Human Resource Management

27 Jun

CASE STUDY

The case study is about the problem of falsification of CV’s in the Indian job market, especially in IT and ITES sectors. The case highlighted concerns regarding the professional practices and ethics of the recruitment agencies in India. In March 2006, some leading IT services companies in India such as Wipro Technologies (Wipro) and IBM India dismissed several employees, when they discovered that the information provided in the employees’ Curriculum Vitaes (CVs) was false. The companies also blamed some of the recruitment agencies which had recruited the dismissed employees, for helping them fake their CV’s. Police complaints were lodged against some of these recruitment agencies, and they were even asked to refund the expenditure incurred by the companies in hiring the dismissed employees. These charges and allegations highlighted the growing problem of fake CVs in the Indian job market. The phenomenon of fake CVs was not just restricted to the software industry. It was also prevalent in other sectors like ITES, financial services, retail etc. It was estimated that Rs 400 crores was spent by Indian companies for filling 200,000 jobs a year in these sectors and 1012% of the selected candidates had submitted false information in their CVs.

Answer the following question.

Q1. Give an overview of the case.

Q2. What steps you propose to be taken to avoid falsification of CVs in recruitments of candidates as an head of recruitment company.

 

CASE STUDY

As a result of a buyout, new management was installed in this 50year old firm. We presented a proposal to initiate an Engagement Survey among the 200 employees of the company. Our proposal was accepted. We developed the questionnaire and distributed the survey. We had an 85% return rate on the surveys. Following the tally of the surveys, we met with the new management, reviewed the results, prioritized the issues to be addressed, and brainstormed a plan of action. Next, we initiated a series of meetings with senior managers to inform employees of the results of the survey and to advise employees as to the actions that management will be taking in response to the survey results. The survey and subsequent actions of management to address some longstanding concerns of employees resulted in improved commitment and engagement of employees.

Answer the following question.

Q1. What is engagement survey? Discuss the importance of employee’s engagement in a company.

Q2. Discuss the reasons for improved commitment and engagement of employees after engagement survey.

 

CASE STUDY

In 2008, Chicago-based consulting firm Sonoma Partners, LLC, (Sonoma Partners), featured in the ‘Chicago’s Best and Brightest Companies to work for’ for the second consecutive time. Experts felt that in a relatively short time, the company had demonstrated its ability to create organizational value and business results through its policies and best practices in human resource (HR) management. The highlights of its HR practices were a good benefits package, a stimulating workplace, and a unique mentoring program. Sonoma Partners, LLC (Sonoma Partners), a consulting company based in Chicago, USA, was founded in 2001. It helped small and medium enterprises (SME) to build and manage their database using Microsoft Dynamics CRM (Customer Relationship Management) software. Sonoma Partners was a Microsoft Gold Certified Partner and had been working with Microsoft CRM since its inception. In addition to its success in CRM implementations for client firms and the various awards it received for it, the relatively small entrepreneurial venture had also earned accolades for its human resource (HR) management practices.

Answer the following question.

Q1. Critically analyze the HR practices at Sonoma Partners. Do you think the company will be able to attract and retain talent in an industry that was known for high attrition? Give reasons to support your answer.

Q2. List down the HR best practices followed by Sonoma Partners and comment on what impact these practices have on its employees/potential employees.

 

CASE STUDY

Likeable Media is a dynamic social media agency that’s fast, smart and likeable. The company is independently owned by Dave and Carrie Kerpen, who started the company under quite unique circumstances. The beginning of our business was also the beginning of our family, which has had an enormous impact on our culture and how we operate. We are a small but impactful team that creates amazing content for huge brands. Our people are our product, and our team of 50+ employees has rated us as one of the best places to work in NYC for four years in a row for the Crain’s List. Our culture can be characterized as passionate, inclusive, and collaborative. When solving a problem, sometimes you have to consider your ideal outcomes and work backwards to help understand how the raw materials you have can get you there. We have amazing clients, a great culture and an awesome set of values. Our entire organization is innately creative, so when setting a recruiting strategy, we put our heads together and reflected on what we needed to accomplish. We determined that we needed to build a repeatable and efficient process to allow us to stand out amongst the competition. We needed to establish longstanding campaigns to bring sustainable results using free options. We needed regular touch-points to continue to drive interest in Likeable, even if a candidate wasn’t the right fit at the moment. And most importantly, we needed to leverage social media as a conversation and listening tool, rather than a broadcast tool. We needed to attract top Sales and Finance professionals in a highly competitive & demanding market (Sweden, Denmark, Finland, and Norway) to join our Oracle Applications Sales team. If you’re looking for the best way to approach your market, the first thing you should be working on is finding out everything about it. This is how we planned to take action – we researched key market insights to inform our recruiting outreach strategy: According to LinkedIn’s 2015 talent trends report for Nordics, 75% of the workforce is passive talent. However, when looking for opportunities, these candidates turn to online channels to discover them as follows: Online job boards (68%), social professional networks (57%) and word of mouth (54%). In order to find the best possible approach to reach our desired candidates, we still needed to uncover one more essential detail – their inner motivation, what truly drives them to take another job opportunity. According to the same LinkedIn talent trends report for Nordics, the answer for this particular group was: professional development, compensation and challenging work. Gathering all this information helped us sketch our audience’s persona: • Young professional (between 22 and 40 years old); • Professional background in Sales and/or Finance; • Likely already satisfied with their current role and not actively seeking new opportunities [passive talent]; • Easily engaged online on job-seeking platforms and social networks; especially with their peers, colleagues and network (word of mouth); • Could be persuaded by a role that offered them opportunities to grow their career; • Highly selective when it comes to changing jobs as it is a candidate-driven market (i.e. small number of professionals – high demand).

Answer the following question.

Q1. Discuss how social media delivered likeable media candidates through conversations.

Q2. Debate what the company did for solving the recruitment problems.

Q3. What the company did to reach the desired candidates.

Q4. Explain how the likeable media is a fast, smart and dynamic social media agency.

Leave a Reply

Your email address will not be published. Required fields are marked *