RWDI| Talent Acquisition Project| Junior Engineer| For: Dr. Allan MacKenzie, HRM 8060Conestoga College| Sandra Alder| 4/18/2010| This paper is an outline of the entire recruitment and selection process – from planning, analyses, marketing, tools, etc in order to hire a Junior Engineer at RWDI. | RWDI (Rowan Williams Davies and Irwin) is an engineering consulting firm located in Guelph, Ontario, specializing in environmental design issues. Their multidisciplinary expertise supports all stages of the consulting process: from the pre-concept design and design development, through construction and occupancy.
Founded in 1972, RWDI employs approximately 400 people globally, establishing offices in the countries that it has secured projects in. Even in these challenging economic conditions the company is still looking to hire, especially engineers with an entrepreneurial spirit. The goal is to maintain a controlled growth that includes growing revenues by about 15% per year. Because of this growth, there is an ongoing requirement to hire entry-level Junior and Intermediate Engineers. More senior positions are usually hired from within, offering new employees the opportunity for career advancement.
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In my position as the Human Resources Manager, I need to ensure that the hiring process for these positions coincides with our corporate mission while remaining objective, legal, and valid. RWDI has developed a competitive advantage through the talent we have been able to attract, and will remain as a global leader by staying true to the values established over 35 years ago. Foundations: The initial task required in formulating the recruitment and selection process is to complete an organizational analysis of RWDI. The completion of this analysis will set the foundation for the steps involved in the iring process of an entry-level engineer. In the early years of RWDI, a corporate character evolved, that “appreciated innovative thinking, the value of a dollar, listening to clients, responsiveness, and, above all, its hard-working people. These traits are still the foundation of the company’s culture” and are demonstrated by our most successful employees. To maintain and enhance our competitive position, an extensive Job Analysis has been conducted within the Engineering Departments. RWDI’s expert human resources were surveyed and interviewed to identify twenty core competencies required by various levels within the organization.
From this list, job descriptions and accountability factors have been created to outline the level of competency required for each position. The twenty core competencies are listed in Table 1. The Job Description for a Junior Engineer, developed from this list, is provided in Table 2. Seven competencies have been identified for this group and will be evaluated throughout the interview process. The candidate(s) having the highest scores based on these competencies will be offered a position with RWDI. Scores in the other 13 areas will be considered to ‘break a tie’ between candidates if only one position is available.
TABLE 1: Core Competencies at RWDI| Business AcumenThe ability to view RWDI’s operations and goals thought the lens of the broader business world. Applies business knowledge and experience to maximize success in a global market. Coaching and Developing OthersFosters the long-term development, and success of others, balancing individuals’ aspirations and strengths with the skills and expertise needed by RWDI to achieve successful business outcomes. Requires a genuine intent to help others learn and grow professionally.
CollaborationThe desire and ability to work cooperatively with others, to be part of a group, to work together, as opposed to working separately or competitively. Commitment to RWDIThe ability and willingness to align one’s own behaviour with the core values, needs, priorities, and goals of RWDI. It involves acting in ways that promote organizational goals or meet organizational needs, and acting in accordance with organizational decisions. Conceptual ThinkingThe ability to identify patterns or connections between situations that are not obviously related, and to identify key or underlying issues in complex situations.
It includes using abstract or creative thinking. ConsultingThe ability to ‘make life simpler’ for clients (internal and external), by delivering top-notch advice and meeting commitments at every level, every time. It involves working well with both the client and the team to deliver value and encourage the success of the client’s business and RWDI’s. Decision MakingImplies the ability to use judgement in coming to a decision on routine and complex issues, while keeping the good of the team/BU/RWDI in mind. It requires the courage to ‘make a call’, even which it is recognized that 100% of the desired information may not be available.
Drive for ResultsA desire to surpass a set standard of excellence or one’s own past performance. It involves setting clear goals for yourself and others and supporting efforts to successfully deliver results for RWDI and clients. Holding People AccountableEnsures others carry out their responsibilities in a manner that complies with stated expectations, goals, project plans, or client needs/requests. This includes focussing on the delivery of high quality work. Influencing OthersThe ability to persuade, convince, or influence others to support a point of view.
It may include ‘reading’ people and understanding how one is perceived by others, in order to adjust influence strategies effectively. InitiativeProactively takes ownership of situations or issues in order to get things done; taking initiative to find solutions to current problems or obstacles or to address future opportunities; demonstrates resilience in face of challenges. LeadershipThe intent and ability to provide leadership to a group of individuals. It involves connecting group members with goals, with each other, and/or with their individual potential.
This can be done from any position in the group, not just the formal ‘leader’ role. Leveraging knowledgeThe ability to bring home the right knowledge (practical, theoretical or technical) or expertise to a situation, rather than simply applying known tools, equations, and methodologies. It involves probing for information or ideas, using appropriate questions, to help them solve issues/problems on their own. Listening, Understanding, RespondingThe desire to understand other people by listening and working to understand their unspoken or partly expressed thoughts, feelings, and concerns.
