Repruitment And Management Case Study: Motorola

Motorola used a significant number of contingent workers and it showed several things about their recruitment and management style;
1. The Managers at the staffing agencies ended up being involved in the implementation of some of the Human Resource functions at the company. The managers ended up being responsible for the screening and recruitment of the new contingent staff. The HR Managers had to work very closely with the staffing agency managers to build a cooperative business relationship.
2. You have two different groups of people, contingent workers and regular workers that are doing the same work for the same company for different wages, this created tension and discord among everyone. Not only were they doing the same work and receiving different pay they also had different benefits. The regular workers were not happy with the contingent workers; they were at times given assignments that were more difficult. The contingent workers were not happy because they had a shorter contract than that of the regular employees. The HR Managers had to deal with the tension among these two groups of workers, and ensure the work was being done efficiently.
3.

By having a large contingent workforce you risk having high turnover, and this can lead to the HR Department having to recruit more contingent labor and making sure they are trained properly to perform the necessary duties. The managers, wanted to have the contract be at least 6 months to cut down on costs.
In order to cut down on staff turnover a program needed to adapt in the recruitment and selection process. The program should take into account the skills and qualifications of the new employee’s and did they meet the needs of the job. According to the analysis of the above challenges, Motorola needs to transition to a new model for recruiting contingent