Finesse Consulting Business Capstone Project

FINESSE CONSULTING BUSINESS CAPSTONE PROJECT
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Executive Summary
The purpose of this report is to bring into perspective issues, the causes of the issues
affecting Finesse Consulting. It also brings into perspective a recommendation on alternatives to
be adopted in order to overcome the issues brought into perspective. The report also provides a
decision criterion that is to be adopted when making consideration on whether to adopt or reject
a given alternative. Recommended solutions are also brought into perspective based on the
combination of best alternatives which are derived from the decision criteria. Implementation
and analysis of recommendations are also tackled in the report. In developing this report,
information was acquired by watching the Finesse Consulting Background information video
and the Finesse Consulting Business Case. More information was also obtained from various
sources that contain information regarding the operation and factors affecting recruitment
consulting companies and firms. There are three issues that are brought into perspective and
discussed extensively in this report. These issues include issues relating to payment of dues,
issues relating to following up activities, and poor terms of business. The causes of these issues
have been identified to be the mutual connection between businesses and the aspect of not
obtaining signatures from candidates as prove of representation. The report brings into a
perspective alternative that can be used to solve this issues. These alternatives include the
signing of consent forms by candidates as prove of representation, the development and adoption
of a sound follow up strategy and key consideration on the reverse engineering process. The
recommendations bring into perspective the benefits that Finesse Consulting will derive from the
adoption of either alternative.
Issues
The first issue that Finesse Consulting is having is related to payment of dues. The
indicator of this issue is related to the fact that after linking up a candidate with a client and
advocating for direct contact between the client and the candidate, the invoice for this process is
still outstanding. In this Finesse consulting has issues with payment due to the fact that the client
company does not acknowledge its role in seeking placement for the candidate1.
1. Mahoney, Joe. 2010. Management Consultancy. OUP Oxford.

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The second issue that finesse Consulting is facing is related to follow up activities2 in
regard to client responses. The company has not put in place mechanisms to guide the follow-up
candidate placement with Client Company. It is due to this reason that the firm decides to opt for
direct contact with the placement company when no response is received in regard to an
application for placement of a candidate in a client company. In advocating for the direct contact,
Finesse Consulting takes into consideration the aspect of the candidate being known to the client
not taking into consideration the implications of this relationship on the firm’s activities and
remuneration which essentially brings into a perspective negation of representation3.
The third issue that Finesse consulting is facing is in relation to poor terms of business4.
This issue is brought into perspective by the fact that Finesse consulting had good terms of
service with one business that is Path whereas they also had poor working terms of service with
another that is Brisbane Business. This is contrary to the information provided from the
background information whereas the chief executive officer of Finesse consultancy is depicted as
an individual that believes in developing sound terms of business between employees,
candidates, and clients.
Causes
The cause for the first issue is that Finesse Consulting did not have a solid way of
convincing the client company of their role in enabling the candidate to secure a position in the
company. The consulting firm that is Finesse Consulting facilitated most of the processes that are
the interview processes, the assessments, and obtained references for the candidate. Regardless
of the role, they played they did not have sufficient evidence to prove their role in enabling the
2. Brown, Jane Newell , and Ann Swain. 2012. The Professional Recruiter's Handbook:
Delivering Excellence in Recruitment Practice. Kogan Page Publishers.
3. Watson, Anne . 2010. The Definitive Job Book: Rules from the Recruitment Insiders.
John Wiley & Sons.
4. Swain, Ann . 2009. The Professional Recruiter's Handbook: Delivering Excellence in
Recruitment Practice. Kogan Page Publishers.