Archive for month: November, 2023

2-1 Introduction

 

Uber Technologies Inc. (Uber) is a tech startup that provides ride-sharing services by

facilitating a connection between independent contractors (drivers) and riders with the use

of an app. Uber has expanded its operations to 425 cities in 72 countries around the world

and is valued at around $70 billion, making it the world’s most valuable startup.

Approximately 30 million users use Uber’s services monthly. Uber has become a key player

in the sharing economy, a new economic model in which independent contractors rent out

their underutilized resources such as vehicles or lodging to other consumers. The sharing

economy is quickly becoming an alternative to owning resources outright. Because its

services cost less than taking a traditional taxi, Uber and similar ride-sharing services have

upended the taxi industry. The company has experienced resounding success and is

looking toward expansion both internationally and within the United States.

However, Uber’s rapid success is creating challenges in the form of legal and regulatory,

social, and technical obstacles. The taxi industry, for instance, is arguing that Uber has an

unfair advantage because it does not face the same licensing requirements as they do.

Others accuse Uber of not vetting their drivers, creating potentially unsafe situations. Some

major cities are banning ride-sharing services like Uber because of these various concerns.

Additionally, Uber has faced various lawsuits, including a lawsuit filed by its independent

contractors. Its presence in the market has influenced lawmakers to draft new regulations to

govern this “app-driven” ride-sharing system. Legislation can often hinder a company’s

expansion opportunities because of the resources it must expend to comply with regulatory

requirements. Uber has been highly praised for giving independent contractors an opportunity to earn money as long as they have a car, while also offering convenient ways for consumers to get around at lower costs. Although its “Surge Pricing” technique has been criticized for charging higher fares during popular times, it is also becoming a model for other companies such as Zappos in how it compensates its call center employees. The biggest issues Uber faces include legal action because drivers are not licensed, rider and driver safety,protection and security of customer and driver information, and a lack of adequate insurance coverage. To be successful, Uber must address these issues in its marketing strategy so it can reduce resistance as it expands into other cities.

2-2 Background

In 2009 Travis Kalanick and Garrett Camp developed a smartphone application to connect

drivers-for-hire with people needing rides to a destination in their city. Earlier in the year the

founders had attended the inaugural address in Washington, D.C. and could not hail a taxi.

They recognized the need for a convenient, low-cost transportation service. This innovative

service was originally founded as UberCab Inc., a privately held company. It was renamed

Uber Technologies, Inc. in 2010. Co-founders Kalanick and Camp designed the mobile app

for iPhone and Android smartphones, enabling customers to get an estimated time of arrival

from the driver on their smartphone with the use of an integrated GPS system.

Consumers liked the Uber app because of its convenience and ease-of-use. After the

mobile app is downloaded to their smartphones, passengers can pay for the rides-for-hire

service through a third party, known as a Transportation Network Company (TNC), using the

UberX platform that scans or takes a picture of their credit card with the smartphone’s

camera. Uber does not maintain automobile inventory for drivers, such as a fleet of taxicabs

or limousines. Instead, each driver-for-hire supplies his or her own personal automobile,

gas, insurance, and maintenance of his or her own car. Drivers can drive their own cars

where they want when they want, providing them with freedom to run their own small

businesses. A surge pricing model is used during times of peak demand. While Uber initially

charged about a 20 percent commission, it later introduced a new tiered structure in some

cities that charged different commission rates depending upon the number of hours worked.

Due to the increased demand in the rides-for-hire industry, Uber makes about $4 billion in

revenue. The term uber has become so popular that people have started using it as a verb,

much like google. Founder and former CEO Travis Kalanick sees Uber’s services as a type

of disruptive technology, believing that the types of ride-sharing services Uber offers will one

day make it a viable alternative to owning a car. Younger generations appear more open to

using services as needed rather than owning them outright. In emerging economies such as

India, many people do not own cars, which gives Uber a major advantage. As ride sharing

continues to increase, Uber could find itself competing against car ownership.

Uber maintains a presence in major U.S. cities including Los Angeles, San Francisco, New

York City, Chicago, Washington D.C., and Boston. These cities have the most driver–

partners, although many other cities also have driver–partners. Uber technology-based

products are available under these various brands: Uber, UberX, UberXL, UberSelect,

UberBlack, UberSUV, UberLUX, UberPool, and the logistics-request brand UberEats. Uber

has also upgraded its current navigation service (Google and Apple) with deCarta Mapping

Company. This new mapping system continues to improve Uber’s navigation and location

technologies.

2-3 Uber’s Marketing Strategy

Like all companies, Uber must understand its target market and maintain a strong marketing

mix to be successful. Due to its technology, Uber does not have as many constraints as taxi

cabs, although it has encountered regulatory obstacles and some public resistance. The

Uber business model takes advantage of the smartphone technology of consumers and

links them with independent drivers as their cabs. This provides a more potentially efficient

and less-expensive way to purchase transportation.

2-3a Products

Uber’s products are all digital. Consumers download Uber’s app onto their smartphones.

When they want to request a ride, they can use the app to contact a driver in the near

vicinity. The Uber app allows consumers to track the location of the car and alerts them to

when the car arrives.

Uber offers a few different services to customers based upon their preferences. Its most

used service is UberX, the low-budget option. Drivers use their own vehicles to transport

passengers. UberSelect is a more luxurious option than UberX but with lower prices than

the premium options. UberBlack is for consumers who desire to have their own private

driver in a high-end sedan. UberSUV connects users with SUVs, while UberLux is the most

expensive service with luxury vehicles. UberXL is similar to UberSUV but costs 50 percent

less. Another low-cost option includes UberPool, which allows passengers to share rides

and split the costs.

Uber is also attempting to expand into other services. Its UberEats is a meal delivery app

that partners with local restaurants to offer meals to consumers within 10 minutes. Uber is

also looking to break into the emerging self-driving car industry (known as autonomous

cars), competing against the likes of Google and Tesla. Uber partnered with Carnegie

Mellon University to begin testing autonomous cars in Pittsburgh, Pennsylvania.Since it is

still in the testing stage, autonomous cars have two Uber employees in the front seat ready

to take the wheel if needed. The company hopes to take what it learns to improve how

autonomous cars run in different terrains. These new services are allowing Uber to branch

out and expand into different businesses.

 

2-3b Distribution

Uber operates in more than 425 cities in 72 countries. One major reason Uber is so popular

is because its app allows users to contact any drivers in the near vicinity. Drivers use the

Uber app to provide them with directions. Los Angeles, San Francisco, New York, Chicago,

Washington D.C., and Boston have the most drivers in the United States. Most Uber drivers

offer their ride-sharing services on a part-time basis.

To be successful, Uber engages in strategic partnerships with other companies. In the

United States it partnered with American Express. Card members enrolled in American

Express’s Membership Rewards program can earn points with Uber for rides. Strategic

partnerships with local firms are especially important as Uber expands internationally

because it allows the company to utilize the resources and knowledge of domestic firms

familiar with the country’s culture. Uber has partnered with Times Internet in India, Baidu in

China, and AmericaMovil in Latin America.

