7/7/2015 Case - MGT509 Human Resource Management (JUN2015FT-1)
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Module 3 Case
PERFORMANCE MANAGEMENT; TALENT MANAGEMENT;
ORGANIZATIONAL DEVELOPMENT
Assignment Overview
Click The King Company Background to review information on the Company.
HUMAN RESOURCE DEVELOPMENT
The HRD division at The King Company is managed by training director
Karmen Scholl, who supervises two other employees: a trainer and an
administrative assistant, who coordinate the logistics of King’s training
programs. Recognizing the continuous dynamics of the hightech industry,
King has been a strong supporter of employee development.
With approval of the immediate supervisor, King encourages employees to
attend training seminars, and tuition reimbursement is available for college
level courses that are related to the employee’s job. Inhouse training is
conducted regularly to ensure all employees are uptodate on sexual
harassment and safety procedures. Other training is made available as the
need arises. Whenever possible, training programs are developed and
facilitated by inhouse staff members. When that is not practicable, a request
for proposal is generated and King hires outside facilitators.
Since the labor problem a few years back, Scholl aggressively trained
management employees with particular emphasis on skills for firstline
supervisors. She wants to see improvement in people skills and consistent
implementation of King’s policies across department lines. Unfortunately, her
efforts are not universally well received. Some managers grumble that HR just
gets in the way and ties their hands when dealing with difficult employees. All
too often Smith hears managers say that there is the “classroom way” and the
“shop floor way.” She sees training for King managers as an ongoing process.
Last year’s strategic planning process identified knowledge management as
an area for organizationwide improvement. King has a history of employees
working in silos, with little communication across functions. Hoping to bridge
the gap and encourage collaborative exchange, Scholl established
“communities of practice,” where individuals could meet to problem solve and
exchange ideas. Her first communityofpractice group consisted of individuals
from research and development, engineering and production. A number of
other communities have since been established. More informally, Scholl
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7/7/2015 Case - MGT509 Human Resource Management (JUN2015FT-1)
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encourages “snack and chat” meetings on Friday afternoons, where
employees can drop by for a snac.
Enzyme, Pharmaceutical Aids, Miscellaneous Last Part of Chapter no 5th.pdf
772015 Case - MGT509 Human Resource Management (JUN2015FT-1).docx
1. 7/7/2015 Case - MGT509 Human Resource Management
(JUN2015FT-1)
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Module 3 - Case
PERFORMANCE MANAGEMENT; TALENT MANAGEMENT;
ORGANIZATIONAL DEVELOPMENT
Assignment Overview
Click The King Company Background to review information on
the Company.
HUMAN RESOURCE DEVELOPMENT
The HRD division at The King Company is managed by training
director
Karmen Scholl, who supervises two other employees: a trainer a
nd an
administrative assistant, who coordinate the logistics of King’s
training
programs. Recognizing the continuous dynamics of the high-tec
h industry,
King has been a strong supporter of employee development.
With approval of the immediate supervisor, King encourages e
mployees to
attend training seminars, and tuition reimbursement is available
2. for college-
level courses that are related to the employee’s job. In-house tra
ining is
conducted regularly to ensure all employees are up-to-date on se
xual
harassment and safety procedures. Other training is made availa
ble as the
need arises. Whenever possible, training programs are develope
d and
facilitated by in-house staff members. When that is not practica
ble, a request
for proposal is generated and King hires outside facilitators.
Since the labor problem a few years back, Scholl aggressively tr
ained
management employees with particular emphasis on skills for fi
rst-line
supervisors. She wants to see improvement in people skills and
consistent
implementation of King’s policies across department lines. Unf
ortunately, her
efforts are not universally well received. Some managers grumb
le that HR just
gets in the way and ties their hands when dealing with difficult
employees. All
too often Smith hears managers say that there is the “classroom
way” and the
“shop floor way.” She sees training for King managers as an on
going process.
Last year’s strategic planning process identified knowledge man
agement as
an area for organization-wide improvement. King has a history
of employees
working in silos, with little communication across functions. Ho
ping to bridge
3. the gap and encourage collaborative exchange, Scholl establishe
d
“communities of practice,” where individuals could meet to pro
blem solve and
exchange ideas. Her first community-of-practice group consiste
d of individuals
from research and development, engineering and production. A
number of
other communities have since been established. More informally
, Scholl
https://tlc.trident.edu/content/enforced/55058-MGT509-
JUN2015FT-
1/THE%20KING%20COMPANY%20BACKGROUND.docx?_&
d2lSessionVal=7aew7fG36mSnLOep4Nez6M9J2&ou=55058
7/7/2015 Case - MGT509 Human Resource Management
(JUN2015FT-1)
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JUN2015FT-1/DW4Mod%20-%20Codes/EMPTY%204-
MODULE%20HTML%20DOCS/Modules/Module3… 2/4
encourages “snack and chat” meetings on Friday afternoons, wh
ere
employees can drop by for a snack and talk about their work.
