The company BezAlko Group was created by people from the large Spanish holding Hl, famous for its

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The company "BezAlko Group" was created by people from the large Spanish holding "Hоlа", famous for its strong HR-department. Spaniards have long been famous in the market leaders in the field of creation and development of corporate ethics, strategy, motivation, training. As a result, the domestic office was able to achieve really significant results in the first 3 years of work in the domestic market. High-quality, motivated managers attracted adequate specialists to "Hola" with their tough core, ability to broadcast corporate interests and, finally, attractive compensation. They inevitably merged into the general flow, quickly became supportive of the company and, in turn, repeated the process of attracting new people.

When it came to the issue of staff training and development, the HR department of Hola involved three large European educational centers as partners (in Oxford, Paris, Barcelona). Programs "sharpened" for the needs of the company in our country were also developed there. The results were excellent. However, the European company soon learned the rules of the game in the domestic market - and this time not in class, but in real life. Numerous tax inspections, courts with competitors, and finally, gross violations of the company's rights by domestic authorities have shaken the climate of "Hall". As a result, the company decided to sell its business in our country in favor of development in Belarus and Kazakhstan.

EVERYONE FOR HIMSELF

The strong backbone of "Hola" was left out of business - only a few agreed to leave the capital and move to city N (the location of the new headquarters). The rest - "spread" in the market. However, one large part of the team (about 40% of the management) founded its own shareholding company - "BezAlko Group" and focused on the implementation of "Hola's" plans, adjusted for the sad experience. First of all, they focused on a strong corporate strategy - the formation of a foundation for the work of motivated professionals. The second large group (about 15% of management) moved to the staff of the domestic beer giant "Malt Way", where it quickly merged into a new corporate structure.

Coincidentally, "BezAlko Group" focused mainly on people from the HR department, as well as marketing and regional development departments. In "Malt Way" there was a team of sales, advertising and media planning department, director for work with key clients. Of course, BezAlko Group quickly raised the issue of easing the staff shortage in the most profitable area - sales. They began to compensate for the deficit by educating their own staff: the HR department recognized that in modern conditions it is much cheaper, faster and more reliable to educate their own specialists than to "turn to their faith" spoiled sales from the market. In turn, the management of the company "Malt Way" also "exposed" sales: all sensible sales received an increase in other departments, revealing a strong staff shortage in sales.

In the case of the beer giant, insufficient staff was invited from the market through the traditional chain "client - recruitment agency - client". However, the quality of sales professionals who came to the interview (both from the agency and from the market) left much to be desired - the candidates in their mass or pretended to have the desired experience for real, or were frankly unsuitable, and in all cases asked sky-high salaries. Gradually, the personnel issue became very acute: after joining the company "Malt Way", the former managers of "Hola" signed certain development plans that require active action and people. So it is not surprising that once they decided to take the next step: one of the "party comrades" decided to lure a former colleague, a talented salesman Alexander Green, who currently held the position of sales director of "BezAlko Group".

He flatly refused at first. However, for three months, "Malt Way" literally zombie him with the advantages and potential of a well-known market and a confident company. It should be noted that Green is married and the father of three children. His cousin and two former colleagues, close friends, work at the "Malt Way". Therefore, although with a squeak, but he agreed - helped the beliefs and arguments of former colleagues, the office located in the center of the capital (while "BezAlko Group" rented an office on the outskirts of the city), the belief in the rapid development of a new project and no shortage of management.

EXILED SPY

When he got a job with competitors, Oleksandr regretted his dismissal for some time. The new corporate culture was alien to him, and only former colleagues helped to join the team, to feel at home. However, Green realized two important things - first, he lacked exactly the people he worked with, and second, those he left behind - trained the best staff for the sales department across the country. After consulting with new colleagues, he made a rather cunning decision.

Green's dismissal from "BezAlko" was perceived extremely negatively, if not hostilely - Alexander received the unspoken brand of a traitor, and his way back was closed. In this regard, attempts to lure experienced people from "BezAlko groups" did not make sense - they simply would not agre. Then Green decided to lure only beginners who have passed all the trainings. When recruiting new employees, all permitted and impermissible methods were used - Green and colleagues "sold" "Malt Way" as a company with experience, large, strong, promising, convincing people that "according to unofficial data", "BezAlko" will soon collapse in part, "we learned this from sources close to the tax inspection," etc. Combined with a territorial bonus, absolutely comparable salaries and massive support (each new specialist from BezAlko was met by a team of former Hola employees, giving an unforgettable impression of a strong team spirit and a positive climate) - such beliefs could defeat any stubborn.

Over time, this technology has become widespread - "hunted" literally everyone, trained and not passed. Gradually, "Malt Way" became excited and simply decided to destroy his former colleagues, for no apparent reason. Information about "BezAlko's" strong staff has leaked to the market, so other players have joined the hunt in the last four months. The management of BezAlko Group tried to discuss the ethics of doing business with representatives of the company "Malt Way". However, being in a deliberately more advantageous position, the latter refused to enter into any regulated relationship with a weaker player. Meanwhile, the situation required an immediate solution, because the fate of the entire company "BezAlko Group" as a whole depended on it.

1. Describe the methods used by "Hola", "Malt Way" and "BezAlko" in the course of their activities. To what extent do they meet the requirements of business ethics?

2. Can the policy of the company "Malt Way" affect its image in the long run?

3. How justified do you consider the policy of the company "Malt Way" in relation to competitors? Will such a policy affect the relationship with partners? And if so, how?

4. Suggest ways to solve the problem.