Human Resource Planning Essay Example

  • Category:
  • Document type:
    Case Study
  • Level:
  • Page:
  • Words:

Case Study Analysis

The Overall Human Resource Strategy that is pursued by MITRE

MITRE Corporation uses a targeted Human resource strategy to recruit or hire new staff. The corporation is primarily dependent on internal sources in identification and recruitment of new staff. This can be seen from the active involvement of existing employees to bring in new and qualified staff. The corporation uses its internal resources that is the Human resource rather than depending on other external sources such as Advertising and recruiting agencies, which tend to be more costly.

Employees are involved in the recruitment process since they are conversant with the requirement and expectations at MITRE. This way, they are encouraged to identify qualified individuals who would contribute positively towards fulfillment of the Sponsor’s mission expectations and also who would fit in the pool of other highly qualified individuals (William et al, 2005).

In this essence, it can be seen that the recruitment strategy tends to target specific individuals and not just about anyone. William et al (2005) further states that the corporation seeks to recruit individuals with high qualities as those attained by their employees hence the use of their employees in identification of candidates. Employees are motivated to identify and refer individuals they deem fit through a referral program that pays them for any meaningful referrals made. More than half of the hires made by MITRE are through this internal method of referrals which also enhances assurance of high quality candidates.

Through the use of their employees and staff the corporation is heavily dependent on the use of its internal sources. The employees are always up to date with MITRE’s most urgent recruitment needs. They also encourage their staff to acquire business cards on conferences from those individuals they think can make good team members. MITRE also attracts new and potential candidates from those who attend technical symposia or other meetings on MITRE’s property.

Characteristics of MITRE that are Attractive to Older workers

MITRE has built a good reputation as one of the best employers and remains very attractive to many people in the mid or peak of their careers. The respect and involvement accorded to the employees is also an appealing factor to older workers. The work associated with MITRE in terms of quality is very useful even though at an early stage, in making high-level decisions by the government agencies they support. MITRE thereby endeavors to attract experienced experts who are equipped with important knowledge and skills with regard to the latest technical developments which is a factor attributable to the older individuals.

The corporation’s recruiting members tend to also seek older workers who have acquired many years of experience and demonstrated competency at high levels from their past responsibilities or tasks based on their performances. For a number of years MITRE has been identified by prestigious organizations and publications such as magazines, as one of the best employers of choice. This is as reflected by the Fortune magazine’s 100 best companies to work for’ in the year 2011. The corporation also scooped the third place due to its support and balance between work and life.

MITRE also offers a variety of commonplace flexible arrangements of work schedule. This comprise flextime, minimal working hours, job sharing, part-time schedules among others. This flexibility has become the cornerstone of the company’s work-life initiatives which is an essential part of the corporation’s culture and how work is done.

The majority of MITRE’s workforce is represented by mature or older workers with up to twenty years of technical experience. The corporation has initiated several programs that are aimed at retaining their experienced workers. Such programs include the retirement plan, the company’s match of employee retirement contribution and phased retirement which makes it very appealing for older people (William et al, 2005).

Why the referral program at MITRE is so successful

The referral program has not only enhanced cutting of cost by MITRE in recruiting new staff members but also involved its existing employees in bringing in qualified and experienced staff. This is unlike in the past as noted in the study where MITRE would rely on advertisements and employment bureaus in hiring new staff. Having employees on board in the recruitment process makes them feel important, trusted and more appreciated at the corporation, this in turn motivates them to deliver even better hence referring individuals they deem fit and qualified as per the requirements of the vacant post or position.

The referral program on the other hand enhances recruitment of highly qualified and experienced individuals. This is because the existing employees are aware of the standards required at MITRE thereby they tend to refer individuals whom they personally believe have the capability to be part of MITRE’s workforce.

The bonuses the employees receive as well only work to encourage them to enhance and help the corporation in the recruitment process. There are a number of things that other organizations can copy from MITRE. First of all is that employees and human resource are key to the success of any organization. MITRE has demonstrated this by involving their employees in the recruitment process and even rewarding them for referring qualified personnel to the Corporation.

Having in place like minded and highly qualified employees is paramount to the success of any organization. Additionally MITRE uses its existing employees as their recruiting agents. This is done by always keeping them informed on available jobs and keeping them on the look out for highly qualified individuals. For instance, MITRE staff attending conferences collect business cards from individuals they deem fit and appropriate to join their workforce.

However, not everything can be copied by other organizations in order to attain success as that of MITRE. The programs initiated have taken time to grow and are behind huge investment which is available to the corporation from their sponsors. MITRE has also been able to enhance employee retention which has come as a result of programs that take time to implement. The phased retirement program for instance enables retirees to contribute to the corporation through scheduled or part time on call employment.

How Practices such as internal promotion and assignment of broad job duties help UPS achieve its competitive business strategy

It is paramount for any firm to have in place a competitive edge for it to be able to grow and prosper. Additionally, it is important to link a company’s competitive strategy to its human resource management practices. Internal promotions within UPS enhance the company to have a basis for envisaging, studying, streamlining and modifying both the strategy and practices in specific situations.

This enables UPS to establish what they require in their employees and management other than the technical skills and their abilities in performance of certain tasks. Internal promotions not only motivate the employees , but also gives a chance to individuals who have been in the company hence are conversant with the culture and mission of the company. Additionally, having been in the organization they are conversant with the roles that are associated to specific tasks.

Internal promotions also enhances the company to invest in its human resource in that, a company can nurture its own talent and manpower by developing young employees or staff to become managers over a period of time. Internal promotions also allow an employee to be promoted but still remain in his field of expertise or within his or her technical specialty without necessarily assuming managerial obligations.

