Edu 618 Assignment 6 roposed Logic Model For Evaluation.docx

8/16/2019 Edu 618 Assignment 6 roposed Logic Model For Evaluation.docx

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Running Head: PROPSED LOGIC MODEL 1

Proposed Logic Model For Evaluation

Keith C. Quarles

EDU618 !ssess"ent o# Learning $utco"es %ith &echnolog' (M)*1+,-!

Pro#essor /e0ecca ardlo%

23631+


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Learning setting

Organizational Mission Statement and Purposes (or Strategic Goals)

Program Evaluation Proposal, which includes:

Overview

Proposed Program Logic Model including

!ssu"ptions (E"plo'ee Per#or"ance Pro0le" or 4ssue◾

Lasc5 o# Coo+rtdination o# hiring activities across depart"ents

4ntervie%ingpursuing the "ost suita0le candidates onl'.

Lac5 o# $rgani7ational colla0oration on hiring decision criteria

Disecono"ies in use o# 4nputs4nputs (at least #our◾

!ctivities (at least #our◾

ctivit!

/ecruitingourcing

4ntervie%ing

creening&esting

Data Collection9 torage /etrieval

Colla0orationCo""unication

$utputs (at least #our◾

Outputs ssociated with "iring Process ctivities

#nputs$%esources!dvertising

ta##

Co"puterso#t%aretationar'

&echnical Consultant


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$utco"es (at least #our◾

4"pact (at least #our◾

&se o' Evaluation %esults

imeline 'or Evaluation *!cle

*onclusion

Outputs ssociated with "iring Process ctivities

!c:uisition o# "ost suita0le ;o0 candidates /ecruiters 0uild a list o# intervie%ees %ho have

pre3hire :uali#ications #or open position

!ssess"ent o# each candidates :uali#ications /ecruiters"anagers personall' o0serve

candidates and :uestion one


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%e'erences

E"erson =roup (>,1?. Is it time for you to evaluate your hiring

process?httpe"ersongroupinc.co">,1?,+ti"e3#or3evaluate3'our3hiring3process

4n an e##ort #or continuous i"prove"ent9 it is co""on practice #or co"panies to e@a"ine their

policies9 procedures9 and processes on a consistent 0asis. !s the econo"' continues to i"proveand the %ar #or talent heats up9 no% "a' 0e a good ti"e #or 'ou to evaluate 'our co"pan'


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having the Gideal candidate< "indset too earl' in the process. Kno% the intangi0les 'ou are

loo5ing #or and see5 candidates that have a proven trac5 record o# successIno "atter %hat their

e@perience loo5s li5e. 4# 'our initial #ocus is too narro%9 'ou %ill "iss out on so"e e@ceptional

candidates.

B #nterview Process: &op talent is 0eing hired #ast here can 'ou e@pedite 'our current

process9 so 'ou do not lose out on a great hire 4n this current ;o0 "ar5et9 the 0est candidates are

getting "ultiple o##ers. &he' %ill not sit around and %ait i# 'our process is a length' one. $ther

:uestions to considerIare 'ou selling 'our co"pan' to potential candidates h' %ould the'

%ant to %or5 #or 'our co"pan' 4s each person involved in the intervie% process su##icientl'

prepared #or ever' intervie% 4s the co""unication strong 0et%een all involved

B +ecision Process: !gain9 do not dela'. 4# 'ou have a candidate that ever'one #eels good a0out

and 0elieves the' %ill 0e success#ul9 "a5e an o##er Do not #all into the trap o# thin5ing there

"a' 0e so"eone 0etter out there. 4# this is the case then 'ou are pro0a0l' not serious a0out hiring

and have %asted a lot o# ti"e.

B O''er Process: Kno% the "ar5et value #or each candidate and "a5e a #air o##er 0ased on theireducation and e@perience. &he goal is to settle on a co"pensation pac5age that the candidate and

co"pan' are 0oth e@cited a0out9 one %here the candidate does not #eel it is too little and the

co"pan' does not #eel it is too "uch. &his is the #irst step in the on30oarding process so 'ou

%ant it to 0e positive.

B On-oarding: *ave a plan and e@ecute it Ever' hour o# ever' da' should 0e "apped out #or

the period o# ti"e 'ou #eel it %ill 0e necessar' #or the" to ad;ust to the ne% %or5 environ"ent.

Do not tr' and #igure it out along the %a'. Ma5e the" #eel %elco"ed and instantl' a part o# the

tea".

*ope#ull' so"e o# these suggestions are help#ul and can "a5e a positive di##erence #or 'ou and'our co"pan'. !0ove all9 please 5eep t%o %ords in "ind %hen 'ou are considering 'our ne@t

recruit"ent processI urgenc' and sincerit' 4# these t%o things do not e@ist a"ongst

EJE/A$E involved9 do not even 0egin the process.

