Trilogy enterprises case study solution

Passionate Prospects

Answer the questions to the case, "Finding People Who Are Passionate about What They Do," at the end of Chapter 3. Include at least one outside source supporting your answers. Explain your answers in 200 words. Respond to at least two of your fellow students' postings.

The Tough Screener

Answer the following questions to the case, “The Tough Screener,” at the end of Chapter 4: What specific legal problems do you think Rosen might run into because of his firm’s screening methods? How would you suggest he eliminates these problems? Include at least one outside source supporting your answers. Explain your answers in 200 words. Respond to at least two of your fellow students’ postings.

Week 1 in Review

Jean-Paul Smalls, a Partner at VONQ UK, an online recruitment advertising company with offices both in the UK & the Netherlands started a blog with the intent for in-house recruitment managers to read about and discuss various developments, technologies and case studies that may help attract staff directly. Jean Paul proffers that "one of the overriding themes of the responses was the difficulty with balancing innovative/fresh ideas with targeting the right demographic/skill set whilst providing a ROI. What is innovative in one industry is not necessarily innovative in another." (http://direct-recruiting.net/page/5/) Individual personality undoubtedly plays an influential role in people who are passionate about their work. Not everyone enjoys flexibility, but instead prefers a more structured setting. Type A people are more prone to be competitive, anxious and ambitious. Type B individuals are more sedentary, desire order, and seem relaxed. In either scenario there can be exceptions. People are resilient and often do what is needed in order to maintain an interest (be it work or play). Yet we do seem to align our personal and professional needs with that of an organization that can fulfill that need. Exit interviews are rarely used by organizations as an effective retention tool. The following are strategies, which could help in creating a non-intimidating type of setting:

 Carefully plan the interview... choose a neutral location, which would create a pleasant atmosphere, for example employee lounge/ break room...

 Provide the employee opportunity to express or share perspectives

 Listen to the employee, allow the person to talk freely (and calmly) about grievances or reason for leaving

 Simple planning, avoid interruptions, take notes, prepare questions, be aware of the body-language and feelings of the employee and adjust personal approach accordingly enables productive interaction/ communication

Focusing on objectives to elicit views, feedback, and asking open questions such as what, how and why would enable better communication; moreover establish value on the knowledge of the departing employee. In other words, it demonstrates the fundamental importance of human resources since it contains logic of the survival or success of an organization. Vincent Dicarlo (1997) proffers the following: "Exit interviews are useful, and should be done whenever an employee leaves your company, voluntarily or not. They are also dangerous, so it is important that managers conducting exit interviews have a clear idea of what needs to be covered, what is OK to say and what words may get you into a lawsuit." Retrieved from http://www.bizjournals.com/sacramento/stories/1997/08/04/smallb6.html?page=all

Week 2 Instructor Guidance I like to refer to planning and recruitment as hiring right . One cannot underestimate the importance of hiring right. The cost of hiring, training and development is quite high -- and failing to hire the right person for the right job can be quite expensive. Yet, all too often the hiring process seems more than willing to fill a position with a warm body (sound familiar). So, if we can agree that hiring right is a preferred approach, then we must also take a step back and determine what knowledge, skills and abilities are required to ensure a new hire is retained. This process is referred to as job analysis . I refer you to the following SHRM article (provide in Power Point format that provides an detailed, understandable overview of the job analysis process and subsequent outcomes ( http://www.shrm.org/Education/hreducation/Pages/JobAnalysis.aspx ). Please take some time to review and understand the process. Please note you are not required to perform the exercises within the Power Point, but please review the entire presentation for relevant information. Once the job analysis is complete. the selection process may begin. Elaine D. Pulakos authored an excellent article titles Selection Assessment Methods: A Guide to Implementing Formal Assessments to Build a High-Quality Workforce. Highly relevant information is found on matters related to assessment methods and criteria for selection and evaluating the various methods. The following link has been provided to allow a review of this informative article: ( http://www.shrm.org/about/foundation/research/Documents/assessment_methods.pdf ). The two primary aspects of assessment will be KSA-based or Task-based. You will note both assessments are derived from a job analysis. One must align selection, testing, appraisal and retention as a synthesized process of activities. Taking a turn from the immediate discussion, but staying within the bounds of HR and selection, consider the following hiring component. Inquiring about one's criminal past can have positive and negative effects on the potential employee. Still, consider the EEOC guidelines as follows: EEOC Guidance on Criminal Background Checks

On April 25, 2012, the EEOC issued a guidance on criminal background checks. This guidance effectively discourages and eliminates the practice of blanket refusals of employment based on criminal background checks. Instead, the guidance recommends that employers conduct “individual assessments”, which take into account such things as an individual’s rehabilitation, work record post-offense, character references, and age of the applicant (the rationale being that older persons are considered less likely to be repeat offenders).

