HUMAN RESOURCE MANAGEMENT TOPIC - CASE STUDY.
1. Provide and analysis and overview of the text below.
2. Respond to the 7 questions provided.
3. Supply further questions/issues on the topic.
Richard is the HR coordinator for PeopleCare, a not-for-profit organisation providing a range of support services to people in crisis. Their clients include homeless youth and people with substance abuse problems. The organisation is run by the Catholic Church, and has a board of directors made up of community and church representatives. One of the board's roles is to ensure that the organisation is run in a way that is broadly consistent with Catholic valuers.
Richard has been coordinating the recruitment of a new person to manage the organisations emergency accommodation service. A selection panel comprising Richard and two of the organisation's current managers has recommended that a woman named Alicia be appointed to the position. Alicia is 30 years old, has a degree in social justice studies, and several years' experience in the not-for-profit sector coordinating service delivery.
It is the custom at PeopleCare to invite preferred candidates back for an informal discussion with one of the board members before their appointment is confirmed. The main reason for this is to satisfy the board that the recommended candidate is a good fit for the organisation in terms of values. Richard usually sits in on these discussions too.
Richard duly arranges the meeting. The board representative is George, a retired maths teacher and a relatively new board member who is active within the church and the local community. This is the first time he has participated in a selection process.
The initial few minutes are taken up with greeting and social niceties. Both Alicia and George are very relaxed. However, Richard can see Alicia becoming less and less relaxed as George begins to ask her questions about her family background, her relationship status, and her opinion about issues such as abortion and homosexuality. Alicia seems reluctant to answer some of these more personal questions, and gives vague non-committal responses. During an awkward silence, Richard seizes the opportunity to hastily wind up the meeting and usher Alicia out of the office.
On Richard's return, George remarks: 'Hmm &acirc;€&brvbar; interesting person. I might have to think about my recommendation to the board.'
1. Is it appropriate for values-based organisations like PeopleCare to select employees on the basis of their values as well as their professional credentials?
2. Are George's questions about Alicia's family background and relationship status appropriate in the circumstances?
3. Is it legitimate for George to ask Alicia her opinion about issues like abortion and homosexuality, given that these are issues on which the Catholic Church has strong doctrines?
4. If George recommends that Alicia not be appointed, how should Richard respond?
5. How might Alicia respond if she is not appointed?
6. How might Richard better prepare board members for their role in the selection process in the future.
7. How might PeopleCare incorporate values into the selection process more effectively? Can you measure values or assess them accurately.