*app' *iring

Hill E"erson

President

4n an e##ort #or continuous i"prove"ent9 it is co""on practice #or co"panies to e@a"ine their policies9 procedures9 and processes on a consistent 0asis. !s the econo"' continues to i"prove

and the %ar #or talent heats up9 no% "a' 0e a good ti"e #or 'ou to evaluate 'our co"pan'


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&'picall'9 there is uni:ueness to each hiring process. Aou certainl' do not %ant to 0e ro0otic in

'our approach and 'ou should al%a's tr' and separate 'our co"pan' andor depart"ent #ro" the

co"petition. *ere are so"e points to consider as 'ou loo5 to add to 'our tea"

B *andidate Sourcing: &here are "an' di##erent avenues to source candidates ;o0 0oards9

sta##ing recruiting #ir"s9 net%or5ing9 social "edia9 industr' associations and others. hat

%or5s 0est #or 'ou here have 'our 0est hires co"e #ro" hich sources result in a rapid

hiring process $nce 'ou have narro%ed it do%n9 put the "a;orit' o# 'our ti"e and e##ort into

these activities. 4# 'our sourcing procedure is not generating an' positive results9 it is "ost li5el'

anti:uated. /esearch the "ost recent search and net%or5ing tools availa0le and "a5e so"e

changes

B #nitial Screening: 4denti#' the #e% G"ust haves< and then thin5 outside the 0o@. He care#ul o#

having the Gideal candidate< "indset too earl' in the process. Kno% the intangi0les 'ou are

loo5ing #or and see5 candidates that have a proven trac5 record o# successIno "atter %hat their

e@perience loo5s li5e. 4# 'our initial #ocus is too narro%9 'ou %ill "iss out on so"e e@ceptionalcandidates.

B #nterview Process: &op talent is 0eing hired #ast here can 'ou e@pedite 'our current

process9 so 'ou do not lose out on a great hire 4n this current ;o0 "ar5et9 the 0est candidates are

getting "ultiple o##ers. &he' %ill not sit around and %ait i# 'our process is a length' one. $ther

:uestions to considerIare 'ou selling 'our co"pan' to potential candidates h' %ould the'

%ant to %or5 #or 'our co"pan' 4s each person involved in the intervie% process su##icientl'

prepared #or ever' intervie% 4s the co""unication strong 0et%een all involved

B +ecision Process: !gain9 do not dela'. 4# 'ou have a candidate that ever'one #eels good a0out

and 0elieves the' %ill 0e success#ul9 "a5e an o##er Do not #all into the trap o# thin5ing there

"a' 0e so"eone 0etter out there. 4# this is the case then 'ou are pro0a0l' not serious a0out hiringand have %asted a lot o# ti"e.

B O''er Process: Kno% the "ar5et value #or each candidate and "a5e a #air o##er 0ased on their

education and e@perience. &he goal is to settle on a co"pensation pac5age that the candidate and

co"pan' are 0oth e@cited a0out9 one %here the candidate does not #eel it is too little and the

co"pan' does not #eel it is too "uch. &his is the #irst step in the on30oarding process so 'ou

%ant it to 0e positive.

B On-oarding: *ave a plan and e@ecute it Ever' hour o# ever' da' should 0e "apped out #or

the period o# ti"e 'ou #eel it %ill 0e necessar' #or the" to ad;ust to the ne% %or5 environ"ent.

Do not tr' and #igure it out along the %a'. Ma5e the" #eel %elco"ed and instantl' a part o# the

tea".

*ope#ull' so"e o# these suggestions are help#ul and can "a5e a positive di##erence #or 'ou and

'our co"pan'. !0ove all9 please 5eep t%o %ords in "ind %hen 'ou are considering 'our ne@t

recruit"ent processI urgenc' and sincerit' 4# these t%o things do not e@ist a"ongst

EJE/A$E involved9 do not even 0egin the process.


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*app' *iring

Hill E"erson

President

Mc+avid, .*, "use, #, / "awthorn, LL (0123) Program evaluation & performancemeasurement: An introduction to practice (0nd ed) housand Oa4s, *: Sage

"a!den . (0123) Why your hiring process is fatally flawed %etrieved 'rom

http:$$wwwinccom$5e''haden$wh!!ourhiringprocessis'atall!'lawedhtm

6hen !ou7re hiring a new emplo!ee9 #ocusing on evaluating the total candidate is the lastthing 'ou should do.

Literall'.

&hin5 a0out 'our hiring process. Aou %or5 hard to #ind and select the right candidate. ot onl'

do 'ou evaluate s5ills and e@perience9 'ou as5 a lot o# :uestions to deter"ine i# the candidate

possesses :ualities li5e attention to detail9 interpersonal s5ills9 leadership a0ilit'9 pro0le"3

solving s5ills9 etc.