To increase information exchange with employees working off-s
ite, an idea
blog was added to the company’s intranet, where staff could sha
re information
about their successes and failures on various projects. At first, p
eople were
reluctant to comment, and it took some time before they were wi
lling to share
4. their knowledge and ideas. Scholl had not anticipated how propr
ietary some
individuals would be about their work methods. Progress has be
en made; with
increasing postings, the blog is becoming a source of ideas and i
nformation
sharing. To manage the volume of information generated by the
blog and to
make it easier for more employees to use the system, Scholl sub
mitted a
budget request to add enhanced knowledge software to the intra
net.
To capture knowledge that might be leaving the organization, Sc
holl worked
with Employee Relations Manager Shaun White to improve the
exit interview
process. Departing employees are encouraged to talk informally
about their
career at King and to pass on information other employees need
to know.
There has been some success here, but as expected, not all exit i
nterviews
generate a positive exchange.
As part of the recent directives to “tighten up” for increased res
ults, HRD was
asked to update and improve the company’s performance manag
ement
system. In addition, the organization is looking closely at all tra
ining expenses,
and Scholl was asked to identify the return on investment for al
l programs.
She is worried about her management training program and feel
s certain that
tuition reimbursement will fall under the ax.
5. Case Assignment
Address the following questions in a well-integrated case assign
ment. Bring in
information from readings and research to help strengthen and v
alidate your
response.
Identify the goals of King’s training programs. Are they meetin
g these goals?
What could be improved? Why?
Discuss King’s efforts to retain and transfer knowledge. Are th
ese efforts
effective? What could be done to improve the process? Why?
What should HRD do to improve transfer of training?
How can HRD demonstrate return on investment to prevent cuts
in the training
budget?
Submit your paper by the Module due date. Paper length: 4-5 pa
ges (not
counting the cover and reference pages).
7/7/2015 Case - MGT509 Human Resource Management
(JUN2015FT-1)
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6. Keys to the Assignment
Your paper should demonstrate critical thinking and analysis of
the relevant
issues and HRM actions, drawing upon the required background
readings and
relevant sources from your own TUI library search. Use website
information
sparingly (reputable websites only).
If possible, provide private-sector employer examples of HRM p
rograms,
systems, processes and/or procedures as you address the assign
ment
requirements. Provide names of the employers. Use different em
ployer
examples in your assignments in this course.
Make reasonable, cost effective assumptions in your paper. It is
not an
option, however, for you to hire additional help (temporary or o
therwise).
State your assumptions in the beginning of your discussion.
For the Case assignment bring in at least 4 library sources to hel
p
strengthen and validate your discussion.
Give authors credit for their work. Cite sources of borrowed inf
ormation in the
body of your paper as footnotes, numbered end notes or APA st
yle of
referencing.
Prepare a paper that is
professionally presented (including a cover page, a "List of Ref
7. erences," and a
strong introduction and conclusion).
Proofread your paper carefully for grammar, spelling and word-
usage errors.
For instruction on writing papers, citing sources, proper referen
cing, and so
forth, use Trident University's: Student Guide to Writing a High
-Quality
Academic Paper.
Assignment Expectations
Your papers will be evaluated using the following five (5) criter
ia:
Assignment-Driven Criteria: Does the paper fully address all as
signment
requirements? Are the concepts behind the Keys to the Assignm
ents
addressed accurately and precisely using sound logic? Does the
paper meet
minimum length requirements?
Critical Thinking: Does the paper demonstrate graduate-level an
alysis, in
which information derived from multiple sources, expert opinio
ns, and
assumptions has been critically evaluated and synthesized in the
formulation
of a logical set of conclusions? Does the paper address the topic
with
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(JUN2015FT-1)
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sufficient depth of discussion and analysis?
Business Writing: Is the paper well-written (clear, developed lo
gically, and
well-organized)? Are the grammar, spelling, and vocabulary app
ropriate for
graduate-level work? Are section headings included in all paper
s? Are
paraphrasing and synthesis of concepts the primary means of res
ponding to
the assignment, or is justification/support, instead, conveyed thr
ough
excessive use of direct quotations?
