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CATAYOC, Rabel B. MBM 1
Dr. Felixberto Condeza MGT 202
Case No.: 7 Staffing
LIGHTHOUSE INSURANCE COMPANY: Help Me Make It Through the Night
I. Facts of the case
The Lighthouse Insurance Company was founded in 1970. It is engaged in selling non-life
policies specially those related to fire and allied line, motor car, marine, personal accident,
bonds, and miscellaneous lines. The company is a stock corporation with 51 branches all over
the Philippines from Northern Luzon to Southern Mindanao. It employs a total of 305 employees
manning the head office in Makati City and all the branches.
The company’s Human Resources Department is composed of five employees including its head,
Ms. Emerenciana Soriano. The department maintains a file of the company’s record of
personnel. The branch managers are responsible for recruiting branch personnel who are
trained at the head office from one week to one month. When the position of branch manager
(BM) becomes vacant, the general manager pulls someone out from the Marketing Department
to fill the vacancy.
The performance of new branch managers is lackluster in the first few months. After a year,
either their performance improves, or they fail totally.
When a BM’s position becomes vacant, the HRD immediately coordinates with the Vice
President for Marketing and without much fuss, facilitates the transfer of the most senior of the
eligibles to assume the BM’s post.
This year, the vacancies for the BM’s were unusually higher than last year. Last year’s vacancy
for BM’s consists of only one and it was immediately filled up. At the beginning of the third
quarter of this year, six vacancies have already occurred of which only three could be filled up.
After five months, still no suitable replacement could fill the other three vacancies.
Ms. Soriano is now thinking of the best move to solve the problem.
II. Point of view
The case analyzer chooses Ms. Soriano as the one responsible to address the case
III. Statement of the problem
This case analysis attempts to ascertain some major causes of the problem of the Lighthouse
Insurance Company. Mainly, it will be focusing on resolving issues encountered by the said
company. It aims to answer the following given questions:
1. What is the competence of the branch managers in terms of recruitment?
2. How is HRD in Training and Development?
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3. How is HRD in terms of Strategic Human Resource Management?
IV. Objective
The case analysis aims to device an action plan to resolve the problem of the company
V. Areas of consideration (SWOT ANALYSIS)
Strength:
- Company was founded in 1970
- Company is a stock corporation
- 51 branches all over the Philippines from Northern Luzon to Southern Mindanao
- Human Resources Department is composed of five employees including its head
- Department maintains a file of the company’s record of personnel
- Last year’s vacancy for BM’s consists of only one and it was immediately filled up
Weaknesses:
- 305 employees / 51 branches = 5.98 or 6 employees each branch
- Branch managers are responsible for recruiting branch personnel
- When the position of branch manager (BM) becomes vacant, the general manager pulls
someone out from the Marketing Department to fill the vacancy.
- The performance of new branch managers is lackluster in the first few months. After a
year, either their performance improves, or they fail totally.
- When a BM’s position becomes vacant, the HRD immediately coordinates with the Vice
President for Marketing and without much fuss, facilitates the transfer of the most senior
of the eligibles to assume the BM’s post.
- At the beginning of the third quarter of this year, six vacancies have already occurred of
which only three could be filled up.
- After five months, still no suitable replacement could fill the other three vacancies.
Opportunities:
- External hiring for BM position who could have been more than qualified and
experienced than the ones pulled out from the marketing department
- External hiring those who are still on-active file may have adequate managerial
experience and qualities and credentials but did not qualify for a specific position during
previous recruitment and selection.
Threats:
- Competitors chance to take advantage of Lighthouse Insurance Company’s concern in
Branch Management position.
VI. Alternative courses of action (3 with advantages and disadvantages)
1. Training and Development. Training and Development is one of the HR’s responsible in
an organization. This helps employees learn new knowledge not only in whatever area of
expertise they may be in, but those of others as well. In relation to the case, 305
employees are not that hard to handle for a corporation with 51 branches nationwide.
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Someone coming from the marketing department, training and development will help
them be aware to the type of job they may be into. Branch managers, since they are
responsible for recruitment they should also get trained on how to uphold recruitment
jobs. However, failure to strictly monitor, will lead to chaos in an organization. It will
add more pain in the butt of the company.
2. External hiring. There is no satisfactory substitute in external hiring when internal hiring
is occasionally ineffective and inefficient. External hiring will invite skilled and
experienced people qualified for the position. As to the case, internal hiring is no longer
or perhaps occasionally not effective when training and development is lacking in an
organization. One disadvantage of external hiring however, competition among
employees may not be healthy as that of the opposite. Another drawback in hiring is it is
expensive and time consuming in nature considering its processes.
3. Strategic Human Resource Management. Strategy is a declaration of intent on what to do
and how it should be done. In this sense, Strategic Human Resource Management
(SHRM) is a move designed to achieve organizational objectives given that it is strongly
in accordance and conveyed by company’s mission and vision; business ethics, labor
laws and labor relations. Strategic human resource management has more to do with
understanding and moving beyond what the SWOT analysis has presented to achieve
competitive advantage. Nevertheless, when company does not support what the HR sees
fit implement to solve the problem, no matter how strategic it would be, it won’t prosper.
VII. Conclusion:
The idea that HRD disseminates the responsibility to recruit to branch managers, the general
manager and HRD pull out someone from the marketing department is not a desperate act as far
as the HRD sees to it they put them under training and development before deploying them to
work.