 

2-3c Pricing

Uber uses its app to determine pricing. Once the passenger completes his or her ride with

an Uber partner–driver, the person’s credit card is charged automatically. Fees charged for

speeds over 11 miles per hour are charged by the distance traveled. Uber operates on a

cost leadership basis, claiming that it offers lower rates than taxis. However, the app

OpenStreetCab suggests that Uber might be more cost-efficient only when the fare is more

than $35.

Uber uses an algorithm to estimate fees charged when demand is high. Called surge

pricing, Uber has even applied for a patent for this type of system. This “peak pricing”

strategy is not too different than when utilities or flights charge higher prices when demand

is high. Passengers are alerted during times when the price is higher. However, the extent of

the pricing increase has been questioned as some consumers believe Uber uses this high

demand to “price gouge” passengers.

In some situations, Uber’s surge pricing has led to considerable criticism. During one New

Year’s Eve, pricing surged up to seven times the normal price. During a hostage crisis in

Sydney, Australia, Uber charged as much as four times the normal price as an influx of

people struggled to evacuate. Uber responded by claiming its price hikes encouraged more

drivers to pick up passengers in the area, but consumers were outraged. Within an hour

Uber agreed to refund users in the Sydney area who paid the higher prices. In extreme

shortages, prices are sometimes hiked to as high as 6–8 percent. On the one hand, it can

be argued that surge pricing increases the number of drivers during times of high demand. It

is estimated that the number of drivers increases by 70–80 percent due to surge pricing. On

the other hand, consumers believe this is a form of price gouging and that Uber capitalizes

on emergency situations such as the Sydney hostage crisis. Uber has to reconcile these

different situations to create a pricing strategy considered fair by its users.

 

2-3d Promotion

Uber has engaged in a number of promotional activities to make its brand known. Often it

adopts buzz marketing strategies to draw attention to its services. For instance, to celebrate

National Ice Cream Month one year Uber launched on-demand ice cream trucks in seven

major cities. In one promotion Uber partnered with General Electric to offer free DeLorean

rides to San Francisco users reminiscent of the movie Back to the Future. Uber also uses

promotion to portray its benefits compared to its rivals. For instance, Uber assumed a

combative advertising approach to its major rival Lyft through a Facebook ad campaign.

Uber advertising often stresses the convenience and low cost of its ride-sharing services.

However, like all companies Uber must take care to ensure that its advertising could not be

construed as misleading. A lawsuit was filed in the U.S. District Court in San Francisco

stating that Uber violated the 1946 Lanham Act that prohibits false advertising. Taxi

companies claimed, for instance, that Uber’s drivers do not have to undergo fingerprinting in

California as part of background checks, and yet it used advertising such as “the safest ride

on the road” and sets “the strictest safety standards possible,” as well as Uber’s $1 “Safe

Rides Fee.” According to the taxi drivers, these deceptive advertising practices take

customers away from their services and are therefore leading to economic harm.

2-4 Uber Faces Challenges

Uber faces a number of challenges including internal struggles, legal and regulatory

challenges, and global issues. In the United States, major cities are considering regulating

Uber. However, it faces even more challenges as it expands internationally as some

countries are opting to ban Uber services. Uber will have to adapt its marketing strategy to

address both domestic challenges within the United States and the various laws enforced in

different countries.

2-4a Internal Challenges—Driver Relations

Uber operates in an industry where trust between strangers is vital. This trust ensures a

safe and comfortable ride for both passenger and driver. Uber has developed a rating

system to help assure this trust and reliability between passengers and drivers, called a

ride-share ratings system. Ride-share rating systems pose a unique challenge for Uber

because of the way they are set up and the level of rider objectivity. Uber’s insistent policy of

maintaining a five-star fleet can put drivers at a disadvantage. Uber rivals have similar

policies; for instance, Lyft tells customers that anything less than 5 stars indicate

unhappiness with the ride.

Low driver scores can mean drivers are forced to take remedial classes where they learn

about safe driving techniques and driver etiquette. Those who fail to increase their scores

risk suspension or permanent deactivation. Because consumers have different views of

what constitutes quality, it can be argued that Uber drivers are placed at the mercy of the

consumer’s mood.

Drivers have also expressed unhappiness with Uber’s pay. Uber will often lower fare rates in

order to gain a competitive advantage in different markets, which cuts into driver earnings.

Additionally, drivers are driving their own cars and spending their personal funds on upkeep

and insurance. In 2014 drivers working with Teamsters Local 986 launched the California

App-based Drivers Association (CADA), an Uber drivers’ Union. More cities have started

their own unions.

Uber has begun to guarantee hourly earnings of $10–$26 per hour for its drivers, but to

qualify drivers have to comply with Uber’s rules including accepting 90 percent of ride

requests, doing one ride per hour, and being online 50 out of 60 minutes. Critics say these

restrictions effectively keep drivers from working for other ride-sharing services. Uber drivers

are independent contractors and not employees of the company, so they have the option to

work for competitors. However, these new criteria may be a way to keep drivers working for

Uber and no one else.

This independent contractor status has also created controversy for drivers. Drivers claim

that Uber’s requirements make them more employees than independent contractors. For

instance, Uber has certain rules about types of car and soliciting business. Some also claim

that after Uber takes its commission, they end up earning less than minimum wage.

Disgruntled drivers have staged protests and filed lawsuits against the firm.

In 2015 Uber faced a setback when a California labor commissioner ruled that an Uber

driver qualified as an employee. The commissioner argued that because Uber was “involved

in every aspect of the operation,” including setting fares and nonnegotiable fees, it had enough control over the driver for her to qualify as an employee. Uber was ordered to pay

the driver $4,100 to cover mileage and tolls. Uber continues to maintain that its drivers are

independent contractors and is still fighting against other lawsuits in California. While this

does not necessarily mean all Uber drivers will qualify as employees under the court

system, it does set a precedent for drivers in other states to file lawsuits. If Uber encounters

more issues in this area, it might have to alter its relationship with drivers and give up some

control so its drivers will fall beneath the employee threshold.

2-4b Corporate Culture

More recently, Uber has come under criticism for an aggressive—and some say toxic—

corporate culture. Some prominent executives at Uber have left the firm, claiming that the

corporate culture conflicted with their values. The problems became so serious that one of

Uber’s biggest shareholders and other investors pressured Travis Kalanick to resign as

CEO, although he will remain on the board. Kalanick was well known for his aggressive

strategies, and according to critics, this behavior began trickling down to employees.

Investors began to question how Kalanick’s temperament might impact his leadership

capabilities after some high-profile negative events. For instance, an Uber driver driving

Travis Kalanick had a heated exchange with Kalanick that was recorded and released to the

public. Kalanick was highly criticized for his participation on President Donald Trump’s

president advisory panel, and accusations that Uber had weakened a taxi union strike

protest led to 200,000 customers deleting their accounts. Autonomous car company

Waymo, owned by Alphabet Inc., has sued Uber, claiming that one of its employees stole

trade secrets.

Like many Silicon Valley startups, Uber has also been criticized for its lack of diversity. One

woman who worked as an engineer for the firm maintains her sexual harassment claims

were dismissed after complaining of unwanted sexual advances by her superior. She wrote

a blog detailing her ordeal. In response, Uber launched an investigation into the claims.

