Two Case Studies Involving Nike; Plantronics and Southern, Research Paper Example

Introduction

The case studies under review relate to different companies, Nike and Southern. Both companies are using computer-based recruitment screening procedures in the first part of the screening process. In both companies, the challenges facing both systems are quite similar. While Nike is keen on using its computer-based screening procedure as a public relations tool, recruitment managers at Plantronics and Southern are more concerned with how they their software can be improved in order to narrow down to fewer, more qualified applicants.

Although Nike’s approach to screening job applicants seems to be effective, the company faces the risk of not ending up with the right candidates if the wrong questions are asked.

Analysis of Nike’s Case Study

Nike is the world’s biggest shoe-manufacturing company. Its screening process for the first phase of recruitment is the subject of this case study. In one of its recruitment processes, this company used three recruitment stages: an interactive voice response, computer-assisted interview, and personal interview, in that order, to select 250 workers out of 6,000 applicants in a Las Vegas store. At the third stage of this system an overriding aim was to achieve public relations goals. Some weaknesses relating to this system can be pointed out. The main problem is that the eight questions that were asked through the interactive voice response might have locked qualified candidates. Eight questions are not enough to summarize the information that is contained in one’s resume. Some other applicants were left out for not being available when the questions were fielded by the interactive voice response system.

As a public relations function, the Nike manager perceived the interviews as either potential employees or customers, both of which the company needs. This approach is a continuation of the company’s policy of using personal interviews to portray a positive image.

The strengths of Nike’s recruitment process are two-fold. First, they have proven cost efficient since it reduced turnover, leading to $2.4 million savings. Secondly, personal interviews were focused on probing the inconsistencies of previous recruitment stages that were computer-assisted.

Through behavior-based interviewing, the company was able to select the candidates with the most appropriate behavioral disposition for the job. It seems as if turnover was reduced through rigorous personal interviews, whereby detailed probes were ensured through multi-level interviews. However, it is debatable whether physical abilities were properly assessed as per the recommendations put forth by Gebhardt and Sothmann (2004).

In an isolated case, Nike responded quickly to Susannah job application and this impacted positively on the company’s public image. Although all information contained in each resume is worth assessing, the most critical decision is always choosing which applications to accept and which ones to reject. When making every selection decision, managers have to choose between statistical and clinical (personal) decision (Bowen & Ostroff, 2004).

Analysis of Second Case Study: Plantronics and Southern

This is a case of too many resumes and too few personnel to sift through them. The only alternative is to use technology. For Buckley, the staffing manager at Plantronics, the search is directed at engineers with an ability to create audio electronic equipment. For Muller, the Southern Company’s HRM manager, the search for a team leader to head a nuclear, natural gas, nuclear and hydropower plants is on. The main problem is choosing the best applicant out of thousands of applications.

Southern resorted to an online recruitment process that was not automated. It was unsuccessful since it relied on a code that had to be written by the applicant on the mail’s subject line in order to be recognized and considered by the online system. The most obvious option out of the ‘resu-mess’ as it is referred to in the case study is to use computer interviews. Different companies or vendors offer these services to different companies. A computer interview contains multiple-choice questions, the number of which varies from one vendor to the other.

Rafter (2004) argues that the decision on whether assessment is made based on the ideal profile or on the profile that has been derived through comparison with performance of candidates is solely for the recruitment panel to make.

Analysis of Findings

The effectiveness of computer software to screen online applications depends on the questions that are asked. In Nikes case, eight questions might have been too few at the first stage of the interview. At Southern, the questions asked through at this level might not be very relevant. For instance, many applicants might answer ‘yes’ to a question on whether they have a master’s degree in a related degree, with the hope that they will get an opportunity to justify their answer. This might result in a large pool of many candidates that required more screening. The company might therefore end up incurring more costs.

According to Buhler (2002), computer-screening software are very amorphous tools that require fine-tuning in order to go with the changing times.

Recommendations

The main disadvantage of Nike’s behavioral-interview approach is that it might lock out qualified candidates merely because they were anxious during the computer-assisted interview. Care ought to be taken in order EEO laws not to be violated during the initial screening processes, whereby some questions asked might seem unrelated to the interview. More attention should be on making online screening more efficient by making the interview questions are relevant as possible. The outcome of computer-assisted interviews should be assessed through pre-conceived criteria rather than a comparison of performances of the interviewees.

Summary and Conclusions

The issue of using computer technology for initial interview screening presents a very precarious scenario of technological application in matters that require objectivity. The search best job candidate from a pile of resumes remains a challenge. Innovative use of existing information technology is needed in order for this problem to be overcome.

References

Bowen, D. and C. Ostroff (2004), “Understanding HRM-Firm Performance Linkages: The Role of the Strengths of the HRM System,” Academy of Management Review 29, (2) p. 203–222.

Buhler, P. (2002) “Computer Interview: Managing in the New Millennium,” Supervision 63 (10) p. 20–23.

Rafter, M. (2004) “Candidates for Jobs in High Places Sit for Tests That Size Up Their Mettle,” Workforce Management 83 (5) p. 70–73.

Sothmann, M. et al. (2004)  “Performance Requirements of Physically Strenuous Occupations: Validating Minimum Standards for Muscular Strength,” Ergonomics 47 (8) p. 864–876.