Harrison Sisters Limited Case Study Assignment (W24)

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Fanshawe College *

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6041

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Management

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Apr 3, 2024

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MGMT-6041 Group Case Study Assignment Group Assignment Assignment Introduction and Learning Goals: The goal of this assignment is to analyze a case to identify various Human Resources issues. You will be required to be specific and detailed when describing each issue. Following the description of the issue, you are required to provide an HR solution to the issue based on what you have learned in class and in your course text. You are required to be specific and detailed when providing a realistic solution to each issue. Course Learning Outcomes (LOs) Addressed LO# 3. Analyze the importance of an effective performance appraisal LO# 4. Interpret the responsibilities of employees, supervisors and employees under health and safety legislation LO# 5. Demonstrate an understanding of human resources legislation and explain the impact on organizational effectiveness LO# 8. Recognize the dynamic role human resources plays in promoting positive employee behaviour LO# 10. Collaborate with others in groups or teams in ways that contribute to effective working relationships and the achievement of goals Assignment Value 30% - Group Assignment Assignment Instructions Working in groups of four, you will read the Green Frog Furniture case below. The group will identify issues within the case as specified at the end. You are required to be specific and detailed when describing each issue. Following the description of the issue, the group is required to provide an HR solution to the issue based on what you have learned in class and in your course text. Be specific and detailed when providing a realistic solution to each issue. Page 1 of 17

MGMT-6041 Group Case Study Assignment Once your group is selected, you will submit a “Group Working Agreement” to the designated submission Folder as per the date listed on the Course at a Glance (CAG). Artificial Intelligence Statement of Use All work submitted must be your own work, research must be summarized in your own words. Sources must be cited, and all answers must be in your own words. Direct citations from your research will not be graded. The use of AI technology such as ChatGPT, Wordtune editor, Google Translate, Grammarly or any other technology that creates content for you is NOT PERMITTED. Note: submissions found to have violated this will be reviewed and penalties may be made in accordance with the Academic Integrity Policy. Submission Details and Expectations  Maximum 4 students in each group. Select your own group members by the cutoff date provided by your instructor or the instructor will assign you to a group.  Must include a title page with the names of all group members.  Please use Arial font and font size 11.  The paper should be between 6 – 8 pages (including title page, and references) – not to exceed 10 pages.  Must include in-text citations (APA format) that come from our course text.  Must include a reference page that includes our course text at a minimum.  Only one member of the group submits the group paper to the submission folder  Fill out the template at the end of the Case Study. You must use this template and submit the completed Word document to the submission folder.  Do not copy the assignment or the case study into your submission. Submit only the completed template with a title page and reference page attached.  Failure to follow these instructions will result in marks being deducted. Page 2 of 17

MGMT-6041 Group Case Study Assignment The Harrison Sisters Limited Case You have recently been hired as the HR manager responsible for two separate Ontario locations belonging to Harrison Sisters Limited. You are the owner of Fieldstone HR Consulting and you have been asked by the HR Director at the head office in Vancouver, BC, to quickly provide a report on any initial HR issues related to Recruitment and Selection, Compensation and Benefits, Health and Safety, Training and Development and Labour and Employee Relations that are affecting or will affect the London operation and the new plant in Woodstock. The HR Director has made it very clear that Harrison Sisters would like both the London location and the new plant in Woodstock to remain union-free and are willing to offer very competitive wages and benefits to ensure this. This report must be submitted within 7 days. You were provided with some background information about the company during your selection interview. Background Information: In 1960 the Harrison sisters, Brenda, and Julie, started Harrison Sisters Limited. This Canadian company manufactures and distributes various lines of prepared foods (including baked goods and various types of bottled juices) for the Canadian market from a number of plants, with the head office located in Vancouver, BC. By 2000, Harrison Sisters Limited had six operating plants in Canada. They had also expanded to the Western US market and had a number of plants in Europe. In Ontario there is a medium sized plant located in London. Until recently both bottled items and bakery items were produced at this location. In the last 30 days the company has finalized a deal with some large grocery chains to supply baked goods that are part of their current line and new baked items that grocery companies have requested. These grocery chains have decided that they no longer want to bake items on their own sites. The plant in London does not have the capacity to produce the goods to meet the requirements of the contracts. Consequently, the company searched for additional facilities and found a manufacturing plant for sale in Woodstock that was previously owned by a company that also manufactured various baked goods. The plant has the ovens, the vats, the prep areas, and the packaging conveyor belts that will be needed to produce the goods to fulfill the new contracts. This plant will have five times the baking production capacity as the current London plant. A small fleet of trucks, most with refrigeration units, was also included in the package deal so the new plant will not be contracting with a trucking company to get their goods to customers. Page 3 of 17

