Case Report The Coach Who Got Poached
Case Analysis-The Coach Who Got Poached
The case’s context is set in a fictional company called Compunext. More specifically, it’s about one division-Industrial Products Division. After Stan Simpson, who was the VP of sales in this division, accepted the offer to transit to another division, division president Jared Gordan found that it was the ninth person to leave, and he must do something to change this situation. Afterwards, he angrily approached Hank Dodge, who is the president of the division Stan was going to go to. Then, as the last straw, he had a conversation with Compunext’s VP of human resources, Sue Patel, to seek solutions. Jared Gordan was an outstanding manager. It was him who introduced and developed many talents, thereby improving the division’s performance greatly. However, it was also him who watched as they were stolen away. If the staff in his division keeps leaving like now, it will be a bad influence in the employees’ morale and will be fairly hard for Jared to run a division well. The biggest problem here is the immature of talent development and management system in Compunext. Despite the fact that it’s part of the president’s responsibility to hire and develop talents in his own division, the introduction and management of employees are primarily HR’s responsibility. In this case, it seems that Compunext’s overall management of talents is not advanced and mature enough. Except Jared, other managers show less consciousness and capability of developing talents. Also, there is a lack of overall policy limiting internal and external transfers. It not only the problem involved HR, but also the issue that the whole company should consider. It’s not wise enough to let one division president to be“a backdoor training facility for corporate”1. As a consequence, it’s likely that the permanent employees Jared developed are stolen from either other divisions or other companies. Aside from the problem of HR, the comparative small size of
The case’s context is set in a fictional company called Compunext. More specifically, it’s about one division-Industrial Products Division. After Stan Simpson, who was the VP of sales in this division, accepted the offer to transit to another division, division president Jared Gordan found that it was the ninth person to leave, and he must do something to change this situation. Afterwards, he angrily approached Hank Dodge, who is the president of the division Stan was going to go to. Then, as the last straw, he had a conversation with Compunext’s VP of human resources, Sue Patel, to seek solutions. Jared Gordan was an outstanding manager. It was him who introduced and developed many talents, thereby improving the division’s performance greatly. However, it was also him who watched as they were stolen away. If the staff in his division keeps leaving like now, it will be a bad influence in the employees’ morale and will be fairly hard for Jared to run a division well. The biggest problem here is the immature of talent development and management system in Compunext. Despite the fact that it’s part of the president’s responsibility to hire and develop talents in his own division, the introduction and management of employees are primarily HR’s responsibility. In this case, it seems that Compunext’s overall management of talents is not advanced and mature enough. Except Jared, other managers show less consciousness and capability of developing talents. Also, there is a lack of overall policy limiting internal and external transfers. It not only the problem involved HR, but also the issue that the whole company should consider. It’s not wise enough to let one division president to be“a backdoor training facility for corporate”1. As a consequence, it’s likely that the permanent employees Jared developed are stolen from either other divisions or other companies. Aside from the problem of HR, the comparative small size of