a case study on recruitment and selection process

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Reengineering the Recruitment Process

The skills needed in many roles are continually changing—and sources of talent are too.

The Covid-19 pandemic has upended many traditional business practices. When it comes to recruiting, the crisis has not so much disrupted as accelerated shifts in the talent landscape that were already under way, leaving many companies poorly served by their current hiring practices. In a period of steep unemployment, it might seem that companies looking to add workers would be in the driver’s seat. But job openings have also been rising in recent months, meaning that competition for top talent remains keen—and in uncertain times, bringing on the right people is more important than ever.

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Home » Management Case Studies » Case Study: Google’s Recruitment and Selection Process

Case Study: Google’s Recruitment and Selection Process

Google Inc., the world’s largest and most popular search engine company, is also one of the most sought after companies in the world. Due to the popularity of the company caused by its highly attractive compensation and benefits packages for its employees, millions of job applications are constantly received by Google on an annual basis. While other companies envy Google for attracting and acquiring such highly-talented and highly-skilled individuals from all over the world, the company finds it as a serious cause of dilemma.

When Google Inc. topped the ranks for the most popular companies in the world , it could no longer contain the number of applications it receives from thousands of job hunters from all over the globe. And since the company aims to hire only the best employees that fit the organizational culture and standards of Google , the company started thinking of ways to better improve its recruitment and selection process for its would-be employees.

In an article released in New York Times in 2007, Google Inc shared its non-traditional, highly creative and unconventional approach of selecting and hiring employees. Initially, the Google management sought the aid of its highly-competent and well-skilled technical staff in order to find ways to quickly go through and review the millions of applications it stored in its recruitment database.

The Google Inc management also decided to focus on the distinct behavioral characteristics and personality that separates Google employees from any other employees in other known companies. It shifted its focus from academic qualifications and technical experiences to the applicant’s personality , creativity , leadership capacities , innovative and non-conventional ways of thinking and the applicant’s overall exposure to the world. The academic qualifications and the intensive job experience just came in as second priorities of the company in choosing the best candidates for any open positions.

Since then, the Google Inc company not only became known for its outstanding and “luxurious” job compensation and benefits packages it offers its employees, but also in making use of some of the most powerful recruitment assessment tools capable of picking the best employees in the world that fit the standards set by Google.

The Google Recruitment Process

One of the most notable statements of Eric Schmidt , the CEO of Google Inc. is that “Google invests in people.” The main reason why people from different cultures, have been dreaming of being recruited and hired by Google is that the company offers possibly the most outstanding job compensation packages any normal employee could ever enjoy.

In order to attract the best employees, Google draws them by the promise of wealth and luxury, providing their employees with almost everything an employee could possibly need, from absurdly high compensations to extravagant and luxurious benefits like gourmet food, carwash, gym, snacks, exercise classes, dry cleaning services, car services, haircuts, oil changes, massages, checkups and many more, all for free.

Nevertheless, the recruitment process was also far beyond ordinary. Several people who have had experience in the Google recruitment process narrates that the experience was totally nerve-wracking. One applicant who underwent interviews for Google has had five to seven interviews in one day for two to three straight days. That applicant claims that the interviews were really tough with some of the brightest people in the world, conducting the interviews filled with brain teasers, algorithmic problems, and IQ tests.

Another applicant who also have had experiences in the recruitment process of Google claims that his Google experience was one of the most nerve-wracking adventures of his life. The interviewers were looking for extremely bright individuals and so the recruitment method was filled with IQ tests, brain teasers, algorithms, data structures, and a lot of mathematics involved in it.

The Google Selection Process

Google is no doubt the world’s best recruitment leader. Google is known for various unique approaches that it has utilized in order to attract the cream of the crop or the best of the bests. One way is through employment branding. Google has so successfully utilized their brand in order to attract the most talented and highly-competent individuals in the world. Because of their claim of providing the best employee-employer experience supported by the many perks, benefits and high salaries that Google employees get to enjoy, Google became the most desired companies for men and women in the world.

While the work and job responsibilities in Google are not that easy, the stock options benefit is one of the key drivers of retention and continuous acquisition of the best employees for this company. In 2007, employee turn-over at Google was reportedly less than 5% which was simply phenomenal. People didn’t want to leave the company because the amazing provisions and benefits that the company offers its employees. Moreover, the creative approaches of Google when it comes to hiring and retaining employees were simply exceptional. Employees claim that money was never an issue for Google in terms of utilizing it to take care of its employees.

One notable recruitment technique that Google utilized in 2006 was the targeted and unobtrusive approach to sending recruitment messages. Google crafted a simple technique to recruit the best students in certain schools and universities to work for them. They allowed people from these schools to access the search portal of Google wherein the students’ IP address would be identified to see from what organization the person belongs into. The technique was successfully executed using a minimalist and unobtrusive style of recruitment wherein below the search box, the Google system would know whether the targeted student is graduating or not and whether or not they intend to work for Google after graduation. The approach was definitely a successful micro-targeted approach. It was also in the same year when Google opened up to the idea of an Employee Referral Program. In putting up this program, Google made sure that it would deliver them a world-class employee whose personality, qualifications and work ethics reflect the Google standards.

A year passed by and Google’s attempts for recruitment innovations continued to improve. In 2007, Google developed a simple and effective assessment tool to screen its millions of applicants all over the world via an algorithm assessment tool. The algorithm technique effectively separated the top and the best performers from thousands of candidates vying for a position. Moreover, the assessment tool was made sure to successfully predict the best possible candidates from the least and the average and has managed to resolve the issue on the usual assessment tools being used by most companies, relying mainly on the academic qualifications and intensive industry and job experience.

Truly, what separates the Google recruitment process from the typical and the usual recruitment methodologies that other companies employ is its ability to accurately identify the best candidates for the position using a more data-based and scientific approach to the recruitment process. Also, it has significantly reduced the reliability of interviews, which for most companies, serves as the final indicator of how well an employee will perform at work. Furthermore, the algorithm approach which is a common business model that the company employs was effectively used to assess whether potential candidates can indeed perform given the high performance standards of Google.

