4:17ill@Back Case Study (1).docxThe Nike employer brand is extremely powerful in attractingpotential talent to the business making the process of handlingapplications and supporting the resourcing process effectivelyand efficiently critical to business success; implementing e-recruitment was identified as the way to solve this businesseshiring problems.The issue Nike currently receives around 800 CVs each month.It has on average 100 to 120 open positions at any one time atNike's EMEA Headquarters (HQ) in Hilversum, theNetherlands.These volumes used to place considerable pressure on theresourcing function to reduce the administration and lead-time inthe recruiting process. Handling the inflow of applicationsbecame challenging as the regional HQ grew dramatically insize. This resulted in high numbers of CVs circulating in thebusiness whilst the company had little capability of trackingtheir progress or handling enquiries from job applicants."We have a firm policy that each applicant is a potentialemployee and customer and so we must respond appropriately,in an individual letter where possible," commented RolienHoogers, EMEA staffing manager at Nike."With only four people on the team, we were finding itincreasingly hard to do that, and we were losing track of whereCVs were in the company. We became concerned about howwell we were protecting applicants' personal information, andthere were mistakes, such as us calling someone in for aninterview who was already due to come in later that day."The ActionThese problems led Nike to review their HR processes. Theassessment demonstrated that the company had to standardize itsHR processes in an attempt to reduce duplication of effort.Reducing the cost per hire and improving the overall quality oftalent hired into the business were key goals. Nike felt thatachieving these objectives and improving effectiveness wouldhelp to boost the company image.Faster response times to applicants together with consistency inhandling the administration associatedappointmentwould 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 companiesmanage the entire recruitment process more effectively andquickly resulting in a better relationship between the companyand its candidates.The solution was chosen by Nike as it offered flexibility andsimplicity, was cost effective and could be easily integrated withthe existing programmes from PeopleSoft.A number of avenues are now open to candidates who wish toapply for jobs at Nike. External applicants can apply for specificroles or for more general speculative job opportunities directlyvia the Nike website.Electronic links have also been established with external web- Exercise No 1: Case studyIn 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 whohad joined a s management trainees in 1980 and had beenregularized in 1981. Immediately above them was an Assistantengineer, who is turn reported to the project Manager. Thecompany released an advertisement for the post of JE, seekingapplications from those with at least two years experience in thefield one Mr Hameed, who had four years experience in aprivate concern applied and was selected. He found the terms ofappointment lucrative and joined the company in May 19820.As four JEs were already working in the company, Mr Hameedbecome the junior most and as per the promotion policy of thecompany, the four JEs would become eligible for promotion tothe post of Assistant Engineer in 1985 (on completion of fouryears' service) and Mr Hameed in 19860In july 1983, the Assistant engineer left the job and hence, thecompany decided to fill the vacancy by direct recruitment. In theadvertisement it was stipulated that the applicants should have aminimum of five years experience. Mr Hameed met thespecifications since he had four years previous experience plusone year in XYZ Ltd. Therefore, he applied for the post throughproper channel. The company decided to call the eligiblecandidates for interview. Accordingly, Mr Hameed was alsocalled along with the external candidates. He performedextremely well in the interview and was found suitable for thepost. The General Manager (GM), who was a chairman of theselection committee, congratulated Mr Hameed and told himthat he had been selected.However the GM changed his mind subsequently an asked thepersonnel officer not to issue the appointment letter to MrHameed. He gave the following reasons for reverting hisdecision.1. Mr Hameed would get a higher post after completion ofjust over one years' service in the organization as againstthe normal requirement of four years.2. When Mr Hameed joined, he was junior to the four JEs byabout one year. If he was offered the higher post, he wouldsuddenly become their boss. This would demoralize the JEs- in fact they had already decided to seek jobs elsewhere ifMr Hameed became Assistant engineer.The GM was convinced that he could not afford to lose fourJEs and therefore, he cloose to disappoint Mr HameedQuestions1. If Mr Hameed had been an external candidate, would hehave got the jobs? As an internal candidate, did he deserveto be treated in a different fashion2. Did the management make the mistake in calling MrHameed for an interview and selecting him when he wastoo junior in the organization.

