Gibson Mortuary
Human Resource Problems in a Small Family Business
Gibson Mortuary was founded in 1929 and has become one of the best-known funeral homes in Tacoma, Washington. One of its most persistent problems over the years has been the recruitment and retention of qualify ed personnel. Background of the Business Gibson Mortuary is a family business headed by Ethel Gibson, who owns 51 percent of the stock. As an active executive in the business, Ethel is recognized as a community leader. She has served in various civic endeavors, been elected to the city council, and served one term as mayor. The mortuary has built a reputation as one of the finest funeral homes in the state. The quality of its service over the years has been such that it continues to serve families over several generations. While large corporations have bought up many mortuaries in recent years, Gibson Mortuary continues to remain competitive as an independent family firm-a "family serving families." Funeral homes in general have recently become the target of public criticism, and books such as The American Way of Death reflect adversely on this type of business. Nevertheless, Gibson Mortuary has withstood this threat by its determined, consistent effort to provide the best possible customer service.

In its most recent year, it conducted 375 funerals, which places it in the top 9 percent of all funeral homes in the nation when measured in terms of volume of business. Ethel's son, Max Gibson, entered the business after completing military service and became general manager of the firm. He is a licensed funeral director and embalmer. Both mother and son are active in the day-to-day management of the firm. Recruitment and Retention Problem Perhaps the most difficult problem facing Gibson Mortuary is the recruitment and retention of qualified personnel. The image of the industry has made it difficult to attract the right caliber of young people as employees. Many individuals are repelled by the idea of working for an organization in which they must face the fact of death daily.

In addition, the challenges raised by social critics reflect poorly on the industry and conveyed to many people the impression that funeral homes are profiting from the misery of those who are bereaved. One source of employees is walk-in applicants. Also, Gibson Mortuary works through local sales representatives who often know of people who might be considering a change in their careers. As a small business, Gibson Mortuary presents fewer total opportunities than a larger company or even a funeral home chain. The fact that it is a family business also suggests to prospective employees that top management will remain in the family. It is apparent to all that the two top management spots are family positions. However, Ethel and Max (who is 49 years old) are the only family members employed, so there is some hope for the future for nonfamily employees. Training Problem Gibson Mortuary uses two licensed embalmers-Max and another individual.

The pressure of other managerial work has made it difficult for Max to devote sufficient time to this type of work. Any individual interested in becoming a licensed embalmer has to attend mortuary college ( mortuary science programs are part of some community-college programs) and serve a two-year apprenticeship. The apprenticeship can be served either prior to or after the college training. Gibson Mortuary advises most individuals to take the apprenticeship prior to the college training so that they can evaluate their own aptitude for this type of career. Gibson Mortuary prefers its personnel to be competent in all phases of the business. The work involves not only embalming, but also making funeral arrangements with families and conducting funerals and burials. However, some part-time employees only assist in conducting funerals and do not perform preparatory work.
Personal Qualifications for Employment

All employees who meet the public and have any part in the funeral service need to be able to interact with others in a friendly and relaxed but dignified manner. The personalities of some individuals are much better suited to this than those of others. Ethel describes one of the problem personalities she had to deal with as follows: In the first place, he didn't really look the part for our community here. He was short and stocky, too heavy for his height. His vest was too short, and he wore a big cowboy buckle! Can't you see that going over big in a mortuary! He wanted to stand at the door and greet people as they came.

We do furnish suits, so we tried to polish off some of the rough edges. But he was still too aggressive. He became upset with me because I wouldn't get him any business cards immediately. One day I had to send him to the printer, and he came back and said, "While I was there, I just told them to make some cards for me. I'll pay for them myself." I said to him, "Willis, you go right back there and cancel that order! When you are eligible for cards, I'll have them printed for you." We couldn't have him at that point scattering his cards with our name all over town.

Another young applicant made an impressive appearance but lacked polish. His grammar was so poor that he lacked the minimal skills necessary for any significant contact with the public. Two characteristics of employment that discourage some applicants are the irregular hours and the constant interruptions that are part of the life of a funeral directo A funeral director might start to do one thing and then find it necessary to switch over to another, more urgent matter. Also, some night and weekend duty in the work schedule is required.

Solving the Human Resource Problems
Although Gibson Mortuary has not completely solved its need for qualified personnel, the business is working at it. While waiting for the right person to come along, Gibson Mortuary started another apprentice prior to any college training. In addition, it is following up on a former apprentice who worked during summer vacations while attending mortuary college. The business also employs a part-time minister as an extra driver. In these ways, Gibson Mortuary is getting along, but it still hopes to do a better job in personnel staffing.

Question
1. Evaluate the human resource problems facing this firm. Which appear most serious?

2. How can Gibson Mortuary be more aggressive in recruitment? How can it make itself more attractive to prospective employees?

3. Does the fact that Gibson Mortuary is a family firm create a significant problem in recruitment? How can the firm overcome any problems that may exist in this area?

4. Assuming that you are the proper age to consider employment with Gibson Mortuary, what is the biggest question or problem you would have as a prospective employee? What, if anything, might the Gibsons do to deal with that type of question or problem?