00233E Writing A Case Study

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00233E Writing A Case Study

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00233E Writing A Case Study

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Course Code: 00233E
University: Griffith University

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Country: Australia

Question:

An Executive Summary aims to:
Provide a brief overview of the whole report so that executives or managers could read the executive summary alone without the accompanying report.
Allow the reader to quickly understand the information contained in the report persuade the reader that the document is worthy of being read.
Provide concise, complete, specific and self-sufficient information that can be understood in isolation.
How to write an Executive Summary
Write the executive summary in your own words, using a formal writing style. Avoid using jargon.
State the purpose/aim of the report. For example, the main purpose of this report is to……
Describe the procedure that you used. The methodology or analytical process used to process the data collected.
Provide the results of the study. The major findings may include a number of sentences. The recommendations (if applicable) should also provided.
Edit the summary to remove minor points; judgement is required to ensure that the summary is concise.
Remove unnecessary words and sentences. Check accuracy of grammar, spelling, sentence and paragraph structures.
Use formatting and graphics to highlight the message. Clarity of the summary can be improved through usage of bullet points and subtitles in the organisational structure. This will also make it easier for the reader to skim read.

Answer:

The purpose of this report is to bring into perspective issues, the causes of the issues affecting Finesse Consulting. It also brings into perspective a recommendation on alternatives to be adopted in order to overcome the issues brought into perspective. The report also provides a decision criterion that is to be adopted when making consideration on whether to adopt or reject a given alternative. Recommended solutions are also brought into perspective based on the combination of best alternatives which are derived from the decision criteria. Implementation and analysis of recommendations are also tackled in the report. In developing this report, information was acquired by watching the Finesse Consulting Background information video and the Finesse Consulting Business Case. More information was also obtained from various sources that contain information regarding the operation and factors affecting recruitment consulting companies and firms. There are three issues that are brought into perspective and discussed extensively in this report. These issues include issues relating to payment of dues, issues relating to following up activities, and poor terms of business. The causes of these issues have been identified to be the mutual connection between businesses and the aspect of not obtaining signatures from candidates as prove of representation. The report brings into a perspective alternative that can be used to solve this issues. These alternatives include the signing of consent forms by candidates as prove of representation, the development and adoption of a sound follow up strategy and key consideration on the reverse engineering process. The recommendations bring into perspective the benefits that Finesse Consulting will derive from the adoption of either alternative.
Issues
The first issue that Finesse Consulting is having is related to payment of dues. The indicator of this issue is related to the fact that after linking up a candidate with a client and advocating for direct contact between the client and the candidate, the invoice for this process is still outstanding. In this Finesse consulting has issues with payment due to the fact that the client company does not acknowledge its role in seeking placement for the candidate.  
The second issue that finesse Consulting is facing is related to follow up activities in regard to client responses. The company has not put in place mechanisms to guide the follow-up candidate placement with Client Company. It is due to this reason that the firm decides to opt for direct contact with the placement company when no response is received in regard to an application for placement of a candidate in a client company. In advocating for the direct contact, Finesse Consulting takes into consideration the aspect of the candidate being known to the client not taking into consideration the implications of this relationship on the firm’s activities and remuneration which essentially brings into a perspective negation of representation.