Question

4:17ill@Back Case Study (1).docxThe Nike employer brand is extremely powerful in attractingpotential talent to the business making the process of handlingapplications and supporting the resourcing process effectivelyand efficiently critical to business success; implementing e-recruitment was identified as the way to solve this businesseshiring problems.The issue Nike currently receives around 800 CVs each month.It has on average 100 to 120 open positions at any one time atNike's EMEA Headquarters (HQ) in Hilversum, theNetherlands.These volumes used to place considerable pressure on theresourcing function to reduce the administration and lead-time inthe recruiting process. Handling the inflow of applicationsbecame challenging as the regional HQ grew dramatically insize. This resulted in high numbers of CVs circulating in thebusiness whilst the company had little capability of trackingtheir progress or handling enquiries from job applicants.&#34;We have a firm policy that each applicant is a potentialemployee and customer and so we must respond appropriately,in an individual letter where possible,&#34; commented RolienHoogers, EMEA staffing manager at Nike.&#34;With only four people on the team, we were finding itincreasingly hard to do that, and we were losing track of whereCVs were in the company. We became concerned about howwell we were protecting applicants' personal information, andthere were mistakes, such as us calling someone in for aninterview who was already due to come in later that day.&#34;The ActionThese problems led Nike to review their HR processes. Theassessment demonstrated that the company had to standardize itsHR processes in an attempt to reduce duplication of effort.Reducing the cost per hire and improving the overall quality oftalent hired into the business were key goals. Nike felt thatachieving these objectives and improving effectiveness wouldhelp to boost the company image.Faster response times to applicants together with consistency inhandling the administration associatedappointmentwould 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 companiesmanage the entire recruitment process more effectively andquickly resulting in a better relationship between the companyand its candidates.The solution was chosen by Nike as it offered flexibility andsimplicity, was cost effective and could be easily integrated withthe existing programmes from PeopleSoft.A number of avenues are now open to candidates who wish toapply for jobs at Nike. External applicants can apply for specificroles or for more general speculative job opportunities directlyvia the Nike website.Electronic links have also been established with external web- Exercise No 1: Case studyIn 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 whohad joined a s management trainees in 1980 and had beenregularized in 1981. Immediately above them was an Assistantengineer, who is turn reported to the project Manager. Thecompany released an advertisement for the post of JE, seekingapplications from those with at least two years experience in thefield one Mr Hameed, who had four years experience in aprivate concern applied and was selected. He found the terms ofappointment lucrative and joined the company in May 19820.As four JEs were already working in the company, Mr Hameedbecome the junior most and as per the promotion policy of thecompany, the four JEs would become eligible for promotion tothe post of Assistant Engineer in 1985 (on completion of fouryears' service) and Mr Hameed in 19860In july 1983, the Assistant engineer left the job and hence, thecompany decided to fill the vacancy by direct recruitment. In theadvertisement it was stipulated that the applicants should have aminimum of five years experience. Mr Hameed met thespecifications since he had four years previous experience plusone year in XYZ Ltd. Therefore, he applied for the post throughproper channel. The company decided to call the eligiblecandidates for interview. Accordingly, Mr Hameed was alsocalled along with the external candidates. He performedextremely well in the interview and was found suitable for thepost. The General Manager (GM), who was a chairman of theselection committee, congratulated Mr Hameed and told himthat he had been selected.However the GM changed his mind subsequently an asked thepersonnel officer not to issue the appointment letter to MrHameed. He gave the following reasons for reverting hisdecision.1. Mr Hameed would get a higher post after completion ofjust over one years' service in the organization as againstthe normal requirement of four years.2. When Mr Hameed joined, he was junior to the four JEs byabout one year. If he was offered the higher post, he wouldsuddenly become their boss. This would demoralize the JEs- in fact they had already decided to seek jobs elsewhere ifMr Hameed became Assistant engineer.The GM was convinced that he could not afford to lose fourJEs and therefore, he cloose to disappoint Mr HameedQuestions1. If Mr Hameed had been an external candidate, would hehave got the jobs? As an internal candidate, did he deserveto be treated in a different fashion2. Did the management make the mistake in calling MrHameed for an interview and selecting him when he wastoo junior in the organization.

Accepted Answer

Recruitment: Identification, attraction, interviewing, selection, hiring, and onboarding of…

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.