Answers to Discussion Questions
1. Based on the information given in this case, what education, experience, job skills, and other competencies would seem to be required for the future human resource manager of Maple Leaf Shoes?
The person selected as human resource manager in Maple Leaf Shoes should be able to immediately attend to some of the pressing problems and prepare the organization for the turbulent years ahead (mainly because of increased competition, potential for expansion and growth, dealing with a work force that is becoming increasingly unionized, etc.).
This means that the new incumbent should possess: • a sound training in human resource management techniques
• considerable experience in a somewhat similar setting
• good “people management skills”
• the ability to lead tough negotiations with unions
The person should be a self-starter with considerable vision and be able to introduce systems and procedures in the organization.
2. How do the various candidates rate on these factors you identified?
The profiles of the four major candidates indicate that no one possesses all these qualities to a very great extent. However, the firm has to make a decision quickly as the new incumbent must begin contract negotiations with one of the unions soon. This raises the difficult question: whom to hire?
To complicate matters, there is not a whole lot of agreement among the three interviewers regarding the candidates. They seem to agree only on one thing, namely, Robinson is not the best candidate! While
Robinson has a number of years of experience in human resource management work, it is mainly in service and the public sector where job demands are somewhat different. Working for a township is qualitatively different from working in a shoe company. The major argument in his favour is that he is black and that by hiring him the firm will be sending out a message to its work force and the larger community that it favours minority employment. However, Robinson's lack of formal training and inadequate experience should prevent him from being a serious contender for the job. Note that his “people skills” are also probably not very great, as indicated by the impressions formed by the interviewers. It should be noted that he has been active in a number of social activities and was a sportsman at college. It could very well be that he is a great team player.
Dougherty is just the opposite to Robinson in the matter of dealing with people. This, in fact, seems to be the major strength of his candidacy. He has also worked for over five years in the human resource management area, though mostly in a clerical capacity. Dougherty is primarily a salesperson (16 years of sales experience) and this probably shows during his interview. In total, he has done four non-credit courses in the human resource management area. It is debatable whether this is adequate, considering the firm's present and future challenges. The impression one gets is that Dougherty is unlikely to start very many new human resource systems and procedures.
Anderson and Reynolds are probably the two most promising candidates for the job. Anderson has several years of experience in a managerial capacity including five years as assistant human resource manager in a grocery store setting. Reynolds has eight years of experience in the HR area although not in managerial capacity (her title is only that of a human resource assistant; however, in the absence of a human resource manager in the firm, she probably has equivalent responsibilities of an assistant manager). Anderson is a self-starter and seems to have many years of
Chapter 6 Selection
administrative experience. He has also done extension courses in human resource management. Reynolds is the only one (if you do not seriously consider Robinson for the job) who has a degree in an area which is relevant for human resource management, has done extension courses, seems quite bright (Dean's List), and by nature is a mover (started several new systems since coming to Maple Leaf Shoes). Above all, she also has relevant experience, since she knows the company well. There is also the matter of her leaving the company if Anderson is hired over her.
The personal details of the candidate are probably irrelevant for the purpose of selecting human resource management. The student should realize that these can't, in any case, be used for selection purposes, as this can create new criticisms of discrimination. However, the president's reservation about Reynolds has to be respected since he will have to work with the new hire closely.
3. What is your evaluation of the selection process employed by the firm (especially Robert Clark) in this instance? If you were in charge, would you have done anything differently? How?
The case does not describe the interview process used in selecting these candidates, but Robert Clark could have made his decision easier had he conducted a behaviourally based interview. Also, there was apparently little agreement on the selection criteria among the four other managers, who conducted their own interviews. A job description and a job specification should have been given to all the interviewers.
One possible solution may be to defer a hiring decision until the first contract negotiations with the union are completed. Reynolds should be asked to lead the
negotiating team and informed that successful completion of the bargaining could lead to her being appointed as the new human resource manager. This will reduce the likelihood of her leaving the firm now. It could provide an opportunity for Clark to test her out before making the hiring decision. Hiring Anderson and in that process losing Reynolds will not be desirable for the firm right now, considering the number and criticality of the challenges facing the firm.
4. Among the candidates, who (if any) would seem to be suitable for the position? What are the issues you should consider and trade-offs you should make when selecting one of these candidates for the position?
Students will give different answers to this question. Some will suggest Steven Robinson, who has experience in HRM, is black, and thus may present a great opportunity for the company to demonstrate being an “equal opportunity employer.”
Jane Reynolds is probably the most suitable candidate, given that she has practically done the HRM job at Maple Leaf Shoes for two years in the absence of a human resource manager. She knows everyone in the company, including the union representatives, and may be able to conduct the bargaining process, perhaps with the assistance of a negotiation professional. Time is a major concern in this case. One would expect that a new human resource manager would need perhaps a year to “learn the ropes,” which means that an outsider may not be effective. Appointing a woman manager would indicate equal opportunities for women, signaling a change in the company’s policies.