Assessment Goals for KrogersIf an organization only needed to hire individuals that are extremely intelligent, highly educated, and super talented to achievehigh levels of organizational performance, every company would be extremely successful, and shareholders would be excited about the company’s stock and financial performance, and all customers would be beyond content. Unfortunately, the aforementioned scenario is not the norm. Strategically talent strengthening an organization requires employers to have  assessment goals. We will discuss our assessment goals and how they relate to talent strengthening our organization. The following assessment goals we will discuss are 1) person-job fit, 2) person-group fit, 3) person-organization fit, 4) assessing accurately, 5) avoiding unconscious bias, 6) supporting the firm’s talent philosophy and human resources strategy and 7) establishing and reinforcing the firm’s employee value proposition.

Person-Job Fit Person-job fit can be described as the fit between what the job entails and what the person is able to do and the matching of the rewards and attributes of a job with the motivations and desires of the person (Philips, 2023). Person-job fit can also be referred to as the congruence between job demands, such as knowledge, skills, abilities, and employees’ qualifications, or the match between the desires of employees and the supplies of the job (Edwards, 1991). Person-job fit is the primary focus of effective hiring efforts because successful staffing outcomes are dependent on the new hire’s job performance (Philips, 2023). Financial remuneration, career goals, and lifestyle must also align with the needs of the applicant. If the financial, career, and lifestyle needs of the applicant are not met by the job, then the person-job fit is not attained (Philips, 2023).  Organizational performance can be severely hampered by inadequate person-job fit. At Kroger Co., we created our desirable employee profile to be congruent with our strategic and staffing goals, so it is imperative for the baker that joins our team to have the required KSAOs, competencies, and person specifications to do the job, and it is equally important that we match the needs of the baker. If the baker doesn’t possess the requirements, they are unlikely to perform adequately on the job. Further, if their needs aren’t met, they are unlikely to perform well on the job or even stay employed with Kroger Co. Our team feels that obtaining person-job fit is crucial and will help our company reduce voluntary turnover and absenteeism and increase employee engagement as well as increased job satisfaction and performance.

Person-Group Fit Person-group fit can be described as a match between an employee and their work group, including their supervisor (Philips, 2023). In order to successfully work in a group or as a team, the team must have appropriate attributes to work effectively (Werbel & Johnson, 2001). Individual and group performance relies on the ability of the group to attain person-group fit, which ultimately influences organizational performance (Werbel & Johnson, 2001). When working as a team, it is not enough for an individual to be able to perform their job well; the team must be able to work cohesively as a team, communicate and display interpersonal skills (Philips, 2023). Our new baker will need to possess communication and interpersonal skills because they will need to work with other bakers, communicate with other store employees and customers, and report to the bakery department manager. If the individuals we interview do not have communication and interpersonal skills and are not able to work as part of a team, they will not be invited to join Kroger Co. Delivering excellent customer service starts with having excellent communication and interpersonal skills. 

Person-Organization FiT Person-organization fit can be best described as the fit between an individual’s values, beliefs, and personality and the organization's values, norms, and culture (Philips, 2023). Studies suggest that individuals who exhibit value preferences like the organization's value orientations are more likely to show favorable work attitudes (Abdalla et al., 2018). It has also been shown that high person-organization fit results in job satisfaction, organizational commitment, and intent to stay with the company (Philips, 2023). High person-group fit also leads to moderate “citizenship behaviors,” meaning individuals are more engaged with the organization and are more likely to speak favorably of the organization to their peers (Philips, 2023). The new hire must be able to acclimate to the company by learning, enacting, and maintaining behaviors commensurate with the company’s environment (Philips, 2023). In order for the baker to be successful at Kroger Co., their values must align with the company’s values. We are customer-centric and employee-centric. We want someone that will be embedded in the culture we’ve established at Kroger Co. We are committed to providing the best employee experience because we feel that will translate to superior customer service. It is imperative that our future employees possess those same values. 

