Analysis the situation and provide feedback on you would have done to resolve the issue at hand

Elyse Suarez stepped into the role of president of MedHome 2 years ago when her father Harry retired. MedHome is a supplier for medical equipment and supplies to care facilities and home care patients with a large warehouse, fleet of delivery vehicles, 4 retail locations and approximately 180 loyal employees with very low turnover. Elyse had a degree in finance and 10 years of experience with a large hospital group before joining MedHome 5 years ago. She had the company on solid financial ground when Harry retired and the leadership transition went smoothly. Her first challenge came a few months later as the employees who been with the company since Harry started it nearly 30 years earlier started to retire. Within a year, nearly 20 percent of the managers and supervisor retired and keeping fully staffed became a challenge. Experience employees moved into management positions, creating openings in many areas especially delivery/setup and equipment repair. Those jobs took months to fill because qualified applicants were hard to find. As a result of the staffing problems, the time to complete and deliver customer orders began to increase significantly, and so did customer complaints, Customer service staff reported that home care customers wondered how they could get their old delivery people to return. A common issue involved products being delivered without necessary related consumable items being supplied too. These items were not specifically ordered, but previos drivers knew they were necessary and carried supplies in their vans in case they were needed. Supervisors commented that they were spending considerable amounts of time checking the work of new employees who didn’t have the math skills or decision-making skills necessary for ordering and inventory. New employees weren’t too happy either. Jacob Washington, the HR Director was receiving complaints from the new hires that the work was much more challenging than they were led to believe. When Elyse met with Jacob to try to determine how to fix the problem, she asked if they needed to re-examine their recruiting methods and hiring criteria. Jacob had several ideas for expanding recruitment, but said that teir hiring criteria were sound. “Right before your dad retired, I had the experienced supervisors look the job descriptions over before they retired. You know we lost a lot of experienced supervisors, and they knew this place inside and out.” Jacob went on to explain that the job descriptions had been created by Harry many years ago and were reviewed regularly by supervisor over the years. Frustrated, Elyse called a managers meeting to address the complaints of the customers and new employees. Many agreed that the new employees weren’t of the same caliber as past hires. Some managers felt the new hires could eventually get up to speed. Others said that it was a common problem everywhere and they would just have to get used to it, and one manager wanted to fire all of them and start over. Elyse directed Jacob to research ways to improve the quality of the applicant pool for future openings. After the meeting, Rene, a driver supervisor stopped by Elyse’s office and asked to talk. “I don’t want to cause any problems, I know those guys are your dads friends and all, but the job descriptions for my drivers aren’t exactly wrong, but they aren’t right either.” When Elyse pressed for more information, Rene explained that the job descriptions were very vague. “They don’t include any specific math ability, customer service skills or related work experience. The list of responsibilities jut included product delivery. There isn’t anything in it about keeping an inventory of supplies in the van or schmoozing the customers.” Further conversation revealed that the experienced driers were making the newer drivers responsible for loading the vans in the morning and cleaning them in the evening. “They say it’s because they’re responsible for safety and need to review procedures, but everyone knows they just sit around and talk.” Elyse was left to wonder what her next move should be.

Expert Answer

Elyse should take following initiatives to resolve the issue at the organization:
1.   HR planning since the beginning of work to identify the areas where people are needed with key skills to accomplish the work.
2.   Senior people should take mentoring roles of new recruits and guide the on a day to day basis to deliver the work.
3.   Clearly define job description, job specification for each job profile so that new employees should be clear regarding the roles and responsibilities assigned to them
4.   Give adequate training and development to the new employees before there are assigned responsibilities. As a part of training, senior employees should accompany new employees to train them on the job.
5.   Retired employees should be rehired (if there is a possibility) for a period of time to share the knowledge of delivering work as well as giving the new employees an on the job training to best fit the role

Above initiatives will solve the issue, Elyse is facing.

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