A company is experiencing a high number of work absences across all of its national
operations for a variety of reasons, some related to the company as a whole and some
specific to company demographics. The head of HR has analyzed payroll expense data and
has noted that the higher costs and increasing frequency of using fill-in and temporary staff
are having a significant bottom-line impact.
After learning about the potential advantages of centralized sourcing, the head of HR asks
her recruiting team to look at the options available for a nationally contracted vendor to
support the company's needs and make a recommendation. The recruiting team has been
primarily experienced in staffing headquarters positions. Individually they are experienced
primarily with local recruiting resources.
What is the most effective course of action the recruiting team could take to execute their
assignments? - ANSWER Meet with their business partners in each region and office
location to discuss this proposed approach. (The recruiting team can use relationships with
the businesses they support to gather the preliminary information needed to build the
business case and the communication plan.)
A company is experiencing a high number of work absences across all of its national
operations for a variety of reasons, some related to the company as a whole and some
specific to company demographics. The head of HR has analyzed payroll expense data and
has noted that the higher costs and increasing frequency of using fill-in and temporary staff
are having a significant bottom-line impact.
After learning about the potential advantages of centralized sourcing, the head of HR asks
her recruiting team to look at the options available for a nationally contracted vendor to
support the company's needs and make a recommendation. The recruiting team has been
primarily experienced in staffing headquarters positions. Individually they are experienced
primarily with local recruiting resources.
It is decided that RFPs will be sent to selected vendors to assist in the recruitment strategy.
Once the RFPs are returned, what is cr - ANSWER Evaluate each RFP against each
location's predetermined success factors. (Evaluating all of the returned RFPs against the key
1
, elements for a successful contract relationship would allow for an objective selection
process that can be supported and explained.)
An HR consultant receives a phone call from the CFO of a mid-sized family-owned
manufacturing company. She states that the company's turnover is nearing 100% in the
operations department. Employees are staying an average of 60 to 90 days before leaving.
Exit interviews indicate that turnover is due to lack of training. The CFO doesn't understand
this data, because all new employees participate in a one-day orientation and an onboarding
program.
The consultant further learns that the manager of the operations department has a
reputation for being aggressive and direct. The manager, who directly reports to the CEO,
has been with the company for ten years and is a good friend of the owners' family. The CFO
admits that the manager can be difficult to deal with but nobody says anything because of
the manager's strong relationship with the family. She says that while morale is low in the
department, the company hasn't cond - ANSWER Further analyze exit interview
information for details about training deficiencies. (Additional analysis may identify relevant
information that was missed. The consultant may follow up directly with the participants,
who may be more open to talking to an outside consultant than to someone in house.)
An HR consultant receives a phone call from the CFO of a mid-sized family-owned
manufacturing company. She states that the company's turnover is nearing 100% in the
operations department. Employees are staying an average of 60 to 90 days before leaving.
Exit interviews indicate that turnover is due to lack of training. The CFO doesn't understand
this data, because all new employees participate in a one-day orientation and an onboarding
program.
The consultant further learns that the manager of the operations department has a
reputation for being aggressive and direct. The manager, who directly reports to the CEO,
has been with the company for ten years and is a good friend of the owners' family. The CFO
admits that the manager can be difficult to deal with but nobody says anything because of
the manager's strong relationship with the family. She says that while morale is low in the
department, the company hasn't cond - ANSWER Evaluate and enhance the
company's orientation and onboarding program to cover the first 90 days. (The best way to
affect the 60- to 90-day time frame for employees leaving is through an enhanced
orientation and formal onboarding program. Although the orientation might last only one
day, an onboarding program should extend into the first few months (or longer) of
employment and be structured to set the employees up for success and further integrate
them into the organizational culture.)
2
operations for a variety of reasons, some related to the company as a whole and some
specific to company demographics. The head of HR has analyzed payroll expense data and
has noted that the higher costs and increasing frequency of using fill-in and temporary staff
are having a significant bottom-line impact.
After learning about the potential advantages of centralized sourcing, the head of HR asks
her recruiting team to look at the options available for a nationally contracted vendor to
support the company's needs and make a recommendation. The recruiting team has been
primarily experienced in staffing headquarters positions. Individually they are experienced
primarily with local recruiting resources.
What is the most effective course of action the recruiting team could take to execute their
assignments? - ANSWER Meet with their business partners in each region and office
location to discuss this proposed approach. (The recruiting team can use relationships with
the businesses they support to gather the preliminary information needed to build the
business case and the communication plan.)
A company is experiencing a high number of work absences across all of its national
operations for a variety of reasons, some related to the company as a whole and some
specific to company demographics. The head of HR has analyzed payroll expense data and
has noted that the higher costs and increasing frequency of using fill-in and temporary staff
are having a significant bottom-line impact.
After learning about the potential advantages of centralized sourcing, the head of HR asks
her recruiting team to look at the options available for a nationally contracted vendor to
support the company's needs and make a recommendation. The recruiting team has been
primarily experienced in staffing headquarters positions. Individually they are experienced
primarily with local recruiting resources.
It is decided that RFPs will be sent to selected vendors to assist in the recruitment strategy.
Once the RFPs are returned, what is cr - ANSWER Evaluate each RFP against each
location's predetermined success factors. (Evaluating all of the returned RFPs against the key
1
, elements for a successful contract relationship would allow for an objective selection
process that can be supported and explained.)
An HR consultant receives a phone call from the CFO of a mid-sized family-owned
manufacturing company. She states that the company's turnover is nearing 100% in the
operations department. Employees are staying an average of 60 to 90 days before leaving.
Exit interviews indicate that turnover is due to lack of training. The CFO doesn't understand
this data, because all new employees participate in a one-day orientation and an onboarding
program.
The consultant further learns that the manager of the operations department has a
reputation for being aggressive and direct. The manager, who directly reports to the CEO,
has been with the company for ten years and is a good friend of the owners' family. The CFO
admits that the manager can be difficult to deal with but nobody says anything because of
the manager's strong relationship with the family. She says that while morale is low in the
department, the company hasn't cond - ANSWER Further analyze exit interview
information for details about training deficiencies. (Additional analysis may identify relevant
information that was missed. The consultant may follow up directly with the participants,
who may be more open to talking to an outside consultant than to someone in house.)
An HR consultant receives a phone call from the CFO of a mid-sized family-owned
manufacturing company. She states that the company's turnover is nearing 100% in the
operations department. Employees are staying an average of 60 to 90 days before leaving.
Exit interviews indicate that turnover is due to lack of training. The CFO doesn't understand
this data, because all new employees participate in a one-day orientation and an onboarding
program.
The consultant further learns that the manager of the operations department has a
reputation for being aggressive and direct. The manager, who directly reports to the CEO,
has been with the company for ten years and is a good friend of the owners' family. The CFO
admits that the manager can be difficult to deal with but nobody says anything because of
the manager's strong relationship with the family. She says that while morale is low in the
department, the company hasn't cond - ANSWER Evaluate and enhance the
company's orientation and onboarding program to cover the first 90 days. (The best way to
affect the 60- to 90-day time frame for employees leaving is through an enhanced
orientation and formal onboarding program. Although the orientation might last only one
day, an onboarding program should extend into the first few months (or longer) of
employment and be structured to set the employees up for success and further integrate
them into the organizational culture.)
2
