1 | P a g e

BRIEF OF THE CASE

Four section mates (Kenya Fordham, Bill Ng, Sharon Sharalike, and
Bjorne Tuwinn who graduated from Harvard Business School decided to
meet each memorial day weekend along with their families . The
location changed each year. Everyone discussed about their personal and
professional lives. Tuwinn had a query which he wanted to discuss with
the rest 3. Bjorne had been working for 5 years in Cookie Cutter
Consultants (CCC). The query was about the policies of recruitment and
promotions in CCC. Then they all sat and discussed the type of staffing
done in the organization. They also discussed various problems related
to staffing and promotion. They analyzed the problems like overworked
and underworked staff and tried to find out a solutions to it. They
discussed various aspects and also prepared a spreadsheet which
contained all data of the company.

The company CCC was unable to make long term demand analysis of
future so the HRM department could not predict the manpower required
for the same. This case deals with the proper allocation of all manpower
in CCC. The demand is to be forecasted and underutilization or
overutilization of labor must not be done. The employees must not feel
they are overworked.



2 | P a g e

OBJECTIVES

To determine the proper method for staffing in CCC



To recruit sufficient number of employees



To determine and analyze promotion policies



To determine whether up-or-out policy would be beneficial.






3 | P a g e

PROBLEM STATEMENTS

Long term estimate of demand is not calculated



Presently the partners are feeling overstretched and 10 managers are
in excess.



Promotion prospect from manager to partner is very low i.e 50%



Time period for promotion from associate-to-manager and manager-
to-partner is too long.












4 | P a g e

SWOT ANALYSIS

STRENGHTS:

1. CCC recruits internally which motivates the employees
2. Up or out policy at associate level.


WEAKNESSES :

1. Long term estimate of demand is not possible
2. The time period for promotion is too high
3. New talent is not allowed as internal recruitment takes place.
4. Up-or-out policy is de motivation for the employees.

OPPOURTUNITY:

1. If promotion prospect is increased then employees will be more
interested to work in the company.
2. Lateral recruitment should also take place at the manager and
partner levels.

THREATS:

1. Partners are feeling over-stretched which may de-motivate them to
work for the company


5 | P a g e

ALTERNATIVE SOLUTIONS

1. The company should reduce the time period for promotion
from manager to partner and that from associate to manager
can remain same.


2. Promotion prospect should be about 75%



3. The company should think to recruit laterally also along with
promotions at manager and partner levels.


4. 2 managers can be promoted and 8 can be demoted as there are
excess managers.







6 | P a g e

BEST SOLUTIONS

The company must go for all the above alternatives and then the staffing
process can be at its best.



IMPLEMENTATION PLAN
Bjorne must consider various factors while staffing process she must see
the satisfaction of all employees in the process and give them a chance
to keep their point also if they have any.
Bjorne should have an estimate of demand and staff accordingly.
Overstaffing once done can prove very dangerous for the firm. Staffing
at all levels must be optimum.