Businesses may still reject applicants based on a criminal background check if the rejection is based on “business necessity” or is job-related. However, the guidance preempts state laws allowing blanket refusals. This writer believes that the guidance has the potential for creating a new class of employment litigants, as there will be significant burdens of proof placed on employers to show that they have conducted proper “individual assessments”.

OMM 618 Week 2 Discussions

Passionate Prospects-my discussion 1

Finding People Who are Passionate About What They Do.

Identify some of the established recruiting techniques that underlie Trilogy’s unconventional approach to attracting talent.

1. Trilogy’s recruiting method is based on the conventional recruiting technique of college hiring as they hire from college fairs and educational universities (Dessler, 2011). Trilogy selects the best candidates for their organization based on their academic records followed by interviews and a preliminary visit to Austin. The best candidates are pursued by the organization to their convenient meeting points, if they are unable to attend the preliminary visit. Trilogy invests immense resources in every candidate they hire, which as our case study specifies is considered well-spent by the company. Moreover, Trilogy hires only external candidate that brings new and innovative ideas to the company.

What particular elements of Trilogy’s culture most likely appeal to the kind of employees it seeks? How does it convey those elements to job prospects?

2. Trilogy hires the best of the candidates for its organization and the employees have excellent academic grounds and are passionate about their work. Trilogy provides them the opportunity to perform their best by removing certain restrictions such as working hours and dress codes (Dessler, 2011). These organization cultural elements convey a sense of casual freedom for their employees, they are able to work as long as they care to, and in the manner they like. The organization focuses on the deliverables of their employees which has to be a standard of excellence. The preliminary visit to the organization also is used to convey their difference, aggressiveness, and overall unique culture of Trilogy for candidates.

Would Trilogy be an appealing employer for you? Why or why not?

3. Trilogy would definitely be an appealing employer for me. The removal of restrictions such as dress code and office timings enables one to work freely and focus more on the quality of their work. This generates a satisfactory feeling and one is free to pursue the work with passion. Moreover, Trilogy is growing aggressively that promises growth in the employees’ career as well.

What suggestions would you make to Trilogy for improving its recruiting processes?

4. Trilogy should also use an Applicant Tracking System that would further enable them to hire people that are experienced and excellent in their specific fields (Pulakos, 2005). Moreover, they should also introduce an employee referral system as their existing employees could suggest some employees that could possibly suit the organization expectations and culture.

References

Dessler, G. (2011). A Framework for Human Resource Management (6th ed.) New York:

Pearson.

Pulakos, G. (2005). Selection Assessment Methods. Alexandria, VA: SHRM Foundation.

Retrieved from SHRM Foundation:

http://www.shrm.org/about/foundation/research/Documents/assessment_methods.pdf

The Tough Screener-my discussion two.

One specific legal problem that Rosen may be subjected to because of their screening method, adopted by the organization is related to the credit check of the applicants. The credit check of the candidate should not be performed without receiving an applicant’s permission. Unless Rosen demonstrates that a credit check is an essentiality for the job position, the applicant could file a future legal claim against the organization. Moreover, it is necessary to ensure that the credit check practice is not leading to an adverse impact on the recruitment process of the organization. Another legal problem could arise because of candidates being screened out for filing for worker’s compensation claims in past. The organization could have legal complications if this practice is reported by any applicant.

The candidates with driving violations are also the subject of discrimination which as per EEOC is a discriminatory conduct (EEOC Small Business, 2013). To address the credit check issue, Rosen should obtain prior permission from the applicant along with demonstrating the credit check as a business necessity (Dessler, 2011). The screening of candidates on the basis of past worker’s compensation claims has to be stopped and the driving violations should be associated with a business necessity to ensure no legal ramifications (EEOC Small Business, 2013).

References

Dessler, G. (2011). A Framework for Human Resource Management (6th ed.) New York:

Pearson.