Assessing Accurately Another goal of assessments is to assess accurately. Arguably, this assessment goal is just as important as maximizing person-job, person-group, and person-organization fit. Ideally, an assessment should provide accurate and valid results, which can be used to select candidates who will greatly benefit the organization. The assessment method aims to help identify true positives (hired people who become good performers) and true negatives (people who weren’t hired who would have been poor performers) (Philips, 2023). Unfortunately, false positives and false negatives are two possible undesirable outcomes.The assessment may produce a false positive, which occurs when an individual is hired but becomes a poor performer (Philips, 2023). On the contrary, a false negative occurs when an individual may have been a good performer but wasn’t hired (Philips, 2023). Naturally, false positives and false negatives can negatively impact financial and organizational performance. False positives can hinder organizational performance due to a lack of employee engagement, increased absenteeism, low productivity, etc. False negatives can negatively affect organizational performance because an individual that could have been an asset to the organization wasn’t hired. That individual’s talent is most likely to be utilized by a competitor.At Kroger Co., it is important for us to employ the “best” assessment methods for our needs. We want an individual on our baking team that will be productive, creative, personable, educated, and committed to the values and culture of the organization. In addition, we want our customers to not only rave about the freshness of our products and excellent customer service, but we also want them to tell everyone about the creations our baker brings to Kroger Co. We want to bring a baker onto our team that will surpass customers’ expectations as well as ours. We feel that associates that possess those characteristics would be a great fit for our company and help drive superior organizational performance. The only way to achieve those idealistic goals is to use assessment methods that will provide accurate and valid data. 

Avoiding Unconscious BiaS Avoiding unconscious bias is an assessment goal for our organization. Unconscious biases are preprogrammed cognitive shortcuts everyone uses to process information and make decisions rapidly. While unconscious biases may be useful in situations where one is pressed for time, they can lead to negative consequences involving employment decisions (Philips, 2023). When employers or human resource professionals make hiring decisions, they should be based on behavioral indicators, not demographic traits (Grensing-Pophal, 2017). Blind assessments can help eliminate or reduce the risk of unconscious bias in hiring.   During blind assessments, information about the applicant’s gender and other protected characteristics are concealed from recruiters and initial applicant screeners (Philips, 2023).  There is controversy surrounding the use of blind assessments, however. Ideally, the use of blind assessments should help to increase diversity in the workplace; however, according to one HR professional, that person will eventually come into the office for their in-person interview. She posits that ingrained biases may still surface when the individual presents for their in-person interview (Maurer, 2016). Blind assessments and blind hiring seem to convey the message that the company isn’t interested in diversifying its workforce because they don’t know anything about the person that makes them unique (Maurer, 2016). While this assessment goal is to ensure individuals are hired based on merit, if we are going to use it, we must make sure we never use it in isolation. 

 At Kroger Co., one of our strategic goals is to continue our diversity efforts, so we don’t want to employ any opposing activities that go against our values. Our assessment goal of avoiding unconscious biases through blind assessments is to ensure we are not engaging in any discriminatory behavior that discounts individuals because of their protected characteristics. We want a diverse workforce that will help our company reach its business goals. If an individual makes our team better, we want that individual. 

Supporting the Firm’s Talent Philosophy and Human Resource Strategy Our team feels this should be another assessment goal. Employees can be viewed as investors or assets to the company. If the applicants and employees are viewed as investors, they will have an abundance of opportunities to learn as much as possible about the company (Philips, 2023). The company’s website will have a careers section, which provides valuable intel to the applicant and employee (Philips, 2023). On Kroger Co.’s website, there is a plethora of information on career development and the company’s core values. In addition, embedded in  Kroger Co. talent philosophy is the desire for its employees to learn, thrive and grow.  When employees are viewed as assets, the company’s main focus is to assess and evaluate candidates as quickly as possible and minimize the applicant’s access to information. While this is ideal for short-term hiring or just to fill a vacancy, this goes against the fabric of Kroger Co. Interweaved in Kroger’s strategic goals is the desire to attract candidates, invest in their associates, and create a seamless customer experience. Seventy percent of their leaders were initially employed as part-time associates. Kroger wants individuals as invested in the company as they are in them. This assessment goal implies that the company would identify the competencies and traits required for career advancement (Philips, 2023). This assessment goal is congruent with Kroger’s strategic and staffing goals. Kroger wants to hire a baker who will be a productive member of Kroger’s team, seek career development and advancement opportunities, and ultimately have leadership positions within the bakery department and store. 

