Development of a Multinational Personnel Selection System
Development of a Multinational Personnel Selection System
1. Summary of the Case Study
Mr Koch works as an expatriate in Hong Kong for ComInTec AG & Co. He was working for the company in the HR department for 17 years and since three years he is the HR director. One day he got the assignment to form a cross functional project team in the high profitable APAC States. The company strive to establish a new regional management level in Asia. A new personnel selection system had to be developed internally. In further consequence 25 middle management positions were expected to be filled the region. For the recruiting process the company hired own recruiters as well as head hunters. Furthermore, 90% of the new management positions were filled by individuals from the country they would be working.
The process bases on three pillars: First, the application documents had to be analyzed. In a next step structured interviews were conducted by a HR specialist and a department representative. If both came to a positive conclusion, the candidate would come to an individual competence centre to point out his competences. The procedure was conducted by an external consulting company. Koch found some faults in the individual assessment centre for several years.
To develop a new system, Koch formed a team of local and headquarters staff. Though the group was very heterogenic what implied some problems in the past. At the end of the process the situation escalated so that came under high time pressure, which was especially true for Koch. Recently he got a call from Koenig, the founder and owner of the company. Koenig is a little more accommodating person with precise expectations to his employees. He gave Koch an ultimatum to finalize the new recruiting system at the end of the week. So Koch had to relate the expectations of Koenig with the results and imaginations of his team in three days.
Therefore Koch convened a meeting with the whole project team and a guest from the
1. Summary of the Case Study
Mr Koch works as an expatriate in Hong Kong for ComInTec AG & Co. He was working for the company in the HR department for 17 years and since three years he is the HR director. One day he got the assignment to form a cross functional project team in the high profitable APAC States. The company strive to establish a new regional management level in Asia. A new personnel selection system had to be developed internally. In further consequence 25 middle management positions were expected to be filled the region. For the recruiting process the company hired own recruiters as well as head hunters. Furthermore, 90% of the new management positions were filled by individuals from the country they would be working.
The process bases on three pillars: First, the application documents had to be analyzed. In a next step structured interviews were conducted by a HR specialist and a department representative. If both came to a positive conclusion, the candidate would come to an individual competence centre to point out his competences. The procedure was conducted by an external consulting company. Koch found some faults in the individual assessment centre for several years.
To develop a new system, Koch formed a team of local and headquarters staff. Though the group was very heterogenic what implied some problems in the past. At the end of the process the situation escalated so that came under high time pressure, which was especially true for Koch. Recently he got a call from Koenig, the founder and owner of the company. Koenig is a little more accommodating person with precise expectations to his employees. He gave Koch an ultimatum to finalize the new recruiting system at the end of the week. So Koch had to relate the expectations of Koenig with the results and imaginations of his team in three days.
Therefore Koch convened a meeting with the whole project team and a guest from the