Suresh is the General Manager of Indra Transport Corporation. He has risen from an analyst to an assistant manager at the Vindhya Transport Company at Indore before coming to Kolkata as General Manager. He was proud of his accomplishments. After only nine months on the job in Delhi, he had been interviewed and had received an offer for the position of Executive Director in a reputed transport company. He immediately resigned from this organisation. The board of the company was shocked as the Chairman read Suresh's letter of resignation. It was less than a year ago that they had ended a four month search culminating in the hiring of Suresh. The idea of again looking for a general manager was a depressing thought. There are very few competent transport managers in the country. ITC found and interviewed three qualified candidates last year. The problem is a growing demand for transport managers and a very small supply. Suresh can't be blamed for moving on. He has to look out for his career and, right now, there's seller's market. More than 70 per cent of those managers running major transport companies will retire within seven years. This is an industry dominated by executives in their late fifties or early sixties. A young person with talent and ambition, like Suresh, can literally choose the job he wants. The Chairman poses the issue: We've got a problem here in Delhi. How do we replace Suresh? How do we ensure that we'll have continuity of leadership in the general manager's job? The good managers move from city to city for more money and better positions. W Questions U (i) What makes jobs scarce? < (ii) How might HRM functions reduce turnover in the general manager's job? U (iii) Prepare a list of suggestions that the board might consider to prepare itself for another surprise resignation. S