However, it initially resisted calls from the media and Civil Rights leader Reverend Jesse

Jackson to disclose the demographics of its workforce.

Uber’s resistance to releasing its diversity statistics coupled with accusations of sexual

harassment led to a backlash among certain investors. Two prominent investors wrote a

letter to Travis Kalanick claiming that Uber had a toxic culture that needed to change. Uber

agreed to release its first diversity report, have its employees undergo diversity training, and

hire a new chief operating officer. The company hired Bernard Coleman, who was chief

diversity officer for Hillary Clinton’s presidential campaign, as its chief diversity officer in

order to help increase the diversity of its workforce. It also fired 20 employees it believed

were involved in harassment, discrimination, or other improper behaviors.

Travis Kalanick responded to the negative press by apologizing for his behavior and

admitted he needs leadership help. When morale dropped after the engineer’s sexual

harassment allegations, he met with a group of female employees to discuss their concerns.

Despite these positive actions, it was not enough to quell shareholder unease. Travis

Kalanick agreed to resign as CEO due to the pressure from investors. The challenge Uber

faces is that it has become so associated with its founder that it may be difficult to change

leadership while maintaining such rapid expansion and success.

 

2-4c Legal Challenges

Regulation is a constant challenge for Uber. As it becomes more popular, Uber will become

subject to more legal and regulatory requirements common to other big businesses. For

instance, the Americans with Disabilities Act is becoming a challenge for Uber. Since the

Uber service is usually operated within a driver’s personal vehicle, many of the vehicles are

not wheelchair friendly.

Taxi lobbies are also pressuring local governments to block Uber in many cities. They claim

that Uber hurts their businesses and has an unfair advantage as Uber drivers are not

subject to the same restrictions as licensed taxi drivers. Cities have taken action against

Uber by blocking ordinances that provide a path to legalization for mobile ride-booking apps

and issuing cease-and-desist orders. With Uber looking into expanding into self-driving

vehicles—a new industry that will prompt a number of safety laws—its encounters with

regulators are not likely to decrease any time soon.

Uber has often taken an aggressive stance against regulations that would place limitations

on its services. For instance, in 2012 when Washington D.C. attempted to force Uber to

accept a price floor to operate in the city, Travis Kalanick accused regulators of price fixing

and encouraged Uber users to contact their representatives. The result was a flood of angry

responses. Kalanick’s approach to negotiating with regulators could be described as

antagonistic as he often ignored his lobbyists’ advice to seek compromise. Uber has also

been accused of blatantly disregarding laws in other countries that forbid ride-sharing

services, a criticism that will be discussed more in-depth in a later section.

In addition to having an unfair competitive advantage, another accusation levied against

Uber is that it does not adhere to proper safety standards. Allegedly, Uber drivers were

involved in three rapes in Delhi, India; Chicago; and Boston. These rapes harmed Uber’s

reputation and cast its safety into question. A lawsuit was filed against Uber in San

Francisco for the wrongful death of a 6-year-old girl. The lawsuit alleged that a driver was

distracted using the UberX app when he struck and killed the girl. Uber responded by

claiming that the driver was not an agent for Uber and was not en route or transporting a

passenger at the time of the accident. Once again, this brings up the issue of how much

Uber should be responsible for its drivers as independent contractors.

To reestablish its reputation for safety, Uber has added a “safe ride checklist” to its app,

which is a pre-pickup notification that encourages riders to confirm the license plate number

and verify their driver’s name and appearance before entering a vehicle. They have also

added a team of safety and fraud experts to authenticate drivers and a dedicated incident response team to address rider issues in India. Insurance is another criticism. Although Uber’s website claims that it offers $1 million in liability insurance plans for its drivers, some states are issuing warnings stating that rideshare insurance may not cover them should there be an accident. This is because personal cars are being used for commercial purposes. Many states in the United States are reconsidering insurance requirements in light of this issue, and insurance firms such as Geico and MetLife have begun offering insurance packages for ride-sharing services.

 

2-4d Global Expansion

Uber has adopted the motto “Available locally, expanding globally” to describe the

opportunities it sees in global expansion. International expansion is a major part of Uber’s

marketing strategy, and it has thus far established the ride-sharing service in 72 countries.

Uber is correct in assuming that consumers from other countries would also appreciate the

low cost, convenience, and freedom that its app services offer.

Even though it is successful in some countries, many countries have regulatory hurdles that

have caused trouble for Uber to successfully operate in these areas. Perhaps the biggest is

the failure to obtain licenses even though Uber drivers offer many of the same services as a

taxi. Governments have responded by banning Uber or Uber services due to the lack of

professional licenses for drivers. For instance, in Spain, Uber shut down its ride-sharing

service after a judge ruled that Uber drivers are not legally authorized to transport

passengers by unfairly competing against licensed taxi drivers. Uber has since returned to

Spain with UberX, which uses licensed drivers. Police in Cape Town, South Africa

impounded 33 cars operating with the Uber app because the drivers did not have a taxi

license. Police in Indonesia have been prompted by taxi and transportation operators to

investigate whether Uber’s start-up practices are illegal. Bans have also been instituted in

France, India, and Germany.

France

In 2011 Paris became the first city outside of the United States where Uber set up

operations. However, an attempt was made to ban one of its services because drivers did

not need to be licensed. French police even raided Uber’s Paris office. A French law was

passed mandating that operating a service that connects passengers to non-licensed

drivers is punishable with fines of over $300,000 and up to two years in prison. Hundreds of

Uber drivers in France were issued fines for operating illegally.

Uber challenged that law, claiming that it is unconstitutional because it hinders free

enterprise. A French court decided against banning Uber’s service and sent the case to a

higher court. This has generated strong criticism from taxicab officials in France as they

claim that they have to license drivers while Uber is currently free from this restriction.

French courts later ruled against Uber, and the company no longer uses unlicensed drivers

in the country.

India

India is Uber’s second largest market after the United States. India rejected Uber’s

application for a taxi license. In New Delhi a woman’s rape allegation led to a ban against

app-based services without radio-taxi permits in the capital. In response to the alleged rape, Uber began installing “panic button” and tracking features to its app. Uber also began

offering its service in New Delhi without charging booking or service fees.

Despite these changes, Uber continued to run afoul of Indian authorities. India asked

Internet service providers to block Uber’s websites because it continued to operate in the

city despite being banned. However, it did not ban the apps themselves because doing so

would require it to institute the ban across the entire country. Uber must tread carefully to

seize upon opportunities in India without violating regulatory requirements. This is more

difficult as Uber drivers are independent contractors that set their own schedules and make

their own decisions about whether to work.

Germany

In 2015 a German court banned Uber services if they used unlicensed drivers. Uber argued

in court that the company itself is only an agent to connect driver and rider. Rules that apply

to taxi services do not apply, and all services are deemed to be legal, according to Uber.

The court ruled that Uber’s business model clearly infringes the Personal Transportation

Law, because drivers transport riders without a personal transportation license. The

injunction includes a fine of more than $260,000 per ride for non compliance. If the

injunction is breached, drivers could go to jail for up to half a year, in addition to an

imposition of fines. The German Taxi Association (Taxi Deutschland) was pleased with the

outcome and claimed that taxi services will remain in the hands of qualified people and keep

everyone safer. Despite the ruling, an Uber spokesperson said that the company will not

give up on Germany because other Uber services that use licensed drivers remain

unaffected by the District Court’s verdict.

