Development of a Multinational Personnel Selection System Case Analysis

Case 1: Development of a Multinational Personnel Selection System Case Analysis  This case is analyzed in the the point of view of Dr. Dr. Thomas Koch, Koch, the HR director director of ComInTec

I. Statement of the Main Problem Is there a need for a Multinational personnel personnel selection system in a i! company with various o"ces around the world considerin! the di#erences in the educational system and other factors such as culture di#erences etc.$

II. Areas of Consideration %. &tr &tren! en!ths ths '. There were no e(patriates e(patriates in the new selection system ecause mana!ers were re)uired to e livin! in %*%C. +. %fter the temporary crisis which caused cutac-s, ComInTec recovered and employed +/// employees worldwide and made 01.2illion in sales. 3. 4ea-n ea-nes esse ses s '. There is a very limited opportunity to in5uence possile modi6cations ecause the individual assessment centres were conducted y e(ternal consultin! 6rms. +. The new selection process does not consider candidate7s past e(periences. . 8#orts to improve the current selection systems had only rarely een underta-en underta-en due to limited time and ud!et allotted for personnel a#airs. 9. Koeni! lac-s interest in testin! the validity of the new selection procedures 1. Koeni! informed Koch that important considerations and necessary adaptations had not een ta-en into consideration consideration su"ciently thus handlin! the selection system to !loal head)uarters with conse)uences to Koch7s team. C. :ppo :pport rtun unit ity y '. % new personnel selection system was e(pected to 6ll the vacant positions with )uali6ed employees and this system is part of the company7s o;ective to standardize all human resource instruments for selection purposes around the !loe. D. Threa hreats ts '. The new selection system varied si!ni6cantly etween countries +. There were no si!ni6cant pro!ress from the numerous meetin!s and this is attriuted to hetero!eneity etween
. %*%Csituated plants were the company7s topsellin! ones= therefore, any wron!decisions with respect to HR were e(tremely costintense. 9. 8ach country had its own uni)ue economic and education situations, which would undoutedly ecome prolematic when creatin! a universal personnel selection system.

III. Alternative Courses of Action %. 4ith identi6ed dimensions, indicators and aspects of cultural di#erences, Koch and his team should improve their proposed multinational personnel selection process that was re;ected y Koeni!.  The team and -och should loo- into the di#erences in culture and other factors such as education system, past e(periences in order to formulate a standardized selection process that is applicale to all ComInTec :"ces around the world. They should convince Mr. Koeni! that what they have presented, with some incorporation of the cultural sensitivity will e the est way in selectin! new personnel for the company and that the rush recruitment system could e very disadvanta!eous and ris-y for the company. They should also consider see-in! advice and help from e(perts and to !loal head)uarters, as well. They have to rememer that havin! a diversi6ed wor-force is a symol of e)uality and fairness, hence, the con5icts etween Koch should e resolved in order to have come up wi 3. >et the !loal head)uarters prepare the multinational personnel selection system *roaly it7s est to let the !loal head)uarters prepare the selection process since Mr. Koeni! in the 6rst place lac-s the interest in testin! the validity of the new selection process prepared y the Koch and his team. This mi!ht result to layo#s of some of Koch HR personnel. *ersonnel in the company mi!ht thin- that they are incompetent ecause they haven7t come up with a etter selection process. C. There is no need for a multinational personnel selection process 4ith the costs involved and other prolems that may encountered in creatin! a multinational personnel selection process, they should convince Mr. Koeni! that they have to drop the chan!e in personnel selection and continue with the old set up since there vacancies that needed to e 6lled in. It would e very time consumin!, which mi!ht hamper the or!anization7s usiness process.

