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    Human Resource Management: Group 7

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    AMIT ARYAN-DM 21DM023
    The document discusses a case study about issues that arose from improper HR planning, recruitment processes, and communication at an IT consulting firm called CITPR Ltd. Major problems included a campus recruiter informing students they were selected before official offers were made, lack of communication from the HR manager, and an assumption about future hiring needs without proper planning. This led to 25 students not receiving job offers after being told they were selected. While firings were justified, the HR manager could have received a stronger punishment than firing but less than the recruiter to address accountability in a humane way.

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    Human Resource Management: Group 7

    Uploaded by

    AMIT ARYAN-DM 21DM023
    114 views5 pages
    The document discusses a case study about issues that arose from improper HR planning, recruitment processes, and communication at an IT consulting firm called CITPR Ltd. Major problems included a campus recruiter informing students they were selected before official offers were made, lack of communication from the HR manager, and an assumption about future hiring needs without proper planning. This led to 25 students not receiving job offers after being told they were selected. While firings were justified, the HR manager could have received a stronger punishment than firing but less than the recruiter to address accountability in a humane way.

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    HRM Project

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    The document discusses a case study about issues that arose from improper HR planning, recruitment processes, and communication at an IT consulting firm called CITPR Ltd. Major problems included a campus recruiter informing students they were selected before official offers were made, lack of communication from the HR manager, and an assumption about future hiring needs without proper planning. This led to 25 students not receiving job offers after being told they were selected. While firings were justified, the HR manager could have received a stronger punishment than firing but less than the recruiter to address accountability in a humane way.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    114 views5 pages

    Human Resource Management: Group 7

    Uploaded by

    AMIT ARYAN-DM 21DM023
    The document discusses a case study about issues that arose from improper HR planning, recruitment processes, and communication at an IT consulting firm called CITPR Ltd. Major problems included a campus recruiter informing students they were selected before official offers were made, lack of communication from the HR manager, and an assumption about future hiring needs without proper planning. This led to 25 students not receiving job offers after being told they were selected. While firings were justified, the HR manager could have received a stronger punishment than firing but less than the recruiter to address accountability in a humane way.

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    You are on page 1of 5

    DEC 2021

    Human
    HRM resource
    management

    GROUP 7

    Ashish Behl
    Devkant Shukla
    Amit Aryan
    Akshita Agarwal
    Mayank Kumar
    ANALYSIS OF THE CASE
    This case study discusses the concepts of HR
    Planning, Recruitment Processes and HR
    Communication in an IT and consultancy firm named
    CITPR Ltd. with an employee base of around 10000. It
    serves around 22 clients all over the globe. Mr.
    Swami, the HR Manager at CITPR Ltd. found himself
    in big trouble for not following the HR process
    carefully. This resulted in a highly chaotic situation,
    which placed the careers of 25 students of TTC
    College of Engineering and Management at a stake,
    when CITPR Ltd. after selecting them in the campus
    interview, denied them for final placement offer
    letters. This case depicts that how improper HR
    planning, delaying in communication and initiating
    official action based on oral communication poses a
    serious problem to the participants. Also, shows what
    corrective measures can be taken if such a situation
    arises
    01 DISCUSS THE MAJOR ISSUES
    HIGHLIGHTED IN THE STUDY

    Major issues highlighted in the case study:

    The first issue that occurred was because of Mr. Sampat.


    He was told not to disclose the names of the students as
    the official communication with offer letters will take
    around 20 days but still, he disclosed the names of
    students who got selected. And stopped the selected
    students to sit for other companies even when he has
    not received the offer letters.
    The second issue was ignorance from the side of Mr.
    swami as he didn’t tell the fact to Mr. Sampat when he
    called him.
    The third issue was that Mr. Sampat even after not
    getting any satisfactory response, didn’t took any step
    because of the reputation of CITPR.
    There was ignorance from upper level as well because
    the follow up was also copied to the HR director Mr. D.
    Ganesh and he didn’t look into the matter at that time.
    Mr. Swami based on an informal conversation with Mr.
    Kapoor assumed that there will be much more
    requirement of entry level employees without even
    waiting for the company to get the contract. Even Mr. D.
    Ganesh showed a high trust on Mr. Swami.
    The last issue was that Mr. Sampat didn’t inform director
    of TTC College Prof. Pankaj Thakur about the issue until
    the
    0 2 matter became worse and the situation got out of
    hand.
    02 IN YOUR OPINION COULD MR. D. GANESH
    HAVE TAKEN SOME MEASURES TO AVOID
    THE EMBARRASSMENT CAUSED TO CITPR?
    JUSTIFY YOUR OPINION WITH RELEVANT
    ARGUMENTS
    Mr. D Ganesh being the HR director of the company should
    have taken some precautionary measures. Proper HR
    planning should have been done. The requirements and
    demands of the upcoming projects should have been made
    ascertained and could have then been implemented
    further. He just believed in the informal discussion he had
    with the COO i.e., Mr. Dixit and HR Manager regarding the
    future demands. He instead just went ahead with the
    placement drive without proper planning.

    03 ELUCIDATE THE SERIOUS OMISSIONS BY


    MR. SWAMI RELATED TO THE CAMPUS
    RECRUITMENT DRIVE AT TTC COLLEGE OF
    ENGINEERING AND MANAGEMENT.

    Swami made some errors which lead to such a drastic


    situation. He did not reply the TPO on time when he sent
    him an email regarding the offer letters. Had he replied and
    informed regarding the situation then also, the candidates
    would have been allowed to sit for other placements. In
    fact, other corrective measures which were delayed could
    have been implemented then only. Despite him knowing
    the mess he created, he did not take charge of the blunder
    he had committed.
    02
    DO YOU THINK THE ACTIONS TAKEN
    04 AGAINST MR. SWAMI AND MR. SAMPAT
    WERE JUSTIFIED? SUBSTANTIATE YOUR
    STANCE WITH REASONS.

    Actions taken against Mr. Sampath were justified. Mr.


    Swami was fired from his job, which wasn’t a wise
    decision according to me. Although the
    irresponsibility he showcased wasn’t justified on
    behalf of his profession. He did not take the
    permission of Mr. D Ganesh. His actions have resulted
    in deteriorating the corporate image of the company
    which was very well known for their excellent HR
    practices. Instead, he could have been given a
    punishment similar or a little more than given to Mr.
    Sampath, because corrective measures were already
    assured by Mr. Bapna. This could have been humane.

    02

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