NGAGING GRADUATE EMPLOYEES ( the module called principles of humman resource and management )
ENGAGING GRADUATE EMPLOYEES
You are just completing a six-month internment, within a busy recruitment department of a well-known advertising agency. Every year, the agency takes on approximately 20 about-to-be-qualified marketing and media graduates onto the two-year graduate development programme to sustain levels of talent and creativity in the organisation and support future resourcing requirements.
Recruitment onto the graduate scheme is always a busy and exciting time, as typically 225 applicants will be reduced down to 20 successful new recruits. This process involves completion of a 2 day assessment centre along with a series of interviews and visits to client sites, when the graduates are a?wined and dineda in a variety of plush venues, and meet up with a range of senior staff members, who talk about success, talent, innovation, money and progression. The process is tough and the organisation has high expectations.
Once started, the new graduate recruits have to undergo a short induction programme before being placed in a designated department to begin their graduate scheme. Suddenly, the idea of success, talent, innovation and progression, seems very far away, as graduates are engaged in mundane and boring work which includes filing, answering the telephone, sending emails and running errands. They are not allowed to do anything on their own, and have no opportunities to get involved in anything remotely interesting. There is no sight of the senior staff that they saw on recruitment, nor the plush venues, which have been replaced by rather dingy offices. Having experienced a great sense of achievement at being offered a place on this scheme, the graduates have come down from their high to a reality, which is disappointing to say the least.
Most evenings, the graduates work quite late, trying to clear a backlog of work, which they were unable to complete during normal office hours. On occasion, they have also been required to go in on a Saturday, under the suggestion, that it would look good for their future progression. There seems to be no escape, as they can be contacted day and night on their organisational blackberry, which seemed like a great perk on day 1.
It has been six months now, and there have been no signs of any training or development courses or any new workplace opportunities, less so, any chance of using their creative skills; still, at least the money is good. But a few graduates have started having days off and they are feeling reluctant to offer to help out and do any extra work.
What should the graduates do now? Should they wait and see if things improve, or should they start looking for other opportunities, so that they donat waste time and stifle their own career progression. The problem is that the graduate employment market is very difficult at the moment, with one in five graduates not in work, and things are not set to improve in the short-term. Also, advertising is quite a fickle industry; I wonder if the organisation thinks that they can get away with things, because graduates have nowhere else to go?
At the end of your internment period, you are required to produce a 2,000 word paper on an aspect of your work experience, and you have decided to focus on the graduate development programme, with a special emphasis on the psychological contract and employee engagement which you had recently read about in the cipd People Management magazine. As you are hoping to use this paper to support your application onto postgraduate study, you know that it must be underpinned by valid academic research around the topic areas. You have two tasks that you need to complete for this paper:
a) To examine the state of the psychological contract and its impact on employee engagement for the recent recruits on the graduate development scheme
b) To make recommendations for changes, providing justification for your proposals
Coursework assessment criteria
The submitted work should show a balance between theory and its practical application and will be marked against the criteria below. Please include a word-count on the front cover.
Theoretical knowledge and application 40%
Critical analysis and evaluation 40%
Research and referencing 10%
Structure, layout and presentation 10%
please make sure all the information and referencing is up yo date (2011) all of them please it has to be new and up date all the sources, and please make sure you read the case study the one posted on the (assignment criteria)please please make sure you do it.
The coursework consists of a 2,000-word assignment, based on the case study below. Please read the case study brief and base your assignment on the tasks identified at the end. Please refer to the assessment criteria provided along with the seminar guidance on case study analysis and assignment structure. PLEASE MAKE SURE YOU ANSWER THE QUESTIONS PLEASE IT IS VERY IMPORTANT.