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Rashed Al Ahmad Tarique ZR 61 BBA 16TH BATCH IBA, DU.

Question 1 Demonstrate the model diagram(s) for recruitment during good times and bad times as suggested by the HBR article The Definitive Guide To Recruiting in Good Times And Bad. Answer

Research, Analyze and Predict talent needs Develop and add to a pool of potential candidates

Develop a pool of candidates comprising of outsiders, insiders, outside-insiders, inside-outsiders and peer nominated candidates Expand the network of external nominees

Allow candidates flexibility Describe the job realistically Negotiate a fair compensation Involve hiring managers and C-level managers

Remove bad hires promptly Review recruiting practices Evaluate and reward assessors and interviewers

Identify requirements of the job and the relevant skill set Identify the role of teamwork and company culture for success

Train and develop managers to conduct proper interviews Rigorous interview and behavioral tests Match results with references Include managers that will work directly with the candidates

Make veterans mentors and assign them to new comers Make newcomers communicates with boss, mentor and HR regularly Reward mentors

This is the general model for recruitment in times of good and bad economies, according to the model. However, it is our job to subjectively modify components of this system to our requirements and the condition of our economy.
IN GOOD TIMES The good times require us to fight wars for talent against our rival employers. We must rummage around our database of candidates and networks to get target the right employees and attract them towards us. The rigorous interview processes must be carried out as a two way exchange, i.e. the candidates must be given a feel of the organization as well as the interviewers knowing about them. This helps to integrate and investigate the candidates in context of our firm. Generally, we do not think of firing, however, if the employee is found to have been recruited improperly we can do so as that individual slows down the entire team. IN BAD TIMES In poor times, while following the same guidelines, we must be even more careful about our choices and recruitment process. We listen of restructuring and reorganizing. It might be time for us to practice that with our recruitment process as well. We can look to plug in the holes that have previously gone unobserved due to pressures from other employers. The bad times also provide a larger pool of potential candidates. This makes hiring for the future easier. However, we do not want our best employees to take our job on an ad hoc basis. We have to strive to retain them by giving them right mentoring, pay and benefits, and work culture that motivates them to stay on. The recruitment process is nearly the same for all large organizations. Their managers follow mostly the same procedures to hire employees. To stay ahead of the competition, innovation is the key. Investment in the recruitment process is vital to getting the right employees for the right job the first time. That is the road to attaining competitive advantage over the competition.

Question 2 Use the diagram for recruitment considering you as a HR manager for financial institution which has surplus of work force in all the operational areas and you have to make decision during economic downturn (you are expected to use the concept learned from the class discussion & text) Answer Whenever there is an excess of anything we try to mop it up. But being HR professionals we are not dealing with plants and machinery that can be mothballed, rather we are dealing with real people that have formed intimate relationships with the firm. Firing is a tough decision to make for all the stakeholders involved. It affects not only those that have lost their jobs, but the colleagues who still have their jobs. The strategic position of the company is also hampered by unplanned redundancies. These problems are worsened during times of recession. It is managements duty to customize solutions that let the company come through these situations stronger than ever. We should not be engulfed by the tough situation that us confronting us now, rather our focus should be on greater trends around us. As the banking sector is on a generally upward trend, our decision to hire more than the minimum number of employees to run current operations is probably the right one. Those decisions are aligned with the long term strategic goals and objectives of the organization. Talent in these growing markets is scarce and the wars are waged over them. So it is a better move to retain the talented employees with a view towards long term sustainability and development of the organization. The aim of the bank is the ride on the wave of economic growth and therefore it will have to grab onto the opportunities when they arise. A trained workforce would then give the organization a competitive edge over the rivals. Work schedules could be redesigned to accommodate the excess workers. Pay rise freezes will help to reduce the problem slightly. The available work could be distributed among the employees so as to give them smaller work hours. Rotation of work can also take place. As a result, overtime pay costs could be slashed. Activities not essential to the core, such as R&D,

could be reduced. Employees that have potential for development could be sent for training programs. These activities all require cooperation and coordination on part of both the employees and the management. Employees, when informed of the state of the firm, are more inclined to work with the company in seeing off the tough times. Thus far, we have talked about how as an HR manager the excess workforce can be retained. HRM has an important role to play in long-term strategy formulation and implementation. HR will therefore have plans for recruitment over regular periods. This period is ideal for hiring talented employees that will take the company far. They bring in fresh blood and knowledge from a variety of sources that allows the company to grow in diversity. Other companies may not be hiring many employees. Many may be getting rid of employees. Therefore, the firm has a much bigger pool of candidates for positions. It is also the right time to revisit the recruitment process and identify its shortcomings and tailor it towards attracting and retaining the best employees. It might even be time to reorganize internal processes and departments so as to open up scenarios where the new recruits and some of the excess workforce can be teamed up to operate with a new plan to attain the organizational goals even in these tough times. More workers may seem like a burden now, but it allows scope for expansion in the future. The worst case scenario is to let the employees go. This is the most difficult decision to come to for all the stakeholders. Not only do the employees break ties with the firm and its people, but also takes with them important company information. The burden on both the firm and the employees can be lessened significantly through good HR planning. Employees could gradually phase out of work in the case of seniors. Voluntary early retirement is also an option. The recruitment process may have had flaws that led to recruitment of excess number of workers. These workers can be fired. The organizational performance indicators such as the Balanced Scorecard, the Key Performance Indicators and other customized performance scales will give us some ideas about the strugglers and the talents. Another important criterion to consider is where the employee is in their careers. If the employee is a new recruit who obviously has not reached his/her prime, it would be quite unfair to compare their Scorecard to that of one with 5 years experience. Firing is the most difficult decision even though it may seem like the easiest one. HR is a core component of the organization and a major strategic partner. HRM must think long term. There is no simple one size fits all solution to recruitment in harsh economic climates.

Alternatives to firing often exist. Managers simply do not look for them most of the time. The options have to be weighed in context of the organizational size, the different size of departments, the type of banking and numerous other criteria. The data provided here is insufficient to make such a big decision here.