 

2-5 Uber Addresses Risks

Long-term sustainability of Uber depends on managing future risks in five key areas:

1. Drivers: The number of disgruntled drivers could get out of control if Uber increases its

profit share deductions. With recent laws mandating healthcare insurance, drivers

may require healthcare coverage. Training programs to improve driving skills could

reduce risk from negligent drivers and decrease liability insurance costs. Additionally,

if Uber successfully expands into the autonomous car industry, it will most likely have

to deal with resistance as autonomous vehicles could reduce and/or eliminate the

need for drivers. Finally, strong competition in the industry has caused Uber to make

changes in how it compensates drivers, which has prompted some drivers to complain

that they cannot make a sustainable income.

2. Competitors: Uber’s business model can be found in similar rides-for-hire services,

such as Lyft and the Indian ride-sharing service Ola. More rides-for-hires could

emerge, in addition to the everyday competition from taxis, limos, rental car

businesses, air travel, trains, and city and chartered buses. Switching costs for

customers are low, and because ride-sharing companies do not own their own fleets,

costs of operating are much less than in other industries. This means that Uber must

remain competitive if it wants to keep its customers loyal. Lyft is probably Uber’s

biggest competitor in the United States with 20 percent market share. Its smaller size

makes it easier for Lyft to subsidize drivers and lower fares. Expanding into the

autonomous car industry will also place Uber in competition with Google, Tesla, and

major automobile manufacturers that are also trying to enter the industry.

3. Customer Base: Increasing the demand for rides-for-services is a continuous or future

challenge that requires attention primarily to safety improvements and rates that have

a cost/benefit to both passengers and drivers. Unpredictable demand is a future risk

that could be met with product diversification. Currently, Uber offers technologyoriented

products, and it must continue to be competitive in an industry where there is

intense competition for rates.

4. Technology: Customers are wary of downloading apps, and some online businesses

have been hacked for credit card information. Uber could upgrade its database

security system to reduce financial or personal account information risks. Additionally,

success in the autonomous car industry will take a lot of investment from Uber, and many regulators are likely to be initially wary of self-driving cars—especially since

there are so few laws governing it.

5. Customer Satisfaction: Long waits, inexperienced drivers, and even sexual

harassment have been reported. Better Business Bureau complaints mainly involve

pricing and problems with service. Uber might use the Internet to check consumer

complaints and address them to improve customer satisfaction.

 

2-6 Conclusion

The emergence of Uber has influenced many services to follow the Uber business model.

There are similar firms that offer ride-sharing services, and there are firms that want to be

an Uber-type business in the way they deliver goods and services. For example,

Cargomatic has developed an app to help fill space on trucks. Cargomatic, which now

operates in California and New York, has been called the Uber for truckers because it

connects shippers with drivers who are looking for extra shipments to haul. This is signaling

a shift in the industry, in which people are the infrastructure rather than buildings or fleets of

vehicles. Uber faces a number of ethical challenges, including regulatory and legal issues both inside and outside of the United States. Laws that protect consumers specifically target taxi services, whereas Uber defines its services as “ride sharing” and Uber as an “agent” of their “individual contractors.” However, many courts do not view its services in the same way and are forcing Uber to comply with licensing laws or stop business in certain areas. Additionally,snafus by Travis Kalanick and Uber’s aggressive corporate culture has led to Kalanick’s resignation as CEO.Despite Uber’s challenges, the company has become widely popular among consumers and independent contractors. Supporters claim that Uber is revolutionizing the transportation service industry. Investors clearly believe Uber is going to be strong in the market in the long run. Uber has a bright future and expansion opportunities are great. It is therefore important for Uber to ensure the safety of its riders and the drivers. It should also adopt controls to ensure that independent contractors using its app obey relevant country laws. Uber has to address these issues to uphold the trust of its customers and achieve long-term market success.

 

2-7 Chapter Review

2-7a Questions for Discussion

1. What are the ethical challenges that Uber faces in using app-based peer-topeer

sharing technology?

2. Since Uber is using a disruptive business model and marketing strategy, what

are the risks that the company will have to overcome to be successful?

3. Because Uber is so popular and the business model is being expanded to

other industries, should there be regulation to develop compliance with

standards to protect competitors and consumers?

 

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Instructions

It is important to understand what information systems are and why they are essential for running and managing a business. The case studies below will provide you with an opportunity to review many of the concepts covered in this course. These case studies provide you with an opportunity to critically analyze events that are taking place in real-life organizations. This helps to develop your critical thinking and research skills as you research each of these scenarios.

For this assignment, you will review four case studies. Then, in a PowerPoint presentation, you will evaluate the studies and respond to each of the questions below, using both critical thinking and theory as well as supporting documentation.

1. Based      on your reading of the case study “Can You Run the Company with Your      iPhone?” on pages 9–10 of the textbook, discuss how emerging trends in      technology are helping Network Rail improve railway performance and      safety.
2. Based      on your reading of the case study “Enterprise Social Networking Helps      Sanofi Pasteur Innovate and Improve Quality” on pages 41–42 of the      textbook, discuss how information systems influenced the company’s      organizational strategy. Critique their core information system      applications from a business perspective. Analyze how information system      projects are aligned with organizational goals and strategies.
3. Based      on your reading of the case study “Meltdown and Spectre Haunt the World’s      Computers” on pages 309–310 of the textbook, discuss the ethical and security      issues that could result from flaws in central processing unit (CPU) chip      design. Assess their procedures for securing information systems.
4. Based      on your reading of the case study “AbbVie Builds a Global Systems      Infrastructure” on pages 586 of the textbook, discuss the problems that      the company was experiencing as a global enterprise and how the company      was able to solve them. Explain their information technology      infrastructure. Discuss information system solutions that can be applied      to this issue.

When formatting your PowerPoint presentation, do not use the question-and-answer format; instead, use bullets, graphics, and/or charts in your slides to identify important points, and then discuss those points in the speaker notes of each slide.

Your PowerPoint presentation must be at least 12 slides in length (not counting the title and reference slides). You are required to use a minimum of three peer-reviewed, academic sources that are no more than 5 years old (one may be your textbook). All sources used, including the textbook, must be referenced; all paraphrased material must have accompanying in-text citations.

 

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Case# 11

 

Case Analysis of World Wrestling Entertainment

Introduction:

World Wrestling Entertainment also known as WWE is an incorporated media and an entertainment company which is based on a wide range of businesses consisting of passionate and loyal base of the customer. WWE is been recognized as a leader in providing entertainment related to sports for many years. Strategy used by the company is to capitalize on major leverage operations if the business model of the company is distributed of its intellectual property across existing platforms related to media and also new emerging platforms based on distribution. Main focus of the company is the expansion of its potential of the brand of WWE not only in domestic markets but also in international markets, developing extensive business apart from the brand of WWE and development of new programming as well as brands related to sports entertainment which help in leveraging the core competencies of WWE. Part of their business strategy is to look for the initiatives for strengthening the brand, to expand the business at an international level, making use of significant wrestling content of their library effectively and to look for more opportunities in providing entertainment related to films.

