York University HRM 3470: Recruitment and Selection System Project

This project provides a comprehensive analysis of recruitment and selection processes within an organizational context, specifically focusing on the role of a User Support Technician. It covers essential components such as performance appraisal methods (Management by Objectives, Critical Incident, Behaviorally Anchored Rating Scales, Behavioral Observation Scales, 360-degree feedback, and Checklist methods), recruitment planning (job analysis, strategy development, candidate sourcing, and screening), interviewing techniques (structured interviews and KSAO analysis), and decision-making processes. The document includes a sample performance appraisal form tailored for support technicians, along with detailed explanations of various recruitment and selection stages, highlighting the importance of valid, reliable, and fair testing and interviewing practices. Furthermore, it addresses ethical considerations in testing and potential decision-making errors, ultimately aiming to provide a framework for effective talent acquisition and management.

Running Head: RECRUITMENT AND SELECTION 1
HRM 3470
Samar Fatima
213184015
Selection system project

RECRUITMENT AND SELECTION 2
Table of Contents
Performance Appraisal...............................................................................................................4
Performance appraisal form...................................................................................................4
Performance appraisal methods.............................................................................................6
Management by Objectives................................................................................................6
Critical Incident..................................................................................................................7
Behaviorally anchored rating scales...................................................................................7
Behavioral observation scales............................................................................................8
360-degree performance appraisal.....................................................................................8
Checklist and weighted checklist method..........................................................................8
Recruitment................................................................................................................................9
Recruitment Planning.............................................................................................................9
Job Analysis...........................................................................................................................9
Recruitment Strategy Development.....................................................................................10
Searching the right candidates.............................................................................................10
Screening..............................................................................................................................11
Testing......................................................................................................................................12
Interviewing.............................................................................................................................14
Interview questionnaire for support technician....................................................................14
Structured interview KSAO.................................................................................................15
Knowledge.......................................................................................................................15
Skills.................................................................................................................................15

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Abilities............................................................................................................................15
Other characteristics.........................................................................................................16
Decision Making......................................................................................................................16
References................................................................................................................................19

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Performance Appraisal
Performance appraisal form
In order to measure the performance of a support technician and send the potential
performers for appraisal, Support technician performance form would be developed, which
has been given below:
Name: …………………………………………………….
Evaluation Period: …………………………………………
Title: ………………………………………… Date: ……………………………………
Performance Planning & Results
Performance Review
First of all, a current job description should be used for addressing the candidates.
After this, the level of performance of the candidate should be measured and rated with
certain definitions that are provided below. Every factor of performance that is useful in the
evaluation of the technician’s performance should be discussed and reviewed with them.
Finally, an overall rating should be given to them in the provided space in the form,
considering the definitions that are given below.
Performance rating definitions
Certain performance ratings should be used in order to make sure that there is a
commonality of language and continuity in the overall ratings.
Outstanding - Continuous superior performance
Excellent - Performance above the requirements of job routinely
Good - Performance dependable and competent on a regular basis

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Satisfactory - Performance unable to meet the job requirements consistently
Poor - Performance unacceptable consistently.
Supporting comments should be provided for the justification of the ratings of Poor,
Satisfactory and Outstanding.
Now, the various factors which would be primarily considered during the performance
appraisal would be taken into consideration. These factors are explained below:
1. Performance factors – These factors would include aspects of a support technician
such as administration, knowledge of work, teamwork, communication, expense
management, decision making and problem solving, independent action, human
resource management, leadership, job knowledge, change management and relevant
improvement, consumer responsiveness, dependability, personal appearance, data
analysis, responsiveness and safety (Ochoti, Maronga, Muathe, Nyabwanga & Ronoh,
2012).
2. Employee accomplishments and strengths – Here, the core strengths and
achievements of the technician should be recorded, such as efficient data analysis or
problem-solving skills, etc. that would be in relation with the aspects of behavior and
performance of the employee which are appreciated by the employer in the
performance record (Pichler, 2012).
3. Improvement in the relevant performance areas – In this area, information regarding
those areas would be recorded where there is scope for improvement in the
technician’s work. For instance, if a technician needs to improve upon his
communication and practical experience application skills, he should first record them
here.

