City Coach and Bus Company Learie Douglas is the Vice President of Human Resources at City Coach and Bus Company (CCBC), a large and complex transportation system company that covers both large urban and rural areas in the city of Nottingham. The Vice President of Operations, Mark Welch, has called Learie Douglas to complain about the quality of candidates available to become new Transportation Operations Managers. Mark Welch’s specific comments were: “How come your training programme is not delivering the people we need? What’s wrong with the training anyway? You people in HR need to get with it! We’re experiencing some retirement and we need quality people to fill these positions! Assume that you are the Organisational Development Manager for CCBC and Mr. Douglas has called you for advice and to discuss these challenges. In looking for new Transportation Operations Managers, CCBC allows all employees to apply when there are openings. As this is one of the better paid positions at CCBC many employees apply. When the applications are received, HR staff first remove individuals from the pool who are recent hires or who have had attendance or disciplinary problems. HR then narrows the list to not more than 20 candidates by reviewing candidates work records and annual appraisals as well as by asking for current evaluations from each candidate’s Supervisor. The remaining candidates are then interviewed by a panel of three to four interviewers. Typically, one or two Interviewers are from HR one is from the Training Department and one is a Transportation Operations Manager. Because of scheduling conflicts, Transportation Operations Managers are not always a part of these panel interviews. Based on the panel ratings, HR then picks eight candidates to attend a week long Transportation Operations Manager training programme. The training programme covers the procedures and rules used to govern the transportation system and also emphasises simulated incidents to address service disruption problems. After training, candidates are placed in a Manager pool from which they are called on to temporarily replace a regular Transportation Operations Manager who is unavailable due to sickness, vacation or another reason. The performance of the candidates in these temporary assignments is evaluated and those whose performance is viewed as acceptable are eventually promoted to be a regular Transportation Operations Manager. The content of the training programme was designed collaboratively with current Transportation Operations Managers. However only four of the eight candidates who completed the training 11 months ago remain. Two candidates were removed from the pool by the Transportation Operations Director due to their inability to perform the job and two resigned saying that they had not been adequately trained concerning what the job entailed.
Question: Based on your knowledge of the theories of organisational development, discuss the key areas of concern highlighted by this case AND critically assess the action which should be taken by Metropolitan Transit to address their current challenges and the changes the company should make when selecting future Transportation Operations Managers.
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