Types of Control That Are Not Being Carried out Effectively in IT Companies in India - Assignment Example

Control Student’s Name Instructor’s Name Course Code and Name University Date of Submission Control 1. What types of control (using management terminology) are not being carried out effectively in IT companies in India? Give examples of these control problem areas from the case study. What is the main problem? The main problem raised in this case study is the falsification of curriculum vitae of hiring candidates for the job vacancies available. This problem is mostly prevalent in IT and ITeS sectors where they account for half of the job vacancies. This is as a result of the attractive remuneration packages and benefits they offer. This problem arose after the job market in India significantly grew, resulting into massive growth of recruitment agencies. This in turn led the compromise of the work ethics for some recruitment agencies where they collaborated with the job seekers to provide false information about the work experience, academic achievements, previous remuneration and area of expertise. To counter the damages, the affected companies had to lay down those employees that were involved in the malpractice. Consequently, losses were incurred during hiring to replace the dismissed staff. Finally, this problem caused more problems to human resource managers. They incurred high costs of hiring a qualified and competent workforce. They also suffered high lead times due to the long process of verification for new recruits. What control processes are not being used by the organization referred to in the case study? The organizations referred in this case failed to use human management control. The human resource management is mandated to oversee this crucial role. The department is responsible for deployment of highly qualified workforce through the integration of culture, structures and personnel techniques so as to achieve and supersede the company’s objective (Armstrong 2007, pp. 56). The HR department is also entrusted with human capital planning by an organization. In this role, the department is responsible for determining how the organization can move from the current manpower position to its desired manpower position (Jackson et al. 2009, pp. 76) . In this case study, it is crystal clear that the companies that became prey to rogue recruitment agencies solely relied on their agents to hire new employees. This is a crucial task that should have seen the involvement of the human resource management in the identification of manpower, which has the necessary skills qualifications, knowledge and experience required currently and in the future, What are the different control measures that could be used to manage the problem? To avoid the incidence of hiring non-qualified staff, it would only be prudent for an organization to carry the process of hiring new employees through the Human resource department (Dransfield 1998, pp. 98). Alternatively, the ministry of labour can take severe disciplinary action against the candidates and agents who involve themselves in the malpractice. What examples explain how these control measures work to address the problems mentioned in the case study? One of the best ways to manage the problem was through performing interviews with the companies seeking new employees. Interviews provide the panel with a good opportunity to size up the job candidate against the job itself. This is where the candidate flaws are easily detected. Through the interview process, the candidate’s expression through gestures and the confidence level he portrays, tell easily whether the person in the CV is the same person appearing for the interview. The interview process pursues areas of interest noted in the application, giving the employer the opportunity to make judgements on the candidate’s intelligence and enthusiasm. Through the interview process, the employer can easily establish the candidate’s ambitions, personality pattern, attitude and motivation (Sims 2007, pp. 23).The performance of interview process by the human resource managers was suitable since it eliminated the chances of candidate’s falsifying CVs in collaboration with the hiring agencies. Another important way to eliminate this problem was to take disciplinary action on the errant recruiting agencies and the candidates. Cheating through the false provision of important information in the CVs leads to poor decision making of the employees’ (Greenwood 2007, pp. 34). This caused wastage of time and money through firing the already recruited and starting a new process of recruiting competent staffs. The companies that contracted agents to hire employees for them also suffered negative goodwill in the eyes of the public. The right candidates are also denied the opportunity to work in their respective jobs. As a lesson to other rogue recruiting agencies and the cheating job seekers, it would be advisable that stern legal action be taken upon the culprits.This would deter future hiring malpractices and employers would have the right employees who can help achieve the organization's objectives. 2. What strategies that reflect steps in the control process would you implement as the CEO of the Executive Recruiters Association (ERA) to reduce variations inaccuracies of CVs throughout the Indian IT companies? What are the steps of the control process? To control the recurrence of the falsification of CVs, I would ensure that all the recruiting agents take oath on the code of conduct. I would also liaise with various training institutions to educate all the agents in the process of recruitment.This process would eliminate the chances of professional malpractices that agents involve in knowingly or otherwise Top of Form(Rosenbloom 2002, pp. 87).  