2.7 Imaginary case study The intricate connection between the different phases of the employment process can be demonstrated through an imaginary case study. Redington RDS is an oil company that has developed a revolutionary new way of refining oil. Numerous new positions have thus opened up in the company. To address this change, the company will first need to conduct a job analysis for each new position. The information obtained from the job analysis will first be used to contribute to job evaluation and then to workforce planning. Next, they will use the information from the previous three phases to assist in recruiting, selecting, and ultimately training and developing new employees. Performance management will be both the last and first step as information from it will be filtered to the previous stages. In conclusion, it is clear from the previous discussion that all stages of the employment process form an interconnected network where any change in one stage will undoubtedly affect the other stages. Or, to put it more simply, it boils down to a systemic approach to the employment process.3. A Systematic Approach to Human Resource NeedsThe main problem facing Monomotapa Mining right now is the lack of a systematic procedure for anticipating and responding to human resource needs. This is evident for two reasons. Firstly, following the reformulation of the mission, objectives and strategy, changes will need to be made to the current workforce. Secondly, with 30% of the workforce expected to retire in the next two years, plans will need to be put in place to replace them with capable people so that the organization does not add further losses to the losses of the previous three years. .... half of the paper ......rnal of industrial psychology, 28 (1), 60-66.Skills Development Amendment Act 37 of 2008.Skills Levies Act (Act 9 of 1999). Government Gazette, 406 (19984), Cape Town: Government Printer.South African Board of Personnel Practices. (2014). South African National Human Resources Standards. Weatherton, B. L. (2008). Income level and value of non-salary benefits for employees. Journal of Employee Responsibilities and Rights, 20(4), 291-300.Weathington, B.L., & Tetrick, L.E. (2000). Compensation or Entitlement: An Analysis of Employee Perceptions of “Marginal” Benefits. Journal of Employee Responsibilities and Rights, 12 (3), 141-162.Zobal, C. (1998). The “ideal” team compensation system – an overview: Part I. Team Performance Management, 4 (5), 235-249.Zobal, C. (1999). The “ideal” team compensation system – an overview: Part II. Team performance management, 5 (1), 23-45.