Question 17: Which should the HR director do to address the work flow challenges facing the staffing organization initiative? a. Facilitate a mediated discussion between the corporate recruiters and the staffing organization manager to resolve any immediate conflicts. b. Review the current recruiting process and reporting structure with the implementation team to clarify roles and responsibilities. c. Revise the standard operating procedures and best practices for the recruiting team to implement immediately. d. Review the desired state of the recruiting process, not the reporting structure, to address the work flow challenges. Question 18: Which step should the HR director advise the staffing organization manager to take to build credibility with the hiring managers? a. Coordinate with the staffing organization recruiters to refer the hiring managers to the staffing organization team when requisitions are being submitted. b. Advise the hiring managers to submit all requisitions directly to the staffing organization team. c. Suggest that the HR director call the hiring managers on behalf of the staffing organization manager. d. Develop a dashboard of recruiting metrics that can be used to provide routine updates for the hiring managers of the staffing organization team's results.
An HR director is outsourcing recruiting efforts to a staffing organization and is charged with implementing the staffing organization project/initiative. The original plan had been to eliminate in-house staffing personnel, but, at the hiring managers' request, the HR director has decided to maintain a small in-house team of corporate recruiters who will work with the staffing organization. This will provide continuity for the hiring managers in the organization. The HR director must facilitate the integration of the staffing organization team with full-time personnel from the organization. The staffing organization team will consist of recruiters, sourcing professionals, and administrative assistants led by a staffing organization manager.
The staffing organization recruiters manage the intake of open positions from the hiring managers. The in-house corporate recruiters assess open positions for fulfillment. The corporate recruiters often bypass the staffing organization manager to give direction to the staffing organization recruiters and sourcing professionals. This practice does not follow the work flow that was created in the standard operating procedures, resulting in delays in the process. The staffing organization team becomes confused because they regularly receive directions from
both the corporate recruiters and the staffing organization manager.
The staffing organization manager is increasingly frustrated by the lack of transparency as to the status of open positions. There is disagreement between the corporate recruiters and the staffing organization team about who should manage the relationship with organizational hiring managers when position openings are submitted. This results in harmful competition between the corporate recruiters and the staffing organization team, ultimately resulting in an overall decline in productivity.
Question 17: Which should the HR director do to address the work flow challenges facing the staffing organization initiative?
a. Facilitate a mediated discussion between the corporate recruiters and the staffing organization manager to resolve any immediate conflicts.
b. Review the current recruiting process and reporting structure with the implementation team to clarify roles and responsibilities.
c. Revise the standard operating procedures and best practices for the recruiting team to implement immediately.
d. Review the desired state of the recruiting process, not the reporting structure, to address the work flow challenges.
Question 18: Which step should the HR director advise the staffing organization manager to take to build credibility with the hiring managers?
a. Coordinate with the staffing organization recruiters to refer the hiring managers to the staffing organization team when requisitions are being submitted.
b. Advise the hiring managers to submit all requisitions directly to the staffing organization team.
c. Suggest that the HR director call the hiring managers on behalf of the staffing organization manager.
d. Develop a dashboard of recruiting metrics that can be used to provide routine updates for the hiring managers of the staffing organization team's results.
Question 19: Which strategy would be most effective in helping the staffing organization team understand the culture of the organization and thereby ensure that candidates are a good fit?
a. Partner with the staffing organization recruiters to understand their process and experience working with the hiring managers in all departments.
b. It isn't critical for the staffing organization team to understand the culture of the organization; they should rely on the hiring managers for that.
c. Research the organization by reviewing the intranet and company website to learn about the values and strategic goals of the organization.
d. Consult with the HR director to review the information that was gathered during the staffing organization sales and implementation process.
Question 20: Which could the HR director have done differently during the implementation to ensure that roles and responsibilities were clearly defined?
a. Once the decision is made to maintain a group of staffing organization recruiters, the standard operating procedures should reflect the change.
b. Explain to the corporate recruiters that the staffing organization team will be accountable for the requisition intake and recruiting process.
c. Nothing could have been done differently during implementation; these specific challenges were inevitable.
d. Further qualify the reason why the hiring managers wanted to retain the corporate recruiters and consider the impact on the project goals.
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