It involves probing for information or ideas, using appropriate questions, to help them solve issues/problems on their own. Making Relationships WorkThe intent and ability to build and foster relationships, both within and outside the organization. Recognizes the importance of relationships at multiple levels in moving RWDI forward. Resolves conflicts adn addresses concerns in a manner which allows relationships to remain strong, or even strengthen relationships. Organizational AwarenessThe ability to understand and use the power relationships in one’s own organization or in other organizations (clients, suppliers, etc. ).
This includes the ability to identify who are the real decisions makers and the individuals who can influence them; and to predict how new events or situations will affect individuals and groups within the organization. Promoting RWDIThe desire and ability to “take RWDI out to the world”. It involves leveraging the reputation in every interaction with existing and potential clients, as well as potential employees and others in the local and international communities. It may also include the understanding of formal market planning and research, and sales principles in targeting potential markets and clients for RWDI’s services.
Risk TakingThe ability to identify, assess, and manage RWDI’s exposure to risk. It involves the willingness to take calculated risks for the good of RWDI’s business. Self ConfidenceA belief in one’s own capability to accomplish a task and select an effective approach to a task or problem. This includes confidence in one’s ability, decisions, or opinions as expressed in increasingly challenging circumstances. Strategic OrientationTakes a long-term strategic perspective when thinking about RWDI’s business. | Table 2: Job Description
Job Description: Junior EngineerReporting to: Engineering Group LeaderCreated by: Job Evaluation Committee| Summary of Primary Duties and Responsibilities (in order of importance)| * Responsible for providing engineering knowledge in planning and conducting assigned projects. * Participates in establishing study design, model specifications, test protocols and/or assessment techniques. * Responsible for providing technical support for engineering projects (usually of limited complexity and scope) under the direct supervision of senior technical staff. Responsible for collecting the data following established protocols and guidelines and assisting in the analysis and interpretation of the data collected while adhering to appropriate QA/QC methods and procedures. * Responsible for providing ongoing feedback to the project team and assist with the preparation of technical reports that present methodology, results, and recommendations. | Required Competency and Accountability Factors (based on RWDI Core Competencies, in order of importance) Competency and Accountability Factors|
Skills, Knowledge and ExperienceThis factor measures the level of theoretical and technical knowledge, skills, and experience required to perform the assigned duties and responsibilities of the position. Candidate demonstrates an understanding of a specialized, technical or professional field – e. g. civil or environmental engineering. May be required to set up reports, compose routine correspondence, fill in and/or check reports, perform repetitive analysis, or prepare short analysis. The position requires formal education at a university level. Certification may be required.
Mental Effort The factor measures the intensity and frequency of auditory, mental or visual concentration required in the position. Work involves sensory concentration where exactness is important. Close attention to details with moderate intensity and precision for short durations. Interruptions unrelated to task at hand results in disrupting the completion of the task. Involves mental demand from working with people. | Innovation and Creativity This factor measures the requirement and latitude to think and act in ways that are new and novel when problem solving, developing processes, and procedures or efficiencies.
Some innovation and/or creativity skills are required in order to improve processes or practices within the job itself. Work planning, discretion and judgment must be used to complete work. Creativity is limited to area of specific area of expertise. | Decision Making This factor measures the degree of decision making in the performance of the job function identifying the scope of authority, complexity of analysis and impact of decisions. Position requires some decision-making, particularly relating to establishing priorities and coordinating tasks in specialty area. Decisions of a minor significance may be made at this level.
Guidance is readily available for more complex decisions. Decisions are based on academic skill, knowledge, on the job training or established practices. Decisions are made from a number of known alternatives, where choice is structured by set standardized procedures. May make recommendations on technical/functional issues using professional concepts. Completed tasks are reviewed for accuracy and measured against established standards and procedures. | Complexity/Judgment The factor assesses the complexity of problems solving, level of judgment and degree of analysis required in addressing work issues/problems.
Able to exercise independent judgment within the scope of work duties. Perform routine specialized or technical tasks, procedures or calculations requiring training in one area. Work issues are diverse in scope. Problem solving is achieved by analyzing information and comparing to established criteria (e. g. technical standards, policy, or precedent). Once information is obtained, solutions require judgment to choose from a variety of possible approaches, where outcomes are predictable but not certain. Work issues are normally complex and are resolved using broadly defined methods and techniques. Relationship Management This factor measures the requirement to build, foster, and maintain relationships within and external to the organization as they pertain to customer satisfaction, retention, and loyalty and achievement of business goals and targets. The term client can relate to both internal and external contacts. Provides technical information, services and assistance directly to clients within specialty area. In providing customer service, specific procedures and operational/technical guidelines are applied.
