CASE No.

1 : MYMONEY
MyMoney is a flourishing financial services organization with an excellent
reputation. It employs around 2,000 people, 1,500 of whom work within the 150
branches across Canada, while the remaining 500 are employed at the companys
head office.
To prepare to meet the anticipated shortage of branch managers due to massive
retirements within the next five years, the human resources department decided to
set up an annual management trainee development program. The success of this
program is essential for the company to be able to satisfy its future needs for
qualified human resources.
The goal: At the end of each 12-month program, which begins in January (one
program per year for 10 trainees over a five-year period), the trainees will be
promoted to the position of assistant to the branch manager and paired with a
manager who plans to retire in the not-too-distant future (a horizon of 24 months or
less).
You are the human resources professional that has been assigned to this project.
You established the following five major steps:
1. internal and external recruitment of a cohort of 10 high-potential trainees, once a
year for the next five years;
2. development of a training program for all branch managers;
3. development of a training program for trainees;
4. development of a welcome and integration program for trainees;
5. one-on-one follow-up meetings with trainees, every six weeks.
Your first follow-up interviews indicate that the project is attaining its objectives: the
trainees are developing according to plan.
Towards the second quarter, you realize that the project isnt going as well as it
should and that the trainees arent making any progress. They complain that on a
day-to-day operational basis the managers treat them just like all the other branch
employees and that they are no longer learning anything. On the other hand,
according to information you received informally, some managers say they are
snowed under with their own work and are also constantly being contacted by their
regional manager about other projects, including their annual objectives, which are
determined in January of each year. As a result, they have little if any time to devote
to their trainee.

You are aware of the importance of this program for the company and the human
resources department.
1. Identify the programs strengths and weaknesses. (6 points)

2. Given the context, what steps should you immediately take to ensure your
projects success. (14 points)

CASE No. 2: WOODCORP INC.

WoodCorp Inc. specializes in the manufacture of wooden office furniture. Its main
clientele is situated in downtown Vancouver and its plant is located north of this city.
The furniture WoodCorp manufactures is very much in demand because of its
original yet understated design that is appropriate for the business world.
In operation for 35 years, the company employs approximately 150 people and has
been listed on the stock exchange for the past ten years. The CEO and you, the
director of human resources, have just put the finishing touches on a detailed
succession plan for WoodCorp employees, based on a three-year horizon.
Within three years a number of your key managers, many of whom have been
working at WoodCorp since it was founded, will be taking their well-deserved
retirement. In recent years, few new employees have been hired to ensure their
succession.
Two major points emerge from the succession plan:

The general controller plans to retire within the next year and no one inhouse is qualified to replace him. In addition to his specific financial skills, he
has the companys financial history at his fingertips and is the CEOs righthand man. In fact, the CEO consults him for every strategic decision he has to
make. Since WoodCorp is a public corporation, this position is crucial for it to
continue its smooth operation.
WoodCorps manufacturing director joined the company 30 years ago as an
administrative clerk. He gradually moved up through the positions of
production clerk, technician and supervisor and was eventually appointed
manufacturing director. During this time, he attended evening classes and
completed a bachelors and a masters degree in administration. As
manufacturing director, he is a member of the companys management team
and the CEO has a lot of respect for this directors opinion. Over the years, his
career path, performance and fair decisions have earned him considerable
credibility. He is also respected by his team because he knows the company
inside and out and is an excellent leader in the field. In fact, the employees
recognize his expertise and appreciate his recommendations because they
know that he performed their jobs for several years.
The production plant recently hired a few young employees with good
technical skills who could be ready to take on this position within three years.
Five of them have expressed their interest and shown that they have the
potential to handle this job.

In light of this information:

1. What steps should be taken to recruit the best candidate for the position of
general controller? (10 points)
2. Given that the five interested employees already possess the technical skills
and knowledge required for the position of manufacturing director, what
criteria should be used to select the best candidate for this position? (5
points)
3. (a) What steps should be taken to select the best manufacturing director from
among the plants five qualified employees? (5 points)
(b) Once youve made your choice, what will be the next steps in your action
plan? (2 points)