Detailed Analysis of Four Recruitment Scenarios for DRA PS Company

This report analyzes four distinct recruitment scenarios within the context of a company named DRA PS, addressing challenges in hiring consultants and subcontractors, managing program manager performance, and retaining employees. The analysis covers various aspects of recruitment, including the need for new employees due to increasing workload, challenges related to recruitment policies, and the importance of effective recruitment strategies such as direct walk-in interviews. The report also examines the need for effective communication and strategies for employee motivation and retention, including reinforcement, recognition, and creating a secure work environment. Furthermore, it explores strategies for mitigating challenges in retention and recruitment, emphasizing the importance of flexible organizational structures, open communication, and streamlined interview processes. The report concludes with recommendations for compensation, rewards, and fostering a positive work environment to enhance overall employee satisfaction and company performance.

Running head: FOUR RECRUITMENT SCENARIOS
FOUR RECRUITMENT SCENARIOS
Name of the Student
Name of the University
Author note

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FOUR RECRUITMENT SCENARIOS
Scenario 1: question 1
The positions that I may need to recruit are of a consultant or a subcontractor for a short-
term duration project in DRA PS. The reason is, the company has an increasing workload which
demands for the new employee recruitment. It is always a positive thing for the company if it
needs to have additional manpower (Posthumus, Bozer & Santora, 2016). This is the healthy
symptom of a company that it is expanding, so the workload is increasing and so there is need to
have more employees. This company needs new employees to provide constructive support to
workload of the existed employees of company.
Scenario 1: question 2
The challenges and issues regarding the policies and guidelines of the recruitment are
that, any full time position in the company requires a complete verification of the assignment
being allocated to the employee (Russell & Brannan, 2016). Not only tis but a proper budget
supporting the event or position. And also, most importantly, the duration of that allocated
assignment. The other challenges include, an approval in written from the Project manager, Chief
of the department, the Vice-President of TSD department, Operations Manager, the Chief
Financial Officer and the Head Manager of Human Resources. The issues in the recruitment of
staff assignment requires permission from overall these managers. In order to meet those
challenges I would go for recruiting temporary staffs needed for the short term project
assignments (Posthumus, Bozer & Santora, 2016).
Scenario 1: question 3
My recruitment strategy would be, looking for such applicants who are experienced in the
project management and assignment handling. To recruit them I would publish an advertisement

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FOUR RECRUITMENT SCENARIOS
for the employees explaining the company requirements and wit an information and contact
details below mentioning for the direct walk-in interview in the company. As a HR manager,
nothing is better than to confront the employees for interview. The long processes creates too
much of confusion in the actual process and diverts the intention for recruitment. The
recruitment process should be hassle free model of selecting the employees and only the HR
department should be concerned about the whole recruitment criteria.
To communicate, I would talk to my senior from the HR and would give in written what
are the necessary changes that I want to make keeping in mind the company benefits.
References
Russell, S., & Brannan, M. J. (2016). “Getting the Right People on the Bus”: Recruitment,
selection and integration for the branded organization. European Management Journal, 34(2),
114-124.
Posthumus, J., Bozer, G., & Santora, J. C. (2016). Implicit assumptions in high potentials
recruitment. European Journal of Training and Development, 40(6), 430-445.
Scenario 2: question 1
In my opinion, I would have handled the performance issue that was there with the
program manager in a different way than this as on the case study (Gupta, 2018). I would take
repetitive sessions with her regarding counselling and what job role exactly she is into, and that
what she has to deliver and would listen to her credentials of problems.
For me, replacing her so soon would not be the right decision. That is why I have
conducted the interactive sessions to get the understanding gap between her and the company. I
would never replace her until assessing her qualities for a while by keeping her in the probation
period (Gupta, 2018).

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Scenario 2: question 2
The reason existed for the search of the new Program Manager is carrying out the tasks
assigned in the strict deadlines (Gupta, 2018). To be more interactive and communicative with
the clients to understand their demands. To understand that the client satisfaction is the main
objective of any company and unless it is done, the company cannot grow on its goodwill and
generate revenues. The program manager should be the one who connects mostly with the
customers and their works has to be visible enough which is not becoming in the case of the
current program manager who is mostly absent in her duties and miss the deadlines and posting
her work after that which is also so unsatisfactory that leaves with enough options to find a new
manager for handling programs (Gupta, 2018).
Scenario 2: question 3
The recruitment challenges that I face is no applicants are matching the required criteria
as for this task the company needs experienced candidate from same field (Perrin, 2016). The
retention challenge that I face for this position is too much of workload on a same person and
end number of responsibilities to serve which may not be a survival fit for most of the
employees.
Scenario 2: question 4
The new prospective applicant of the program manager’s role can be hired possibly faster
if that kind of effective job advertisement can be published asking for the exact requirements the
company is searching for (Gupta, 2018). If the organization has tried enough of explaining and
reviewing her, it can go for replacing her. Nobody can ensure that the next he/she would be the

