Mr. Surinder Singh, CEO of a retail chain of shoe stores company, planned out to have workforce. both in administration and management - as a mix of experience and fresh blood. He made a thorough revision of responsibilities of the administrative and management staff by way of transferring and creating promotion for potential employees. He approached technical and management institutes for recruitment of fresh blood managers. They were offered jobs on completion of their studies. He contacted the heads of different management institutes and recruited the employees from there for Junior Manager's post.
In framing the transfer policy, Mr. Singh took the principle of balanced workload at different branches of the organisation for the improvement of quality of services.
Promotion was given to the experienced and existing employees above forty years of age after reviewing performance appraisal and potential appraisal. Wherever necessary, he instituted training program for them to cope up with the latest requirements of the organisation. Some of these employees were sent to acquire necessary higher qualifications from the MBA colleges in part-time evening programs.
Newly appointed employees from management and technical institutes were put into in-house orientation training for an overall understanding of the nature of work and its relation to the nature of business. A systematic orientation programme enabled the new employees to adjust quickly to the new surroundings and people.