CASE 3

Summary of cases:

Case 1:

·         New York police inspector Is charged with sexually abusing female officer he supervised

·         Keith Walton, 44, was charged with sexual abuse, forcible touching, official misconduct and         harassment

·         Mr. Walton denies the charges made against him

·         He was relieved of his badge and gun, and placed on modified duty pending court judgement

Challenges:

·         The rights of workers to be safe from violence and sexual harassment at work

·         The departments duties to prevent, assess the risk and take adequate action against violence       at work – is modified duty enough?

·         The rights of the alleged victim

Case 2:

·         Several cases have unraveled where waiters write offensive or racists comments into a               company’s computer system, that then turns up on the customers receipt

·         Most cases end up on social media, resulting in public shaming of the companies

·         The level of training of staff is said to be one reason for the waiter’s not having necessary             communication skills and customer service attitude

·          Waitresses also sometimes receive rude comments on the receipts that customer’s leave            behind

Challenges:

·         Workers being subject to offensive and discriminatory language

·         Lack of training leading to worker’s not knowing how to handle customer contact

·         Possible law-suits against companies

·         Public shaming and loss of potential customers

Case 3:

·         Navy marine, Dennis Walters, says he has been subject to workplace bullying and harassment    due to wife’s political involvement

·         Wife has testified and been outspoken against town in a clean-water case, which lead to the         Navy saying husband needs to get “wife under control”

·         The husband has not been involved in campaign activity, but he has experienced a hostile work     environment

·         He has been forced into unreasonably long working hours and denied training opportunities

·         The family has requested for a transfer due to the demeaning conduct at work

Challenges:

·         Navy guilty of workplace bullying

·         Military wife = no right to career /private life?

·         Navy has taken no steps to stop the demeaning conduct and harassment

·         They have not taken early action or protected the right of the employee

Key Concepts, Theory and Model

All three cases represent situations of bullying, discrimination, or violence at work, in different degrees.

The clearest case is the first one, where a superior allegedly sexually assaulted an employee. This is a very serious case, and should be treated with the highest priority. According to the National Sexual Violence Resource Center, American employees experienced 36,500 rapes and sexual assaults from 1993 to 1999 while working or on duty.  Between 2005 and 2009, rape/sexual assault accounted for 2.3% of all nonfatal violence in the workplace. One study of employed women found that 38% had experienced sexual harassment in the workplace (Sexual Violence Resource Center, 2013 p. 2).

The 1989 Council Directive (89/391) by the European Commission, states that employers are responsible for keeping employees safe at work, including from violence. (European Agency for Safety and Health at Work, 2002, 24) The United States have similar legislation protecting the employee from violence at work. The New York Police Department failed in their duty to protect the victim of the assault. In addition, the person accused, has not been relieved of his duties or suspended from his position, but has been placed on modified duty pending judgement. This means, that if he is guilty, the police department is now putting all other employees at risk, for having to work alongside with a perpetrator of sexual violence.

An employee has statutory rights, that are protected by law. These are, for example, protection from discrimination, safe working conditions, and the right to form unions.  In the first case, the statutory rights of the employee that was sexually abused were not met. In addition to statutory rights, an employee has contractual rights, based on contract law, and other rights, such as the right to ethical treatment, privacy and free speech. The other rights can also be limited. (L. Gomez-Mejia, D. Balkin, R. Cardy, 2012, p.496)

In the second case, waitresses have been caught making rude and offensive notes on customers’ receipts. This is a case, where the other rights can, and should be limited. The company can demand the employee not to write derogatory comments on receipts that are made with the company till. In these cases, disciplining the employees could also be in order. A manager has the right to discipline an employee, if he or she acts against company rules or policies. Making rude comments on a customer certainly would fall under the rule of non-wanted customer service behavior. The company has the right to limit the freedom of speech of employers, and should discipline an employer that makes discriminatory comments or notes. (L. Gomez-Mejia, D. Balkin, R. Cardy, 2012, p.499) In this case, a verbal warning would most probably be sufficient. If the disrespectful behavior were to continue, an employer can take further actions, and proceed with handing a written warning, clearly stating the consequences if said behavior continues. If the employee still does not conform, a suspension is in order and as a last resort: discharge of the employee. (L. Gomez-Mejia, D. Balkin, R. Cardy, 2012, p.511)

When taking disciplinary procedures, it is important to set clear goals for each step, and to outline consequences if the standard is not met. Establishing a good two-way communication and a follow-up plan is also important (L. Gomez-Mejia, D. Balkin, R. Cardy, 2012, p.510).