Interactions are generally at professional level usually with immediate department and peers in other groups internal to RWDI. Focus is on developing and maintaining relationships with appropriate contacts to interpret or define technical data/procedures. May be required to present ideas, results, and technical knowledge to external client. | Impact Measures the degree and scope of impact on the organization’s resources, operations, and results. The results of the decisions, actions or advice affect the ndividual’s own job and the work of a department/team. Incorrect decisions typically result in additional time and expense and may have an adverse affect on the department’s operating results. Medium to large contribution to work group and clients. Impact is limited to well-defined subsets of projects/functions. | Attracting candidates to fill entry-level positions has been an easy task in recent years since RWDI has built a solid reputation for our expertise in resolving air quality, noise and vibration, and hazard and risk issues globally.
Several resumes are submitted to our online drop box monthly, from individuals around the world who have heard about the quality of consulting work we perform. Positions and a specific job application are posted on our website at www. rwdi. com. The website provides candidates with information about our founding principles and requirements for success as an employee, as well as details regarding the scope of work we provide to clients. University job boards are another source of recruits. RWDI has a history of collaboration with the academic community, and we benefit from the insights of co-op students.
Many of these students are exceptional candidates for consideration after graduation and are encouraged to apply to permanent positions as they become available. RWDI has employed co-op students and Junior Engineers from the following schools: University of Waterloo, McMaster University, University of Guelph, University of Toronto, Queen’s University, and University of Western Ontario. These schools offer programs that integrate the study of environmental impact on engineering designs, so students from these schools fit well into our culture.
Word of mouth and referrals from professors and our clients are also important sources of recruits. In order to follow our applicant process, however, they must complete the online application form so that proper comparisons between candidates can be made. Finally, we post all positions on Workopolis, at a cost of $750. 00 per position for national advertising. These ads run for 30 days; we usually get over 100 applicants for a position from this route, however, the quality of the candidates tends to be lower than through referrals from universities.
Since we can also include our pre-screening questionnaire as part of our post for no additional charge, the numbers of resumes we have to review are reduced. The ‘Screening Room’ and ‘Applicant Tracking’ programs (also included for the fee) are less useful tools since our specially designed questionnaire eliminates candidates which do not have the minimum qualifications. An example of the online job posting for a Junior Engineer follows: The Science of Consulting Are you interested in an opportunity without limits?
RWDI is the world’s leading wind engineering consulting firm specializing in the science of building, structures, and the environment. If you are a dynamic individual who is looking for a challenge, then this position is for you. There is a strong sense of pride that you can feel when you walk through the door at RWDI. We work on high-profile signature buildings around the world. Our clients ask us to solve really challenging problems that require high level thinking. The science is fascinating. The problem solving is cutting edge. You will be surrounded by experts. It’s almost like getting paid to go exploring!
We are currently recruiting Junior Engineers. Do you have what it takes to join our team? * An Engineering Degree in Mechanical, Civil, Electrical or Environmental Engineering * An understanding of building acoustics, noise and vibration assessments is an asset * Proven ability to successfully meet deadlines and work collaboratively in teams * Work on several projects simultaneously in a dynamic working environment * Ability to learn new software is essential * Demonstrated ability to set up equipment, measure, analyse, interpret results and prepare reports using personal knowledge of best practices
If you want to be part of a strong, dynamic team, then this may be the role for you. We look forward to hearing from you and welcome you to apply by clicking on the “Apply Now” link below. RWDI is an equal opportunity employer and accepts applications from all qualified applicants. All applications will remain confidential. Please select the following link to complete the on-line application form. Apply Now Candidates who follow the link are brought to the application page which highlights the ‘must haves’ and ‘nice to haves’ for the position. The applicants cannot see the ranking system/point guide as displayed here. Must Have’ Requirements – Any applicants who answer ‘no’ to any of the following are rejected. | Question| Yes| No| Comments| Do you have a degree in Mechanical, Electrical, Civil, or Environmental Engineering? | | | | Are you working towards, or have, a P. Eng. Designation in the province of Ontario? | | | | Are you legally able to work in Canada? | | | | Have you used any modelling programs in fluid mechanics? | | | | | | | | ‘Nice to Have’ Requirements| | | | Do you have an understanding of building acoustics and vibration assessment and controls? 