Analyze the five human resource planning phases utilized by Karabo's group. Provide illustrative Wellington-based examples throughout all five steps. Mass Recruitment On the big day, Karabo got to work at 5:00 a.m. She was responsible for getting the recruitment team ready for the initial newspaper ad. Participated in Wllingtons's first plant construction over the past two years. Karabo planned HR for several months in advance and discovered she needed to fill sixty more positions within six months. Thirty personnel were hired for manufacturing, fifteen for service engineering and support, eight for office help, three for sales, and four for a new call center. There would be two of the best advisors available. Call centers are established by account executives and operational experts. Thembinkosi Ncube, a manager there, was in charge of a group of call-center agents. Manager with relevant experience is brought in from within the industry. All positions at Karabo, with the exception of senior advisor and operational consultant, have detailed descriptions and requirements. She and Thembinkosi worked on occupational assessments to develop skill sets tailored to the specific demands of these jobs. The operational consultants emphasized leadership, educating, problem-solving, and delegation, while the senior advisors emphasized persuasion, strategy, and presentation. Karabo reasoned that a recruitment firm would be necessary for such a big hiring drive. They were handpicked because of their familiarity with the area. That's how we built the site. However, she was cognizant of the fact that manufacturing layoffs had hampered the local economy over the course of the previous year, thereby slowing recruitment. Since she was unhappy with the beginning of the recruitment process, she decided to go without the help of an agency to save money (in the future, around R1,150,000). Of course, she required assistance. As a result, she put together a small "year-out" team. An undergraduate majoring in business studies who had been given several projects three months prior and quickly completed them to demonstrate knowledge of the business and its needs; an early-retired ex-HR manager (whom she had met at a conference) who was willing to accept a six-month part-time brief at a reasonable cost; and a staff member who returned from maternity leave and requested to work from home. There would also be a reliance on temporary and agency administrative staff. Karabo had first made the announcement about the site expansion three months before. At least one bulldozer could be seen chugging along. She described the openings, along with application instructions, due dates, and selection procedures, in the subsequent issue of the magazine. She also elaborated on the referral bonus program for long-term hires made on the recommendation of current employees. However, applications filed in this manner were assured of being accepted. Despite the fact that they were assured of a meeting. Karabo erected a massive signboard at the site's gate on a major thoroughfare, detailing available positions and offering welcome packets to visitors. Dates were designated. Saturday mornings and evenings were left open for casual chats. Karabo set up a localized network. We contacted the HR managers of local businesses affected by recent layoffs or relocations, providing them with recruitment materials. She had arranged to meet with the company's advertising firm two months prior to have them design a series of ads to run in the local newspapers. The application for the call center worker post was two pages long. Team logs need an extra form to record how they measured up to the necessary skills. CVs were discouraged due to the high volume of applications. Ads and other recruitment methods resulted in 900 applications. Newspaper ads and open houses had the highest response to selection ratios, which Karabo later proved to be the most successful aspect of a recruitment effort. Without the processing time, the extra effort was worth the expense. 12 roles were filled through employee referrals. Question 1 (35-Points) Karabo needed to add sixty roles within six months, and after two months of human resources planning, she realized this. Examine how Karabo's team used each of the five stages of human resource planning. Include Wellington-specific examples wherever possible within these five steps