Now, World Wrestling Entertainment is recognized as one of the major integrated entertainment company that is mainly involved in developing, producing, and marketing of programs related to television, programming related to pay-per-view, live events and also licensing and sale of consumer products that are branded which also features successful brand of WWE. with the continual growth in the brand of WWE, a strategic decision for expanding the brand of WWE globally was made with great emphasis.

Business model of WWE is given below:

(Shuart, n.d)

Issues faced by WWE:

Apart from its large global expansion and its increasing brand growth and opportunities, there are also some issues faced by WWE which include an issue faced due to growing form of mixed martial arts which is a form of combat sports combining kickboxing and grappling. As it is very much similar to wrestling, therefore there is a threat that fans of WWE might be attracted to martial arts.

Another issue faced by WWE is that it is not a family friendly entertainment due to involvement of abusing words, sex and much violence. Due to which strong customer base of the company might be hurt as people prefer to get entertainment with their family and which WWE is not.

Solution to the Issues:

First issue is solved by starting MMA in Brazil and Japan which is an ultimate fighting championship and is also an International Fight League which contributed in promoting WWE as a new spectator sport in United States.

Second issue is solved by toning down its sex and violence for expanding their audience base and also to make their shows more family friendly. Fake prop blood is now no longer used by them and the use of abusive language has also been toned down for getting the rating of TV-PG for their television programming. Therefore, by implementing and adopting such changes, many new ways of exploiting wrestling as a form of mass entertainment can be found.

SWOT analysis of WWE:

STRENGTHS: 1- Biggest strength of WWE is that it is merely not just a wrestling company but it is also involved in providing its customers with a wide range of entertainment. This strength separates it from its competitors. 2- Another strength its licensing program that operates all around the world. In video games of WWE, licensing plays a very important role which is a main source of earning revenues for the company. 3- One of their biggest strength is their huge library that is based on home video. 4- Pay per view is also strength of WWE. Wrestling was introduced to the mainstream through WrestleMania by using pay per view and now almost 20 pay per views are presented by WWE which feature its two significant brands i-e RAW and Smackdown.

WEAKNESSES: 1- Major weakness of WWE is that the industry of wrestling is very cyclical in its nature having uncertain ups and downs. 2- Another weakness of this company is that there is not enough competition in this industry and therefore without enough competition, there is less motivation for being creative and innovative in its offerings.

OPPORTUNITIES: 1- Major opportunity for WWE is related to their home video library through which it has covered many decades of the business of wrestling including many other wrestling companies like World Championship Wrestling, Extreme Championship Wrestling, American Wrestling Association and many others. 2- Another opportunity for the company is its international expansion in its market. International television syndication has been possessed by WWE for dealing all around the world which also makes its fans more rabid about wrestling just like the Americans are for it.

THREATS: 1- Threat of competition from its closest competitor i-e NWA which is a total non-stop action which was started in year 2002 and was available only on pay per view and on weekly basis. 2- Another biggest threat at this point to the company is related to its television ratings because it was not just good as it was before as its storyline was becoming more repetitive and boring.

 

Core Competencies of WWE:

One of their major competencies is their availability of both tangible and intangible resources. Most valuable tangible resources for the company are its workers. Characters i.e. wrestlers that are marketed in this industry are very strong and even stronger than the product itself of the company.

Another tangible resource which the company has is the money which can be analyzed from the net income figures of the company. An intangible resource of the company is its strong brand name in the industry. More than 300 live events are held by the company every year with the production of two magazines every month and also a huge base of viewers viewing its website in their daily routine.

Another intangible resource of WWE is their possession of multiple copyrights and trademarks and that is just not only for the company or its products but they are also possessed for its wrestlers like “Stone Cold” Steve Austin if he wants to work in another wrestling federation then he could not use the word “Stone Cold” as this name has been owned by WWE. This is therefore considered as a big advantage for WWE.

Another core competency of the company is related to its capabilities which are mainly located in the corporate management of WWE. Structure that is used in the overall organization also contributes very well in enhancing their capabilities.

Global Strategy of WWE:

WWE is been considered and recognized as the biggest wrestling company of the United States. Company has reached this position by spreading its wrestling entertainment around the entire world through international expansion. The expansion of the products of WWE in international markets becomes a necessity due to the current situation of this industry in United States. Reason behind this expansion was due to an increase in the demand for the products of WWE. In addition to this, attendance of live events or house shows in this industry was becoming very disappointing and therefore, for providing more overseas shows to its fans that do not get a chance to see its programs live. By doing so, not only the increasing demand will be satisfied but it will also help in getting the market of wrestling that was declining. Moreover, due to increase in international live events of the company, more of the international staff was also hired for continuing its international expansion.

Television presence of WWE at an international level also helps in expanding its entertainment at an international level. Moreover, due to its licensing agreements with many licensees all around the world, it has been more successful in expanding internationally. Logo of WWE is used by the licenses and wrestling characters are also trademarked on its every type of product.

Recommendations:

It has been analyzed from the case of WWE that it is recognized as the biggest provider of wrestling entertainment and has earned a reputable position in the industry through its strong brand, huge customer base and also due to its international expansion. Moreover, in its career of success, there were some issues that were also faced by the company but the company sought them out with appropriate solutions and has reached the heights of great success. Apart from its successful career path, there are some recommendations for future brand strategy of WWE and they are:

· WWE must appoint national of regional directors for the brand strategy of WWE in different and specific markets.

· Films of WWE should be self identified and certain activities should also be changed.

· Creative storyline should also be developed further.

· WWE must also expand its entertainment in developing countries.

· Company must start the active usage of possibilities like Web 2.0 which includes social networking, Blogs and etc.

Conclusion:

Therefore, at the end it is concluded from the complete analysis of this case that WWE has established its reputation and strong brand name all around the world through its continuous and consistent struggle by offering live event shows to its fans in order to increase its customer base. Although, some problems were also faced which were solved easily and the name of the company was not spoiled. Moreover, some recommendations like development of more creative storyline, expansion in developing countries, active usage of Web 2.0 and etc. are to be adopted by the company for expanding its future brand strategy.

1

 

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Passionate Prospects

Answer the questions to the case, “Finding People Who Are Passionate about What They Do,” at the end of Chapter 3. Include at least one outside source supporting your answers. Explain your answers in 200 words. Respond to at least two of your fellow students’ postings.

 

The Tough Screener

 

Answer the following questions to the case, “The Tough Screener,” at the end of Chapter 4: What specific legal problems do you think Rosen might run into because of his firm’s screening methods? How would you suggest he eliminates these problems? Include at least one outside source supporting your answers. Explain your answers in 200 words. Respond to at least two of your fellow students’ postings.