2 points| 0 points| | Do you have any programming experience in C++ or Fortran90 and Unix/Linux operating systems? | 2 points| 0 points| | Do you have any environmental engineering experience? | 2 points| 0 points| | Are you fluent in any languages besides English? Please list in comments section. | 2 points| 0 points| | Do you have strong people skills? Provide examples in the comments section to support your response. | 2 points| 0 points| | Are you a team player? Provide examples of team efforts in the comments section to support your response. 2 points| 0 points| | Applicants are also required to submit a cover letter, resume and to complete a form to provide us with contact information as well as behavioural questions. This information is reviewed by the screening tool provided by Workopolis to ensure compliance with the required criteria. Applications which meet all of the criteria will be reviewed by a recruitment specialist at RWDI. Up to ten candidates with the highest scores of 8 or greater will be contacted for a telephone interview. The Application form the candidates are required to complete follows: RWDI INC. PAGE 1 OF 2 EMPLOYMENT APPLICATION
PERSONAL INFORMATION 1. NAME: LASTFIRSTMIDDLE 2. ADDRESS: STREETAPARTMENT NO. CITYPROVINCEPOSTAL CODE 3. TELEPHONE NUMBER: 4. E-MAIL ADDRESS: 5. ARE YOU LEGALLY ENTITLED TO WORK IN CANADA? YES NO EDUCATION 1. HIGHEST LEVEL OF EDUCATION COMPLETED: COMMUNITY COLLEGEUNIVERSITY (BACHELOR’S) GRADUATE DEGREE TYPE OF SCHOOL| NAME OF SCHOOL| LOCATION| HIGHEST LEVEL COMPLETED| DEGREE, DIPLOMA OR CERTIFICATE| COLLEGE| | | | | | | | | | | | | | | UNIVERSITY| | | | | | | | | | | | | | | GRADUATE| | | | | | | | | | | | | | | 2. ARE YOU A PROFESSIONAL ENGINEER? YES NO 3. LIST OTHER COURSES, WORKSHOPS & SEMINARS:
RWDI INC. PAGE 2 OF 2 EMPLOYMENT APPLICATION EMPLOYMENT HISTORY & WORK RELATED EXPERIENCE 1. NAME OF PRESENT/LAST EMPLOYER: NAME OF SUPERVISOR: TELEPHONE NO: POSITION: DATE STARTED: DATE FINISHED: DUTIES, RESPONSIBILITIES, QUALIFICATIONS: REASON FOR LEAVING: 2. NAME OF PREVIOUS EMPLOYER: NAME OF SUPERVISOR: TELEPHONE NO: POSITION: DATE STARTED: DATE FINISHED: DUTIES, RESPONSIBILITIES, QUALIFICATIONS: REASON FOR LEAVING: 3. VOLUNTEER WORK OR OTHER WORK EXPERIENCE: INTERESTS AND HOBBIES: 1. LIST ANY PERSONAL INTERESTS AND HOBBIES: REFERENCES: MAY WE CONTACT YOUR PRESENT EMPLOYER?
YES NO MAY WE CONTACT YOUR PAST EMPLOYER? YES NO NAME AND CONTACT INFORMATION FOR THREE ADDITIONAL REFERENCES: “I hereby certify that the information contained on this application is true and hereby give RWDI INC. the right to investigate all statements and references on this application. I understand that false statements may result in refusal of this application. ” DATE COMPLETED: SIGNED: Selection: Applicant Screening Methods and Evaluation: The selection process begins with the assessment of the applications to narrow down the candidates to a list of ten potential finalist candidates.
Each method used in the selection process becomes increasingly more expensive, so careful selection is necessary to keep costs in check while ensuring that the best candidate is hired. Ideally, we will have a large applicant pool to choose from, depending on the time of year (i. e. , end of school year), our campus recruitment efforts, and the success of our external advertising on Workopolis and the RWDI Website Career Section. The first interview (by telephone) will confirm the information on their application and provide an indication of how well they match RWDI’s Core Competency criteria.
The second interview, conducted in person, will establish our finalist(s). That candidate will also be required to complete a Personality Profile Assessment, the Thomas International Profile Assessment. If the results of this assessment are consistent with the typical results for this position, showing a good person/job fit and person/organization fit, the candidate will be offered a position. In the event that there are 2 or 3 acceptable candidates, this assessment will be the ‘tie breaker’, if only one position is being offered.
To begin the applicant screening process, we will evaluate the information provided in the on-line applications. Applications that do not meet the “must have” requirements are immediately excluded. For consideration to proceed in the selection process, applicants must score at least 8/12 on the “nice to have” Weighted Application Blank. The top ten candidates from the application process will be contacted by telephone for an initial screening interview to verify their education, experience, and communication skills.
To be fair to the candidates, this is a two-step process; the first call is to arrange a time to speak to the candidate, letting them know that the call will be approximately 30 minutes long. The second call will be made within a week; all of the screening interview calls will be made over two consecutive days, between the hours of 9 am and 3 pm. One hour is assigned to each candidate, to allow time for evaluation of the responses before moving onto the next candidate (and an hour for lunch for the interviewer).
