Recruitment Case Study
Central Problem
Since the takeover of Mansini’s company by a national conglomerate, emerging challenges of Maple Leaf Shoes Ltd. has presented an urgent need for a Human Resources Manager who possess core skills and extensive experience in human resources to handle the short term as well as long term needs of the company. The increasing global competition, labour and production costs, managerial training and employee development activities faced by the company are issues that needed immediate attention, all of which can be handled only by a full time HR manager whose sole responsibility was to manage the hiring, orientation, training, appraisal and compensation of employees.
As of recent, John McAllister the former HR manager has resigned and Pat Lim, the General Manager of Marketing, is now temporarily undertaking HR responsibilities. Unfortunately, Pat Lim does not possess proper qualifications and necessary experience to address the HR needs of the company. In addition, because Pat Lim’s job as marketing manager requires being away from the office (doing national and international marketing activities) majority of the time, his functions as a temporary HR manager is naturally second priority. This resulted to majority of the urgent issues faced by the company piling up rather than addressed quickly and efficiently.
**Also a problem with regards hiring a new Human Resources Manager is the seemingly resistant attitude of employees toward past HR managers, both of whom did not have very good reputations with Maple Leaf employees.
Background
In 1969, Mario Mansini founded Maple Leaf Shoes Ltd., a medium-sized
manufacturer of leather and vinyl shoes located near Wilmington, Ontario.
Mansini adapted a paternalistic style of management and was involved in
most of the decisions made within the company. He put people first and
regarded them as more important than documenting company systems and
putting organizational procedures in place.
Since the takeover of Mansini’s company by a national conglomerate, emerging challenges of Maple Leaf Shoes Ltd. has presented an urgent need for a Human Resources Manager who possess core skills and extensive experience in human resources to handle the short term as well as long term needs of the company. The increasing global competition, labour and production costs, managerial training and employee development activities faced by the company are issues that needed immediate attention, all of which can be handled only by a full time HR manager whose sole responsibility was to manage the hiring, orientation, training, appraisal and compensation of employees.
As of recent, John McAllister the former HR manager has resigned and Pat Lim, the General Manager of Marketing, is now temporarily undertaking HR responsibilities. Unfortunately, Pat Lim does not possess proper qualifications and necessary experience to address the HR needs of the company. In addition, because Pat Lim’s job as marketing manager requires being away from the office (doing national and international marketing activities) majority of the time, his functions as a temporary HR manager is naturally second priority. This resulted to majority of the urgent issues faced by the company piling up rather than addressed quickly and efficiently.
**Also a problem with regards hiring a new Human Resources Manager is the seemingly resistant attitude of employees toward past HR managers, both of whom did not have very good reputations with Maple Leaf employees.
Background
In 1969, Mario Mansini founded Maple Leaf Shoes Ltd., a medium-sized
manufacturer of leather and vinyl shoes located near Wilmington, Ontario.
Mansini adapted a paternalistic style of management and was involved in
most of the decisions made within the company. He put people first and
regarded them as more important than documenting company systems and
putting organizational procedures in place.