Running head: THE FINAL SELECTION IN THE HIRING PROCESS 1

The Final Selection in the Hiring Process

Design Project Report

Russell Fleming, Gwendolyn Hansen, Stacey Knapp, Shwetha Prahlad, and Lei Sun

California State University Monterey Bay

IST626 Advanced Instructional Design

Dr. Jeanne Farrington

July 23, 2019

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The Final Selection in the Hiring Process: Design Project Report

Introduction

As part of the Monterey County (MC) 2019-2020 Strategic Plan, this project contributes

to the Human Resource (HR) Department’s goal of updating and streamlining the hiring process

while ensuring that Department Heads and Hiring Managers adhere to countywide initiatives and

legal frameworks throughout the process. At the request of MC, our MIST Team created an

online instructional training module delivered in PowerPoint presentation that can be uploaded

into Articulate Storyline. The majority of our training module focuses on the final stage of

hiring, including the proper protocol for reviewing, preparing, and conducting the final interview

and selection process. Our project includes role-playing scenarios and ‘real world’ assessment

features that provide Department Heads/Hiring Managers with clear feedback and guidance as

well as Best Practice hiring essentials that benefit both new and current managers. To support

transfer and performance after the training, we produced a printable flowchart that overviews the

hiring process and uses color to identify the purview of HR from department responsibilities.

Client and Organizational Goals

The main organizational goal for the HR department is to provide excellent customer

service to the residents and employees. The project's goal is to streamline the final phase of the

hiring process by creating training that guides all Department Heads/Hiring Managers on their

responsibilities related to completing the hiring process. The current state of the recruitment and

hiring process requires that the HR department works closely with Department Heads/Hiring

Managers during the selection of candidates. However, due to time and bandwidth constraints, it
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is essential that Department Heads/Hiring Managers take over the final selection phase of the

process in order to find the best suitable candidates. This project will ensure that Department

Heads/Hiring Managers have access to the information they need to efficiently complete the final

selection phase of the hiring process. Through the development of the new training module, MC

will be able to improve the efficiency of the final stage of the hiring recruitment process and

incorporate updated content that will address new countywide initiatives and legal frameworks.

Learner Analysis

The target learners of this project will be approximately 600 Department Heads/Hiring

Managers working for the different departments of MC. Some Department Heads/Hiring

Managers are familiar with the topic while others are new to the hiring process. All Department

Heads/Hiring Managers who take this module should already have sufficient technical skills to

finish the training. The learners of this project will be adults so the Adult Learning Theory will

be used to design this training.

Learner Goals

On completion of this training, learners will be able to:

1. Obtain mastery of the hiring process and select a candidate who best fits the position.

2. Perform the steps in the final selection phase of the hiring process.

3. Follow HR policies and procedures.

4. Solve common issues that occur during the final selection phase of the hiring process and

work with the HR to close the recruitment.

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Primary Concerns and Attitudes

The goal of the training is to help learners own the final selection hiring process and

adhere to HR policies and procedures. However, Department Heads/Hiring Managers may resist

the additional workload proposed by HR. Another challenge is that the training is not voluntary

and is part of a required process for Department Heads/Hiring Managers to support them in

taking over the final selection phase of the hiring process. Nevertheless, we assume learners will

be motivated by this training because it will help them select the best candidate for the position

and create a more efficient hiring process. Additionally, this training will be offered online for

Department Heads/Hiring Managers, which limits the instructional design as the product needs

to be transferable to Articulate Storyline at a later date.

Prior Knowledge and Experience with HR Process

Most learners are expected to have some prior knowledge of the HR process because they

have been hired and therefore are at least familiar from that perspective. However, levels of prior

knowledge range from novice to expert.