EEOC Small Business. (2013). Retrieved from U.S. Equal Employment Opportunity

Commission: http://www.eeoc.gov/employers/

WEEK 2 RESPONSES DISCUSSION 1

Please give me a response to instructor!

Instructor DeYoung Email this Author

6/6/2013 5:48:56 AM

We are certainly dealing with the development of organizational culture in the case of Trilogy. It is important to note that organizational should be developed through design, not by merely letting it happen.Trilogy is a company that recruits employees that are a cultural fit. Culture is the environment people work in, it’s the element that shapes your enjoyment, work relationship and work process. Culture is made up of values, beliefs, underlying assumptions, attitudes, and behaviors shared by a group of people (Heathfield, 2011). The employees at Trilogy all share similar interests and passions about their job, which means that working as a team would not be problematic. Trilogy has created an organizational culture that represents decision making, daily work practice, stories and legends.

Heathfield, S.M (2011) Culture: Your Environment for People at Work. Retrieved on June 29, 2011, from http://humanresources.about.com/od/organizationalculture/a/culture.htm

Your thoughts?

Jennifer Moore

Identify some of the established recruiting techniques that underlie Trilogy’s unconventional approach to attracting talent.

Trilogy is definitely using some unique approaches in their recruitment for their talent. More companies are embracing a more creative approach to how they engage with new employees coming in. I found a couple of examples, which were interesting. The first example I found an option was to invite all eligible applicants to an open group event, such as an open house (Male, 2010). What helps is that obviously not every person who applied will show up. Those that do show up however, are passionate for that position. So, taking that first step in the process weeds out people who are not committed or serious, plus this lowers the screening process and the money put into the program to screen (Male, 2010). Another great idea was bringing in actual current employees to mingle with the interactive interviews. Setting each aside using various activities individually gives the staff a better understanding of how much knowledge or passion a person has for the industry (Male, 2010). These again are just a few of some great recruiting techniques.

What particular basics of Trilogy’s background most likely appeal to the kind of employees it seeks? How does it communicate those elements to job prospects?

Trilogy is looking for individuals who are passionate about the position they seek. They are seeking a younger generation of well-educated smart individuals who are extremely faithful and fervent. The company is well established and they are not worrying about retention, because it is obvious, they are doing something right. They are allowing flexibility. They are attracting the technique know how, and electronically driven generation. This company puts their employees first that are pushed to achieve, but will be well rewarded. They only want the best that are overachievers, ambitious, and have an entrepreneurial instinct about them (Dessler, 2011).

Would Trilogy be an appealing employer for you? Why or why not?

This company sounds amazing and too good to be true! I mean who would not want to work for a company like that. I love my Smart phone and my computer, but how they function and maintaining them is of no interest to me.

What suggestions would you make to Trilogy for improving its recruiting processes?

It is obvious that they are doing a wonderful job with recruitment. However, there is always room for improvement. I think that they should widen their recruitment age a bit, because they could be cutting themselves short. Some people do start out late in their education and are older.

Jen

References

Dessler, G. (2011). A Framework for Human Resource Management. Upper Saddle River, NJ: Prentice Hall.

Male, B. (2010, February 25). 10 Creative Recruiting Strategies To Hire Great People. Retrieved June 6, 2013, from Businessinsider.com: http://www.businessinsider.com/10-creative-recruiting-strategies-for-finding-great-hires-2010-2#

Nedra Pierce Email this Author

6/6/2013 6:12:28 PM

The turn of the millennium started a war for talent says, Ed Micheals in an article called “The War for Talent.” (Micheals, et el). The article states that (Dessler, p. 63) Trilogy makes finding the right people (it calls them “great people”) a company-wide mission. Recruiters actively pursue the freshest people in the job market, scouring college career fairs and computer science departments for talented overachievers with ambition and entrepreneurial instincts. Top managers conduct the first rounds of interviews, letting prospects know they will be pushed to achieve but will be well rewarded. Employees take top recruits and their significant others out on the town when they come to Austin for the three-day preliminary visit. A typical day might begin with grueling interviews but end with mountain biking or laser tag. Executives have been known to fly out to meet and woo hot prospects.

Trilogy’s culture most likely appeal to fresh new college graduates. According to the text, (Dessler, p.63) there is no dress code and employees make their own hours, often very long. They tend to socialize together (the average age is 26), both in the office’s well-stocked kitchen and on company-sponsored events and trips to places like local dance clubs and retreats in Hawaii. An in-house jargon has developed, and the shared history of the firm has taken on the status of legend.

