Recruting a New Production Manager

Javier's Enterprises manufacture a variety of food products. Analisa Rafol had been the
production manager for the past two years after being promoted to the position. Unfortunately she is
failing in her job. She has been with the company since it started 18 years ago and because of her
exceptional performance record, she had been promoted many times.

Javier's Enterprises started as a family business and has followed a policy of from within to
motivated employees and give them new opportunities to learn grow.

The company is continuing to expand into foreign markets and it is essential that the production
department adopts the latest technology and production processes.

Top management is convinced that the job demands someone who has been educated in
manufacturing technology and who has at least two years experience.

They are divided, however, on how to handle this problem.

One executive thinks the job should be given to one of the production supervisors who is bright
and capable and could probably acquire the knowledge and skills needed to be a good production manger
and still preserve the company’s tradition of promoting from within.

Another executive thinks the company should advertise the job to solicit a large number of
applicants with excellent qualifications.

Answer the following questions:

1. How valuable is the tradition of promotion from within and how disruptive will it be to driven
from the tradition? What are the advantages and risks of promoting from within in this situation?

It is highly valuable for a company to have a tradition of promoting its employees from within
since it can be a win-win situation wherein not only does the company save time and money but also
strengthen the whole management. It provides advantages to employers because they already know what
an employee's strength and weaknesses are, advancement opportunities provide motivation for staff to
perform at their best level, and the promoted employee already knows how the organization operates and
understands the business' culture.

However, planning to deviate from the said tradition might bring negative effects such as having
the possibility to develop jealousy among other employees when promoted, confusion and not being able
to cope up with the changes in the working environment.

2. As head of HR, how are you going to handle the problem of the incumbent production
manager, Analisa Rafol, considering she rose from the ranks because of exceptional performance record?

If I were the HR head of this company, I will talk to top management and recommend to them to
review Analisa's great contributions to the company, considering the fact that she's been with the
company for 18 years and she had been promoted many times because of her exceptional performance
record. It is very best to take those things into serious consideration because those are very vital.
Moreover, assigning someone who has greater potential to take over Rafol's position would be a better
solution.

3. If the company decides to recruit from outside, what are the best external recruiting sources for
finding a new production manager?

Being management staff, it is a need for the company to recruit the most suitable person who has
a great experience in managing the production well. I suggest utilizing the Private Employment Agencies
method that can serve as an excellent source of qualified applicants and the head-hunters method which
direct to their efforts toward finding high-level managerial and professional talent for organizations
through raiding or luring employees away from other organizations.
Test Scores versus Letter of Recommendation

Vangie Villela,