A garments factory was trying to be more dynamic and to enter into the next level. They asked BiopicLab to evaluate the potentiality of their existing resource. To serve the purpose, BiopicLab talked with every permanent staffs to assess the scenario.
Some obstacle had been identified. Firstly, there was inter-personal conflict among the high officials. Secondly, Chairman had to intervene into the set-up to accuse the in-charges if any target or task had not been dealt with appropriate manner. As a result, the ‘response time’ was being drastically slow. Had a CEO been recruited, the process would be much faster. Because, the chairman had other business as well. The CEO would be accountable for every action. This would be a better strategy than the previous one.
This factory was in ‘sub-contract’ model for almost 15 years. Now when it has become a contractor itself, the old resources found it difficult to cope up with the pace. After talking with every employee, BiopicLab categorized them into 5 groups according to their quality and suggested different treatment for different group.
It is pretty challenging to find quality resource in garments trade. So, the factory could collaborate with some head haunting company who would help to find skilled resource. Though, it is quite natural not to be satisfied with their service-quality, this procedure is definitely better. Naturally, job seeking people in the garments pool comes to the factory gate and ask the security guard if there is any vacancy. Most of them are fired from another factory. As a consequence, their self-esteem is already downward at that point. In addition, ‘Referral model’ could be another suitable option to encounter this problem. If any employee refers a potential staff and the person is selected in the interview, the referencing employee will be awarded with monetary incentive. If the newly recruited person perform for next two years, another bonus could be awarded. In this way, the primary expense would be rise up in this process; but surely it is a much productive model for the factory for managing skilled resource.
Finally, it has to be answered – what is the difference between this factory and another one. It was found is the session that the exceptionally good image of chairman is the only distinguishing factor. But, depending only on personal image is not sustainable in the long run. Memory creation, appreciation like scheme should be started at least in a very experimental manner.