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"HR planning at CleanPro" CleanPro is a company, located in America, that specializes in the production of household cleaning products. The management of the company knows that executing its growth strategy depends on promoting from within. CleanPro belleves that its staffing activities must obtain talent able to do the job being filled and with the potential to advance into management. Because it tends to receive a large number of applications for its job openings, CleanPro must also process a large number of applicants for every opening and wants to do so as efficiently as possible. CleanPro's plant has three divisions: 1) the division of daily cleaning products (laundry soap, dish soap, etc.), 2) The division of household cleaning products (products for cleaning shower, toilet, floor, etc.), and 3) the division of botting and packaging. Here is the annual production of the company: - Daily cieaningproducts: 87,500 liters - Houschold cleaningproducts: 75000 liters Currently, the company employs 175 employees in the division of dally cleaning products, 125 employees in the cleaning products division, and 40 employees in bottling and packaging. The company also has a team of 25 supervisors. In the next year, CleanPro plans to increase production by 5%. Management has decided that next year, the company will need only 30 employees in the bottling and packaging department. Finally, for the next year, the company plans to increase the number of its supervisors to a total of 55 supervisors Without increasing the number of employees in the divisions of the daily product disparity and cleaning products division. Every year, 4 employees in the daily products division can become supervisors, while 5 employees in the cleaning products division are offered this promotion. Bottling and packaging employees can not hold other positions within the company. Liza Parker has been recently hired by CleanPro, as a Human resource manager, She knows that effective strategic human resource planning is needed for this organization. When discussing with the CEO of the company Mr. John Miller, she has been informed that the operations manager, Mrs. Julia Bob has resigned. The CEO was concerned about the feasibility to find someone with the same profile. In fact, in addition to having an MBA and an experience in management, Julia is an engineer. CEO said, "it is difficult to find a such profile in the employment market, especially in this competitive environment. With the company's financial situation, we can not afford to pay someone senior". We need to have someone able to gain respect and motivate the operations teams. I have never thought that she could leave the company". Questions: 1. Analyze and discuss the main staffing issues and challenges presented in the case, Present clear arguments, supported by examples. 2. Based on the information presented in the case, discuss How can the human resource manager play a strategic role in the staffing of the operations manager position? Present clear arguments 3. Based on the information presented in the case, Discuss the talent philosophy and staffing strategy that should be adopted by the company. Present clear arguments 4. Based on the information presented in the case, use the following table to perform workforce planning, determine the imbalance that you observe, identify, and explain the main actions to take in each situation observed. Provide clear arguments