 

Week 1 in Review

Jean-Paul Smalls, a Partner at VONQ UK, an online recruitment advertising company with offices both in the UK & the Netherlands started a blog with the intent for in-house recruitment managers to read about and discuss various developments, technologies and case studies that may help attract staff directly. Jean Paul proffers that “one of the overriding themes of the responses was the difficulty with balancing innovative/fresh ideas with targeting the right demographic/skill set whilst providing a ROI.  What is innovative in one industry is not necessarily innovative in another.” (http://direct-recruiting.net/page/5/) Individual personality undoubtedly plays an influential role in people who are passionate about their work. Not everyone enjoys flexibility, but instead prefers a more structured setting. Type A people are more prone to be competitive, anxious and ambitious. Type B individuals are more sedentary, desire order, and seem relaxed. In either scenario there can be exceptions. People are resilient and often do what is needed in order to maintain an interest (be it work or play). Yet we do seem to align our personal and professional needs with that of an organization that can fulfill that need. Exit interviews are rarely used by organizations as an effective retention tool. The following are strategies, which could help in creating a non-intimidating type of setting:

         Carefully plan the interview… choose a neutral location, which would create a pleasant atmosphere, for example employee lounge/ break room…

         Provide the employee opportunity to express or share perspectives

         Listen to the employee, allow the person to talk freely (and calmly) about grievances or reason for leaving

         Simple planning, avoid interruptions, take notes, prepare questions, be aware of the body-language and feelings of the employee and adjust personal approach accordingly enables productive interaction/ communication

Focusing on objectives to elicit views, feedback, and asking open questions such as what, how and why would enable better communication; moreover establish value on the knowledge of the departing employee. In other words, it demonstrates the fundamental importance of human resources since it contains logic of the survival or success of an organization. Vincent Dicarlo (1997) proffers the following: “Exit interviews are useful, and should be done whenever an employee leaves your company, voluntarily or not. They are also dangerous, so it is important that managers conducting exit interviews have a clear idea of what needs to be covered, what is OK to say and what words may get you into a lawsuit.” Retrieved from http://www.bizjournals.com/sacramento/stories/1997/08/04/smallb6.html?page=all

Week 2 Instructor Guidance I like to refer to planning and recruitment as hiring right . One cannot underestimate the importance of hiring right. The cost of hiring, training and development is quite high — and failing to hire the right person for the right job can be quite expensive. Yet, all too often the hiring process seems more than willing to fill a position with a warm body (sound familiar). So, if we can agree that hiring right is a preferred approach, then we must also take a step back and determine what knowledge, skills and abilities are required to ensure a new hire is retained. This process is referred to as job analysis . I refer you to the following SHRM article (provide in Power Point format that provides an detailed, understandable overview of the job analysis process and subsequent outcomes ( http://www.shrm.org/Education/hreducation/Pages/JobAnalysis.aspx ). Please take some time to review and understand the process. Please note you are not required to perform the exercises within the Power Point, but please review the entire presentation for relevant information. Once the job analysis is complete. the selection process may begin. Elaine D. Pulakos authored an excellent article titles Selection Assessment Methods: A Guide to Implementing Formal Assessments to Build a High-Quality Workforce. Highly relevant information is found on matters related to assessment methods and criteria for selection and evaluating the various methods. The following link has been provided to allow a review of this informative article: ( http://www.shrm.org/about/foundation/research/Documents/assessment_methods.pdf ). The two primary aspects of assessment will be KSA-based or Task-based. You will note both assessments are derived from a job analysis. One must align selection, testing, appraisal and retention as a synthesized process of activities. Taking a turn from the immediate discussion, but staying within the bounds of HR and selection, consider the following hiring component. Inquiring about one’s criminal past can have positive and negative effects on the potential employee. Still, consider the EEOC guidelines as follows: EEOC Guidance on Criminal Background Checks

On April 25, 2012, the EEOC issued a guidance on criminal background checks.  This guidance effectively discourages and eliminates the practice of blanket refusals of employment based on criminal background checks.  Instead,  the guidance recommends that employers conduct “individual assessments”, which take into account such things as an individual’s rehabilitation, work record post-offense, character references, and age of the applicant (the rationale being that older persons are considered less likely to be repeat offenders).

Businesses may still reject applicants based on a criminal background check if the rejection is based on “business necessity” or is job-related.  However, the guidance preempts state laws allowing blanket refusals.  This writer believes that the guidance has the potential for creating a new class of employment litigants, as there will be significant burdens of proof placed on employers to show that they have conducted proper “individual assessments”.

 

OMM 618 Week 2 Discussions

Passionate Prospects-my discussion 1

Finding People Who are Passionate About What They Do.

Identify some of the established recruiting techniques that underlie Trilogy’s unconventional approach to attracting talent.

1. Trilogy’s recruiting method is based on the conventional recruiting technique of college hiring as they hire from college fairs and educational universities (Dessler, 2011). Trilogy selects the best candidates for their organization based on their academic records followed by interviews and a preliminary visit to Austin. The best candidates are pursued by the organization to their convenient meeting points, if they are unable to attend the preliminary visit. Trilogy invests immense resources in every candidate they hire, which as our case study specifies is considered well-spent by the company. Moreover, Trilogy hires only external candidate that brings new and innovative ideas to the company.

What particular elements of Trilogy’s culture most likely appeal to the kind of employees it seeks? How does it convey those elements to job prospects?

2. Trilogy hires the best of the candidates for its organization and the employees have excellent academic grounds and are passionate about their work. Trilogy provides them the opportunity to perform their best by removing certain restrictions such as working hours and dress codes (Dessler, 2011). These organization cultural elements convey a sense of casual freedom for their employees, they are able to work as long as they care to, and in the manner they like. The organization focuses on the deliverables of their employees which has to be a standard of excellence. The preliminary visit to the organization also is used to convey their difference, aggressiveness, and overall unique culture of Trilogy for candidates.

Would Trilogy be an appealing employer for you? Why or why not?

3. Trilogy would definitely be an appealing employer for me. The removal of restrictions such as dress code and office timings enables one to work freely and focus more on the quality of their work. This generates a satisfactory feeling and one is free to pursue the work with passion. Moreover, Trilogy is growing aggressively that promises growth in the employees’ career as well.

What suggestions would you make to Trilogy for improving its recruiting processes?

4. Trilogy should also use an Applicant Tracking System that would further enable them to hire people that are experienced and excellent in their specific fields (Pulakos, 2005). Moreover, they should also introduce an employee referral system as their existing employees could suggest some employees that could possibly suit the organization expectations and culture.

References

Dessler, G. (2011). A Framework for Human Resource Management (6th ed.) New York:

Pearson.

Pulakos, G. (2005). Selection Assessment Methods. Alexandria, VA: SHRM Foundation.

Retrieved from SHRM Foundation:

http://www.shrm.org/about/foundation/research/Documents/assessment_methods.pdf

 

 

The Tough Screener-my discussion two.

One specific legal problem that Rosen may be subjected to because of their screening method, adopted by the organization is related to the credit check of the applicants. The credit check of the candidate should not be performed without receiving an applicant’s permission. Unless Rosen demonstrates that a credit check is an essentiality for the job position, the applicant could file a future legal claim against the organization. Moreover, it is necessary to ensure that the credit check practice is not leading to an adverse impact on the recruitment process of the organization. Another legal problem could arise because of candidates being screened out for filing for worker’s compensation claims in past. The organization could have legal complications if this practice is reported by any applicant.

