Discussion question 1:
The problem with Maples Leaf Shoes Ltd. was that the company did not have an experienced, qualified, skilled and knowledgeable manager to deal with the company’s day-to-day human resource activities like union negotiation and recruitment. A human resource manager plans strategies and handles the short and long-term challenges facing the company’s increasing global completion, increasing labor and production cost, managerial training and development for employees.
Maple Leaf Shoes Ltd. should recruit a human resources manager who would be the first contact with the company and the last person to meet with upon leaving the company. A …show more content…
Even though Robinson is only 35 years, he has seven years of progressive leadership experience in Human Resources positions. In addition to that, he fully energetic and enthusiastic and was the only one with a CHRP certification and extension courses in new information technology and Internet.
On the other hand, Arthur Dougherty, Jane Reynolds and Michael Anderson were also short-listed for the Human Resource Manager position and were called an interview. Anderson was quite old (53 years of age) and had an experience 34 years, out of which 5 years he worked as an Assistant HR Manager. Though he was a reserved person he was someone who could take charge and needed autonomy in his work place. This was something that Clark was not looking forward to.
Arthur Dougherty displayed the best interpersonal skills among the four. His experience was mostly in sales (roughly about 15 years) and now wanted to move to HR. Hiring Dougherty as the HR Manager would not be a very good decision.
The last applicant, Jane Reynolds, though she was very active, competent and always working on one project or the other she was not the right fit (P – O fit and P – J fit) as HR Manager as she did not hold any senior administrative position until then.