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Project Description

The HR Department requested a PowerPoint presentation to assist Department

Heads/Hiring Managers in gaining an understanding of the hiring process to find the ‘best-fit’

candidate. The Subject Matter Experts (SMEs), Dr. Yvonne Walker and Ms. LynnRose Alig,

provided our team with printed resources (i.e. Leader Guides, Final Selection Interview Packet,

and HR manuals) for constructing the content of the training. Personal interviews with the clients

provided opportunities to gain knowledge in the vision, mission, and goals of the training.

As requested by the client, our team created a PowerPoint presentation to train the

Department Heads/Hiring Managers that provides an overview of all phases in the recruitment

process. The presentation then focuses on the final selection phase that the Department

Heads/Hiring Managers will manage in order to make a final candidate selection. As requested,

our team has designed a PowerPoint training to include knowledge-checks, assessment elements,

and slide notes. To provide opportunities for learners to practice the content, the PowerPoint

presentation includes authentic tasks such as real-life scenarios and discussions.

Our team included slide notes in the PowerPoint presentation which can be used for

recording the narration for the online training. The project client, Mr. Michael Rosales, plans to

upload the PowerPoint to Articulate Storyline software at a future date; therefore, the deliverable

was designed with features and a learner interface suitable for online training. The PowerPoint

presentation concludes with a set of six assessment questions that evaluate the learners’ mastery

of the topic. The main topics of the PowerPoint Training include:

1. Overview of the Hiring Process - Declarative Knowledge

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2. Preparing for the Final Selection Interview - Principles and Procedures

3. Conducting the Final Selection Interview - Procedures, Attitudes, and Problem-Solving

4. After the Final Selection Interview - Procedures

In addition to the PowerPoint presentation, our team has developed a job performance aid

that includes the process flowchart and key steps in the final selection phase of the hiring

process. The MC Job Aid is designed to be a printable handout that the learners can have at their

work desks to assist them during the hiring process.

Design Decisions

The final deliverables created were a PowerPoint presentation and a MC Job Aid. The

PowerPoint presentation can be easily converted by the client into a 90-minute eLearning

module for MC Department Heads/Hiring Managers. The general design outline and ideas of this

project remained the same since we submitted our design document and sample materials.

However, we modified some aspects of the content due to updates in HR policies and

procedures. The team worked closely with the client and SMEs throughout the process of

designing the training and materials to ensure accuracy as updates and modifications included

adding new information and removing outdated material.

According to the project proposal from the MC HR Department, the original title of the

project was “HR Best Practices for Final Selection in the Hiring Process – Monterey County

Hiring Managers Training”. The client stated that the Department Heads may also be hiring

managers for their departments. As per the client’s request, the training title was changed to “The

Final Selection in the Hiring Process– Monterey County Department Heads/Hiring Manager
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Training”. Another adjustment occurred after the discussion with our SMEs; we decided to add

two additional scenarios that provide the Department Heads/Hiring Managers more opportunities

to practice their skills in asking appropriate questions when conducting interviews.

Our team initially planned to include ten assessment questions for the module. However,

our SMEs expressed their concerns that the number of assessment questions may create pressure

for the Department Heads/Hiring Managers who take the training. After our team explained the

importance of assessment and evaluation, MC agreed to embed six assessment questions in the

module. All questions will also be provided to the client in a pdf. document (see Appendix A).

Throughout the design and development process of the training material, the team

followed the design documents along with the feedback from the client. This included removing

a video from the draft document during a review meeting with the client. All learning activities

were created for engaging learners. Making learners think will provide motivation to learn about

the final selection process and to accept their responsibility in the process. The final deliverables

are aligned with the multimedia design principles for eLearning products in order to create a

simple, engaging, and learner-centered eLearning module.

Evaluation

Developmental testing was conducted informally for this project due to timeline

deadlines. Our MC Client, SMEs, and the HR Director reviewed the PowerPoint presentation to

ensure its accuracy and appropriateness, and to ensure it was complete in covering the entire

final selection phase of the hiring process. Team MC edited the content as needed to meet the

satisfaction of the client.