The secret to be selected as a Google employee is that one has to think a lot like an “engineer”. Apparently, Google expects their employees to be highly quantitative and highly analytical as well as highly capable of dealing with too many data all at the same time. During the interviews, an applicant must also be able to demonstrate his skill or capacity by writing codes, intelligently analyzing case studies and brain teasers and solving algorithmic problems on the spot. Also, Google is searching for applicants who are highly practical and are capable of making something out of nothing that people can make use of.

The Google Interview Process

Since Google is known to be the ultimate recruitment and selection machine, its interview processes are also the most grueling experiences an applicant could ever have. Usually, the interviews begin using the telephone. Once the phone interviews conducted have been successful, the applicant would be scheduled by the recruitment officer and be invited for a series of five to ten interviews in one day with ten different people. For some people who have successfully undergone this process, they described it as the most excruciating employment experience of their lives as a lot of mental gymnastics were necessary to prove your skills.

There were many instances when the applicants were asked to write codes, brain storm, role play or solve mathematical equations on the spot just to prove that they are highly-skilled and competent. In other instances, the applicants are even tested of their marketing skills even though the position an applicant is applying for is highly technical. The interviewers seem to have control and power over the applicants letting them do everything just to prove that they are worthy for the position. Common questions involved computer network problems, Java programming and algorithms by which Google is known for.

Moreover, other applicants can rate and share comments on another applicant which Google can track and use as another basis for hiring or not hiring an applicant. Overall, the process was a lengthy, tedious and nerve-wracking experience which can possibly traumatize anyone whose dream is to work for one of the most prestigious companies in the world. Nevertheless, the perks and benefits are limitless and are more than enough to compensate for such a tough employment experience.

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• Open access
• Published: 25 October 2019

Case study of a method of development of a selection process for community health workers in sub-Saharan Africa

• Celia Brown   ORCID: orcid.org/0000-0002-7526-0793 1 ,
• Richard Lilford 1 ,
• Frances Griffiths 1 ,
• Prince Oppong-Darko 2 ,
• Myness Ndambo 3 ,
• Marion Okoh-Owusu 2 &
• Emily Wroe 3 , 4  

Human Resources for Health volume  17 , Article number:  75 ( 2019 ) Cite this article

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Choosing who should be recruited as a community health worker (CHW) is an important task, for their future performance partly depends on their ability to learn the required knowledge and skills, and their personal attributes. Developing a fair and effective selection process for CHWs is a challenging task, and reports of attempts to do so are rare. This paper describes a five-stage process of development and initial testing of a CHW selection process in two CHW programmes, one in Malawi and one in Ghana, highlighting the lessons learned at each stage and offering recommendations to other CHW programme providers seeking to develop their own selection processes.

Case presentation

The five stages of selection process development were as follows: (1) review an existing selection process, (2) conduct a job analysis, (3) elicit stakeholder opinions, (4) co-design the selection process and (5) test the selection process. Good practice in selection process development from the human resource literature and the principles of co-design were considered throughout. Validity, reliability, fairness, acceptability and feasibility—the determinants of selection process utility—were considered as appropriate during stages 1 to 4 and used to guide the testing in stage 5. The selection methods used by each local team were a written test and a short interview.

Conclusions

Working with stakeholders, including CHWs, helped to ensure the acceptability of the selection processes developed. Expectations of intensiveness—in particular the number of interviewers—needed to be managed as resources for selection are limited, and CHWs reported that any form of interview may be stressful. Testing highlighted the importance of piloting with CHWs to ensure clarity of wording of questions, interviewer training to maximise inter-rater reliability and the provision of guidance to applicants in advance of any selection events. Trade-offs between the different components of selection process utility are also likely to be required. Further refinements and evaluation of predictive validity (i.e. a sixth stage of development) would be recommended before roll-out.

Peer Review reports

Community health workers (CHWs) are a vital cadre within the health system [ 1 , 2 , 3 ], linking communities with health systems. CHWs can contribute effectively to healthcare provision [ 4 ], but they are not a panacea to the lack of human resources for health, and particularly not to the lack of highly skilled healthcare workers [ 5 , 6 ]. This paper focuses on CHWs in low- and middle-income countries (LMICs), where CHWs’ work has previously focused on single health conditions such as HIV or vaccination. However, their roles are now widening to incorporate surveillance, referral, education/support and treatment for multiple health conditions [ 7 , 8 ]. CHW programmes are also expanding in size, increasing the number of CHWs and the proportion of the population with access to a CHW as part of the drive towards universal health coverage [ 9 ].

Being a CHW is often seen as a good job opportunity [ 10 ], so there is usually no shortage of applicants for CHW posts [ 11 ]. As with any cadre of healthcare staff, it is essential to recruit the most appropriate CHWs for the role. This may not always occur in practice, as there is evidence that some CHWs struggle to cope with the workload [ 12 ], leading to poor retention [ 13 , 14 ] and sub-optimal effectiveness [ 5 , 6 ], although these challenges may also be due to other factors including unrealistic expectations of CHWs and poor supervision [ 6 , 15 ]. The most appropriate CHWs are those who possess the necessary knowledge, skills and attributes (KSAs) required. These KSAs may include time management, respect, kindness, empathy, diligence and acceptance by the community [ 5 , 16 ]. The specific KSAs required for a particular CHW programme and their relative importance will depend, in part, on the exact design of the programme and CHWs’ expected roles and tasks. In terms of relative importance, some KSAs may be considered “essential”, while others are “important” or “supplementary”. Furthermore, some of these KSAs can be developed through CHW training, but the time available for training is often short [ 17 ], and some KSAs are less amenable to training than others. As a result, it could be hypothesised CHWs who can demonstrate, at selection, the essential KSAs and/or those that are relatively difficult to teach during the short CHW training period are likely to perform better on-the-job and help maximise the contribution of a CHW programme to health outcomes.