Effective Use of Information (Information Literacy): Does the p
aper
demonstrate that the student has read, understood and can apply
the
background materials for the module? If required, has the stude
nt
demonstrated effective research, as evidenced by student’s use o
f relevant
and quality library sources? Do additional sources used in paper
provide
strong support for conclusions drawn, and do they help in shapi
ng the overall
paper?
9. Citing Sources: Does the student demonstrate understanding of
APA Style of
referencing, by inclusion of proper end references and in-text ci
tations (for
paraphrased text and direct quotations) as appropriate? Have all
sources
(e.g., references used from the Background page, the assignment
readings,
and outside research) been included, and are these properly cite
d? Have all
end references been cited within the body of the paper?
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25. ges (not
counting the cover and reference pages).
Keys to the Assignment
Your paper should demonstrate critical thinking and analysis of
the relevant
issues and HRM actions, drawing upon the required background
readings and
relevant sources from your own TUI library search. Use website
information
sparingly (reputable websites only).
If possible, provide private-sector employer examples of HRM p
rograms,
systems, processes and/or procedures as you address the assign
ment
requirements. Provide names of the employers. Use different em
ployer
examples in your assignments in this course.
Make reasonable, cost effective assumptions in your paper. It is
not an
option, however, for you to hire additional help (temporary or o
therwise).
State your assumptions in the beginning of your discussion.
For the SLP assignment bring in at least 2 library sources to he
lp
strengthen and validate your discussion.
Give authors credit for their work. Cite sources of borrowed inf
ormation in the
body of your paper as footnotes, numbered end notes or APA st
yle of
referencing.
26. Prepare a paper that is professionally presented (including a cov
er page, a
"List of References," and a strong introduction and conclusion).
https://tlc.trident.edu/content/enforced/55058-MGT509-
JUN2015FT-
1/THE%20KING%20COMPANY%20BACKGROUND.docx?_&
d2lSessionVal=7aew7fG36mSnLOep4Nez6M9J2&ou=55058
7/7/2015 SLP - MGT509 Human Resource Management
(JUN2015FT-1)
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Privacy Policy | Contact
Proofread your paper carefully for grammar, spelling and word-
usage errors.
For instruction on writing papers, citing sources, proper.
SLP Assignment Expectations
Your papers will be evaluated using the following five (5) criter
ia:
Assignment-Driven Criteria: Does the paper fully address all as
signment
requirements? Are the concepts behind the Keys to the Assignm
ents
addressed accurately and precisely using sound logic? Does the
paper meet
27. minimum length requirements?
Critical Thinking: Does the paper demonstrate graduate-level an
alysis, in
which information derived from multiple sources, expert opinio
ns, and
assumptions has been critically evaluated and synthesized in the
formulation
of a logical set of conclusions? Does the paper address the topic
with
sufficient depth of discussion and analysis?
Business Writing: Is the paper well-written (clear, developed lo
gically, and
well-organized)? Are the grammar, spelling, and vocabulary app
ropriate for
graduate-level work? Are section headings included in all paper
s? Are
paraphrasing and synthesis of concepts the primary means of res
ponding to
the assignment, or is justification/support, instead, conveyed thr
ough
excessive use of direct quotations?
Effective Use of Information (Information Literacy): Does the p
aper
demonstrate that the student has read, understood and can apply
the
background materials for the module? If required, has the stude
nt
demonstrated effective research, as evidenced by student’s use o
f relevant
and quality library sources? Do additional sources used in paper
provide
strong support for conclusions drawn, and do they help in shapi
ng the overall
28. paper?
Citing Sources: Does the student demonstrate understanding of
APA Style of
referencing, by inclusion of proper end references and in-text ci
tations (for
paraphrased text and direct quotations) as appropriate? Have all
sources
(e.g., references used from the Background page, the assignment
readings,
and outside research) been included, and are these properly cite
d? Have all
end references been cited within the body of the paper?
THE KING COMPANY BACKGROUND The King
Company experiences many of the difficulties common in
today’s business climate. In response to declining sales, the
company must transform itself from a strategy of expansion and
high profit to one of cost containment and staff reductions.The
case discusses the organization and provides details of the
human resource department. Also presented are e-mails from
various staff members. The e-mails identify specific problems
that need to be addressed by the HR department and provides a
look at King’s overall culture. You may find the tone of some e-
mails to be unprofessional. This is a good lesson for us all--As
much as we enjoy informality in the workplace, all documents
and correspondence— including e-mails—can be retained and
are discoverable in litigation. Managers must be cautious in
their writing because inappropriate language may be impossible
to defend in court.
