...INSTRUCTOR’S MANUAL Four Recruitment and Retention Case Scenarios By Marcia R. Gibson, Ed.D. Project team Author: SHRM Project contributors: External contributor: Editor: Design: Marcia R. Gibson, Ed.D. Nancy A. Woolever, SPHR Sharon H. Leonard Courtney J. Cornelius, copy editor Kellyn Lombardi, graphic designer © 2008 Society for Human Resource Management. Marcia R. Gibson, Ed.D. Note to Hr faculty and instructors: SHRM cases and modules are intended for use in HR classrooms at universities. Teaching notes are included with each. While our current intent is to make the materials available without charge, we reserve the right to impose charges should we deem it necessary to support the program. However, currently, these resources are available free of charge to all. Please duplicate only the number of copies needed, one for each student in the class. For more information, please contact: SHRM Academic Initiatives 1800 Duke Street, Alexandria, VA 22314, USA Phone: (800) 283-7476 Fax: (703) 535-6432 Web: www.shrm.org/hreducation 08-0873-IM Introduction These recruitment and retention case scenarios are designed to be presented sequentially, since each scenario builds upon the previous one. They are intended for undergraduate college students. LearNING oBjectIVeS Students will learn to: Determine recruitment needs. Identify recruitment policies and guidelines. Determine a recruitment strategy. Develop a communication plan to implement the recruitment strategy. ...
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...MBA 600 Human Capital Management in Organization CASE STUDY 2 SINK OR SWIM 1. What are the key differences regarding the first day of work for these two employees? The most important key differences regarding the first day of work for Jill and Ben is the Induction and orientation. This basically happened with Jill in very professional manner with manager meeting her and making her more comfortable with the work environment (office, colleagues …). She was then provided with her proper schedule for next course of actions followed by series of online orientation courses and making her known about company’s culture mission and consulting methodologies. But In case of Ben his manager didn’t came to meet him even on his very first day, he was not introduced to his colleagues and not even shown new office , the office was lacking supplies and computer . He was given large paperwork on his first day. His manager also gave him four large binders for project works. Ben’s manager also gave a list of 20 online orientation courses and asks to complete them within deadline. 2. Are these differences really important elements for recruitment and retention of employees? Explain. Definitely, these differences are important factors recruitment and retention of the employees, because all employees should have inducted and oriented at the beginning which will make theme comfortable with the work environment, colleagues and the culture and mission of the company. All...
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...Title HR Assignment Introduction The projected academic assignment is focusing on the Human Resource core aspects in the relation with the Tesco Express Outlet The projected tasks of the assignment are based on the four of the scenarios. The first scenario discusses on the profile of a graduate person from the Sunderland University who recently got job in the Tesco Express Outlet after completing his education. In such a way the candidate got an opportunity to make use of its marketing theory applications. In the second scenario it is presented that there is 1a new store & a new staff team for the candidate who is aware of the need for internal & external marketing. In the third scenario it has been presented that the 1store is located in a small town of 6500 peoples in the North East of England where there are only small individual shops with the limited range of products. Local peoples are not happy 1as the nearest supermarket is about 10 miles away. The projected shop 1has previously been a family run grocery store. Tesco hopes 1to move to a larger site for the potential business. In the fourth scenario it has been presented that the main competition in the market is of the 2 co-operative stores. One 1is at the top of the town of the main street which is the larger & the other is at the bottom of the town near harbour which is smaller. Regional Manager has expressed his views 2that Tesco’s long term hopes for a much larger store will be greatly improved if there...
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...systems and procedures contribute to achieving the corporate strategic goals. • There is no guarantee that today’s organisations will exist in the indefinite future, either at all or in their present form. So this elective seeks to address the competencies that resourcing professionals are likely to need ‘everywhere and tomorrow’, rather than just ‘here and now’. • Administering employment systems in line with the law and recognised standards of fairness and good practice is important, but it doesn’t make the difference between success and failure in the market place. People resourcing professionals add real value through their contribution to the recruitment, selection, deployment, development and retention of people who themselves add value to the organisation, individually and collectively. • Many employers still use recruitment and selection processes for which there is little or no supporting evidence. The talents and potential of people are often dissipated or neglected, poor performers are still ignored, sidelined, promoted or dismissed without any serious attempt to resolve the problem, and performance review systems...