It is not only the waitresses that are making rude notes on receipts, but also the clients that are being rude to their servers. Instinct Magazine recently published an article about a young waiter being called a sexually disrespectful name on the receipt, instead of getting a tip at the Buffalo Wings restaurant he works. As stated above, an employer has the duty to protect its’ employees from discrimination and to uphold safe working conditions. In a case like this, where the customer is vocally abusive towards an employee, it is the employer’s duty to protect said employer. But this is a difficult situation, and many employers cannot prevent cases such as this from taking place. Buffalo Wings did make a statement on the incident, stating: “We’re disappointed to learn about the comment left on a receipt by a Guest at one of our independently owned franchise locations in Louisville recently. Because Buffalo Wild Wings is about creating a great guest experience, we feel strongly that our restaurant environment needs to be respectful in order to provide the experience that our Guests and Team Members expect and deserve. “. The client eventually apologized for the rude behavior. (Instinct Magazine, 2017)

The third case tackled the issue of workplace bullying. The US navy has failed to protect one of its employees and taken part in bullying and discriminating behavior. According to the European Commission, bullying can involve verbal and physical attacks, as well as more subtle acts like devaluation of work. Dennis Walters is accusing the Navy of, among other things, denying him of training opportunities and, threatening him, and reducing him to administrative tasks.  All of these imply that the employer is bullying Mr. Walters. (European Agency for Safety and Health at Work, 2002, 23)

The family’s freedom of speech was also inflicted upon due to Mr. Walters employment in the Navy. Dennis Walters was instructed not to allow his name to be used in the case, and he could not give interviews to the media. Despite following these regulations, the family feels that Mr. Walters has been mistreated and harassed at work. An employer has the right to limit freedom of speech of an employee, but that limitation does not include the employer’s family, therefore, Mr. Walters wife’s involvement in political campaigning for her rights, should not affect his employment status. The right to privacy should always be protected by the employer. (L. Gomez-Mejia, D. Balkin, R. Cardy, 2012, p.499)

The LexisNexis Legal Newsroom, recently posted a blog on the subject of freedom of speech, employment and social media. The blog brought up a couple of cases, involving employees using their right to free speech, posting work related personal comments on their personal social media pages and being let go due to negative disruption at the place of work. Courts ruled, that the employer has the right to let go a person that by using her freedom of speech is contradicting the interests of the employer. Therefore, the so-called rights of the employee to free speech, is rapidly declining as social media becomes the most used medias of expression. (Eric Meyer, 2015)

Literature:

Eric Meyer, 2015, LexisNexis Legal Newsroom, “The Limits of Employee Free Speech on Social Media” https://www.lexisnexis.com/legalnewsroom/labor-employment/b/labor-employment-top-blogs/archive/2015/09/09/the-limits-of-employee-free-speech-on-social-media.aspx (29.1.17)

European Agency for Safety and Health at Work, 2002, 23, EU OSHA Factsheet 23, “Bullying at Work”, file:///C:/Users/johan/Downloads/EU%20OSHA%20Factsheet%2023%20Bullying%20at%20work.pdf (29.1.17)

European Agency for Safety and Health at Work, 2002, 24, EU OSHA Factsheet 24, “Violence at Work” file:///C:/Users/johan/Downloads/EU%20OSHA%20Factsheet%2024%20Violence%20at%20work.pdf (29.1.17)

Instinct Magazine, 2017, “Waiter Says Customer Called Him A 'Faggot' Instead Of Leaving A Tip”, http://instinctmagazine.com/post/waiter-says-customer-called-him-faggot-instead-leaving-tip (29.2.17)

L.R Gomez-Mejia, D.B Balkin, R.L Cardy, 2012, “Managing Human Resources”, 7^th Edition, chapter 14 and 15. Pearson Education Inc. New Jersey

Sexual Violence Resource Center, 2013, “Sexual Violence & the Workplace” http://www.nsvrc.org/sites/default/files/publications_nsvrc_overview_sexual-violence-workplace.pdf (29.1.17) 

CASE 2

Summary of Cases: 

Case 2 A:

·         Fast food chain McDonald’s has introduced gaming as a part of their employee orientation and training.

·         The company experienced successful results using a till training game, that later went viral. The game saved the company half a million pounds in training costs.

·         McDonald’s is now going live with a 3D real-life replica of their restaurant, set to train managers in a new process flow of preparing food to order, instead of in advance.