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MGMT-6041 Group Case Study Assignment Recent increases in orders for bottled juices will result in increasing the output of the bottling operation at the London plant and it will take over the space previously used by the bakery operation. Discussion with Retiring HR Manager On your first day on the job at the London location, you have a discussion with the retiring HR Manager, Sarah, who will be leaving in two weeks. She appears to be somewhat out of the loop – possibly by choice - and is not able to provide much information. She seems to be more intent on telling you about her bird watching hobby. However, you obtain a couple of details from her. 1. Sarah’s husband is the company accountant and he is also retiring on the same day as her and while an offer was made to the daughter of a neighbour, that individual has declined the offer in favour of an offer to work with a company in California. 2. Her pride and joy is her daughter who has worked for the company as a project leader for two years. She is leaving shortly to pursue a bachelor’s degree and she said that the company has agreed to pay her university tuition each year if she returns to work during her summers off. 3. Sarah admits that she has been uninvolved in the decision to expand to Woodstock, since her focus has simply been finishing up and retiring. However, she does know that one of the three bakers at the London plant has chosen to relocate and work in the new plant due to a recent divorce and two of the five packagers are also relocating. One of the packagers is confined to a wheelchair and would like to be closer to parents with health problems who live in the Paris Ontario and the other is relocating with her husband who has been given a job offer to work as a driver for the Woodstock plant. In addition, two of the five client service reps will also be relocating to work at the Woodstock plant. 4. You ask about current wages and payroll in London and after referring to files, she is able to tell you that the London bakers and packagers are hourly employees and are paid $25.50 per hour and $19.25 per hour respectively. 5. The client service reps who take orders, deal with client complaints, and track down lost or late shipments are on salary and paid anywhere from $49,900 to $57,500 depending on experience. When she tells you that the reps also generate additional business for Harrisons, you ask about compensation for this duty, but you are told that the salaries are fixed, regardless of how much business the reps generate. 6. Sarah tells you that the rates for packagers, bakers and client service reps are quite attractive for the London labour market but can't comment on the Woodstock/Toronto labour market. Page 4 of 17