Traditionally, CHWs were selected by their own communities. However, there is evidence that selection that relies entirely on community decision-making is not optimal: it may be unfair (subject to nepotism) [ 18 , 19 , 20 ] or ineffective (i.e. it may not select for essential KSAs and those that are more challenging to teach using a valid and reliable method) [ 18 , 21 ]. Thus, as CHW programmes increasingly come within the remit of government health ministries, selection processes that include, but are not restricted to, community representation are being developed. Within this changing context, formal selection processes are becoming an important component of CHW programmes. Two recent reports—a WHO guideline on optimising CHW programmes [ 22 ] and the CHW Assessment and Improvement Matrix (CHW AIM) [ 23 ]—both include appropriate and effective CHW selection as a contributor to a highly functioning CHW programme. The WHO recommends using selection criteria based on education and personal attributes, and notes the importance of community engagement. However, the certainty of the evidence base used as part of the development of the WHO’s recommendations was weak, and no specific selection methods were considered [ 22 ]. CHW AIM, meanwhile, states that a “highly functional” CHW programme involves communities in recruitment and ensures that the “attitudes, expertise and availability [KSAs] deemed essential for the job are clearly delineated prior to recruitment and linked to specific interview questions/competency demonstrations” [ 23 ]. This delineation of the expected or required KSAs as a job specification is therefore an important pre-requisite to designing an effective selection process. Although CHW AIM provide examples of selection methods, there is no strong evidence to favour one method (or combination of methods) over another [ 11 , 19 , 24 ], and the evidence base is limited by poor descriptions of selection processes [ 15 , 25 ].

How can the CHW AIM recommendation be implemented in practice? In this paper, we report a case study of the development of a selection process for CHWs in two settings in sub-Saharan Africa, in which we sought to identify which KSAs should be demonstrated at selection and subsequently translate these into specific questions within a selection process. Our approach was based on three guiding principles:

An appreciation of good practice in selection process development, as found in the human resource literature, such as the work of Evers et al. [ 26 ].

The benefits of an experienced-based co-design approach [ 27 ], with iterative cycles of development, testing and review.

The need to consider the concepts of validity, reliability, fairness, acceptability and feasibility [ 28 ].

We were fortunate enough to obtain external funding from the UK Medical Research Council to undertake this work. Most CHW programmes will not have access to similar levels of funding for selection process development. Nevertheless, it is important to disseminate our work for three reasons. The first is that other CHW programme providers may wish to use a subset of the methods reported here, and we have therefore provided our data collection templates as supplementary materials. The second is that the components of the selection processes developed such as test or interview questions (also provided as supplementary materials) have been pre-tested and could be adapted for use by others without significant further pre-testing. The third is to share the lessons learned from our work and to suggest a low-resource approach to selection process development for others to use based on our learning. This approach is not “free”, but we believe that investing in selection will pay off, for it provides the foundations for the human capital needed for a successful CHW programme [ 29 ].

The work described here is a collaboration between academic institutions and CHW programmes. The two CHW programmes are expanding in terms of the number of CHWs employed, making recruitment and selection key tasks. Both programmes were seeking to review and potentially improve their current approach to selection, to help ensure that new recruits would provide a high standard of care. The two programmes operate in different contexts and have different selection processes currently in place, as summarised in Table  1 .

Approach to selection process development

We used a five-stage approach to developing the selection process: (1) review an existing selection process, (2) conduct a job analysis, (3) elicit stakeholder opinions, (4) co-design the selection process (including “alpha”, or basic “could this work?” testing), and (5) test selection process (“beta”, or pre-pilot testing). An early decision was made to focus on a written test and a short face-to-face interview as the selection methods, rather than alternatives such as a multiple mini-interview, which would have been challenging to administer in a CHW programme setting.

Stage 1: Review an existing selection process

There is no point in designing a new selection process from scratch if an appropriate process already exists that could be easily adapted for a new setting. We therefore examined the predictive validity of an existing selection process used by Living Goods for their CHW programme in Kenya in order to identify elements that may work well in our settings; the decision to use this process was opportunistic given the contacts of the research team. The Living Goods CHW programme combines door-to-door health care with sales of products such as fortified flour and solar lights. The Living Goods selection process includes a written test of business maths, written comprehension and personal attributes, and a face-to-face interview which assesses motivation to be a CHW and ability to sell. The results of the analysis of predictive validity are described elsewhere [ 32 ]; in summary, no element achieved a correlation coefficient of 0.3 considered to be the minimum for an adequate predictor of on-the-job performance [ 33 ], although the written elements were more predictive than the interview elements, and these were taken forward to stage 4 as described below. The lessons learned during this and subsequent stages of the project are shown in Table  2 .

Stage 2: Conduct a job analysis

We used an observational approach to job analysis [ 34 ]. A purposeful sample of six CHWs was identified in Malawi and ten in Ghana, who were subjectively identified by their supervisors and managers as being high performers. Purposeful sampling enabled us to elicit information on the KSAs demonstrated by those considered excellent in their work and thus those that should be considered for inclusion as selection criteria. The CHWs identified were contacted and asked if they would volunteer to participate in the study. Each CHW was observed for 2 days. The project field worker in each setting was trained on observational job analysis for 2 days before commencing data collection, which used the structured proforma shown in Additional file  2 . The field workers then shadowed each CHW, noting the specific KSAs demonstrated, either at any point during each day (Malawi) or during each specific activity lasting at least 10 min (Ghana). The list of the 27 potential KSAs (shown on the x -axis on Fig.  1 ) was developed from those considered important for health care staff in general [ 35 , 36 , 37 ], supplemented by discussions with the CHW programme teams during project set-up. A long list of potential KSAs was used to help avoid missing any.

a Stakeholder sorting task results: Malawi. b Stakeholder sorting task results: Ghana

Sixteen of the 27 KSAs were demonstrated by all six CHWs in Malawi on both days of observation, suggesting that CHWs used a broad range of KSAs at least once every day. However, the low variability made it difficult to identify which KSAs should be included in the selection process. The KSAs demonstrated in at least half of the KSA logs for Ghanaian CHWs—making them strong candidates for inclusion as selection criteria—were as follows: knowledge about condition/type of care, knowledge about care process, communication skills, persuasion skills (including education) and confidence. Both field workers also noted that CHWs spent the largest proportion of their working day (around 50%) providing household counselling/education including health promotion, and the Malawi team decided to base their question scenarios on this activity.

