WGU C200 Task 2:
Organization and Leadership
Evaluation with Complete
Solutions
1
, A. Organization
Coleman Cable is one of the leading wire and cable manufacturers in the United States. It has more than
8,000 employees throughout the US and Canada. Coleman Cable provides wire, cable, and electrical
components to utility companies and retail merchants and has more than 50 plants and distribution centers
across North America. The company’s mission is to be the top provider of innovative electrical products and
solutions and to deliver on promises responsibly. The company’s vision is to act with honesty and integrity,
treat others with mutual respect, be a model of effective leadership, and practice sustainable sourcing.
The Talent Acquisition department was established within the last 5 years and now consists of
approximately 25 in-house recruiters who work to maintain headcount at each plant and distribution center. I
began working with Coleman Cable as a third-party recruiter, supporting multiple facilities in all hiring needs. I
was extended an offer to work directly for them after 6 months of excellent performance. Soon after starting as
an employee, the TA Manager and Director of Talent Acquisition left the organization, and a tenured operations
manager, Charles McCallister, eventually moved into the Director of TA position. Immediately after he took
over this role, the TA team was split into two groups, one supporting hourly hires and the other supporting
salary hires. I was on the hourly recruiting team, managed directly by Charles.
A1: Leadership Practices
The first leadership practice of the TA Director is to track recruiting metrics for each facility and
recruiter, and establish department procedures and goals to ensure hiring needs are met in a timely matter so the
current workforce, performance, and customer satisfaction aren’t affected by the transition, which would
eventually have a negative impact on morale, engagement, turnover, profit, and more. It is also important for
procedures to be in place to enforce consistent and fair hiring practices.
Another practice is to provide support and guidance to recruiters regarding performance and potential
issues with hiring managers, complications or challenges filling positions, or any other issues that may be
2
Organization and Leadership
Evaluation with Complete
Solutions
1
, A. Organization
Coleman Cable is one of the leading wire and cable manufacturers in the United States. It has more than
8,000 employees throughout the US and Canada. Coleman Cable provides wire, cable, and electrical
components to utility companies and retail merchants and has more than 50 plants and distribution centers
across North America. The company’s mission is to be the top provider of innovative electrical products and
solutions and to deliver on promises responsibly. The company’s vision is to act with honesty and integrity,
treat others with mutual respect, be a model of effective leadership, and practice sustainable sourcing.
The Talent Acquisition department was established within the last 5 years and now consists of
approximately 25 in-house recruiters who work to maintain headcount at each plant and distribution center. I
began working with Coleman Cable as a third-party recruiter, supporting multiple facilities in all hiring needs. I
was extended an offer to work directly for them after 6 months of excellent performance. Soon after starting as
an employee, the TA Manager and Director of Talent Acquisition left the organization, and a tenured operations
manager, Charles McCallister, eventually moved into the Director of TA position. Immediately after he took
over this role, the TA team was split into two groups, one supporting hourly hires and the other supporting
salary hires. I was on the hourly recruiting team, managed directly by Charles.
A1: Leadership Practices
The first leadership practice of the TA Director is to track recruiting metrics for each facility and
recruiter, and establish department procedures and goals to ensure hiring needs are met in a timely matter so the
current workforce, performance, and customer satisfaction aren’t affected by the transition, which would
eventually have a negative impact on morale, engagement, turnover, profit, and more. It is also important for
procedures to be in place to enforce consistent and fair hiring practices.
Another practice is to provide support and guidance to recruiters regarding performance and potential
issues with hiring managers, complications or challenges filling positions, or any other issues that may be
2