MGMT-6041 Group Case Study Assignment 7. Trying to get a handle on exactly what each position does, you ask about job descriptions for the various positions. The HR Manager tells you except for one client service rep and her daughter, all staff have been here as long or longer than her and that she has not ever updated job descriptions, nor can she tell you if they actually exist. Hamda, the HR Assistant might be able to help. 8. When you talk to Hamda later that day about the job descriptions, she advises that there are none. Since the HR Manager’s daughter has only been with the company for two years, you ask to see her HR file so that you can see the process used to hire her. Hamda just laughs and tells you that you have to be kidding – that the HR Manager’s kid just showed up one day and was introduced to the staff as the Project Leader. There was no process – no interview, no job specifications, and no job description. She also tells you that she doesn't really know what the HR Managers's daughter does at the company. It would appear that her mother assigns her some kind of work. 9. In fact, Hamda tells you that recruitment and selection really isn’t an issue. Most of the employees at the London plant are either very long-term employees or were referred by existing employees and that in the ten years she has been with Harrisons, they have never advertised a vacancy. They don’t need to advertise. Harrison’s is great company to work for and employees refer family and friends if needed. “Outsiders”, as she puts it, are never considered. She also notes that there is no organization chart for the London location; staff know who they report to and who is in charge. 10. In terms of staffing for the Woodstock plant, Hamda does have some information. Apparently, the London plant manager somehow managed to connect with the trucking supervisor who worked for the company that used to own the Woodstock plant. The plant manager was very impressed by this man and offered him a job immediately, without consulting HR. In addition, both the London office manager and plant manager were offered positions at the new operation, but both declined the offer. Nevertheless, they are currently onsite at the new plant helping to set up both the front office and the plant. 11. When you meet again with the Sarah, HR Manager, she tells you that the head office in Vancouver has set a deadline of 30 days for the plant setup and 60 days for plant to start producing product. While she feels that these time frames are unrealistic, she also seems distracted and tells you that she really doesn’t care; she and her husband are off for Florida in twenty days. You really need to meet with key players such as the plant manager and trucking supervisor to get more details. Discussion with the Plant Manager You called the London Plant Manager on his cell and made an appointment to meet him at the Woodstock Plant. When you arrive at the plant, he tells you that he would like to give you a tour of the plant before you sit down with him to obtain information. He advises you that the equipment is almost set up and ready to go and that he will definitely meet the 30-day deadline as far as plant set-up is concerned. You find out the following pieces of information during the plant tour and during the subsequent interview. Page 5 of 17

MGMT-6041 Group Case Study Assignment 1. As you are touring the plant you pass by a steel barrel that has been tipped over and some kind of gooey liquid is seeping out onto the concrete floor. You step slightly into the material before you see it and almost lose your balance – it makes the floor very slippery. You ask about this and the plant manager tells you that the barrels were left behind by the other company, that he doesn’t know what is in it and that they will clean it up when they have time. You also note that there is a pile of pieces of metal, possibly from some equipment, that are scattered about in the corner of the plant in front of an emergency exit. You are told that these were also left behind by the previous company but no mention is made about cleaning them up. You noted that it would be impossible to get to the emergency exit without having to step over all this metal debris and you also have to step over a minor amount of the metal on the way to the plant washrooms. 2. The London Plant Manager tells you that the new plant has eight ovens and that they will need to use all eight during the day shift and that in about six to eight months time, there might be a need for a second shift. He makes a point of telling you that these ovens are substantially different than the ovens at the London plant and there are some controls that they are not familiar with. He advises you that the manufacturer of the ovens may need to be contacted as no manuals were left behind and to train the bakers, information about the controls will need to be obtained. He also tells you that these ovens will throw more heat into the plant and it would be a good idea to show prospective plant staff what the working conditions are like – very hot - as part of the selection process. He indicated that a modification will be made to the ventilation system shortly but it will still be very hot in the plant any time the ovens are in use. 3. He tells you that one of the two packagers that is relocating is confined to a wheelchair. He tells you that this packager is the fastest packager on the London line but given the height of the conveyer belt at the new plant, the packagers have to stand on platform next to the belt to be able to do the work and there is no way that the packager confined to a wheelchair can get access to the platform in her chair. He really doesn’t know if the worker will be able to do the job. 4. The London Plant Manager advises you of the following staffing requirements for the new Woodstock plant: a. A plant manager – the London Manager declined the offer to relocate even though he was offered $10,000 more per year. He likes his job, has a mortgage-free house, and enjoys the London community. b. A plant supervisor c. Five bakers – one of which is relocating so a net requirement for four bakers d. Eight packagers – two of which are relocating so a net requirement of 6 e. Ten food prep workers f. Six client service reps - two of which are relocating to Woodstock so a net requirement for four client service reps Page 6 of 17