Stage 3: Elicit opinions of key stakeholders

Ten structured interviews with key stakeholders were undertaken by the field worker in each setting (interview guide in Additional file  2 ). The stakeholders consulted included CHW supervisors and community health nurses, health care professionals who treat those referred by CHWs, CHW programme staff, community assembly members/counsellors and a representative from the Youth Employment Agency (Ghana only). CHWs were not included as stakeholders at this stage as their views were sought during alpha and beta testing.

Each interviewee was asked to undertake a sorting task based on the job-element method [ 34 ], in which they rated each KSA used in the job analysis described in stage 2 in two ways: (1) as “could be trained in” or “should be demonstrated on entry to training”; and (2) as “essential”, “important” or “nice-to-have”. The results are shown in Fig.  1 a (Malawi) and b (Ghana). Each diagram shows the number of interviewees (out of 10) rating each KSA as “essential” on the x -axis and as “should demonstrate on entry to training” on the y -axis. The most important KSAs to include as selection criteria are those in the top right quadrant of the diagram (with at least five interviewees rating the KSA as both “essential” and “should demonstrate on entry to training”). For Malawi, these KSAs were empathy, honesty, respect for others/non-discriminatory, literacy, time management, maintains confidentiality and communication skills. No KSAs were located in this area for Ghana.

The interviews also sought to elicit opinions regarding operationalisation of selection including the length of the test and interview and the composition of the interview panel. Interviews were transcribed; following which, opinions on these operationalisation decisions were identified by CB. Stakeholders thought that the time needed for the existing Living Goods written test (total 12 questions) should be around 1 h in Malawi and 30 min in Ghana; with the difference primarily due to differences in previous educational levels across settings. There was a smaller difference when considering the Living Goods interview (total eight questions), with a time needed of around 35 min in Malawi and 20 min in Ghana. Stakeholders in Malawi wanted an interview panel comprising two to four individuals and those in Ghana three to five individuals. Stakeholders in both settings envisaged the written test would be conducted using pen/pencil and paper.

Stage 4: Co-design of selection process

A 2-day workshop in Nairobi was attended by representatives from all three CHW programmes involved in the study. These representatives included CHW programme managers and other local staff involved in running the CHW programmes, as well as the project field workers. The similarities and differences between the organisation and implementation of the three programmes were identified, and the results of stages 1–3 presented and discussed. The teams from the two settings for which the selection processes were being developed then worked to develop their own blueprints. Each blueprint identified which KSAs would be assessed during the written test and which during the interview. The next step was to produce draft versions of the written test and interview, with specific questions that addressed the KSAs selected. To do so, the teams drew on the existing Living Goods tools, evidence from stages 1–3 and their own approaches to selection and experiences of working with CHWs. The teams swapped their drafts and provided feedback, including identifying which KSA was being assessed in each question, for specific feedback on content validity (whether the intended blueprint could be independently matched to the questions).

The teams then discussed how the selection processes would be operationalised in practice. These discussions centred on feasibility in terms of time and the number of people required to be present as interviewers. Local teams thought that using the stakeholders’ recommendations would put too much strain on resource-constrained CHW programmes, so relatively short interviews with one or two interviewers were proposed. However, the pencil and paper format for the written test (without calculators or mobile phones, which may not be available to CHWs in the field all of the time, and to ensure that CHWs would be able to check that the answer given on a calculator was correct) was agreed by both teams.

Following this first workshop, each team used the feedback to refine their selection processes independently and sent it for further feedback to CB and to others involved in their local CHW programmes but who had not been involved thus far. A 1-day local workshop was then held in each setting, during which this further feedback was provided and refinements made. Preliminary decisions regarding marking, scoring and any minimum (passing) scores were made collaboratively, but all such decisions were planned to be reviewed following alpha testing (described below). During the local workshops, the field workers were also trained in cognitive interviewing (to be used in beta testing), and the practice interviews conducted during this training provided feedback from CHWs and other local individuals with similar levels of education. This led to further refinements of the selection process prior to alpha testing.

A small-scale alpha test was undertaken with ten CHWs in each setting, who volunteered to participate. The aim was to invite those new to the role to participate, to provide the best match to those applying for the role. Unlike the CHW observations, the aim was to achieve a random sample across the CHW performance spectrum, with balanced numbers of males/females and previous education levels. No time limit on the written test was imposed, but CHWs were timed, and the length of each interview was recorded. The tests were marked by the field worker and the marks checked by another CHW team member before being entered into a Microsoft Excel database. Two interviewers independently rated each CHW on each interview question and the scores of each interviewer were also entered into the Excel database. CHWs were asked to complete a brief paper questionnaire after the written test and again after the interview to ask for their opinion on each. These questionnaires were anonymous.

Analysis of the mean scores for individual questions suggested the need to review some of the written test questions, either where all CHWs answered correctly or where the mean score was very low. Inter-rater reliability for the interviews was poor, with low kappa coefficients (median across four questions in Malawi 0.15 and across eight questions in Ghana 0.50). The questionnaire-based feedback from CHWs was generally very positive.

CB provided feedback on the results of alpha testing to each local team and further changes to the questions were made if required. The marking criteria for the interview questions were expanded to help improve inter-rater reliability, and more extensive interviewer training was planned prior to beta testing. A final blueprint was produced for the written test and interview in each setting (Additional file  1 ) and operationalization decisions for beta testing made (Table  3 ).

