Question

SECTION A C Case study Warts-apd-all hiring polley Recruitment professionals are rarely 'shy of over-promotion when it comes to descriptions. To cal a spade a spade is anathema to many. A shop assistant is a 'sales h pe care- ativa nol. Pplicants for some of the dullest jobs are told that they are entering a new life of thrills and Codless fun. Jobs come with the promise of fast-track promotion and career prospects, even i Sonsultant' and a dusman is a waste professional. promised plenty of responsibility this is patently untrue, and many people are Graduste trainees are often interviewed at plush hotels where they expensive food and given recruitment brochures whose glossy images do not match the reality of managing cantankerous workers at a Midlands food factory. Behind the marble statues and glorious fountains in the reception foyer of many large corporations, there are the back offices, checkouts and dank kitchens where people do the real work. seduced with are Such practices do not translate into a successful recruitment policy, according to Kaisen, a business psychologist firm dedicated to debunking some conventional wisdom. If an employer pretends a job is more exciting than it is, recruits will soon feel let down notice the gap between the fiction and the reality. And they will leave. once they In the call centre industry, where recruiters search for dynamic extraverts- who then spend day after day processing routine inquiries-the turnover of staff is notorious. 'Churn rates as they are calfed, are higher than in anost other industrics. The price of this is mure than jusi the cost of recruiting a new member of staff; when the cost of training, advertising and time lost are taken into account, it can add up to three times the employee's annual salary, according to some estimates. Kaisen, based in Bristol, shares its expertise with the likes of Royal and Sun Alliance, Boots and Pearson, the Financial Times's parent company. Kaisen is no fan of recruitment agencies. They can be a poor way of finding every person they place, says director Gwyn Rogers. 'Agencies can sometimes be undiscriminating, which leaves the onus on the individual organisation to screen people. These agencies do not always filter people out properly. new staff because they often receive commissions for One of Kaisen's mantras is that recruiters should give applicants the whole story, 'warts and all'. If the job is repetitive and mundane, tell the applicants. If there is little freedom for independent thought, spell it out. If people's chances of promotion are strictly limited, do not pretend otherwise. To do so would only be to store up trouble for the future. For there are people - and these are the ones you want to employ- who in fact enjoy the security and comfort that such a job may offer. Lecturer: Mr Paul Apreku-Djan Pag ometimes videos are used but other methods include audio cassęttes and written material. ll are deployed to the same effect. Mr Rogers says it is all about trust between the employer nd the employee. Honesty is the best policy. If you see an advert for television air time sales, you may think: "TV-that is creative and xciting and open-ended. P'll get to meet the stars." In reality, you will end up in an office lock in London with no windows, trying to sell to agencies,' he says. Boots Wellbeing has recently been recruiting health and beauty professionals and others from the medical arena, such as ostcopaths and nutritionists, who tend to work alone. It was vital to ind those who could work in a large corporation and could handle all the necessary compromises. 'Quite rare beasts, according to Kaisen. By eliminating unsuitable people early, Kaisen believes, it can save its clients' money. Just as mportant is the effect on morale, it argues. 'Often people say they were surprised at how thonest the company was about what the job was like,' says Mr Rogers. This, he says, leads them to regard the company positively. Required: a) To what extent do you agree with the approach to recruitment described in the case study? b) What are its main disadvantages? c) The companies cited in the article use videos and other materials which carry à realistic message at the selection stage as a means of helping them and the candidates to establish their suitability for the jobs concerned. Is there also an argument for putting out 'warts and all' messages in recruitment advertisements, at graduate recruitment presentations or in notices placed at job centres? State two (2) internal and external factors governing recruitment in most organisations (4 marks) (3 marks) (4 marks) (4 marks) d) What mechanisms can HR specialists and line managers employ to check the validity of information on CVs? In what circumstances, if ever, should significant checks be (5 marks) made and why? e) Application forms can sometimes elicit better information than CVs as they pose some direct questions that the CV may otherwise not address. However CVs remain highly popular. What advantages are there in using CVs for both the potential (5 marks) (Total 25 marks employee and the potential employer?

Answer 1

Case Study Analysis

Warts –and – all hiring Policy

1. Approach to recruit : As per the given case study, hiring policy or recruitment approach is completely based on the nature of business and its operations and also the financial viability of company or business. Recruitment approach and hiring policy both can effect or influence the business costs as well as financial and operational status of business with respect to the recruitment costs, retention of employees etc., Every business organization may not have the same hiring policy and recruitment approach. Making job description more attractive is acceptable but it should not be with ambiguity. Agencies, consultancies are the middlemen so that it may cause conflicts among employees and employer . This may not be suggestible sometimes.
2. Disadvantages :

• Communication barriers
• Conflicts
• Chances of raising hidden costs
• Chances of losing talented people

3. Argument for putting out ‘Warts and all ‘ messages :

• Transparency is very important
• Retention of an employee may not be the prior factor
• It may hinder some troubles in future
• It may be temporary beneficial

Internal and External factors governing recruitment : Internal Factors are

• Nature of business of an organization
• Strategies and financial performance of an organization
• Hiring policy and HR planning

External factors are :

• Labour market conditions with respect to supply and demand
• Legal and political changes with respect to labour law, tax laws
• Work force in the country, employability rate
• Competition in the industry

4. Role of HR Specialist and line managers :

• Verifying the address, and contact information provided by candidate in the CV by using online resources
• Finding any kind of exaggeration in the CV which is against to the prevailed industry conditions
• If anything is suspicious, asking a candidate for an explanation
• Asking for references

     Circumstances :

• If such job is permanent in nature employee verification is very crucial
• If it is temporary one, there will be no serious verification
• If the nature of job is confidential , employee’s truthfulness is very important
• when recruitment needs to comply with labour law

5. Advantages to potential employee in using CV:

• CV is the self expression of an employee
• It depicts the whole expertise and capability of an employee
• It is a self marketing tool for an employee
• It is the reputation of an employee

Advantages to potential employer in using CV :

• It can be easy to find the compatibility between employer requirement and employee requirement
• It gives the clear picture of an employee’s attitude
• It represents the pros and cons of recruiting of that particular candidate
• It facilitates the right recruitment decision