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MGMT-6041 Group Case Study Assignment g. Two forklift operators h. Five drivers – three who are licensed to drive tractor trailers (minus the husband of one of the packagers who has already been given an offer) and two who are licensed to drive cube vans. 5. He notes that one of the client service reps that is relocating has a lot of potential. He has talked with this man several times and it almost sounds like the plant manager has become a bit of a mentor to this individual. He tells you that the client service rep (Jordan) is very bright, good with people, is currently enrolled in a business degree program online with Athabasca University and could make a good plant manager, if you are not able to find an experienced plant manager with bakery experience. He makes the point that you will likely have difficulty finding a fully experienced person that is right for this kind of operation. 6. In London, three of the packagers can be trained to work on the bottling line without any problem so there is no net increase there. The London plant will also need an additional forklift operator. 7. He also tells you that the Vancouver head office is considering installing a Director of Operations at the new plant who would be responsible for the entire operation and you will need to follow up on this with the Vancouver office. This would be in addition to the plant manager and office manager. 8. Once your interview with the plant manager has concluded, he tells you that you need to sit down briefly with the trucking supervisor to obtain some information. He tells you that he was really impressed with this man and hired him right away – he made the comment that if he waited for the London office to act, this man would have gotten a job elsewhere quite quickly. He also tells you that the trucking supervisor will be very useful in bringing in new staff. He organized all the social events at the Woodstock location when it was owned by the original owners, and knows all of the staff that were laid off. Information Obtained from the New Trucking Supervisor Carter, the new trucking supervisor advises you of the following: 1. The trucks that Harrison Sisters inherited from the company that used to own the plant cannot have the ownership transferred until the trucks are checked and certified. It is his belief that every one of the trucks needs some mechanical work done on them. The previous company did not like to spend money on repairs and consequently there were frequent breakdowns. He can provide the names of some local garages that are fair and reliable. He also knows of two mechanics that are semi-retired. Page 7 of 17

MGMT-6041 Group Case Study Assignment 2. He tells you that none of the refrigeration units on the tractor trailer trucks are functional and thinks that one or more of the drivers might have tampered with them. He tells you that his previous employer did not pay severance as required by law to any of the employees and that the truckers were very angry. He is pretty sure he knows who tampered with the units. 3. He tells you that the employees at the previous company were a fairly close-knit group and the fact that he has been hired by Harrison Sisters has spread like wildfire. Almost every person has either phoned him or emailed him to find out if Harrison is hiring. He provides the following list of workers seeking work: a. 5 bakers b. 7 packagers c. 7 prep workers d. 1 forklift operator e. 1 plant manager f. 1 plant supervisor g. 1 office manager h. 2 accounting clerks i. 1 receptionist j. 4 client service/order desk people k. 1 bookkeeper (he readily confesses that the bookkeeper is his wife) You ask Carter if he would hire all the people back if he was in charge of hiring. He hesitates for a minute or two and makes the following statement: “I don’t like to speak ill of anyone but the former plant manager and plant supervisor were not nice people. They didn’t care about the welfare or the safety of the staff and they created a very unpleasant environment in the plant.” He said these two men never recommended raises for workers. He also notes that one of the drivers, Luna Smith, was not a particularly good employee – above average absenteeism, had an attitude problem, not a team player and supposedly beat up another employee after hours in a bar, though this was never confirmed. He said that this employee and a union organizer who regularly used to come onsite were constantly talking to employees about forming a union. While the wages for the truckers were below the going rate, the workers were too afraid of losing their jobs to work with union organizers. He said that if the decision was his, he would not hire Luna back. He also said that as soon as the union organizer from WOTA (World Organization for Trucking Associates) finds out that the plant has started up and truckers are working here, he will just come back on the property and try to get the guys interested in joining a union. Page 8 of 17

