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Case Study of Recruiting Practices for Abc Inc.

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Case Study Analysis of Recruiting Practices for ABC Inc.

After careful review of this particular case it is clear that Carl made some serious errors in handling, assessing, and implementing his job in a timely and effective manner. Carl was apparently not properly trained or supervised; he was overconfident and poorly prepared, did not make good use of his time or his resources. Flatly, Carl had poor planning skills. In addition ABC Inc. may want to review the way it trains, supervises and supports their newly hired managers to insure a more effective workplace and workforce. While these are serious mistakes, they are still easily correctable with some simple effective business practices.

Poor Training

It is clear in the case study that Carl does not have a clear grasp of the job he is expected to perform. He had been hired only six months previously and was taking on his first recruiting assignment. There is no indication that he either had the training himself or any supervision from upper management in order to perform the job successfully.

Overconfidence

It seems apparent that although Carl had adequate time to complete all that was necessary in training; he did not prepare or plan with clear, precise detail or with a definite timeline. He compounded the problem when Monica attempted to voice her concerns earlier in May to Carl. At that point, Carl could easily enlisted Monica's aid in making sure that everything was covered and a solid plan of action created. By the end of May Carl finally goes to check on the availability of the training manuals, the status of the drug screens and physicals, whether the applications and transcripts were done. Lastly, Carl goes to check on the availability of the training room only to find that it has been reserved by another department for the entire month of June.

Time management and Planning

At almost every step of the way Carl continued to put off the necessary requirements for handling his job. He did not have a clear set of goals or a well defined plan to reach those goals. Although Carl had adequate time to do the job at hand, he did not have a plan to make it happen. There are many management tools, software, and guides which can aid in following a project to completion. Probably the most important one is just to pick one that is simple to follow and easy to implement. Here is a simple plan for both business and personal models which can be successfully followed by most anyone.

S.M.A.R.T. Goal setting: (Bronson, G., PhD., & Stern, M., M.S., 2011).

1. Specific- Clearly define what you are attempting to accomplish.

A specific goal should clearly state what, why, and how you intend to accomplish the goal.

2. Measurable- Identifying targets and milestones

You should be able to tell, without doubt, whether or not you have achieved your goal. In order to do this, you need a way to measure progress and the end result.

3. Attainable- Goals that are realistic to manage.

The goal should be realistic including a plan that breaks the larger goal down into smaller, manageable steps that use what time and resources are available within the timeline set.

4. Relevant- Goals that fit the task at hand.

Goals that do not fit with all the other factors both directly and indirectly to impact the outcome are often unachievable.

5. Time-Based- A specific time period for completion.

To determine if the goal is time-based, it needs to include a defined period of time and a specific timeline in each step of the procedure.

On further review

Carl could have asked for help from his superiors in order to make sure that the company's goals were handled. He could have asked for help from Monica when she first voiced her concerns. Carl could have checked to make sure the materials were available and the room necessary to complete the training. Looking at it from a S.M.A.R.T. perspective this might have gone differently. This is what it could have looked like.

1) Specific - What was needed to complete the task?

a. Recruitments made and 15 people scheduled to be working by July 15

b. Contact and coordinate with Monica Carrolls to insure she is aware of the new hires and what may be necessary that has not been discussed.

c. Schedule for physicals, and drug screens.

d. Ensure applications completed and all transcripts present.

e. Ensure training manuals, policy and orientation manuals are available for each candidate.

f. Schedule a day or set of days that the new hires could be given their orientations.

g. Make sure that a location is available that can accommodate the training with possibly a back up location as well.

2) Measureable - Using a graph, a pie chart or simply a checklist, each of the items should be able to be tracked and monitored.

3) Attainable - By breaking the goal into manageable sections, (as has been done in the above

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