1) Apply relevant HR concepts and theories to your analysis; 2) Identify the underlying reasons for the problem(s) and recognize the complexity of the issues; 3) Provide recommendations and/or conclusions that are consistent with academic theory and your analysis; 4) Provide specific examples from the case to illustrate your points; 5) Have a well-structured and clearly-written analysis.Case study: The ideal staffing officer “We have a problem, ‘said Bob, “We are hiring the wrong people. Where did it all go wrong?” AutoAccess is the manufacturer of automotive accessories. The accessories make are generally ‘extras’, not safety fittings such as seat belts or air bags. However, AutoAccess feels that these extras assist drivers to relax and concentrate on their driving. They have a philosophy of being in business to assist people to travel in comfort and with greater safety. AutoAccess has also adopted a more people-focused approach to the way it does business in the last few years. This includes identifying people who will fit into a highly cooperative, multi skilled, empowered and flexible work force. Over six months ago, after successfully gaining several new contracts, it became obvious that AutoAccess would need to employ 70 more members of staff within six weeks and that they would need to recruit at least another 380 employees over the coming 12 months. The staffing activity at AutoAccess was going to need much more time and attention from HR than usually received it respective line areas were to meet their targets as a results of the new contracts. After a delay in hearing of their success in landing major supply contract, AutoAccess had to act quickly to employ an additional member of the HR staff to support supervisors of all areas in ensuring they had the staff they needed to deliver on time. AutoAccess knew they needed a Recruitment and Selection Specialist and having met Georgia Banks at several HR-related events, Rhonda Thomas, the HR manager suggested that they contract Georgia and see if she would be interested in the position. Bob Deakin, the managing director, asked Rhonda why she was so quick to recommend Georgia. “Bob she’s a staffing specialist. The call centre she has been working at for the last three years grew extremely quickly. With three shifts, seven days a week, 52 weeks a year and as many as 80 people on duty during those shifts you don’t need a high turnover rate to be constantly recruiting and selecting staff in that environment. She claims to have no problem attracting more than enough applicants, enabling them to pick the best from a sizable pool. ‘OK,’ said Bob. ‘Anyone who can succeed in recruiting that many people has got to be good.’ Within four weeks, Georgia has commenced her role at AutoAccess. Using the recruitment techniques and contracts she had used to at the call centre, she had soon attracted over 150 applicants and the 70 new members of staff were inducted, trained and ready to start on time. As well, she hadn’t been the least concerned when Rhonda told her that the pressure was on and that they would have to put on 25 new people each fortnight for the next 18 weeks. ‘No problem,’ said Georgia. ‘I’m used to it. I know how to attract the right people.’ Six months later, though, things weren’t going well. Meeting their contract commitments was proving a real problem for AutoAccess because productivity of the new employees hadn’t been what they expected and they had already lost 15% of the group of 70, the first new employees that Georgia had located. Supervisors were also complaining that the employees recruited recently weren’t setting in well and that they weren’t performing to the required standard. David, a very experienced supervisor, commented: they just don’t seem to be the right sort of people for our environment; nice enough people and smart enough, too, but they’re like fish out of water.’ Bob called Rhonda into his office. ‘What’s going wrong, Rhonda? Your star doesn’t seem to be getting the results she is famous for.’Questions: 1. Can you suggest how this situation may have come about? 2. Can the same recruitment sources be used for every industry and for every role? 3. What does this situation tell you about matching people to the organisation’s culture as well as the job?