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4. Action plan for performance improvement – In this factor, the plan of action that
should be taken by the IT assistant in the opinion of the employer should be provided
in details. The relevant plan of improving the technician’s performance should be
taken.
5. Employee comments – This section would include any other comments or feedback
provided by the technician’s employer.
6. Review section for the job description – a) During the evaluation of this factor, the
review of the complete job description of an IT assistant is done, assuming that no
alternations are made to the description of the job during this procedure (Brown,
Hyatt & Benson, 2010).
b) Another assumption is that the review of the job description is done, assuming that
changes are made to the description of the job. The so altered job description is
attached to the evaluation.
7. Signatures:
Support Technician - Date -
Evaluated by - Date –
Reviewed by - Date –
Performance appraisal methods
There are various methods and techniques that can be used for the performance
appraisal of a support technician. These methods are explained as below:
Management by Objectives
One of the best methods for judging an IT assistant’s work is the management by
objectives method. Here, specific objectives and goals are set by their managers, and the
performances of the technicians is measured accordingly. In case of goal achievement,

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significant rewards are given to them (Aggarwal & Thakur, 2013). This method focuses of
the achievement of the goal rather than the way it is achieved. Collection, organization and
maintenance of all the problems and finding solutions to them can lead the technician to
achieve the objectives.
Critical Incident
In such a method, the negative as well as positive behavioral performances is noted
down by the technician’s manager. A final report of the performance is submitted in the form
of his assessment which is carried out throughout the whole period of performance (Thurston
Jr & McNall, 2010). This report can contain information such as if prompt participation of
the technician in application redesigning, collection of solution and diagnosis to
communication and other technical problems, etc. are implemented by the technician or not.
Such a method helps the employers in managing the technician’s performance as well as
improving their work quality.
Behaviorally anchored rating scales
It is used for describing an employee’s performance rating that emphasizes on the
particular behavior in the form of indicators of ineffective as well as effective performances
(De Andres, García-Lapresta & González-Pachón, 2010). It is a combination of the two
methods known as the critical incident and rating scale method. Performance of a support
technician can be greatly affected by his behavior. For example, if people in an organization
are finding difficulties in communicating electronically, the support technician should
interact with them personally and find out their problems, after which the potential solution
can be found.

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Behavioral observation scales
This method is known as the critical incidents’ frequency rating that is performed by
the assistants during a particular period of time in the organization (Lunenburg, 2012). Such a
technique was developed since the techniques like Behaviorally anchored rating scales and
graphic rating scales are dependent upon indefinite judgements made by the technical
supervisors. The performance of a support technician can be judged indefinitely by his
seniors, like, a senior technician in his feedback for a junior might be that the latter is unable
to provide adequate and significant amount of training and advice to the users of systems that
find difficulties or problems in those systems.
360-degree performance appraisal
Such a method is a system where instances of performance feedback is received by
the technicians that are kept confidential from other ones (Espinilla, de Andrés, Martínez &
Martínez, 2013). The conduct of the procedure is done by the junior technicians as well as the
managers who determine specific factors which include the competence and behavior, skills
like problem-solving, data analysis, communication, customer service, teamwork and
leadership skills.
Checklist and weighted checklist method
This method constitutes a list of statements and objectives regarding the technician’s
behavior (Bernardin & Wiatrowski, 2013). For instance, timely delivery, leadership skills,
innovation, customer service, etc. If the appraiser thinks that the required traits that are
mentioned in the list are possessed by the assistant, a tick is put by him in front of that
particular trait. And the traits which are not possessed by him, its space is left black by the
appraiser. A variation to this method where every question is allotted with one value is
known as the weighted checklist. Tasks such as supervising of other fellow support
technicians by one technician, providing internet and network support to the users finding