MGMT-6041 Group Case Study Assignment Interview with the Office Manager Your last interview is with the London office manager who is onsite at the Woodstock plant working with a crew to set up the office. She provides the following information. 1. She thinks that you will need the following people to start: a. An office manager (she is not relocating to Woodstock) b. 2 accounting clerks c. 4 client service people d. A bookkeeper – depending on the size of the operation, an accountant might be needed later instead of a bookkeeper. e. 1 receptionist 2. As part of the deal, Harrison Sisters inherited office furniture left behind by the previous company. The furniture is as “old as the hills” as she put it, some of it is broken, all the chairs are filthy and none of it is ergonomically correct. Even though a budget has not been set aside, she is recommending that all the furniture be replaced. 3. She said that the employees who used to work at the Woodstock location must have been very unhappy because it looks as if someone has deliberately plugged up the drains in the washroom sinks and toilets. In one area, the toilet backed up and sewage had dumped on the floor and some has seeped into the drywall. Even though the mess was cleaned up and the drywall repainted, there continues to be an objectionable smell in the office. 4. She also tells you about a problem that has transferred to the new location from the London location. One of the male client service reps who decided to relocate had previously been making lewd comments to a female packager, who has also decided to relocate because her husband was offered a driving job at the Woodstock plant. She tells you that this guy can’t seem to keep his hands off any women under 45 in the office and that in this case, he has commented on the packager's appearance, given her flowers and made off colour remarks. The packager complained to the Office Manager and even spent three months off on stress leave. The HR Manager had promised to deal with the situation but failed to do so. When the packager agreed to relocate, she thought she was ‘home-free’ and that her problems were over. However, once she found out that the client service rep was also relocating, her stress level went through the roof. She never told her husband about the problem as she was afraid that her husband would beat the man up, but now that her husband and the client service rep will be working at the same company, she is just beside herself with worry that her husband will be convicted of assault, go to prison, and leave her alone with their three kids. You make a quick call to the HR Manager about the issue related to the client service rep and she brushes you off with the comment that “Jack is harmless. He just likes women and likes to joke around with them. He’s a great guy and, I might add, a superb golfer.” Page 9 of 17

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MGMT-6041 Group Case Study Assignment Telephone conversation with the HR Assistant at London 1. You later make a quick call to Hamda, the HR Assistant, to find out if there is any record of discipline for the client service rep. You again get the “are you kidding” comment and she tells you that the HR Manager and the client service rep were practically joined at the hip – her husband and the client service rep golfed together two or three time per week and spent hours in the bar afterwards on those nights. She said that the HR Manager would go to any length to protect the client service rep. She checked the file and confirmed that there was no record of discipline. You ask her if there is a performance evaluation in the file. She responds sarcastically “what’s that”? She then tells you that performance evaluations are never done. To leave the London location, you either must quit or die. She also tells you that there is no code of conduct or written policy regarding harassment. 2. Hamda seems to be a fountain of information about what is going on at the London operation and on the spur of the moment, you decide to ask her if there any other things that you might be interesting in knowing about the London location. She tells you the following: a. Wages are not consistent across the board. Some of the less experienced staff e.g. bakers and accounting clerks – are paid more than the more experienced staff. It seems to be related to who referred them to the company. b. There are no pay incentives for client service reps to pull in more business for the company. Some staff generate enormous business opportunities for the company while others do very little. c. Some time is being lost at the London plant due to carpal tunnel syndrome, particularly in the packager position. d. While staff are paid reasonably well for what they do, hardly anyone gets a raise after they start. e. A part time bookkeeper has been handling payroll at the London location for the past 6 months and she is due to leave in a few days. Hamda understands that an offer for this position was made to the HR Manager's cousin but she declined the offer because she is going to Europe for 3 months and no other arrangements have been made. She noted that staff will be glad to see the bookkeeper leave because she made lots of errors in pay and not all of them have been properly corrected. This person (along with three other people) has access to petty cash and there has been a persistent shortage (about $1,000 in total) in petty cash since the bookkeeper arrived. The HR Manager has done nothing about this and Hamda thinks it is because the bookkeeper is the HR Manager's sister-in-law. Page 10 of 17

