Write a one-page summary outline listing three or four recommendations you would

make with respect to each HR function (recruiting, selection, training, and so on) that
you think Ron Brown should be addressing with his HR manager.

The company Muffler Magic is not sufficiently equipped with personnel. Ron is overwhelmed,
he finds it difficult to lead his growing company. To solve this problem, the company should
find new recruitment sources to find new, high quality candidates. (Vocational schools or an
employee referral program). The HR department should prepare a written job description for
each technician position.

In order to improve the selection of candidates for Muffler Magic, the survey process needs
to be revised. The company should develop a more comprehensive selection process that
includes work samples that the candidate can demonstrate can be repaired. Structured
interviews with behavior-based questions can help make the right choice.

The company should not only provide on-the-job training, but also external training
programmes for technicians to expand or improve skills. These training programs should be
conducted or monitored by a team leader to obtain feedback on the employee's development
or skills.

A very important issue is the safety of employees in the workplace, so the company should
provide safety training to prevent accidents and injuries.

Dampers Magic should conduct a market analysis to learn how other competitors reward
their employees so that they do not lose their employees to competition.

The process of employee orientation should be renewed and aligned with business
processes.

Develop 10-question structured interview form Ron Brown’s service center managers
can use to interview experienced technicians.

1 How did you hear about Muffel Magic?

2 Why are you applying to Muffler Magic?
3. in which areas of car mechanics do you have experience?
4. where do you see your personal strengths and weaknesses?
5. an unsatisfied customer comes to you, how do you react?
6. how would your former employer or friends describe you?
7. what would be a reason to hire you?
8. how do you imagine working in our company?
9. how would you try to avoid future repair mistakes?
10. where would they see themselves in 5 or 10 years?

If you were Ron Brown, would you implement the professor’s recommendation
addressing the presenteeism problem—in other words, start paying for sick days?
Why or why not?

The granting of sick pay is a very valuable service for employees. Ron claims that a sick
employee is at least partially productive. However, if the employee takes the day off to
recover from the illness, the employee is likely to return the next day at full productivity. If the
employee is ill, he is likely to be less productive for several days. In addition, employees who
come to work in the event of illness are likely to extend their illness to other employees,
resulting in lower productivity, among other things. However, if Ron offers sick days, he
should apply specific guidelines for taking sick days so that they are only used when an
employee is actually ill.
It makes more sense to implement the professor's instruction that each Muffler Magic
employee should have at least three paid sick days, as he provides his employees with a
range of facilities that are day-to-day motivated and improve the company's productivity.

If you were advising Ron Brown, would you recommend that he implement the
professor’s skill-based pay and incentive pay plan as is? Why? Would you implement
it with modifications? If you would modify it, please be specific about what you think
those modifications should be, and why.

In general, competence-based compensation and incentive systems seem to be a good way

to tie compensation to performance and to create some incentive for employees to work
productively. Competence-based compensation can help not to reduce the work
responsibility of technicians as they are rewarded for the skills they can demonstrate. The
incentive system seems to aim at improving the productivity of the whole team. But Ron can
also consider individual incentives. For example, a standard schedule could provide an
incentive for more efficient order fulfillment.

For example, according to the professor's recommendations for Skill-Base Pay and Incentive
Pay Plan, it is better for the company to evaluate all employees:

A Tech = $25 - $20 per hour

B tech = $ 20 - $ 25 per hour
C tech = $ 15 - $ 20 per hour
D tech = $ 10- $ 15 per hour
E tech = $ 8 - $ 10 per hour

The A-Class technicians instruct and monitor all employees, train others in the team and test
the vehicle before it returns to the customer. The professor also suggests that each manager
evaluate the productivity of each engineering team at the end of each day and then at the
end of each week. The professor then suggests that the following applies to the calculation of
daily labour productivity: total working time / total working time of the technician.