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Case study Colchester Employment Agency

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Rajibul Haque Shumon
1. Colchester Employment Agency (SEA)
SEA is a recruitment agency that specialises in industrial and
secretarial recruitment. It has expanded in recent years and has
sought to offer an increased range of services. The company was
formed through the merger of several smaller organisations and now
has 34 branches spread across the north west of England. It operates in
a largely decentralised manner through branch offices. These branch
office locations remain the same as those prior to the merger.
Each branch office is headed up by a branch manager, while the
company as a whole is headed by its managing director. Operating
procedures in the company are fairly standardised, allowing branch
managers sufficient freedom and authority to run their branches. The
managing director is expecting fairly similar structures to be adopted
in each branch and data of a common type to be reported from each
branch. Accounting is done centrally at the head office in Colchester.
Branch managers are responsible for the operation of their
branches. Between three and eight consultants (depending on the size
of the branch) work with the managers, together with a clerical
assistant and a branch administrator. The consultants deal with client
companies and job seekers, trying to match personnel to job
vacancies.
There are two types of consultants:
recruitment consultants dealing with the placement of full
time personnel (permanent)
transitory consultants dealing with other personnel working on
short-term, temporary contracts.
The clerical assistant does the routine work such as filling out time
sheets and compiling wages figures for the temporary personnel placed
by the office. The branch administrator does mainly typing jobs such as
preparing an applicant’s CV to be sent to clients or typing reference
letters.
Each branch has a couple of desktop computers with word
processing software for handling the typing tasks, but all data such as

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Rajibul Haque Shumon
that on temporary personnel placement, clients and applicants is
paper-based.
The managing director has commissioned a survey across all
branches to find out their needs, after which a new system will be
developed. Once the needs have been analysed and the system
developed, they will probably decide to implement a new system,
piloting it in one branch only before extending it across all branches.
Most branch managers feel that the information handling in this area is
inefficient, creating tension within the branches as well as contributing
to a growing reputation for poor service.
The agency needs to take action to improve the way in which it
handles the task of temporary personnel placement. Since the business
area is growing rapidly, the agency has plans to increase the volume of
business in this area during the next two years.
Every morning the transitory consultants go through the client file,
collecting relevant information and telephoning clients to canvass for
business. If a client indicates the need for temporary staff, the
consultant then has to go through the files of applicant details, trying
to find those who possess the right skills. The consultant then
telephones the applicants to see if they are free to work the day or the
entire length of the client booking. If in agreement, a placement is
arranged. The consultant also compiles reports on temporary staff
based on feedback from clients.
At the end of the week, temporary personnel return their time
sheets to the branch office, collecting another time sheet for the
following week of their booking and collecting their pay for the
previous week. All the submitted time sheets are despatched on
Saturday morning to the accounts department at head office and the
preparation of wages starts on the following Monday. In this way,
temporary personnel can be paid on Friday one week in arrears with
tax and national insurance the responsibility of SEA.
There is no formal way to document performance of temporary
personnel in the various placements made by the agency. The reports
received are usually informal comments over the telephone. They are

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1. Colchester Employment Agency (SEA) SEA is a recruitment agency that specialises in industrial and secretarial recruitment. It has expanded in recent years and has sought to offer an increased range of services. The company was formed through the merger of several smaller organisations and now has 34 branches spread across the north west of England. It operates in a largely decentralised manner through branch offices. These branch office locations remain the same as those prior to the merger. Each branch office is headed up by a branch manager, while the company as a whole is headed by its managing director. Operating procedures in the company are fairly standardised, allowing branch managers sufficient freedom and authority to run their branches. The managing director is expecting fairly similar structures to be adopted in each branch and data of a common type to be reported from each branch. Accounting is done centrally at the head office in Colchester. Branch managers are responsible for the operation of their branches. Between three and eight consultants (depending on the size of the branch) work with the managers, together with a clerical assistant and a branch administrator. The consultants deal with client companies and job seekers, trying to match personnel to job vacancies. There are two types of consultants: recruitment consultants dealing with the placement of full time personnel (permanent) transitory consultants dealing with other personnel working on short ...
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