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...AXACT | Human Resource Management – TERM REPORT | GROUP MEMBERS:SHAHROZE NASIR SEHRISH MUSTAFAMUHAMMAD BHOJANI GHAYAS ANSARISAIF ULLAH KHALID AREEBA SIDDIQUI | 12/15/2014 12/15/2014 Table of Contents INTRODUCTION TO THE COMPANY 1 MISSION statement of Axact 1 INTRODUCTION OF THE IT INDUSTRY IN PAKISTAN 1 DESCRIPTION OF THE TOPIC 3 ANALYSIS: 3 RECRUITMENT PROCESS AND CRITERIA: 4 TRAINING AND DEVELOPMENT: 4 Direct Domain Strategy: 4 Indirect Domain Strategy: 5 RECOGNITION & MOTIVATION: 6 MONITORING EMPLOYEES: 7 RECRUITMENT PROCESS AND CRITERIA: 8 TRAINING AND DEVELOPMENT: 8 RECOGNITION & MOTIVATION: 9 MONITORING EMPLOYEES: 10 Bibliography 11 INTRODUCTION TO THE COMPANY Axact is currently the world’s leading IT company. It laid its foundation during the dot-com boom in 1997 and started from a single room office and experienced a drastic growth. Axact enabled a revolution in software products in Pakistan and today it has a global presence across 6 continents, 120 countries and 1,300 cities with more than 25,000 Employees and Associates working for Axact all around the globe. In Pakistan, Axact is ranked as the “top choice employer” and also has more than 2 billion users worldwide and a strong customer base of 40 million across the world. Mr. Shoaib Ahmed Shaikh is the Chairman and CEO and provides vision and direction to...
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...illness that an employee, customer, or person within the organization at the time of the event may have suffered. Failure to meet legal requirements place organizations at greater risks for ruined reputations, loss in financial resources, high turnovers, low productivity, and so forth. Some of the information was reinforced such as Equity with EEO and Affirmative Action as well as OSHA and Sexual Harassment. Other areas such as the extent to which a company can be held liable for failure to meet legal requirements in the various areas is new information. In Sexual Harassment a special note was made to the liability a company may face for failure to identify, respond, or cease sexual harassment cases before they become too severe to correct. Ignoring the cases does not give the organization the benefit of a doubt but makes them completely liable for failing to provide a safe work environment for members of the organization including the victim. Content Key Areas Methods vary based on each one’s ability to assist in training. With this in mind, trainers must be able to weigh each method and determine the one most appropriate. Furthermore, methods can be divided as either...
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...Three Approaches to an Accurate Job Analysis So many issues can arise when dealing with a rapid growing company. In this scenario, one must determine the reason why it is hard to fill a particular position. This could be difficult during a time of growth or expansion. It is important for Human Resource management to analyze the situation and determine the reason why there is such difficulty with filling the Customer Service Rep position. They must determine the duties and qualifications for the job and determine the best way to recruit the most qualified candidate (shrm.com). They must also create a job description that is compelling and that accurately outlines the job duties and expectations for the position. These things can be determined in many ways, but it is important that they analyze the job to the best of their ability in order to have a better idea of why the job isn't easily filled and what type of individual would be most suitable for the position. The text book provided for this course provides several approaches to conducting a proper job analysis. I believe that the Position Analysis Questionnaire would be the most efficient in this particular scenario. This approach highlights many aspects of the job and allows the analyst to gain a very detailed view into everything that the job entails. Someone in the position currently or the person hiring for the position is usually the one that completes the survey. The biggest advantage of this approach is the fact...
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...Assignment – Manage workforce planning Assessment due date: Click here to enter a date. Instructions You can use Fynntown scenario, or develop a workforce plan of approximately 4 x A4 pages based on your own organisation. Alternatively, you can use the template provided or develop your own Workforce Plan. Fynntown Scenario: You are an ambitious Customer Service Team Leader at Fynntown City Council Customer Service Centre (FCC CSC). FCC CSC does not currently have a good reputation for customer service with either the business or general community. You have a lot of ideas on how to improve this situation, but as a Team Leader, you do not have the authority to implement any of these ideas. Also, you have recently undertaken a risk assessment that identified workforce planning, in particular a skills gap within the CSC, as a significant risk to the organisation. There is a genuine risk that FCC will lose its State and Federal Government funding, which accounts for 40% of all Council funds, if customer service isn’t dramatically improved within 18 months. Consequently, the Council members are desperate to see improvements, without cutting into current spending or increasing rates. Fynntown documents available for research. • Fynntown Council’s Draft Community Strategic Plan 2012 – 2013 (to be found in Additional Resources) • Fynntown Council’s 2012-2013 Operational Plan (to be found in Additional Resources) • Fynntown Customer Service Centre...