Aour process is e@haustive and9 %ell9 e@hausting.

till9 %hile "an' o# the people 'ou hire turn out to 0e good e"plo'ees9 sadl' #e% o# the" turn

out to 0e %hat 'ou reall' need great e"plo'ees.

h' Aou too5 the ;o0 description approach to hiring.

&hin5 a0out "ost ;o0 descriptions. &he' list a %ide variet' o# :uali#ications the e"plo'ee should

possess. &'picall'9 attri0utes li5e sel# "otivated9 a0le to %or5 %ith "ini"al supervision9

a0le to prioriti7e and handle "ultiple tas5s9 and a0le to %or5 %ell alone or as a "e"0er o# a

tea"9 are included.

o %hat do 'ou do Aou evaluate candidates %ith those re:uire"ents in "ind. &he candidate that

tic5s the "ost 0o@es is usuall' selectedNand 'ou hire good %hen 'ou need great.

o% thin5 a0out the great e"plo'ees 'ou 5no%. o"e are %ell rounded9 so"e are not9 0ut all

have at least at least one incredi0le s5ill. &he' do at least one thing9 one critical thing9 so %ell


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that people are %illingNeven happ'Nto overloo5 so"e o# their de#iciencies. &he' "a' not

ta5e a colla0orative approach to pro0le" solving9 0ut 0o' do the' "a5e 'our #ul#ill"ent

#acilit' sing.

4n short9 a great e"plo'ee has %hat 'ou reall' need . !ll other attri0utes on the ;o0 description9

%hile i"portant9 still pale in co"parison.

e@t ti"e 'ou hire an e"plo'ee9 set the ;o0 description aside and ta5e this approach instead.

2 +etermine what !ou reall! need Forget a0out #inding a %ell3rounded e"plo'ee (%hatever

that is. 4# 'ou could onl' pic5 one or t%o attri0utes9 %hat are the "ost i"portant s5ills or

:ualities 'ou need

Keep in "ind those attri0utes %ill o#ten change depending on 'our current needs and the s5ills

'our other e"plo'ees possess. 4gnore the ;o0 description. =et a 0lan5 piece o# paper and %rite

do%n %hat 'ou reall' need the e"plo'ee 'ou hire to do.

0 +ecide what !ou reall! don’t need hen 'ou


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9 ssess the total emplo!ee; 4# a #e% candidates appear relativel' e:ual in ter"s o# %hat 'ou

reall' need9 then decide %hich one 0est "eets 'our other9 "ore su0;ective criteria. Conduct a

second intervie% i# necessar'. $r let other e"plo'ees intervie% the re"aining candidates.

!t this point 'ou can a##ord to evaluate nice to have :ualities 0ecause 'ou$10$w44ellogg'oundationlogic

modeldevelopmentguide See P+=

!ll o# this is included in the assign"ent9 in the instructor guidance and in the ru0ric. 4 a"

loo5ing #or%ard to reading 'our entire pro;ect put together in one docu"ent.PLE!E $&E3 the re:uire"ent #or t%o resources is in addition to those that %e have read in

class. Aour te@t 0oo5 and articles #ro" the course are #ine to include 0ut #or #ull credit 'ou

MU& include > additional resources that are uni:ue and speci#ic to 'our pro;ect

Hest %ishes #or a great %ee5.

Dr. ardlo%

http://vizedhtmlcontent.next.ecollege.com/pub/content/bd316295-5ef0-4779-81fb-14a6f9f1d199/Logic_model_development_guide.pdfhttp://vizedhtmlcontent.next.ecollege.com/pub/content/bd316295-5ef0-4779-81fb-14a6f9f1d199/Logic_model_development_guide.pdfhttp://www.wkkf.org/resource-directory/resource/2006/02/wk-kellogg-foundation-logic-model-development-guidehttp://www.wkkf.org/resource-directory/resource/2006/02/wk-kellogg-foundation-logic-model-development-guidehttp://www.wkkf.org/resource-directory/resource/2006/02/wk-kellogg-foundation-logic-model-development-guidehttp://www.wkkf.org/resource-directory/resource/2006/02/wk-kellogg-foundation-logic-model-development-guidehttp://vizedhtmlcontent.next.ecollege.com/pub/content/bd316295-5ef0-4779-81fb-14a6f9f1d199/Logic_model_development_guide.pdfhttp://vizedhtmlcontent.next.ecollege.com/pub/content/bd316295-5ef0-4779-81fb-14a6f9f1d199/Logic_model_development_guide.pdf


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Edu 618 Assignment 6 roposed Logic Model For Evaluation.docx