Establishing and Reinforcing the Firm’s Employee Value Proposition  

The main objective of this assessment goal is to maintain the organization’s employer image and employee value proposition (Philips, 2023). Kroger wants to be known for their fresh products and customer experience. Moreover, Kroger knows its customers’ experiences are dictated by how well the company treats its employees. Kroger has six strategic goals, with attracting candidates and investing in associates making up two of them. Kroger consistently increases the wages of employees. In addition to the wages and benefits, Kroger fervently believes in keeping their employees for the long term. This sends the message that Kroger really values positive employee relations. The individuals interviewed for the baker position will be asked questions about their customer service, communication, teamwork, collaboration, and leadership skills. Kroger’s culture is about togetherness, diversity, and respect, so the desired employee would need to understand that is what it takes to be a Kroger associate, and that is what it’s like to work at Kroger. 

Characteristics for Organizational Fit

Our desirable employee will be sociable and have great communication and customer service skills. They will have outstanding culinary skills and be able to handle the physical demands that come with the position. In fulfilling our purpose, we always adhere to our six core Kroger Values:

●  Honesty: We insist on truthfulness with each other, with our customers, with our vendors, and in our business records. We expect and value openness (The Kroger Co., 2017) We will utilize the “open door” policy so that all employees feel comfortable speaking about any problems, suggestions, or comments that they may have.

●Integrity: We act according to our values, even when difficult (The Kroger Co., 2017). Adhering to strong morals and open honesty, as we know, may not come easily for some of our employees, but our mission is to break down those inhibitions for a seamless transition.

●Respect: We treat all with dignity and value the opinions and perspectives of others (The Kroger Co., 2017).

●Diversity: We seek and embrace differences in the backgrounds, cultures, and ethnicities of all associates, customers, and vendors (The Kroger Co., 2017). We have a zero-tolerance policy for prejudice of any kind.

● Safety: We protect our customers and each other from injury with a safe and secure workplace and shopping environment (The Kroger Co., 2017). If an employee does feel unsafe, we will have open communication to ensure that they understand that their safety (as well as our customer) is a number one priority.

●Inclusion: We encourage and expect collaboration, teamwork, and the active involvement of all associates (The Kroger Co., 2017).

We plan to ensure that all candidates meet these standards and obtain new hires who naturally fall into the organization's rhythm and successfully operate within the existing model of how things get done (Gmac.com, 2016). Screening job candidates for organizational fit ensures that new hires will have a smooth transition into their new role and shorter time-to-productivity—the amount of time required to get a new hire up to speed and producing at the level of established employees (Gmac.com, 2016).

Assessment Plan

Creating an assessment plan will be extremely essential in evaluating and ensuring the best candidate is selected for the baker position. The candidate will first fill out an application via Kroger’s career site. The Recruiting Specialist will then assess all applicants and invite the top candidates for a formal interview. If the interview is a success, the candidate will be requested to complete a work sample to showcase their baking and decorating skills. The candidate will finally be offered the position upon the success of the work sample. We hope this hiring process will limit biases and ensure Kroger will be compliant with EEO laws and other legal requirements.       

Assessment Methods

In order to select the best candidate for the Baker position, we will use a multiple hurdle process. Each candidate must successfully complete the previous stage of the process before continuing to the next stage. Figure 4-1 displays every stage of the hiring process each candidate must undergo in order to receive an offer for the baker position. The applicant flow stage begins with reviewing the candidate’s application. During this stage, the minimum qualification for the position will be assessed. Based on the person specification generated, this includes ensuring each candidate possesses a high school diploma or GED, and a knowledge of baking. If candidates fail to meet those two basic qualifications, they will be dispositioned. Additionally, top candidates will be determined based on desired traits of being ServSafe certified, holding a degree in baking, and bearing five to seven years of previous work experience in the field. We determined this to be a good first step since the process simply involves looking at candidates’ resumes and assessing their credentials. The stage also bears little to no cost except for time spent reviewing each resume and application. Accessing each candidate’s qualifications is reliable and valid. Everyone is being evaluated based on the same credentials and whether they possess the necessary qualities and experiences.        Top Candidates will be invited to conduct a formal interview with the Hiring Manager. Using a structured interview process, the Hiring Manager will evaluate whether the candidate is friendly, personable, and comfortable working with a diverse group of individuals. The candidate must also demonstrate good communication, reading, and math skills. Additionally, questions will determine if the candidate has physical endurance, can lift heavy objects, can stand for long periods, bend, crawl, and stoop, is a creative individual with integrity, and can make sound ethical decisions. This stage will only incur the cost of time spent conducting the interviews. Since interviews have a potential for discrimination, interviews will be conducted with the Hiring Manager and one additional employee. The additional employee can be the Hiring Manager’s boss, a lower-level co-worker, or a Human Resources Representative. Having two interviewers will reduce bias and ensure everything remains impartial. Additionally, the Hiring Manager will have support in making hiring decisions.       

