Should bloom take huge risk and confront tread gold

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Reference no: EM132295532

Doug Bloom, the newly appointed branch sales manager of the Des Moines location ofD & M Insurance, recently had to fire his assistant sales manager because of consistently under-performing accounts. In seeking to fill the position, he wanted to promote from within – and put on a list three reps that have solid sales performance and the skills and personality traits necessary to succeed as an assistant manager.However, before he could arrange to meet with those reps to discuss the situation, the company CEO, George Treadgold, gave Bloom an order: Do whatever it takes to rehire Susan Kelleher. While an assistant sales manager at D & M, Kelleher had increased the revenue and profitability of her accounts by 47 percent. Two years ago she left the company to move to a competitor. Treadgold’s mandate was so firm it implied thatBloom’s own job would be in jeopardy if he couldn't convince Kelleher to rejoin the firm. During the next few days, as Bloom prepared an offer to woo back Kelleher, two of the reps he was initially considering approached him to apply for the job. Now he was feeling the pressure.

Questions:

What do you think Bloom should do?

If he didn’t at least meet with these reps,would he lose them- either physically (to the competition) or mentally (the reps might be disappointed if they were not considered for the spot?

If he does meet with them, how does he conduct the interviews when he knows that he has only one true choice to fill the spot?

Should Bloom take a huge risk and confront Tread gold with a solid explanation of why he should promote from within rather than rehire Kelleher?

Reference no: EM132295532

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