The questions, scoring format and the script to be followed for the telephone interview is provided on the Telephone Evaluation Form. One form is to be completed for each candidate interviewed. Telephone Interview Evaluation Form Candidate Name: ________________________________________________ Position and Job #: _______________________________________________ Interviewer Name: ________________________________________________ Interview Date and Time: __________________________________________ Rating Scale (1 – 5): Indicate one choice only, N/A if not applicable.
A range of rating guidelines are provided to the interviewer with each question; choose the rating based on the quality of the candidate’s response from 1 to 5. 5=Outstanding, 4=Above Average, 3=Average, 4=Below Average, 1=Unsatisfactory A standardized script is provided to the interviewer, and is in bold print throughout the document. Notes to the interviewer are also provided, (in brackets), to assist with the interview process. A column is provided for interviewer comments. Hello, (name of candidate), this is (your name) from RWDI.
How are you today? The purpose of this telephone interview today is to get better acquainted with each other. We have reviewed your resume and would like to clarify the information you provided about your education and experience as they relate to RWDI and the positions that are available. This is also a good time for you to get to know us a little better, too, and I would like to answer your questions about the company or position as well. Are you ready to get started? Great! | Rating| Comments| Icebreaker Question|
What do you know about RWDI and the position? | Rating: 5 clearly researched the company before the interview3 had some vague ideas about the company and the position1 had no idea except that the job posting looked interesting| 5| 4| 3| 2| 1| | (Depending on the candidate’s response, and the interviewer’s confidence in organizational knowledge, this would be a good time to give a brief review of the company’s history, scope of work, and services provided, not more than two or three minutes. )| Education/Training | Candidate Name), Let’s review your resume first. Do you have a degree in Mechanical, Electrical, Civil, or Environmental Engineering, or will you have completed your degree by May 1? | Degree (indicate under ‘Comments’)| | School (indicate under ‘Comments’)| | Rating: 5 for graduate degree4 for undergraduate degree listed above1 for incomplete degree by May 1| 5| 4| 3| 2| 1| | (Interviewer, please rephrase this question according to the answer in the previous question. A new graduate will not have a P. Eng. lready. )Are you working towards, or have, a P. Eng. designation in the Province of Ontario? | Rating: 5 for P. Eng. 4 for time completed towards P. Eng. 3 for new graduate of an accredited engineering program1 ineligible (any reason)| 5| 4| 3| 2| 1| | Are you legally able to work in Canada? | Rating: 5 yes1 no (where are they eligible to work, indicate under ‘Comments’). This question checks the reliability of the automated screening system. | 5| | | | 1| | Let’s take a look at your Work Experience. Interviewer, review information provided on the resume, confirming employment as listed on resume (positions, dates, responsibilities)| Rating: 5 resume is accurate and complete as presented 3 resume is mostly accurate and mostly complete as presented1 resume is poorly presented and candidate seemed unsure about dates and responsibilities| 5| 4| 3| 2| 1| | (Interviewer: Score the candidates responses based on the relevance to this Engineering position. Did the candidate acquire skills or qualifications through past work experience? | Rating: 5 relevant skills discussed3 not an job in engineering, but related skills gained to this position1 no effort to relate on the job skills to this position| 5| 4| 3| 2| 1| | Do you have any environmental engineering experience? In what area? (provide area details under ‘Comments’)| Rating: 5 direct work or school experience, candidate draws connection to this position 3 direct experience, no connections made to this position1 no direct experience| 5| 4| 3| 2| 1| | Technical Qualifications and Experience| Have you used any modelling programs in fluid mechanics in school or in previous employment? list any programs mentioned under ‘Comments’)| Rating: 5 yes, have used modelling programs 3 have seen modelling programs used and understands application1 no experience| 5| 4| 3| 2| 1| | We use in C++ or Fortran90 and Unix/Linux operating systems extensively at RWDI. Do you have any programming experience in either of these? | Rating: 5 yes, in both3 yes, in at least one (list under ‘Comments’ section)1 no experience| 5| 4| 3| 2| 1| | Communication and Interpersonal Skills| We have clients all over the world that we consult for and communicate with. Are you fluent in any languages besides English?
Written and spoken? | Rating: 5 yes, two or more other languages written and spoken (Please list in comments section)4 yes, one other written and spoken (Please list in comments section)3 yes, conversational or high school ability1 no, not at all| 5| 4| 3| 2| 1| | How would you rate your communication skills in English, both written and spoken? | Rating: 5 excellent3 good, even though it is my second language1 interviewer has difficulty communicating with candidate, either understanding or being understood| 5| 4| 3| 2| 1| | Do you consider yourself a team player?
