CLASS XII CHAPTER 6: STAFFING - CASE STUDIES
1. Staffing: Concept and Importance
CASE 1
Human resources are the most important asset of an organisation. The ability of an organisation to achieve its goal depends upon the quality of its human resources. The General Manager of 'Allied and Sons' appointed an IIM graduate, Pawan Rai, specialised in finance as Marketing Manager. On monthly evaluation, it was found that Pawan Rai's performance was not up to expectations and he was not able to meet the monthly targets of the organisation. The Chief Executive Officer (CEO) of the company asked for investigation into the matter. The CEO was told that Pawan Rai has a specialisation in finance but was appointed as a Marketing Manager. The CEO discussed this matter with the General Manager and explained to him the importance of putting the right person at the right job. He further explained that it would not only lead to higher performance but would also provide many other benefits.
Besides the benefits of putting the right man at the right job, state the three other benefits which the CEO might have explained to the General Manager that are not given in the above para.
1. Continuous survival and growth: By ensuring the succession planning for managers.
2. Optimum utilization of human resources: By avoiding overmanning and high labor costs.
3. Improves job satisfaction: Through objective assessment and fair rewarding of their contribution.
2. Optimum utilization of human resources: By avoiding overmanning and high labor costs.
3. Improves job satisfaction: Through objective assessment and fair rewarding of their contribution.
CASE 2
FreshFarm Foods is a company that manufactures packaged organic food products such as cereals, fruit juices and healthy snacks. The company believes that the success of its operations depends largely on the competence and efficiency of its employees. Recently, the Human Resource Manager appointed Rohan Mehta, who had specialised in digital marketing, as a Production Supervisor in the factory.
After a few months, the management noticed that production targets were not being achieved and several operational problems started appearing in the factory. Workers were often confused about instructions and coordination between employees became weak. When the Managing Director investigated the issue, it was discovered that although Rohan was highly skilled in digital marketing, he did not have the technical knowledge required to supervise manufacturing activities.
The Managing Director explained to the HR department that selecting and placing employees according to the requirements of the job is extremely important. He further explained that proper staffing not only ensures better performance but also helps employees develop their abilities and contributes to the growth of the organisation.
(a) Identify the management function highlighted in the above case.
(b) Explain any two points of importance of this function.
(b) Explain any two points of importance of this function.
(a) Staffing.
(b) Importance: 1. Discovery of competent personnel. 2. Higher performance by putting the right person on the right job.
(b) Importance: 1. Discovery of competent personnel. 2. Higher performance by putting the right person on the right job.
CASE 3
Piyush is the Production Manager of a shoe company 'Comforty'. He has 1000 workers under him in his department. Piyush booked a special order for 300 pairs of gents shoes at an estimated cost price of 500 per pair plus a 20% profit margin. This order is to be completed within 10 days. After completion of the order, Piyush found out that the production cost of one pair of shoes was 700. He tried to find out the reason but he couldn't. He reported it to the Chief Executive Officer. For this the Chief Executive Officer appointed Abhay, who was not only a specialized Cost Accountant, but also a qualified Human Resource Manager. After two days, Abhay reported that the set target could have been completed by only 800 workers. This revealed that there was overmanning in the organization. The organization was not utilizing the human resources optimally which had led to high labour cost.
(i) Identify the function of management discussed above.
(ii) State any three points of importance of the function identified in (i) above.
(ii) State any three points of importance of the function identified in (i) above.
(i) Staffing.
(ii) Importance: 1. Filling roles with competent people. 2. Optimum utilization of human resources. 3. Improves job satisfaction and morale.
(ii) Importance: 1. Filling roles with competent people. 2. Optimum utilization of human resources. 3. Improves job satisfaction and morale.
2. Staffing and HRM: Specialized Activities
CASE 1
Madhwan was appointed as a Human Resource Manager in 'Health Grow Ltd.' six months back. As a Human Resource Manager, he has to perform many specialised activities and duties like analyzing jobs by collecting information about jobs and prepare job descriptions, training and development of employees etc.
State three other specialized activities that Madhwan must perform in addition to the above as a Human Resource Manager of Health Grow Ltd.
1. Recruitment: Searching for prospective employees.
2. Handling Grievances: Dealing with complaints and disputes.
3. Providing Social Security: Managing benefits like insurance and pensions.
2. Handling Grievances: Dealing with complaints and disputes.
3. Providing Social Security: Managing benefits like insurance and pensions.
3. Staffing Process: Steps in Staffing
CASE 1
Identify and give the meaning of the concepts highlighted in the following statements:
(a) The process of finding possible candidates for a job.
(b) An assessment of the number and types of human resources necessary for the performance of various jobs.
(c) Introducing the selected employees to other employees and familiarising them with the rules and policies of the organisation.
(d) It ensures that the organisation gets the best employees amongst the employees available.
(a) The process of finding possible candidates for a job.
