HRMT 200 - Case Study: Recruitment and Selection at Maple Leaf Shoes

This case study analyzes the recruitment and selection procedures of Maple Leaf Shoes. The analysis evaluates the current recruitment strategy, highlighting the need for a skilled recruitment manager with strong technical and interpersonal skills. The study recommends the hiring of a manager with CHRP certification and knowledge of new technologies. The selection strategy is also evaluated, with a preference for candidates whose skills and experience align with the job requirements. The case study suggests improvements to the selection process, including the use of valid and standardized tests. The importance of laying down success criteria in terms of quality and quantity of output is also emphasized. Overall, the case study provides recommendations for enhancing the human resource management practices of Maple Leaf Shoes.

Human Resource Management
HRMT 200 - Individual Assignment: Recruitment &
Selection Case Study
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Table of Contents
Introduction......................................................................................................................................3
Evaluation of Recruitment Strategy.................................................................................................3
Evaluation of Selection Strategy.....................................................................................................4
References........................................................................................................................................5
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Introduction
The case study of Maple Leaf Shoes has been considered to understand the recruitment and
Selection procedure for the company.
Evaluation of Recruitment Strategy
a. The current practices of Maple Leaf Shoes Ltd. show that the human resource activities were
not dealt by the experienced, skilled and knowledgeable manager. The human resource
manager has to plan strategies and has to deal with short and long run challenges which the
company faces such as global competition, managerial training, development of workers,
increasing cost (Al-Kassem, 2017).
b. It is recommended that recruitment manager has to be hired who is the first person to be
contacted by the applicants and is the same people whom people share their feedback with,
while leaving the job (Naikuni, 2013).
c. It is recommended that the recruitment strategy of Maple Leaf Shoes must have the
utilisation of human resource information systems. The manager must be an active listener
with delegation approach and he must be approachable. He must be a computer literate and
should be aware of software program which is utilised for scheduling, payroll, benefit
managing, recruitment and reporting. Therefore it is recommended that Steven Robinson is
recruited. He is the only one who has CHRP certification and extension courses in the new
information technology and Internet.
d. As the upcoming steps, since technology has been expanding and in case the firm wants to
embrace new technology then Robinson can be a great human asset for the business So is the
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future manager must be having global intelligence and he must be technically sounds so that
the company can prosper.
Evaluation of Selection Strategy
a. For the selection procedure the four applicants are called for the interview and as per
their resumes in interviews there are certain factors considered. Steven Robinson is
selected out of those factors and in case they are given the scale of preference then I
would rate Steven Robinson to be the first choice, Followed by Arthur Dougherty, Jane
Reynolds and Michael Anderson respectively.
b. As per the resume of Steven Robinson, the job skills, experiences and different
competencies suit the requirements of the business and his technical capabilities are
better than any other candidate.
c. In this procedure the correct steps are taken which involve the identification of
characteristics which are necessary for this job to be successful. The initial tests had been
undertaken for measuring the predetermined traits of people. It would have been better if
success criteria would have been laid down in terms of quality and quantity of output
such as past attendance record or some past performance record of the candidate which
can be compared with other candidates (Walsh, 2016).
d. For the future, it is recommended that for the decision regarding candidates’ selection or
rejection, application of test precautions has to be observed such as only the valid test
must be utilised (Ogata and Spraakman, 2010). The tests must be realised only when
these are standardised and reliable so that the comparisons can be made and two or more
candidates can be compared in a similar manner. Like, if the candidate’s past year’s
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rating can be seen or his leave record can be compared with the other candidate’s
equivalent record.
References
Al-Kassem, A. (2017). Recruitment and Selection Practices in Business Process Outsourcing
Industry. Archives of Business Research, 5(3).
Naikuni, D. (2013). Effects of selection and recruitment practices to staff productivity.
Saarbrücken: LAP LAMBERT Academic Publishing.
Ogata, K. and Spraakman, G. (2010). Herding Cats at Maple Leaf Consulting. SSRN Electronic
Journal.
Walsh, C. (2016). Best Practices and Emerging Trends in Recruitment and Selection. Journal of
Entrepreneurship & Organization Management, 05(02).
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