The candidates with driving violations are also the subject of discrimination which as per EEOC is a discriminatory conduct (EEOC Small Business, 2013). To address the credit check issue, Rosen should obtain prior permission from the applicant along with demonstrating the credit check as a business necessity (Dessler, 2011). The screening of candidates on the basis of past worker’s compensation claims has to be stopped and the driving violations should be associated with a business necessity to ensure no legal ramifications (EEOC Small Business, 2013).

References

Dessler, G. (2011). A Framework for Human Resource Management (6th ed.) New York:

Pearson.

EEOC Small Business. (2013). Retrieved from U.S. Equal Employment Opportunity

Commission: http://www.eeoc.gov/employers/

 

WEEK 2 RESPONSES DISCUSSION 1

Please give me a response to instructor!

Instructor DeYoung  6/6/2013 5:48:56 AM

We are certainly dealing with the development of organizational culture in the case of Trilogy. It is important to note that organizational should be developed through design, not by merely letting it happen.Trilogy is a company that recruits employees that are a cultural fit. Culture is the environment people work in, it’s the element that shapes your enjoyment, work relationship and work process. Culture is made up of values, beliefs, underlying assumptions, attitudes, and behaviors shared by a group of people (Heathfield, 2011). The employees at Trilogy all share similar interests and passions about their job, which means that working as a team would not be problematic. Trilogy has created an organizational culture that represents decision making, daily work practice, stories and legends.   Heathfield, S.M (2011) Culture: Your Environment for People at Work. Retrieved on June 29, 2011, from http://humanresources.about.com/od/organizationalculture/a/culture.htm Your thoughts?   Jennifer Moore

Identify some of the established recruiting techniques that underlie Trilogy’s unconventional approach to attracting talent.

Trilogy is definitely using some unique approaches in their recruitment for their talent. More companies are embracing a more creative approach to how they engage with new employees coming in. I found a couple of examples, which were interesting. The first example I found an option was to invite all eligible applicants to an open group event, such as an open house (Male, 2010). What helps is that obviously not every person who applied will show up. Those that do show up however, are passionate for that position. So, taking that first step in the process weeds out people who are not committed or serious, plus this lowers the screening process and the money put into the program to screen (Male, 2010). Another great idea was bringing in actual current employees to mingle with the interactive interviews. Setting each aside using various activities individually gives the staff a better understanding of how much knowledge or passion a person has for the industry (Male, 2010). These again are just a few of some great recruiting techniques.

What particular basics of Trilogy’s background most likely appeal to the kind of employees it seeks? How does it communicate those elements to job prospects?

Trilogy is looking for individuals who are passionate about the position they seek. They are seeking a younger generation of well-educated smart individuals who are extremely faithful and fervent. The company is well established and they are not worrying about retention, because it is obvious, they are doing something right. They are allowing flexibility. They are attracting the technique know how, and electronically driven generation. This company puts their employees first that are pushed to achieve, but will be well rewarded. They only want the best that are overachievers, ambitious, and have an entrepreneurial instinct about them (Dessler, 2011).

Would Trilogy be an appealing employer for you? Why or why not?

This company sounds amazing and too good to be true! I mean who would not want to work for a company like that. I love my Smart phone and my computer, but how they function and maintaining them is of no interest to me.

What suggestions would you make to Trilogy for improving its recruiting processes?

It is obvious that they are doing a wonderful job with recruitment. However, there is always room for improvement. I think that they should widen their recruitment age a bit, because they could be cutting themselves short. Some people do start out late in their education and are older.

Jen

References

Dessler, G. (2011). A Framework for Human Resource Management. Upper Saddle River, NJ: Prentice Hall.

Male, B. (2010, February 25). 10 Creative Recruiting Strategies To Hire Great People. Retrieved June 6, 2013, from Businessinsider.com: http://www.businessinsider.com/10-creative-recruiting-strategies-for-finding-great-hires-2010-2#

Nedra Pierce  6/6/2013 6:12:28 PM

The turn of the millennium started a war for talent says, Ed Micheals in an article called “The War for Talent.” (Micheals, et el). The article states that (Dessler, p. 63) Trilogy makes finding the right people (it calls them “great people”) a company-wide mission. Recruiters actively pursue the freshest people in the job market, scouring college career fairs and computer science departments for talented overachievers with ambition and entrepreneurial instincts. Top managers conduct the first rounds of interviews, letting prospects know they will be pushed to achieve but will be well rewarded. Employees take top recruits and their significant others out on the town when they come to Austin for the three-day preliminary visit. A typical day might begin with grueling interviews but end with mountain biking or laser tag. Executives have been known to fly out to meet and woo hot prospects. Trilogy’s culture most likely appeal to fresh new college graduates. According to the text, (Dessler, p.63) there is no dress code and employees make their own hours, often very long. They tend to socialize together (the average age is 26), both in the office’s well-stocked kitchen and on company-sponsored events and trips to places like local dance clubs and retreats in Hawaii. An in-house jargon has developed, and the shared history of the firm has taken on the status of legend. I don’t believe Trilogy would be a good employer for me. I work fast and use to long hours, and believe in team work (Wingman) but I am also use to uniformity and dressing professionally. Besides I am not a computer science student. Trilogy seems to be an employer that attract youth for a reason. The goal of the company is rapid growth which calls for fresh ideas in innovation and technology. Personally, I don’t see anything wrong with the practices in fact; I think it’s a great idea in business. Reference: Dessler, G. (2011). A Framework for Human Resource Management (6th ed.). Upper Saddle River, NJ: Prentice Hall. Ed Michaels, Helen Handfield-Jones, Beth Axelrod, The War for Talent (Boston: Harvard Business School Press, 2001), xxii

. Identify some of the established recruiting techniques that underlie Trilogy’s unconventional approach to attracting talent.

One technique used by Trilogy is to build a pool of candidates by recruiting for the jobs available. The recruiting process incorporates: college career fairs and computer science departments for talented overachievers with ambition and entrepreneurial instinct (Dessler, 2011). Also, the potential candidates go through a series of interviews for the open position. These techniques help to find the great people for the company to uphold the passionate environment Trilogy has created.

2. What particular elements of Trilogy’s culture most likely appeal to the kind of employees it seeks? How does it convey those elements to job prospects?

The no dress code and early responsibility element of Trilogy is a very likeable appeal to its future employees. The new generation of young adults has their very own dress code, and that little gesture will get people to work hard for the company. Then you throw in the early responsibility, employees will tend to think that they are really part of what makes the company move.

3. Would Trilogy be an appealing employer for you? Why or why not?

Trilogy would be an appealing employer for me, because of the freedom to create and innovate. By letting a bunch of computer vested people gather in a setting and letting them socialize will create further ideas to pitch to the company. Ideas will not get wasted and the flow of information will be clearer. I have always wanted to work for a company where I am not limited on creativity by my position or rank.

4. What suggestions would you make to Trilogy for improving its recruiting processes?

I think that pooling some of the potential candidates in a group setting would help Trilogy. Watching the candidates interact in a group setting would allow employers to see their level of interest, working knowledge among peers, and communication skills. I also think that looking for talent in unlikely places would add value to the recruiting process. Some of the best talent does not have a pipeline to their dreams, but if Trilogy extends the bridge; they can find some great talent in unusual places.

http://www.businessinsider.com/10-creative-recruiting-strategies-for-finding-great-hires-2010-2?op=1

Dessler, G. (2011). A Framework for Human Resource Management. Upper

Saddle River, NJ: Prentice Hall.

