CASE: FarahPalm Recruitment Agency is an executive recruitment company based in Dubai that provides recruitment services for companies in the city that want to fill executive-level positions. In 2018, Palm received a request from Farah, a large clothing company based in Dubai, to assist in hiring two executive-level managers: a director of human resources and a director of digital marketing. In short period of time, Palm was able to propose several candidates, and two were hired.The director of human resources and the director of digital marketing had a successful initial year with regard to improving productivity. For instance, the HR director demonstrated excellent analytical skills in identifying persistent problems in the department and in implementing effective solutions. The director of digital marketing proved equally capable, guiding her team to the best digital software and accurately implementing customized solutions tailored to the needs of the department. Despite such successful developments on the technical side, the staff supervised by the two new directors had concerns about them.The director of human resources had great expertise in HR and a distinguished analytical skillset, and his focus was mainly on pleasing the CEO and the board of directors. However, he seldom involved his employees in making HR plans. He was constantly looking for ways to embellish his performance and achievements to upper management and other members of the company.was more interested in reaching higher positions in the company than in developing subordinates and enhancing their careers. Moreover, employees who shared their problems with him were not given his full consideration.The director of digital marketing had a different approach. She had an open-door policy, and any employee with a problem could approach her for advice and assistance. However, her subordinates said that she would never challenge them with innovative tasks and responsibilities. Although she was willing to listen to her subordinates, she often turned down innovative or creative ideas from them, saying that it would be best to postpone implementing them for few years. She apparently believed that innovative ideas were difficult to complement in an industry controlled by few big companies. Her subordinates were beginning to feel frustrated and demotivated, with little sense of achievement in their jobs.Questions1. Assess the leadership skills, competencies and traits of the new human resource director.
CASE: Farah
Palm Recruitment Agency is an executive recruitment company based in Dubai that provides
recruitment services for companies in the city that want to fill executive-level positions. In 2018,
Palm received a request from Farah, a large clothing company based in Dubai, to assist in hiring
two executive-level managers: a director of human resources and a director of digital marketing.
In short period of time, Palm was able to propose several candidates, and two were hired.
The director of human resources and the director of digital marketing had a successful initial
year with regard to improving productivity. For instance, the HR director demonstrated excellent
analytical skills in identifying persistent problems in the department and in implementing
effective solutions. The director of digital marketing proved equally capable, guiding her team to
the best digital software and accurately implementing customized solutions tailored to the needs
of the department. Despite such successful developments on the technical side, the staff
supervised by the two new directors had concerns about them.
The director of human resources had great expertise in HR and a distinguished analytical skillset,
and his focus was mainly on pleasing the CEO and the board of directors. However, he seldom
involved his employees in making HR plans. He was constantly looking for ways to embellish
his performance and achievements to upper management and other members of the company.was more interested in reaching higher positions in the company than in developing subordinates
and enhancing their careers. Moreover, employees who shared their problems with him were not
given his full consideration.
The director of digital marketing had a different approach. She had an open-door policy, and any
employee with a problem could approach her for advice and assistance. However, her
subordinates said that she would never challenge them with innovative tasks and responsibilities.
Although she was willing to listen to her subordinates, she often turned down innovative or
creative ideas from them, saying that it would be best to postpone implementing them for few
years. She apparently believed that innovative ideas were difficult to complement in an industry
controlled by few big companies. Her subordinates were beginning to feel frustrated and
demotivated, with little sense of achievement in their jobs.
Questions
1. Assess the leadership skills, competencies and traits of the new human resource director.
AI-generated content may present inaccurate or offensive content that does not represent bartleby’s views.
Unlock instant AI solutions
Tap the button
to generate a solution
