Case Study
Question 1. The main reason for a vacancy to occur at Southwood School is employee turnover. An employee might decide to leave the school for various reasons. One particular cause for the exodus of workers was the unstructured recruitment process that was initially used. Another reason for job vacancies to exist in any organization is the introduction of a new project. For example, the school might decide to introduce French classes. Consequently, it will advertise for the position of a French teacher.
Question 2. One of the factors that led Southwood to improve their recruitment and selection process was the need to select the right candidates on the job requirements.  It was a worrying trend that some of the candidates who had passed the interviews were leaving after some time. This pattern indicated that the recruitment procedure was ineffective. Furthermore, other organizations were using more structured methods for recruitment. Some potential applicants were apparently unhappy with the hiring process used. Their dissatisfaction was as a result of the unstructured process that was unprofessional and more informal than formal.
Question 3. Initially, Southwood used an unstructured recruitment method whereby it combined formal and informal interviews. Every teaching position was advertised in the Times Educational Supplement (TES), a special publication. Through this magazine, interested parties were directed to contact the school through the appropriate application packages. A single application package contained a letter instructing the applicant on how to apply, an application form, and the school brochure.  After filling the forms, the applicants were required to make the submission to the relevant departmental heads. Three staff members then reviewed these applications before grading them from A to C. The candidates who scored A were invited for an interview. The informal part of the interview involved an encounter with the principal and the administrator. This session was used to acquire necessary information about the candidate and correlation with the application details. The formal interview comprised of the principal, HR manager, departmental head, and a senior teacher. This interview lasted for 30 minutes, 10 minutes longer than the informal interview. Interestingly, the panel members drafted questions individually. After concluding the interview, the candidates would be instructed to wait in the school premises for feedback.
Question 4. Southwood embraced a new recruitment after noting that the initial one was ineffective. The technology was adopted in the new hiring process. A website whereby applicants could view job vacancies was designed. Internal recruitment was encouraged for managerial and other sensitive positions. The advertisement placed in TES was more informative than before. A good alternative that Southwood could have adapted was full technology. It is important to note that the school has a competent IT team. The administration could make use of this advantage and create an appealing website. The organization can market the site through social media and other platforms.
Question 4. Currently, Southwood uses TES, a professional publication to make the advertisement for positions. The school uses this means despite numerous competitions from other organization that utilizes the same platforms for publication. It is laudable that Southwood has changed the layout and contents of the advertisement. However, this is insufficient to attract enough high-quality applicants since other competitors are also improvising. The school should look for other platforms that are popular with the general public and not professionals only. A good example is a local newspaper. The organization should advertise with the papers since they have high readership. The competitors might also use these newspapers.
Question 5. The administrators at Southwood believed that the panel interview was insufficient as the sole selection method. They assumed so because it was impossible for the panel to understand the candidates on individual levels. To alleviate this difficulty, the other type of selection that was used was the informal panel. The other selection method is teaching sessions.
Question 6.
Selection Methods
Interviews                                                                                          Teaching Sessions
Advantages                             Disadvantages             Advantages                             Disadvantages

The panel gets the candidate’s personal feelings and opinions.
The candidate might pretentiously create the right impression.
The candidate’s teaching skills are observed at work.
The candidate might bribe the senior teacher overseeing his teaching session.

Gives the students an opportunity to comment on the candidate.
The students might comment discriminatively against a candidate.
Enables the selection panel to know the kind of interaction that will take place between the candidate and students.
The candidate might meekly seek positive feedback from students but become aggressive and violent after being employed.

Question 7
Encouraging Student Participation in the Selection Process
Advantages                                                                                 Disadvantages

Students’ participation ensures that sensitive questions that pertain to teacher-student interaction are addressed.
Some students ask malicious questions in attempt to disregard the candidate.

Student participation makes other students gain confidence in the selected candidate.
Some students are too nervous to ask important questions because of fear of reprimand.

Question 8. I think Southwood should train their employees who participate in the interviews because of the need to include professionalism in the selection process. The participants should be trained in order to avoid incidences of bribery. A well-trained interviewer is very likely to neglect a bribe from the candidates. Training such employees will also increase their skills. The company will be hiring new professionals besides improving its own workforce quality.

                                                                                                                                                               Order Now