and assisting clients with
their needs.

-Looking for situational
skills such as understanding
the clients needs,
addressing their issue and
resolving the problem.

PART 7: Validation & Reliability of Selection Procedures

The objective of implementing new recruitment and selection strategies is to improve

the companys current hiring process. It is important to validate the information collected from
this process to ensure validity and reliability. There are various different methods that Apple

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A NEW SELECTION PROCESS AT APPLE

can incorporate to ensure the information obtained will be beneficial to the organization. The
organizations goal is to hire an employee who possesses the required KSAOs to perform the
job successfully (McDermott,K. (2015) Personal Communication).

During the interview process, Apple can determine the applicants traits by asking

specific types of questions. A common question that Apple asks during the interview process is,
tell me about your personal interests and passions (Glassdoor, 2015). Using this type of
question, the interviewer can assess whether the applicant has similar values to the
organization. It would be obscure for an applicant to be applying to this organization with no
interest in electronics or technology. A method must be determined to test the applicants
knowledge of Apple products. This can be conducted through an oral test. Apple can give the
applicants a form of Apple technology, and asks the applicants to describe the features. This is a
useful test for determining whether the applicant not only uses but understands Apple
products and features. In addition, this oral test can be used to assess the applicants
communication skills.

A hiring manager can use ability and situational testing to gain further insight on the

applicants abilities. Prior to hiring, it is important for Apple to determine whether these
candidates are ideal. The skills tested throughout a practical ability test will ensure that these
candidates have verifiable communication and interpersonal skills. If the candidate performs
poorly on ability testing, they will be eliminated from the selection process. To further validate
the information gained, a scoring key will be recorded. The information provided by these
scoring keys can be validated by using a test-retest method. If the test scores are similar during
multiple tests, then the information collected can be validated (Catano, Wiesner & Hackett,

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A NEW SELECTION PROCESS AT APPLE

2015). This test can also be administered in alternate forms. Some candidates can participate in
a situational interview, whereas others will be placed in a work interview. Using these different
construct methods, Apple can verify the validity and reliability of their information gathered.

There is no legal legislation against the use of ability testing. The questions asked

throughout the interview process must be relevant towards the hiring process. Apple is looking
for a specific type of employee. Using these different validation strategies will provide the
hiring manager with a further understanding of a potential employee. Therefore, Apple does
not have any legal issues by performing these tests.

Validation Strategies
Provided is a Figure which helps to establish validity between the construct level and job
performance. Strong communication skills is an important construct that the candidates must
possess to be a valuable asset as an Apple Specialist. To confirm this belief, the relationship has
been determined based off theoretical and logical analyses (Catano, Wiesner & Hackett, 2015).

Communication

Job Performance

Sales per month

Job Performance Score

Apple uses a variety of different techniques to measure an Apple Specialists job

performance. It is important that these individuals are performing up to company standards by

meeting a quota of sales per month. Failing to meet quotas can be a direct impact of the

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A NEW SELECTION PROCESS AT APPLE

employees communication skills. Apple must validate that this construct is necessary for the
job by comparing quota numbers between candidates. Inter-rate reliability uses information
from a wide variety of sources to ensure information gathered is reliable. This is a possible
technique that Apple could use to help ensure that the required job KSAOs are actually
necessary for the position.

The strategies implemented throughout this report must be valid and reliable. This is

because Apple will be spending a substantial amount of time and money into implementing
new recruitment and selection procedures. It is essential to validate that the procedures they
are planning on implementing will produce reliable information and prevent them from hiring a
faulty hire. The purpose of completing tests is to ensure that biases will be eliminated from the
hiring process. As a result, candidates will be hired solely based on their test and interview
scores.

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A NEW SELECTION PROCESS AT APPLE

References
Apple. (2015). Retrieved December 1, 2015, from http://www.apple.com/ca
Arruda, W. (2014). Retrieved December 1, 2015, from
http://www.forbes.com/sites/williamarruda/2014/08/26/why-college-freshmen-need-tomajor-in-linkedin/
Catano, V., Wiesner, W., & Hackett, R. (2016). Recruitment and Selection in Canada (6th ed.).
Toronto: Nelson Education.
Chazin, S. (n.d.). The Secret to Apple's Retail Success. Retrieved November 30, 2015, from

http://www.marketingapple.com/Apple_Retail_Success.pdf
DeAgonia, M. (2015, May 10). Apple 'springs forward' with More than Just the Watch.
Retrieved December 1, 2015, from
http://www.computerworld.com/article/2895055/apple-springs-forward-with-more-thanjust-the-watch.html
GlassDoor. (2015). Apple Specialist Interview Questions. Retrieved from
https://www.glassdoor.ca/Interview/Apple-Specialist-Interview-QuestionsEI_IE1138.0,5_KO6,16.htm?&countryRedirect=true
JobBank USA. (1995). Retrieved December 1, 2015, from
http://www.jobbankusa.com/interview_questions_answers/free_samples_examples/comm
unication_skills.html
LinkedIn. (2015). Retrieved December 1, 2015, from
https://help.linkedin.com/app/answers/detail/a_id/7431/~/linkedins-advertising-cost
Mamiit, A. (2014, October 21). Apple's 2014 fiscal year? 'One for the record books,' says Tim
Cook. Retrieved December 1, 2015, from
http://www.techtimes.com/articles/18323/20141021/apples-2014-fiscal-year-one-for-therecord-books-says-tim-cook.htm
O*NET. (2015). 41-2031.00- Retail Salespersons. Retrieved from
http://www.onetonline.org/link/details/41-2031.00
PayScale. (2015). Retrieved December 1, 2015, from
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Stabile, S. J. (2001). Use of personality tests as a hiring tool: Is the benefit worth the cost, the. U.
Pa. J. Lab. & Emp. L., 4, 279.

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A NEW SELECTION PROCESS AT APPLE

Tillman, C. (2015, April 8). Apple's refusal to hire felons to construct its headquarters points to a
deeper problem. Retrieved December 1, 2015, from http://fortune.com/2015/04/08/applecriminal-background-checks-hiring/

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