Ivey – Development of a Multi-National Personnel Selection System
I. EXECUTIVE SUMMARY
Description of company in general terms and its business areas, key players and their roles, and relevant time frame of the case.
ComInTec AG & Co (ComInTec) is a world leading industrial company with administration, sales offices and production plants in various regions in the world.1 The owner of the company, Peter Koenig, wants to have a new personnel selection system to be developed to fill 25 middle management positions in the Asian-Pacific (APAC) region2. He prefers to have a standardized personnel selection system which works everywhere (i.e. something that is ‘’applicable cross-nationally and cross-regionally’’ 3). This means that is should be specific in one country, but that it should also work in other countries. Mr. Koenig delegated this task to Thomas Koch; a German expatriate who works as a HR Director in the regional headquarters in Hong Kong.4 The project team Koch leads in Hong Kong is very diverse and is a cross-functional team with members from Germany and China.
The key players Their roles
Peter Koenig Owner of ComInTec
Thomas Koch HR Director, expatriate, works in regional headquarters in Hong Kong. (German)
Andreas Mueller Economist with extensive experience in HR (German)
Sarah Goldmann Intern, completed four semesters of psychology (German)
Dai Wei Goldmann’s research HR assistant, Bachelor in HR management (Chinese)
Sabine Weitmann In-house psychologist (German)
Yue Yu HR employee. Studied at the Strategic Human Resource Management Institute in Hong Kong (MBA) (Chinese)
Bettina Carter Lawyer (German, lived in California for many years)
The team had been working on the development of this new personnel selection system for four months and had various meetings over that past weeks5. The case ‘’starts’’ at Monday morning at 8:30 AM6 and ‘’ends’’ on Friday afternoon in the same week. Most of the case describes the four hour meeting between Koch and his team members which started at 9:30 AM7 on Monday and
Description of company in general terms and its business areas, key players and their roles, and relevant time frame of the case.
ComInTec AG & Co (ComInTec) is a world leading industrial company with administration, sales offices and production plants in various regions in the world.1 The owner of the company, Peter Koenig, wants to have a new personnel selection system to be developed to fill 25 middle management positions in the Asian-Pacific (APAC) region2. He prefers to have a standardized personnel selection system which works everywhere (i.e. something that is ‘’applicable cross-nationally and cross-regionally’’ 3). This means that is should be specific in one country, but that it should also work in other countries. Mr. Koenig delegated this task to Thomas Koch; a German expatriate who works as a HR Director in the regional headquarters in Hong Kong.4 The project team Koch leads in Hong Kong is very diverse and is a cross-functional team with members from Germany and China.
The key players Their roles
Peter Koenig Owner of ComInTec
Thomas Koch HR Director, expatriate, works in regional headquarters in Hong Kong. (German)
Andreas Mueller Economist with extensive experience in HR (German)
Sarah Goldmann Intern, completed four semesters of psychology (German)
Dai Wei Goldmann’s research HR assistant, Bachelor in HR management (Chinese)
Sabine Weitmann In-house psychologist (German)
Yue Yu HR employee. Studied at the Strategic Human Resource Management Institute in Hong Kong (MBA) (Chinese)
Bettina Carter Lawyer (German, lived in California for many years)
The team had been working on the development of this new personnel selection system for four months and had various meetings over that past weeks5. The case ‘’starts’’ at Monday morning at 8:30 AM6 and ‘’ends’’ on Friday afternoon in the same week. Most of the case describes the four hour meeting between Koch and his team members which started at 9:30 AM7 on Monday and
Bibliography: 1. Krause, D. & Piske, R., (2011). Development of a Multinational Personnel Selection System. Richard Ivey School of Business, 11th December, p. 3. 2. Krause, D. & Piske, R., (2011). Development of a Multinational Personnel Selection System. Richard Ivey School of Business, 11th December, p. 1. 3. Krause, D. & Piske, R., (2011). Development of a Multinational Personnel Selection System. Richard Ivey School of Business, 11th December, p. 4. 4. Krause, D. & Piske, R., (2011). Development of a Multinational Personnel Selection System. Richard Ivey School of Business, 11th December, p. 2. 5. Krause, D. & Piske, R., (2011). Development of a Multinational Personnel Selection System. Richard Ivey School of Business, 11th December, p. 2. 6. Krause, D. & Piske, R., (2011). Development of a Multinational Personnel Selection System. Richard Ivey School of Business, 11th December, p. 1. 7. Krause, D. & Piske, R., (2011). Development of a Multinational Personnel Selection System. Richard Ivey School of Business, 11th December, p. 5. 8. Krause, D. & Piske, R., (2011). Development of a Multinational Personnel Selection System. Richard Ivey School of Business, 11th December, p. 14. 9. Krause, D. & Piske, R., (2011). Development of a Multinational Personnel Selection System. Richard Ivey School of Business, 11th December, p. 14. 10 Krause, D. & Piske, R., (2011). Development of a Multinational Personnel Selection System. Richard Ivey School of Business, 11th December, p. 2. 11. Krause, D. & Piske, R., (2011). Development of a Multinational Personnel Selection System. Richard Ivey School of Business, 11th December, p. 4. 12. Krause, D. & Piske, R., (2011). Development of a Multinational Personnel Selection System. Richard Ivey School of Business, 11th December, p. 9. 13. Krause, D. & Piske, R., (2011). Development of a Multinational Personnel Selection System. Richard Ivey School of Business, 11th December, p. 9. 14. Krause, D. & Piske, R., (2011). Development of a Multinational Personnel Selection System. Richard Ivey School of Business, 11th December, pp. 9-10. 15. Krause, D. & Piske, R., (2011). Development of a Multinational Personnel Selection System. Richard Ivey School of Business, 11th December, p. 10. 16. Krause, D. & Piske, R., (2011). Development of a Multinational Personnel Selection System. Richard Ivey School of Business, 11th December, p. 11. 17. Conway, J. M., Jako, R. A. & Goodman, D. F., (1995). A meta-analysis of interrater and internal consistency reliability of selection interviews.. Journal of Applied Psychology, October (Issue 80), pp. 565-579. 18. Krause, D. & Piske, R., (2011). Development of a Multinational Personnel Selection System. Richard Ivey School of Business, 11th December, p. 13. 19. Krause, D. & Piske, R., (2011). Development of a Multinational Personnel Selection System. Richard Ivey School of Business, 11th December, p. 14. 20. Bennett, J. & Bennett, M., (2002). Intercultural Communication for Practioners. Winterthur: Zurich UP. 21. Bennett, J. & Bennett, M., (2002). Intercultural Communication for Practioners. Winterthur: Zurich UP. 22. Krause, D. & Piske, R., (2011). Development of a Multinational Personnel Selection System. Richard Ivey School of Business, 11th December, p. 3. 23. Krause, D. & Piske, R., (2011). Development of a Multinational Personnel Selection System. Richard Ivey School of Business, 11th December, pp. 6-7. 24. Krause, D. & Piske, R., (2011). Development of a Multinational Personnel Selection System. Richard Ivey School of Business, 11th December, p. 2. 25. Hough, L. M. & Oswald, F. L., 2000. Personnel Selection: Looking Toward the Future-- Remembering the Past.. Annual Review of Psychology, Issue 51, pp. 631-644. 26. Krause, D. & Piske, R., (2011). Development of a Multinational Personnel Selection System. Richard Ivey School of Business, 11th December, p. 3.