Treadway Tire Company Employee Turnover
Unit 5 Case analysis
Introduction The Treadway Tire Company has been plagued with high employee turnovers in the line foremen positions. From low morale, lack of training and authoritative issues the foremen are deciding to either resort back to hourly employees or leave the company altogether. Ashley Wall a new Human Resource Director is left to research why the employee turnover is so high and what can be done to alleviate the problems. The company has to deal with a variety of challenges including extreme prices on raw material costs and immense global competition but finding a way to decrease employee turnover would need to be a priority.
Background
The Treadway Tire Company employed almost 9,000 hourly and salaried staff in North America. The company was a major supplier of tires to the original equipment manufacturer and replacement tire markets, selling Treadway Primo, Treadway Performance, and private tire brands. The Lima Tire Plant was one of eight manufacturing plants operated by the Treadway Tire Company. Located in Lima, Ohio, the plant building encompassed over 1.5 million square feet and was situated on 128 acres of land. About 1,120 people were employed at the Lima …show more content…
They would know how to handle each role of their position and could better manage the hourly employees during their shifts. Wall had been trying to create a new, month-long rotational training program for line foremen. The program would assign area managers as formal mentors and expose the new line foremen to the key processes in the plant. The new foremen would spend a day with Payroll to learn about problems with time sheets and paychecks, and a day with Human Resources to cover information on union contracts and disciplinary issues. (Skinner, Beckham) However, with the current cuts to the budget the plan for formal training could not be
Introduction The Treadway Tire Company has been plagued with high employee turnovers in the line foremen positions. From low morale, lack of training and authoritative issues the foremen are deciding to either resort back to hourly employees or leave the company altogether. Ashley Wall a new Human Resource Director is left to research why the employee turnover is so high and what can be done to alleviate the problems. The company has to deal with a variety of challenges including extreme prices on raw material costs and immense global competition but finding a way to decrease employee turnover would need to be a priority.
Background
The Treadway Tire Company employed almost 9,000 hourly and salaried staff in North America. The company was a major supplier of tires to the original equipment manufacturer and replacement tire markets, selling Treadway Primo, Treadway Performance, and private tire brands. The Lima Tire Plant was one of eight manufacturing plants operated by the Treadway Tire Company. Located in Lima, Ohio, the plant building encompassed over 1.5 million square feet and was situated on 128 acres of land. About 1,120 people were employed at the Lima …show more content…
They would know how to handle each role of their position and could better manage the hourly employees during their shifts. Wall had been trying to create a new, month-long rotational training program for line foremen. The program would assign area managers as formal mentors and expose the new line foremen to the key processes in the plant. The new foremen would spend a day with Payroll to learn about problems with time sheets and paychecks, and a day with Human Resources to cover information on union contracts and disciplinary issues. (Skinner, Beckham) However, with the current cuts to the budget the plan for formal training could not be