Maple Leaf Shoes LTD
The Maple Leaf Shoes Ltd is a middle manufacturer of shoes. The company has a president called Robert Cark who is also an important shareholder. It was in the process of looking of human resource manager after John McAllister was leaving the company for an improved position in Toronto (citation here, pp. 256). Maple Leaf Shoe has been known for a better recruitment process, it has though not been able to fill this position. It has received a number of applications; precisely 34, for the position who after some practice of screening done they were dropped to only nine and later four after an interview with Clark. It was after a series of interviews with the remaining four that he came up with recommendations for them. They were Michael Anderson, Arthur Dougherty, Jane Reynolds and Steven Robinson.
Maple Leaf Shoe Limited Company was experiencing several challenging situations that called for the filling of the position of human resource manager. Amongst them were the human rights violations as well as the negotiation of contracts with a union (pp. 260). The company was looking to transform itself for the future; it was growing and had projections that it was set to meet as well as shaping its image and required a human resource manager who was result-oriented and able to face varied challenging situations. The interview was conducted by the finance manager, marketing manager and production manager, with the choice to choose the manager left to Clark. All of the candidates had their relative strengths and weaknesses making the process to be very difficult. A number of trends were taken into consideration amongst them their experience period, skills, personal life and attribution by other workmates.
Questions
- Based on the information given in the case, what education, experience, job skills and other competencies would seem to be required for the future human resource manager of Maple Leaf Shoes?
With regard to the case, the relative competencies required for a new human resource manager of the Maple Leaf Shoes company would be result-oriented; the individual had to be able to handle unions or organizations. He or she should be in a position to redesign the jobs so as to cut down the costs of operations (citation here, pp. 260). He had to have the ability to solve or handle complaints that arose from the staffs as well as be able to handle a wide range of challenges they he or she may come across in the advancement of the firm.
The organization was developing and required a mover and shaker, again considering the organization’s management care; it was anticipated to improve by a rating of 3 percent annually for the coming five years and required management training much more than before. In general, the person had to be able to transform the company for the better and be in a position to withstand any challenge that he or the company may come across.
- How do the various candidates rate on these factors you identified?
With regard to these competencies, the candidates had contrasting strength and weaknesses. Michael Anderson had a rich and wide experience with excellent record in the places that he has worked; he has transformed the Corner Brook Arts and Crafts from bankruptcy to a success in planning and control models. He had the ability to take charge. However Anderson required freedom in his operations with limited interference (citation here, pp. 256). Another candidate was Arthur Dougherty who showed aspects of interpersonal expertise than any other candidate interviewed. In addition to his background of experience as a sales person as well as skilled in the shoe industry, he is seen as a person who can take up challenging situation very well, doubt however shown on his ability to lead as a well as being a catalyst (citation here, pp. 256-257). Jane Reynolds was very competent according to John McAllister, the prior human resource manager. She had the ability to solve challenging situations that she came across. Her attributes were however filled with doubt of leadership ability (citation here, pp. 258). Lastly, Steven Robinson was attributed to having the ability to change the image of the company (citation here, pp. 260). With regard to the company’s criticism on human rights violations, he was perfect considering he was African-Canadian. He had the energy to face any challenge directed to him and skills in technology trends. He was just what the company needed.
- 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 different/ How?
The selection process put in place was satisfactory considering that the process laid emphasis on past experiences, related skills and personal attributes which would be vital in the operations they transacted in the Maple Leaf Shoes Company. The selection process looked at the varied strengths and weakness of all the candidates; the strength would be vital in helping to note how competitive the person is while the weakness was relevant in noting what impact it may hinder her from meeting the future objectives of the company. Their personal live was vital in noting where their focus would be and if there would be any distractions. Opinions from former workmates added as second points of information sources. This was necessary in rating the candidate (citation here, pp. 256-260). If I was in charge I would apply the same strategy as it covered a wide area of research before coming to a conclusion on the best choice.
- Among the candidates, who (if any) would seem to be suitable for the position? What are the issues you should consider and tradeoffs you should when selecting one of these candidates for the position?
Steven Robinson would be much suitable for the position. In the selecting the new human resource manager, the process has to take into consideration the future objective of the company. That is to transform it for an effective and efficient transaction of duties which is not affected by personal or family matters (citation here, pp. 260). In addition to the skills, knowledge and experience, image mattered as this is what will sell the company.
SWOT Analysis
Strength
The company had been known to be great in terms of recruiting staff, which is vital for the development and operation of the company (citation here, pp.256). The company was growing and had better attribution from the public as noted by the very competent CVs that they received.
Weakness
The company had lost a very competent human resource manager in John McAllister who had gone for greener pasture. This meant that the company was unable to transact its operations normally. In the candidates that were being interviewed, they all had a series of strength and weakness that madeit very difficult to choose an outright person for the position (citation here, pp. 260). The company had been facing a series of challenging situations that called for a manager who would be able to survive this difficult situation for a better future.
Opportunity
Maple Leaf Shoes Limited Company was in the process of expanding as well as a series of contracts that had to be signed; there was contract negotiation due for a new plant that came up not long as well as a contract negotiation with a militant union. It was in attempts to grow its operations to other countries in Canada as well as other provinces (citation here, pp. 260). Maple Leaf Shoe was projected to improve with a three percent rating in the coming five years. It had recruited top performers who had the ability to meet the objectives of the company; this meant that it had a bright future at stake.
Threats
Maple Leaf Shoes Ltd had been facing human rights violation which could affect its ability to transact properly (citation here, pp. 260).Considering that it had very competent applicants who had varied strengths and weakness meant that the company had to be ready to handle the weakness of one of the human resource manager that the company would choose. With the company growing, there was the possibility that the selected manager may go for greener pastures if found to be working efficiently, hence the company losing again.
Reference
Part 3 Attracting Human Resources: Case Study Maple Leaf Shoes Ltd.
