MGMT415 Saint Marys University Solving Human Resource Management Questions Please refer to the attachment and address the issues raised in the article,THAN

MGMT415 Saint Marys University Solving Human Resource Management Questions Please refer to the attachment and address the issues raised in the article,THANKS! Planning for Human Resource Needs
résumés for every job opening he posted. He has found that
this number has dropped to only six résumés for every job
posting in recent months.
In addition to the reduced number of applications, Steve
has also noticed something else. When a front-line staff
member is promoted to team lead, the team often loses
an additional staff member. In some cases, exit interviews
have found that these resigning employees felt that they
should have been given the job as team lead or could not
work for someone they used to consider a friend. In some
cases, however, the resigning employees comment that the
recently promoted “team lead” is a terrible manager.
DISCUSSION QUESTIONS
Steve is the Western Canada regional manager for
InfoServe. Info Serve has been contracted by a national car
dealership company to provide multi-media information
and support services for its vehicle maintenance and repair
clients. The team at InfoServe responds to questions and
inquiries about vehicle problems and troubleshooting for
clients across the country via phone, Twitter, Facebook,
Snapchat, and various other social media interfaces.
InfoServe’s front-line team tends to be younger adults
just out of school looking to make an income. They are
often interested in cars and trucks, but not always. To this
end, InfoServe has a significant training program and a
large searchable database of frequently asked questions to
help them troubleshoot with clients.
InfoServe has always prided itself on “promoting from
within.” In an industry marked by high turnover rates, the
management at InfoServe believes that by providing oppor-
tunities for advancement, it can keep people interested in
working for InfoServe longer and reduce the company’s
turnover rates. For every ten people hired by InfoServe to
work on the front line, three resign or are terminated within
three months. On average, InfoServe loses another two
during the first year, leaving five out of every ten hires at
the one-year mark. Of these five, one is typically promoted
to “team lead” within a year as well because of exceptional
performance on the front line.
Steve has found it increasingly difficult to find new staff
for InfoServe. Five years ago, he used to receive about 15
1. What tools could Steve use to better understand the
high turnover rate at InfoServe?
2. What factors might be leading to the reduced number
of applications at InfoServe?
3. How might technology solutions support Steve in his
role at InfoServe?
4. Steve has recently begun to question whether InfoServe
should promote from within or hire team leads from
outside the organization. What are the pros and cons
of each approach? Which approach would you recom-
mend, and why?

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