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...Sink or Swim – A Case for Employee Orientation Scenario Jill and Ben have accepted positions as business consultants with two different Fortune 500 organizations. Both have MBAs and at least five years of experience as business consultants. On Jill’s first day, her manager greets her in the company lobby with a warm smile and firm handshake. He escorts her to her new office. Jill is pleased to see that the office is clean, has a working computer, and is stocked with supplies. After putting her things away, her manager gives her a tour of the building and takes her to get her employee badge. When they return, he briefly introduces her to her colleagues, most of whom are already familiar with her because of an introductory e-mail sent out the week before. Next, they go to his office, where he provides her with her schedule for the next three weeks. It includes a number of “getting to know you” meetings with her new colleagues and clients, and outlines a series of online orientation courses and in-person workshops where she’ll learn about the company’s values, mission and consulting methodologies. The team then takes Jill to lunch, where she is introduced to her mentor. She spends the remainder of the day settling into her office and beginning the schedule prepared by her manager. On Ben’s first day, he is greeted by the department’s administrative assistant, who profusely apologizes that Ben’s manager will be unable to meet with him until 11:00 a.m. She is in a meeting...
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...HUMAN RESOURCE MANAGEMENT MGT 201 – ANALYTICAL ESSAY 28/07/2013 TOPIC: Analysing Staff Turnover, its Cost and Effects on the Business and Developing Strategies to Improve Staff Retention: Student Name: Fabio De Souza Lima Student Number: 0053455T Lecturer: Nathalie Hudson Sunday, 28 July 2013, 11:55pm In comparison with other types of industry, excess of labour turnover has become a chronic problem for Tourism related enterprises, especially in the Hospitality sector. It has the potential to cause (directly or indirectly) serious issues and generate a multitude of costs to a business. For example, the whole process of recruitment and training can be very expensive and, even costlier can be the potential decline in the levels of service quality and productivity, which can culminate in customer dissatisfaction and consequential weakening of the business. This paper seeks to analyse such scenario by investigating staff turnover cases occurred throughout a variety of corporations in the hospitality industry. It discusses how such situation will affect businesses and, at the same time, suggests how Human Resource Departments should approach the issue, in order to help companies retain its most valuable asset, the employees. The difference between staff turnover rates amongst managerial positions and other more peripheral positions became evident after research and so did the notion that staff turnover rates will vary depending on the size of corporations. But, above...
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...AN ANALYSIS OF THE RECRUITMENT METHODOLOGY OF SALES OFFICERS IN A PRIVATE BANK (A CASE STUDY OF A PVT LTD YESBANK) BY KINSHUK DE CONTENTS Chapter 1. INTRODUCTION 1.1 AIM 1.2 BACKGROUND 1.3 INDIA’S BANKING SCENE 1.6 EMERGENCE OF PRIVATE SECTOR BANKS 1.7 NATURE OF PROBLEM 1.8 JUSTIFICATION 1.9 ATTRITION 2. RESEARCH METHODOLOGY 2.1 AIM 2.2 OBJECTIVE OF STUDY 2.2 RESEARCH TECHNIQUES 2.5 RECRUITMENT METHODOLOGIES 2.6 INTERNAL RECRUITMENT 2.7 EXTERNAL RECRUITMENT 3. CASE STUDY AT YESBANK 3.1 INTRODUCTION AND GROWTH IN BANKING SECTOR 3.2 YES BANK: AN OVERVIEW 3.3 YES BANK GROWTH 3.5 STRUCTURE OF YES BANK 3.6 HUMAN RESOURCES DEPARTMENT AT YES BANK 3.7 NATURE OF RECRUITMENT PROBLEM FACED AT YES BANK 3.8 RECRUITMENT PROCESS IN YES BANK 3.12 JOB DESCRIPTION 3.13 ANALYSIS OF METHODOLOGIES FOR RECRUITMENT OF SALES OFFICERS 3.14 JOB CONSULTANTS 3.19 ONLINE APPLICATIONS 3.22 REFERRALS 3.25 CAMPUS PLACEMENTS 3.27 DIRECT ADVERTISEMENT 3.28 INTERNAL RECRUITMENT 3.29 CURRENT SCENARIO AND TREND AT DELHI/ NCR REGION 3.30 ANALYSIS FROM INTERVIEWS 3.31 SURVEY OF EMPLOYEES 3.32 EFFECTIVENESS ...
