Pumps for All: High Profile and Top Secret Water Movement Case Study

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Pumps for All: High-Profile and Top Secret Water Movement Engineer Recruitment: A Case Study

In order to remain a leader of water movement technologies, Pumps for All must maintain the highest standards of excellence and innovation in the engineers it hires. Its newest project makes use of proprietary technology still in development that has the potential to revolutionize the water movement industry, meaning that a high level of secrecy must be also be maintained within the engineering tea currently at work on the project. The hiring of additional engineers to assist with the development of this technology, increasing the pace and the efficacy of the project, is an especially sensitive and high stakes matter for the company, and must be handled both with great care and with great urgency.

Overall Strategy

Above all else, the recruitment process used for the selection and hiring of additional engineers to be a part of the Pumps for All team and to assist in the development of new water movement technologies within the company must ensure that trustworthy long-term employees are put forth as candidates, eliminating as much as possible any fears regarding the leaking of sensitive information and technologies. The degree of sensitivity of the proprietary information involved in the project being as high as it is, failure in this regard could ultimately lead to utter failure for the project, and even for the company as whole, making employee trustworthiness a top priority in recruitment (Biscoux 2009).Buy full Download Microsoft Word File paper
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Case Study on Pumps for All: High Profile and Top Secret Water Movement Assignment

For this reason, recruitment practices will need to refrain from a detailed job description or even acknowledgement of the nature and degree of importance attached to the project, so as not to attract any of the wrong type of applicant -- i.e. those who would be attracted to the position specifically for the proprietary nature of the project/technology (Bernhardt & Dvoracek 2009). At the same time, only the best possible candidates for the position should be considered, so the vetting process must contain a great deal of project- and technology-specific assessment (Bernhardt & Dvoracek 2009). Achieving this balance of secrecy and assessment of the specific knowledge and skill-set required for the position will be achieved through several rounds of interviews that become successively more project-specific in the direction and areas of questioning and more selective in its analysis of responses.

Attracting Applicants

At the present time, however, the pool of applicants for the positions must be greatly increased if the cream of the crop are to be found. Paying wage premia is, of course, one method of attracting applicants (and retaining current employees), but there are other methods proven effective for hiring in technology and engineering positions (Bernhardt & Dvoracek 2009). Low-information recruitment practices can actually positively boost application behavior, especially when product awareness is low but employer reputation is high (Collins 2007). The need for confidentiality and limited release of information during the recruitment process can actually serve to boost applications, as well.

Recruiting Sources

Three primary recruiting sources that should be considered are engineering schools, government agencies, and competing firms. The first of these is already a resource well-utilized by the company, and it should remain so during the current recruitment phase through the increased presence of the company through literature, job fairs, etc. Workers in government agencies, including the U.S. Army Corps of Engineers, could be contacted fairly openly with offers to transfer to the private sector, if and when able. There are definite ethical concerns with attempting to hire engineers from competing firms, but as long as no attempts to gain unfair advantage through theft of information or purposeful sabotage via the removal of a key engineer is avoided, confidential initial contact regarding the positions available would certainly be permissible recruitment activity.

Retention Strategies

Truly, offering wage premia is one of the most effective ways to retain current employees, especially in cases where proprietary knowledge is at stake (Bernhardt & Dvoracek 2009). Money cannot be the sole source of the problem with retention, however, nor can it be the only solution. Many of the employees leaving the company are those more recently recruited from engineering schools; it is very likely that the management system and personnel at the company are simply ineffective at dealing with a younger generation of engineers with certain expectations about their occupation (T + D 2008).

Increasing the importance and the profile of training and development for employees in all occupations and at all levels in the organization is likely to… [END OF PREVIEW] . . . READ MORE

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