Evaluating Staffing Process Results
The Keepon Trucking Company (KTC) is a manufacturer of custom-built trucks. It does not
manufacture any particular truck lines, styles, or models. Rather, it builds trucks to customers’
specifications; these trucks are used for specialty purposes such as snow removal, log hauling,
and military cargo hauling. One year ago, KTC received a new, large order that would take three
years to complete and required the external hiring of 100 new assemblers. To staff this particular
job, the HR department manager of nonexempt employment hurriedly developed and
implemented a special staffing process for filling these new vacancies. Applicants were recruited
from three sources: newspaper ads, employee referrals, and a local employment agency. All
applicants generated by these methods were subjected to a common selection and decisionmaking process. All offer receivers were given the same terms and conditions in their job offer
letters and were told there was no room for any negotiation. All vacancies were eventually filled.
After the first year of the contract, the manager of nonexempt employment, Dexter
Williams, decided to pull together some data to determine how well the staffing process for the
assembler jobs had worked. Since he had not originally planned on doing any evaluation, Dexter
was able to retrieve only the following data to help him with his evaluation: 1. Determine the yield ratios (offer receivers / applicants, new hires / applicants), time lapse or
cycle times (days to offer, days to start), and retention rates associated with each recruitment
source.
2. What is the relative effectiveness of the three sources in terms of yield ratios, cycle times, and
retention rates?
3. What are some possible reasons for the fact that the three sources differ in their relative
effectiveness?
4. What would you recommend Dexter do differently in the future to improve his evaluation of
the staffing process?
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