Wednesday , August 16 2017
Home / Case Studies Solutions / Inside or Outside Recruiting

Inside or Outside Recruiting

—Inside or Outside Recruiting Case Study Solution

Case Summary:

Powermat, Inc. has encountered difficulty over the last few years in filling its middle management positions. The company, which manufactures and sells complex machinery, is organized into six semi autonomous manufacturing departments. Top management believes it is necessary for the managers of these departments to make many complex and technical decisions. Therefore, the company originally recruited strictly from within. However, it soon found that employees elevated to middle management often tacked the skills necessary to discharge their new duties.

—A decision was then made to recruit from outside, particularly from colleges with good industrial management programs. Through the services of a professional recruiter, the company was provided with a pool of well-qualified industrial management graduates. Several were hired and placed in lower management positions as preparation for the middle management jobs. Within two years, all these people had left the company.

—Management reverted to its former policy of promoting from within and experienced basically the same results as before. Faced with the imminent retirement of employees in several key middle management positions, the company decided to call in a consultant for solutions.

 

Inside or Outside Recruiting

Inside or Outside Recruiting Case Study Answers

Question #1:  If you were the consultant, what would you recommend?

Answer: As a Hr consultant

—RECOMMENDATIONS:

  • —What initial steps can be taken to reduce turnover? First, hire the right people and continue to develop their careers. Does your company have an ongoing career development program, tuition reimbursement, or skills training program? An investment in upgrading the workforce is one of the best investments a company can make when looking at long-term growth. Hiring the people that are a good “fit” with the culture of the organization — meaning that their values, principles, and goals clearly match those of the company — and then training as necessary will go a long way toward ensuring employee loyalty and retention.
  • Exit Interviews and Employee Turnover

—In the most straightforward terms, an exit interview is simply a means of determining the reasons why a departing employee has decided to leave an organization. In fact, it appears that many organizations take this definition literally… in a 1992 survey conducted by Human Resource Executive Magazine, 96% of HR managers agree that they conduct exit interviews with employees who are leaving voluntarily. (1) However, in most cases, the information collected is not put to any useful purpose.

  • Career development impacts

—It is a known fact that most professionals leave an organization due to lack of career growth. Active career development initiatives by a company is a key retention tool to keep the best talent within its fold. It is one of the greatest motivators to keep an employee happy and engaged

  • Is recruiting the problem in this company

—In this organization the reason of turnover is that the policies that are made by the management are not satisfying which lead to turnover of the employees .