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Case Application 5-A TALENT MANAGEMENT IS TOUGH TO DELIVER Elyse Suarez stepped into the role of president of MedHome 2 years Frustrated. Elyse called a manager's meeting to address the ago when her father Harry retired. MedHome is a supplier of med complaints of the customers and new employees. Many agreed ical equipment and supplies to care facilities and home care that the new employees weren't of the same caliber as past hires patients with a large warehouse, fleet of delivery vehicles, foursome managers felt the new hires would eventually get up to retail locations, and approximately 180 loyal employees with very speed. Others said that it was a common problem everywhere low turnover. Elyse had a degree in finance and 10 years of experi and they would just have to get used to it, and one manager ence with a large hospital group before joining MedHome 5 years wanted to fire all of them and start over. Elyse directed Jacob to ago. She had the company on solid financial ground when Harry research ways to improve the quality of the applicant pool for retired and the leadership transition went smoothly. Her first future openings challenge came a few months later as the employees who had been After the meeting, Rene, a driver supervisor stopped by Elyses with the company since Harry started it nearly 30 years earlier office and asked to talk. "I don't want to cause any problems. I know started to retire. Within a year, nearly 20 percent of the managers those guys are your dad's friends and all, but the job descriptions and supervisors retired, and keeping fully staffed became a for my drivers aren't exactly wrong but they aren't right either challenge. Experienced employees moved into management posi When Elyse pressed for more information. Rene explained that the tions, creating openings in many areas especially delivery/setup job descriptions were very vagae. "They don't include any specific and equipment repair. Those jobs took months to fill because qual math ability, customer service skills or related work experience. ified as applicants were hard to find. The list of responsibilities just includes product delivery. There isn't As a result of the staffing problems the time to complete and anything in it about keeping an inventory of supplies in the van or deliver customer orders began to increase significantly, and so did schmoozing the customers. Further conversation revealed that the customer complaints. Customer service staff reported that home experienced drivers were making the newer drivers responsible for care customers wondered how they could get their old delivery loading the vans in the morning and cleaning them in the evening people to return. A common issue involved products being deliv "They say it's because they're responsible for safety and need to ered without necessary related consumable items being supplied Teniew procedures, but everyone knows they just sit around and too. These items were not specifically ordered, but previous drivers talk knew they were necessary and carried supplies in their vans in case Elyse was left to wonder what her next move should be. they were needed. Supervisors commented that they were spending considerable amounts of time checking the work of new employees Questions who didn't have the math skills or decision-making skills necessary 1. Evaluate MedHome's HR practices from the perspective of for ordering and inventory. New employees weren't too happy workforce planning and talent management. either. Jacob Washington, the HR Director was receiving com 2. Where did the job description revision process at Med Home plaints from the new hires that the work was much more challeng break down? Explain whether it is necessary to start over ing than they were led to believe. with a complete job analysis, or if another revision of the cur When Elyse met with Jacob to try to determine how to fix the rent job description will resolve the issue. problem, she asked if they needed to re-examine their recruiting 3. How could the hiring problems have been prevented? methods and hiring criteria. Jacob had several ideas for expanding recruitment, but said that their hiring criteria were sound. "Right 4. What should Elise Suarez and Jacob Washington do to fix the before your dad retired. Thad the experienced supervisors took the problems now? job descriptions over before they retired. You know we lost a lot of experienced supervisors and they knew this place inside and out Jacob went on to explain that the job descriptions had been created by Harry many years ago and were reviewed regularly by super- sors over the years 1. Evaluate Med Home's HR practices from the perspective of workforce planning and talent management 2- Where did the job description revision process at MedHome break down? Explain whether it is necessary to start over with a complete job analysis, or if another revision of the current job description will resolve the issue