Employees In the Case:
Amera, Argonta---Accounting employee
Andreas, Gary---employee on workers’ comp
Call, Jake---Compensation & Benefits Manager
29. Dean, Don---C.E.O.
Dugas, Karla---Benefits Coordinator
Folkner, Meg---Supervisor, CAD Design
Grant, Alan---Current HR Director
Honduras, Margo---Previous HR Director
Jones, Lyle---Production Employee
Madison, Charles---Senior V.P.
Petersen, Matt---Production Supervisor, Team 3
Planky, Burt---fishing buddy
Putt, Tonia---CAD Designer
Rey, Dave---Production Foreman
Sanders, Tomas---Design Manager
Scholl, Karmen---HRD Manager
Simms, Bertie---Designer
Smith, Mike---V.P.
Songun, Amy---Accounting Supervisor
Stone, Guy---Production Supervisor
Tu, Kevin---Staffing Manager
Varn, Juan---Safety & Security Manager
Warner, Salty---union promoter
White, Shaun---Employee Relations Manager
COMPANY BACKGROUND:
The King Company is a small manufacturing company located
in a mid-sized city in the upper Midwest. King manufactures
high-quality specialty components for the computer industry.
The company was founded in 1994 by current CEO, Don Dean.
Dean was a talented young engineer in Silicon Valley. When
the industry hit the skids in the early 1990s, he found himself
out the door with little more than an entrepreneurial spirit and a
small severance. Dean left California, moved back to his home
state and used his severance to finance The King Company,
starting the company in small rented quarters in a nearly vacant
strip mall. He brought in Cliff Madison early on as chief
financial officer. Dean was smart enough to know that he had
no head for figures, but Madison did. Madison was an old
30. college buddy, a super accounting wiz, and somebody Dean
could trust to squeeze as much mileage as possible out of his
severance money. It was a good match. Madison managed the
business, and Dean was the idea man and designer of the
specialty components, patents of which were the backbone of
King’s success. Today, the low-rent strip mall is a part of
company history, and King employs 835 full-time workers in
its own contemporary facility built in 2002.
So far, King has not been significantly affected by the latest
downturn in the industry. Its market niche continues to be high-
quality, specialized equipment. The company is proud that its
products continue to be made in the United States and also
proud of its ISO quality certification granted by the
International Organization for Standardization. Dean believes
this is what has kept his company in business while others in
the industry shipped jobs offshore or went by the wayside.
King sells its own products and has a small customer base
scattered throughout the United States and Asia, but this
generates only a small percentage of King’s revenue. Eighty-
three percent of King’s sales come from building original
specialty components for one manufacturer. This has been a
steady income source for King, but heavy reliance on one
customer is a significant source of worry for King’s
management team, especially because sales of finished
products are down for this customer and cutbacks are expected.
If the rumor proves true, King will not escape unscathed.
Consequently, the push is on for belt-tightening in the
organization.
King instituted a hiring freeze, and marketing and sales budgets
were directed to increasing the company customer base.
Canadian and European markets are being explored, and while
there is some interest, there are no solid contracts. King
employees are understandably jittery.
Though King remains non-union, three years ago the
organization went through a difficult period of employee unrest.
31. There were complaints of poor management, inconsistently
enforced policies and unfair practices regarding job changes and
movement of employees within the organization. Because of the
company’s standing as a respected employer in the community,
it was a significant public relations black eye when an
anonymous employee wrote a scathing letter to the editor of the
local paper. This brought in union organizers who distributed
leaflets and circulated authorization cards. To address employee
concerns, The King Company responded with management
training and reorganization of lower-level supervisory positions.
A companywide “Talk-to-the-Boss” program was implemented,
allowing employees to bring issues to any level of management
without fear of reprisal. It seemed to help. The authorization
cards failed to generate enough interest for an election, and
things settled down. Unrest, though, never goes away entirely.
Employees became cynical about “Talk-to-the-Boss,” and “the
union buzzards,” as Dean calls them, never completely went
away.
Things have certainly changed for King from the old days of
the store-front location and a handful of employees. Dean
remains the CEO, but he no longer manages the day-to-day
operations, spending time instead at his family’s summer retreat
on the Maine coast or in the Caribbean during the winter
months. Decision-making is primarily in the hands of Madison,
who is now the organization’s senior vice president, and a
second vice president, Mike Smith. Smith came to King eight
years ago with an MBA/ HR concentration from TUI and a
successful military career.