MGMT-6041 Group Case Study Assignment f. She is pretty sure that one of the client service reps (Harrold) and one of the bakers are alcoholics and that there is no provision in the benefits package to provide assistance to them. g. Hamda is really interested in moving up in HR with the company. She has completed her degree part time and is trying to put together a budget to take her HR courses. She made the comment that she wished that the company provided some support for tuition costs and doesn't understand how the HR Manager's daughter managed to have her entire tuition paid for four years. Her comment was "there is always a deal for the right person". The only other person she knows of that is going to school part time is Jordan who is trying to complete his Bachelor of Commerce program within the same types of financial constraints. h. She said she knows that you will need orientation/onboarding training for the staff at the new location and there is no training package available. She asks if you would like her to start preparing one. i. Some guy from UBW (Union of Bottling Workers) found out about the bottling line expansion at the London plant and came onsite three weeks ago and talked to some of the bottling workers about joining UBW. j. She heard that he was asking about health and safety at the London plant but Hamda says that this has never been an issue. When staff get hurt, they go off on sick leave until they’re better. The supervisor decides how long they get off, what went wrong and arranges to fix the problem. There used to be a health and safety committee, but the current system seems to be working so the committee has not met in over two years and no one is certified any longer. On impulse you decide to check on more things before you sit down to collect your thoughts about the issues that have come to light. You have a good friend that works for the Ministry of Labour and you call her up and ask if she can check on the safety record of the company that used to own the Woodstock plant. She asks for the name of the company, you provide it and without going to check records, she says “Oh boy! That company has one of the worst safety records in the industry. Investigators have threatened to shut the plant down at least 4 times in the last 5 years. It would appear that the plant manager and supervisors are at the centre of all of the problems but I can’t be sure if the entire culture of the company had a negative impact on safety. Totally bad news!” You are now ready to make a list of HR issues and possible recommendations as a way of preparing to write the report. Page 11 of 17

MGMT-6041 Group Case Study Assignment YOUR TASK … 1. In groups, please divide your response into three sections and use the chart provided at the end. SECTION 1: ISSUES (Worth 40% - each of the 5 HR areas is worth 8 marks each and total of 40 marks) - In the first section , you will identify the HR issues under the following HR disciplines: a. Recruitment and Selection b. Compensation and Benefits c. Health and Safety d. Training and Development e. Labour Relations and Employee Discipline f. Other (any HR issue that does not fit in the areas noted above). SECTION 2: RECOMMENDATIONS (Worth 50% - each HR section is worth 10 marks each for a total of 50 marks) - In the second section , you will identify the recommendations that you will make to the Director of HR at the head office in order to address the issues that you have identified in the first section. Please DO NOT combine sections one and two together. SECTION 3: MOST CRITICAL ISSUE (Worth 10% of total grade worth 10 marks) - In section three , you will identify what you feel is the issue that is the most critical and needs to be addressed almost on the spot. 2. PLEASE USE WORD. Do not submit your work in PDF format. 3. The file name for your submission must be your Group #. e.g. Group #3 – Group Case Study. Do not use commas in the file name. 4. The group project will have one spokesperson who will submit the Case Study. It must have a title page with all group members names included. 5. When doing your Case Study, the issues section has at least 35 issues. Please provide issues by each plant location. For example, the immediate staffing requirements for the London location count as one issue and the immediate staffing requirements for the new Woodstock plant count as another separate issue. Page 12 of 17

