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Lou Johnson was selected as the new store manager for Harlin's department store in Macon. However, within the first 6 months the store experienced a 60% employee turnover rate. Mike Barker investigated Lou's hiring process and found it lacked focus on candidates' qualifications, experience, and interest in the specific job. Lou based his selections more on superficial qualities like appearance and enthusiasm for the company rather than competencies suited for the roles. Mike would recommend Lou improve by emphasizing candidates' experience, knowledge, and interest in the job itself to help lower the high turnover rate.
Lou Johnson was selected as the new store manager for Harlin's department store in Macon. However, within the first 6 months the store experienced a 60% employee turnover rate. Mike Barker investigated Lou's hiring process and found it lacked focus on candidates' qualifications, experience, and interest in the specific job. Lou based his selections more on superficial qualities like appearance and enthusiasm for the company rather than competencies suited for the roles. Mike would recommend Lou improve by emphasizing candidates' experience, knowledge, and interest in the job itself to help lower the high turnover rate.
Lou Johnson was selected as the new store manager for Harlin's department store in Macon. However, within the first 6 months the store experienced a 60% employee turnover rate. Mike Barker investigated Lou's hiring process and found it lacked focus on candidates' qualifications, experience, and interest in the specific job. Lou based his selections more on superficial qualities like appearance and enthusiasm for the company rather than competencies suited for the roles. Mike would recommend Lou improve by emphasizing candidates' experience, knowledge, and interest in the job itself to help lower the high turnover rate.
This case is about a department store named HARLINS department store which has 36 locations throughout the United States. A staff of 9 HR professionals caries out of the human resource functions. When a new store opens, an HR professionals travels to the location to hire a manager for the store. The new manager is then given the responsibility of hiring all the needed personnel for that store.
MAIN ISSUE
Mike Barker, a HR professional selected Lou
Johnson as manager for a new opened store in Macon. But in first 6 months the turnover rate among the store personnel was 60%. The assistant manager position had already turnover twice. The average salesperson lasted only five months. Finally, Mike came to the store to investigate the issue. Mike asked Lou to describe the hiring process which he used in selection process & at what basis he had selected the candidates.
LOUS SELECTION PROCESS
Conduct personal interviews in which he asked about their willingness of work on weekends & also about overtime work. Review the applicants resume & application forms to know about their background & experiences & by this data he came to know about whether they meet the minimum qualifications of the job or not. Then interviewed minimally qualified applicants,
During interview he also tried to determine
whether the applicant is extrovert or introvert While interviewing assistant manager also looked for leadership skills.
ON WHAT BASIS LOUS SELECT
A CANDIDATE How a person present himself, his opening remarks & his attire. Eye contact, because it is a sign of listening & sincerity. Smiling, a firm handshake, & sitting in a straight position with both feet flat on the floor. If a candidate is to be hired he must be interested in working for HARLINS & not just interested in job. He was very impressed with applicants who already know a great deal about HARLINS.
QUESTION
If you were Mike, what conclusions
would you draw regarding the soundness of Lous hiring process? If I would have been mike then I would have drawn a conclusion that Lous hiring process is not sound enough because Lou is not covering all the things which are required to be seen at the time of interview. He have not much focused on what experience & qualifications the candidate have. He selects the candidates on the basis of their interest to work for HARLINS but not for the job.
In the interview he only sees few aspects of the
candidate and leaving many of the important things. As through the interview process I would have assessed information about the candidates inabilities and capabilities in respect of the future job performance. I would have judged his competencies, attitude, experience, and personal characteristics and cultural fit.
What recommendations would you
make to Lou regarding how he could improve his selection procedure keeping in mind the employee turnover rate? He should give more focus on candidates experience and knowledge rather than how he sits, his eye contact etc. The candidate should not only interested in working for HARLINS but also should interest in their jobs.
He should also focus on candidates previous
job records either he worked continuously in a same company or its his habit to switching from one job to another jobs.
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