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difficulties in the same, etc. would be analyzed by the employer if they are done properly or
not and should be given a check mark if done properly.
Recruitment
Recruitment is a process of finding prospective candidates to fill up the vacant
positions in an organization. It is the process of analyzing the job requirements and finding
candidates who possess the abilities that are required in achieving organizational objectives
(Armstrong & Taylor, 2014). Recruiting a User Support Technician also comprises of a
systematic procedure starting from gathering the sources to shortlisting them, conducting
interviews and finally selection of the best IT professional out of the rest.
Recruitment Planning
Recruitment planning is the first step in recruitment of the right candidate where
vacant job positions are analyzed, and a proper description is given to them. While planning
to hire a User Support Technician, it is necessary to prepare the job specifications for the job
position, the key responsibilities, the skills, the educational background and qualifications
required, and the core competencies the candidate possesses. It is also necessary to decide on
the number of candidates to be recruited for the position. The candidates are to be recruited
for the IT Department for the position of User Support Technicians and the candidate requires
to perform certain listed duties.
Job Analysis
Job analysis is a process to identify and determine the duties and responsibilities, and
skills needed for a specific job role and establish job relatedness of carrying out further
employment procedures. Analyzing a job involves recording of the specified job information,
providing accurate job information, generating a job description for the job, identifying the
knowledge and skills required for the job (Tooksoon, 2011). For a user technician support

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job, a candidate needs to have a college degree in computer science, computer programming
or either network administration. It also requires an additional certification from outside. The
job description document will highlight the responsibilities of the candidate for the job
position. The job specification document will focus on the specifications of the hiring
candidate.
Recruitment Strategy Development
Recruitment strategy is the second important step in recruitment process where
strategies are prepared to select the right candidate for the job profile. At this stage, the
recruiter can either select skilled Support technician candidates or train people for the role
after recruitment. The company must decide on the methods of recruitment of employees
(Boxall& Purcell, 2011). The last step is to select on the sources of recruitment of candidates
which may be an internal source or external source. In case of hiring of a User Support
technician, recruiting a skilled candidate will be suitable. They can be hired either internally
or from external sources.
Searching the right candidates
Searching is the process where job seekers are attracted to apply for the vacancy
posted by the company. Before advertising a vacancy for a User Support Technician,
companies must look for the right sources to attract potential candidates. In this way,
companies will know where to direct their efforts. There are various methods that are
employed by organizations to advertise for their vacancies. Word of mouth proves to be the
best way to advertise about a vacancy. There are numerous job seekers who can be
approached by company representatives. Job vacancy for a User Support technician who are
good at providing solutions to the problems by using their technical skills can be posted on
job websites. Job postings can be done on various job sites and company website. Posting on
print media also helps in getting the attention of candidates. Internal recruitment is also a

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good way to hire candidates within the organization. Internal job postings can be given,
employee referrals and previous applicants can also apply for the vacancy.
Screening
Screening refers to shortlisting the applications of the desired candidates for further
process of selection. Screening is an important part of the recruitment process even when
hiring a skilled User Support Technician. At this stage, the skills, competencies and
personality of the candidate is evaluated and checked if they do justice to the job and its
description. The first step is to do a preliminary screening of the all the shortlisted IT
candidates which includes reviewing their resumes and evaluating their educational
background, work experience and overall profile. For a support technician, a college degree
in computer science and relevant work experience is expected. The next step is calling the
candidates over phone or video call to verify their identity and if they are available for
interviews. This helps in checking their communication skills and attitude towards the job
profile. The final step is the identification of the top candidates to be recruited for the job. In
this process, the hiring managers shortlist the best suitable candidates which helps them to
select the right candidates (Pieper, 2012). For recruitment of an IT professional, the candidate
needs to provide business systems and internet support to users facing difficulty. The best
candidate also needs to proactive in identifying the problems and providing relevant solutions
for them. The candidate should also be efficient in maintaining a log for all the issues and
solutions provided. It will also be expected from the candidate to work with other support
workers in the group and supervise them if needed.

