Human Resources – Foreman Turnover
EXECUTIVE MEMO
BRANDON BELLINGHAM, PLANT MANAGER
FROM:
ASHLEY WALL, HR DIRECTOR
SUBJECT:
FOREMAN TURNOVER
To address the serious problem involving foreman turnover, we need to implement the following:
Develop foremen through better selection, advancement and informal/formal training. Of the 23 foremen who left, 13 were fired possibly due to lackluster performance. In the short-term, the foremen selection process (which focused more on planning skills) must match the subsequent performance evaluation by their supervisors (which focused on technical and conflict management skills). In the long-run, a combination of technical, interpersonal, and administrative skills is important in flourishing in the foreman role. Informal training may be provided using a buddy system where internally-promoted foremen, rich in technical skills and more versed in dealing with union workers (they once were), can partner with externally-hired foremen with more developed administrative skills. Formal training can come from experienced foremen who may be advanced to a foreman/trainer role, with the salary and benefit of regular foremen but no line responsibility, to coach/mentor newer foreman. Once the financial resources are available, formal training classes to improve technical, interpersonal/labor relation, and administrative skills can also be provided. Scholarships for internally-promoted foremen to complete their formal education may also be instituted.
Create ownership of outcomes through consultation and rewards. In setting production targets, the foremen must be consulted by their supervisors, to take into account industry benchmarks and factors that may be beyond the foremen’s control. By the process of consultation, foremen develop a sense of ownership for the outcomes. The same