Human Resource Management Case Study

This case study examines the implementation of human resource (HR) strategies by an individual named Sue within two distinct organizations. The first organization faced issues with employee selection and training processes, while the second organization struggled with a shortage of qualified engineers. Sue addressed these challenges through tailored training sessions, website development, and improved HR procedures. The case study analyzes the effectiveness of her strategies and the impact they had on both organizations.

MANAGE
RECRUITMENT
SELECTION
AND
INDUCTION

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
Analysing the new policy of 2015 and its comparison with the previous onerecruitment and
selection guidelines of 2012...................................................................................................1
Recommendations for improvising areas...............................................................................3
TASK 2............................................................................................................................................4
Proper approach for new procedures and policies..................................................................4
How changes can be discussed with management and the employees..................................4
What approaches are required for ensuring the successful adoption by the organisation......4
CONCLUSION ...............................................................................................................................5
REFERENCES................................................................................................................................6

INTRODUCTION
Recruitment can be considered as an initiative process for searching the best suitable
candidates. It also includes examining the basic requirements of a job and attracting the
employees for that. In the selection process, screening of the candidates takes place from the
chosen ones. When the suitable qualified candidates are selected, then proper induction is given
to them (Breaugh, 2017). Giving induction is a form of welcoming the new employees in the
organisation and preparing them for their new role and the responsibilities. It includes all the
practical and theoretical skills. All these skills make the employee comfortable and well
interacted in the organisation environment. The report is about the analysis and development of
policies for recruiting, selecting and providing induction in comparison with the old policies.
Also, the ways by which these processes can be improvised is included in the report.
TASK 1
Analysing the new policy of 2015 and its comparison with the recruitment and selection
guidelines of 2012
Dandenong Health Care provides services to the aged. It has employed 1000 people,
working in five centres in Victoria, but a part of their plan is to employ 150 workers in three
stages. They want well trained and best qualifies candidates for both their staff and clients
(Turban, Bolloju and Liang, 2011). The major responsibility of recruiting and selecting the
candidates is handled by the departmental managers and the HR department support them in
doing this. They can be able to do the process within a time period of four weeks. This all can be
done with the continuous assistance of the HR. Within ten days, all the vacant positions are
advertised online and in leading newspapers. The conduction of interview must be conducted by
a panel of three members.
Comparison of the revised methodology with the previous one -
Comparison 2015 2012
Time Frame The time period given to the
departmental managers is 4
weeks (Rababah, Mohd and
The time period given to the
managers is just two days
which is very less time for the
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Ibrahim, 2011). process of analysing and
selecting the best suitable
candidates for the organisation.
Procedure In this, manager assumes the
major responsibilities for the
whole process in which HR
department is continuously
supporting them.
In this, manager first informs
the accurate position of the
vacant places with the
explanation that what is the
requirement for filling up that
position, then HR allows it for
recruiting (Felder, Brent and
Prince,2011).
Description / Advertisement of
position
The vacant positions are
internally and externally
advertised and it has a time
period of minimum 10
working days. If for some
exception, they are advertised
by means of online and in
national leading newspaper,
the time limit extends to a
maximum of three weeks
(Avery and Meyer, 2011).
The time period of the whole
process is same as of 10 days
but when it the advertising
takes place over intranet and
hard copies on notice boards
etc., the minimum time frame
extends to 20-25 days. The
more the advertisement goes
on, more the people goes
aware about it.
Short-listing In this, the internal as well as
the external applications, both
are required to be notified
before the completion of
selection process.
In this, only the internal
applications are being notified.
Interview procedure It must be conducted by a
selected trained panel which is
consisting of three members
Interviews are conducted at the
head office only with a panel
consisting of two members.
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with one person from HR
department.
Recommendations for improvising areas
In accordance to the 2012 policy, the time frame given to the managers is just two days.
The process of analysing the candidate and selection of the suitable from the all is quite time
consuming. It requires time, strength and skills to verify the best suitable candidates from all.
Their skills and strengths are to be verified first by the managers, which is also a time-consuming
process. If less time duration will be given to the managers, they may not be able to completely
verify the candidate's strengths and in hustle, they may choose the unsuitable ones also. So, the
required time must be given to the manager department so that they can verify completely the
best suitable candidate for the particular post. In their selection procedure as well, the HR is first
notified by the manager about all the vacant posts with the particular explanation that what is
