Hiring the Right Manager

Tanglewood One of the biggest challenges all organizations will face are issues related to employees and managers working inside different locations. This is problematic, as they have to find someone who embraces the most experience, skills and expertise. During this process, they will use different techniques to identify individuals who are embracing these attributes. This is supposed to help the administration to determine the right candidates for the position. In the case of Tanglewood, the company is facing challenges with identifying the right managers for key positions.

To assist the firm requires developing a selection plan, interview questions and scoring criteria. Together, these elements will illustrate how the company can address these problems. Develop a detailed selection plan for this position. In this case, you should determine what you want to measure by analyzing KSAOs from the job description and the information on organizational culture in the case, and fitting the selection measures into the plan format as shown in Exhibit 8.2 in the book.

The current selection methods are the experience check, education check, Marshfield Applicant Exam, and the Retail Knowledge Test. Do not include the current interview as part of the selection plan. The position for manager is showing that they must possess a certain amount of knowledge, skills, abilities and other traits (KSAOs). Knowledge requires them possessing the skills to lead others and motivate employees to do more. Inside the stores, this means that they have to understand the impact of their actions and the example they set.

Skills require having the education to understand and apply key concepts. In these situations, they will have a degree in Business Administration or Management. Abilities are looking at the experience of the individual and influence it is having on them. This is when their real world experience matters. The insights that they gain during the process will help them to become better leader. The most effective leaders are individuals who had every single disadvantage against them.

As their sheer determination and ability to learn from life experiences is what enabled them to connect with their subordinates. This requires embracing a number of elements. The most notable include: strong communication, problem solving, flexibility, objectivity and passion. These areas will inspire others and give them a sense of vision. This instills a sense of drive, determination and the ability to push those around them to do more. For Tanglewood, the employees are expected to follow these tasks and meet the requirements from their supervisors.

The basic idea is that larger amounts of control will have a positive impact on the firm. This occurs with managers understanding what is most important to the customer and providing specific information to staff members in the process of performing predetermined functions. Other traits, requires these individuals having a deep desire to do more for the organization. This means that the firm must address the basic needs of these individuals and encourage them to think creatively. For example, in many cases someone is influenced by deprivation and growth.

Deprivation occurs at the lower ends of the spectrum. The most notable include: psychological, social, esteem and self-actualization. Growth takes place when the basic needs are met and the individual wants to have something that will help them to be more fulfilled as a person. Addressing the most basic requirements (i.e. psychological) will lead to the individual wanting to have a sense of accomplishment in their lives. This is when everybody will have a greater sense of empowerment.

In the case of Tangelwood, this will help them to attract and retain the most talented individuals. The best approach for determining these factors is to have a series of questions that will analyze their behavior, needs and what is most important to the individual. The way organizers are able to identify and tap into these attributes requires establishing a deeper connection through a shared set of beliefs. This is used as a foundation to encourage them to become advocates who are supporting important changes. Develop initial interview questions.

Staffing services believes that a half-hour interview will be appropriate, with about 3 minutes per interview question. They would like 5 behavioral interview questions and 5 situational interview questions. Each interview question should have a very specific KSAO target as shown in the example. Behavioral interview questions 1. What specific knowledge do you have that would help you to excel as a manger? 2. Tell me about your experience and how this qualifies you for the position? 3. Let talk about your education, what shaped you the most and how is this influencing your career choices? 4.

Tell me about specific skills and how you have used them in a real world environment to troubleshoot critical challenges? 5. What other skills do you have that will help you to reach out to employees, meet key objectives and make a difference in your community? These areas will determine which factors influence the thoughts and behavior of candidates. Situational interview questions 1. Managers must be able to have a high degree of ethics.

How would you deal with a situation where you are working with one of your colleagues and see them do something that is against company policies and procedures? 2. Which aptitudes or experiences do you think are most important to your role as a leader in facilitating teamwork? 3. What characteristics have observed that inspires you to be an effective leader? How did this influence you? 4. How does this relate to your personal leadership style? How can you as a leader use these skills to build teamwork? 5.

What are the most important traits that you look for when building a team? These areas will determine how effectively someone is at working with others and coordinating as a team. Develop a scoring key for each interview question. This means you will have ten different scoring keys. The scoring key is based on a scale of one through five. One is the lowest response and five is the highest.

The way it works, is the interviewer will monitor the responses of the individual and then rank them based upon this scale. During this process, they will pay.