With a history that has known only growth and strong revenue,
it will be a major culture change for King to respond to the
eroding economy and a possible decline in sales. In addition to
the hiring freeze, Madison directed managers to cut waste and
improve productivity across the board. Employees were
reminded that every department would be affected and that
nothing was sacred.
The Human Resources Department
32. Margo Honduras was HR director at King for eight years before
her departure in 2007. The official word was that she had taken
early retirement to spend more time with her family, but what
everyone really believed was that Smith finally got fed up and
gave her the boot. Of course, there was the official retirement
party where everyone said how much they would miss her, but
really, most employees in the department raised a toast to her
departure and gave a collective sigh of relief. Her management
style—when she managed at all—was divisive. She had her
favorites, especially Karla Dugas, King’s benefits coordinator,
for whom no perks were ever too many. Consequently, the
compensation and benefits staff fared well under Honduras
because it was Dugas’s area. Other employees in the HR
department found Honduras to be unfair and abrasive even on
the best of days.
With approval from Madison and Smith, Honduras and
compensation manager, Jake Call, had established a merit
bonus plan early in Honduras’s tenure at King. Though
Honduras continued to champion the bonus plan as a success in
accomplishing objectives and controlling costs, it has been a
bone of contention across the organization, particularly in the
HR department. The bonus plan required everyone to have
annual performance goals. Honduras allowed Call’s
compensation and benefits staff to set their own goals, but for
everyone else in the department, Honduras alone set the goals
with no input from those expected to carry out the activities.
The result was hard feelings and perceived inequity that
continues today. There is grumbling that even with Honduras’s
departure, things never changed. Dugas still offloads most of
her work on others and is never dependable for project
completion, yet she and her staff members receive top-tier
bonuses year after year. Even Call seems to look the other way.
Other HR department employees feel their work is not
supported by management and that there is little feedback on
progress toward goals. For them, bonuses, if paid at all, are
based on unknowns controlled arbitrarily by Call. As a result,
33. the HR department is rife with animosity and there is little
cooperation across functional areas. Certainly things couldn’t
get worse.
When Honduras retired, Smith promoted Alan Grant, manager
of safety and security, into the director’s position, even though
he had only been with King for a year before his promotion.
Though Grant had reported directly to Honduras, his good
track record at safety and security kept him below the radar of
many of the problems in the HR department. As manager of
safety and security, he focused primarily on increasing wellness
activities. Establishing an active wellness team across the
organization, he became the most visible member of the HR
department, and with his positive upbeat attitude, many
employees thought of him as the organization’s “cheerleader.”
Best of all, his management style was the polar opposite of
Honduras’s. Where she micromanaged and criticized, Grant
believed in encouragement and responsibility. Smith thought
Grant would bring a breath of fresh air to the HR department,
and he gave Grant free reign to make the changes necessary to
turn the department around.
When Grant moved into Honduras’s old office, he set a big jar
of candy on the desk and invited everyone to stop by and chat
with him whenever they wanted. Of course, Dugas was first in
the door.
The King Company, Inc.
CEO
Don Dean
34. Vice Pres. Mike Smith
Sr. Vice Pres. Cliff Madison
Operations
Human Resources Alan Grant
Finance
Sales and Marketing
Human Resource Development
Compensation and Benefits
35. Staffing
Safety and Security
Employee Relations
HR Director: Alan Grant
HRD Manager: Karmen Scholl
Compensation and Benefits Manager: Jake Call
Benefits Coordinator: Karla Dugas
Staffing Manager: Kevin Tu
Safety and Security Manager: Juan Varn
Employee Relations Manager: Shaun White
Current Situation
Three months ago, Alan Grant, director of HR, resigned
unexpectedly because of a family emergency. Despite the hiring
freeze, a quick but thorough selection process was conducted,
and you were hired as the new director of human resources.
You’ve come to King with an HR degree from a respected
university and with several years of experience as an HR
generalist in a large organization. This is an outstanding career
opportunity for you. You will be a member of the management
team, and this is a chance for you to make a real difference in
the organization. Congratulations on your new position and
welcome to The King Company.
It’s your first day on the job. You hang your diploma on the
wall, arrange a few personal mementos on your desk and settle
into Grant’s old chair. You notice his in-basket is overflowing.
You reach for the top file, open the bulging folder and start to
read the stack of e-mails Grant printed out before he left. You
notice that the emails are numbered, with the oldest one first.
