STUCK AT THE BOTTOM?
Sudhakar has been en employee at Consumer Electronics (C.E.) for thee years. He has worked in the ware house since his first day with C.E. and has seen most of his co-workers get promoted to sales and beyond. Consumer Electronics has a promotion from within policy. All of
the current sales staff started working in the ware house. Before they moved into sales, though, most of them took courses at a local community college in Sales and Marketing, and some even took courses in electronics repair and maintenance. The company does not formally require such courses of its sales people and does not reimburse them for their tuition costs.
Sudhakar does not think he needs these courses. He has tinkered with electronic devices since he was in school, so he is sure the electronics courses would be a waste of time. Further more, he worked in sales at a
furniture retailer for a year and half before he got this job and was the top seller during his last quarter there. He feels he is qualified for a sales
job right now.
When he was given the opportunity to worked on the loading dock, Sudhakar turned down because it was still a ware house job. He also applied for hire - level jobs in the company but never got them. He had hoped to be a sales manager by now, but here he is, still in the ware house. Now he finds it hard to care much about his job or the organization, and he keeps wondering if he will be fired.
1. What do you think Consumer Electronics should do about Sudhakar's career aspirations?
2. If you were Sudhakar's supervisor, what would you say to him and what would you do?
3. If you were a consultant to Consumer Electronics, what advice would you give top management about the company's lack of a formal development programme for employees?
A TIGHT LABOUR MARKET FOR CLEANERS
while most of the publicity about tight labour markets usually revolves around systems engineers, web site designers, and chemical engineers, some of the tightest market are often found in some surprising places. For example, if you were to ask Jennifer Carter, the head of her family's six-store chain of dry-cleaning stores, what the main problem was in
running their firm, the answer would be quick and short : hiring good people. The typical dry-cleaning store is heavily dependent on hiring good managers, cleaner-spotters, and pressers. Employees generally have no more than a high school education (many have less) and the market is very competitive. Over a typical weekend, literally dozens of wants ads for
cleaner-spotters or pressers can be found in area newspapers. These people are generally paid about $8 an hour, and they change jobs frequently.
Why so much difficulty finding good help? The work is hot and uncomfortable; the hours are often long; the pay is often the same or less than the typical applicant could earn working in an air conditioned environment, and the fringe benefits are usually non existent, unless you count getting your clothes for free.
Complicating the problem is the fact that Jennifer and other cleaners are usually faced with the continuing task of recruiting and hiring qualified workers out of a pool of individuals that are almost nomadic in propensity to move around. The turn over in her stores and the stores of many of their competitors is often 400% per year. The problem, Jennifer says, is maddening: "On the one hand, the quality of our service depends on the skills of the cleaner-spotters, pressers, and counter staff. People come to us for our ability to return their clothes to them spotless and crisply pressed. On the other hand, profit margins are thin and we have got to keep our stores running, so I am happy just to be able to round up enough live applicants to be able to keep my stores fully manned."
1. (a) Suggest ways in which Jennifer should increase the number of suitable jobs applicants so that her company need no longer hire just about anyone who walks in.
(b) Formulate a complete advertisement which Jennifer can publish in the local papers for suitable personnel.
(c) Recommend any other recruiting strategies you consider useful.
2. What practical suggestions could you make that might help reduce turn over and make the stores an attractive place in which to work, there by reducing recruiting problems
[Admin - Sent by Santa Rao]