If the Hiring Manager and other representatives conclude that the candidate will be a good fit and possess all desired traits, the candidate will be asked to participate in a work sample. The work sample will consist of candidates displaying their baking and decorating skills. Individuals will be requested to bake and fully decorate one birthday cake from Kroger’s specialty cake menu. The cake will be judged on taste and appearance. This comprises the cake meeting Kroger’s taste quality and looking comparable to the picture in the category book. Other qualities like symmetry, straightness, and neatness will also be evaluated. If the candidate successfully completes the work sample, they will be given a job offer for the Baker position. This stage imposes the greatest cost since Kroger will have to pay for ingredients and equipment use. Time spent judging and tasting the cake will also incur additional costs. Since taste and design quality can be subjective, this stage imposes the greatest risk of bias. For this reason, at least five current employees will need to evaluate each cake. These employees must have experience in the kitchen or work in the Bakery department. Taking the average score of five employees will limit the amount of potential prejudice and favoritism. We also hope it will increase the candidate's procedural justice since the cake was evaluated by several individuals. Additionally, each candidate will be given the same cake to replicate. This will be helpful in comparing and evaluating multiple cakes if needed. We also hope that the candidates will presume this to be a fair system since everyone will have to complete the same task.                           

Figure 4-1 Applicant Flow Stages for Baker Position

Structured Interview Questions

In order for the Hiring Manager to determine if the candidate will be a good fit during the interview stage, a list of questions will be developed and used. The questions will be asked in sequence to each candidate to ensure consistent communication and accurate rating scores. The questions utilized during this stage will consist of the following:

1.Tell us about yourself.

2.Can you tell us about your past work experience as it relates to this position?

3.Why do you want to join the Kroger family?

4.What qualities and traits do you possess that set you apart from other candidates?

5.Tell us about a time when you failed to meet a customer’s expectations.

6.Can you tell us about a time you had a disagreement with your Manager or Co-worker?

7.How would you handle a situation in which your Manager asked you to do something unethical or against your values and beliefs?

8.How would you handle a situation in which you had to explain or direct someone to do something that they didn’t understand, even after multiple explanations?

9. How would you handle a situation where you had to improvise or think quickly on your feet?

10. This position involves standing for long periods, crawling, bending, and carrying heavy objects up to 2500 pounds. Will you be able to complete these requirements successfully?

11.  Do you have any questions for us?

EEO Laws and Other Legal RequirementsKroger’s assessment plan allows our hiring team to understand what is and is not acceptable to conduct during the hiring process and how to stay compliant as directed by the Equal Opportunity Commission (EEOC). The EEOC website details the federal laws that make it illegal to discriminate against a job applicant or an employee based on their race, color, religion, sex (including pregnancy, transgender status, sexual orientation, national origin, age (40 or older), and disability or genetic information (U.S. Equal Employment Opportunity Commission, 1992). Hiring Managers and any other Kroger personnel conducting or partaking in an interview must first review and understand the guidelines that the EEOC has set forth. The applicant pool will be screened for diversity by the Recruiting Specialist, and any qualified candidates will be moved on to the next step.

