Understanding Business
12th Edition
ISBN: 9781259929434
Author: William Nickels
Publisher: McGraw-Hill Education
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Transcribed Image Text:4:17
ill@
Back Case Study (1).docx
The Nike employer brand is extremely powerful in attracting
potential talent to the business making the process of handling
applications and supporting the resourcing process effectively
and efficiently critical to business success; implementing e-
recruitment was identified as the way to solve this businesses
hiring problems.
The issue Nike currently receives around 800 CVs each month.
It has on average 100 to 120 open positions at any one time at
Nike's EMEA Headquarters (HQ) in Hilversum, the
Netherlands.
These volumes used to place considerable pressure on the
resourcing function to reduce the administration and lead-time in
the recruiting process. Handling the inflow of applications
became challenging as the regional HQ grew dramatically in
size. This resulted in high numbers of CVs circulating in the
business whilst the company had little capability of tracking
their progress or handling enquiries from job applicants.
"We have a firm policy that each applicant is a potential
employee and customer and so we must respond appropriately,
in an individual letter where possible," commented Rolien
Hoogers, EMEA staffing manager at Nike.
"With only four people on the team, we were finding it
increasingly hard to do that, and we were losing track of where
CVs were in the company. We became concerned about how
well we were protecting applicants' personal information, and
there were mistakes, such as us calling someone in for an
interview who was already due to come in later that day."
The Action
These problems led Nike to review their HR processes. The
assessment demonstrated that the company had to standardize its
HR processes in an attempt to reduce duplication of effort.
Reducing the cost per hire and improving the overall quality of
talent hired into the business were key goals. Nike felt that
achieving these objectives and improving effectiveness would
help to boost the company image.
Faster response times to applicants together with consistency in
handling the administration associated
appointment
would lead to improved internal effectiveness and efficiency.
The solution:
Job partners provided Nike with an e-recruitment solution,
Active Recruiter, which has been designed to help companies
manage the entire recruitment process more effectively and
quickly resulting in a better relationship between the company
and its candidates.
The solution was chosen by Nike as it offered flexibility and
simplicity, was cost effective and could be easily integrated with
the existing programmes from PeopleSoft.
A number of avenues are now open to candidates who wish to
apply for jobs at Nike. External applicants can apply for specific
roles or for more general speculative job opportunities directly
via the Nike website.
Electronic links have also been established with external web-
Transcribed Image Text:Exercise No 1: Case study
In 1982, the company urgently needed one Junior engineer (
instrumentation) to take charge of one of its plants. At that time,
the company had four Junior engineers (JEs) in position who
had joined a s management trainees in 1980 and had been
regularized in 1981. Immediately above them was an Assistant
engineer, who is turn reported to the project Manager. The
company released an advertisement for the post of JE, seeking
applications from those with at least two years experience in the
field one Mr Hameed, who had four years experience in a
private concern applied and was selected. He found the terms of
appointment lucrative and joined the company in May 19820.
As four JEs were already working in the company, Mr Hameed
become the junior most and as per the promotion policy of the
company, the four JEs would become eligible for promotion to
the post of Assistant Engineer in 1985 (on completion of four
years' service) and Mr Hameed in 19860
In july 1983, the Assistant engineer left the job and hence, the
company decided to fill the vacancy by direct recruitment. In the
advertisement it was stipulated that the applicants should have a
minimum of five years experience. Mr Hameed met the
specifications since he had four years previous experience plus
one year in XYZ Ltd. Therefore, he applied for the post through
proper channel. The company decided to call the eligible
candidates for interview. Accordingly, Mr Hameed was also
called along with the external candidates. He performed
extremely well in the interview and was found suitable for the
post. The General Manager (GM), who was a chairman of the
selection committee, congratulated Mr Hameed and told him
that he had been selected.
However the GM changed his mind subsequently an asked the
personnel officer not to issue the appointment letter to Mr
Hameed. He gave the following reasons for reverting his
decision.
1. Mr Hameed would get a higher post after completion of
just over one years' service in the organization as against
the normal requirement of four years.
2. When Mr Hameed joined, he was junior to the four JEs by
about one year. If he was offered the higher post, he would
suddenly become their boss. This would demoralize the JEs
- in fact they had already decided to seek jobs elsewhere if
Mr Hameed became Assistant engineer.
The GM was convinced that he could not afford to lose four
JEs and therefore, he cloose to disappoint Mr Hameed
Questions
1. If Mr Hameed had been an external candidate, would he
have got the jobs? As an internal candidate, did he deserve
to be treated in a different fashion
2. Did the management make the mistake in calling Mr
Hameed for an interview and selecting him when he was
too junior in the organization.
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