Group work #2 Case Study A growing media group hired a large number of backend web and application short period The project was estimated to last a further 9 months. The staff developers in a or time to take care of a large current project that was falling behind schedule. were taken on permanently on the assumption that new applicable business would come in by the end of the project. This assumption was not communicated to the sales staff who were operating on previously set sales targets focusing on a different business sector. Due to the additional staff the project was completed 6 weeks in advance, but no additional work was available. CEO was not happy and quickly put pressure on the sales staff to bring in immediate work to fill the gap. This changed the focus of the sales team's efforts and sales they would have closed were pushed out and one large deal was lost. An analysis of the skills of the new employees was done and some team members were moved to new projects which was positive apart from some person y frictions that ensued. This took some extra time to resolve. Three of the team members from specialised development areas were let go. This led to two Team Managers losing confidence in the management, due to the in house friction and future uncertainly in the company. They left stating they needed greater certainty in their employment. Questions 1. Diagnosis the mistakes done by this company in term of recruitment. 2. Which solutions do you propose for this company to solve the listed mistakes? 3. Explain the benefits of Strategic Human resources planning Group work #2 Case Study A growing media group hired a large number of backend web and application short period The project was estimated to last a further 9 months. The staff developers in a or time to take care of a large current project that was falling behind schedule. were taken on permanently on the assumption that new applicable business would come in by the end of the project. This assumption was not communicated to the sales staff who were operating on previously set sales targets focusing on a different business sector. Due to the additional staff the project was completed 6 weeks in advance, but no additional work was available. CEO was not happy and quickly put pressure on the sales staff to bring in immediate work to fill the gap. This changed the focus of the sales team's efforts and sales they would have closed were pushed out and one large deal was lost. An analysis of the skills of the new employees was done and some team members were moved to new projects which was positive apart from some person y frictions that ensued. This took some extra time to resolve. Three of the team members from specialised development areas were let go. This led to two Team Managers losing confidence in the management, due to the in house friction and future uncertainly in the company. They left stating they needed greater certainty in their employment. Questions 1. Diagnosis the mistakes done by this company in term of recruitment. 2. Which solutions do you propose for this company to solve the listed mistakes? 3. Explain the benefits of Strategic Human resources planning
