Case Study Analysis
Chevy Mae C. Duque
COMM/215 Essentials of College Writing
November 17, 2014
Linda Boyer

Case Study Analysis
After reading the problem that Carl is facing, I have concluded that it was a mere lack of preparation on his part that caused it. Even though it is only his first ever recruitment effort as a new campus recruiter, Carl should have taken specific steps to prepare. I don’t think it’s too late for him to fix the problem, he just needs to regroup with his new trainees and reschedule the orientation.
It was early April; Carl Robins had only been working at ABC for six months when he first set out his recruitment effort and successfully recruited 15 new trainees to work for Monica Carrolls, the Operations Supervisor. He let his new hires and Monica know that the orientation will be on June 15, in hopes to have all the new hires to be working by July. Exactly one month prior to the scheduled orientation, Monica raised her concerns about the new hires to Carl regarding; training schedule, manuals, policy, booklets, physicals and drug tests. Carl assured her that they would all be arranged and ready in time. But it wasn’t until after Memorial Day, about one to two weeks after Monica’s reminder, when Carl decided to go over the trainee files to finalize the paperwork needed for the orientation. That’s when he found all the issues concerning his new hires, with only two weeks left until the scheduled orientation. Some of the new hires did not complete their applications or have their transcripts on file. None of his new hires have gone through the mandatory drug screen, and he only had three copies of orientation manuals with several pages missing. On top of all the incomplete requirements and lack of materials, he also found that the training room he intended to use for the orientation is reserved for the whole month of June.
Alternatively, the company may choose to let Carl go to find a more experienced recruiter. The process will take a lot more time, which in turn will push the orientation back even further, which I honestly think would be a colossal waste of time. Carl had already demonstrated that he has the skill required to recruit new trainees successfully. What he is lacking is the knowledge to deal properly with post-recruitment and pre-orientation duties. I highly recommend that Carl undergo some training on time management and goal setting.
It is important for Carl to create a timeline that he can follow and make himself a list of the things he needs to do. But before making and following a timeline, it is his responsibility to make sure he’s able to follow-through. You wouldn’t set a wedding date and start inviting guests without even reserving a venue for a wedding, would you? When Carl decided that he wanted the new hires to start working by July, therefore scheduling an orientation a few weeks prior, reserving a venue for the orientation should have been first on his agenda. The rest of his tasks should be planned accordingly, leading up to the orientation. If his chosen date is unavailable, he could pick the next best date and make the necessary changes to the schedule. Next on his list, Carl should make sure that all of his new hires have completed their applications. A simple follow-up on their applications within a week when they were first hired should have occurred. He can then request for their transcripts or any other missing requirements. It is also Carl’s duty to make sure his new recruits undergo the mandatory physical and drug screening. As a recruiter, he should be aware that all requirements from the new hires must be complete before proceeding. Even if they are unable to submit on time, at least they know what the company expects them, and it is up to Carl or the company to provide reasonable consideration. When all the new recruits are taken care of, in terms of their requirements, Carl can proceed with the rest of the orientation paperwork. Even if he was too busy to remember, he was reminded by his supervisor in mid-May and that should have been enough time for him to prepare a training schedule, orientation manuals, policy, and booklets.
Now there only two weeks left until his announced orientation, and he just realized a hoard of issues that needs fixing for the orientation to happen. I suggest he post-pone the orientation until he irons out all the details first. He needs to contact whoever is in charge of the scheduling for the training room and reserve a room on the next available date, most likely by early July. Once he has that reserved, he can contact all 15 of his new trainees and follow-up with them their missing transcripts and for some, their completed application. He then should send them to the clinic for their mandatory medical tests and also inform them the new orientation date. Carl’s next responsibility is to inform Monica about the orientation being pushed back. He is lucky that he could tell her that the reason for rescheduling is because he found out the training room has been reserved for the whole month of June. But he should be honest that it was his fault that he didn’t reserve it sooner, back in April or early May. Now Carl should have plenty of time to arrange the orientation materials and create a training schedule.
Even if Carl is to blame for all the orientation issues, I think the company should give him enough consideration considering that this is his first ever recruitment. I can also appreciate that he caught the gravity of his mistakes before it is completely too late. Depending on how the scheduling works with the training room, meaning, whether the computer training seminars lasts all day or if Carl can find a way to squeeze in a few hours on June 15, or if he can find another room he can conduct his orientation on, he could still pull through with his first date of choice. He would just have to work double time in preparing for the orientation materials, but I believe it is still possible. I know this a good lesson for him to learn, a rookie mistake, which will only make him grow as a recruiter.