Course Requirements
Case Studies- the student
should respond to each study by providing a typed report unless otherwise
instructed. In addition, case studies may require answering specific questions.
Be detailed in your responses. There should be no one or two sentence
responses. Answer each question fully using your required text or other
scholarly (peer-reviewed) sources.
DISCUSSION
QUESTIONS
1. How do you
convince your boss and the human resources department that this is the
candidate you
want to fill the job?
2. What steps
would you undertake to get the salary approved?
3. What
problems does this situation present for you, and how can you effectively
address each
problem?
4. What options
do you have if the salary remains a "sticking point"?
Solution
Q#1)
Answer:
If there is a job gap in your organization and you want to fill this gap with
your desired candidate, you have to select from different options available.
One situation maybe one in which you already know that candidate personally and
just want him to be hired then you only need to convince your boss and human
resource about the skills and abilities of that candidate. Tell them about his
previous achievements and the way with which he can give benefits to the
company. If you don’t know candidate personally, then first search his social
media and other sources to be sure about his credibility and repute to avoid
future problems. Then convince your boss about his abilities (Dany et al.,
2017).
Q#2)
Answer:
If you want the boss to hire your desired candidate with specific salary
approved from HR department. First of all, make a good and fair offer that
would be acceptable and reasonable for both the company and the candidate. Know
where the candidate was previously and what salary has been offered to him on
that job. Know the salary that is being for this job by other competing
companies. Thoroughly study the skills of the candidate whether they justify
for the offered salary. Use some tactics to make them both satisfied. Make
promise about future performance of candidate to make the hiring authority
satisfied and gain their confidence (Brown E, 2017).
Q#3)
Answer:
The problems that can arise may be the credibility of the candidate. Experience
of the candidate that is written maybe not be true. Candidate might not have
the required experience or qualification for the job. He may have a bad
reputation in his past job that is not mentioned on the resume. He may have
some ethical issues that matter in workplace. Candidate may have adjustability
issues. Solutions for these problems are to get all the data around about the
candidate before suggesting him for hiring. Search his social media about his
activities and social repute. Ask the previous company of the candidate to know
his past performance. Test the performance and skills of the candidate by
giving him short assignment just to make sure he is the best option for the job
(Bartlett et al., 2018)
Q#4)
Answer:
If there is a mismatch between the offered salary and the salary demand from
the candidate, you have to go for negotiation with both the HR department and
the candidate. Ask the HR department if they can offer the salary that is
expected by candidate by telling them the benefits and future benefits and
profits that the candidate would give to the company. If it does not solve the
problem then convince the candidate to accept the offered salary telling him
about the extra benefits that the company offers. Also tell the candidate about
increments in salary after more or less than two years based on his performance
(Haselhuhn, 2015).
References
Dany, F., & Torchy,
V. (2017). Recruitment and selection in Europe Policies, practices and methods
1. In Policy and practice in European human resource management (pp.
68-88). Rutledge.
Brown, E. (2017). Salary
negotiation: Get what you seek. Nature, 546(7658),
441-442.
Bartlett, R., Milne, R.,
& Croucher, R. (2018). Strategies to improve recruitment of people with
dementia to research studies. Dementia, 1471301217748503.
Haselhuhn, M. P. (2015).
Support theory in negotiation: how unpacking aspirations and alternatives can
improve negotiation performance. Journal of Behavioral Decision Making, 28(1),
1-13.
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