·         The virtual reality gives managers the ability to make mistakes and to learn while making staffing decisions for example.

·         McDonald’s believes gaming is the way forward with training, and the article points out that it is not necessary to invest in high-cost futuristic technologies, but simple solutions are just as profitable.

·         Companies that consider using gaming as a training tool, should remember that gaming, in itself, is not a value, but it’s a tool to reach desired learning outcomes.

·         The orientation process is more engaging and leads to better results, and the recruit has fun while learning.

Challenges:

•          Companies that consider using gaming as a training tool, should remember that gaming is not a value in itself, but it’s a tool to reach desired learning outcomes.
•          Cost of building a training built on gaming vs. the potential benefits

Case 2 B:

·         Nando’s is a rapidly expanding restaurant group, that wanted to keep performing well and have a “family feel”.

·         The company has won numerous training awards in response to their well-planned training programs for staff and managers

·         Managerial training includes a couching program to infuse Nando’s values into its managers and staff.  Nando’s wants to create a fun and supportive working environment by training managers.

·         New employees go through a substantial orientation, including ten days of on-site training.

·         Teamwork and communication training is given to managers to increase cross-cultural understanding, team communication and to increase self-awareness.

·         Each restaurant has a “buddy system” in place, with two on-site buddies responsible for training of staff.

·         Nando’s has had excellent results due to their training programs, and believe in giving employer the opportunity to effect career development. This leads to decreased turnover and a much more satisfied staff.

Challenges:

•         Creating a unified family feel across the restaurant group
•         Cost of training, orientation and socialization

Key Concepts, Theory and Model

Both McDonald’s and Nando’s have seen the true potential in training its staff and managers. They make the employees part of their own career development, and the company reaches better performance levels.

McDonalds has decided to make use of new technologies, in order to make training more fun and effective. The main challenges in training, is making sure, that the training solves a particular set of problems, that the goals are clear, and that the training will work and in the future, turn out to be a cost effective investment (L. Gomez-Mejia, D. Balkin, R. Cardy, 2012, p. 286-287). Danielle Bullen writes about companies basing their training needs and strategy based on return of investment. This is, for many companies the most important aspect – will this training pay off? She argues, that leaders of companies, should make a conscious decision on investing in training, making the workforce feel like they shouldn’t feel guilty about taking time to learn. Training your workforce, also leads to reduced turnover and a happier staff, Bullen writes. (D.Bullen, 2014).

The assessment of training needs is crucial for deciding on appropriate training techniques, location and goals. After a training, it is also important to evaluate, to make sure that the training is being implemented and that the investment was worth the cost. (L. Gomez-Mejia, D. Balkin, R. Cardy, 2012, p. 290)

Assessment of a training can be somewhat difficult. The results are not always visible right away, and the outcome can be difficult to pinpoint. Garret Engine Division uses four measurement levels to calculate the return of investment of skills training. The four measures are:

ü  Partcipants’ reaction to training at the time of training

ü  Participants’ learning of the content

ü  Participants’ use of the skills back on the job

ü  Companys’ return of investment

One fairly easy meter to measure effect of training, is to measure performance levels and the time it takes to complete a task before and after the training. This gives an estimate of saved time, which can be calculated into hourly costs and profit increase. (L. Gomez-Mejia, D. Balkin, R. Cardy, 2012, p. 290)

McDonalds, for example, found that using an online game training for the use of a new till, saved the company approximately half a million pounds in direct training costs.

The role of HRM is key in making sure that the training produced the wanted results. If the training is in-house, one can increase the effects by planning the training carefully and measuring the return of investment. Sam Test Cauthen explains how this can be done in her article on the E-Learning Industry website. She argues for staring the measurement prior to the training, by asking questions of the trainees, and making their worries, concerns and wishes part of the training. During the training, one should use interactive solutions, to measure not only the number of participants, but those that are taking active part in the training. Ask the participants for feedback, that similarly measures the understanding of the training that they have just received. At the same time, ask the participants to make a commitment to the training, have them promise to incorporate it in a specific situation, where they can see it to be useful. And lastly, Cauthen suggests, reminding and reinforcing the training after the session by sending feedback, graphs, tips etc. to once again engage the trainees. (S. Cauthen, 2016)

There is a difference between training and development that is often overlooked. Below, I have presented the difference between the two.