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In addition, we recruited a retired high school teacher for single-subject testing. The

learner had limited prior experience in teacher hiring practices by participating on search

committees. The learner reviewed the training to ensure it was user-friendly, relevant, and

understandable. Additionally, one of our team members observed the learner during the training

to identify any areas that might be unclear. After completing the training, a usability survey was

completed to capture the learner’s opinion on the design, content, and learning experience.

The user was able to follow all the instructions for the activities and did not require any

assistance while taking the training. The tester found the presentation user-friendly and, after

reviewing the sample questions, commented, “Nice! I always like examples” indicating that the

questions were helpful. The learner answered all the scenario questions correctly and found the

scenarios engaging.

The learner also answered six quiz questions at the end of the module in order to assess

the learning transfer. The learner answered five of the six questions correctly. The incorrect

question revealed that the question was problematic and needed to be reworded. The usability

survey results indicate that the module design, content, and learning experience were successful

(see Appendix B). The learner made this unsolicited statement at the end of training “I enjoyed

it.”

Assessment questions are embedded at the end of the presentation; however, it is unclear

if those questions will remain once the PowerPoint is converted to Articulate Storyline. The

scenario questions we have provided within the presentation allows trainees to practice what they

have learned. Discussion questions are included in the training to facilitate buy-in from

participants when considering why the training is relevant. The questions can be used in face-to-
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face training or posted to a forum discussion board. Additionally, a printable job aid is also

provided to deploy additional performance support for learning transfer.

Teamwork

Team MC was able to collaborate effectively and highlight our individual talents and

abilities in a productive way. Gwen used her leadership and communication skills as the project

manager and client liaison for the project. She scheduled weekly and ‘as-needed’ team and client

meetings as well as communicated via group texts. She facilitated all Zoom Conferences with the

client and SMEs to clarify specific elements of the hiring process and for deliverable document

reviews. Her organizational skills ensured we met our timelines and kept abreast of all upcoming

deadlines for the project. Additionally, she conducted a single-subject usability test for the

deliverable. She also used Visio to modify the County of Monterey Recruitment Process

flowchart into infographics to use for the job aid and for the PowerPoint presentation.

Russ spearheaded a road trip with Stacey and Shwetha for an in-house, face-to-face

meeting with the Monterey SMEs. He served as the team liaison to establish trust and credibility

with the HRs Director, Irma Ramirez-Bough. He used his previous experience in HR to establish

an understanding of the recruitment and hiring process in order to facilitate the best practices

needed for the instructional design. He gathered and distributed the project materials to all team

members and combed through the content to extract specific elements needed for the project and

the PowerPoint presentation.

Stacey served as the content and editor specialist for the project. She was able to pull on

her experience as a journalist and technical writing instructor to organize and clarify all of the

content material into its essential elements to use in the deliverable. She also used her expertise
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to edit the content being used for PowerPoint presentation. Finally, she represented Team MC as

a presenter at the MC Board of Supervisors Human Resources Committee meeting. The purpose

of the presentation was to showcase the partnership between California State University,

Monterey Bay (CSUMB) and the County of Monterey. She highlighted our collaboration and the

training we created which demonstrates HR’s strategic initiative plan to create transparency and

standardization across all departments of the County of Monterey.

Shwetha served as an instructional developer for the project. She skillfully sorted through

the content materials to extract specific elements for the PowerPoint presentation. She pulled

from her previous experience as an instructional developer in India to create interview scenarios

and infographics that translated the content into a format suitable for eLearning. Additionally,

she summarized training content to create learner tips throughout the PowerPoint slides and for

the job aid.

Larry was our visual designer responsible for the design aspects of the project. He created

our PowerPoint template using his artistic talents and experience in instructional design. He

incorporated HR’s approved logo and color palette into the deliverable and located free and open

license PowerPoint graphics to give the deliverable a professional look and feel. As requested by

the client, he created the interface, layout, and navigation buttons that enable the training to be

easily updated to Articulate Storyline by the HR department at a later date. Finally, he used

multimedia design principles for eLearning in order to create the best learning experience.

