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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.

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.

Understanding Business
Understanding Business
12th Edition
ISBN:9781259929434
Author:William Nickels
Publisher:William Nickels
Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment
Section: Chapter Questions
Problem 1CE
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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: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-
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.
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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