Hrm Assignment 2 - Dynamo (version 1) (1)

HRM 301 ASSIGNMENT # 2 Dynamo Industries is a large manufacturer of small electrical motors, headquartered in Minnesota. The firm employs 9800 people. Dynamo Industries has plants in Ohio, San Diego, Atlanta, Pittsburgh, Florida and Arkansas. All these plants are unionized, although the powers of the unions vary in all plants. Recently the company has been trying to hire a new plant manager (See Job Description) for the Pittsburgh plant. Although Dynamo has experienced slightly above-average growth and profit compared to its competitors, the Pittsburgh Plant has always been a trouble spot. Over the past 3 years, production costs have been extremely high and there have been many labour problems. The most recent Pittsburgh Plant Manager was terminated, although the company officially stated that he left for a better job opportunity. Dynamo Industries has used several expensive selection tools since the position of a Plant Manager is very important. After a thorough recruitment effort (both internally and externally) and some initial screening, the list of job candidates has been reduced to six names. PLANT MANAGER JOB DESCRIPTION (written by VP Production) The Plant Manager (PM) is ultimately responsible for efficiency of the entire plant. In fulfilling his/her responsibilities, the PM frequently delegates duties. A PM must be somewhat knowledgeable of production methods and capabilities of equipment. Some of the activities a PM is directly/indirectly involved in are: Procuring Materials Maintaining the Plant Controlling Quality & Ensuring Safety Using Manpower Establishing Budgets Revising Production Schedules during machine faults Consulting with engineers for process engineering Conducting hearings to resolve employee grievances Participating in Union-Management contract negotiations

BACKGROUND INFORMATION ON CANDIDATES 1. George Martin – Age 44. Education M.A. (Ind Relations), Cornell Univ. He is a Plant Manager of a relatively small (580 nonunion employees) plant of one of Dynamo’s competitors. Martin has been with the company for 14 years, out of which 6 have been as PM. No reference information could be collected as Martin was concerned about his current employer’s reaction 2. Tony Simon – Age 59. Education High School Graduate. He is an Asst P.M at Dynamo’s Ohio Plant. Tony has been with Dynamo for 24 years. He has been an Asst PM for the past 10 years. He had a severe heart attack 4 years ago but has seemingly recovered from it. He was offered a job as PM at Dynamo 10 years ago but he declined due to his wife’s health. 3. Kathy Joyce – age 36. Education B Sc Indiana University. She is currently Plant manager at Dynamo’s San Diego Plant. She desires a transfer to Pittsburgh as it would enhance job opportunities for her husband. Joyce has been with Dynamo for 5 years, of which 2 have been as Plant Manager 4. Barry Fein – Age 49. Education: Associate Degree (2 years) from Pittsburgh State Univ. Fein was Plant Manager of a large unionized textile plant. Two months ago the company Fein worked for discontinued its product line and Fein was laid off. Fein had been with that company for 20years and was PM for 5 years. His letters of reference were excellent. 5. Ron Jackson – age 33. Education MBA, Northwestern Univ. He is currently asst PM at Dynamo’s Pittsburgh Plant. He has been with the company for four years; he has been Asst PM for 2 years. He has served as acting PM at Pittsburgh for past two months 6. Jay Davis – age 50. Education MBA Harvard. He is currently VP production for one of Dynamo’s major competitor. He is seeking a demotion so that he is required to travel less. He has been VP for 6years and was PM for 12years before that. The plant is very organized. No reference information is available but he has received glowing reviews on his trade journal publications

INTELLIGENCE TEST & HAND WRITING ANALYSES Individuals scoring below 115 tend not to be suitable for managerial jobs. Handwriting analyst rated likelihood of career success: -3=Very poor prospect, +3 very strong prospect Candidate

Intelligence Test

Handwriting Rating

George Martin

119

+3

Tony Simon Kathy Joyce Barry Fein Ron Jackson

116 141 122 114

+1 -1 0 +2

Jay Davis

112

+3

PERSONALITY PROFILE (Based on Myers-Briggs Type Indicator) CANDIDATES’ RATINGS High

Medium

Ability To Handle Stress

Martin, Simon, Davis

Joyce, Jackson, Fein

Ability To Resolve Conflict Interpersonal Skills Most Likely to succeed as a plant manager

Joyce, Davis, Simon Martin, Joyce Martin, Simon, Davis

Martin Jackson. Simon Joyce, Jackson

Low

Fein , Jackson Davis, Fein, Fein

INTERVIEWRS RATINGS Interviewers went through a one-day interview training program. Interview with VP production averaged 3 hours. Other interviews averaged 60 minutes. Interview ratings were made on a scale of 1 (poor) and 7 (excellent). All interviews were semi-structured. Vice President Vice President Florida Plant Atlanta Plant Manager Production HR Manager George Martin 6 6.5 5.5 4 Tony Simon 6 5 4.5 6 Kathy Joyce 6.5 6 4 4.5 Barry Fein 5.5 4 3 4 Ron Jackson 6 5 4.5 4.5 Jay Davis 7 6.5 Interviewer 4 Absent

PROMOTABILITY RATINGS, PERFORMANCE RATINGS AND WORK SCORES Promotability and performance ratings was made as part of annual performance review at Dynamo. Scale of 1 (poor performance, donot promote) -7 (Exceptional performance, Ready for promotion) was used. Work sample tests included production planning exercises and leader-less group discussion). Highest score = 20 Candidate Promotability Performance Work Sample Score George Martin Not Available Not Available 19.5 Tony Simon 6 5 15.5 Kathy Joyce 5 6 18.5 Barry Fein Not Available Not Available 18.5 7 6 18 Ron Jackson Not Available Not Available 19 Jay Davis

IMPORTANT NOTES: 1. Promotibility and performance data will only be available for internal (Dynamo) candidates since you have their appraisal ratings. This data will not be available for external candidates 2. Leaderless group discussion in Work Sample Test means that all candidates were part of a group discussion without a moderator. The discussion entailed production planning exercises and debriefing