Why? | Rating: 5 yes, provided a good example of how they contribute to a team3 yes, just stated that they enjoy working on a team1 no, prefers to work alone| 5| 4| 3| 2| 1| | Do you have good time management skills? Why do you say that? | Rating: 5 yes, has a clear understanding of how to plan time3 yes, vague response to methods used for time management1 no, gets flustered when juggling too many things| 5| 4| 3| 2| 1| | Overall Impressions of Interviewer: This section requires the interviewer to be subjective, within guidelines provided. Candidate Enthusiasm: How much interest did the candidate show in the position and the company? | Rating:5 Candidate was well prepared for the interview, knew about the company and provided thoughtful responses. Candidate showed genuine interest in matching candidate skills to RWDI’s requirements and spoke enthusiastically about how they could contribute to the company. 3 Candidate provided general responses to questions, and showed a little interest in the position and the company. 1 Candidate showed no enthusiasm for the job or the company| | | Interviewer’s Assessment: Should we proceed further with this candidate? Rating:5 Definitely: candidate demonstrated RWDI core competencies4 Yes: candidate demonstrated some RWDI core competencies3: Possibly: candidate showed few competencies but may have been nervous2: No: This interviewer has concerns about the fit of this candidate with the job or the organization1: Definitely not a suitable candidate for the job or the organization| 5| 4| 3| 2| 1| | Based on the results of the telephone interviews, the top four scoring candidates will be invited for a second interview at RWDI in Guelph.
A structured interview will be utilized to ensure consistency in the evaluation of candidates. This standardized process will improve the reliability and validity of the interviews. Questions are based on a number of competencies demonstrated by successful RWDI employees. Candidates will reveal their alignment with these competencies through a series of behavioural and situational questions, scored using a rating scale of 1 to 3. A Scoring Guide is provided, following the questions. Circle the number related to the response that most closely matches the three options.
A technical portion of the interview will be conducted by the Department Manager, and will consist of questions to test the candidate’s reasoning abilities as well as their practical knowledge, according to the experience outlined in their resume. 1. What has motivated you to apply to RWDI? What would you hope to gain from this position? (Organizational Awareness, Commitment to RWDI) Rationale: This question confirms the applicant’s interest in the position and the company, to eliminate the ‘tire-kickers’. Are they prepared to make an Impact? Rating Scale: 1) Looking for my first job, thought I would apply here and everywhere else. ) It looks like RWDI gets many really neat contracts that would be interesting to work on. 3) I am really interested in environmental design and the opportunity to gain experience in all stages of the consulting process. 2. Why do you think you are well suited to this position? Tell us about your past experiences related to this position. (Self-confidence) Rationale: Responses to this question will not only show the candidate’s level of self-confidence, but also will provide an explanation of the Skills, Knowledge, and Experience they have that relates to the position.
Rating Scale: 1) Has no idea where to start; difficulty talking about himself. 2) Talks about past experiences without making any relevant connections to the job (even a lifeguard could talk about the degree of responsibility they had, etc. ) 3) Discusses specific work experience in engineering that is directly relevant to the position (could be related to school projects). Part 2: Give me some examples of your skills or strengths that would allow you to excel here. 1) Has no idea what to talk about, needs coaching for answers. 2) Talks about skills with weak or no examples. ) Discusses specific skills with examples to support the skill (e. g. , good at time management, juggled the heavy engineering workload with tutoring first year students and still got over a 75% average). 3. Tell me about a time when you worked effectively as a member of a team/group. What did you do to help the team/group achieve its goals? (Collaboration) Rationale: Relationship Management and Collaboration are critical to the candidate’s success as well as to their workgroup and the organization. 1) I don’t like to work in groups; I get more done on my own. ) Talked about a specific example but tried to appear as the major contributor (competitive). 3) Provided a specific example and talked about the success of the group. Give us an example of your successful interaction with other team/group members? (Collaboration) 1) I did my part of the project, but didn’t really have to interact much. 2) I told them what needed to be done and how to do it. 3) We looked at the problem and solved it through combined efforts. Were there any difficulties that the team/group encountered? If so, how were these difficulties dealt with? What was the outcome? (Listening, Understanding, Responding)
Rationale: This question helps the interviewer to understand how the candidate works within a team, as well as highlighting their Judgement and Relationship Management skills used to overcome difficulties. ) 1) No conversations; no problems! 2) If a difficulty existed, a weak explanation of how it was handled. 3) If no difficulty, a good explanation of why; or a good explanation of the process followed to resolve the problem. 4. Tell me about a time when you used abstract or creative thinking to identify connections/underlying issues between two situations. a) How did you figure out the connecting pattern between the situations? Conceptual Thinking) Rationale: Accountabilities highlighted with this question include Innovation and Creativity skills, Complexity, Judgement and Mental Effort. 1) No example; not creative enough to even attempt an answer. 2) Gives an example of creative or abstract thinking but does not link or connect two unrelated situations. 3) Provides a creative example clearly linking two unrelated situations. Bonus Points: What were the underlying issues in that situation? 1) Has some idea of the issues and relates them to the situation. 2) Demonstrates a clear understanding of the issues and relevance. What was the outcome? ) Standard solutions applied to the problem. 2) Innovative solutions applied to a situation (whether it worked or not). 5. Tell me about a time when you achieved a challenging goal? Who set the goal? What did you do to achieve the goal? What was the outcome? What did you learn? (Drive for Results) Rationale: RWDI is a goal-oriented organization that continually strives to meet and exceed Organizational Targets and Results. 1) Goal set by someone else, required some initiative to achieve; negative response to outcome or learning. 2) Goal set by someone else but took ownership of the goal, or set goal by self.
