Drawing from concepts presented in chapter 7 ("Measurement"), how could Mandy more formally evaluate SSI's assessment process, as well as the alternative presented to her by Vin?

   In a nutshell, Mandy ought to carry out an official validation research with the end goal of determining the extent to which the scores on the evaluations and the suggestions from SSI possess a level of predictive validity. That is, do the people who do well in the SSI exams and are recommended for certain roles at Citrus Glen truly do well in those areas when they get the job? Because of this, Mandy will need to collect genuine performance evaluations from workers who have been promoted as a result of SSI's suggestions. If there is a moderate to high positive association between the individuals 'SSI scores and their work performance, then this implies to Mandy that SSI's assessment center is valid.

    The second problem that BA has is determining whether or not the SSI assessment center procedure is worth the $5,500 that Citrus Glen spends on each client that they send to them. One of the crucial questions to ask oneself in this situation is what the cost would be of not employing the ideal applicant for a certain position. If the cost of not employing the proper individual is perceived as being exceedingly high, as it maybe would be for a high-level management post, then the expense of the SSI program might be justified.

    It is important to take into consideration Vin's idea that an alternative evaluation method may be equally as excellent as the current one (or very close to it) but significantly cheaper. In this scenario, Mandy ought to approach Vin with the intention of soliciting his assistance in the development of an alternate method of evaluation, which may involve the execution of personality and cognitive ability tests. Vin may be hired on as a consultant to then independently administer the alternative process to all of the persons who are being referred to SSI and to make his own employment recommendations. This may be done so that Vin may also offer his own recruiting suggestions. It would be possible to evaluate the relative validity of the outcomes of the alternative evaluation method by comparing them with those obtained through the SSI. Vin have to also come up with some estimations of the costs involved in the administration of the alternative procedure for each application. If the alternative approach holds the same degree of validity as the original procedure and it is much less expensive, then it is possible that Mandy will decide to bring the assessment process back in-house.

Construct a scenario in which you think Mandy should continue her business relationship with SSI. On the other hand, if Mandy decides on an alternative assessment process, what would that process be? How would she evaluate whether that process was effective?

   If the formal evaluation of SSI's assessment process is found to be valid, but Mandy is still concerned about the cost of using the service, then she should consider using SSI only for "key positions" at Citrus Glen. In this scenario, "key positions" refers to positions that are essential to the operation of the business. It is obvious that Mandy will have to devise a method for identifying which jobs are, in fact, "important jobs," but this approach has the potential to be an efficient method for cutting down on the total expenditures connected with the process. In the solution to question number one, which was presented a little while ago, one of the potential alternative processes and the ways to assess them were discussed.

Citrus Glen was considered expanding its operations into the Caribbean and Latin America. One of Mandy's concerns is how to staff such positions.

If Citrus Glen does expand its operations to different cultures, how should Mandy go about staffing such positions? Be specific

  One of the most important choices that need to be made in this situation is whether or not to recruit workers from the home country (the United States of America) to fill staff positions in the international operations of the company, or whether or not to hire and train workers from the host country (the locals) to do these jobs. If we are to assume that Citrus Glen intends to use employees from their home country to fill positions in other countries, then it is essential that the evaluation process it uses to make selection decisions evaluate candidates based on the following essential qualifications: adaptability; appropriate personality tests; simulations of relevant work situations in international work assignments; and interviews of relevant work situations in international work assignments. In order to build a strong match between a person and their profession as well as between a person and their company, the evaluation process needs to take into account additional characteristics in addition to technical abilities.

Reference:

Heneman, H. G., Judge, T., & Kammeyer-Mueller, J. (2019). Staffing organizations (9th ed.). Columbus, OH: Pangloss Industries.