Seaton is a mid-sized town located in a fairly affluent resort area. Initially, Seaton Leisure Center was a public 'not-for-profit' organization run by the local town council. This fact in itself was a prerequisite for the lack of improvement and good management. Generally speaking, any production process requires three major assets: land, labor and capital. Seaton Leisure Center has the land and the capital – enormous resources and facilities that can accommodate and support a variety of sporting, leisure and entertainment activities. What the center needs is better human resource management so that all these facilities operate satisfactorily and attract many more people. In my opinion, the solution to the center's HRM problems will result in an overall improvement of the facility and meet the recommendations of the business consultants. After all, people are every company's most valuable asset. Recruitment and Selection This is probably the most important human resource management issue for Seaton Leisure Centre. As we know, employee turnover is high only at lower positions in the organization. Management has been essentially the same for a decade. With three high-profile figures retiring early, John Anderson must find qualified specialists to replace them..