The Gentleman Three
PMBA1
Asanet Aloyan
The Gentleman’s “Three” There were two new acquisitions in Circale Corporation. Once human resources VP Nils Ekdahl and CFO Anita Fierst met when Nils Ekdahl was going to have a lunch. While talking to Ekdahl Anita Fierst shared thought about her worries for the duplication across departments. She reminded Ekdahl that the CEO feeled strongly about the decision to cut $20 million from the payroll in the next four months. Fierst was suggesting just make arbitrary cuts without any analyses to find perfect individual for the corresponding position. But Ekdahl didn’t agree with her thoughts and suggested to find right people for every position. After meeting Michael Milanese, who had been the chief architect of a new performance review system, he became more than sure to insist on his thoughts. As the Michael Milanese was the person who was very obsessed with the importance of the objective evaluation of employees, was against accepting personal favors from vendors. So the CEO had given HR department the green light to create a new system that would make managers to be very honest. Michael Milanese thought about it for a long time and after making some organizational and personal visits he made Ekdahl to cooperate with him. After making some system were each of Circlare’s more than 3000 nonsales employees would be compared with their colleagues, Anita Fierst was able to convince the CEO that the project dragged on, and Milanese should be “encouraged” to retire because of ineffective work. After all this Ekdahl take advantage of being aware of the Milanese project and decided to develop and implement it. His project was to make managers evaluate workers on a five-point scale. After first trial the results weren’t satisfying, because average grade was 4.6, which showed that managers didn’t grade objectively. So he decided to meet Milanese and take advice. After talking to Milanese, he suggested to make managers understand that the grading they
Asanet Aloyan
The Gentleman’s “Three” There were two new acquisitions in Circale Corporation. Once human resources VP Nils Ekdahl and CFO Anita Fierst met when Nils Ekdahl was going to have a lunch. While talking to Ekdahl Anita Fierst shared thought about her worries for the duplication across departments. She reminded Ekdahl that the CEO feeled strongly about the decision to cut $20 million from the payroll in the next four months. Fierst was suggesting just make arbitrary cuts without any analyses to find perfect individual for the corresponding position. But Ekdahl didn’t agree with her thoughts and suggested to find right people for every position. After meeting Michael Milanese, who had been the chief architect of a new performance review system, he became more than sure to insist on his thoughts. As the Michael Milanese was the person who was very obsessed with the importance of the objective evaluation of employees, was against accepting personal favors from vendors. So the CEO had given HR department the green light to create a new system that would make managers to be very honest. Michael Milanese thought about it for a long time and after making some organizational and personal visits he made Ekdahl to cooperate with him. After making some system were each of Circlare’s more than 3000 nonsales employees would be compared with their colleagues, Anita Fierst was able to convince the CEO that the project dragged on, and Milanese should be “encouraged” to retire because of ineffective work. After all this Ekdahl take advantage of being aware of the Milanese project and decided to develop and implement it. His project was to make managers evaluate workers on a five-point scale. After first trial the results weren’t satisfying, because average grade was 4.6, which showed that managers didn’t grade objectively. So he decided to meet Milanese and take advice. After talking to Milanese, he suggested to make managers understand that the grading they