Strategic Staffing at Atlas Corporation
- How would you explain the alignment of Atlas’ business, human resource, and staffing strategies?
- When considering the components of strategic staffing, what is Atlas doing well with regard to staffing strategically? What could they do better?
- What would you suggest Atlas do to further enhance the alignment between its staffing function and its need to promote from within?
- Is there a benefit for Atlas to have an internal or external staffing focus in order to gain/maintain a competitive advantage? Why, or why not?
Strategic Staffing at Atlas Corporation Graphic T-shirt company Atlas Corporation knows that executing its growth strategy depends on promoting from within. Atlas believes that its staffing activities must obtain talent able to do the job being filled and with the potential to advance into management.
Because it tends to receive a large number of applications for its job openings, Atlas must also
process a large number of applicants for every opening and wants to do so as efficiently as possible. Atlas decides that it wants to capitalize on the trend of using social media to source and recruit. The company opens a Twitter account and starts Tweeting its job open-ings to people following the company (generally customershoping for discount offers). It also posts its jobs on Monster. com, a large and popular job board, to try to maximize the number of applications. When job seekers apply for graphic design positions, they first complete an online application, and the information is sent to a database.
A recruiter is im-mediately sent any applications that pass an initial compe-tency screen. Within a few days, the recruiter e-mails the candidate requesting a sample portfolio of his or her work. Because of the size of the files, the portfolios are often re-jected by recruiters’ e-mail accounts, and the candidate must fax the documents as Atlas has no cloud storage mechanism. Due to the large number of applications, those not passing the initial screen remain in the database unviewed and are not contacted in any way by the company.
Applications passing the initial screen are invited to a telephone interview with a recruiter to assess basic job-related competencies. The top 10 candidates are then invited to interview face-to-face with another recruiter to assess their fit with Atlas’s culture and to better assess job-related skills and
competencies. The top-scoring five candidates are then invited to interview with the hiring manager, who makes the final de-cision on who should receive a job offer.
A background check is then performed, and if it is passed, then a job offer is made. If a candidate declines the offer, the next highest scoring can-didate receives a background check and a job offer until no ac-ceptable finalists are left. Atlas evaluates the effectiveness of every staffing effort by evaluating the number of applications it received, the time it took to fill the position, and whether or not one of its first two job offers were accepted.
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