Running Head: ASSIGNMENT FOUR OUTPUTS

Assignment 4: Outputs Associated with Hiring Process Activities

Keith C. Quarles
EDU618: Assessment of Learning Outcomes with Technology (MJH1509A)
Professor: Rebecca Wardlow
3-22-2015

Outputs Associated with Hiring Process Activities

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The continuation of the six week project has docked this paper as a fixture of week four
of sic dedicated to building a process model. The activities discussed in week three are
presumed to have measureable output that must be added to the process model relative to the
particular activity. In this paper, the five outputs that are associated with the activities pursued in
the hiring process at Fed Ex Ground are displayed in table format below.

Outputs Associated with Hiring Process Activities

Acquisition of most suitable job candidates
Assessment of each candidates qualifications
Assessment of aptitude, personality and skills need to perform at given position
Comparisons of qualitative and quantitative data collected during interviewing and testing and
contrast
Informed consensus of decision-making regarding applicant candidacy.

To further elaborate on the selection of outputs identified in the table above, a detailed
description of each output commences in the following /paragraphs/pages. The descriptions may
contain cited/reference material that support the authors assertions.
Acquisition of Most Suitable Job Candidates
Recruiting is an activity that is undertaken in order to gain potential qualified job
candidates. Sourcing targets audiences of job-seekers within a narrowly defined scope: thus,
sourcing is done through certain media and target audiences may be segmented according to
demographic, psychographic or geographic segmentation. A company may be seeking a person
with a certain level of education; therefore, sourcing will be acted out through media which is
used by students/graduates. One such is Higher Ed Jobs which is an online job search engine;

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thereby, the search is narrowed to a certain extent and target audience may be considered as a job
market niche. Human Capital (N.D.) states, one of the greatest challenges for a hiring
manager is getting the right person on board in the least amount of time. If the Hiring Process
moves too quickly, a qualified candidate may be overlooked. Conversely, if the process moves
too slowly, the best candidate may lose interest in the position or may accept a different job (p.1)
The ultimate goal of sourcing/recruiting is to reach the most suitable job candidates with
the information pertaining to the particulars of the job vacancy, requirements and hiring
preliminaries. The output from the recruiting/sourcing is measurable in terms of the expected
outcomes that transcend from the output's alignment with basic assumptions and stated
goals/objectives of the hiring process.
Assessment of Each Candidates Qualifications
Interviewing is crucial to getting to know the candidate on and off the record. It is
possible to gather both qualitative and quantitative information during interview but it is
normally a good opportunity to discover traits of the candidate that are not reveal in tests scores,
age ranges or grade point averages. Thus, interviewing empowers employees to assess each
candidates qualifications and personality/character. In the current work-in-process hiring
process model two levels of interviewing are documented which serve as observational in
addition to qualifying/disqualifying processes.

Assessment of Aptitude, Personality and Skills

Through testing the employers gathers information that meets the need of the employer
regarding assessment of the personality, aptitude and skills of the prospective employee. Such
tests may be described as screening which implies that a process of elimination is employed.

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Some high stress jobs require that the employee have a pleasant personality even under intense
working conditions (public relations) and employers need to know if the candidate can fulfill that
requirement of the position; consequently, a personality test is mandatory during the hiring
process. In this model the assessment of aptitude, personality and skills arte the outputs of the
testing procedures administered during the hiring process.
Comparisons of Qualitative and Quantitative
Once then interviewing has been completed at each stage, the data collected must be
retrieved in order to compare qualitative/quantitative information on each candidate. The data is
recorded, stored and manipulated through technological tools (computers) in order to gain insight
into the qualifications of each candidate in comparison to others. Developing criteria for
measurement of candidates qualifications may be pursued by comparing the ideal candidates
statistics to each of the candidates in order to narrow the pool of candidates. The use computer
software to store and manipulate data can take forms in Microsoft Office, Web 2.0 tools or even
the companys current Management Information System (MIS) if properly adapted to suit the
needs of comparing qualitative./quantitative data about the candidates. The information may be
shared and edited/adapted based on the input of stakeholders in a collaborative effort to
implement and maintain the process described by the hiring model.

Informed Consensus of Decision-Making

From collaboration one would hope to gain a consensus of understanding, resolve and
uniformity. The need for informed decision-making may foster collaboration in organizations
since all will be affected by the decisions made regarding policy. When peoples ideas are

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considered during decision-making they are more likely to pursue the tasks/project with natural
enthusiasm (Bressen, 2012). Thus, collaboration is at the core of most activities pursued in this
process model; the outputs emerge as a consensus o\f understanding of what need must be met
through the activity. Possibly, through a study of basic assumptions of this model a theme be
carried over from activity to output that is definite.
Organizational learning can occur at every level of the organization and can be
encouraged through managerial decision making that in turn shapes the organizations
culture/image; therefore, an informed consensus of decision-making should be obtained through
knowledge sharing, communication and collaboration. Bressen (2012) states, using consensus
as a decision rule means taking the time to find unity on how to proceed before moving forward.
It is a synthesizing process (p.1). In this model the hiring process includes collaboration by
staff and management in efforts to make a decision that is beneficial to the department that has
the vacant position and ultimately the whole company.

References
Bressen, T. (2012). Consensus decision-making: What, why, how. Retrieved from
http://treegroup.info/topics/consensus-in-sharing-law.pdf
Human Capital Management (N.D.). Hiring process analysis tool. Retrieved from

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https://www.opm.gov/policy-data-oversight/human-capital-management/hiringreform/hiringprocess-analysis-tool/