Maple Leaf Shoe Ltd: HRMT 200 Recruitment & Selection Case Study

This case study assignment for HRMT 200 analyzes the recruitment and selection strategies for Maple Leaf Shoe Ltd. The assignment assesses the current recruitment and selection practices of the company, emphasizing the need for experienced human resource managers who can handle employee relations, job redesigns, and union issues. The author suggests improvements such as hiring a separate recruitment manager, utilizing internet and information systems for recruitment, and adopting new software to streamline HR processes. The selection strategy assessment recommends Steven Robinson as the best candidate, highlighting his technical skills and experience. The assignment stresses the importance of valid and relevant comparisons in the selection process, providing insights into effective recruitment and selection practices. The analysis also includes references to support the findings.

Human Resource Management
HRMT 200 - Individual Assignment: Recruitment & Selection Case Study
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Table of Contents
Introduction......................................................................................................................................3
Recruitment Strategy’s Assessment.................................................................................................3
Selection Strategy’s Assessment......................................................................................................3
References........................................................................................................................................4
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Introduction
As per the case study of Maple Leaf Shoe Ltd. the strategy has to be made for the recruitment
and selection of a result-oriented person who is capable of handling the employee criticism,
redesigning job, dealing with union etc. The strategy would assist the business in attaining the
goals during challenges.
Recruitment Strategy’s Assessment
a. The current practices of the company need to be changed as the experience is needed for the
job of human resource manager. The human resource manager is one who has to take care of
all the human resource needs of the business (Sayce, Weststar & Verma, 2012).
b. It is also suggested that recruitment manager should be hired separately because people must
have a separate point of contact for discussing their issues from the day they are hired. The
same person has to be the point of contact for sharing their feedback, grievances, suggestions
up to the day the employees stay with the business.
c. It is also suggested that the Internet and information system is applied to the recruitment
strategy of the business and there is active listening applied to the human resources strategy.
The manager should be approachable and quick decisions should be taken. The software
must be utilised for human resource communications so that the employees feel easy and
quick to deal with the management of their day to day human resource activities such as
payroll management, scheduling, recruitments, reporting etc. Recruitments can also be made
easier by use of human resource information system because lot of recruitment tasks will be
systematic and automated. There would be less human intervention needed.
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d. For the future it is suggested that with the rise in technology, new software should be
embraced and therefore recruitment of Robinson would be better since having technical
awareness and skills which make him ahead of other candidates.
Selection Strategy’s Assessment
a. There are four people who have been finally shortlisted from different candidates and as
per my suggestion; Steven Robinson is the best one. When others are also compared then
Arthur, Jane and Michael follow Steven.
b. He is the only one who is technically sound and holds the experience which suits the job
requirements. He can be useful in the growth of the business and he can form a part of the
HR strategy.
c. The process has right steps of identifying all the job requirements and relating the skills
with the job. The jobs and skills have to be linked and the steps have to be performed for
measuring the people’s skills needed so that the basis of comparing their performance can
be laid (Compton, Morrissey & Nankervis, 2010). If the comparison of two persons has
to be made then there has to be some criterion set which is common amongst them.
d. From the case study it can be seen that none of the past experiences or skills of the four
candidates are similar; therefore any of the factor can be chosen which can be Considered
for comparing them. This factor can be anything which is critical for the performance
such as the past track record of output, quality of work, review report given by the past
superiors (Gavrel, 2015). It is also suggested that future decisions with respect to the
selection of candidate must be based on some valid and relevant comparisons. Invalid or
irrelevant comparisons can’t be considered as basis of selection like the Record of leaves
compared with record of units produced (Selection process, 2013).
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References
Compton, R., Morrissey, B., & Nankervis, A. Effective recruitment and selection practices.
Gavrel, F. (2015). Participation, Recruitment Selection, and the Minimum Wage. The
Scandinavian Journal Of Economics, 117(4), 1281-1305.
Sayce, S., Weststar, J., & Verma, A. (2012). The recruitment and selection of pension trustees:
an integrative approach. Human Resource Management Journal, 24(3), 307-322.
Selection process. (2013). [Austin, Tex.].
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