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Testing
The main aim of testing is to choose the most appropriate candidate for a job profile
so that the employee can be a successful performer. The individuals who have the maximum
KSAO must be selected for a given job. Based on the requirements of the job role of a user
support technician, a series of tests need to be conducted before the selection of a suitable
candidate. The person who wants to work for the user support technician must pass a
psychological test which will critically test the ability and the aptitude of the individual.
The ability test will see how far one candidate differs from the other in terms of their
capability to carry out a particular work. The skills and proficiency of the person in handling
the problems of the computer users, providing them technical support, communicating
electronically, etc. will be tested in the ability test (Ayas & Sak, 2014). Furthermore, the
person will have to pass an aptitude test because the after assessing the skills of a person and
finding his/ her interest in the work, the productivity or performance standard of the
individual can be judged. Now a very important part of this entire testing process is the test of
the cognitive abilities of the person (Serper, et.al, 2014) which determines how intelligently
the person can handle the tasks. The intellectual ability or the IQ level of the individual is
also very important here for the support technicians’ job profile. The individual has to be
proficient in computer programming and also network administration. This skill is needed so
that the employee can identify, understand and solve the problem which the computer user is
facing. In case of extreme difficulties the users need to be provided training for resolving the
problems. This work has to be done by the user support technician. They must be able to
maintain records of all the problems that are arising and their solutions for technical analysis
in future. The work sample and simulations are other methods of testing that the individual
needs to clear before getting recruited to the job position of a user support technician. In the
simulation method there will be some samples of work provided to the individual under

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certain controlled situations. Under these conditions the individual has to give a demo of the
future job role that he/ she will be carrying out. After conducting these tests the intelligence
as well as the psychological inclination of a candidate towards carrying out this job role
suitably can be analyzed. Besides the intellectual ability this job profile also needs patience
and honesty of an individual towards the work. This is because when the disturbed and
confused user connects with the user support technician for help they expect proper customer
care service. At this stage the technician has to be patient and supportive. This can be
possible only when the employee has a high aptitude towards the job besides only high ability
of carrying out the work (Carlson, Geisinger & Jonson, 2014). The customers or users must
not be misguided by the technician and so they must possess complete knowledge of the
programming and business system procedures. The manual guides must be known entirely so
that they can support their users referring to the guides. The candidate who is finally recruited
must have the ability to be a part of the redesigning programs for various applications.
Therefore, cognitive ability as well as aptitude tests must be passed by the individuals.
The pre-requisite skills of an IT assistant is managing time very efficiently,
multitasking for handling many tasks at the same time, possessing relevant information,
providing sensible support, understanding the significance of matters and prioritizing the
work accordingly, etc. Through these ability and aptitude tests these skills and qualities of the
IT assistant will be evaluated before recruitment.

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Interviewing
Yes, I would use interviews for the selection of the candidates. It is one of the crucial
steps in the selection procedure of employees as it helps in connecting together the employer
with the job seekers or the candidates. Interviews help an employee to select the appropriate
candidate that fits the best for a particular job position in their company. The candidates also
benefit by interviews as they are able to present their skills and competence in front of the
employers in a better form and are able to accomplish their desired job position on the basis
of their merit. There are several benefits of conducting an interview. They help in providing
all the required information regarding the job seeker to the employer. The blanks of a job
application are supplemented with the help of an interview. They help in selecting the correct
person for the correct job and gather the necessary information that might be useful for future
purposes. Good interviews help in increasing the goodwill of a company as well as of an
employer as it is an essential relationship building tool. They also assist an employer in the
matters of promotions and transfers of the employees. There are numerous benefits for the
job seekers as well. Interviews help in developing confidence within the candidates, provides
them with employment opportunities. It also helps them to accept or reject a particular job
and finally, it increases the contacts of a job seeker.
Interview questionnaire for support technician
1. How did you get into technical support?
2. Why did you decide upon our company only?
3. Do you think you are qualified for this job? If yes, what makes you think so?
4. What is your procedure of troubleshooting?
5. Can you recollect about the time when you might have gone beyond and above for
helping a customer?
6. What is more important according to you, customer service or technical knowledge?

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7. Five year down the line, where do you see yourself?
Structured interview KSAO
KSAO stands for Knowledge, skills, abilities and other characteristics. KSAOs help in
recruiting the right candidate and the skills they need to have for vacancy in an organization
(Brannick, Cadle& Levine,2012).
Knowledge
Knowledge refers to the information that is formally organized comprising of facts
and procedures. The knowledge on a topic decides the job role and candidature of an
individual. Knowledge needs to be in-depth and proper display of knowledge should be done
by the candidates. For instance, a support technician will require knowledge on computers,
computer applications and networking solutions.
Skills
Skills involve the required abilities with regards to manual, mental and verbal
processing of information and data. Candidates may display their skills when applying for a
job. For instance, a support technician can show his/her skills for a User Support Technician
position. But, the candidate has to explain about his/her previous work and how they have
accomplished the work by using their skills.
Abilities
Ability is the capacity of engaging oneself in any activity. For instance, User Support
Technicians can show their skills of using particular software or working on various CRMSs
that can be shown as an ability to apply for the required job profile. It is also important for
candidates to mention the software they have used and use their ability to get the work done.