What strategies would restore confidence in the recruitment industry? In order to achieve the objectives of the association, stakeholder confidence is of prime importance. It not only gives them assurance of good service delivery, but it also improves their trust on the association. I would utilize all the media channels like newspapers, radios and TVs to reach all the stakeholders. I would apologize for the errant recruitment agent. I would also communicate the various mechanisms that the association has put in place to ensure that such behaviour does not recur. I would also invite stakeholder cooperation by airing their grievances through channels like office emails and telephones. I would also welcome any suggestions, comments and queries that can effectively improve the functioning of the association in delivering quality and timely service. I would also communicate the disciplinary measures that would be taken on the errant agents and candidates. What regulatory measures would you propose introducing? As the CEO of the executive recruiters association, I would put in place several regulatory measures to save the industry. To start with, I would ensure that all recruitment agencies are registered under the association. To effectively achieve this, it would be important that liaise with the ministry of labour so as to gunner the much needed legal support (Siriyama & Kanthi 2007, pp. 45). I would go ahead and publish a list of all the registered recruitment agencies so as to earn the confidence of all employees. Secondly, I would establish a code of conduct outlining the vision, mission, goals and values of the association, which all the legal recruiting agencies would have to adhere to. This would ensure that all the activities of agents not only aim to achieve the same objectives but also are standardized. Thirdly, I would develop an audit team to examine all the activities of the recruiting agencies. The audit team would act as the custodians of the associated policies and regulations deterring any malpractices by job seekers and agencies (Anthony & Govindarajan 2011, pp. 67). I would also form a team of legal experts that would pursue litigation cases against those found to be errant. Lastly, I would establish disciplinary measures, which include cancellation of the practicing license, fines, jail term or bans from an operation for a certain period of time. All these disciplinary actions would depend on the level of malpractice. How can recruitment agencies reassure clients that the job applicants' CVs/résumés are correct? To win clients’ confidence in their reliability on job applicants CVs, the recruiting agencies can develop an online database where the profiles of job applicants are stored and can be accessed by the clients (Greenwood 2007, pp. 102). This eliminates the chances of CV alteration by unprofessional agents and the candidates too. The agencies can also establish communication channels with their clients where they can consult if in doubts about a particular candidate. Moreover, agents can win their clients’ trust by delivering quality and reliable services. This is a good way of redeeming the client’s reliability of their services. 3. What follow up 'Control' checks would you use to ensure that the strategies you have brought in for compliance by the recruitment agencies are being followed? How could you make sure that recruitment agencies were not breaking control standards? To deter the recruitment agencies from breaking the control standards, I would appoint an audit team. I would provide the team with all the necessary resources like vehicles, phones and offices to ensure that they effectively carry their responsibilities. I would also ensure the association remunerates them heavily to avoid chances of them being bribed. The audit team would carry impromptu assessments on every agency with the aim of determining their areas of weaknesses. After these assessments a report would be raised by the team outlining the weak points in their agency roles. The audit team would also provide the necessary recommendations in a bid to improve service delivery. I would also carry periodical reviews of the policies that act as guidelines to make sure that any changes or improvements are incorporated (Dávila et al 2012, pp. 56).  This would prevent loopholes that can jeopardize the operations of the agents. My office would offer free training to all registered agencies on how to carry the process of hiring. After the end of assessing the performance of agents, I would come up with a list of all agencies ranked according to performance and maintenance of professional standards annually. I would collaborate with various clients to reward the outstanding performance so as to motivate agencies to abide by the established standards. I would use my authority to liaise with the security authorities to arrest those that break the laid legal policies. My legal team would also see to it that the offenders are prosecuted and charged accordingly. This move would deter malpractices by agents. How would dishonest recruitment agencies be identified? Dishonest recruitment agencies can be identified by advertising fake jobs. This can be known if a number of job applicants place their CVs with a particular agency and do not hear from them. It is also common for the dishonest recruiting agencies ask for references from previous employers. They normally do this to start new businesses with the contacts. Lack of feedback from a recruiting agency is another sure way of identifying dishonest ones (Greenwood 2007, pp.87). The errant recruitment agencies would be identified by the public through publishing them in a list of shame, which would be circulated in all media houses. The list would also be available in the association website. As the president of the association, I would also make it my personal role to address the press, where I can name all those agencies that break the regulations laid down. Through ranking the performances of different recruiting agencies, stakeholders can identify the dishonest agencies since they would normally rank at the bottom. The rankings would be done on similar parameters, one of which would be dishonest. Earning low points for an agency in dishonesty would automatically tell someone that the recruiting agency is unethical. The dishonest recruiting agents would be involved in much litigation. The several appearances an agency makes in legal disputes should be an indicator of dishonesty. List of ReferencesTop of FormTop of FormTop of Form Top of Form Top of Form Bottom of Form Bottom of Form Bottom of Form Bottom of Form Anthony, RN & Govindarajan, V 2011, Management control systems, Tata McGraw-Hill, New Delhi. Armstrong, M 2007, A handbook of human resource management practice, Kogan Page, London. Bratton, J & Gold, J 1999, Human resource management: theory and practice, Macmillan Business, Mahwah, NJ. Dávila, A, Epstein, MJ & Manzoni, JF 2012, Performance measurement and management control global issues, Emerald, Bingley, UK.  Dransfield, R 1998, Human Resource Management, Heinemann, Oxford. Greenwood, G 2007, Identity theft: in your good name : a Canadian perspective, Talus Pub. Group., West Vancouver, B.C. Jackson, SE, Schuler, RS, Werner, S & Jackson, SE 2009, Managing human resources, South-Western Cengage Learning, Mason, OH. Rosenbloom, JL 2002, Looking for work, searching for workers: American labor markets during industrialization, Cambridge Univ. Press, Cambridge. Bottom of Form Sims, RR 2007, Human resource management: contemporary issues, challenges and opportunities, Information Age Publ., Greenwich, Conn. Siriyama Kanthi Herath 2007, “A framework for management control research,”The Journal of Management Development, vol. 26, no. 9, p. 895-915. Read More