08 Oct Create a job description Would you hold one or more interviews and what interview techniques would you use (nondirective, structured interview, situational interview or behavior descripti
Read the attached Case Overview.
1. Create a job description
2. Would you hold one or more interviews and what interview techniques would you use (nondirective, structured interview, situational interview or behavior description interview)? Explain your rationale
3. Compile a salary analysis which will include the total compensation package (salary, benefits, relocation cost if applicable, and what other perks would be included), support your analysis by attaching data
4. What laws and regulations do you have to be concerned with when it comes to interviewing and the selection process? Explain each one in detail.
Learning Objective(s)
• Identify and develop sources of information used for executive selection.
• Learn the various factors that must be taken into account in designing an executive job.
• Identify how organizations gain a sustainable competitive advantage through human capital strategies.
• Identify the framework for planning and scoping a project for a client.
READ THE INSTRUCTIONS IN ITS ENTIRETY AND THROUGHLY
Case Overview
Your Role and the Organization You are the Vice President of Human Resources for a professional baseball team that competes in a league with 30 franchises across 25 cities in the United States, Canada and Mexico. Each team operates as an independent business but is governed by a central league office. The league is highly competitive and teams battle over many of the same resources including personnel, media attention, some marketing revenues, and, at times, a shared customer base. While franchises compete against one another, there is centralized cooperation to ensure competitive balance. The average annual revenue per franchise has risen consistently for each of the past 15 years and now averages $150 million per franchise per year. The competitive season runs from April through September, culminating with a championship in October for those teams reaching the playoffs. While the franchises are extremely busy during the competitive season, there is also plenty of work to be done between November and March. Thus, the industry operates on a 12-month cycle. The organizational structure for on-field personnel is consistent across franchises, but it varies by team in the staff functions. As a note, generally, franchises employ between 125–300 staff, excluding on-field personnel. The Request On August 2, your team’s board chair calls you to a confidential meeting and informs you that the president will be retiring at the end of the season. This is the first time you have heard about a change at the presidential level. Approximately six franchises (20%) replace their president each year, so while this is not an uncommon occurrence it is a critical change within the organization. Side Note: Considerations while Selecting a President Similar to other strategic HR initiatives, it is important to have a game plan when Preparing recommendations for recruiting and selecting a new franchise president. As part of that plan, you must: • Collect data. • Understand the job. • Identify the competitive advantages gained through the job.
Your Assignment
The chair asks you to develop a recruitment proposal to replace the president. To respond to the request, your group will have to:
1. Create a job description 2. Would you hold one or more interviews and what interview techniques would you use (nondirective, structured interview, situational interview or behavior description interview)? Explain your rationale 3. Compile a salary analysis which will include total compensation package (salary, benefits, relocation cost if applicable, and what other perks would be included), support your analysis by attaching data . 4. What laws and regulations do you have to be concerned with when it comes to interviewing and selection process? Explain each one in detail.
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