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Other characteristics
These are the attributes which does not come under knowledge, skills, and abilities
but are considered important. There are attributes such as a polite nature, trustworthiness,
good observation and listening skills, courtesy and humbleness. These attributes help in
assessing the characteristics of a candidate and select the best candidate. Although A User
Support Technician would require to be someone who is aware of the work he/she has done,
they should possess good characteristics of a human being.
Decision Making
While taking the final decision about the candidate who will be chosen for the job
profile, there might be many problems with the selection process. For instance, there might
be insufficient number of candidates applying for the job profile; there could be time
constraints, etc. There are times when the selector makes a wrong decision due to his/ her gut
feelings, personal biases, false intuition, etc. To avoid the selection and finally the
recruitment of a wrong or inappropriate for a particular job profile, the selector needs to take
a proper firm decision. For decision making the approach which has been selected here is the
multiple hurdle approach. In this approach the process or stages through which the candidate
will proceed towards the final stage of selection is determined (Levin, 2014). There are
various stages in the multiple hurdle approach. After passing or qualifying one step the
candidate will move to the next step which they have to clear to proceed further. Failure at
any one step can lead to the elimination of the candidate from the entire selection process.
Every stage in this approach is like a threshold which one has to cross or overcome to reach
the next stage (Annell, Lindfors & Sverke, 2015). As the name rightly suggests, every step in
this approach is a hurdle which is seen in any hurdle race. The candidates who get selected
finally are those who have been consistent performers throughout the entire process of
selection.

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The first stage of the decision making is collecting the relevant information about the
candidates. First of all the selector needs to go through the resumes, application forms, etc.
After this the resumes must be given 50 percent weightage while the rest will be given to the
test results of the ability and aptitude tests. Not only the previous experience and the acquired
degree but also the performance of the candidate in the tests needs to be considered. The
reason for this is that many times very experienced candidates fail to deliver the expected
work of a particular job profile; hence first hand testing is important.
The multiple hurdle approach is appropriate for the job profile because the candidate
who has failed to clear the ability test and the aptitude test need not be tested for the next
round of interview. This is so because the candidate who does not have the ability to carry out
a particular task, or fails in the work sample and simulation stage and has low aptitude
towards the work that he/ she will be dealing with after recruitment will fail in his/ her
performance after being given the job responsibility. In this job profile the technical
knowledge is very important. Thus one who lacks technical knowledge and required skills for
the job position must not be interviewed as this will also save time. The multiple hurdle
approach will also give scope for profile interpretation so that after going through the data
collected about the candidate the selector can use his/ her experience and some judgmental
manners for final recruitment. A person who is statistically the best option for recruitment
may not be suitable after the interview. Therefore some scope for judgment is also needed.
The preferred way of taking the final decision will be group based. This is effective because
when many people take a decision together they are able to take an unbiased decision. The
knowledge and experience of many selectors will be implemented while selecting a
candidate. Moreover there will be no room for personal preference or partiality in selection.
The decision can avoid a lot of errors as the aspects which one person will or may overlook
will definitely catch the attention of the rest of the selectors. As half of the weightage will be

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given to the test scores a proper and standard cut off needs to be set for the candidates. Those
who score above the cut off level will be considered for interview and for the final
recruitment. The candidates with a standard score in the tests, a good work experience or
skill, along with a fairly good performance at the interview stage will be finally selected for
the job profile of a user support technician.
The IT professional who is to be chosen for the job profile, must have a good grip
over the IT process of planning, designing, regulating, organising and helping the clients. The
IT assistant must be able to fix the troubleshooting problems. The students must be supported
in their setting and handling processes by the IT assistant. The IT assistant who is selected
must be given the tasks of setting up the LCD projector, connecting the sound systems,
resetting the passwords for accounts, etc. The most suitable candidate who can handle all
these responsibilities must be finally chosen.

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