Found in the case study entitled, Promotion from Within at Citrus Glen, is a staffing process concern. The Citrus Glen Company, based in Florida, is a juice producer that supplies orange and grapefruit to food processors, grocery stores, convenience stores and restaurants in the United States. With rapid growth over the last few years, the HR vice president, Mandarine “Mandy” Pamplemousse, has been worried about how to staff the ever-expanding array of positions for Citrus Glen. Her concern is how to hire and promote enough individuals who are qualified for the needed positions. When Mandy is trying to staff internally, she uses a contractor based in Charlotte, NC called, Staffing Systems International (SSI). When positions become available that are appropriate to staff internally, she sends a group of candidates for the position to SSI to participate in the assessment center. The candidates are in the assessment process for three days. Mandy receives the results with recommendations, a few days after …show more content…
The reexamination should start with a formal look at the SSI assessment center results and recommendations. The evaluation should review all of SSI’s results to determine the reliability (Heneman, Judge, & Kammeyer-Mueller, 2015, pp. 327-335) and validity of each (Heneman, Judge, & Kammeyer-Mueller, 2015, pp. 336-348). Mandy should take the information shared by her brother-in-law as the leading factors in the evaluation of the SSI results. Furthermore, interviews with the candidates that went through the program should be conducted to obtain details of the assessment process and their perspectives of the assessment. This will give an inside look into how the assessment is handled and the candidates takeaways from it. Mandy should consult with SSI on their process of evaluations in the assessment center, and request a written report of the complete process from start to
Wards Cove Packing Company had two types of jobs available. There were the unskilled cannery jobs and then there were the non-cannery jobs which were classified as skilled positions. The cannery jobs were filled predominately by nonwhites, and the non-cannery skilled positions were filled with mainly white workers. The cannery and non-cannery jobs were put in separate housing, and the non-cannery positions were paid more than the cannery positions. A group of nonwhite cannery workers filed a suit in the District Court under Title VII of the Civil Rights Act of 1964. Their claim was that they were being discriminated against because of their race. They also claimed that there was no reason that the people being hired for
...ta on the most capable strategy to address the HR issues, make additional recommendations, if any, to address the distinguished and prioritized HR issues.
Human Resource embraces the spirit of mission of teaching, research and training (NJIT Website). Human Resource core purpose is to facilitate the transformation of work life at any organization to a standard that surpasses the organizational planning objective (NJIT Website). Human Resource Departments has several goals to include attracting, developing and retaining a premier and diverse workforce; anticipating trends and consequently providing strategic solutions; fostering creativity, innovation, and learning as a whole to foster and facilitate change; ensure compliance with all federal, state and local regulations, as well as overseas labor laws where applicable; and to promote fair and equitable treatment for everyone in the workplace (NJIT Website). In this paper we will discuss three scenarios that require assistance from the Human Resource Department (NJIT Website).
However, due in part to these acquisitions, the Wallace Group faces several problems. The first issue relates to their hiring process and how they choose who to promote. Instead of hiring qualified employees with the proper expertise, they focus more on cutting costs, therefore hiring non-qualified employees. One example of this process is, instead of creating a management development program for training and recruitment of new management, they just promote within. However, they promote technicians to management positions without the proper training, because it's cheaper to do that.
She has a primarily interpersonal foundational role in the company, where she must focus on building trust between the employee and herself to better the company so they will feel comfortable in reaching out to her when there is any sort of discrepancy in employee or company behavior. She pointed out that as a Human Resource employee, she must constantly adjust to fit each individual’s needs, such as adjusting to her audience. Oftentimes, an employee who does not speak English will approach her with a concern, or potentially the vice president of the company will approach her with a concern; thus, she must adjust to her audience and make connections with both juxtaposing parties. This difference points to the fact that this division may lack a strong organizational culture because they seem to have a high level of diversity, pointing further to the idea that they are succeeding in decreasing the lack of diversity seen in a multitude of companies today, but it can pose a problem since there are such a variety of cultures all attempting to operate under the same values. By attempting to adjust to these varying situations in order to give each person an equal opportunity in the end, relays the idea of the equity theory, which can help increase an employee’s motivation within a company since they perceive themselves as valued and treated fairly. Therefore, Brandy and other Human Resource consultants’ roles are vital to the company’s success because by encouraging equity within a company, overall motivation and productivity will also