Stage 5: Beta testing of selection process

During beta testing, 20 CHWs in each setting participated in a mock selection process. As in stage 4, the aim was to invite those new to the role to participate, balancing on-the-job performance, gender and previous education where possible, and all participants were volunteers. A time limit on the written test was imposed based on the results of the alpha testing, but all participants also completed the interview (not just those passing the written test). CHWs were again asked to complete a brief, anonymous questionnaire about the test and interview. The data were processed and analysed for further feedback to the local teams.

The internal consistency of the written tests and interviews, as measured by Cronbach’s alpha, ranged from 0.53 to 0.69, suggesting sub-optimal reliability (ideally alpha values would be in the range of 0.7–0.9 [ 38 ]). The time allowed for the written test appeared to be more than adequate in Malawi and just about sufficient to enable CHWs to complete the test in Ghana. There was a low correlation between written and interview scores (Kendall’s tau-b 0.20 ( p  = 0.28) in Malawi and (− 0.02 ( p  = 0.95) in Ghana, suggesting different KSAs were being assessed in each. There was better inter-rater reliability for the interview questions compared to during alpha testing (median Krippendorff’s alpha [ 39 ] across four questions of 0.49 in Malawi; only one score differed across all questions and CHWs in Ghana), suggesting that the additional marking guidelines and interviewer training had been effective.

CHWs generally reported that the test and interview included relevant questions, were fairly easy and were fair. One CHW from Ghana reported that they would not have applied had the written test been used, and 17/20 (85%) thought the interview was too short. One/three CHWs from Malawi reported that they would not have applied had the written test/interview been used. The main concern was that the interview was very stressful and, as a result, may not be fair.

A small “think aloud” cognitive interview was conducted with five further CHWs in each setting, who were asked to explain their reasoning as they answered each question (interview schedule in Additional file  2 ). Interviews were translated and transcribed for analysis in order to identify any questions where the meaning derived by CHWs was different to that intended by the question writers and which therefore required further review. The interviews revealed that CHWs reported that they used their own (sometimes erroneous) knowledge and job experiences to answer the questions, although this may not occur if the test is used in practice, as respondents would not have any experience as a CHW. A need for clarity on the situational judgement type of items was identified in both settings, so that applicants know whether to respond with what they would do (behavioural tendency) or what they should do (knowledge). The question asking applicants to use percentages on the Ghana written test was considered difficult; respondents reported that they only use basic addition and subtraction in their work, hence questioning the validity of the question. Finally, the question including a double negative on the Malawi test caused particular confusion and may need to be reviewed, as it appeared to be assessing literacy rather than conscientiousness.

Combined with the quantitative analysis of the individual questions, information from the cognitive interviews therefore enabled identification of the sections/questions on the written tests that require further review by local teams before further use, as summarised in Table  4 . There was no evidence that any existing interview questions required further review.

Finally, five further structured stakeholder interviews were conducted to determine the validity, fairness and acceptability of the new selection processes (interview schedule in Additional file  2 ). Participants included CHW supervisors and trainers, human resource managers, ward counsellors and health surveillance assistants who work with CHWs. Interviews were transcribed for analysis and coded by the three themes. All interviews were conducted by the field worker and analysis was undertaken by CB.

Participants reported that the combined content of the test and interview was a good reflection of CHWs’ work, suggesting that the processes have good content validity ). However, participants in both settings were concerned that those who were not used to written tests or who were particularly nervous may be disadvantaged, creating potential unfairness . An additional concern in Malawi was that potential CHWs who could not read and write would not be able to complete the test, but the programme team have included literacy as a key skill for CHWs in their CHW Household Model (see Table  1 ), because of the need to complete documentation. A small number of stakeholders in Malawi also reported that the use of a formal selection process may help to reduce the bias towards recruitment of CHWs related to Village Chiefs, so could enhance fairness . All but one of the participants thought that the new selection process was acceptable for use within their CHW programmes. The one participant who disagreed could have had a misconception regarding the programme, because they thought that a selection process was not appropriate with volunteer CHWs (when they are paid).

Discussion and conclusions

We have described how we developed a selection process for CHWs in two settings in sub-Saharan Africa. We used an intensive process, beginning with the identification of which KSAs to include and going through to testing the selection process with CHWs. The results of beta testing suggested the selection processes are not yet ready for roll-out; in particular, some written test questions require review. A larger-scale evaluation following these refinements would be recommended, including an assessment of predictive validity. However, the lessons learned from going through this process are already being shared with other PIH teams running CHW programmes in other LMICs.

We were fortunate to obtain funding to enable a rigorous development process to be undertaken and appreciate other CHW programmes may not have the resources to do so, even before they are required to find the resources to fund the selection process itself. However, CHW programmes are likely to benefit from investment in selection through improved retention and thus lower re-recruitment and training costs. CHW retention would therefore be important to include in a longitudinal study of predictive validity, particularly given the high attrition rates reported in the literature [ 13 , 14 ].

Our project drew on good practice from the human resource literature [ 26 ] to determine the methods used to develop the selection processes, but there is no gold standard method for doing so; hence, our work had several limitations. Our use of the Living Goods selection process in stage 1 was opportunistic and may not have been the best fit for the other two CHW programmes, even had its predictive validity been better. The approaches to data collection used locally differed between settings, so the results of the KSA analysis, for example, are not directly comparable. For pragmatic reasons, the identification of “high-performing” CHWs to include in the observational element was subjective rather than based on explicit performance criteria, and therefore, those identified may not, in reality, be the most highly performing CHWs. No KSAs were identified as being both “essential” and “should be demonstrated at entry to training” by more than half of the stakeholders interviewed (the top right quadrant of Fig.  1 b), so we did not learn much from this exercise. We are unsure why this was the case; potentially, the stakeholders interviewed did not have a sufficient understanding of the task or of CHWs’ roles. The number of CHWs included in the alpha and beta tests were small, and for pragmatic reasons, the participants were actual rather than potential CHWs. This was not ideal, as we discovered through the cognitive interviews that participants were using their on-the-job experience to help them answer the questions. The testing itself considered test administration issues in particular, and while we considered whether the questions used were of an appropriate difficulty given the education level of potential applicants, we did not evaluate this robustly.