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...HRM in India Summary ------------------------------------------------- India is being widely recognised as one of the most exciting emerging economics in the world. Besides becoming a global hub of outsourcing, Indian firms are spreading their wings globally through mergers and acquisitions. During the first four months of 1997, Indian companies have bought 34 foreign companies for about U.S. $11 billion dollars. This impressive development has been due to a growth in inputs (capital and labour) as well as factor productivity. By the year 2020, India is expected to add about 250 million to its labour pool at the rate of about 18 million a year, which is more than the entire labour force of Germany. This so called ‘demographic dividend’ has drawn a new interest in the Human Resource concepts and practices in India. This paper traces notable evidence of economic organisations and managerial ideas from ancient Indian sources with enduring traditions and considers them in the context of contemporary challenges. Intriduction Over many centuries India has absorbed managerial ideas and practices from around the world. Early records of trade, from 4500 B.C. to 300 B.C., not only indicate international economic and political links, but also the ideas of social and public administration. The world’s first management book, titled ‘Arlhãshastra’, written three millennium before Christ, codified many aspects of human resource practices in Ancient India. This treatise presented notions...
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...Introduction Albatross Anchors is a small family-owned business that started in 1976.Beginning with only four family members, Albatross Anchors has grown tremendously over the years and now employs 130 people. The owners have added on various processes as needs arose, but the plant and buildings are antiquated, dirty, technology deprived, and no longer meet U.S. safety and environmental standards. In order to be able to compete in an ever-expanding market, Albatross Anchors needs to make some upgrades so they can be compliant with the standards. Question 1 Carefully review the assignment scenario/case study. From the limited information in the scenario/case study, identify at least three direct and specific long-term and three direct and specific short term operations changes that Albatross Anchor must make to gain a clear and sustainable competitive advantage (provide detailed information to validate and support each recommended change). Long-Term Operational Changes (01) Albatross Anchors first and foremost needs to update their technology in order to increase efficiency and effectiveness throughout the whole plants is the essential link between all supply chain processes and member (Russell, 2014).While a new technology system will be an expensive addition, in the long run it will save the company money. E-business is now replacing physical processes in the business environment by using data interchange, email, EFT, electronic publishing, image processing, shared...
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...leveraging individual's abilities and commitment which is critical to accomplishing sustainable competitive advantage. This is achieved through a distinctive set of integrated employment policies, programmes and practices embedded in an organisational and societal context. Activities which are performed by HRM are mainly strategic planning, staffing, recruitment and selection, performance management, training, compensation, labour relations, workforce planning and talent management (Bratton & Gold 2012). Human resource management (HRM) is decisions made about the relationship between people and the organisation. These decisions are influenced by internal and external factors. Internal factors can be classified by organisation, job and individual which relates to the analysis of strengths and weaknesses in an organisation. External factors consist of political, economic, social and technological reflects on how the organisation evaluates its opportunities and threats. The aim of this report is to evaluate the importance of human resource management in terms of workforce planning, strategic planning, managing talent and recruitment and selection. Strategic Planning The activities mentioned above support the managing of organisation. An area of expertise is strategic human resource management (SHRM) which relates HR strategies with business strategies and evaluate the outcome of organisational performance. Strategic planning is defined as long-term planning to represent...
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...and development, and succession planning. Talent Management is defined differently by a number of individuals, some regard talent management as the proven practice of using interconnected human resource processes to provide a simple fundamental benefit for any organization[Taleo n.d.], simplistically it is ensuring that capability matches organisational commitments. It should be noted that talent management should be an integrated process. This integration would ensure that an organization has a continuous supply of highly productive individuals doing the right job, at the right time and towards a common purpose. The goal of the talent management process is to increase the overall workforce productivity through improved attraction, retention, and utilization of talent. The talent management strategy is superior not just because it focuses on productivity, but also because it is forward looking and proactive, which means that the organization is continuously seeking out talent and opportunities to better utilize that talent [Rice, A (2010)] to meet growing consumer demands. Many organisations place talent management as one of their key priorities primarily because they recognise that an effective talent management and developmental strategy can aid significantly in gaining a considerable competitive advantage. City lodge’s talent management strategy...
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