A Case Analysis of Carl Robins
By: Paul Van Berkum
Comm/215
April 6, 2015
Instructor: Gary Tandy

A Case Analysis of Carl Robins
Introduction:
Utilizing a case analysis of Carl Robins, the new campus recruiter for ABC, Inc., we are going to examine the processes in which new recruits will be selected, hired, and processed for orientation in a timely manner. From this analysis, we will develop new processes as we identify key issues, evaluate alternative solutions, and present possible solution to the issue.
Background:
Carl is charged with hiring and assuring that all recruits complete all necessary requirements and are ready to begin orientation on June 15th. This being Carl's first recruitment effort and having been at his new position for only six months, he will need to be well organized and efficient at scheduling conflicts in order to accomplish his goals. Carl will be coordinating the needs of the new recruits as well as the needs of the company with Monica Carrolls, the Operations Supervisor.
Key Problems: Carl is off to a great start as he has already hired 15 new trainees, but already, there are several problems. Carl has hired more people than he is prepared to accommodate. Because there wasn't a specified number of new recruits required, he discovers that he doesn't have enough materials to complete the orientation as scheduled and he hasn't acquired a facility large enough to accommodate the large number of new recruits. Additionally, he discovers that there are several incomplete applications, some of the applications are missing transcripts, and all of the new recruits need to complete a drug screen. It appears that the root of problems are a lack of communication and planning between Carl and Monica. Had Carl and Monica communicated earlier the needs of the Operations Supervisor, Carl could have planned more effectively and met the requirements for the new recruits to complete orientation on time. What Carl needs now is time.
Alternatives:
Of the issues presented to Carl, the biggest problem is that he hasn't acquired a facility to complete orientation by the June 15th deadline and the training room won't be available until the following month. Carl can either find another facility to accommodate the new recruits or he can try to postpone the orientation. If he can postpone the orientation until the beginning of July, he can then reserve the training room. This will also allow him more time to have the recruits complete the applications and submit their missing transcripts, schedule of the new recruits to complete their drug screens, and allow Carl time to print off new orientation manuals and policy booklets. However, this may not go over too well with Monica, the Operations Supervisor. Another alternative to Carl's dilemma is to find another facility that can accommodate all of the new recruits, schedule the recruits to return before the orientation is to begin to complete their applications and submit their transcripts, and complete a drug screen in time for orientation. This solution is less viable because it would require Carl to be able to pull off a massive scheduling task as it is likely that the recruits will already have other things scheduled on their calendars and the clinic may not be able to accommodate the recruits on their schedule. Additionally, there is no indication that Carl will be able to have the new orientation manuals and policy booklets printed in time. Carl will have to really scramble to make this happen and risk losing several or many of his new recruits to other possibilities i.e. other job offers. It would appear the most practical solution would be that orientation be rescheduled to allow Carl to reserve the training room and more time to complete the necessary tasks required. Carl can then have time to have the recruits complete their applications and submit their transcripts. Carl can then schedule them to complete their drug screens and have new orientation manuals and policy booklets printed out.
Recommendations:
The first recommendation is that Carl and Monica communicate more effectively and in a more timely manner. Monica needs to communicate her needs pertaining to the number of recruits she needs and when she requires them to begin orientation and complete the training schedule. Carl needs to communicate the number of recruits he can manage at one time and how much time he will require to complete the recruitment and application process, schedule the new recruits for drug screens, prepare all required materials and begin orientation. This includes the number of recruits the training room can accommodate, and the number of orientation manuals and policy booklets that will be required. The second recommendation is that Carl be better prepared to process new recruits by planning more effectively. Carl should always have the applicants submit only completed applications with their transcripts prior to being offered a position. Carl must also plan the recruits to complete their drug screens and coordinate any scheduling conflicts with the clinic prior to beginning orientation. Carl must always schedule the training room in a timely manner in order to have it reserved in time for the next orientation. Additionally, he should have plenty of orientation manuals and policy booklets on hand at all times. The number of manuals and booklets should be more than the number of spaces the training room can accommodate allowing him to have plenty of manuals and policy booklets on hand at all times with a few extras in case of emergencies.
Conclusion:
Many of the issues faced by Carl were due to not communicating effectively and failing to plan appropriately. By failing to communicate the needs of the Operations Supervisor and planning the needs of the Human Resources Department, Carl found himself without the resources to accommodate the new recruits Monica required. Carl and Monica should have communicated in a more timely manner while Carl could have better planned the recruitment, hiring and orientation process by being prepared. Carl's first task should have been to reserve the training room in order to conduct the orientation. Carl new the number of recruits he had hired and should have immediately prepared to have enough orientation manuals and policy booklets on hand. By communicating and planning more effectively, Carl and Monica can prevent future delays in the recruitment and hiring processes, and even allow tolerances for situations that may not be prevented. Additionally, they'll be better prepared to handle and resolve any unforeseen issues without creating any further delays in the recruitment, hiring, and training of new recruits.