(b) An assessment of the number and types of human resources necessary for the performance of various jobs.
(c) Introducing the selected employees to other employees and familiarising them with the rules and policies of the organisation.
(d) It ensures that the organisation gets the best employees amongst the employees available.
(a) Recruitment: Searching for prospective employees and stimulating them to apply.
(b) Estimating Manpower Requirements: Finding out how many and what kind of people are needed.
(c) Orientation: Familiarizing new employees with colleagues and rules.
(d) Selection: Choosing the best person from the candidates pool.
(b) Estimating Manpower Requirements: Finding out how many and what kind of people are needed.
(c) Orientation: Familiarizing new employees with colleagues and rules.
(d) Selection: Choosing the best person from the candidates pool.
CASE 2
Vibhas recently joined as a Human Resource Manager of 'Bajanta Enterprises'. The company had embarked on a special project for which Vibhas had appointed twenty new employees. After the employees underwent on-the-job training for a month and had been on the job for some time, there was a need to evaluate their performance against certain pre-determined standards. Not only this, 'Bajanta Enterprises' had to address the career related issues and promotional avenues for their employees. Vibhas was designing activities to serve their employees' long-term interests. By doing this, 'Bajanta Enterprises' had completed the two important steps of staffing process.
Identify and explain those steps.
1. Performance Appraisal: Evaluating an employee's current/past performance against standards.
2. Promotion and Career Planning: Designing paths for higher positions and long-term career growth.
2. Promotion and Career Planning: Designing paths for higher positions and long-term career growth.
CASE 3
FreshFarm Foods is a company that produces packaged organic food items such as juices, cereals and healthy snacks. With the increasing demand for its products, the company decided to expand its production capacity. The Human Resource Department carefully studied the number and type of employees required in the production unit. After analysing the workload and future expansion plans, the HR manager concluded that the company needed additional machine operators and quality inspectors.
Once the requirement of employees was identified, the company announced vacancies on its website and in newspapers to invite applications from suitable candidates. A large number of applicants applied for these positions. After reviewing the applications, the company shortlisted suitable candidates and conducted interviews and skill tests to select the most capable employees.
Finally, the selected candidates were given appointment letters and asked to join the company. They were also introduced to their duties and responsibilities before starting their work in the factory.
(a) Identify the first step of the Staffing Process highlighted in the case.
(b) Name any two other steps of the Staffing Process mentioned in the case.
(b) Name any two other steps of the Staffing Process mentioned in the case.
(a) Estimating Manpower Requirements.
(b) 1. Recruitment 2. Selection. (Placement & Orientation also mentioned).
(b) 1. Recruitment 2. Selection. (Placement & Orientation also mentioned).
CASE 4
GlobalStyle Garments is a clothing company that manufactures fashion apparel for men and women. Due to expansion in business, the company needed more employees in its design and production departments. The Human Resource Manager first analysed the workload and estimated the number of designers and production workers required for the coming year.
After this analysis, the company invited applications from various fashion institutes and job portals. Suitable candidates were shortlisted and called for interviews and practical design tests. The most capable candidates were selected and given appointment letters.
Before starting their regular work, the newly appointed employees attended orientation sessions where they were introduced to the company’s policies, work culture and job responsibilities. They were also provided training to improve their skills in designing and production techniques.
(a) Identify the step where the company estimates the number and type of employees required.
(b) Identify the step where the best candidates are chosen.
(c) Name the step where new employees are introduced to the organisation and its policies.
(b) Identify the step where the best candidates are chosen.
(c) Name the step where new employees are introduced to the organisation and its policies.
(a) Estimating Manpower Requirements.
(b) Selection.
(c) Orientation (Placement & Orientation).
(b) Selection.
(c) Orientation (Placement & Orientation).
4. Recruitment: Sources, Merits and Demerits
CASE 1
'Essential Ltd.' is a company that has been manufacturing cooking oil for the past 20 years and 700 employees are working in it. Recognising the growing demand for hair care products, they developed a unique formula for hair growth useful even for people who are bald. They want to keep the formula confidential to maintain a competitive edge. As they plan to immediately launch the hair oil in the market, they needed reliable people who could be evaluated more accurately and be placed in this specialised department quickly. For this, the Chief Executive Officer consulted the Human Resource Manager, Karn. Karn suggested that there are five reliable and hard-working employees who will be a good fit for this specialised department. Also, there are two employees in the production department to whom they can give the responsibility of heading this department with higher pay. The company is committed to improve motivation, loyalty and satisfaction level of employees.
Explain any two sources of recruitment discussed above which will help 'Essential Ltd.' to recruit reliable people in this specialised department.
