PROBLEM 1:

Based upon your understanding and appreciation of the Microsoft: Clouds on the Horizon case study, discuss whether the stack and (subsequent) "forced ranking" models used by Microsoft were valid best practices in an industry defined by rapid innovation and change. On an industry-wide basis, what evaluative model would youhave suggested? Be sure to address practical problems that can be anticipated with the implementation of both a forced ranking model and whichever evaluative model/scheme you would recommend (or suggest your own appropriate modifications/improvements to the forced ranking model that was utilized by Microsoft).

Problem 2:

Congratulations, as a brand-new HR Consultant in the DC-Metro Area, you have just secured your first paid assignment. You really want to do a great job to ensure your future success. Your client is ABC Billing LLC. ABC runs a successful computer medical-billing service. One part of that company includes an Initial-Processing & Intake Center located off-site in some rented office space. IP&I employs a staff of 10 to 12 computer-savvy mostly "Younger Millennial" as hourly workers. Most of the employees are younger workers from 21 to 30 years old with undergraduate or at least associates degrees. The workers only input patient-billing information. The work is far from glamorous and most employees who are smart enough to understand the system and coding also tend to get bored after two-three weeks and then quit. As a result, turnover is approaching 50% percent per QUARTER! Even the sharpest new replacement hires can't learn the system in less than 5-7 days. Training new workers requires significant supervisory oversight to ensure the input is correct. All the applicants are warned during their job-interviews that the job will be tedious and rather dull. They all swear they understand this and can live with this in return for the relatively good wages ($17.50 to $19.50 per hour once they learn the system).

Unfortunately, within four to six weeks, most new hires (who don't quit) end up doing more web-surfing than work. Of the five most recent replacement hires, one managed to keep at it until she got promoted within the company to more interesting work. The current supervisor tries to keep workers happy with occasional more interesting research tasks, but once these tasks are completed, the workers then are even more reluctant to do the old boring billing input work.

Provide ABC with at least seven (7) solid recommendations that will help solve this problem. Explain the advantages of each course of action.

Problem 3:

Jones Concrete and Scaffolding Inc. (JCS) is the largest supplier of concrete and scaffolding services in the Northern Virginia area. JCS has 300 employees and has contracts with local and regional commercial construction companies, the state of Virginia, and with the federal government. You are the Vice President for Human Resources for JCS. When you come into work this morning, there are four issues you must deal with.

ISSUE I: Ricky Goslow, an hourly worker "concrete-delivery specialist" broke his wrist on the job yesterday. The note from his supervisor says that Ricky had been told at least twice to "always keep his hands away from the pour-channel assembly until he secures the safety strap." Despite this warning, Ricky is injured and has to be taken to the local Emergency Room for x-rays and then a cast.

ISSUE II: Also, in your email in-box is a message from Simon Templar, JCS's Vice President for Government Relations and Contract Support. In the email, he says he intends to terminate his long-term executive secretary, Barbara Eden, for what he says is "incompetence" and "insubordination."

ISSUE III: A senior shift supervisor, SuziQuatro, left you a Post-It note on your computer sceeen. The note states that one of the hourly workers on Suzi's team, Holly Golightly, "quit" her job yesterday. SuziQuatro added that as Holly was walking out of the building, Holly expressly stated that she was "fed up with your (i.e. Suzi's) constant bullying. I quit!@ You will definitely be hearing from my lawyer. I am suing JCS for harassment."

ISSUE IV: Fred, an hourly shift worker with 14 years on the job went to his female shift supervisor, Wilma, in her office. Fred walked in and when asked "What can I do for you Fred?" Fred replied quietly and slowly that"you will recognize pay-back for going over my head." This statement was apparently about Wilma's recent confidential discussion with the shift manager about Fred's apparent lack of productivity in recent weeks. Fred then stared at Wilma with his hands clenched rigidly at this side and then he walked out, slamming the door behind him. Wilma is fearful and shaken. She reports this to her supervisor, who immediately reported the incident to you.