Training:                                                   Development: 

Specific skills                                            For the future

Short term                                                 More capable workers

Increased performance                              People = Resources 

(L. Gomez-Mejia, D. Balkin, R. Cardy, 2012, p. 286)

As the career life changes from being a set career in one organization, into multiple careers in different positions, it is increasingly important for employers to keep a hold on the above-average employees. As recruitment is costly, and risky, making sure that a capable and productive employee stays with the company is one key aspect of a company’s success.

Therefore, career development is no longer only an issue of the employee, but one of both the employee and the employer. Identifying needs, wants and wishes of an employer can be a fruitful effort for both parties.

Career Development often starts with self-assessment and organizational assessment, where feedback is given and possible aspirations voiced. After the wishes and aspirations have been determined, a path to achieve those goals is made. Once a clear path is laid out, the development phase follows, where the employee gains the needed experience and skills to prepare for future job opportunities.  This development phase can include taking courses, attaining mentoring, coaching, job rotation etc. ((L. Gomez-Mejia, D. Balkin, R. Cardy, 2012, p. 317-327)

Often the responsibility of career development is largely put on the employee’s shoulders. One is required to develop oneself and ask for training to pursue a higher position in a company. Therefore, a lot of the HRM material on the web and elsewhere is directed towards the worker, not the employer. Although self-improvement is an important part of it, equally important for the employer to see the value in its employees, and to hear their thoughts and wishes, in order to ensure that good hires stay within the company. (M. Gomez, 2014)

Harvard Business Review encourages employees to take control of their own career development by using the following steps. 1. Set aside group time for introspection, 2. Set clear goals and identify skills needed to attain those goals, 3. Invest in deep work, that do not give immediate response, but create value in the long term, 4. Create an external reputation. (D. Clark, 2016).

Nando’s has taken a long-term approach, and is training their staff and making sure their career goals are considered. Nando’s is looking for the employees to take control of their own career development, and is making sure that they stay within the company by giving them the needed tools to develop themselves. The training coordinator at Nando’s, Claire Hulse, explains that the company’s ten-day on-site orientation training is a great stepping stone in their development within the company.

Nando’s Buddy system is also a well-functioning example of career development that is a great investment. The company has trained over 250 buddies, and 80 % of managers used to be former buddies. Introducing the Buddy system has reduced training costs, increased profit and performance, inspired employees to further their talents, and to be part of the company’s growth.

News Articles related to training and career development 

“DNC Chair candidates: Recruitment and training works”

The Democratic National Committee, is facing a position of minority on all political fronts and is considering long-term career Development by recruiting and training new members to run for Congress. The author, is worried the Democratic Party is not doing enough, to ensure a vital political future of the Democrats. Especially recruiting and training woman into pursuing a political career could serve the party in the future. The article is looking into career development from a “company’s” point of view. Just as political parties are training future politicans, so should companies train future managers, sales personnel and CEO’s.

http://thehill.com/blogs/congress-blog/politics/315098-dnc-chair-candidates-recruitment-and-training-works (24.1.2017)

“New Career Management for Small Business Playbook helps to retain and develop talent”

The Canadian Education and Research Institute for Counselling launched a new publication, that helps small- and medium sized businesses with their career planning and management. Many entrepreneurs were worried about the lack of career management, and felt employees potential wasn’t utilized to the fullest. The publication gives tips and advice for entrepreneurs to start managing the careers of the employees. It is written in a travel-guide type of way, helping the businesses find the right paths and solutions that work best for their needs. The Canadian Chamber of Commerce supported the publication and it has received positive reviews.

http://www.newswire.ca/news-releases/new-career-management-for-small-business-playbook-helps-to-retain-and-develop-talent-611509035.html (24.1.2017)

Litterature: 

D.Bullen, 2014, “How Top Companies Make the ROI Case for Employee Training”, Skilledup,

http://www.skilledup.com/insights/how-top-companies-make-the-roi-case-for-employee-training (24.1.2017)

D.Clark, 2016, “Think Strategically About Your Career Development”, Harvard Business Review, https://hbr.org/2016/12/think-strategically-about-your-career-development (24.1.2017)

L.R Gomez-Mejia, D.B Balkin, R.L Cardy, 2012, “Managing Human Resources”, 7^th Edition, chapter 5 and 3. Pearson Education Inc. New Jersey

M. Gomez, 2014, “How Career Development Programs Support Employee Retention”, Association for Talent Development,  https://www.td.org/Publications/Blogs/Career-Development-Blog/2014/10/How-Career-Development-Programs-Support-Employee-Retention (24.1.2017)

S. Cauthen, 2016, “How To Measure The ROI Of Training: A Pragmatic Approach”, E-Learning Industry, https://elearningindustry.com/5-concrete-ways-measure-roi-of-training (24.1.2017)

CASE 1

Recruitment and Selection

Summary of Case: 

·         A young woman shares her story on being hired and working for the clothing company Abercrombie

·         There was no interview process, but the staff, or so called “Models” were hired based on physical appearance and Western beauty standards.

