Highlights
Greens Foods was founded in 1995 and is based in Fulchester. Although a substantial company in the town it is actually family owned and has been since it was established. The company has three manufacturing sites and recorded turnover of £475 million in 2019-2020, making a profit of £25 million. Greens directly employs over 2000 staff and is well known in the UK for selling budget-priced ‘Fish and Chip’ ready-meals and other seafood products. You have recently joined the company as an HR manager for one of the six manufacturing sites. Each site is a separate company or ‘strategic business unit’ and manufactures a distinct product line. The financial results for the company group are good but there are several issues that concern the Board of Directors. As a new member of the Senior Management Team (SMT) in the company you have been tasked with analysing the company situation and making recommendations as indicated below related to Human Resource Management.
Your initial investigations have caused you to question whether you have made the right career move as you have uncovered a number of problems and some worrying practices. While the company appears to be in a sound position, indeed as a food manufacturer Greens thrived during the early COVID pandemic when many other companies struggled, there are nonetheless some worrying indicators which may threaten the company’s long term viability. Some arise from the overall company strategy, others from specific HR shortcomings. The company is more or less profitable but has not historically had a reputation for paying very well. It has struggled to recruit staff to work in the factory, and to a lesser
extent in warehouse roles. In the last ten years an increasing number of production vacancies (65% in 2019) have been taken by workers from Eastern Europe, partly the result of recruitment campaigns overseas. However, labour turnover for production workers is now relatively high at 55%. Clearly “BREXIT” may have a further impact on this in practice. The company has yet to make much use of automated production, believing up to now that the skills of the workforce in food preparation enhance the quality of the products. All production is based in the UK, and most raw materials are sourced in the UK (or offshore) too. The company had, historically, a strong ‘family’ tradition, often with several generations from the same family working together. Famously, recipes were for traditional local dishes, suggested by the employees themselves. Members of the owning family would often join the workers on the factory floor (even if not for very long!) and knew many of the employees by name. This sense of close-knit community has declined recently, some say to the detriment of the company. The company is actively exploring sourcing fresh food products eg. Seafood from outside the European Union, eg. Asia, Africa.
Your report should address the following three equally weighted aspects:
1. HR Planning and HR Strategy: Specifically workforce stability and flexibility
2. Recruitment & Selection (including Employer Branding): Specifically recommendations for a recruitment campaign to address the
labour attrition in production areas OR Recommendations for a recruitment campaign to address talent shortfalls in managerial and professional roles
3. Diversity, specifically: Consideration of how the workforce profile might be more ethnically representative of the town and the region OR Gender inequality in managerial and professional roles and the resultant gender pay gap.
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