ISSUE V: The CFO of JCS came in yesterday with a strange problem. Her long-time secretary, Ms. Gappy Hayes, fell down at home in her kitchen several weeks ago and knocked out almost all of her front teeth. Since then, Gappy has not replaced the teeth with implants or dentures. When she smiles at people, including important customers and outside business executives, it looks fairly hideous and reflects poorly on JCS Inc. Gappy's company medical coverage will pay for almost all of the cost of cosmetic dentistry. But Gappy told the CFO that she's "nervous about surgery and hates going to the dentist." The CFO wants to order her to either "get her teeth fixed immediately or you will force me to fire you." Gappy has worked at JCS for almost 10 years.

As part of your HR duties, you normally prepare a short (one page or less) "Confidential Morning Report" for the CEO of JCS each day. In your report/memo, BRIEFLY address each issue above in the format below:

1. What is/are the (potential)basic legal issues in each situation described above?

2. Rate each situation (based only upon what you know) on an "urgency scale" of 1 to 10 (#1 describes a situation that is not worth worrying about. #10 is a full-blown crisis/emergency).

3. What immediate steps/actions do you recommend (or urge NOT be taken) in each situation.

Problem 4:

(Please review this question CAREFULLY to make sure you answer ALL parts and subparts)

ACME Inc. is looking for a new Chief Financial Officer (CFO). Acme is a Fortune 1000 corporation with 11 manufacturing facilities in nine states and over 11,000 employees. The executive search team has reduced the search from 67 applicants to four finalists. Each finalist candidate will spend 3 days at corporate headquarters meeting with senior executives, labor union representatives, as well as local political officials. Each candidate has submitted 3 job references who are familiar with their knowledge, skills, and abilities. As the VP of Human Resources for ACME, youare a member and active participant of the CFO search committee.

PART 1:

Subpart A: Draft five (5) appropriate questions for the search committee to ask each of the references about their knowledge or opinions about the qualifications of the final 4 candidates.

Subpart B: Draft five (5) appropriate questions for the search committee to ask each of the CFO candidates. Responses to these questions will each be (independently) graded/scored by members of the search team.

PART 2: One of the (telephoned) references provided by Candidate "X" specifically states the following:

"I have known Candidate X for 15 years. She is a brilliant financial analyst with superb leadership attributes. I am sure she will do a fantastic job for ACME as long as she does not fall off the wagon."

Everyone on the search committee "freezes" when they hear this. Not surprisingly, without the corporate attorney present, everyone looked at nobody asked any follow-up to this question either. The night before the phone call to the reference, Candidate X attended a dinner at an exclusive restaurant with the CEO, Senior VP's, and yourself. You specifically remember that Candidate X drank four glasses of wine (during a three hour dinner). Since you weren't driving, you had two glasses of wine yourself last night. Does any of this additional information change your proposed courses of action? Since you are the HR expert, advise the committee about what SPECIFIC things the search committee should (and/or should not do) based upon this information.

Problem 5

You are the Assistant VP for Human Resources at Donohoe Corporation. Donahoeis a major (Fortune 1000) commercial property and commercial property construction management companies in the United States. Donohoe has 1700 employees. Your boss, the VP for HRM comes to you and provides you the following job description:

WANTED: REGIONAL OPERATIONS MANAGER for Washington DC Area. Develops and implements business processes that assure cost-efficient facility operations and minimization of un-planned infrastructure and building systems down-time. Develops and manages local/regional commercial properties. Works with Systems Technicians and Analyst to identify, ensure and improve upon building systems efficiencies and energy usage. Identifies current and future human resources needs (and/or inefficiencies). Develops quarterly, annual, and long-term budgets. Manages and supervises between 70 and (up to) 200 employees.

The VP for HR tells you that the announcement is going out next week and interviews may begin within 20 days or LESS. The VP informs you that a management team is already working to develop TECHNICAL questions ONLY for the position. Based upon resumes, the search team will create a list of 10 final qualified applicants. She wants YOU to identify and create a list of SIX (6) FUNDAMENTAL NON-TECHNICAL BEHAVIORAL TRAITS/QUALITIES the final 10 candidates should all possess. Based upon the SIX KEY and ESSENTIAL personal traits, you must then DRAFT TWO QUESTIONS (2) for EACH TRAIT (i.e. 12 total questions). The committee members will use these questions to gain deeper insight into the identified candidates during interviews. Do not concern yourself with technical or educational qualifications found in the resumes. Also, do not concern yourself with any other matters that can be investigated and verified by Donohoe's background investigations agency.