In the short term, we would recommend the lower intensity approach to selection process development shown in Table  5 —although such recommendations need to be considered as being based on our experiences during the study and group reflections on the results, rather than being evidence-based.

In the long term, CHW programmes may benefit from continuing to share expertise and research evidence on what works in selection [ 24 ]. We recommend the establishment of an international database of information about CHW programmes (with similar details to those in the case-studies presented by Bhutta and colleagues [ 40 ]) and questions used during selection processes for others to draw on.

Selecting the most appropriate applicants for any role is clearly an important task, for the quality of the human resources available is a key determinant of the quality of any service provided [ 9 ]. However, while selection is the foundation of the human resources available for a CHW programme, it has received relatively little attention to date [ 11 , 19 , 24 ]. We have shown that with programme and stakeholder commitment, it is possible to develop selection processes for CHWs that have the potential to improve programme performance. It is now necessary to evaluate whether the processes developed during this project can actually do this.

Availability of data and materials

All materials used in data collection have been provided as Additional file  2 . The questions used in beta testing and blueprints are shown in Additional file  1 . The data collected during alpha and beta testing are pilot data and are not publicly available since they were only used to inform selection process development, but can be obtained from the corresponding author on request.

Abbreviations

Community health worker

Knowledge, skills and attributes

Low- and middle-income country

Partners In Health

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Acknowledgements

We would like to thank all those who attended the selection process development workshops, as well as the CHWs who participated in the alpha and beta testing, and the stakeholders who were interviewed at various stages of this project.

This research is jointly funded by the UK Medical Research Council (MRC) and the UK Department for International Development (DFID) under the MRC/DFID Concordat agreement. Specifically, this project was funded by an MRC Public Health Intervention Development Grant, Reference MR/N000999/1. CB and RL are also supported by the National Institute for Health Research (NIHR) Collaboration for Leadership in Applied Health Research and Care [West Midlands] (NIHR CLAHRC-WM). The views expressed in this article are those of the author(s) and not necessarily those of the NHS, the NIHR, or the Department of Health and Social Care.

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Ghana Health Service, Ellembelle, Ghana

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Partners In Health, Neno, Malawi

Myness Ndambo & Emily Wroe

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Contributions

CB designed the study with assistance from FG, RL, EW and MOO. MN and POD were the researchers in each site responsible for data collection. They were supported locally by EW and MOO respectively and internationally by CB. CB undertook the data processing and analysis, with MN and POO assisting in data interpretation. CB drafted the paper. All authors reviewed the paper for intellectual content and approved the final version.

Corresponding author

Correspondence to Celia Brown .

Ethics declarations

Ethics approval and consent to participate.

This study was approved by the University of Warwick’s Biomedical and Scientific Research Ethics Committee (REGO-2017-2099), the Ghana Heath Service Ethics Review Committee (GHS-ERC-010/09/17), the Malawian National Health Sciences Research Committee (17/09/1904) and the Partners Healthcare Institutional Review Board in the USA (2018P000790). All participants provided informed consent prior to data collection and all data on opinions and performance were stored anonymously.

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Not applicable.

Competing interests

EW and MN are employed by PIH who run the CHW programme in Neno, Malawi. MOO and POD work with the CHW programme in Ellembelle, Ghana. All these authors therefore have a vested interest in the success of their CHW programmes. The other authors declare that they have no competing interests.

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Supplementary information

Additional file 1:.

Selection processes used in beta testing

Additional file 2:.

Data collection templates

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Brown, C., Lilford, R., Griffiths, F. et al. Case study of a method of development of a selection process for community health workers in sub-Saharan Africa. Hum Resour Health 17 , 75 (2019). https://doi.org/10.1186/s12960-019-0412-2

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DOI : https://doi.org/10.1186/s12960-019-0412-2

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Elite Human Capital

Executive search. recruitment. talent advisory. career coaching. outplacement., case studies in the recruitment process – an assessment method for gathering data on a candidate.

Recently I started recruiting for a management consulting company who uses client case studies as part of their selection process. For them, it has proven to be an effective way of gathering information on a candidate to assess suitability.

To better understand the use of case studies in the recruitment process, my assistant Laura and I did research into the topic, this blog post is to share that information with you.

An overview of case studies in the recruitment process

Case studies are used as a method of competency measuring. Competency methods can focus on technical abilities, social and behavioural skills, or a combination of the two.

Case studies are most popular in management consulting (though they are used in some other industries) since they are able to mimic the kinds of tasks that would be required in the job.

They are done face-to-face during a specified time slot or given to the candidate to complete in their own time.

See Hiring by Competency Models, Patty Grigoryev (2006)

University of Sydney, Case study interviews https://sydney.edu.au/careers/students/applying-for-jobs/interview-tips/case-study-interviews.html

Research on case study efficacy

The premise behind administering a case study as an assessment method is that it offers a level playing field, to some degree, by allowing shortlisted candidates to demonstrate their technical abilities and personal qualities irrespective of past experience and qualification(s).

Case studies enable interviewers to see the strengths and weaknesses of candidates in action, including:

• Engaging in logical and analytical reasoning.
• Thinking creatively and generating innovative solutions.
• Problem-solving.
• Working under time pressure.
• Effective communication skills, including presenting in front of one or several interviewers and using a whiteboard to express concepts.

Case studies are detailed in their nature, add cost to the overall recruitment process (because they require time and resources to administer) and are often one of the final stages in the recruitment process.

Reducing the risk of a bad hire

It is well-established that the costs of a bad hire for a business are huge, especially in leadership roles where it can affect the performance of the whole team.

The hard costs of a bad hire are estimated to range between 50% and 200% of the first-year salary. In management consulting, a bad hire cannot only affect the internal team – a poor client experience can have significant impacts from a brand and billing perspective.

