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Career Planning
Q
1
You have recently taken over as General Manager of a large concern manufacturing FMCGs. Although the company appears to be stable and progressing well, at first glance, one or two things are bothering you. One is the apparently high-turnover of personnel in R&D and Formulations. The other is that, given the potential of the company, it is not making the sort of headway it should be making. You decide to (TICK ONE)
(a)
Call a meeting of senior officers to discuss the matter
(b)
Make a list of all strengths, weaknesses, opportunities & threats-do a SWOT analysis , in short, add two and two together.
(c)
Call in an outside consultant to probe the problem
(d)
Leave it to your Dy. General Manager to find out the facts and report.
Good! Your Answer is Right
Correct Answer is (b)
1. This is a highly sensitive matter. Do you really want to reveal your involvement at this stage? And that too, to all senior officers? Do you know the enemy?
2. SWOT analyses have a way of helping you add two and two together, as they compel the use of logic. When you eliminate the impossible, as Sherlock Holmes said, the residue, no matter how unacceptable, has to be the truth. If high turnover (and that too from your key departments of R&D and Formulations) of personnel for no apparent reason is linked to the falling sales and market share, the root cause may be that your have been targeted for a sustained attack by a competitor through a Head Hunter (a placement/HR consultant who targets/pirates select employees to fill a client's requirements). The people so recruited, then cough up all your secrets.
3. Not recommended in this case unless you want to make a retaliatory strike.
4. And who knows how badly he wanted the job you got.
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