MPS Ltd., a medium-sized, publicly owned business in the UK, has been successfully trading on the stock exchange for several years. However, during the last three years it has found difficulty in filling its senior management positions. Soon, some of these key managers are due to retire. The company, which manufactures and sells complex medical precision instruments, is organized into six manufacturing departments. Each department sometimes operates independently and at other times needs to work closely with other manufacturing departments.
The Chief Executive Officer (CEO) introduced a small human resources department to the business a few years before going public. This department has remained stable and family-like during the intervening years.
The business now has about 200 employees and continues to grow. In this mainly male dominated industry, the board of directors recognize that it is necessary for the leaders in the business to not only make many complex and technical decisions but also to reflect the society within which it operates. So, for their middle management positions the company originally recruited from outside the organization, from competitor businesses or word-of mouth. The interview process had proved to be effective in which a panel interviewed candidates and a variety of assessments were used. Candidates were normally good enough to begin working immediately, but recently there had been some unsuitable appointments who left after a year.
MPS found that candidates selected for middle management positions did not always have the necessary competence to perform their new duties to the high levels required and were not able to progress to the senior management positions. A decision was then made to try to recruit from inside the business, propelling talented graduates into middle management positions in preparation for fast-track senior positions.
Furthermore, young new potential senior managers were looked for at top international universities and business schools who might also fit the profile for accelerated promotion. MPS offered very competitive salaries to attract and retain the top talent. Some graduates were promoted and placed in middle management jobs but within two years had left the company, leaving the business in a difficult position in filling their, soon to be vacant, senior management roles.
Q1. Describe and analyze in detail responsibilities and tasks of individuals at senior executive and human resource management level of MPS that are likely to impact the selection processes. Use theories and concepts studied during the course to evaluate what might be done to improve the recruitment strategy for the organization.
Q2. Discuss to what extent technology might be used as a tool to develop potential young candidates and more experienced, management level employees at MPS. What part might technology also play in the orientation of employees joining MPS and influence the ability of MPS to retain their talented young
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