·         The newly hired employees were to scout for new “models” based on a checklist of physical attributes. Those that did not meet the checklist would work in the back.

·         The company strictly laid out rules for employers looks and clothing during service.

·         The company is now making attempts to change their hiring process, after a serious of lawsuits and charges of discriminatory behavior.

Challenges:

·         Abercrombie makes a HR process mistake and leaves itself vulnerable to lawsuits and discrimination charges by not ensuring job related selection.

·         Physical attributes do not determine whether a person is great at retail.

·         There was no actual interview or other background check to determine whether the woman (or the other applicants) were suitable for the job.

·         Hiring decisions were highly discriminatory, only taking on minorities to avoid lawsuits.

·         Abercrombie sells a “lifestyle” and is highly brand conscious, and want their employees to represent that brand. This focus on physical attributes is highly discriminatory. The brand cannot be connected to one opinion of physical attractiveness.

Key Concepts, Theory and Models

The hiring process of a company needs to be well thought through, in order to avoid complaints and possible law suits. The hiring process consists of three equally important aspects:

•        Recruitment
•        Selection
•        Socialization

1.The recruitment can take place through several different channels (current employees, websites, agencies, social media, customers etc.). It is important to gather a vast pool of applicants, if the company has more than one position to fill. ( L. Gomez-Mejia, D. Balkin, R. Cardy, 2012, p. 199-205.)

In the case of Abercrombie, the recruitment took place in a public place, based of physical appearance. A member of the staff would make the decision on whether a person checked the criteria and invite said person to a “group interview”.

According to Business News Daily, the best sources to find the best talents is to use social media, ask current employees to market the position or recommend someone, to market compensation packages, to make use of technology and hire someone off-site, and to be quick with the hiring process ( N. Taylor, 2016).

2. The selection requires reliable and valid testing of the applicants to ensure the best hiring decision. But before one starts testing candidates, it is crucial for the employer to determine what kind of traits, skills and performance they are looking for in their new recruit. By looking at the job description and carefully considering what attributes are needed, a company can find an above average candidate, that eventually will yield up to 40 % more profit! On the other hand, making a poor recruitment decision, will cost the company. Unqualified or unmotivated employees require more guidance, more supervision, and can lead to higher numbers of employee turnover. (. (L. Gomez-Mejia, D. Balkin, R. Cardy, 2012, p. 199.). According to the Boston Consulting Group, recruiting ranked number one out of 22 in HR functions having the highest impact of revenue and profit. So, making good recruitment decisions is a key part of any business strategy and HR department. (J.Sullivan, 2015)

Once the characteristics and qualifications needed have been determined, there are several different selection tools for the employer to make use of. Some of the tools are deemed more reliable than others (L. Gomez-Mejia, D. Balkin, R. Cardy, 2012, p. 208-216.) In my experience the most used tools in Finland are: Application form, Pre-written letter of recommendation, Interviews, ability tests and personality tests. In addition, some employers demand a background check. Other tools can also be used. The authors of the book “Managing Human Resources”, presented the benefits and cons of the different tools.

An application form helps the employer screen a large pool of candidates, and reduces the number of acceptable applicants significantly. A letter of recommendation is often useful, if it is detailed and tells more specific skills, instead of just being a positive recommendation. Interviews can either be unstructured or unstructured. An unstructured interview has its downsides, as personal chemistry and bias influences the hiring decision. A structured interview, with set questions and a panel that makes notes, is more valid, and eliminated problems. The applicants are also more easily compared with set questions. Ability tests are highly reliable and valid. The applicants get to prove cognitive, physical or work ability by being given a set of tasks to complete. The tasks are often strongly connected to the set job description and gives valuable insight into the applicant’s capabilities. Personality tests are being used by many companies, especially if the company utilizes an agency to complete the recruitment. Whether the tests are reliable is still under discussion, and validity is also being questioned. Does a certain personality trait make you good at a certain job? Making hiring decisions based on personality traits may leave the company vulnerable to lawsuits. (L. Gomez-Mejia, D. Balkin, R. Cardy, 2012, p. 208-214.)

