Engineering Corporation — Edo State The FIR manager holds regular staff meeting with her four sectional heads. Her practice was to confine each meeting to one chief problem, and on this day, the subject was the indifferent attitudes of the 20 supervisors reporting to the section head. “We have rather poor record in selecting good supervisors in this department”. She began; “We do not have five or six who are outstanding. but there are too many who are unsuccessful. What do you people look out for when you recommend candidates to me”? “I think my best technical people make the best supervisors” said one. They have the respect of their associates and their subordinates. who all rate technical competence highly. I find that they can train new staff members very effectively and can also_ pitch in and do the most demanding jobs themselves”. -Maybe that is just the trouble” said the I IR manager. “People like that may never leant to mange because they spend their time in technical works”. “What I think about it”, said another sectional head, “I have made my recommendations on the basis of seniority. IT is the popular thing to do because everyone seems to expect succession on this basis”. “You think, then” said the manager, “that age is the only, or at least, iltc most important qualification supervision? Such a practice conveniently ignores everything that h. been learned about managing, or else it assumes that the candidates have the capability and the will to become proficient in management knowledge after getting the job. Is this realistic?” In the general conversation that followed. other elements, such as getting along with people, makinga good impression. having the capacity for further promotion, and being able to exact responsibility. were championed. The HR manager became clear, frustrated, and as she closed the she k ti wonder rider we have a 40, fai awe rue in selecting supervisors”. meet n’ ‘mar 141) Required;
- What, if anything, was wrong in this department?
- What would you advise the department manager to do?
- What are the fundamental requirements of a good selection procedure?