1.A. How would you describe the HR practices and beliefs of the program manager, the narrator of this case? For the most part, I believe the narrator had a good outlook with her HR practices and beliefs. She understood the company did not always do the right thing, but she wanted to make sure she did the right thing to make her a better manager. The narrator had the ability to be honest with the people, which would help to make the department stronger. There is not need to lie to people to make them happy. If people need additional training or development, then they should be aware of what is expected and what they need to improve. It is better to be up front with the people, because people that are lied to believe they are doing better than they actually are. Effective leaders are able to lead people throughout the entire process. They set the expectations for the people, and should be there to correct them when going down the wrong path. 1.B. What are the strengths and limitations of her HR practices and beliefs? A definite strength for the narrator would be her ability to be brutally honest with people. Not everyone has this ability, and it sometimes causes issues because people do not know what exactly is expected of them. I believe the narrator’s ability to be honest with the people will go a long way in improving the overall ability of the department. It will also help identify areas of improvement for every employee. Identifying areas that are in need of improvement will allow the narrator to seek training to aid the employee development. Focusing on areas of development will make the department stronger, and will allow the people to grow into new roles within the management structure. While the narrator did have a good outlook on handling people, there were instances within the article that I did not agree with the narrator. The areas I disagreed with the narrator dealt with the reasoning behind possibly not giving some people a low grade. I do not believe a person’s potential issues, such as the case with Terry, should be a factor when considering how to grade performance. I also do not believe upper management’s opinions of Terry or Phil should sway the narrator’s decision on how to grade them. I do agree with the narrator that people should be graded on performance, and if they are not up to par they should be graded as they are not performing. I also did not agree with the narrator possibly grading Phil higher due to his medical condition, or the fact that he has young children. In a management role, you have to grade employees based on performance. Giving false grades to appease others will eventually be a downfall for the narrator, because the department will not be improving. When it will come time to actually fire the people, there will be no documentation proving their performance was below average. 2. A. What HR “errors” did the firm make in hiring Terry? Discuss.
The most obvious error was the company leaders hired him even though he did not pass the panel interview. The fact that nobody in the room passed him proved that he was not capable to perform the job he would be asked to do. The leaders hired him mainly because he was their instructor, and maybe they had a great deal of respect for him. Another reason they hired him could be that they were all friends. Either way, the leaders of the company failed the company when hiring Terry. It is one thing to respect a person and be friends with a person, but another to put them into a position that they are not able to do. If they were adamant about hiring Terry, they should have found a role that he would have been able to handle. This would allow them to hire Terry into a position that he would add value to the company. 2. B. With Phil? Discuss.
I believe the mistake made when hiring Phil dealt with the fact the company had a policy to keep every employee after taking over another company. I believe the company should give every employee the...
References: Badaracco, Jr., J. L. (2006, July 10). Two Tough Calls (A). Harvard Business School Press, 9-306-027.
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