As the owner of a technology staff augmentation firm in Chicagoland, Rona Borre has a vested interest in providing her nationwide clients with professionals who have the skills to begin making an immediate difference in the client's company. Writing an article for CIO, How To Bridge The Gap Between HR And IT, Borre explains that HR professionals are not always aware of the exact skills the contract worker needs to fill a position in IT department. IT professionals are also not always the best at explaining their needs to non-technical associates either. At Borre's firm, Instant Alliance, team members are experts are determining the exact skill set that candidates need to perform the tasks that they will be contracted for, ensuring the ideal
Callaway Golf Company began to take form in 1983, after Ely Reeves Callaway Jr. sold Callaway Vineyard and Winery for a $9 million dollar profit. Shortly after the sell of the winery, Callaway ventured in to the golf equipment industry and bought 50 percent of Hickory Stick USA. Callaway knew from the very beginning that this company’s profits were limited as long as the product line wasn’t changing. “Callaway noticed that most golf equipment had changed very little since the 1920s and believed that , due to the difficulty of the game of golf, recreational golfers would be willing to invest in high-tech, premium-priced clubs if such clubs could improve their game by being more forgiving of a less-than-optimum swing.” (Thompson, c205) Callaway then purchased the company outright and changed the name to Callaway Hickory Stick USA and then hires Richard Helmstetter as the companies’ chief club designer. With the help of five aerospace engineers, Helmstetter developed line of clubs that was set apart form competing brands by its technological innovation. In 1988, the S2H2 was launched as well as another name change to Callaway Golf Company. In 1992, sales are more than double recent years and Callaway Golf Company goes public and begins trading on the NYSE. Throughout the 90’s, Callaway leads the golf equipment industry with ongoing new lines of clubs and eventually adds golfing apparel. Donald Dye, Callaway’s new CEO, took the much of the blame for the downturn in Callaway Golf Company. Dye was ultimately responsible for initiatives that took managements focus off golf clubs. The company’s financial and market performance suffered immensely in 1998 causing Ely Callaway to return to rebuild the company. The textbook states on page c208, “Ely Callaway’s first efforts upon his return to active management at Callaway Golf were to ‘direct resources---talent, energy, and money--- in an ever-increasing degree toward the creation, design, production, sale and service of new and better products.’” In Callaway’s turnaround strategy, he initiated a restructuring program and operational improvements. By the end of 1998, Callaway’s strategies allowed the company to regain it s technological leadership.
Discuss how the employee selection methods at Outback Steakhouse help the organization achieve a competitive advantage
Those who are in this category also help the ones in the middle acquire additional skills” (NCHL, 2010). VIRTUA differentiated their company’s strategies from others through a grading system that involved supervisors, nurses and managers to interact with all employees as a whole firm, rather than individual sectors in the organization. Succession planning strategy and strategy for management talent engages an annual system of talent refinement and talent rebuilding, coined as the, “Best People Review (BPR). Annually, 500 managers select the right candidates for the right position. BPR provides incentives to the workforce, contingent on their values and performance demonstrated. The program is able to sustain their principal talents while constructing positive criticism to augment the areas of needs and improvement for each employee.
Reed, S. M. & Bogardus, A. M. (2012). PHR/SPHR Professional in human resources certification study guide. (4th ed.). Indianapolis, IN: John Wiley & Sons.
The importance of a sophisticated selection process may be described in terms of theoretical models such as the “Devanna model,” which emphasizes the interrelatedness of the principal human resource (HR) functions on each other [Bratton & Gold, 2012: 18]. The efforts put into the selection process, impact the performance of the worker, and subsequently the appraisal, rewards management and human resource development functions. In terms of performance, selecting applicants without the necessary qualifications and skills consequently leads to comparable lower productiveness. In terms of performance appraisal, selecting employees with incompatible organizational attitudes later requires a stronger supervision and a more frequent appraisal o...
Reed, S. M., & Bogardus, A. M. (2012). PHR/SPHR: Professional in human resources certification study guide (4th ed.). Indianapolis, IN: Wiley Publishing, Inc. ISBN-13: 9781118289174
re you one of those folks who want a lovely lawn but just don't have the time to care for it yourself? The answer for you could be a lawn care company. However, how do you know whom to choose? Below are five questions you should have answers to before hiring a lawn care company.
This particular case is centered around the Human Resources strategy that was implemented by Johnson & Johnson in 1997. This strategy includes many key aspects of corporate culture, leadership and global strategy integrated into one single global human resources program. This program allowed Johnson & Johnson to diversify their current employees, raise the standards for future employees, redefine the standards of leadership within J&J and improve global management overall.
Initially, there are four key issues or potential problems that Doris Washington is likely to face as the new human resources director due to the lax human resource and employment policies that XYZ Company has allowed their management to practice. Fair and equitable recruitment practices should be enforced when recruiting new employees, and managers who create their own interview questions may result in questions that are inappropriate or illegal. Although managers need to be involved in formulating questions that assess the knowledg...