I don’t believe Trilogy would be a good employer for me. I work fast and use to long hours, and believe in team work (Wingman) but I am also use to uniformity and dressing professionally. Besides I am not a computer science student.

Trilogy seems to be an employer that attract youth for a reason. The goal of the company is rapid growth which calls for fresh ideas in innovation and technology. Personally, I don’t see anything wrong with the practices in fact; I think it’s a great idea in business.

Reference:

Dessler, G. (2011). A Framework for Human Resource Management (6th ed.). Upper Saddle River, NJ: Prentice Hall.

Ed Michaels, Helen Handfield-Jones, Beth Axelrod, The War for Talent (Boston: Harvard Business School Press, 2001), xxii

. Identify some of the established recruiting techniques that underlie Trilogy’s unconventional approach to attracting talent.

One technique used by Trilogy is to build a pool of candidates by recruiting for the jobs available. The recruiting process incorporates: college career fairs and computer science departments for talented overachievers with ambition and entrepreneurial instinct (Dessler, 2011). Also, the potential candidates go through a series of interviews for the open position. These techniques help to find the great people for the company to uphold the passionate environment Trilogy has created.

2. What particular elements of Trilogy’s culture most likely appeal to the kind of employees it seeks? How does it convey those elements to job prospects?

The no dress code and early responsibility element of Trilogy is a very likeable appeal to its future employees. The new generation of young adults has their very own dress code, and that little gesture will get people to work hard for the company. Then you throw in the early responsibility, employees will tend to think that they are really part of what makes the company move.

3. Would Trilogy be an appealing employer for you? Why or why not?

Trilogy would be an appealing employer for me, because of the freedom to create and innovate. By letting a bunch of computer vested people gather in a setting and letting them socialize will create further ideas to pitch to the company. Ideas will not get wasted and the flow of information will be clearer. I have always wanted to work for a company where I am not limited on creativity by my position or rank.

4. What suggestions would you make to Trilogy for improving its recruiting processes?

I think that pooling some of the potential candidates in a group setting would help Trilogy. Watching the candidates interact in a group setting would allow employers to see their level of interest, working knowledge among peers, and communication skills. I also think that looking for talent in unlikely places would add value to the recruiting process. Some of the best talent does not have a pipeline to their dreams, but if Trilogy extends the bridge; they can find some great talent in unusual places.

http://www.businessinsider.com/10-creative-recruiting-strategies-for-finding-great-hires-2010-2?op=1

Dessler, G. (2011). A Framework for Human Resource Management. Upper

Saddle River, NJ: Prentice Hall.

DISCUSSION 2 RESPONSES

Student asked me a question and I also provided a few other responses-can you give me some comment to him please and response to two students as well? Thank you!!

\

Michael Henderson Email this Author

6/6/2013 8:04:09 AM

I agree that the credit check, driving records and worker comp checks are a bit over the top. Employers have got to be careful that the checks and tests they put forth are directly related to the applicant’s ability to perform the duties of the job in which they are applying. Obviously permission would be needed to get a credit check on an applicant. My question to you is, do you think because of the type of job it is (involving financial advising etc) that it would be acceptable to ask permission for this data from applicants? How would you feel if you were applying for the job? Personally, I would have no problem providing the information as long as my permission was given. Mike

Jennifer Moore Email this Author

6/6/2013 2:56:40 PM

There are pros and cons to every test and selection program. The first thing I would do is to determine what type of effective employee testing program to use for the position. I would ask myself what elements and standards I would apply. Is it useful or helpful? Receiving the history and receiving interviewer first impressions is essential. Depending on the job position, all applicants should be asked the same questions, and should rely on all sources of information about that person. By gathering a background history, checking references and asking viable questions are a great way in looking into that person’s behavior. This helps as a predictor of future behavior and by talking to references; they will be honest as well as negative if there is anything. Concerning credit check, most companies ask for this and it is getting more popular in doing so. The company needs to remember that there is the (FCRA) or The Fair Credit Reporting Act, which sets the standards for screening for employment, and they must notify and get in reading that it okay to do so (Doyle, 2013). I found a website that shows using Socratic questions in an interview could open up people into being broader with their answers. The types of questions I would ask would more of the probing types like, “What else could we assume?” or “Do you agree or disagree with…?” I may even ask, “How can I be sure of what you are saying?” these are examples of probing rationale, reasons for evidence questions that I would ask (Minds, 2013). I think that drug testing should be for all job applicants. One has to remember that if you are going to work for a prestigious company like this one, that it would expected. Asking for an applicant’s credit check should be also be expected. If I am hiring for a position where I need a financial planner, and their credit report comes back very low, how do I as an employer expect that a person with a low score, be able to help others when they cannot even help themselves financially? Mr. Rosen needs to remember the EEOC and the repercussions of his pre interview process. Mr. Rosen needs to cover all bases and stay within regulation. This will keep him free from being sued, if he just follows the rules and gets the permission of his applicants he can do his job efficiently. It is all about saving money and time. Mr. Rosen would not want to end up with negligent hiring and end up with legal implications (Dessler, 2011).

