Reference no: EM133599100

Problem

Mitch understands that the farm's past investment in HR has not provided the results he wanted to achieve. He has contemplated for several days about calling his youngest daughter, who he knew would be able to build the HR systems Blackfoot required. Mitch has been hesitant to call Sara because he knew she wanted to create her own future.

He also knew how fulfilling her career had been; all he ever wanted was to see his children happy in their chosen profession. Blackfoot Farms was experiencing a series of workforce challenges, however, including recruiting and cross-cultural communication. These challenges led to the departure of their second HR manager in five years and the third in 10 years. The last two managers cited "relocation" as the reason for leaving, but Mitch knew the fit had not been ideal in both instances.

Both had sound HR backgrounds but lacked the strategic perspective Blackfoot Farms desperately needed. Cultural issues at Blackfoot-mainly resistance to formal HR policies and procedures-also have contributed to the lack of progress.

Mitch wondered how much of this failure was due to his own lack of appreciation for the HR function. He certainly was not proud that the HR manager position had turned over three times in a 10-year period. It is never easy to revise policies and procedures in a change-resistant culture like Blackfoot Farms.

Did he want his own daughter to experience those challenges? Whatever he decided, he knew he needed to get it right this time. Despite a lack of HR systems, Blackfoot had been successful, but Mitch knew advancing HR was critical to maintaining and growing Blackfoot Farms in the long term.

Mitch held a series of conversations with Sara and finally convinced her to join the family organization. The last conversation took place over a holiday weekend when Sara was visiting her family.

Mitch and Sara walked around the farm after dinner one night and discussed several topics. When Sara asked if she would be reporting to her sister, Jan (director of finance), Mitch laughed to deflect the awkwardness of the moment. Sara took this as a "yes".

The previous HR managers reported to the director of finance, the last two reporting to Jan. Sara stopped and turned to her father, "You've gone through three HR managers in 10 years. I don't want any special treatment, and I mean no disrespect to Jan. But if you want to have a strong HR operation and one that is finally respected, I need to report to you."

Mitch hesitated briefly and said, "I need to talk with your sister, but I think it will be a welcome relief for her. She would be the first to admit that she didn't give HR the support it needed. It will be a director-level position, titled director of human resources since you'll be reporting directly to me." Sara Alexander became the newest employee of Blackfoot Farms two months later.

Task

A. Based on your observations, discuss, in detail, why the HR managers decided to leave the company.

B. Consider employee/manager issues such as conflict, employee perceptions, accountability issues, procedures, organizational culture, employee growth and developments, communication, and more, to complete your analysis.

C. Include a minimum of five potential issues for their departure. Summarize by suggesting what challenges might be ahead for Sara.