Demonstration of average effort to accomplish, with a positive response to the outcome or learning. 3) Goal set by self or assumed total ownership if set by someone else. Demonstration of above average effort and persistence to accomplish the goal, with successful completion and positive response to the outcome. 6. Tell me about a time when you took immediate action to address an anticipated challenge. How did you identify the problem? What did you do to address the problem? What was the outcome? (Initiative) Rationale: Does this candidate have the ability to ‘grab the bull by the horns’ to follow through on a task on his own?
This question also highlights Decision Making skills as well as Creativity in the solution. 1) Could not anticipate a challenge, problem, or opportunity. 2) Describes a problem that required quick action and saw it through to the end. 3) Demonstrates proactive ownership of a problem or opportunity and provides an explanation of the process followed to complete the task. 7. Communication skills are important in this job. Please tell me about your two biggest strengths as a communicator. Rationale: Candidate needs to demonstrate some Mental Effort to deliver an effective response to demonstrate that his Communication Skills will have Impact. ) Does not provide any strength in communication. 2) Provides at least one example of a strength. 3) Easily provides two strengths and supports why they believe that. At RWDI, we work in teams and we need to understand both the client’s and our co-worker’s needs. Please tell us about a time when probing beyond the obvious yielded the most rewarding result. 1) Never had to probe beyond the obvious. 2) Gives an example of at least attempting to get more information about a situation. 3) Clearly describes a situation with a rewarding result. 8.
What are your 2 strongest technical skills and what are your 2 strongest non-technical skills? Rationale: This question reveals Skills, Knowledge and Experience, and allows the candidate to expand on competencies relevant to the position. 1) Cannot provide 2 of each type of skill. 2) Provides at least one technical skill and one non-technical skill relating to the RWDI competencies listed in the job requirements (innovation, creativity, decision-making, problem solving, attention to detail, working with people, goal-oriented, tenacious, or other qualities discussed and supported during interview). ) Provides two skills for each that relate to the job requirements as listed in (2). CLOSING QUESTIONS (Subjective) 1. Based on what you have gathered so far, do you feel this position would meet your career aspirations? What challenges would you expect in this position? 2. If you were to join RWDI, and it is 2 – 3 years out, what must have happened for you to know that you as well as we made the right decision? 3. Is there anything that would prevent you from fulfilling the responsibilities of this role? 4. Are you legally entitled to work in Canada? 5.
Do you have a criminal record to which you have not been pardoned? 6. If you were the successful candidate, when would you be able to start? 7. Do you have any questions? Close the Interview 1. )Indicate what the next step will be. Tell the candidate that someone (The HR representative) will be calling in a few days to let him or her know about the decision. Candidates will be asked to complete a standard personality assessment to ensure that they will be the right ‘fit’ with their department and the organization before an offer can be made. 2. )Thank the applicant for their time.
At the conclusion of the interview, the interviewer needs to add up all of the resulting scores. All questions are weighted equally; however, some of the questions comprise two or more sections that account for the additional importance assigned to those competencies being measured. Each interviewer is also asked to complete a subjective applicant summary of how they felt the applicant handled himself during the interview against the Core Competencies. This step will be used to identify the most suitable candidate that will proceed with the Thomas International Profile Assessment in the event there are candidates with equivalent scores.
All interviewers are required to meet on completion of the interviews in order to discuss their findings and evaluate the results. Individual Applicant Selection Summary| | | | | Position| | | | | | Hiring Deadline| | | | | | For each of the areas listed below, using a rating scale of 1 to 5, | 1 – the applicant does not meet the job requirements | 5 – the candidate exceeds the requirements. | | | | Applicant Name| Score from 1 to 5| Comments| | | | Behavioural Competencies| | | Collaboration| | | Conceptual Thinking| | | Consulting| | |
Decision Making| | | Drive for Results| | | Influencing Others| | | Initiative | | | Leadership| | | Leveraging Knowledge| | | Listening, Understanding, Responding | | | Making Relationships Work| | | Risk Taking| | | Self Confidence| | | General| | | Experience| | | Personal Goals| | | Interpersonal| | | Communication| | | Organizational| | | Attention to detail| | | Adaptability/Flexibility| | | Teamwork| | | Technical| | | Total| | | | | | Additional Comments:| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | DECISION MAKING: We have narrowed down the large field of applicants to one or two candidates we would like to consider hiring. The final test to be administered is the Thomas International Profile Assessment, or Personal Profile Analysis (PPA). This fully-validated DISC-based behavioural assessment consists of 24-forced answer questions. It can determine if the candidate has the required competencies, and reveal their personal strengths and possible limitations as an employee in the organization.