 

DISCUSSION 2 RESPONSES

Student asked me a question and I also provided a few other responses-can you give me some comment to him please and response to two students as well? Thank you!!

\

Michael Henderson  6/6/2013 8:04:09 AM

I agree that the credit check, driving records and worker comp checks are a bit over the top.  Employers have got to be careful that the checks and tests they put forth are directly related to the applicant’s ability to perform the duties of the job in which they are applying.  Obviously permission would be needed to get a credit check on an applicant.  My question to you is, do you think because of the type of job it is (involving financial advising etc) that it would be acceptable to ask permission for this data from applicants?  How would you feel if you were applying for the job?  Personally, I would have no problem providing the information as long as my permission was given.  Mike

 

Jennifer Moore  6/6/2013 2:56:40 PM

There are pros and cons to every test and selection program. The first thing I would do is to determine what type of effective employee testing program to use for the position. I would ask myself what elements and standards I would apply. Is it useful or helpful? Receiving the history and receiving interviewer first impressions is essential. Depending on the job position, all applicants should be asked the same questions, and should rely on all sources of information about that person. By gathering a background history, checking references and asking viable questions are a great way in looking into that person’s behavior. This helps as a predictor of future behavior and by talking to references; they will be honest as well as negative if there is anything. Concerning credit check, most companies ask for this and it is getting more popular in doing so. The company needs to remember that there is the (FCRA) or The Fair Credit Reporting Act, which sets the standards for screening for employment, and they must notify and get in reading that it okay to do so (Doyle, 2013). I found a website that shows using Socratic questions in an interview could open up people into being broader with their answers. The types of questions I would ask would more of the probing types like, “What else could we assume?” or “Do you agree or disagree with…?” I may even ask, “How can I be sure of what you are saying?” these are examples of probing rationale, reasons for evidence questions that I would ask (Minds, 2013). I think that drug testing should be for all job applicants. One has to remember that if you are going to work for a prestigious company like this one, that it would expected. Asking for an applicant’s credit check should be also be expected. If I am hiring for a position where I need a financial planner, and their credit report comes back very low, how do I as an employer expect that a person with a low score, be able to help others when they cannot even help themselves financially? Mr. Rosen needs to remember the EEOC and the repercussions of his pre interview process. Mr. Rosen needs to cover all bases and stay within regulation. This will keep him free from being sued, if he just follows the rules and gets the permission of his applicants he can do his job efficiently. It is all about saving money and time. Mr. Rosen would not want to end up with negligent hiring and end up with legal implications (Dessler, 2011). Jen References Dessler, G. (2011). A Framework for Human Resource Management. Upper Saddle River, NJ: Prentice Hall. Minds, C. (2013). Socratic Questions. Retrieved June 6, 2013, from Chingingminds.org: http://changingminds.org/techniques/questioning/socratic_questions.htm         Respond

The Tough Screener Nedra Pierce  6/6/2013 6:17:50 PM

Their methods of testing employees, this test is not given by a certified test provider is it a machine he brought out of an office supply store. Checking a prospects credit history, if the credit check is not going to directly affect the person’s job then there is no reason to do a credit check. Also the individual has to be informed of the credit check before it is done. The credit check cannot be used against the individual when it comes to hiring them. A person’s workers compensation history is not part of the hiring process. Looking into a person’s background without their knowledge is against the law. Selecting the right person for the job is very important for several reasons. You want people that are serious about what they do. Employees behave the way they see their supervisors behave. That is why it is so important for leaders to walk the talk, meaning lead by example. To help you learn how to hire the best, it is important to learn about effective hiring and selection skills. Conducting a job interview looks easier than it is. And that’s the problem. According to studies based on the employment records of thousands of management and line employees, there is little or no correlation exists between the “positive reports” that emerge from the typical job interview and the job performance of the candidates who receive those glowing reports. However, this correlation goes up dramatically whenever interviewing becomes a structured, well-planned process – one that’s integrated into an organization’s overall staffing practices (Lindenberger). No one wants to waste money on hiring someone that does not fit the position. Why send a person through training and they are not able to perform the job that is why Mr. Rosen was so strict even though he did a few things that were illegal and unethical he did not want to waste time on someone that would not fit the position. Reference: Dressler, G. (2011). A Framework for human Resource Management, Prentice Hall, Upper Saddle River. http://www.businessknowhow.com/manage/hire_best.htm.  Visited on June 6, 2013. info@lindenbergergroup.com. Visited on June 6, 2013. www.lindenbergergroup.com. Visited on June 6, 2013.

Willie Hooks  6/6/2013 6:34:21 PM

1. What specific legal problems do you think Rosen might run into because of his firm’s screening methods? How would you suggest he eliminate these problems? There are a couple of specific problems with what Rosen is doing. First, he will need to conduct a test validity study of the honesty test and make sure that it is useful and that it does what it says it does. This is because test validity answers the question; does this test measure what it is supposed to measure (Dessler, 2011). There are three problems with the credit check: First, he needs to get the applicant’s permission for the check and allow her to see the results, if she desires.  Second, he needs to demonstrate the business necessity of such a check, and third, he needs to conduct a study to assure that it is not having an adverse impact. The Fair Credit Reporting Act (FCRA) imposes a number of requirements on employers who wish to investigate applicants for employment through the use of consumer credit report or criminal records check. This law requires the employer to advise the applicant in writing that a background check will be conducted, obtain the applicant’s written authorization to obtain the records, and notify the applicant that a poor credit history or conviction will not automatically result in disqualification from employment (www.eeoc.gov/laws). Screening out candidates based on workers’ compensation claims is a violation of the ADA by discriminating against qualified individuals because of disability in all aspects of employment. Discriminating against those with driving violations is also very questionable, but if the state has the “ban the box” law, then the driving record would never surface until the applicant is a finalist for the job.   Dessler, G. (2011). A Framework for Human Resource Management. Upper Saddle River, NJ: Prentice Hall. http://www.eeoc.gov/laws/practices/inquiries_arrest_conviction.cfm

 

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This is a voice thread must be only 3-5 minutes long ONLY!!!

See attached Informative speech for my topic and what I gathered.

NO Et. AL References allowed!!!!!!

You will be required to conduct research, synthesize information, and remain objective about your topic. My topic is Herbal Medicines.

 

· The tone and messaging of the presentation should stay informative. Although you can bring yourself into the speech (making it personal), make sure you don’t share any opinions on your topic or try to convince your audience of anything. You should create a thesis statement that supports this and remains objective.

· You should document at least three quality sources in a references list, parenthetically on the outline and orally during the presentation.

• Websites should be from reputable well-respected      experts/resources in your topic area.
• Your presentation should have a fully developed      beginning, middle, and ending.
• Extemporaneous delivery is expected for this      presentation. (Have a strong introduction and conclusion prepared, while      relying on limited notes during the body of your speech so that you are      making lots of eye contact throughout.)

 

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