Finding ways to reduce the number of bad hires isn’t easy, case studies have been developed to provide additional data points to make a more informed hiring decision. Using competency modelling methods such as case studies, it has been shown to increase success in hiring decisions, with the most significant improvement stemming from a better culture fit.

Talent Management 360, Using case studies to recruit talent https://talentmanagement360.com/using-case-studies-to-recruit-talent/

Case studies and management consulting companies

Big 4 accounting firms and strategy consulting houses like McKinsey and Bain consistently use case studies in their recruitment process, for example:

PWC appears to only use case studies in relation to taxation and when hiring recent graduates. They are described as “provide students with realistic fact situations in which a number of tax problems and opportunities can be identified”. They acknowledge that law students and business students may choose to approach them differently and give some background regarding the issues and deliverables expected, such as that students are expected to “incorporate a certain amount of tax planning into their solutions”.

https://www.pwc.com/us/en/careers/university-relations/tax-case-studies.html

By contrast, Deloitte’s approach is broader. The case interview is designed to assess problem-solving and analytical skills, as well as logic and strategy. However, it is also designed to give candidates an insight into their prospective role, since the cases align with real projects. They clearly step out a five-step approach that candidates should use to address the case interview and give a list of helpful tips that they recommend will help interviewees get the most out of the experience. There is also an interactive case interview practice website ( http://caseinterviewprep.deloitte.com/ ) designed to assist.

https://www2.deloitte.com/us/en/pages/careers/articles/join-deloitte-careers-case-interview-tips.html

McKinsey & Company who are notorious for gruelling recruitment methods, with some prospective employee’s having up to 20 interviews before receiving an offer, including a compulsory case interview.

McKinsey offer four example case interviews, which can all be found at this link:

https://www.mckinsey.com/careers/interviewing

Bain states that any candidate applying for a consulting role should expect a case interview, and those cases will be based on Bain’s client work. They provide two examples, as well as a mock interview for candidates to watch:

https://www.bain.com/careers/interview-prep/case-interview/

Capital One

Capital One also has a detailed case study guide which demonstrates what they will assess (problem solving and analytical skills) as well as providing examples:

https://jobs.capitalone.co.uk/business-analyst-case-study-guide

Time allotted

The PWC case studies are to be done in the student’s own time, but there is a general guideline offered: “The time required of the student to complete the case requirements will vary greatly, depending upon the level of tax knowledge of the individual student, their software skills, and the number and type of issues in each case. As a very general guideline, each case study, with all issues included, should require not less than 10 hours of issue formation, research, and analysis by a graduate tax student, before the final deliverable(s) are developed.”

Deloitte’s case interview preparation page states that each case is 15-20 minutes long but does not give any set time limits and there is no suggestion that responses are timed.

See PWC Case Studies in Taxation https://www.pwc.com/us/en/careers/university_relations/documents/Case-Studies-in-Taxation-2018.pdf

Measuring the responses

PWC’s case studies are designed to test both technical skills (tax knowledge, Excel ability) and broader skills such as problem solving and creativity. It is stated that the ‘deliverables’ can be in many forms including “a letter to the client identified in the case study, a memo to the client file, or preparing a ruling request for the IRS. Some case study users require oral presentations. These may take the form of a straight presentation or role-play in the setting of a client meeting, resolution of an audit, or representation of a client in a court.” Actually measuring these is not expressly dealt with, but the document does provide a set of solutions to each case study for comparison, akin to a marking key.

By comparison Deloitte is focused less on finding the ‘right answer’ and emphasises that candidates will do well by clearly demonstrating a logical thought process. Having a clear structure and acknowledging any assumptions are listed as recommendations. Possible answers are given in the example attached and they focus on having both justifications and implications for each point. It’s all about the ‘how’ rather than the ‘what’. For numerical/technical questions however, there is a clear right and wrong.

Other methods of work sample testing

There are alternative methods for collecting data points on a candidate, these include: written questionnaires, take home or in office real life job tasks, online assessment tools and group assessment centres.

One hiring manager I was recruiting for would take a full two hours to conduct an interview with a candidate. In the first hour he would cover off behavioural and company ‘fit’ questions, in the second hour he would launch into a long list of technical questions, including real case study examples from working at his company.

This thorough approach made the hiring manager more confident in his decision to hire the individual (or not hire if the candidate wasn’t strong enough).

Here are some other quality articles on evidence based interviewing and testing.

• The Case for Evidence Based Interviewing: Part 1 and Part 2
• Assessing Soft Skills

When I’m engaged to conduct a recruitment process for a client I recommend gathering as many data points on the candidate as possible – including a type of work sample, if possible.

I’m always looking for ways to help organisations recruit better. Leveraging years of experience in corporate recruiting I can assist with finding the bottlenecks and weak points in your hiring process and improving hiring outcomes.

Find out more about my services here: https://elite-human-capital.com/consulting-services/

To talk with me about how I can help, make contact today.

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Vol. 7 No. 2 (2019): March

Authors retain the copyright without restrictions for their published content in this journal. HSSR is a SHERPA ROMEO Green Journal . 

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A SYSTEMATIC REVIEW OF LITERATURE ON RECRUITMENT AND SELECTION PROCESS

Corresponding author(s) : kanagavalli g..

Humanities & Social Sciences Reviews , Vol. 7 No. 2 (2019): March Article Published : March 5, 2019

• Authors Details

Purpose of the study: The main purpose of this study is to provide a new, macro-level model of strategic staffing to bridge the gap in the knowledge regarding how practices within recruitment and selection systems can work to provide a competitive advantage among various sectors. This study identifies the various methods of recruitment and selection process through a systematic review of literature, which would be the right fit for attracting and selecting employees in an organization.

Design/methodology/approach: Content analysis method is adopted to review the literature and subcategories were formed to analyze the research. Literature was collected from 40 articles of a reputed journal from 2010 to 2018.