IV. ecommendation I would recommend the 6rst alternative course of action.

V. Conclusion and Detailed Action Plan

I have identi6ed some actions to resolve the cons of my recommended course of action as well as some activities to help the or!anization in the. &peci6c %ctivity

Dr. Koch and the team should 6rst resolve con5icts within their team in order for them to wor- harmoniously. They have to set an e(ample in openin! a wide understandin! with re!ard to culture sensitivity in the or!anization. Develop a set of activities to encoura!e and attract the est )uali6ed applicants for the  ;o

*erson Responsile

 Time ?rame

Dr. Koch and his team

' wee-

Dr. Koch

+ days

Case !: S" Co#en: $e# ecruits Case Analysis  This case is analyzed in the point of view of

I. Statement of the Main Problem

II. Areas of Consideration %. &tren!ths

3. 4ea-ness

C. :pportunities

D. Threats

III. Alternative Courses of Action

IV. ecommendation I would recommend the alternative.

3ud!etary Re)uiremen t Meetin!s @'// per session

@1/

V. Conclusion and Detailed Action Plan I have identi6ed some actions to resolve the cons of my recommended course of action as well as some activities to help the or!anization in identifyin! &peci6c %ctivity

*erson Responsile

 Time ?rame

3ud!etary Re)uirement

Case %: Store!& 'A(: Mana)in) *mployee etention Case Analysis  This case is analyzed in the point of view of &arah Aen-ins, the intern hired to assist in the development of a new employeeattraction and Bretention strate!y for the ti!ht ew 8n!land laor mar-et.

I. Statement of the Main Problem  4hether the assumption of the mana!ement is true that there is a relationship etween the 6nancial performance of the store and the tenure of the mana!ers and crew.

II. Areas of Consideration %. &tren!ths '. &arah Aen-ins received some trainin! in data analysis as part of her M3% curriculum. +. Company data is availale to !et some estimate of the actual 6nancial impact of increased tenure so they can ma-e more informed decisions when considerin! increasin! wa!es and onuses or how much to spend on trainin! and development pro!rams 3. 4ea-ness '. It7s not clear whether tenure and 6nancial performance have a linear relationship or not. C. :pportunities '. The company will have an e(ecutive committee meetin! focusin! on the discussion of strate!ies for increasin! store level employee retention. '. *eople factor such as employee s-ills and e(perience were !iven importance in the optimization of a !iven site performance. D. Threat '. Aen-ins is worried that some of the pro!rams to increase employee tenure may not e achieve the desired results of increased store performance.

III. Alternative Courses of Action

%. &arah Aen-ins should prepare the report and formulate an analysis to prove the relationship etween the store7s 6nancial performance and the tenure of the mana!ers and crew. uantitative and re!ression analysis should e prepared y &arah in order for her to analyze deeply the relationship of the 6nancial performance of a store and the tenure of the mana!ers and crew. 4ith this, they mi!ht e ale to determine how are they !oin! to convince employees to stay in the company as this would a#ect the 6nancial performance of the stores. 3. There is no need for &arah Aen-ins to prepare the analysis as there is no proale cause to elieve that there is a i! relationship with the store7s 6nancial performance and the tenure of the mana!ers and crew. &ince they are more focused on the how the company will e mana!in! the employee retention, they should focus more on studies of the culture within the or!anization. This helps in identifyin! the proale causes why employees leave the company resultin! to low performances of the speci6c store.

IV. ecommendation I would recommend the 6rst alternative course of action, that is for &arah  Aen-ins should prepare the report and formulate an analysis to prove the relationship etween the store7s 6nancial performance and the tenure of the mana!ers and crew.

V. Conclusion and Detailed Action Plan I have identi6ed some actions to resolve the cons of my recommended course of action as well as some activities to help the or!anization in determinin! whether &peci6c %ctivity *repare a detailed )uantitative and re!ression analysis to prove the relationship with the + variales. *resent the report to the e(ecutive mana!ement

*erson Responsile &arah Aen-ins

&arah Aen-ins

 Time ?rame + days

' day

3ud!etary Re)uirement &alaryEHonorarium as intern 1//

Meetin! ud!et ///