The third issue that Finesse consulting is facing is in relation to poor terms of business. This issue is brought into perspective by the fact that Finesse consulting had good terms of service with one business that is Path whereas they also had poor working terms of service with another that is Brisbane Business. This is contrary to the information provided from the background information whereas the chief executive officer of Finesse consultancy is depicted as an individual that believes in developing sound terms of business between employees, candidates, and clients.
Causes
The cause for the first issue is that Finesse Consulting did not have a solid way of convincing the client company of their role in enabling the candidate to secure a position in the company. The consulting firm that is Finesse Consulting facilitated most of the processes that are the interview processes, the assessments, and obtained references for the candidate. Regardless of the role, they played they did not have sufficient evidence to prove their role in enabling the candidate to secure a position in the Brisbane business. This is brought into perspective that the firm had no signature of the candidate to show approval that he was being represented by the Finesse. Therefore proving the essence of being remunerated is futile.
The second issue was caused by the fact that Finesse Consulting did not have a sound follow up policy. When they failed to receive a response from the client in regard to placement of the candidate, advising the client to make direct contact was not to be an option taking into consideration the aspect of the candidate being known to the business.  To add unto that the businesses in question had mutual connections. The firm had to be aware that such individuals had connections with directors and the directors had connections too, and therefore they were bound to participate in ensuring that the client obtained a position in the business and as a result negating the efforts of Finesse Consulting.
The third issue was caused by the fact that Finesse Consulting had not been engaged by the Brisbane business to facilitate any activity initially and therefore they had not developed any sound terms of business. Finesse did not even know if the company had a requirement in any position so that they could conduct a reverse marketing process. They considered that there was no need to reverse engineer the candidate due to the fact that he was known to the business.
Alternatives
The first alternative is to ensure that the company develops a policy that ensures that each candidate signs a consent form to act as a proof of representation. Obtaining candidate signatures is essential in ensuring that no question in regards to representation arises. In this scenario, Finesse Consulting’s invoice would not have been outstanding as the signature of the candidate on the consent forms would outweigh the word of mouth of the directors and Finesse Consulting’s invoice would not be outstanding. Bringing into perspective the signing of consent forms brings into perspective a particular level of formality and transparency in the activities of Finesse Consulting.
The second alternative is the development and utilization of a sound follow up policy. Sending a candidate who has requested your assistance to make direct contact with a client is unacceptable. It paints an image of inability to the client company. Therefore Finesse Consulting should make efforts to develop a sound system to follow up a situation where the client company has been silent for too long concerning candidate placement. Like in the Finesse scenario the follow-up policy would have brought into perspective an active role of the firm in obtaining a placement position for the company, and it would not negate its participation as the candidate making direct contact to the client company did.
The third alternative brings into perspective the candidate reverse engineering process. When the idea was brought into action, it had a solid reason for the same, and therefore its application should not be biased it should be applied to all candidates. However, the approach should be modified to accommodate the concept of individuals known to the company. This would help regulate the extent to which the candidates and the client companies interact and create boundaries between the role of the client company, the candidate, and Finesse Consulting.  
Decision Criteria