the need of filling up the vacant post. Then, after the analysis of HR, permission to recruit form
is granted and then the procedure goes on. This is a very time-consuming process. So, there
should be some power given to the managers for this procedure in which they will be having
assistance of HR too (Langhammer, Bernhard and Hellgren, 2012). This will fasten the process
and the company will be able to get the suitable candidates as soon as possible. In this policy,
only internal applications are notified before the ending of the whole selection procedure. They
should analyse the external applications also which will further help the company itself. In this
policy, interviews are being conducted in the head office with two members only, which seems a
little unofficial. There should be a particular trained panel along with an authority from the HR
department for analysing and for efficient decision making. It will be an effective method for
selecting the accurate candidates.
TASK 2
Proper approach for new procedures and policies
Although the High-end organisation, an engineering firm is having a huge volume for its
sales but the problem is the lack of qualified engineers. They are having difficulty in attracting
the highly qualified engineers which is affecting their business. They are good in being
innovative in their production and they are being appreciated also for the fact in the market but
because of very few engineers, they are facing many problems in enlarging their sales. There has
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been shortage of employees in the High-end organisation by which it is suffering and losing its
shares in the market. It may be because of the traditional concepts they are using in recruiting
and selection of the candidates because nowadays everyone is much aware of the policies and
processes which a company takes place (Bartunek and Rynes., 2010).
How changes can be discussed with management and the employees
They can adopt new technologies which can help them in maintaining their innovation in
the production of their products. Sue has taken some advice from the senior management teams
and have decided to design a website in which they can search for the talented people which can
satisfy their job criteria. After that they will create a database for all those employees. They can
also adopt the Employee referral system. The whole management of the website can be handled
by some efficient employee referrals.
What approaches are required for ensuring the successful adoption by the organisation
Proper conduction of training should be given to them so that they can be ensure about
the fact that new changes should be adopted for their benefit and for the High-end organisation
also. They will also consider the fact that their advice is being appreciated at the end of the
higher authorities. It will also help them in gaining more confidence. The training sessions
should be effective enough so that they all must be clear of the new adoptions and the proper
methods and processes to adopt them. A highly qualified authority must take the training session
so that there must be no confusion in understanding them the new methods and approaches
(Mason, 2010). They created a well-developed website by which they will search the talented
engineers for their company and then will recruit them for the further processing. Storing the
new data in the database is also an important factor for them as new members will join the
organisation, they can be able to involve them also. Their feedbacks and suggestions can also be
taken so that they cannot rely on the previous things and adopt the new changes as they were
developed by taking their consideration also.
CONCLUSION
It has been concluded from the report that modern approaches should be adopted in the
organisation. It also stated how the 2012 policy of Dandenong health care is different from their
policy of year 2015. The areas of improvisation were time frame of the departmental
managers,the process of analysing and selection of the employees, procedure of the interviews
and many more. Then, in High-end organisation, Sue developed some training sessions, even
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designed a website which inserts the database of all the employees because they were going from
the lack of qualified engineers. Although they were good in innovation of their products but they
were lacking in number of engineers. The training sessions and website developed helped them
in coming out of the problem and in adopting the new changes.
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REFERENCES
Books and Journals
Avery, C. and Meyer, M., 2011. Designing Promotion and Hiring Procedures with Biased
Evaluators. Working Paper.
Bartunek, J. M. and Rynes, S. L., 2010. The construction and contributions of “implications for
practice”: what's in them and what might they offer? Academy of management Learning
& education. 9(1). pp.100-117.
Breaugh, J. A., 2017. to Recruitment. The Wiley Blackwell Handbook of the Psychology of
Recruitment, Selection and Employee Retention. p.12.
Felder, R. M., Brent, R. and Prince, M. J., 2011. Engineering instructional development:
Programs, best practices, and recommendations. Journal of Engineering
Education. 100(1). pp.89-122.
Langhammer, K., Bernhard‐Oettel, C. and Hellgren, J., 2012. Individual determinants of
behavioral intentions: What tells us that practitioners really want to change hiring
strategies? International Journal of Selection and Assessment. 20(4). pp.453-463.
Mason, R. W. and Schroeder, M. P., 2010. Principal hiring practices: Toward a reduction of
uncertainty. The Clearing House. 83(5). pp.186-193.
Rababah, K., Mohd, H. and Ibrahim, H., 2011. A unified definition of CRM towards the
successful adoption and implementation. Academic Research International. 1(1). p.220.
Turban, E., Bolloju, N. and Liang, T. P., 2011. Enterprise social networking: Opportunities,
adoption, and risk mitigation. Journal of Organizational Computing and Electronic
Commerce. 21(3). pp.202-220.
Online
Smriti, C., 2016. Recruitment Process. [Online]. Available through:
<http://www.yourarticlelibrary.com/recruitment/recruitment-process-5-steps-involved-in-
recruitment-process-with-diagram/35261/>. [Accessed on 13th July 2017].
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