Jen

References

Dessler, G. (2011). A Framework for Human Resource Management. Upper Saddle River, NJ: Prentice Hall.

Minds, C. (2013). Socratic Questions. Retrieved June 6, 2013, from Chingingminds.org: http://changingminds.org/techniques/questioning/socratic_questions.htm

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The Tough Screener

Nedra Pierce Email this Author

6/6/2013 6:17:50 PM

Their methods of testing employees, this test is not given by a certified test provider is it a machine he brought out of an office supply store. Checking a prospects credit history, if the credit check is not going to directly affect the person’s job then there is no reason to do a credit check. Also the individual has to be informed of the credit check before it is done. The credit check cannot be used against the individual when it comes to hiring them. A person’s workers compensation history is not part of the hiring process. Looking into a person’s background without their knowledge is against the law. Selecting the right person for the job is very important for several reasons. You want people that are serious about what they do. Employees behave the way they see their supervisors behave. That is why it is so important for leaders to walk the talk, meaning lead by example.

To help you learn how to hire the best, it is important to learn about effective hiring and selection skills. Conducting a job interview looks easier than it is. And that’s the problem. According to studies based on the employment records of thousands of management and line employees, there is little or no correlation exists between the “positive reports” that emerge from the typical job interview and the job performance of the candidates who receive those glowing reports. However, this correlation goes up dramatically whenever interviewing becomes a structured, well-planned process – one that’s integrated into an organization’s overall staffing practices (Lindenberger).

No one wants to waste money on hiring someone that does not fit the position. Why send a person through training and they are not able to perform the job that is why Mr. Rosen was so strict even though he did a few things that were illegal and unethical he did not want to waste time on someone that would not fit the position.

Reference:

Dressler, G. (2011). A Framework for human Resource Management, Prentice Hall, Upper Saddle River.

http://www.businessknowhow.com/manage/hire_best.htm. Visited on June 6, 2013. info@lindenbergergroup.com. Visited on June 6, 2013.

www.lindenbergergroup.com. Visited on June 6, 2013.

Willie Hooks Email this Author

6/6/2013 6:34:21 PM

1. What specific legal problems do you think Rosen might run into because of his firm’s screening methods? How would you suggest he eliminate these problems?

There are a couple of specific problems with what Rosen is doing. First, he will need to conduct a test validity study of the honesty test and make sure that it is useful and that it does what it says it does. This is because test validity answers the question; does this test measure what it is supposed to measure (Dessler, 2011). There are three problems with the credit check: First, he needs to get the applicant's permission for the check and allow her to see the results, if she desires. Second, he needs to demonstrate the business necessity of such a check, and third, he needs to conduct a study to assure that it is not having an adverse impact. The Fair Credit Reporting Act (FCRA) imposes a number of requirements on employers who wish to investigate applicants for employment through the use of consumer credit report or criminal records check. This law requires the employer to advise the applicant in writing that a background check will be conducted, obtain the applicant's written authorization to obtain the records, and notify the applicant that a poor credit history or conviction will not automatically result in disqualification from employment (www.eeoc.gov/laws). Screening out candidates based on workers' compensation claims is a violation of the ADA by discriminating against qualified individuals because of disability in all aspects of employment. Discriminating against those with driving violations is also very questionable, but if the state has the “ban the box” law, then the driving record would never surface until the applicant is a finalist for the job.

Dessler, G. (2011). A Framework for Human Resource Management. Upper

Saddle River, NJ: Prentice Hall.

http://www.eeoc.gov/laws/practices/inquiries_arrest_conviction.cfm