Issues In Moonka Auto, Ashok Agarwal faces many challenges regarding the recruitment of salespersons. There is poor advertising, low supply of workers, ineffective interviews, lack of strategic planning, maintain employees, other parts of the business affected by the ineffective process, and ineffective planning of new location. The biggest problem thus far is the ineffective HR process used in hiring new employees. It starts with the companies poor advertising. Advertising of the job also is an issue because it has not been updated since 2010. The same ad had been used in 2012 to recruit a new batch of employees. This ad wasn’t very effective, to begin with, as it only attracted one quality candidate. The dealership needs to develop an updated …show more content…
Right now, there is a low supply of workers leading to a shortage which means that instead of trying to hire full-time workers Ashok should try to look to different strategies in order to account for the shortage. He could do so by making opening positions for part-time workers, employ contract workers, outsource work and essentially try to reduce that gap. Ashok should have been prepared for this shortage by forecasting the firm’s demand for future employees. By looking at the market share growth of 8% in 2009 to 30% in 2015 Ashok should have predicted the need for more workers and arranged accordingly. This is a major problem because, with a high demand and low supply, it causes an influx of unqualified …show more content…
The process of hiring and development is one that requires a lot of time. The opportunity cost of him doing HR duties ha a heavy toll on his duties as the owner. There is the process of choosing an appropriate and, going through applications, interviewing individuals and picking appropriate candidates. This process takes a lot of time out of his hands and really affects the business in a day-to-day aspect as well as a big picture aspect. This is the reason he can’t effectively keep employee morale up because there is a lack focus on his job. There is the major need for an HR employee that can handle all this work as Ashok can focus on his duties as the
After analyzing the reading, a few things seems to be causing this issue. First, Gobias Industries recently underwent a change which made each division a separate entity. The change caused job mobility to plummet. Communication between each division halted. The pool of job opportunities and work location transfers decreased for the employees of each location. Without communication between the divisions, employees found it difficult to hear of job opportunities at other location. The employees became limited to only the opportunities offered at their location. Secondly, the job opportunities at each division also decreased with the introduction of new technology. The technology began taking over the majority of work for many entry-level jobs. The work left for employees to do became low complexity and low effort therefore, were compensated less. The wages for these entry-level jobs became stagnant. These jobs then became boring, less attractive, and scarce. With the decrease in jobs, a decrease in the opportunity for promotion also exist. Thirdly, the new technology also caused job evaluations to become outdated and incorrect. If recruiters are misrepresenting the jobs during recruitment, then employees will be highly unlikely to stay with that job for long especially if the job does not pay well and has little room for promotion. In order to fix the issue of high turnover, Sudden Valley Works needs to redo their job analysis and revamp their recruiting. These solutions will help with job turnover as well as reaching their goals of retention and employment of more women and minority groups. Recruiting should include a broader market and leadership personality assessments. Previous recruiting techniques were targeted at engineers with the highest GPAs however, with the new technology, a high-level of educated employees are not longer needed. A high
The Department of Human Resources is involved with many important aspects of a business, like staffing, compensation, benefits, and much more. As the new Director of Human Resources for a 150-room, full service hotel in downtown Sheboygan, I am in charge of turning around the hotel. Some urgent tasks include hiring and training new candidates for two open positions, revising the training and incentive programs, and finally, improving the overall morale of the employees.
“Linen company A” cleans linens for local hotels and restaurants. The linen company has had a drastic increase in their amounts of work to the point that their labor force is insufficient. To hire more labor is feasible, but they would like to keep from doing this, allowing themselves to save money in the long run. They’re problem is lack of labor, and the want to maximize efficiency in the workplace.
Most people find a suitable job with what they had learned previously. However, after a long period time of working, many customers had difficult tasks and made them embarrassment because they do not know about those tasks. Instead of hiring someone else to do that job, we give opportunities for good employees cultivate new knowledge. Thus, we do not have a change in personnel, the old jobs have been guaranteed as well as new part also quickly respond to the needs of customers. The staff's pleasure in work, relationships between companies and their employees better it will improve, and most importantly, productivity and profitability of companies is increasingly certain.