Email 1:
To: Mike Smith, Vice President
Alan Grant, Director, HR
36. From: Charles Madison, Senior V. P.
It has come to my attention that our sales numbers were
misrepresented for the last two quarters. A number of
unconfirmed sales anticipated for January were pre-booked into
our accounting system between September and December of last
year. These sales were entered without signed purchase orders
or confirmed contracts. Most of them did not come to fruition,
and this significantly inflated our sales totals for the last fiscal
year. As you know, pre-booking of sales without confirmation
is a violation of company policy.
First, I want an immediate accounting of all bonuses paid to the
sales staff. Any bonuses paid on fictitious orders must be
returned to the company, and disciplinary action will follow for
those involved.
Second, because our staffing forecast is based on sales numbers,
this indicates that The King Company has a surplus of labor.
The hiring freeze may not be sufficient.
Email 2:
To: Alan Grant, Director, HR
From: Charles Madison, Senior V.P.
Alan,
I know you have already put in place a hiring freeze, but
considering the news that has come out of sales, we believe that
it will not be enough. You are directed to design a
comprehensive plan to reduce labor costs across the board. You
should plan for a 10% reduction in labor force by the end of this
fiscal year. We have scheduled a meeting with you in two
weeks to go over your plan and finalize decisions.
Email 3:
To: All staff
From: Charles Madison, Senior V.P.
Like all of you, I have watched the ups and downs in our
national economy, and I worry about reports of declining sales
in our industry. The business news is greeted with increasing
concern each time we hear of yet another company that moves
37. jobs off-shore and shuts down its U.S. facilities. Throughout it
all, King remains steadfast in our policy of American-made
products, and it is the quality of our workforce that has
garnered our success. Each of you is to be commended for the
good work that you do.
However, we must recognize that business cannot be sustained
today with policies of the past. We must be proactive and
anticipate change. Though the company remains healthy, our
revenue has been flat for the last two quarters, and sales
projections indicate a downturn going into next year. This
necessitates cost-saving measures throughout our organization.
Mike Smith (V.P.) and I will be meeting with all department
managers to determine specific goals and plans for the future.
All departments will be involved.
With falling sales, there will be significant cuts in staffing
expenses because our hiring freeze did not sufficiently reduce
labor costs. We cannot continue to build and stockpile
inventory without sales. Effective immediately, all areas of the
organization must plan for a 10% reduction in costs. I know
this will be a difficult time for all of you, but know that this is
for the health of the organization and not a reflection of the
quality of your work. As in the past, we will work together, and
the good work that you do will sustain us during these difficult
times.
Email 4:
To: Alan Grant, Director, HR
From: Jake Call, Compensation & Benefits Manager
Alan—
I am sending this on to you because I don’t know what to tell
her. Do we have a policy on this?
Jake
Forwarded message:
To: Jake Call, Compensation & Benefits Manager
38. From: Karla Dugas, Benefits Coordinator
Hey Jake—
I just got back from vacation today, and I wish I could say I had
a great time and was well-rested and ready to hit the ground
running. But, unfortunately, I was sick for 10 days of my two-
week vacation. What a bummer and a lousy way to burn up all
my vacation time! Since I have unused sick time available, can
I change the 10 days of vacation to 10 days of sick leave so I
can take a vacation when I’m not sick? Thanks in advance for
doing the paperwork for me!
Email 5:
To: Alan Grant, Director, HR
From: Shaun White, Employee Relations Manager
Hi Alan,
Hey, sorry to bring all these problems to you when I know you
have your hands full with the pending staff reduction, but we
had another issue with Guy Stone (Production Supervisor) on
the production floor this week. You know he’s hot under the
collar most of the time. He gets production out of his staff, but
he certainly has issues as a supervisor. I don’t think he’s
learned even one thing from all the management training
Karmen’s HRD group has provided. He had a run-in with Lyle
Jones (production employee) yesterday. I guess he and Lyle
really got into it—a real shouting match. In front of the whole
shop. Guy fired Lyle, marched him right over to his locker,
dragged out all his personal stuff and hauled it out the front
door. Granted, Lyle’s kind of a bad apple and having him gone
might be for the best, but I had a call this morning from some
junior lawyer at Ness, Terry and Smith saying he was
representing Lyle in his employment lawsuit. I thought you’d
want a heads up.
Hey, look at the bright side—one less person to downsize!
Email 6:
39. To: Karmen Scholl, HRD Manager
From: Alan Grant, Director, HR
Karmen,
As you know, upper management is looking for areas to cut
costs. In light of Shaun’s memo regarding the termination of
Lyle Jones, it looks like the supervisors aren’t getting much
benefit from your management training program. I hate to be
the bearer of bad news, but Charles Madison (Senior V.P.) has
management training on the chopping block. If you want to
save your training programs, you need to get a report to Charles
that demonstrates a clear ROI for training expenditures. Better
get to it ASAP before your whole department disappears.