Team MC’s commitment to the project required good group communication and

participation. We were willing to have difficult discussions to make sure all members were on

the same page throughout the process. We were respectful of one another in our respective roles
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and came together to make important decisions. We remained flexible to adapt to client changes

and to make decisions to move the project forward. We supported and cheered each other on

along the way to ensure a successful deliverable that we hope meets our client’s needs.

Challenges

We encountered a few challenges with this project but the one that stood out the most

was scope creep. Scope creep was a new term that quickly played a central role in our project.

During our first face-to-face meeting with the client, the scope of the project became

immediately evident when we were shown a 12-foot long, printed “blueprint” of the entire hiring

process. As a government organization, every aspect of the project needed to be meticulously

reviewed for accuracy, alignment (between entities) and protocol. In addition, there were several

nonlinear aspects to the hiring process as well as areas of overlapping responsibilities. Moreover,

our SMEs were highly knowledgeable about county policies and procedures and, at first, had

difficulty differentiating between what information was necessary for our background knowledge

and what information was beyond the scope of our project. As a government agency, there was

the usual abundance of acronyms, bureaucracy, and local, state and federal laws to decipher

throughout the process. Furthermore, our team was also given outdated text-based materials and

advised verbally on new initiatives and procedures, all of which required additional time to

review, research, and discuss in order to accurately modify the content.

Through patience, regularly scheduled meetings, and good communication from

everyone involved, we were able to keep scope creep to a minimum, but it was one of the most

challenging aspects of the project and provided our team with an excellent opportunity to

practice how to manage large, complex projects on a very tight timeline.

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Advice for Future Students

Feedback to and for Cohort 15.

The earlier you get started with the first introductory meeting, the earlier your group can

start adding content. Don’t put this off – we didn’t, and we still had our last client content review

meeting, four days before the project submission date.

If you are able, plan to have an on-site group meeting. It goes without saying that the

sooner your client feels they can trust your group, the easier it will be to write and receive

information for the client. Take multiple people to the meeting as the focus of all the team

players will be different; some will take copious notes; others will focus on graphics and still

others will concentrate on the overall design. Each one of these aspects is as important as the

next and will greatly aid the team during your zoom meetings.

Zoom meetings. It’s an eight-week course. And you are probably reading this in the third

week, so we are not saying you are behind but… the aspects that will delay your momentum will

be that the client hasn’t gotten back to you. A Monday through Friday work week and

overbooked SME schedules will work against your team as there will be a back and forth in

content for approval and materials needed from the client. Therefore, the commitment that the

team makes to be available for frequent team Zoom meetings will reduce production anxiety.

Our team had three Zoom meetings scheduled per week and most were two hours with a possible

third hour on a weekend day. It might seem like a lot, but if you produce quickly then you can

always cancel a meeting and one of those meetings will probably be with your client.

Don’t Do A Document Dump. Google Docs is a great platform and all team members can

post their content to one group document. But when you get to the multimedia or PowerPoint
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production point, don’t overburden one team member with editing all the content and producing

the show. The content that you authored is best edited by you. Identify that content for the slides

and put the balance of the material in the lecture/presenter notes for group discussions and final

edit.

Do what the iWatch says – Breathe. Your group is the greatest asset you have and the

talent that you all possess is what brought you to the MIST program. Week 6 is a spirit-crushing

time drain, but by Week 8 you will see daylight at the end of the tunnel and no, that’s not a light

on the front of a train. Have fun, we did.

