REASSESSMENT OF FITNESS FOR DUTIES A man complained that he had been rejected for selection in a trainee position with

a Commonwealth Government agency because a medical assessment had been given that because of lymphodoema ( A condition causing swelling) in one of his legs he would be unable to perform the required duties. ASSESSMENT OF DIABETIC WORKER A man who has diabetes complained that he had been rejected for qualifications required for the transport control position he had been training for and had been dismissed as a consequence ADJUSTMENTS IN INTERVIEW PROCESS A man who has a vision impairment complained that when he applied for a telemarketing position no adjustments were made in the testing process such as large screen or adaptive software for computer based testing despite notice having been provided of his needs for such adjustments Complainant claims she applied for a job with respondent company. Complainant says she met the criteria but respondent advised it had never had women operating machines previously and respondent would have to build a special ablutions block for her because all the men showered together at the end of the shift. Complainant claims refused employment as electrical engineer operator with respondent !tate Govt. because he did not disclose previous criminal record conviction. Complainant claims application form only required disclosure of convictions within past " years and his conviction occurred # years ago. Conviction was for assault. Complainant commenced employment with respondent Commonwealth organisation as a human resources consultant. Complainant was on a $% month contract. Complainant&s contrast was e'tended for $% months. (espondent advised complainant was groomed for a more senior role which would be advertised and be a permanent position. !hortly after contract e'tinction complaint ant advised respondent of her pregnancy. Another employee was later promoted above the complainant into the acting senior role. Complainant went on maternity leave. Complainant says the senior job was not advertised in as planned. )n each case discuss the case. *hat could the respondent organisation have done to stop these issues arising in reference to their policies procedures and practices+ ,se these cases to ascertain any general issues or questions arising from each case which could be applied to other situations .e.g. if conviction had been for embe--lement in a bank

Fun at Hitech HRM, recruit ent ! "e#ecti$n,c$r%$rate cu#ture, )ndustry . )/0! and )/

$ti&ati$n ,"trate'ic

ana'e ent

1itech Corporation (1itech) is a well known )/ company based in 1yderabad )ndia. 1itech provides networking solutions to many 2ortune "33 companies. !tarted in $443 by two technology e'perts 1itech currently has almost 563 million in annual revenue. *hen the founders started the company they established as one basic value that working at 1itech should be enjoyable as well as profitable. /hat belief has helped create a company culture today that gives 1itech competitive advantages when recruiting and retaining talented workforce in the challenging labor market of )/. 7ecause recruitment of talented employees to handle growth at 1itech is so crucial the 1( unit has an aggressive employee referral program which pays employees up to 5" 333 for referring new hires who stay with the firm./he 1( unit prides itself on prompt feedback to potential employees. 8ther 9fun9 programs include:

2ootball pool tables volleyball courts assorted video games pianos ping pong tables and gyms that offer yoga and dance classes. Grassroots employee groups for all interests like meditation gourmet cooking and salsa dancing.. 1ealthy lunches and dinners for all staff at a variety of caf+ /heme parties organised each month. ;ast month 1itech had its e'ecutives wearing animal costumes as part of a 9jungle9 party .

/hese fun initiatives have a more important business purpose:to demonstrate that people are important at 1itech. )s all this fun profitable+ 1itech<s answer is an unqualified yes. 8ver 63= of all 1itech +s new employees come from the employee referral program. /he firm+s cost to hire each new employee is about 5" 333 less than the industry average. 0ven more important those hired stay longer as indicated by its retention rate of 6% months compared to the industry average of %3 months. Also employee turnover is about >= annually+ significantly below the industry average. )t is obvious that 1itech<s approach to 1( management is paying off both in an enjoyable company culture and in contributing to organi-ational success. Ca"e Stu() *ue"ti$n" *hat according to you could be the pros ? cons of 9fun at work9 strategy used by an organisation + 0mployee referral is the best approach to recruitment .*hat is your view+ Career Di#e a Manu+acturin', J$int &enture,HRM, ,earnin' ,Trainin' ! De&e#$% ent, Pr$-ect ana'e ent

)ndustry . @anufacturing ABC ;td. has obtained a license for manufacturing state of the art machinery in )ndia. /he company is having a proven track record of three decades in marketing sales service and refurbishing of similar equipment imported from the collaborator. Situati$n.Bou @r. A are a talented graduate techie selected by the company at campus interview along with a couple of your colleagues with the assurance of getting a chance to work on a new project. /his may give you a training opportunity abroad. Bou are happy as work money and status are at your doorD Bou can give better days to your retired mother and father. Ha%%enin'. Bou have joined after signing a bond. /he 1(E has given a one year training program comprising of three months each in four different departments. A week passes by and you and your colleagues find that the proposed project is yet to begin. Bou are required to work on nothing but recycling of old machines from opening packages dismantling washing them in kerosene etc. etc. F/his work is a mismatch to your core competence. One +ine (a). Euring lunch break you meet @r. 7 a post Ggraduate techie who happened to join that very day obviously on a better pay packet. At tea:break @r. 7 comes to meet you to bid good Gbye as he has resigned because he finds the situation not suitable for his career. Bou are now shocked and worried. *hat do you do now+

Go to the top boss and discuss your fears. Heep quiet and wait till your bond period is over. !earch for a better opportunity this time get in depth information break the bond and resign.

Ca"e Stu() *ue"ti$n" *hat would you do if you are @r. A+ )f you are the @anaging Eirector of ABC ;td how would you handle the situation+ Succe""i$n P#annin' at Wa(ia /r$u% "ucce""i$n %#annin', ,T!D, hu an re"$urce )ndustry . 1ospitality !ilvermoon 1otels have been run by the *adia family since the $463s. *adia Group through it subsidiary companies is also into travel and tourism event management and marketing services. Eina *adia is the present Chief 0'ecutive . 1er only son and heir apparent $I years old !hiraj *adia recently died in an air crash. ana'e ent, #ea(er"hi% (e&e#$% ent

Eina has now decided that her successor would be someone outside of her family. As the C08<s position was always held by family members there has been neither internal competition nor grooming of other managers at !ilvermoon 1otels for the C08 spot resulting in a deficiency of internal candidates. *ith the support of the 7oard Eina has hired an e'ternal firm to lead the search process for her successor which would consider candidates both inside and outside the company.

Ca"e Stu() *ue"ti$n" )f you are the e'ternal firm consultant how would you approach the selection of the non family C08+ !uccession planning is important yet many companies neglect this aspect. 0laborate