Reference no: EM131707569

Please assist in answering the below questions from this case study.

Case Study: Recruitment and Selection in a Global Organization The case from Chapter 9 will be used here, since recruitment and selection are the next step in the operationalization of a talent management strategy. The background for this chapter case is the case material from Chapter 9; at the end of this background material, more details relevant to the recruitment and selection of new employees will be presented. Rudiger is sitting at his desk in his seventh-floor corner office in the city, gazing out over London and reflecting on life. At 43, he is at the top of his game. He has everything he could wish for—a lovely partner, a 4-year-old in a private nursery, a new executive house in the suburbs, a holiday home in southern Italy, and a remuneration package that’s the envy of his peers and beyond anything his German immigrant parents could have imagined. But it hasn’t been easy, oh no! Hard work, long hours, geographical moves every two or three years, and sacrifices in terms of his personal life. But now he has a problem. Rudiger has just been appointed global head of People and Talent responsible for the future of 35,000 people worldwide, the bulk of whom are based in the United States, the United Kingdom, and Europe, and manufacturing is likely to relocate to China in the next two years, adding to his responsibilities. In his previous role, he was responsible for the United Kingdom and Northern Europe and had operational oversight for 11,000 people. An initial consideration of his responsibilities has identified a number of people issues for the next five years: the company needs to recruit and retain particular specialist and skilled personnel; some of the brightest and most experienced midlevel managers are leaving; an aging senior directorship is looking toward early retirement. But the main difficulty is that, although he knows he has a problem, he doesn’t have enough detailed information to know the scale of the problem. 18 months later . . . Once again Rudiger is sitting at his desk in his seventh-floor office in central London reflecting on life. The move from Barcelona to England went smoothly, with the last crate arriving only two months later than the rest. He is still working hard, but the hours are slightly better since the introduction of the work-life balance policy last year, and his family has settled well into the idyllic English countryside. As the global head of People and Talent, he still has problems, though—just different ones. The talent strategy “Our People–Our Talent–Our Future,” which he presented to the board in his third month, identified the need for robust HRP information and analyses that required a new version of HRP software. It is in its early stages, but the intensive data-cleansing and updating activity has been straightforward so far. More concerning are the metrics responsible for producing the information needed to develop far-reaching HRP policies and practices for the future. The metrics are relatively easy to construct, but it is proving tricky to find the right “bundles” of predictive metrics—this is holding up progress with the analysis application package. In addition, there have been cost overruns in the implementation of the HRP software, and some senior managers are wondering if the new software should be abandoned. At least three of the 12 board members will retire in the next two years, and they are looking to groom their successors. At least one will have to be hired from outside the organization, and the HR department is not sure what the CEO wants for this position. In addition, employee turnover and an aggressive growth strategy mean hiring new employees as well as training transferring current employees. The work that is involved in defining competences (KSA sets) at skill levels within jobs is progressing well, with hard-won support from the unions. However, job descriptions that can be found are at least three to five years old, and some jobs have no descriptions. The new apprenticeship scheme is about to be launched, and the international graduate student package and development program has been completely revised. Overall things are progressing reasonably well, but there is much to be done. Case Supplemental Material On the basis of your analyses and answers completed for Chapter 9, assume that Rudiger has completed an acceptable HRP program and his staff members have completed current and accurate job descriptions for all positions in the talent management project. These job descriptions all contain the specific duties, tasks, and responsibilities as well as the KSA sets needed for each job. Rudiger’s next task is to recruit and select individuals for jobs. He wants to use the new HRIS software applications that the company has purchased and implemented for recruiting and selecting new employees. Fortunately, he can get assistance on this task from the IT department, which has built and maintains the company’s website. In addition, he has several staff members with doctorates in industrial/organizational psychology who can work with the IT professionals to develop recruitment and selection materials. However, Rudiger must provide the guidelines for the selection and recruitment of individuals who can fit into the talent management project.

Case Study Questions

What guidelines would you establish as part of Rudiger’s plan that emphasize the use of the Internet via the company’s website to communicate the recruiting objectives of the talent management project?

What are the potential advantages and disadvantages of online recruitment to communicate recruiting objectives?

What guidelines would you establish for the use of an HRIS for the selection and assessment of potential employees?

What selection and assessment tools could be used on the Internet, and which ones would need to be done on a face-to-face basis?

What are the technological problems that affect selection via the Internet and the solutions that have been suggested?

What guidelines would you develop to make sure that a utility analysis was done for all HRIS selection applications?