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Assignment

Uploaded by

farag9811
Copyright
© © All Rights Reserved
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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Techtonic

It’s been estimated that there are more than 600,000 unfilled technical jobs (systems engineers,
programmers, and so on) in the United States.182 Therefore, IT companies like Techtonic Group are
continually battling for good applicants. For many years, Techtonic outsourced app software
development to Armenia; CEO Heather Terenzio flew twice a year to work with the people there.
However, programmers’ salaries in Eastern Europe were rising, and the distances involved and the
language differences complicated managing the projects. Therefore, the CEO decided there had to be a
better way. Since the programmers abroad required more and more detailed instructions, she decided
she could hire junior people closer to home. Then with about the same effort and instructions Techtonic
could do its programming locally. The problem was, how do you recruit talent when the unemployment
rate for tech workers is close to zero? Ms. Terenzio had a novel solution. Rather than looking for college
graduates with technical degrees, Techtonic set up a training/apprenticeship program. The aim was to
attract people who didn’t necessarily have college degrees but who expressed a strong desire for doing
programming. People apply for the five-week program at “Techtonic Academy,” where they learn basic
computer coding skills. Some of the graduates than qualify for an eight-month paid apprenticeship at
Techtonic, where they learn software development. The program is successful. They usually get about
400 applicants for each of the 15 spots in each five-week Academy program. The city of Boulder helps
subsidize the program, and the applicants don’t pay for classes. The company is now expanding its
academy/apprenticeship programs to other U.S. cities.

Questions:

1- Specifically which recruiting sources would you use to attract participants to the Techtonic
Academy, and apprenticeship programs?
2- What other recruitment sources (other than the academy and apprenticeship programs) would you
recommend Techtonic use, and why?
3- What suggestions would you make to Techtonic for improving its recruiting processes?
The Flood

In August 2017, hurricane Maria hit Miami, Florida, and the Optima Air Filter Company. Many
employees’ homes were devastated. Optima found that it had to hire almost three completely new
crews, one for each shift. The problem was that the “old-timers” had known their jobs so well that no
one had ever bothered to draw up job descriptions for them. When about 30 new employees began
taking their places, there was general confusion about what they should do and how they should do it.
The flood quickly became old news to the firm’s out-of-state customers, who wanted filters, not
excuses. Phil Mann, the firm’s president, was at his wits’ end. He had about 30 new employees, 10 old-
timers, and his original factory supervisor, Maybelline. He decided to meet with Linda Lowe, a
consultant from the local university’s business school. She immediately had the old-timers fill out a job
questionnaire that listed all their duties. Arguments ensued almost at once: Both Phil and Maybelline
thought the old-timers were exaggerating to make themselves look more important, and the old-timers
insisted that the lists faithfully reflected their duties. Meanwhile, the customers clamored for their
filters.

Questions:

1- Should Phil and Linda ignore the old-timers’ protests and write the job descriptions as they see
fit? Why? Why not?
2- How would you go about resolving the differences?
3- How would you have conducted the job analysis?
4- What should Phil do now?
Carter Cleaning Company

The Better Interview is missing at Carter Cleaning Centers; the company currently has no organized
approach to interviewing job candidates. Store managers, who do almost all the hiring, have a few of
their own favorite questions that they ask. But in the absence of any guidance from management, they
all admit their interview performance leaves something to be desired. Similarly, Jack Carter himself is
admittedly most comfortable dealing with what he calls the “nuts and bolts” machinery aspect of his
business and has never felt particularly comfortable having to interview management or other job
applicants. Jennifer is sure that this lack of formal interviewing practices, procedures, and training
account for some of the employee turnover and theft problems. Therefore, she wants to do something
to improve her company’s performance in this important area.

Questions:

1- In general, what can Jennifer do to improve her employee interviewing practices?


2- Should she develop interview forms that list questions for management and non-management
jobs? If so, what kind of questions should be included? And how it will be graded?
3- If she can give them some steps to Design and Conduct an Effective Interview, what should she
tell them?

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