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Appendix A

The Final Selection in the Hiring Process

Monterey County Department Heads/Hiring Managers Training

Assessment Questions

1. How do you decide what is included in the Final Selection Interview Packet?

❏ Ask your Human Resources Analyst

❏ Ask the Human Resources Manager

❏ Refer to the final selection interview checklist

❏ Check under a stack on your desk

Correct Answer: Refer to the final selection interview checklist

2. Identify the correct sequence for inviting candidates after you receive the referral list

from Human Resources. Drag and drop the three correct steps into the right order.

❏ Contact the candidates you feel are a good fit.

❏ Figure out what you are going to ask the candidates and then ask them to an

interview within 24 hours of receiving the list.

❏ Invite all candidates on the referral list to interview via email using the Human

Resources form letter.

❏ Set interview date at least one week from the date the email invitation will be

sent, and two weeks if the invitation is sent via U.S. Mail.

❏ Organize a file documenting all correspondence with candidates (this will be

returned to HR after interview process is complete).

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Correct Answer:

1 Set interview date at least one week from the date the email invitation will be

sent, and two weeks if the invitation is sent via U.S. Mail.

2 Invite all candidates on the referral list to interview via email using the Human

Resources form letter.

3 Organize a file with documenting all correspondence with candidates (this will be

returned to HR after interview process is complete).

3. In your opinion, which of these questions are appropriate for the final selection

interview? (Select three best answers)

❏ What is your understanding of the duties of this position?

❏ Are you comfortable working with Asian clients?

❏ Explain your work style and how it might benefit our department.

❏ Which part of the United States is your family from?

❏ What are some of the duties in past jobs that you found difficult to do? Why were

they difficult for you?

❏ Do you identify yourself as part of the LGBTQ community?

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❏ Do you have young dependent children? Have you made any childcare

arrangements?

Correct Answer:

● What is your understanding of the duties of this position?

● Explain your work style and how it might benefit our department.

● What are some of the duties in past jobs that you found difficult to do? Why were

they difficult for you?

4. Behavioral interviewing is a process in which applicants are asked to provide behavioral

examples of their ability to do the job. A behavioral example is a description of a specific

life history event which can be used to rate the presence of a knowledge or job skills.

Which of these questions are permissible to prompt behavioral examples from the

applicant? (Select two best answers)

❏ What are some of the duties you have had in past jobs that you feel you have done

particularly well?

❏ You seem to have an arrest record for shoplifting, but you were not proven guilty.

Can you provide us with more details? How would you convince us that you

didn’t really commit it?

❏ Can you speak, read, and write French fluently? Can you provide examples of

tasks from your previous role that required proficiency in French?

❏ Do you have children? Can you provide us an example that shows you have

experience working with children?

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❏ [To a candidate with a physical disability] Would you be able to perform tasks

involving physical labor? Can you provide us with details about the severity of

your condition?

Correct Answer:

● What are some of the duties you have had in past jobs that you feel you have done

particularly well?

● Can you speak, read, and write French fluently? Can you provide examples of

tasks from your previous role that required proficiency in French?

5. Based on the following scenario: What is the first step the Department Head/Hiring

Manager manages after the interviews have been completed, regarding the Hiring Packet?

❏ Assemble the ranking from the interviews of the “best fit” candidate.

❏ Send out letters to the candidates or “customers” who were unsuccessful in the

interview.

❏ Contact HR and ask who they would hire.

❏ Hold on to the packet and wait for HR to contact the Department Head/Hiring

Manager before proceeding.

Correct Answer: Assemble the ranking from the interviews of the “best fit”

candidate.

6. Based on the following scenario: How many times will the candidates’ hiring packet be

sent back to HR?

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❏ Twice. The hiring packet will bounce back and forth with the HR and the Hiring

Manager

❏ Zero. The hiring packet remains with the Hiring Manager.

❏ Once. However, HR will consult with the Hiring Manager on the background

reference checks prior to making any employment offer.

❏ Never. The hiring packet never left the HR department.

Correct Answer: Once. However, HR will consult with the Hiring Manager on the

background reference checks prior to making any employment offer.

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Appendix B
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