Alternative 1

Alternative 2

Alternative 3

Decision criteria

Weight
 %

Yes
1

Maybe
1/2

No
0

Yes
1

Maybe
1/2

No
0

Yes
1

Maybe
1/2

No
0

Costs (Decrease)

20

Maybe (10)

No (0)

No (0)

Chance of payment  (Increase)

25

Yes (25)

Maybe (12.5)

Maybe (12.5)

Reputation

20

Yes (20)

Yes (20)

Yes (20)

Universalism

5

Yes (5)

Maybe (2.5)

Maybe (2.5)

Productivity

15

Maybe (7.5)

Yes (15)

Yes (15)

Implementation
(simple)

15

Yes (15)

Maybe (7.5)

No (0)

Total

100

82.5

57.5

50

Recommended Solutions
Taking into consideration the percentages that each alternative has obtained from the decision criteria, the ideal solution will be a combination of alternative 1 and alternative 2. This is due to the fact that they have the highest percentage score. The alternative chosen present recommendation for the issues that arose in the Finesse Consulting scenario. The solutions are highly applicable to Finesse Consulting and can be relied upon to provide a solution to the current situation in the firm. When taking into consideration alternative two and three and the percentage scores that they depict, alternative two was selected since regardless of the difference margin it still has a higher percentage compared to alternative three.
A combination of alternative two and three could not be adopted because when looking at the solutions that the alternatives provide, they factor on the same challenges and therefore its adoption would leave some other issues that are affecting Finesse Consulting unattended. Which should not be a characteristic of an ideal alternative combination. Alternative two which has the highest percentage score was accepted firstly because it of the score obtained in the decision criteria. Secondly, it was accepted because it addressed the first issue that is it increased the chances of payment for services rendered by Finesse Consulting. And lastly it by extension addresses the second issue which has an impact on the company’s reputation, and this alternative focuses on improving the firm’s reputation. The level of simplicity of the first alternative is adoptable since the alternative could be easily implemented.
Alternative two was accepted because it has the second highest percentage score in the decision criteria. It also has a possibility of increasing the firm’s productivity which is gauged by the processes that a firm adopts and therefore by extension provides a solution to the second and third issue which are all related to processes adopted by Finesse Consulting. The implementation of this alternative is also ideal since it obtains a moderate score in the decision criteria.
Implementation and Implications
Alternative one and two will be easy to implement as they have favorable scores in the decision criteria specifically in the ease of implementation decision criteria. Both alternatives can be implemented as they are both favorable in ensuring that Finesse Consulting gets paid for the services they provide to clients. However, it is more ideal to implement alternative one since it guarantees payment for services. And not only does it increase the chance but because the adoption of both alternatives increases the costs borne by the firm. Finesse consulting can also seek to adopt alternative two only, but the benefits that can be derived from this alternative in regards to the chances of payment for services rendered are not as extensive as those of alternative one. And obtaining support from information obtained from the video containing background information about Finesse consulting the company focuses on generating more money in the long run. Alternative one also brings into perspective the aspect of universalism where people are not to be used as a means to an end. Its application solves the ethical issue that arose when the firm used the aspect of the candidate being known to the business and advocating for direct contact in order to obtain placement and in the long run expecting to be paid for the same.
The adoption and implementation of alternative two are based on the productivity and reputation of Finesse Consulting. Alternative two focuses on improving processes relating to following up activities on feedback from the client companies in regard to client placement. Having a sound system brings into perspective the ability of the firm to operate formally in the market taking into consideration ethical issues which include not taking advantage of relationships of candidates with the client companies. Which by implication is what an individual could perceive from the approach adopted by Finesse Consulting, although this may not have been the case. The adoption of alternative two also increases the productivity of the firm. By so doing Finesse Consulting will be able to derive more results from the activities they are involved in.
Alternative three is not under consideration for implementation since it has the lowest score in the decision criteria. However, if it were to be considered for implementation, it has advantages that Finesse Consulting can accrue. The level of benefits that the firm can accrue relating to the chance of payment for services rendered is more of the same as those that are accrued in alternative two.  Its impact on Finesse Consulting is similar to that of the alternative one and two. However, when the alternative is adopted and implemented its impact on productivity individually surpasses that of the alternative one.
References
Adler, Lou . 2013. Hire With Your Head: Using Performance-Based Hiring to Build Great Teams. John Wiley & Sons.
Baaij, Marc . 2013. An Introduction to Management Consultancy. SAGE.
Brown, Jane Newell , and Ann Swain. 2012. The Professional Recruiter’s Handbook: Delivering Excellence in Recruitment Practice. Kogan Page Publishers.
Compton. 2009. Effective Recruitment and Selection Practices. CCH Australia Limited.
Elvy. 2016. How to Become a Consultant. Springer.
Mahoney, Joe. 2010. Management Consultancy. OUP Oxford.
Mahoney, Joe, and Calvert Markham. 2013. Management Consultancy. OUP Oxford.
Nathan, James . 2014. Recruiting to Win: A Truly Commercial Introduction to the World of Recruitment. Lulu.com.
Newton, Richard . 2012. The Management Consultant: Mastering the Art of Consultancy. Pearson UK.
Swain, Ann . 2009. The Professional Recruiter’s Handbook: Delivering Excellence in Recruitment Practice. Kogan Page Publishers.
Thompson, Vince, David Russo, Rusty Rueff, Hank Stringer, Cathy Fyock, and Martha Finney. 2013. Find (and Keep) Top Talent for Your Business (Collection). FT Press.
Tillman, Frank, and Tillman Deandra Cassone. 2012. A Professional’s Guide to Decision Science and Problem Solving: An Integrated Approach for Assessing Issues, Finding Solutions, and Reaching Corporate Objectives. FT Press.
Watson, Anne . 2010. The Definitive Job Book: Rules from the Recruitment Insiders. John Wiley & Sons.

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