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perfect fit but yes if the processing gets fast, the recruitment of the new program manager would
surely be expedite.
I must communicate with the business corporate levels and HR management to formulate
and implement strategies regarding new hiring.
References
Gupta, M. (2018). Engaging employees at work: insights from India. Advances in Developing
Human Resources, 20(1), 3-10.
Perrin, R. (2016). Retaining older employees is a smart business move. Strategic HR
Review, 15(6), 246-249.
Scenario 3: question 1
Retaining employees is the core challenge which include, employees who are potential
enough to work in a better environment are unwilling to continue here. Some are posting their
resumes to employers of other companies whereas three of the instructional designers left the
organization, other three are searching for some good opportunities.
The existing recruitment, retention policies and guidelines are creating a tough challenge
as it is very difficult to match the right qualities with a right person. A company has to suffer
many times for the wrong selection of employees (Gomez-Mejia, Balkin & Cardy, 2007). The
retention becomes tough due to sometimes company policies does not suit to employees or else if
the employees are capable enough they likes to shift. Guidelines can be too rigid for which
selection process often gets interrupted.

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Scenario 3: question 2
Motivation of employees can be the way of retaining employees. Reinforcement and
recognitions and make the employees feel secure of their position and remuneration can be
another way of retaining existing employees. Motivation for the current team is to feel
employees secure about their position and even if the company implementing something new
proper training should be given. Regular sessions to be taken for interactions between employee
and employer (Korczynski, 2002).
Scenario 3: question 3
To replace or continue the work on those positions where there is a vacancy of employees
is to make other employees of that same department to work for that role until the company gets
new employee (Korczynski, 2002). In course of doing this, that employee serving that post must
be paid less that equal to that position. This is what I should do in such situations.
Scenario 3: question 4
To plan and mitigate challenges for retention and recruitment, the company can go for
proper strategies and communication plan. This can be done only for those organizations which
have flexible systems and have open ended organizational structure (Korczynski, 2002). The
proper flow of communication between the top management and the functional and operational
department is necessary to carry forward the work in a company. The employees should have the
liberty to discuss their matters to the company management to get resolved. Regarding
recruitments proper channel of interview in HR department and same for the retention is
required.

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Strategy should be working both in the favor of the company and employees. I would
implement the strategies to shorten the interview process and fast the selection process. To
implement rewards and reinforce employees to keep them motivated for retaining the employees
(Gomez-Mejia, Balkin & Cardy, 2007). To start paying incentives and to increase the rate of
interest. The company should strategize as in the employee would find it the best organization
associating with.
References
Gomez-Mejia, L. R., Balkin, D. B., & Cardy, R. L. (2007). Managing human resources. Upper
Saddle River, NJ: Pearson/Prentice Hall.
Korczynski, M. (2002). Human resource management in the service sector. Basingstoke:
Palgrave.
Scenario 4: question 1
Step1. I would go for publishing job advertisements explaining the job requirements
Step2. I would ask the applicants to post CV online on our company job site.
Step3. I would encourage the resumes of experienced applicants who are deserving.
Step4. I would shortlist them as per the most matched requirements asked.
Step5. I would call the applicants shortlisted for the walk-in interview (Collings, Wood &
Szamosi, 2018).
The methods that can be used are written test, group discussion and personal interview.
Scenario 4: question 2
The challenges I may face while getting their approvals can be, negative notions of the
company, working hours, salary negotiations.

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Scenario 4: question 3
The compensation should be on the work basis. There should be the basic salary as per
the market standards. The incentives can be of higher rates as it totally depends on the bonus
production of any company. Strategy for rewards can be gifts and token of appreciation for
achieving certain levels or crossing the targets or in excellent performance.
Scenario 4: question 4
I would go for an interactive sessions where I would invite both the existing workforce
and the new employees to mingle with the overall teams and ultimately work for the same goal
in company (Collings, Wood & Szamosi, 2018). I would ensure that no such complains of
maladjustment shall come and for that reason continuous supervision by the team leads is
necessary. Taking random checks on working conditions can be the proactive measure to manage
performance issues.
References
Chadwick, C., Super, J. F., & Kwon, K. (2015). Resource orchestration in practice: CEO
emphasis on SHRM, commitment‐based HR systems, and firm performance. Strategic
Management Journal, 36(3), 360-376.
Collings, D. G., Wood, G. T., & Szamosi, L. T. (2018). Human resource management: A critical
approach. In Human Resource Management (pp. 1-23). Routledge.

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