|
 




 | 

|  | 
  
  ! "

#!$ 

 þ %
‡ Paradise Resort ± Chain of Hotels owned by
private business house

‡ Short range objectives & strategic action plans

a) Develop at least 2 other major product lines
b) Wider & deeper penetration of existing market
segments

‡ A new Marketing manager (Mr Prasad) has been

recruited through Traditional recruitment model.

‡ Mr. Prasad wish to change existing systems

resulting in difficult relations with MD
 þ %
‡ Due to this discontentment Mr. Prasad playing
safe & weak explanations for not achieving the
results

‡ Executives exploiting Mr. Prasad to take

advantage of his sour relations with MD & Mr.
Prasad¶s inadequate experience.

‡ Mr. Prasad resigns from Paradise Resort

|
 


 : & 

‡ Achievement of short range objectives &
‡ Formulation of strategic action plans
‡ Product development & deeper penetration of
existing market segments.

: 

'

‡ Need of a person who could think, conceptualize,
diagnose problems etc.
‡ Prior experience not considered to be important
during recruitment
(   ' $   ):&*   + 

,  ):
*
 Š |
,
‡ Traditional Recruitment Model
‡ New position to be created for the Marketing Manager
‡ Business requirement has shifted towards different
strategy
‡ Traditional recruitment model ± not a vehicle for change

‡ Source of Recruiting - External

‡ Results in longer learning curve ± not in line with
organization¶s business strategy
‡ May bring in cultural clashes

‡ Competency based Job analysis is required

rather than duty based


þ

þ - þ -
‡
 .%  
)|  /* ‡  ,.%  

‡ 01$'  )|  /*
   ‡ .%  


‡ ,, /  
‡ | 2  
‡ (

'


 

±
  ±
 

‡ 


1  ‡ .%  

 
‡ 3
'' '  ‡ (
|

‡ þ

 ‡ Š + '1$
'   
   
‡ Main issues in this case
‡ Recruitment & Selection Model ± not aligned with the
business strategy
‡ External recruitment has resulted in cultural differences
‡ Difficult relationships with MD has resulted in further
problems

‡ Reasons for resignation of Mr. Prasad

‡ Mr. Prasad was not given the free hand do the things in his
own way
‡ Lack of freedom resulted in withdrawal
‡ The incorrect recruitment model ± the goals/strategy of
org. were not communicated to Mr. Prasad at the time of
recruitment
   
‡ Recruitment & Selection Method
‡ The method adopted was Traditional, which is not aligned
with the strategic need
‡ Strategic R & S model should have been adopted

,  
/  
 ,



|
 
 ,1 '  %

  
14
%  
 
5
   
‡ Learning
‡ HR Strategy should be aligned with business strategy
‡ Strategic recruitment model should be preferred over
traditional model, especially when new position is created
under specific strategies
‡ High performance expectation must be supported by
competency based job analysis.
‡ Cultural values must be aligned to synergize.

‡ MD¶s action
‡ Considering the business requirement & desired execution
competencies, MD should opt for ³Internal´ source
recruitment
‡ High performance system desirability must provide
freedom & promote job assignment having blend or
overlap
(6