VIII. Recommendation:
The presenters recommend alternative course of action number one.

Unformatted Attachment Preview

CATAYOC, Rabel B. Dr. Felixberto Condeza Case No.: 7 – Staffing MBM – 1 MGT 202 LIGHTHOUSE INSURANCE COMPANY: Help Me Make It Through the Night I. Facts of the case The Lighthouse Insurance Company was founded in 1970. It is engaged in selling non-life policies specially those related to fire and allied line, motor car, marine, personal accident, bonds, and miscellaneous lines. The company is a stock corporation with 51 branches all over the Philippines from Northern Luzon to Southern Mindanao. It employs a total of 305 employees manning the head office in Makati City and all the branches. The company’s Human Resources Department is composed of five employees including its head, Ms. Emerenciana Soriano. The department maintains a file of the company’s record of personnel. The branch managers are responsible for recruiting branch personnel who are trained at the head office from one week to one month. When the position of branch manager (BM) becomes vacant, the general manager pulls someone out from the Marketing Department to fill the vacancy. The performance of new branch managers is lackluster in the first few months. After a year, either their performance improves, or they fail totally. When a BM’s position becomes vacant, the HRD immediately coordinates with the Vice President for Marketing and without much fuss, facilitates the transfer of the most senior of the eligibles to assume the BM’s post. This year, the vacancies for the BM’s were unusually higher than last year. Last year’s vacancy for BM’s consists of only one and it was immediately filled up. At the beginning of the third quarter of this year, six vacancies have already occurred of which only three could be filled up. After five months, still no suitable replacement could fill the other three vacancies. Ms. Soriano is now thinking of the best move to solve the problem. II. Point of view The case analyzer chooses Ms. Soriano as the one responsible to address the case III. Statement of the problem This case analysis attempts to ascertain some major causes of the problem of the Lighthouse Insurance Company. Mainly, it will be focusing on resolving issues encountered by the said company. It aims to answer the following given questions: 1. What is the competence of the branch managers in terms of recruitment? 2. How is HRD in Training and Development? 3. How is HRD in terms of Strategic Human Resource Management? IV. Objective The case analysis aims to device an action plan to resolve the problem of the company V. Areas of consideration (SWOT ANALYSIS) Strength: - Company was founded in 1970 - Company is a stock corporation - 51 branches all over the Philippines from Northern Luzon to Southern Mindanao - Human Resources Department is composed of five employees including its head - Department maintains a file of the company’s record of personnel - Last year’s vacancy for BM’s consists of only one and it was immediately filled up Weaknesses: - 305 employees / 51 branches = 5.98 or 6 employees each branch - Branch managers are responsible for recruiting branch personnel - When the position of branch manager (BM) becomes vacant, the general manager pulls someone out from the Marketing Department to fill the vacancy. - The performance of new branch managers is lackluster in the first few months. After a year, either their performance improves, or they fail totally. - When a BM’s position becomes vacant, the HRD immediately coordinates with the Vice President for Marketing and without much fuss, facilitates the transfer of the most senior of the eligibles to assume the BM’s post. - At the beginning of the third quarter of this year, six vacancies have already occurred of which only three could be filled up. - After five months, still no suitable replacement could fill the other three vacancies. Opportunities: - External hiring for BM position who could have been more than qualified and experienced than the ones pulled out from the marketing department - External hiring those who are still on-active file – may have adequate managerial experience and qualities and credentials but did not qualify for a specific position during previous recruitment and selection. Threats: - Competitors chance to take advantage of Lighthouse Insurance Company’s concern in Branch Management position. VI. Alternative courses of action (3 with advantages and disadvantages) 1. Training and Development. Training and Development is one of the HR’s responsible in an organization. This helps employees learn new knowledge not only in whatever area of expertise they may be in, but those of others as well. In relation to the case, 305 employees are not that hard to handle for a corporation with 51 branches nationwide. Someone coming from the marketing department, training and development will help them be aware to the type of job they may be into. Branch managers, since they are responsible for recruitment they should also get trained on how to uphold recruitment jobs. However, failure to strictly monitor, will lead to chaos in an organization. It will add more pain in the butt of the company. 2. External hiring. There is no satisfactory substitute in external hiring when internal hiring is occasionally ineffective and inefficient. External hiring will invite skilled and experienced people qualified for the position. As to the case, internal hiring is no longer or perhaps occasionally not effective when training and development is lacking in an organization. One disadvantage of external hiring however, competition among employees may not be healthy as that of the opposite. Another drawback in hiring is it is expensive and time consuming in nature considering its processes. 3. Strategic Human Resource Management. Strategy is a declaration of intent on what to do and how it should be done. In this sense, Strategic Human Resource Management (SHRM) is a move designed to achieve organizational objectives given that it is strongly in accordance and conveyed by company’s mission and vision; business ethics, labor laws and labor relations. Strategic human resource management has more to do with understanding and moving beyond what the SWOT analysis has presented to achieve competitive advantage. Nevertheless, when company does not support what the HR sees fit implement to solve the problem, no matter how strategic it would be, it won’t prosper. VII. Conclusion: The idea that HRD disseminates the responsibility to recruit to branch managers, the general manager and HRD pull out someone from the marketing department is not a desperate act as far as the HRD sees to it they put them under training and development before deploying them to work. VIII. Recommendation: The presenters recommend alternative course of action number one. Name: Description: ...
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