Career Development in Electronic Applications1. SummaryElectronic Applications was founded in 1972, headquartered in San Francisco, and is a major producer of silicon chips. The company's sales, profits and stock price have grown rapidly in recent years, while human resources policy has remained unchanged. The main problem the company faces today is the high turnover rate, close to 30% on average over the last three years. The fact that the company is based in an area where many of its closest competitors have offices makes it easier for employees to move from job to job. This high turnover rate mainly affects electrical engineer positions in the R&D department. The key factors behind this high turnover rate have more to do with the lack of career development programs within the company than with salary issues, as revealed by a salary survey. Recently, the company hired Harold Sweeney: In the medium term, he is expected to improve the company's human resources policy, which is currently mainly reactive. In the short term, he is expected to improve the company's human resources policy, which is currently mainly reactive. , it should address the high turnover rate, particularly taking into account that one of the company's section managers, Helen Morgan, is exploring the possibility of moving to another company.2. Statement of the problemElectronic Applications has not implemented a human resources policy adapted to its market position and its actual growth. In recent years, human resources policies have only been reactive. In the medium term, the key questions that the human resources department must answer are the following, in order to align its strategy with that of the company: - What are electronic applications? ' major strategic questions over the next three years? - What are the most critical needs and challenges we will face over the next three years? - What essential skills, knowledge and experiences will be needed to meet these challenges? - What staffing levels will be required “In the short term, a more hands-on approach must be taken to reduce high turnover. Lack of career development programs is the number one reason employees leave the company. Problems were identified in more detail: - In the appraisal there is no section dealing with future potential or future goals - No rewards for supervisors who develop their subordinates - Human resource planning to identify future jobs - No centralized job information or position system - No career paths or career ladders - Attitudinal barriers to women in management positions3. Alternatives with the pros and cons of each alternative