Human Resource Management Case Study

9739 Words 39 Pages
Register to read the introduction… According to Koch’s opinion, there was only very limited opportunity to influence possible modifications because the individual assessment centres were conducted by external consulting firms. Additionally, Koch questioned the validity of the information obtained from the centres, as well as the personnel selection system as a whole. ComInTec had little interest in empirically evaluating the validity of the assessment centres and statistically analyzing the outcomes of such personnel selection procedures. Koch also felt the need to improve the contents of the structured interviews that were based on the candidate’s current situation, as opposed to the candidate’s previous work experience. Koch firmly believed that what happened in the past was likely to be repeated in the future, and therefore had very little appreciation for selective interviews that did not consider the candidate’s past. Overall, efforts to improve the current selection systems had only rarely been undertaken due to limited time and the budget allotted for personnel affairs — a memorable fact that Koch had already pointed out to the management several times. The development of a new multinational personnel selection system now posed a huge challenge for Koch and his project team. There was one fact, however, which he noticed with relief: there were no expatriates in the new selection system because the selected managers were required to be living in APAC. Currently, ComIncTec simply sent those candidates abroad that had the necessary technical skills and experience, regardless of intercultural competencies. Koch remembered how difficult it was at times to find someone willing to move his or her centre of life, including family, to a different country. He also knew from his own emigration experience that no training (e.g. language or cultural norms) was offered to prepare him. With this in mind, …show more content…
The in-depth biography-oriented interview shall be conducted by a psychologist. We are especially interested in the candidate’s expectations, how parents and other family members have influenced him or her, how cultural background affects his or her decisions, and possible untreated conflicts the candidate may have to face. The interview shall not be oriented towards job requirements, but instead consider the candidate’s complete life span and be of a general nature. Following this in-depth biography-oriented interview, a psychological opinion shall be furnished. This opinion will be filed in our documents, without the candidate having the right to view it. It is important that the interviewer and the candidate have the same cultural background in order to prevent any possible misunderstanding during the interview (e.g. a candidate for a position in China shall be interviewed by a Chinese psychologist). Although this requirement may create additional expenses, we find it justifiable and needed to ensure an accurate expert opinion on the candidate’s qualifications is obtained. “Dr. Koch,” Dai Wei said, “What do you think about this approach?” “I am not quite sure at the moment,” Koch responded, “I think it is very likely that a few of the suggestions just are not feasible given the high costs involved. For now, I am not able to say anything definite. We will have to wait.” Exhausted by the long-lasting discussions, it was becoming more and more difficult for Koch to stay focused and absorb the arguments. He noticed that Yue Yu had not spoken out on anything, including the rivalry between Weitmann and Mueller Koch was convinced, as he could see in many different situations that a leader

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