Kroger’s hiring managers will review qualified applicants and conduct interviews in a manner that is inclusive to all prospective candidates, internal and external. Furthermore, having two people, the hiring manager and one other Kroger personnel, interviewing all candidates will make the interview process impartial. The hiring team will consistently ask the exact same questions to all of the eligible candidates by way of our structured questionnaire. Hiring Managers will not be allowed to divert from these set forth questions to different candidates to ensure compliance with the EEOC. Once interviews are concluded, we ask that the interviewers report to the Recruiting Specialist with the following information: the candidates that the interview team did not select and their reasoning. In the event that the recruiting specialists find that the EEOC criteria are not being met or discrimination has been displayed, the candidate will be brought back for another unbiased interview.

In order to keep the entire hiring process fair and objective for all candidates, the final step of the process would be a work sample to assess the skills of the final candidate. The work sample will be creating a cake and will be conducted in a controlled manner within a Kroger Bakery kitchen. All candidates will be allocated the same equipment and ingredients for fairness. The candidates will be timed and will be expected to finish with the appropriate time allocated to complete the recipe from the cake menu. If there is an issue with the equipment during the last and final phase, we will allow for extra time for the candidate, as this was an issue with Kroger and not the candidate. If a candidate asks for an accommodation due to their disability, Kroger will follow the correct steps from the EEOC guidelines and the Americans with Disability Act (ADA) and accommodate (within reason), but the candidate must be able to perform the job that they are applying for. .

Future ConsiderationA candidate who is overqualified has much more training, and expertise than the role calls for (Waters, 2022). An applicant for the job might not be unsuitable because they might anticipate more responsibilities or greater difficulties than the role provides (Waters, 2022). Candidates may believe that their qualifications surpass what the company is looking for or offering. Additionally, it is possible that an overqualified employee will not be satisfied with their position, leading to his or her departure from the company (Waters, 2022). The hiring of applicants with overqualified talents is generally discouraged by recruiters (Waters, 2022). By employing a candidate who is deemed overqualified but has additional skills, Kroger is making a strategic investment; and as a result, the company will profit from this hiring (Waters, 2022).

Kroger will look for people with supplementary skills and competencies for the Baker role. It is critical to look at the flexibility of the applicant’s skills and abilities. This is important in the future to select the best candidate whose skills will not be outdated with time (Waters, 2022). Kroger’s hiring team will formulate a job posting that attracts overqualified applicants. The posting will include details such as the potential of earning more, attaining greater status, and being more responsible. 

Selecting Strategically Over-Qualified Candidate

Embedded in Kroger’s culture is a team-oriented environment that encourages its employees to learn, thrive, and grow. We are looking for an individual to become our baking team member and join our bakery department. However, we are not just looking for an individual that has experience as a baker, we are looking for a team player that is educated, creative, personable, service-oriented, and has the potential to be a leader. For most, the requirements set forth by our HR professionals may seem like too much to ask for. However, at Kroger, we invest in our associates and want them to grow beyond their starting positions. In order for them to grow and have upward mobility, they need to be strategically overqualified. Employees with unused skills may be strategically placed in other areas of the company when needed. Sometimes organizations are unaware of their untapped human resources, but when they are aware, it gives the company an opportunity to foster a competitive advantage when they use the resource strategically.  After hiring the desired candidate, Kroger’s management team or HR professionals should design a career development plan in conjunction with the employee. The career development plan, which includes the name of the employee and the date completed, will help the employee reach their long-term career objectives. At the same time, a career development plan will allow the employee to learn new skills and assume greater responsibilities. During the development of an employee's long-term goal, short-term goals will be identified, which will help to attain the long-term goal. The employee and the HR professional or manager identify action steps to help the employee reach short-term goals. The action steps include training, projects, education, seminars, etc. The actions should be prioritized as vital, important, or optional. To increase the likelihood of reaching those goals, a target date should be set for each (Career Development Plan, 2022). Table 4-1 represents the components of a career development plan. 

Table 4-1 Action Steps (classes, seminars, projects, self-development, activities, etc.)

Priority	Description	Target Date
Source: (Career Development Plan, 2022)

  A career development plan should help ensure that the selected candidate will become strategically overqualified and, more importantly, keep the employee from being bored, keep them engaged and committed to the organization, and ultimately, help contribute to the organizational performance of Kroger.  

