ABC Inc. Case Study Analysis

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21 April 2016

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Executive Summary

ABC Inc. hired 15 new employees with the intention of starting the orientation on June 15. Carl has only six months experience and has made several critical errors. This may have been created due to lack of qualifications, training, or overstating of qualification on Carl’s resume. Due to this, certain tasks were not addressed in a timely manner. Four problems are readily apparent; employee applications are incomplete or missing documentation, lack of training manuals, no drug screenings have been administered, and the training room intended for the orientation is book for the entire month of June.


Carl Robins, a newly hired campus recruiter for ABC, Inc, hired 15 new employees within his first six months on the job. These newly hired employees will be working for Monica Carrolls, the Operations Supervisor. The new employees require an orientation on company policy, manuals to learn such policies, physicals, and drug screening. Carl is behind on preparation for the orientation and has not completed the required processing for the new employees. Some of the new hires do not have completed applications or their transcripts on file, and none of them had the required drug screening. The orientation manuals were also missing pages and Carl could only locate a total of three. Carl also discovered the training room he was going to use for the orientation is booked for the entire month of June for software training. Now he needs to find somewhere else to hold the training sessions. Once all these tasks are completed, Carl needs to reassure his colleagues that future orientation for new hires will run smoother. He can do this by being more proactive, planning, analyzing his errors, and improving on the identified weak areas. (University of Phoenix, 2006)


Carl had sufficient time to complete all tasks required to prepare for the orientation, but exhibited poor planning, execution, and follow-through of his duties, which would appear he is either not qualified or trained properly to do his job effectively. The goal is to have new hires trained in time to start work in July. Carl is new at the job himself, and this is his first recruitment effort. This, however, is no excuse for not being prepared for the task at hand, especially knowing the importance for the company and making a good impression on the new hires. The main concern is that there are many problems and not much time to complete them. Carl will need to evaluate, prioritize, and find solutions to each issue quickly. Carl has many obstacles to overcome, but the July deadline is still a reachable goal.

Key Problems

Carl’s performance, leading to his failure, began when he did not think ahead in his process for new hires and the requirements of himself and the new employees for the company. Before Carl started recruiting these individuals he did not have a plan in place for after he met his goal of recruiting 15 new people for the company. His only focus and concern was getting the new hires in the door, and the rest was an afterthought. Some of the things he should have thought about were “What happens next after the recruits are hired?” Problem 1 – He did not take in consideration all of the elements involved with the hiring and training of the new hires; like making sure all documents were up-to-date prior to hiring. A company should not hire new employees without all required documents. If a company requires a complete application and transcripts upon the interview process, and this is not provided, the applicant should not be considered for hire or given the chance to complete prior to entering the hiring process. Proposed Solution – Ensure all documentation is complete prior to hiring. This will ensure all records are up-to-date before entering the training process. Therefore, leaving time to focus on scheduling the drug screening and reserving the training room. Problem 2 – Incomplete and not enough manuals required for training the new hires. Carl did not check the inventory of manuals needed for training prior to the hiring process.

Proposed Solution – Once a hiring goal is set Carl should have checked all manuals. If there were not enough needed and incomplete manuals, more should have been ordered/made prior to or once the interviews commenced. It is better to be prepared for the unexpected than not prepared for the expected. Problem 3 – Scheduling the required physical and drug screening. If any of the 15 new hires fail their screening then the company will not have the amount needed for July, thus requiring Carl to continue his hiring efforts putting him behind schedule even more. Proposed Solution – Each new hire should have been scheduled for their individual physical and drug screening immediately. Notify the new hire of their appointment time. Once the results come back, review, and if approved, notify the individual and add to their record. If not approved, notify the individual and continue the interview efforts to find qualified individuals. If this is done properly the chances of not meeting the July deadline would be minimal. Problem 4 – Not reserving training room for new hires orientation. He was not proactive in ensuring the training room was reserved. As it turned out, the room he intended on using was already booked for the rest of the month.

Proposed Solution – Knowing the deadline for new hires to enter orientation, Carl should have immediately scheduled the training room. If the training room was already booked a possible alternative would be another conference room at the facility or renting a nearby hotel conference room. To avoid this issue in the future Carl should schedule the training room once the commence date is communicated to him or he needs to request this info from his supervisor immediately.


Numerous solutions exist in correcting the challenges in the time available. The case study states the Carl is required to have all new hires working by July with a hire date of June 15. Carl must contact Monica Carrols, the operations supervisor, to get a solid deadline for the new hires. Seeing that Carl completed the hiring of 15 new employees in early April, he had ample amount of time. He had anytime in July, up to and including the last day, to have the new hires ready for work. Carl will also need to contact all new hires, inform them of their incomplete application, missing transcripts, and drug screening appointments. Alternatively, Carl could contact the HR department for application review and follow-up actions. Ensuring each applicant understands the deadlines with a built in backup due date for unexpected problems. Carl should also make HR aware of the deadlines prior to them contacting the new hires. The three training manuals on hand were incomplete and he was also short by 12. Carl needs to make arrangements with either an in-house reproduction center or outsource this task with an extra manual for Carl as an instructors copy.

Carl appears to be deficient in his working knowledge pertaining to the company policies, procedures, and formal norms, which means he must become intimately familiar with the material in the orientation manual prior to training. Further, Carl needs to coordinate for training space. This challenge is effortlessly completed by checking for available conference rooms within his company or renting convention or conference room space close to the corporate location. Additionally, corporate management need to design a system for checking and reserving training/conference rooms, web based, or paper based with a point of contact to coordinate scheduling. An additional option could be to create a permanent schedule for new employee orientation training, thus ensuring proper resources are allocated appropriately. Moreover, root cause analysis from company standpoint will need investigation and corrective measures enacted; whether the problems stem from management, employee screening of qualifications, training, and revision of policies as well as any combination of the previous mentioned problems.


Execute proposed solution with an additional task for corporate managers and supervisors to meet and determine root-cause analysis using the company Process Improvement Program and implement proposed improvements.

University of Phoenix. (2012) Week Two supplement, Case Study for Student Analysis. Retrieved July 15, 2012, from University of Phoenix, Week Two, COMM215 Essential of College Writing. University of Phoenix. (2012) Week Two supplement, Sample Short Report Case Study Format. Retrieved July 15, 2012, from University of Phoenix, Week Two, COMM215 Essential of College Writing.

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