CRAW Group Assignment: Report on Facebook Case

Group No.: 3
Group Members: ASHISH RAJENDRA SAPKALE
DHRUV NARANG
SAKSHI PRASHANT AMRUTKAR
SANGEETA GUPTA
TENALI NAVEEN SESHA RAO

Miranda Shaw, a seasoned and accomplished manager at a prestigious consulting firm,

cultivated a wealth of invaluable experience over a robust tenure of four years within the
company. This esteemed firm held a distinct preference for consultants who showcased
high energy and an unwavering dedication to their roles. However, despite these
criteria, the company grappled with a challenging scenario marked by a substantial
turnover rate and recurring project delays, attributable to the recruitment of individuals
whose qualifications didn't seamlessly align with the job requirements. Shaw ardently
believed in the adage that an individual's effectiveness is profoundly entwined with the
collective quality of the team.

Faced with a momentous decision between two highly qualified candidates, Rick
Parsons and Deborah Jones, Shaw engaged in a thorough deliberation over their
respective attributes. Parsons emerged as an exemplary candidate, showcasing
exceptional leadership skills and sharing an alma mater with Shaw from a prestigious
and well-regarded business school. Both candidates boasted impressive professional
backgrounds, excelling notably in multiple rounds of rigorous interviews. To delve
deeper into their personas, Shaw turned to the online sphere, utilizing Google to gain
further insights into their characters and conduct.

Through her research, Shaw uncovered Parsons' involvement in nonprofit endeavors,

receiving recognition and community service awards. However, this discovery was
accompanied by a conflicting view on social media, where pictures depicted Parson’s
engaging in activities such as drinking, smoking cigars, and partaking in marijuana.
Conversely, Jones maintained an elusive online presence, with only professional listings
reinforcing her prowess as a proficient and effective project leader. Shaw found herself
in the midst of a challenge: reconciling Parsons' personal conduct with his evident
professional capabilities while also considering the scarcity of personal information
available on Jones, thus navigating the selection of the best-suited candidate for the
company's needs.

A fundamental assumption underlying this decision was the understanding that

employees act as representatives of the firm on social media platforms. This recognition
led to the expectation that certain behaviors should be adhered to, so as not to
inadvertently tarnish the firm's reputation.

Parsons' distinguished leadership skills and demonstrated professional aptitude

rendered him an indisputable asset to the company. However, his personal image on
social media might hamper the company’s image thus Shaw was reconsidering her
choice of going with the Parson as the first choice for the new recruit.

Conversely, the prospect of hiring Deborah Jones aligned more seamlessly with the
company's fundamental values. Her exceptional professional track record as an adept
project leader underscored her capability and unwavering dedication. Shaw
contemplated favoring this choice if the company significantly emphasized ethical
values, professional conduct, and the maintenance of a conservative or reserved online
presence. Jones' scarcity of personal information on social media was perceived as
advantageous, ensuring that her professional persona remained the focal point of the
company's representation.

In essence, the pivotal decision rested on the company's overarching priorities: whether
to emphasize professional competence while imposing strict regulations on personal
conduct for Parson’s, or to uphold a values-driven culture, potentially embodied by
Jones' outstanding professional track record and the lack of personal information
available online. This intricate and strategic decision-making process involved an
intricate balance between individual capabilities and the alignment with company values
and standards to secure the most suitable candidate for the firm's enduring success.
This decision demanded a thoughtful fusion of personal attributes and the nurturing of
an organizational culture that aims to create a cohesive and impactful work
environment.

We can not simply judge the person based on their social interaction and choices until
and unless we encounter such a situation that is non-negotiable.Hence Shaw should
hire Parson based on his personality alignment with the job to avoid waste of resources
and time like the company is experiencing in recent times.
Shaw should contemplate setting clear workplace policies that expressly prohibit
smoking on company premises, thereby fostering a healthier work environment. In light
of Parsons' online presence, Shaw should consider the idea of formulating a
comprehensive agreement that delineates the expectations for appropriate social media
conduct, reinforcing the tone for professional behavior both within and beyond the
workplace. This strategic step should be conceived to preserve the company's
esteemed reputation and harmonize with its established values and standards.

Steps for Implementation:

● Call Parson for a visit to the firm before sending him the offer letter.
● Communicate to him about the values and brand image of the company.
● Convey to him how you have found out his engagements with NGOs underlying
how the firm perceives him to be an asset. However, there are some
objectionable posts which might misalign the image of the firm on social media
platforms.
● Written agreement on social media behavior, that is his activity on social
platforms should not in any way hamper the image of the company, before giving
him the offer along with him taking down the past objectionable pictures.
● There can be a legal contract restricting the use of alcohol, smoking and
marjuana on the premises or during the working hours of the employment.
● In the long run, she should define comprehensive workplace and social media
policies with other stakeholders such as senior management, legal team, and
HRs.
● She should conduct training and awareness programs to communicate the
policies and expected behaviour in the workplace.
● She can also implement mechanisms to monitor the effectiveness of the policy
with periodic audits, anonymous reporting channels and policies to address
non-compliance.