Q1a.

 Joginder is an ex-convict who has been hired by Hindusthan Industries and Mrs. Hansika on
the loading docks.
 Jogi’s past records were discovered by a personnel clerk and the same was discussed among
the employees.
 Reports of money being missing from petty cash, and Joginder’s involvement in the same
was brought up
 Joginder is suffering from being a victim of Stereotyping – where his past, of being a convict
makes the others in the company attribute mal-intent and unscrupulous behaviour with him.
 Joginder’s past led the employees to create a bias against him.
 Hanshika has faced a similar past, her relatability with Jogi is higher, hence wants to give him
the benefit of doubt.
 Joginder’s recent reaction while getting interviewed by Hanshika indicated high
distinctiveness, he was not his usual likeable character, rather he became hostile and did not
speak much about the petty-cash situation.
 Joginder otherwise has been high on consistency as well as consensus where he was likeable
and do the job as efficiently as the other employees.
 Joginder also showed slight dent in conscientiousness denting his reliability factor, when he
became defensive of his actions
 His other factors like Extraversion remained high in his job, helping him make new friends.
He showed some lack in emotional stability when being questioned.
 There is a chance that Joginder has a high sense of psychopathy that people are perceiving
him to be, since being from jail, him being affected by petty thefts is unlikely.
 It all seems that Jogi is suffering from a Person Organisation Fit problem, where his past is
being unaccepted by other employees.

Q1b.

 Hanshika should investigate the case better.

 It would be unfair as a manager if she relents to employee pressure and gives in to the
biases fuelled by others.
 It is necessary for an organisation to investigate a case and conclusively dismiss a person
based on hard evidence.
 A good manager or a good organisation cannot run on employee perception since people
run on biases and attribute wrong behaviours with people.
 She should not fire Jogi unless incriminating evidence is found, surveillance can be checked
for the same.
 If Jogi is proven innocent, then other employees would perceive Hanshika as a just manager.
 There is a high chance the factor of trust among employees for Hanshika will increase.
 Jogi’s lack of involvement also helps him establish trust, wherein people out of guilt, would
try to get rid of their stereotypes.
 If Jogi indeed is the thief, it would create further implications against hiring ex-convicts
 Biases that people hold against such people would be even stronger leading to a less
wholesome workplace.
Q2.

 Creating Guidelines for Person Job Fit

 Individuals themselves may inaccurately assess as to where the apply for jobs. There may be
various biases like Optimism Bias, their ability to value a specific job aspect, their respect
towards the sector and job role.
There is also a problem of Biases amongst the recruiters towards particular employees
 Person – Organisation Fit – a person may be fit for the job but his ability to adapt to the
organisational culture should also be important so as to ensure smooth functioning.
 Job adverts should be better positioned, gender neutral and speak clearly of the
organisational culture as well as the job roles.
 Easier forms of application should be taken into consideration so that a sizeable pool of
candidates may apply (e.g. Easy apply through LinkedIn)
 The reach for asking out people should also be systematic
 Use of social media systematically for recruitment
 Reviewing CV’s anonymously so that there is no bias towards any candidate.
 A framework of questions to determine the best person job fit.
 Hiring managers should also include people in the panel with no past history of assessment;
or specific roles that they represent, bringing in important value adds
 Usage of psychometric tests like OCEAN or MBTI, to determine the personality traits and
likewise align the organisational threshold for hiring candidates. It can be tweaked as per
candidates.
 Feedback from prospective candidate is also very important.
 Cognitive assessments to see how the person reacts to situations. Low Dissonance must
always be taken care of
 Cognitive tests take care of Quantitative aptitude, decision making, Verbal and reading
comprehension, reasoning. They are very good predictors of job performance.
 Job knowledge tests to be administered for roles requiring experience so that their ability
and understanding of systems is assessed properly. This also helps discern whether someone
has lied on their CV or not. R&D personnel can also be made to go through a live work test
to check their compatibility and credentials.
 Integrity tests administered either on computer or live situational examples can be
undertaken. For a high integrity organisation like Johnson & Johnson this ensures a good
person- organisation fit.
 Situation handling tests to be administered to see their thought train and their ability to be a
good person job fit and to some extent person organisation fit.
 All in all various recommendations are made and the company can choose to do what it
deems fit as per their budget. Personality and cognitive are usually inexpensive and must be
the first barriers to getting a proper structured interview.
 Lastly, past data, as we know a person’s past shapes a lot of their future self, hence a
biography review must be done properly