Email 7:
To: Shaun White, Employee Relations Manager
From: Dave Rey, Production Foreman
Hey Shaun, I don’t know what’s the matter with people these
days. The rumor mill is crazy, and I know everybody’s nervous
about possible layoffs, but we’ve got some real problem
employees down here on the production floor. Salty Warner
and his gang are stirring things up with the unions again. He’s
getting quite a following, and there’s a group that meets in the
cafeteria at lunch and the talk is they are calling the union to
get out here again with the authorization cards. Attitudes are
terrible, production damage is up, and production’s hitting the
skids. I’m trying to put a stop to it. I changed everybody’s
lunch schedule to break up the group, and I transferred Salty to
a different shift. Frankly, I’m looking forward to some good
layoffs. You’d think they’d listen up and think about what’s
good for them.
Email 8:
To: Shaun White, Employee Relations Manager
From: Dave Rey, Production Foreman
Hey Shaun.
40. Some guy in a suit was here today, said he’s legal counsel for
the union. Gave me a bunch of lip service about switching
around employee lunches. Said it was an unfair labor practice.
I told him to get his fanny outta here. I’m the boss; I can make
lunch schedules any way I want, and besides, we aren’t even a
union shop. Can you believe the nerve of those guys? He also
said something about your employee involvement teams, but I
don’t know what he was talking about. He said he’ll be around
to see you later. I just thought I’d give you a heads up. When
do we start the layoffs?
Email 9:
To: Jake Call, Compensation & Benefits Manager
Alan Grant, Director, HR
From: Karla Dugas, Benefits Coordinator
Hi Jake and Alan,
I’m forwarding this on to you. I don’t know how this happened,
but it looks like we’ll have to do something about it. It must
have happened while I was on vacation. Thanks a bunch.
Karla Dugas
Forwarded message:
To: Karla Dugas, Benefits Coordinator
From: Meg Folkner, Supervisor, CAD Design
Karla--
As you must be aware, Tonia Putt in CAD design went on
approved family medical leave on the first of last month.
Somebody in your department messed up the paperwork and put
it through as a termination instead of FMLA leave. She should
have continued to get her regular salary because King policy
allows her to use sick leave and vacation pay under FMLA.
Because it was a termination, though, her salary was cut off.
She has direct deposit and didn’t even know it was cut off until
her checks started bouncing. Now she has overdraft fees, she
says her credit’s ruined, and her mortgage company is
threatening foreclosure. She is hopping mad, and I don’t blame
41. her. She wants the mix-up fixed right now. She wants all the
fees reimbursed, and you need to do something about her credit
score and her mortgage company. She says she’ll get an
attorney if need be. It’s crazy. Why would anybody think she
was terminated? She’s my best CAD designer!
Email 10:
To: Juan Varn, Manager, Safety and Security
Cc: Alan Grant, Director, HR
From: Matt Petersen, Production Supervisor, Team 3
Hey Juan—
You know we’ve got Gary Andreas out on workers’ comp for a
back injury, but the scuttlebutt is that it’s not a King Company
work injury. Burt Planky went fishing with Gary last
weekend, and after a few beers, Gary tells Burt he hurt his back
moving his sister’s refrigerator. The guys on the floor think it
is a big joke. Seems everybody but management knows that old
ankle injury that kept Gary off work a few years back was a
motorcycle accident and not a pallet that fell in the warehouse.
I suggest you cut off his workers’ comp and put him at the top
of the reduction list.
Email 11:
To: All Employees
From: Charles Madison, Senior V.P.
Mike Smith, V.P.
In light of the economic difficulties we are experiencing, the
following actions will become effective immediately. In
addition to the hiring freeze already in place, compensation paid
to all hourly and salaried employees will remain at the current
level until further notice. Accrual to the merit bonus system
will end at the close of this quarter, and the bonus system will
be eliminated at the end of this fiscal year. All travel
expenditures will be strictly scrutinized and must be approved
by Charles Madison (Senior V.P.). All equipment purchase
orders will be delayed by 90 days and must then be approved by
42. the Senior V.P.’s office. Tuition reimbursement is
discontinued, effective today.