Main findings: The review of literature revealed that the recruitment and selection process is carried out in organizations by adopting latest technologies like online portals, outsourcing, job fair, campus interviews, and mobile recruitment applications. The representation of this practice is to find the best candidate for an organization. Besides adopting the latest technology, consideration of the expatriate factor would lead to an effective way of recruitment practices in finding out the right candidate for the right job and thus create a healthier work environment. The expatriate factors have not been considered well in the Indian context, but have been given importance in the global context in the process of recruitment and selection.

Social Implications: Highlighting the significance of various recruitment practices results in the selection of the right person in the right job, which enhances a healthier working environment in organizations, in turn rendering high quality products and services to the society.

Originality of the study: Prior research has studied various factors that influence internal recruitment, external recruitment, and selection process. This study is an attempt to analyze the expatriate factors and other factors through the content analysis method.

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Asda is the UK’s second largest supermarket. It was founded in 1949 under the name of Associated Dairies and Farm Group but shortened this to Asda in 1965. It is a retailer focused on selling food, clothing, electronics, toys, home furnishings and general merchandise. Asda also offers a range of additional services such as ‘Asda Money’ financial services.

In 1999 Asda became a subsidiary of Walmart, the largest supermarket chain in the world. This enabled Walmart to enter the UK market but also gave Asda access to the full range of expertise of the Walmart company. Walmart currently employs over 2 million colleagues worldwide in 27 countries. In the UK, Asda is one of the largest employers with over 175,000 colleagues working across its many formats. These include a variety of roles in its Superstores, Supermarkets, Home Office, Distribution, George and Asda Living. Asda continues to expand its operations in the UK and recently acquired a number of stores from Netto to increase the number of local Asda Supermarkets.

Asda wants to be a trusted employer. Its success as a leading retailer is dependent on its trained and engaged colleagues providing excellent customer service . This case study demonstrates how Asda’s recruitment and selection processes, teamed with effective leadership and its colleague engagement strategies, are helping the company to achieve its mission.

Asda’s philosophy is that if your people enjoy working with you, your customers will enjoy shopping with you. Consequently it aims for all colleagues to be passionately engaged in supporting each other in a safe family environment of trust and respect. Asda has won numerous awards that recognise its commitment to its colleagues including The Sunday Times Top 100 Best Companies to Work For, The Times Top 100 Graduate Employers and Stonewall Top 100 Employers 2012.

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More from this company >, recruiting selecting and training for success, meeting stakeholder needs through community involvement, meeting business needs through training and development, recruitment and selection at enterprise rent-a-car, recruiting selecting and training entrepreneurial managers, using effective recruitment to retain a competitive advantage, the recruitment, selection and training of people at arcadia, recruitment and selection in the energy industry, using management training to build a better business, developing employees as organisational assets, more case studies >, ‘the luck of the irish’: the rise of the gambling industry in ireland , understanding the fees and interest rates of payday loans, 10 cost-efficient ways to strengthen your brand, 10 market analysis mistakes to avoid, 10 tips for writing your will, 3 tips for finding and choosing the right wood tone for your flooring, 5 key benefits of call handling services for small business, 5 keys to success for future ready companies, 5 negotiation tips to consider when buying a business.

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Evaluation of online job portals for HR recruitment selection using AHP in two wheeler automotive industry: a case study

• ORIGINAL ARTICLE
• Published: 12 May 2024

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• S. M. Vadivel   ORCID: orcid.org/0000-0002-5287-3693 1 &
• Rohan Sunny   ORCID: orcid.org/0009-0002-2347-3081 2  

Automotive companies are booming worldwide in the economy. In order to sustain in the highly competitive world, every organization tries to create itself a trademark in the market. In our research, we looked at how two wheelers automotive company's selection enhances an organizational performance, which ensures the company's future growth. In today's fast-paced, globally integrated world, human resources are one of the most important production variables. It is critical to preserve and improve economic competitiveness by properly selecting and developing these resources. The main aim of this study is to identify the best online job portal website for recruitment at Two Wheeler Company and to suggest an HR strategy which resonates company’s values and culture. In this study, we have selected 6 criteria and 6 online popular job portals for recruitment with a sample of 15 candidates have been selected. Findings reveal that, AHP method has significant results on the selection of best employer, which helps HR Manager to finalize the decision making process/strategies. Towards the managerial implications section, the researcher aims to design an functional and effective HR strategy that can grasp, engage and retain the top talent in the organization.

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Abbreviations

Analytic hierarchy process

Artificial intelligence

Analysis of variance

Chief Human Resources Officer

Consistency index

Curriculum vitae

Consistency ratio

Decision making

Faculty Development Programme

Hierarchical linear modelling

Human resources

Research and Development

Randomized index

Structural equation modelling

Search engine optimization

Triple bottom line

Technique for order preference by similarity

Maximum Eigen value

The normalized value of ith criterion for the jth alternative

The normalized value of jth criterion for the ith alternative

The number of alternatives for a certain MCDM problem

The number of criteria for a certain MCDM problem

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Acknowledgements

The authors would like to express their gratitude to two wheeler Automotive Industries in Chennai, Tamil Nadu, India, for their invaluable assistance and cooperation. We greatly acknowledge Ms. Ruchi Mishra, Research scholar from NIT Karnataka, for editing this manuscript in better form.

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Operations Management Division, Vellore Institute of Technology Chennai, Vandalur-Kelambakkam Road, Chennai, 600127, India

S. M. Vadivel

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S M Vadivel: Methodology, Writing—review & editing, Supervision. Rohan Sunny: Data Curation, Writing—original draft preparation.

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Vadivel, S.M., Sunny, R. Evaluation of online job portals for HR recruitment selection using AHP in two wheeler automotive industry: a case study. Int J Syst Assur Eng Manag (2024). https://doi.org/10.1007/s13198-024-02358-z

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Received : 04 December 2023

Revised : 07 April 2024

Accepted : 25 April 2024

Published : 12 May 2024

DOI : https://doi.org/10.1007/s13198-024-02358-z

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