Having completed this testing myself, I have learned that the DISC system provides valuable insight to the impact an individual has on others, as well as how to understand how to work with, and communicate with others. A brief overview is provided by the following diagrams: (deleted to reduce size of document) Behaviours and competencies in different environments are described for the candidate (Dominance, Influence, Steadiness and Compliance). All RWDI employees have taken this testing, and the candidates scores are measured against scores of our current employees.
This assessment is best administered in a controlled environment under supervision to ensure that the person taking the test is the candidate; they are not consulting with another person; and someone is there to help if any questions or problems arise during the test. The selection, interview and assessment techniques that are used provide reliable and valid results. Upon receipt of resumes through the Workopolis website, their Applicant tracking system quickly provides a match between the job requirements and the applicants. Since we are paying for our ad on this website, we should take advantage of the benefits the ATS can provide.
Initial Screening used both a Biographical Information Blank (BIB) as well as a Weighted Application Blank (WAB). The BIB outlines past behaviours, which are good predictors of future behaviour. The WAB is an inexpensive screening tool, where weights are given to specific areas during the telephone interview, relating to current successful employees through Core competencies that are well established for RWDI. Candidates were asked behavioural Interview questions (BDI) as well as Situational questions (SI) in the structured face-to-face interview.
Behavioural questions are based on the principle that the best predictor of a person’s future behaviour is their past behaviour. Validity averages between . 40 – . 50 predictive job performance, which is very high. Behavioural questions encourage spontaneity since candidates cannot prepare for them in advance; more accurate answers are provided that can be confirmed when performing reference checks. Situational questions are slightly less valid since they ask the applicant what they would do in a situation but is a good measure of their problem solving ability.
The Achievement-Oriented questions measure the candidate’s performance and ability to increase work flow, based on their track record of increasing responsibility. The Thomas PPA has been demonstrated to be a valid test in many situations. By the time this test is administered, it is likely only confirming what skilled interviewers would have been able to glean from the candidate. Finally, Reference checks will also be used, even though they are less reliable (since the applicants choose references who would likely speak favourably of them).
Asking a previous employer if they would hire this candidate again provides some reassurance that this is indeed a worthwhile candidate, as well as how the reference knows the candidate if not a former employer. The Final Selection: Decision Making Models A number of selection decisions were made throughout the process. A multiple cut-off approach was used to reject applicants who could not meet all of the ‘must-haves’ or reach a score of 8/12 for the ‘nice to haves’ in the initial screening.
Candidates proceeded through a Top-down Selection approach, where we ranked them on the basis of their total scores and selected them from the top down until we reached the desired number of candidates to proceed to the next step. While this has the disadvantage of impacting diverse groups, this effect has not been observed at RWDI, where we are well represented by many cultural backgrounds as well as women. Evaluation: This assignment was a very practical method of learning and applying the course material; I expect to be able to refer to the principles used here throughout my career.
Although the project was time intensive, I thought it was an important exercise to reinforce the ideas discussed in class and throughout the course. The recruitment and selection process is far more detailed and scientific than I would have imagined. I was also happy to be able to speak with an HR Professional at a real company, in an area where I expect to be working in the future. She told me about the process they followed to develop Core Competencies and how they are used to successfully recruit new employees, saving time and money through obtaining the correct hires.
I would not have given as much consideration to the Job Analysis/Job Description/Employee Evaluation portion of the recruitment process had I not talked with her. RESOURCES: Herbert G. Heneman III, Timothy A. Judge, Vicky Smith, Russel Summers, Staffing Organizations, Recruitment and Selection in Canada, Canadian Edition, McGraw-Hill Ryerson, subsidiary of The McGraw-Hill Companies, 2007 Workopolis classified advertisement costs retrieved from https://www. workopolis. com/Refactor/Pages/Common/Recruiter/recruitment-solutions. aspx?
Theme=Default&Lang=EN Spirits still high in challenging times, Philip Quinn, Financial Post Published: Monday, February 02, 2009 http://www. financialpost. com/story. html? id=1244002#ixzz0hXMKmm1f The WINDS of Change, corporate report on www. rwdi. com DISC Assessment Theory and Dr. Marston’s Theory of Human Behavior, from Thomas International http://www. thomasinternational. net/Resources/DISCAssessmentTheory/tabid/4012/language/en-US/Default. aspx Class notes prepared by Allan MacKenzie, for HRM8060, Recruitment and