1. Transfer: Shifting the 5 reliable employees to the new department (Horizontal movement).
2. Promotion: Moving the 2 production employees to head the department with higher pay (Vertical movement).
2. Promotion: Moving the 2 production employees to head the department with higher pay (Vertical movement).
5. Selection: Meaning and Steps
CASE 1
'Verfab' was a garment manufacturing company known for its high quality fashionable clothing. They had been in the fashionable clothing business for the last 23 years. The company was earning enough profit and the demand for their fashionable clothing was rising tremendously. The company was expanding and needed to hire new talent to meet the growing demand. They followed a comprehensive process to ensure that they brought in the best candidates. The process began with a first-round evaluation of applications. The Human Resources team carefully reviewed each candidate's qualifications, experience and suitability for the available positions. It eliminated unqualified or unfit job seekers based on the information supplied in the application forms and shortlisted 21 candidates who met the basic requirements. The shortlisted candidates were then asked to take a series of tests that attempted to measure certain characteristics of individuals, ranging from manual dexterity to intelligence to personality. These tests included assessments of their sewing skills, attention to detail, and knowledge of garment manufacturing processes. 15 candidates who performed well in the tests were invited for a formal in-depth conversation with the senior staff from the design team. Thereafter, 10 candidates were found suitable for the job position available. Since these 10 candidates had cleared all the above steps, 'Verfab' conducted verification by contacting their previous employers to confirm the details the candidates had provided. Thereafter, a decision was made to choose 8 candidates who were best fitted for the roles.
Explain the steps of the comprehensive process discussed above till the verification stage, to ensure that the company brought in the best candidates to meet the growing demand for fashionable clothing.
1. Preliminary Screening: Eliminating unqualified or unfit job seekers based on application forms.
2. Selection Tests: Using tests to measure dexterity, intelligence, and skills.
3. Employment Interview: Formal in-depth conversation to judge suitability.
4. Reference and Background Checks: Contacting previous employers to verify reliability.
2. Selection Tests: Using tests to measure dexterity, intelligence, and skills.
3. Employment Interview: Formal in-depth conversation to judge suitability.
4. Reference and Background Checks: Contacting previous employers to verify reliability.
CASE 2
FreshHarvest Foods Ltd. is a company that manufactures packaged fruit juices. Due to rising demand, the company decided to appoint several production supervisors. The Human Resource Department first examined all the applications received from candidates and shortlisted those who had the required qualifications and experience.
After this stage, the shortlisted candidates were called to the company’s office to appear for a written test to evaluate their technical knowledge about food processing and quality control. Those who performed well in the test were then invited for a face-to-face interview with the selection panel. During the interview, the panel tried to understand the candidates’ communication skills, decision-making ability and attitude towards work.
Before making the final appointment, the company carefully checked the previous employment records and references provided by the selected candidates to ensure their reliability and honesty.
(a) Identify the first step highlighted. Quote the line.
(b) Identify the step where knowledge was tested. Quote the line.
(c) Name the step where past records were verified.
(b) Identify the step where knowledge was tested. Quote the line.
(c) Name the step where past records were verified.
(a) Preliminary Screening: "first examined all the applications... and shortlisted those who had required qualifications."
(b) Selection Tests: "appear for a written test to evaluate their technical knowledge."
(c) Reference and Background Checks.
(b) Selection Tests: "appear for a written test to evaluate their technical knowledge."
(c) Reference and Background Checks.
6. Training and Development
CASE: BB MOTORS
A renowned car company named 'BB Motors' was known for producing high performance cars. They were committed to ensure that its employees had the skills and knowledge to build these innovative high-performance cars. To achieve this, they implemented a unique approach for training. The company transformed a section of its factory into what they called the 'Learning Floor'. Actual work environment was created by allotting a specialized space. The space was equipped with a range of car components, tools and sophisticated car equipment identical to those used on the factory floor, where the company's employees would undergo their training.
Identify and explain the method of training used by 'BB Motors' to ensure that its employees had the skills and knowledge.
Vestibule Training: An off-the-job training method where a specialized area (the Learning Floor) is created away from the actual work floor but equipped with identical equipment to provide training in a safe environment.
CASE: AMARYA DAIRY
'Amarya Dairy Products' is a fantastic brand offering great quality dairy products. It is not only famous for the quality of its products, but also for retaining its employees in the organisation till their retirement. It believes in growth of its employees by providing them learning opportunities from time to time. For this the company divided the employees in two groups, Group-I and Group-II. Group-I having employees experience of more than 10 years and Group-II have employees who had joined the organisation just one year before. The learning opportunities provided by the company to Group-II employees would help them in increasing their skills, attitudes and abilities to perform specific jobs, whereas the learning opportunities provided to Group-I employees would help them to grow in all respects.
Identify and explain the two concepts of staffing function of management discussed above.
1. Training (Group-II): Focuses on increasing skills and abilities for a specific current job.
2. Development (Group-I): Focuses on the growth of the individual in all respects to prepare them for future responsibilities.
2. Development (Group-I): Focuses on the growth of the individual in all respects to prepare them for future responsibilities.
© 2026-27 Business Studies Master | Rathin Kumar Bardhan
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