curves due to minor mistakes made by employees. It so happens that Carl Robins, the new campus recruiter, has made many mistakes during his hiring process, causing a few snags that he will have to untangle. In order for any business to move forward, employee growth is essential. The hiring process must be done in a timely and efficient manner. Due to the new, inexperienced campus recruiter, the company’s potential employee growth is temporarily halted. Communication and accountability are vital between
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did not take place. In this situation, a new campus recruiter was expecting to bring on 15 new hires to complete for orientation to work in the Operations department. When the operations supervisor contacted the new recruiter and checked on the status of the recruiting process, they were assured that all requirements would be in place. The recruiter went to finalize the necessary paper work that would typically be in place for new hire orientation, only to discover that there was not a defined
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now put him in danger of possibly not being able to put the new hires to work on time, which leaves the company is the same predicament of not having enough employees on the clock. Eager to prove that he was the man for the job as a Campus Recruiter, he hired 15 new hires and may have been able to get away with a fewer number of new recruits. He should have started by making sure that the current budget supported the salary for 15 new hires. Next, he should have looked at the company’s training
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Johnson COMM215 August 11, 2014 Mark Polanzak Case Study Analysis Paper Timeline Scheduling: A New Recruiter’s Placement of New Recruits As a well established textile company, ABC, Inc. has a long standing tradition in assigning job placement staff to surrounding colleges at the end of each semester. It is a means of recruiting the best candidates for employment upon graduation. Also new to our staff, Carl Robins, a Recruiter of six months in the Personnel department, has demonstrated a great
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| |The Strategic Context of Training |covered. Additionally, the chapter points out the | | |The Five-Step Training and Development Process |importance of new employee orientation and lists some of| | |Training, Learning and Motivation |the important things
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Crіtіcаl Еvаluаtion Of Rеѕеаrch Mеthοdѕ Аррlіеd Tο А Hοѕріtаlіty Cοntеxt Dеductіvе vs. Іnductіvе Based on dеductіvе vs. inductіvе techniques whenever researchers conduct research in hospitality and tourism research proejcts they dіѕtіnguіѕh bеtwееn twο bаѕіc kіndѕ οf аrgumеnt: іnductіvе аnd dеductіvе. Іnductіοn іѕ uѕuаlly dеѕcrіbеd аѕ mοvіng frοm thе ѕреcіfіc tο thе gеnеrаl, whіlе dеductіοn bеgіnѕ wіth thе gеnеrаl аnd еndѕ wіth thе ѕреcіfіc; аrgumеntѕ bаѕеd οn еxреrіеncе οr οbѕеrvаtіοn аrе bеѕt
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Autocratic Model: The basis of this model is power with a managerial orientation of authority. The employees in turn are oriented towards obedience and dependence on the boss. The employee need that is met is subsistence. The performance result is minimal. Custodial Model: The basis of this model is economic resource with a managerial orientation of money. The employees in turn are oriented towards security and benefits and dependence on the organization. The employee need that is met is security. The performance result
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Inc. in spite of only working there for just 6 months, Carl should have scheduled his trainees for their physicals and should have reserved a conference room for their orientation that’s scheduled for the middle of June. On May 15th, Monica (Operation Supervisor) tasked Carl with his duties to set up the new employee orientation and get the employees drug tested and have their physical completed by June 15th. Carl made the mistake by waiting until after Memorial day to start planning. In this
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Management at Stamford Hospital Name: Institution: Course: Tutor: Outline I. Introduction II. Employees’ career development opportunities A. New Employee Orientation B. New Manager Orientation C. The Leadership Academy D. Online Training E. Staff Development training III. Managing staff turnover IV. Outpatient vs. inpatient services V. Weaknesses of management VI. Recommendations VII. Conclusion VIII. Reference list Management
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fifteen new hires that would work for Monica Carrolls, the Operations Supervisor. He found himself in tough spot and it all started out by poor timing Carl hired fifteen new hires, and he assured Monica the Operations Supervisor that all details would get taken care of and for her not to worry. When hiring the new employees, Carl had to make sure that all paper work was in order and that all files were up to date. He had a lot of work to do and quite some time to do it in. All fifteen new hires were
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