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MGMT-6041 Group Case Study Assignment 6. The weighting of marks varies with the sections:  In Recruitment and Selection , you need six (6) correct issues to obtain full marks (8) for this HR area  In Compensation and Benefits you need six (6) correct issues to obtain full marks (8) for this HR area  In Health and Safety, you need six (6) correct issues to obtain full marks (8) for this HR area  In Training and Development , you need three (3) correct issues for a full mark (8) for this HR area  In Labour/Staff Relations and Employee Discipline , you need four (4) correct issues to obtain full marks (8) for this HR area  The “Other” area is treated as a bonus marks area where you receive 1 mark for each appropriate issue that does not belong/is not a primary issue in one of the other 5 areas noted above up to a maximum of 3 marks . This will top up your mark if you are under 40 marks in total for the above 5 sections. If you already have full marks for the above 5 areas, no marks will be given in this section.  YOU SHOULD IDENTIFY AS MANY ISSUES AS POSSIBLE IN EACH OF THE SECTIONS NOTED ABOVE AND NOT STOP AT THE MINIMUM NUMBER OF ISSUES NEEDED FOR EACH AREA. 7. Do not roll up issues into overall conclusions . While several issues might lead to a certain result, marks are provided for the individual issues and not the rollup. For example, rather than saying that compensation needs some work, list the actual problems that lead you to this conclusion. 8. Every issue that you identify should have a solution to it and some solutions may overlap. Be specific and think big picture and strategically about what you can do from an HR perspective. 9. The maximum number of marks for recommendations in Section 2 is 10 marks for each of the 5 HR areas. There is also an opportunity to obtain bonus marks for providing recommendations in Section 2 for the bonus issues identified in Section 1 if you have not already achieved 50 marks in Section 2. 10. Each group member will receive the identical grade and feedback. You are responsible for your own group dynamics and I will not become involved. You want to set up the same goals related to quality of work, timetabling, etc. 11. If you decide to break up your group, this must be done well before the Case Study due date so that members can go on and complete the Case Study, prior to the due date. This means that you should establish expectations within your group right up front, and deal with issues as they arise. 12. If you have questions, don’t hesitate to send me an email. Page 13 of 17

MGMT-6041 Group Case Study Assignment HR Case Study Template Please use the following charts for your issues and recommendations. The charts will expand to accommodate your points. SECTION 1: ISSUES (Worth 40% - each of the 5 HR areas is worth 8 marks) The section 1 chart can be in point form, however, there needs to be enough information to evaluate your understanding of the issues you are discussing. HR Area Issues Recruitment and Selection (need 6 correct issues) 1. Job descriptions are needed for all jobs. 2. Organizational chart is needed. 3. Need to invest into an Applicant Tracking System. 4. Employee HR files are needed. 5. Large number of vacancies required with no recruitment plan in place - implement a formal hiring process. 6. HR metrics are needed - time to hire, cost per hire, turnover rate, etc. Compensation and Benefits (need 6 correct issues) Health and Safety (need 6 correct issues) Training and Development (need 3 correct issues) Page 14 of 17

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MGMT-6041 Group Case Study Assignment Labour/Staff Relations and Employee Discipline (need 4 correct issues) Other (bonus marks) (up to 3 bonus marks are possible) Total /40 SECTION 2: RECOMMENDATIONS (Worth 50% - each HR section is worth 10 marks) The section 2 chart can be in point form, however, there needs to be enough information to evaluate your understanding of the issues you are discussing. The chart will expand to accommodate your points. HR Area Recommendations Recruitment and Selection Compensation and Benefits Health and Safety Training and Page 16 of 17

MGMT-6041 Group Case Study Assignment Development Labour/Staff Relations and Employee Discipline Other up to 3 (bonus marks) Total /50 SECTION 3: MOST CRITICAL ISSUE (What is the number one priority to be dealt with and why? What is the first thing that must be done? This is not a long-term goal, but rather something in the short term that is critical and needs to be done and can be done almost on the spot.) Section 3 should be in full text form and must contain enough information to evaluate your understanding of the issue you are discussing. Total /10 Overall Total: /100 = /30% Page 17 of 17

Harrison Sisters Limited Case Study Assignment (W24)

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