Case 2.2 A Remarkable Turnaround Carol Baines inherited her late husband’s business butwas inexperienced in the affairs of of the company. The company was an office supply store located in a city with a population of 200,000 people. It is quite a small company with employee strength of 5 only and made sales of about 200,000 a year. However, over the years, the company did not experience ant remarkable growth and therefore started feeling the pressure of advertising and lowering process. However, on the process of restructuring, carol spent 6 months familiarizing herself with the employees and the operations of the company. Another step she took was to do a city wide analysis of companies that had reason to buy office supplies.
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He mainly gets the applicants to be employed as credit analyst at colleges (graduating students). He has been doing this for more than 10 years and enjoys his job. However, in one upcoming season, the management of the bank increased pressure on Pat to be watchful about whom he recommends for hiring since about 25% of the newly hired quits the job within a short time. Their departure makes the company to loose training dollars and strain staff who remain. It is obvious that some new hires may leave, but the present situation became uncomfortable for the executives, thus questioned Pats recruitment and hiring …show more content…
The bank actually want to hire people who could be groomed for higher level leadership positions. The bank is also interested in skills that would allow individuals to advance to higher management positions as they progress. Notably, Pat feels that he has been selecting the right people to be leaders at the central bank since he considers qualities such as: interpersonal skill, confidence, poise and initiative, sense of confidentiality, strong analytical and technical skills.
Based on the ideas described in the trait approach, do you thinkPat is looking for the right characteristics in the people he hires? I would say that Pat was looking for the right characteristics good traits of employees, but not so much of leaders that would rise to upper management. His criteria seem to be out of place as it can be matched with that of Stogdill’s leadership traits of 1974. However, it is my thought that if he updates his criteria with more emotional qualities such as Zaccaro, et al. (2004) he would make a better retention of new hires.
Could it be that the retention problem raised by upper management is unrelated to Pat’s recruitment
He mainly gets the applicants to be employed as credit analyst at colleges (graduating students). He has been doing this for more than 10 years and enjoys his job. However, in one upcoming season, the management of the bank increased pressure on Pat to be watchful about whom he recommends for hiring since about 25% of the newly hired quits the job within a short time. Their departure makes the company to loose training dollars and strain staff who remain. It is obvious that some new hires may leave, but the present situation became uncomfortable for the executives, thus questioned Pats recruitment and hiring …show more content…
The bank actually want to hire people who could be groomed for higher level leadership positions. The bank is also interested in skills that would allow individuals to advance to higher management positions as they progress. Notably, Pat feels that he has been selecting the right people to be leaders at the central bank since he considers qualities such as: interpersonal skill, confidence, poise and initiative, sense of confidentiality, strong analytical and technical skills.
Based on the ideas described in the trait approach, do you thinkPat is looking for the right characteristics in the people he hires? I would say that Pat was looking for the right characteristics good traits of employees, but not so much of leaders that would rise to upper management. His criteria seem to be out of place as it can be matched with that of Stogdill’s leadership traits of 1974. However, it is my thought that if he updates his criteria with more emotional qualities such as Zaccaro, et al. (2004) he would make a better retention of new hires.
Could it be that the retention problem raised by upper management is unrelated to Pat’s recruitment