Treadway Tire Case Study
1. Evaluation of Treadway Tire’s Current Hiring Policy
The current hiring policy of the company is chaotic and inconsistent. There seems to be no rationale behind the hiring of Line foreman even though it’s a very crucial position. This is evident that the transfer and internal hiring is very much influenced by the union and not on merit; there is a preference on quantity over quality. This policy is demotivating other potential workers in the company as they don’t see a chance of future career growth. . The externally hired workers are not trained enough to tackle the conflicts and day to day working problems.
The hiring plan seems to be that of a short term hiring, no succession planning and no talent management. The FLT doesn’t seems to be productive enough to find out right candidate. It may be outdated or lack certain components which can help managers to judge the capability of the candidate. Mainly, it is situational interview that is being used in which the candidates are asked to …show more content…
“As of December 2006, when Wall joined the Lima plant, its foreman came from three sources: The majority (80%) were internal promotion of Lima’s unionized workers; a second group (16%) were young graduates from local colleges; and a select few (4%) were experienced foremen transfers from other Treadway Plant”. Internal hiring works well when potential candidates exist within in the organization and when things are running smoothly. Whereas in Lima’s case it seems that promoted workers do not have desired skills and qualification for smooth running of operations. Also, promoting the hourly workers is a costly option as they will demand higher pay and benefits. So, by reducing the internal hiring or unionized labour, we can not only ensure the transparency but also cost can be reduced and better candidates can be
The current hiring policy of the company is chaotic and inconsistent. There seems to be no rationale behind the hiring of Line foreman even though it’s a very crucial position. This is evident that the transfer and internal hiring is very much influenced by the union and not on merit; there is a preference on quantity over quality. This policy is demotivating other potential workers in the company as they don’t see a chance of future career growth. . The externally hired workers are not trained enough to tackle the conflicts and day to day working problems.
The hiring plan seems to be that of a short term hiring, no succession planning and no talent management. The FLT doesn’t seems to be productive enough to find out right candidate. It may be outdated or lack certain components which can help managers to judge the capability of the candidate. Mainly, it is situational interview that is being used in which the candidates are asked to …show more content…
“As of December 2006, when Wall joined the Lima plant, its foreman came from three sources: The majority (80%) were internal promotion of Lima’s unionized workers; a second group (16%) were young graduates from local colleges; and a select few (4%) were experienced foremen transfers from other Treadway Plant”. Internal hiring works well when potential candidates exist within in the organization and when things are running smoothly. Whereas in Lima’s case it seems that promoted workers do not have desired skills and qualification for smooth running of operations. Also, promoting the hourly workers is a costly option as they will demand higher pay and benefits. So, by reducing the internal hiring or unionized labour, we can not only ensure the transparency but also cost can be reduced and better candidates can be