Case Study #15 Attracting and Retaining Millennials Cango Distribution is a large rapidly growing multinational transportation, logistics, and delivery company. The company has administrative office in Toronto and New York with about 150 and 500 administrative employees, respectively. In addition, the company ha delivery depots in over 200 cities in North America (as well as other depots around the world). There are about 1,500 employees distributed in depots across Canada and another 6,500 employees across the United States (and a total of about 30,000 employees worldwide). Hiring for field operations (e.g. linehaul drivers, couriers, dispatchers, customer service agents, data systems agents, customs brokerage agents, package handling/sorting, warehouse operations, and so on) is done a local depots, although policies and procedures are developed at the head offices and recruitment s also centralized (e.g. websites, advertising, and posting jobs). Job listings are up 180 percent in the transportation/logistics industry as a whole and, given the rapid growth of the company and industry demand, Cango will have strong competition from other organizations in recruiting new talent and the company expects the bulk of new hires to come from the millennial generation 9i.e. those born between the early 1980s and the early 2000s). In addition to the enrollment challenge, Cango is concerned about maximizing retention. Retention is an important concern because preliminary research suggests that millennials are likely to be job hoppers. According to statistics, most millennials will have 10 jobs by the time they turn 38. For Cango, expending resources to hire employees who stay only a short time is not cost-effective A relate concern is the reputation millennials have as the instant gratification generation. According to a survey by I Love Rewards, two-thirds of millennial responders indicated they want to be rewarded early and often for their individual efforts. Razor Suleman, the Chief Executive and Founder of I love Rewards, indicates the expectations of millennials will likely exceed the reality of entry-level jobs. That leaves recruiters with the challenge of getting potential hires excited about the company without painting too rosy a picture. Until now, Cango has left the hiring process to the local depots. However, the company is concerned that this has resulted in rather haphazard selection procedures which often result in poor hiring decisions. Cango wants to standardize selection procedures by implementing new testing procedures, as well as, structured interviews that would be used across all depots. The company hopes that the new selection procedures will not only improve its ability to select better performers, but also reduce the likelihood of turnover among its employees.

THEORY APPLICATION 1. (atleast 2 thories such as attribution theory)

LIST OF POSSIBLE SOLUTIONS.

JUSTIFICATION OF PREFERRED SOLUTION..

EVALUATION OF PREFERRED SOLUTION..

subject - recruitment and selection