Section A. Case Study Answer ALL Questions relating to the Case StudyTYTJewellery Group was set up almostfifty years ago in Hong Kong. It startedwith about thirty staff and was engaged in retailing jewels of various materials including gold, diamond, platinumand silver, etc. for customers in weddings, new-born children and other ceremonies in Chinese society. Their craftsman skills and products were of high standards with good quality. After years of development, their productranges are very wide,including rings, ear-rings, necklace and pendant with materials of diamond, gold, k-gold, pearl,andjade, etc. Their collections have been very popular in Hong Kong and Mainland China for years. In the past decade, the Group expanded the jewelry business in retailing of their collectionsto the neighboring Asian countries like Thailand, Vietnam, Singapore,and Malaysia. TYTJewellery Group has established many outlets to retail theirown brand names of collections of jewels like ear-rings, necklace, pendant, and bracelet, etc. They are especially well-accepted in these eastern Asian countries with Chinese tradition.Seeing the success of expandingjewelry businessto Asian countries, the Group has just startedfor about two years to further expand her business to the western countries including those developed countries in Europe, such as France, Germany, United Kingdom and Italy, as well as the newly-developed countries like Bulgaria, Portugal, and Romania, etc. TYThasdeveloped new productcollections of jewels with western style as they asked designers to adapt theiroriginal collections to meet the tastes of new, western customers. They established new retailing networks and also entered partnerships with some local enterprises in these countries. Their products are of good standards with high quality and the craftsman skills are commended by new customers. Some new marketing executives are employed to formulatemarketing plans targetingat these European countries. With such marketing and sales plans, they can attract some westerns to buy their products, especiallyfrom the rich people in Europe. However, the styles of these jewellery collections cannot easily penetrateinto the mainmiddle-classes of people in these European countries. After spendingmany efforts, they have had only small increase in the sales volumes for the past twelve months in those new marketsin Europe whilst the original Asian markets still performedwell. The managementboard was not verysatisfied with the pace of performance. Now, TYTJewellery Group has a total of about one thousand two hundred employees serving in Hong Kong and in other regions. In this year, the company faced theproblem of high employee turnover, especiallyamong those young marketing executives and experienced technical staff and craftsmen who were responsiblefor the design of new products and production management. Some young staff resigned because of the Groups traditional managementstyle because their opinions were not much taken seriously by the senior staff. On the other hand, many experienced technicalstaff left the company because some aggressivecompetitors offered them with much higher salariesandbetter working conditions.

Question 1)To cope with the forthcoming business needs of TYTJewelleryGroup, give advice to the managementon how the Group formulates effective human resource planning (HRP) for the forthcoming business needs

Question 2) Explore and discuss with reasons the recruitment and selectionpoliciesand practicesthat TYTwould adoptin order to help human resource managementcontribute to achieve the Groups strategicgoals.

Question 3) Make suggestionsto themanagementon the design ofthe pay and benefits packages for the frontline staff (technical staff and marketing executives) in order to attract and retain talents to work for TYTsstrategicgoals.