A case study on Carl Robins, the new campus recruiter for ABC, Inc. A case study on Carl Robins, the new campus recruiter for ABC, Inc. Sean Bennett Comm/215 Student at University of Phoenix In this case study we will assist Carl Robins, the new campus recruiter for ABC, Inc. with some management issues that have come up. Now we will discuss some of the issues that have plagued Carl. Carl has hired 15 new trainees slotted to work for Monica Carrolls, the Operations Supervisor. These new trainees have not been processed through the clinic for their drug screening or physicals. The training room for these new trainees to train in has not been booked.
Case Study Christian Fost Comm/215 Mark Polanzak September 29, 2012 Introduction Carl Robins took on too much too soon when he hired 15 new recruits, when he himself had only been on the job for six months. After reading the situation at hand I have found there to be many issues with the way Abc’s new campus recruiter Carl handled the orientation he planned. Background Carl Robins hired fifteen new recruits in April, he scheduled their orientation for June 15th . On May 15th, Carl was contacted by operations supervisor, Monica Carrolls, to insure that all was in order for orientation day. Mr. Robins assured Monica that all was in order.
After the human resource department is aware of the new hire or trainee accepting the job offer, the human resources department will be able to start the background check, and verify the candidate is knowledgeable making sure the applicant is qualified for the position desired. The Human Resources department with coordination of the department manager should be able to set up the date and time for a new hire orientation to relieve the campus recruiter of these duties so he can focus on the various processes of recruiting new
Conduct a self-evaluation and describe your own performance and approach to the class throughout the semester. What was your initial impression to the course and coursework and how did it change (if any) throughout the semester? What recommendations would you make to an incoming student regarding how to be successful in the course? Provide a thorough and supporting explanation for each answer. Week1 Topic 1 To survive in a highly competitive environment, a business organization must adapt and change (evolve).
The department manger should ask questions only relevant to how the training is going and try to gather information in order to address areas that require improvement. This will not be considered an official employee evaluation, but will serve the purpose of figuring out if and how much further training is needed or desired. The next evaluation would be at the 3 month period. At this point the new recruit should be able to work on an individual level. However, the department manager will still need to meet with the new recruit as well as the original trainer to get an idea of where the employee is skill wise and how the employee is working with the dynamic of the company.
Project Budget | CMGT-410 February 10, 2014 | Angela Valdez | MEMO FINANCIAL IMPLICATIONS OF TRAINING PROJECT: Training Session has been given the green-light and we will be moving forward with the two-day training of the company’s department management teams on the conformity policies and the implementation of the new software. Principal expenses will include the fee for the trainer. The training sessions will be located in the main office, situated in Phoenix, AZ. The approximated typical per hour pay rate of a Training and Development Expert is $31.56, with the complete trainer fee getting $315.60 ($31.56/hr x 10/hrs). Traveling expenses have to be included for all managers coming from other locations.
Performance Management Plan Ashleigh DeGlopper May 26, 2014 Human Resource Management Doreen Lawrence Alignment of the performance management framework to the organizational business strategy Mr. Stonefield has created specific strategic goals for Landslide Limousine. One strategic goal is to hire an entirely new workforce with 25 employees within the first year of being in business. In order to create an effective workforce, these new employees will need to have a firm understanding of what their responsibilities are. Defining effective performance will give employees knowledge about goals that they are expected to reach and job responsibilities. They should also be taught about performance standards so they are able to reach goals effectively.
This has been significantly addressed and strong communication and staff development policies have been developed taking the experiences and thoughts of the staff into account. These are now in the first year of implementation, and will be evaluated properly in April 2015 when that first year comes to an end. Staff felt that there was a ‘them’ and ‘us’ culture with the Trustees, so this was addressed in 2 ways firstly staff being given access to the trustee minuets and secondly through the weekly internal newsletter which both staff and trustees, contribute to and receive. As the organisation continues to develop and the strategy enters its second year communication will again need to be looked at to ensure that it is effective to all members of staff. I have learnt that it is imperative that as a manager you do not become complacent when communicating the objectives of the organisation and you should regularly ensure that staff are aware and have a continued understanding.
Human Resource Management Karen Bedsaul Bus303 Human Resources Robin Wetherington April 23, 2012 Human Resources development is important when an employee is applying for a position with the company so the recruitment, planning and selection of the right employees would be important to the company. The company would want to make sure to handle the hiring process properly so the people who are being hired would not eventually want to look elsewhere for another position after just a few days or weeks. An employee who is applying for a position may want the job for other reasons than for
| Objectives Nbr description | Objective Date | Status | Status Change Date | Expected Achievement Date | Required For Discharge | 1 Client will create an individualized discharge plan and relapse prevention plan with the assistance of her counselor during first week in IOP. | 12/16/2013 | In progress | 12/16/2013 | 03/16/2014 | | Strategies Nbr description | Objective Date | Status | Status Change Date | Units of Service | Duration of Hours/Frequency | 1 Counselors will provide worksheets to client at first sessions so that she can work on what she knows so far about elapse prevention and her discharge needs. | 12/16/2013 | In progress | 12/16/2013 | 2 | 1/ Monthly | Summary Previous Comments | Problem Details Problem Number: 2Problem Statement: Client has a family and/or social problemStatus: TreatStatus Change Date: 12/16/2013Problem Date: 12/16/2013Problem Description: client reports an open CPS case |