Case Study on Recruitment

Added on - Sep 2019

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Assignment QuestionsCase StudyABC Ltd is an independent software house employing 250staff. Its business involves the production and ongoingmaintenance of specialised software which is used by cardealerships for stock control and accounting purposes. Newversions of its core products are developed every 18 to 24months. The business is fiercely competitive, ABC beingrelatively small players in a large international market. Theysurvive by maintaining their 800-strong customer base,serving these businesses well and involving them in ongoingdevelopmental and maintenance issues through a 'usergroup' which meets each month.ABC employs a twelve-strong sales team who are seen bysenior managers as being central to the organisation'ssuccess and future survival. Their role is to maintain goodrelationships with established customers, to seek out newbusiness wherever possible, to ensure that clients are happyto invest in new versions of software packages as they comeon stream and to liaise with the 'user group'. The latterinvolves running formal meetings which are always followedby social events at which ABC managers entertain theirclients late into the night in pubs, clubs and restaurants.Steve Brown has been the Sales Director at ABC for as longas anyone can remember. He is widely considered to havemanaged the sales team very effectively, while alsomaintaining excellent relations with major clients. Despiteattempts to persuade him otherwise he has now decided totake early retirement. He and his wife plan to use thesubstantial commission he has earned over the years totravel the world in some style. A replacement thus needs tobe found.It is decided that an exclusively internal recruitmentexercise will take place, that Steve's job will not beadvertised outside ABC, and that a relatively informalselection procedure will be used to install a replacementquickly. No formal advertisement is drawn up. Instead ameeting of the twelve sales staff is called at which SteveBrown’s retirement is announced by the Chief Executive,Paul MacBarrel. At the same time he states that while Steveis working his notice a replacement will be appointed towork alongside him for a few weeks before he leaves. “If anyof you are interested in being considered for the position”he says “drop me an email”. Later that day he receives four
emails from long-standing members of the sales teamputting themselves forward. The next day Paul meets withhis Finance Director, his Company Secretary and Steve tomake a decision about who should be promoted to the vitalrole of Sales Director.The first candidate they consider is Joan Keenan. Joan is avery good recent recruit and one of only two womencurrently employed as sales people at ABC. The seniormanagers quickly decide to reject her application. She is agood deal younger thanmost of the team she would be managing and they doubtthat a predominantly older male team would take at allkindly to being managed by a young woman. They are alsoconcerned about the impact Joan's appointment would haveon the mainly older, male customers who make up the usergroup and who are used to being entertained by others of asimilar ilk after the 'user group' meetings.The second candidate is Aldo Viscida. He is in his earlyforties and is a brilliant salesman. He has been employed atABC for some years, having emigrated from Milan in the1980s. He regularly tops the monthly table for salescommission, having won many bonuses and prizes over theyears. He is respected by the other employees on his team.However, his written English is poor and the Sales Director'srole involves writing regular reports as well as much morewritten communication with clients than is required of thesales team. Aldo's application is thus also rejected.The third candidate is David Constant. He is the longest-serving member of the sales team after Steve, and isgenerally considered to be his deputy in all but name. He iswell-liked among the user group members and would do acompetent job in the Sales Director's role. On the downside,from the panel's point of view, is the fact that David is now61 and so can be expected to retire soon. He has alsorecently told them in confidence that his wife has beendiagnosed with multiple-sclerosis and they fear that he willhave to devote himself to her care sooner than he thinks.This would inevitably mean that he has less energy to putinto the more senior role.It is thus decided that the fourth candidate, Mike Replica,will be appointed to succeed Steve. Mike is 40 years old,very professional and has long been considered a possiblefuture senior manager. He has plenty of interesting ideasabout how to develop both the role and the team. The fact
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