Skills and Abilities for Strategically Over-Qualified Candidates

When recruiting, a company looks for the best candidate to fill the open position. However, the case may be a bit different for an overqualified candidate. The hiring team often tends to shy away from overqualified candidates, but too much education or experience should not be a reason to disqualify a candidate. Instead, a company should hire overqualified candidates to enhance its productivity. Overqualified candidates should be approached with a certain procedure. Thus, a company must adhere to the following procedure when looking for strategically overqualified candidates (Tolan et al., 2019). A company should examine its biases. The hiring team should start by evaluating its own feelings regarding why the candidate is overqualified and what threat they pose to the company. Then engage the candidate to address the concerns. The hiring team should understand what it means to be "overqualified.”  Hiring teams may miss great talent presented in different ways. As well as considering the organization's culture, hiring managers should also take into consideration how the overqualified candidate will fit into the environment.A company should leverage the strengths of overqualified candidates and ensure that they are engaged to avoid losing them. An organization should have a unique progression plan for overqualified candidates. Additionally, when hiring overqualified candidates,

consider their skill set and humility. Be mindful of positive character traits and avoid the "know-it-all" type. Moreover, a company ought to consider its future needs. The building blocks of successful abilities and skills will allow the organization to succeed when hiring new employees (Tolan et al., 2019). The candidates' skills allow them to perform well on the job and essentially bring value to the organization (Tolan et al., 2019). Skills and abilities are tasks that a candidate naturally does well, and talents and strengths are qualities that the candidate is able to bring to the table (Tolan et al., 2019). These include natural capabilities a candidate has always had, in addition to specific knowledge and skills he or she has acquired through experience and training (Tolan et al., 2019). Candidates who possess the required skill sets can become an asset to the organization (Tolan et al., 2019).Kroger's hiring manager will seek candidates with skills and abilities that will allow the organization's future growth. This method is integral to Kroger's recruitment strategy (Gallo, 2016). An experienced and over-qualified candidate for the Baking Team Member(s) would immensely benefit Kroger's Baking Team (Gallo, 2016). Overqualified candidates are easy to train, provide energy to the workplace, and are a cinch to manage because they are confident. They also have leadership potential and can guide their colleagues where necessary. Additionally, overqualified candidates add value even during their last hours on the job. The following skills are essential for the candidate: baking, reading, basic math skills, integrity, ethical and moral character, effective communication, and attention to detail. The potential candidate with all the skills described below would be considered "strategically qualified" for Kroger's Baking Team Position (Gallo, 2016). Time management, Eye-hand coordination, Patience under pressure, Critical thinking, ServSafe certification, A degree from an accredited Culinary Institute in Baking, Decorating skills, Creativity, Prioritization skills, Leadership skills, Ability to work with diverse people, and at least 5-7 years of previous work experience is required. A “strategically overqualified “candidate could have additional skills such as technological skills, sales and marketing skills, supply chain management, and total quality management skills. A technologically competent employee is able to suggest the integration of better machines and equipment in the baking process to increase productivity and reduce costs (Ali, Li, Yang, Hussain, & Latif, 2020). Also, marketing skills are crucial in retaining and attracting potential clients to increase sales and market share. An employee with good marketing skills is able to establish healthy interactions with customers enhancing customer experience and satisfaction (Ali, Li, Yang, Hussain, & Latif, 2020). Also, a baker could have supply chain management skills and TQM skills which are crucial in integrating the concept of agile production to enhance the quality of the products produced with the aim of meeting the needs of the target market and establish a competitive edge (Basheer, Siam, Awn, & Hussan, 2019).  Thus, “overqualified “candidates should not be disqualified as they could offer crucial input in the organization to enhance customer satisfaction, sales, competitive edge, and market share.Essentially, Kroger understands that hiring overqualified candidates is essential. They recognized that the organization is only as good as its employees. Kroger knows that hiring the wrong person can cost the organization more than just money. They also recognize the importance of working together to achieve common goals and objectives. A great team player can make a significant contribution to Kroger's culture. On the other hand, bringing in the wrong person will disrupt Kroger's problem-solving process. Additionally, replacing a bad hire shortly after they begin working with the organization can cause existing team members to feel unsettled, leading to lower productivity levels. Kroger prides itself on providing its employees with a positive working environment. In essence, Kroger hiring managers are strategic in hiring overqualified candidates.

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