Case Study - The Schoen Ultimatum

As newly-appointed Director of Human Resources, Clarissa Schoen was assigned principal authority and responsibility to coordinate, write and implement the company Human Resources Plan and any related strategies so as to ensure consistency throughout the company. In announcing Schoen’s appointment to the newly established position several months ago, the CEO indicated the advantages of a centralised HRM Division at the present stage of the company’s growth, and he urged all business managers and supervisors to give the new department their full cooperation.

The CEO’s directive notwithstanding, most business managers have failed to give Clarissa Schoen very much cooperation. For example, when sending requests that new employees be hired, many supervisors are still not submitting associated job descriptions and person specifications which Schoen has requested be provided as a matter of routine. As a result, Human Resources cannot determine the required applicant qualifications in such instances but rather is forced to send the applicants to the department concerned for preliminary screening as well as final selection.

Of the eight employee dismissals that have taken place since Schoen assumed her duties, in only two instances did the supervisor request the action through HRM. In the other cases the supervisor simply sent a memo informing Schoen of the action with little, if any, explanation given. Realising the necessity of working with rather than against business management, Clarissa has tried to be diplomatic in reminding business managers of the necessity of clearing such actions with her Division, without much apparent success.

Most recently, Schoen spent several weeks devising a front-line leadership development program, originally suggested as an area of need by the CEO at the time of Schoen’s appointment. The