BMW having high market share in European and U.S luxury car markets, started facing issues with launch product qualities and also facing a fierce competition from Japanese producers. Currently the market share was still stable but the rigorous growth of Japanese producers would affect BMW in future. These Japanese competitors had set higher standards of conformance.
“Hr is shifting from focusing on the organisation of the business to focusing on the business of the organisation” (Zulmohd 2011). David Ulrich points out four distinctive roles of HR which makes the organisation most effective and produce competitive advantage. He planned to change the structure of HR function and build HR around roles. The four key HR roles identified by Ulrich, one HR business partner/strategic partner – aligning HR and business strategy which plays an important role in setting strategic direction. It builds strategic relationship with clients and strategically manages the development of the workforce. The second key role is administrative expert which creates and must deliver effective HR processes made to tailor business needs. It also involves managing people and HR related costs. To continue to the third key role, change agent which understands the organisations culture, and takes the responsibility to communicate those changes internally and gain its employees trust. The final key role identified by Ulrich is employee advocate which is a core in HR role represents employees and helps to improve their experience, protect employees’ interests and confirm strategic initiatives are well balanced. Employee advocates must also “ensure fair, ethical and equitable people processes and practices.” “David Ulrich’s HR Model is about defining the HR roles and
Q2) What should be done next? Do we keep agents engaged and if so, how? How do we keep the buzz alive with still over 6 months until the car goes on sale?
Doortodoor Sports Equipment Company retains a higher percentage of employees in their Sales Part-Time (SP) and Assistant Sales Manager (ASM) positions. The company retains 60% of their SPs and 80% of their ASMs. While the organization retains 70% of their Regional Sales Managers (RSM), they lose 30% in turnover. The retention rate for RSMs is high, but the total number of employees in this position within the company is lower than other job categories resulting in the highest turnover rates in the company. The job category with the total highest exit rate is the Sales Full-Time (SF) category. The employees retained in this category amount to 50%. Within this category however, 10% of the employees trans...
The main problems that are affecting the company were the high level of labour turnover, below target production rates, high levels of scrap, the employees had little input in the decision making, therefore resulting in low motivation and job satisfaction, and didn't have enough feedback on there performance. Added to this was the conflict between the supervisors and employees in the production and packing areas, and the grading and payment levels wasn't satisfactory to the employees.
It is becoming difficult for the company to hire more and more people and retain the best and the brightest of them.
On the medium term he would need to upgrade the company’s human resources policies, at the moment are mainly reactive.
The company has a clear lack of vision. This is because since the loss of Mr. McFettridge, the vision and plans he had are not known to anyone. This exposes the lack of structured top management. Also, the top management is having a lot of young employees which are accustomed to doing a clerical job. Their decision making skills are not developed due to improper mentoring. The work processes are more individual driven then system driven.
Business had to bare loss as they lack in maintaining standardisation. Therefore, talent acquisition group of the organisation had to go through drastic changes due to several stakeholders having different functions that gave confusing conclusion. Other difficulties that are faced by the organisation are with tools and technology where the business had non availability of recruiting tool and had issues in data management system. Before the implementation of talent acquisition group the organisation had low recruiter efficiency. In addition, screening and sourcing process also lacked as the sourcing guidelines were not present in the recruitment process. Besides, it also lacked in sourcing prioritisation. There was no selection framework as well due to which the organisation failed in making consistency results
...s, many future problems can be reduced and hence help in improving the organization profits. Therefore, we can see that filtering the employees’ recruiting process is essential. Because good employees can bring up a good organization, at the same time good organization generate good profit and able to produce good GDP to our country as well and hence we can hedge against budget deficit that which will eventually lead to debt crisis.
He also needs to be aware of competition for employees’ i.e. if the company’s employees are increasing the demand for labour or whether labour is available due to redundancies. HR planning is all about getting the right people and developing. to meet the company’s objectives. RECRUITMENT & SELECTION The HR manager needs to know when, why, and how to recruit staff.