Mike Smithfield handed in his notice last week because he got a better offer from a...
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Mike Smithfield handed in his notice last week because he got a better offer from a competitor company. In fact, I suspect the real reason is that he's just obtained a training qualification and wants to use it. Can't blame him for that. He leaves us in three weeks. In fact, his job was going nowhere here. In the last five years most of our production has gone abroad, so the workforce has gone down from 600 to 150 employees. The maths show you the chance of applying training skills has been reduced. Also, the recent performance reviews have highlighted very little need for training, apart from on-the-job training. The needs that were highlighted are in very specialized areas, so we'd probably have to bring in an outside company to deliver on these anyway. In fact, the company's still getting smaller. I know of five people who are being made redundant and won't be replaced as departments merge. We're being floated on the stock market next year, so we've got to be lean and fit. In fact, we're becoming just a base for sales and marketing. Apart from the training, the rest of Mike's job is to do with payroll and recruitment. I was beginning to think that his job was shrinking. I could make it up to a full-time post by giving him Facilities to look after. That's not a full-time job either, although someone does do it on that basis at the moment. But I've got a dilemma now. I've got half a job with Facilities, which is filled by a full-timer and two thirds of a job from Mike. Although payroll will shrink and there's not a lot of recruitment. What choices do I have? 1) Why is it unlikely Mike needs to be replaced on a full-time permanent basis? 2) What other options are open to the manager? Mike Smithfield handed in his notice last week because he got a better offer from a competitor company. In fact, I suspect the real reason is that he's just obtained a training qualification and wants to use it. Can't blame him for that. He leaves us in three weeks. In fact, his job was going nowhere here. In the last five years most of our production has gone abroad, so the workforce has gone down from 600 to 150 employees. The maths show you the chance of applying training skills has been reduced. Also, the recent performance reviews have highlighted very little need for training, apart from on-the-job training. The needs that were highlighted are in very specialized areas, so we'd probably have to bring in an outside company to deliver on these anyway. In fact, the company's still getting smaller. I know of five people who are being made redundant and won't be replaced as departments merge. We're being floated on the stock market next year, so we've got to be lean and fit. In fact, we're becoming just a base for sales and marketing. Apart from the training, the rest of Mike's job is to do with payroll and recruitment. I was beginning to think that his job was shrinking. I could make it up to a full-time post by giving him Facilities to look after. That's not a full-time job either, although someone does do it on that basis at the moment. But I've got a dilemma now. I've got half a job with Facilities, which is filled by a full-timer and two thirds of a job from Mike. Although payroll will shrink and there's not a lot of recruitment. What choices do I have? 1) Why is it unlikely Mike needs to be replaced on a full-time permanent basis? 2) What other options are open to the manager?
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1 Its unlikely that Mike needs to be replaced on a fulltime permanent basis because most of his prev... View the full answer
Related Book For
Foundations of Financial Management
ISBN: 978-1259024979
10th Canadian edition
Authors: Stanley Block, Geoffrey Hirt, Bartley Danielsen, Doug Short, Michael Perretta
Posted Date:
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