Sandra Hess, ranks the different employee selection tools, and ranks work samples and work simulations as the best method for ensuring future job performance. She also points out that cognitive tests to measure logical ability and reasoning gives a great understanding of a person’s ability to tackle problems and explore solutions. Cognitive ability has a direct link to job performance in multiple job types, but is especially critical for the performance in complex positions. ( S.Hess, 2016)

In the Abercrombie case, no tools were used to determine, whether an applicant was suitable for the position or not. The company is taking a major risk in completing their employment decisions based on looks. If a person, tried to apply for a job at Abercrombie, and doesn’t meet the checklist of physical attributes, and therefore does not get hired, he or she could sue the company for discriminatory behavior. This would probably lead to the company being convicted, as they have no set hiring process, and cannot prove that the applicant lacked the qualifications or skills to complete the retail job.

3.Socialization is an important part of the recruitment process, that often gets overlooked. After deciding on a suitable candidate, it is crucial to complete the orientation into the company to make the new recruit feel at home in the team. (L. Gomez-Mejia, D. Balkin, R. Cardy, 2012, p. 199.) Once the effort has been made to find a suitable candidate, it is wise to take care of that relationship and make the recruit want to stay in the company.

The woman in the Abercrombie case, described a very bizarre behavior after the “selection” had been made. The new recruits got ordered to look a certain way, and to complete certain job related tasks. The recruitment process does not seem to be the only faulty aspect of Abercrombie, but the employee rights also seemed very limited. Young people being forced to work overtime and dress in a sexual way, for example.

News articles related to recruitment and selection

In the following sections I will briefly present two news articles related to recruitment and selection. The first one, describes the new trend of finding the right people, the ones that are motivated but may lack a certain set of skills. Especially smaller companies, make their hiring decisions based on personal characteristics, drive and motivation, and put less value on formal education, degrees or prior work experience. This is a new trend that is emerging, and therefore I wanted the present this article in addition to the material from the course literature.

The second article presents a case of an unsuccessful recruitment process, that lead to a settlement of 24 million USD. Making sure that the hiring process is indiscriminate is a key part of HR, and the article shows the importance of constantly evaluating HR process and recruitment practices.

“Seek These 7 Character Traits To Avoid The Risk Of Bad Hires”

Making a bad recruitment decision is immensely expensive for a company. Forbes lists seven characteristics that are nonnegotiable when hiring new employees: Respect, belief, loyalty, commitment, trust, courage and gratitude.

At Fishbowl, candidates are asked to give examples of situations when they have exemplified said traits during an interview. The traits lead to better-than-average hiring decisions and a higher retention rate. Instead of looking for a set of qualifications or skills, Fishbowl is successfully looking for the “right people”.

http://www.forbes.com/sites/davidkwilliams/2017/01/17/sick-of-bad-hires-three-reasons-to-embrace-non-negotiable-character-traits/#7329d39a4ca6 (23.1.2017)

“Secret Service Settles Discrimination Lawsuit with Black Agents”

The American Secret Service has paid a compensation of 24 million USD and is set to reform its recruitment system after a class-action lawsuit for discrimination against African-American applicants.  

The plaintiff accused the Secret Service of not hiring African-American applicants, and not promoting them during their career. The Secret Service has admitted to discriminatory practices and is now reforming its Human Resources Process.  The Secret Service will lean on outside experts to consider their practices and to remove any room for discriminatory processes.

http://www.voanews.com/a/secret-service-settles-discrimination-lawsuit-with-black-agents/3680891.html (23.1.2017)

 Litterature; 

J, Sullivan, 2015, “Bad Recruiting? It Can Cost Your Company a Whole Lot of Money”, Talent Management and HR, https://www.eremedia.com/tlnt/bad-recruiting-it-can-cost-your-company-a-whole-lot-of-money/ (23.1.2017).

L.R Gomez-Mejia, D.B Balkin, R.L Cardy, 2012, “Managing Human Resources”, 7^th Edition, chapter 5 and 3. Pearson Education Inc. New Jersey

N. Taylor, 2016, “Six ways to ensure you are recruiting the best talent”, Business News Daily, (http://www.businessnewsdaily.com/6252-tips-for-recruiters.html), 23.1.2017

S.Hess, 2016, “6 Talent Assesment Tools, Ranked from Most to Least Effective”, Furst Person, (http://www.furstperson.com/blog/which-talent-assessment-tools-are-the-most-accurate) 23.1.2017