The company “Longxiang Building Material Co., Ltd” was established in 1990 in Linfen City, Shanxi province, China. Its registered capital equates a sum of circa 60 million renminbi. The company is a family-owned business in China, with a great reputation in the building materials industry. The company’s goal is to provide the best service, superior values, and quality materials to the customer. The products include wood, brick, natural stone, travertine, slate, concrete blocks, and more. As the company is looking to expand and reach out to the markets outside of China within the next 5 years, it subsequently faces a challenge that every Chinese company has to face – the problem of human resources. It sounds strange, for a company in a country with 1.3 billion people, to be short on people. However, it is true – right now China has a vast and abundant pool of unskilled laborers without formal education, while professionals with experience in the field remain few and far between. To expand, the company would require skilled operators, sequence engineers, overseers, managers, and the like to facilitate the function of the company branch producing materials for export. As the general manager of Longxiang Building Material Company, Steven is expected to find a solution to this problem. He must provide a strategy for the next five years that would supply the company with the necessary professionals and keep them within its ranks. Also, he must address and revise the company’s Human Resources management strategy to stop the current employees from leaving the company. Steven has been employed by Longxiang Building Material Company for several years now and was recently appointed as a general manager. During his time as a middle manager, he noticed the negative trends present within the company. One of them is the staff turnover rate among the managers. They are often employed without much experience or even a proper education and are put on a lengthy probation period while being paid half the wage. During this time, they are expected to shoulder tasks and responsibilities of a full-fledged manager, without being given any adequate instructions. This results in 3 out of 4 managers dropping out before the end of the probation period. Lin, the last middle manager that left the company, had expressed her disdain with how little she earned for a full day’s work during her probation. Another downside of this strategy is that it seriously affects the quality of the managing process and often results in work being overdue. Levels of corruption among the middle and even high-ranking managers are high. Practices of company property theft and money laundering are a frequent occurrence. The company’s recruitment policies leave much to be desired. Aside from scouting for talents through the HR agencies, the local newspapers, and the Internet, there was no effort made towards the growth and promotion of existing company talents. The company did not cooperate with any Engineering and Management universities. The company did not hire any foreign specialists until recently, with Steven being among the few ones employed. Now, after obtaining the position of general manager, he has the power and authority to change things for the better. Several strategies could be considered when dealing with the pr