On the other hand internal promotion leads to competition from employees in achieving the set goals with their eyes set on being promoted. This however brings out the best in them which is to the benefit of the company in the long run (Lea, 2001).

How Human Resource Practices at UPS help to build teamwork

With a large company such as UPS which has a large number of employees and worldwide operations, team work is essential for smooth running and meeting the company’s objectives. It is important to have team sprit because different information, decisions made and consultations need to be disseminated or conveyed to various departments in the company.

Team work also enhances coordination hence avoiding wastage of time and resources due to disagreements or wrangles. The relationship between the employer and the employees at UPS contributes greatly to enhancing the team spirit. Having in place managers who can handle assignments in other functional areas of the business is an indicator of teamwork (Machalaba, 1986).

Why training and experience is important at UPS

Training and experience is an important part of UPS. This is because the company is comprised of a diverse and large workforce. There needs to be a plan of action and clear understanding of what needs to be done in different situations. For instance, those responsible should be able to know what to do incase packages are lost, how to prepare for bad weather, how to plan schedules of transportation among other operational processes.

To keep and maintain managers and employees at the top with regard to their performance, it is important to keep training them hence developing them. This training also enhances acquisition of useful skill set by younger employees which might come in handy especially with the company’s internal promotions. There is also the need by the managers to be equipped with the relevant experience so as to handle various issues of the company due to the diversity of its operations as well as the work force (Lea, 2001).

How the Employee selection methods at outback Steakhouse help achieve competitive advantage

For a large organization in the size of Outback steak house, becoming successful calls for hiring of employees and managers that can fit with the culture of the company. It is however the hiring process at outback Steak house that sees to it that the company achieves its objectives in the industry. Employees are taken through a rigorous screening process in their recruitment so as to enhance selection of highly qualified employees that not only add value to the value of the company but also get retained in the company (Tom et al, 2004).

The company’s selection process includes five stages which enhances the company to acquire the right skill set that fits with the company’s requirements, that is with regard to performance as well as retention. With a minimal employee turnover, the company retains in its books a team with high qualities. This also enhances acquisition of important and relevant experience by employees since they stay long enough hence improving the quality of their services. Additionally, a low turn over ensures that there is less cost incurred in regular recruitment exercises.

Higher posts within the company are filled through internal promotion of individuals who have proven themselves within the organization. This sees to it that higher positions are given to employees with a good track record in terms of performance. Since such employees have been in the company for quite sometime, they remain conversant with the company mission and operations hence they require minimal or no training at all to enhance their capabilities.

The company attains competitive advantage due to having in place qualified and highly experienced workforce with minimal turnover rates. This in turn enhances provision of good and satisfactory services to its customers hence meeting the customer satisfaction requirements which brings them back.

The Importance of Fit to Outback Steak House

It is paramount to have fit in an organization as this defines the ability of newly hired recruits to adapt to the culture of the organization, adhere to the set rules and regulations and also bring forth work ethics. Out back steak house considers the fit as an important aspect of its operations thereby bringing about a rigorous recruitment procedure so as to select the best potential recruits that can fit into the company’s work force and deliver according to expectations.

In reference to the Out back Steak house case, fit is important as it enhances quality work force with minimal turn over. This saves cost and time in hiring and training of new employees.

The reasons why Outback’s selection process or the order of selection methods such that applicants first complete an application, then complete tests and finally participate in an interview.

The recruitment process at Outback Steakhouse involves various steps which are aimed at eliminating unsuitable candidates. The process consists of five major steps. The first step involves offering the potential employees a foretaste of the nature of the job. Here the employees are shown the benefits to be accrued from the position as well as what is expected from them in tackling their responsibilities. This benefits the candidates by helping them understand their responsibilities and hence assess their capabilities to establish whether they are in line.

The second process enables the employees to see to what extent their performance shall be stipulated hence bringing out what behaviour shall be expected of them as Outback steakhouse employees. At this stage, those who feel that what is being asked is too much can back out here. The third stage which is completion of an application form is followed by the fourth step which involves assessing the recruits by means of applying various tests on their personality and other attributes that might be of interest to the company. This enables the company to assess the skills, ability and the knowledge of the candidate (Allison, 1996).

Validity of the selection methods

The election methods applied by outback Steak house are completely valid in that employees are chosen on their capabilities and they are given an opportunity to assess themselves in comparison to the company’s expectations as per their responsibilities.

Additionally this method offers the perfect screening of employees prior to employment hence giving the company the relevant information required in regard to an individual candidate. The method is also not discriminative as no one is locked out as long as they meet the requirements.


Allison, K. L. (1996), Employee Selection: A Legal Perspective, Society for Human Resource


Lea, S. (2001). Managing Culture for Competitive Advantage at United Parcel Service, Journal

of Organizational Excellence 20, no 3 pp. 19-25. Reprinted with permission of John Wiley &Sons, Inc.

Machalaba, D. (1986). United Parcel Service Gets Deliveries Done by Driving Its Workers, The

Wall Street Journal, April 22, pp.1 and23

Tom, D., Chris, S. David, H. and Paul, A. (2004). How outback steakhouse created a great place to work, have fun, and make money. Journal of Organizational Excellence, Volume number 23,

Issue number 4; p. 23

William, D., Albright, Jr. and Gary, A. (2005). Ahead of the curve: How MITRE Recruits and

Retains Older workers, Journal of organizational Excellence 25 no. 1 (2005): 53 -63. Reprinted with permission of John Wiley & Sons, Inc.