In light of the importance of health care and retirement savings
to the well-being of employees, The King Company will, for the
present time, continue its current level of employee health
insurance coverage and King’s contributions to employee
retirement accounts. We are hoping these efficiencies will get
us through these difficult times and sincerely appreciate your
understanding and cooperation.
Email 12:
To: Karla Dugas, Benefits Coordinator
From: Amy Songun, Accounting Supervisor
Hi Karla,
You know Argonta Amera in accounting has been taking MBA
classes at the university using tuition reimbursement. She’s
already enrolled in a class for this term on a program we
approved last fall. We’ve paid her tuition reimbursement in the
past and she told me yesterday she would be turning in another
reimbursement form at the completion of this term, and she
expects to be paid because she was enrolled before the
cancellation of the policy. Her reimbursement is $1395. I’m
assuming it’s ok.
Email 13:
To: Amy Songun, Accounting Supervisor
From: Karla Dugas, Benefits Coordinator
Re: Tuition reimbursement for Argota Amera
Sorry Amy. No can do! I checked with Charles Madison
(Senior V.P.) and he said “No Way”! The reimbursement
benefit has been cancelled effective immediately.
Email 14:
To: Karla Dugas, Benefits Coordinator
From: Amy Songun, Accounting Supervisor
Karla—
43. I passed your message on to Argonta and she was pretty huffy
about it! She said Charles had approved Tomas Sanders’
reimbursement, and he’s in the same MBA class as she. You
know Tomas, he’s the manager over in Design. Argonta said
you couldn’t discriminate in benefits if one gets it, it has to be
available equally to all. I don’t know where that comes from,
but she acts like she knows everything since she’s been taking
those classes.
Email 15:
To: Amy Songun, Accounting Supervisor
From: Karla Dugas, Benefits Coordinator
Re: Tuition reimbursement for Argonta Amera
Wow! Now Charles is hopping mad! He said he didn’t have to
reimburse anybody after the policy had been cancelled. He said
he’d pay her $500 and that’s all she’s going to get. She can
take it or leave it. Besides, he said The King Company doesn’t
need an MBA at her level in the company.
Email 16:
To: Karla Dugas, Benefits Coordinator
From: Amy Songun, Accounting Supervisor
Re: Tuition reimbursement for Argonta Amera
Charles is not the only one that’s mad. You should have seen
Argonta! She said if her choice was to take it or leave it, she’d
leave it. But, I don’t think we’ve heard the end of this.
Email 17:
To: Alan Grant, Director, HR
Juan Varn, Manager Safety and Security
From: Mike Smith, Vice President
Re: Wellness Activities
I’ve gotten word from Charles Madison (Senior V.P.) that the
budget committee is about to ax our wellness program. I know
44. you both feel strongly about wellness, but it doesn’t seem
appropriate in this climate to pay people for fitness activities or
to stop smoking. You know Charles’ attitude has always been
that wellness is just a lot of expensive fluff anyway and not the
company’s responsibility. If you want to save the wellness
program, you’ve got a hard sell. You need to convince the
budget committee that there is a real return on investment for
wellness activities.
Charles is also looking at health insurance coverage for
nonsmokers only. Seems the company could save on premiums
if our entire workforce was nonsmokers. He is considering
giving our smokers 90 days to quit or lose their health
insurance. Can we do that here in Michigan?
Email 18:
To: Alan Grant, Director, Human Resources
From: Shaun White, Employee Relations Manager
Re: Pending Lawsuit
Hi, Alan. It looks like we’ve got a bad one here. I received a
letter from the law firm representing Bertie Simms. You
remember Bertie; she’s that girl who used to work in Design. I
thought she left The King Company to go back to school, but I
guess not. Looks like she’s got a chip on her shoulder. Her
attorney claims she reported sexual harassment twice, and
nothing was done about it. In fact, he says that somebody in
HR told her to stop complaining. I can’t imagine who would
say such a thing, but looks like we’ve got to answer for it. He
also claims when our HR people ignored her, she called our HR
Answers hotline, and all she got was somebody with a strong
accent she couldn’t understand and who didn’t help her at all.
I don’t expect this to amount to anything, but the attorney wants
to meet with us. I suspect they’re trying to strong-arm us for a
settlement. When are you available? We should keep this off
V.P. Mike Smith’s desk if possible. Agree?
In the HR’s Office:
45. You frown as you close the file and set it back on top of the in-
basket. There is a lot of work to be done here. There may be
more to The King Company than you thought.
As director, you must help resolve the organizational issues
confronting The King Company and develop solutions for the
issues facing the HR department.
Good Luck!
Source: The King Case is adapted from SHRM 2014 education
documents.
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