read this criteria before answer the quistions after reading the case study and

Question

read this criteria before answer the quistions after reading the case study and criteria answer the quistions from 3 to 5
nterprise ENTERPRISE: LooKING FOR CANDIDATES OOKING FOR OUTSTANDING Written by: Sarah Lemelin, CRHA Geneviève Rochette-Villeneuve, CRHA Under the supervision of: Marie-Eve Dufour, Ph.D, CRHA, professeure adjointe, Dépa Faculté des sciences de l'administration Université Laval sseure adjointe, Département de Management The Company ernational company specialized in car rental, whose head office is located are under the brand name of "Enterprise Enterprise Holdings is an international company s in St. Louis in the United States. Its commercialized services car rental". This company counts more t Canada, in the United- 10,1 billion dollars and its fleet has 904 000 vehicles In Quebec, Enterp offices are mainly located Chicoutim the offices. The num number of clients. pany counts more than 7000 subsidiaries and 68 000 employees located in States, in Germany, in Great Britain and in Ireland. Its annual income represents in big cities like Quebec City, Montreal, Trois-Rivières, Sherbrooke and r instance, in Quebec City, there are seven offices: five are on the north-shore, one is on e and one is at the airport. Three to seven employees work in each of the province rise counts 65 offices, 500 employees and a fleet of approximately 7000 vehicles. The i. Fo south-shor ber of employees varies according to the market, the volume of transactions and the ell as fleet and commercial trucks management. With regards to the fleet management, it include the use and the maintenance of a vehicle park and driver management. n addition to car rental, the company counts other business sectors. Among them, there is car sales, as

Explanation / Answer

Recruitment is described as “the set of activities and processes used to legally obtain a sufficient number of qualified people at the right place and time so that the people and the 3 organization can select each other in their own best short and long term interests.

The recruitment process provides the organization with a pool of potentially qualified job candidates from which judicious selection can be made to fill vacancies. Successful recruitment begins with proper employment planning and forecasting.

In this phase of the staffing process, an organization formulates plans to fill or eliminate future job openings based on an analysis of future needs, the talent available within and outside of the organization.

1. Development of a policy on recruitment and retention and the systems that give life to the policy.

2. Needs assessment to determine the current and future human resource requirements of the organization. If the activity is to be effective, the human resource requirements for each job category and functional division/unit of the organization must be assessed and a priority assigned;

3. Identification, within and outside the organization, of the potential human resource pool and the likely competition for the knowledge and skills resident within it;

4. Job analysis and job evaluation to identify the individual aspects of each job and calculate its relative worth;

5. Assessment of qualifications profiles, drawn from job descriptions that identify responsibilities and required skills, abilities, knowledge and experience;

6. Determination of the organization’s ability to pay salaries and benefits within a defined period;

7. Identification and documentation of the actual process of recruitment and selection to ensure equity and adherence to equal opportunity and other laws

Criteria:

ensure that no candidates are lost but, instead, move through the process and are kept informed of their status; ensure that good candidates whose applications are pending are kept in touch to maintain their interest in the organization; assist in analyzing hiring, transfer and exit trends and provide other data that are helpful in planning, evaluating and auditing the recruitment process; identify any adverse impacts of the recruitment process on vulnerable groups (for example minorities, especially where Equal Opportunity/Affirmative Action

Findings from studies across the last decade indicate that the majority of institutions regard recruitment, admissions and enrollment management as a pressing issue and technology is a frequently acknowledged solution.

Experts recommend reforming current recruitment structures and approaches at graduate schools to reflect operations found within undergraduate admissions departments and the business world.

The use of social media is an increasingly popular strategy of graduate student marketing; Institutions profiled in this report generally follow best practice recommendations for graduate student recruitment.

Advantage in recruiting:-

Ability to develop an overall strategic vision and to establish and implement goals, strategies and plans, as well as the actions needed to achieve the objectives and ensure transparency;

• Thorough knowledge of conservation challenges and opportunities in Quebec;

• Ability to anticipate new trends and opportunities to promote the conservation of wilderness areas in Quebec;

• Ability to solicit and maintain interpersonal relationships and institutional partnerships, build links with, and solicit funds from, key government, industry & foundation stakeholders, as well as individual donors;

• Ability to direct, influence, supervise and motivate a work team and enforce policies, procedures, guidelines and other regulations;

• Ability to detect and respond to conflictual workplace situations, and resolve them effectively;

• Excellent oral and written communication skills, in both official languages.

Other Implementation strategies:-

The manager of a customer service department will be upgrading the department’s computer and phone systems in the New Year. The new computer and/or phone systems should include enhanced options for large fonts, brighter lighting and volume. All such options would give all existing and future workers the ability to adjust for visual or hearing impairments that exist or might develop.

Reviewing barriers: The methods used and type of barrier review done will depend on the size, nature and complexity of the organization.

Look for barriers to equal access for persons with disabilities, including persons with sensory, environmental or intellectual disabilities

Look for barriers in policies and practices on recruitment, selection, compensation, training, promotion and termination, etc.

Consider both informal and formal practices and processes. Systemic barriers are obstacles of any kind that can prevent employers from identifying the best people for jobs, promotions and training opportunities, and prevent employees protected by the Code from maximizing the use of their abilities. A systemic barrier is often not just a single rule or policy, but a series of policies and/or procedures.

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