Ethical Practice Competency SJI

An HR manager is scheduled to receive a salary merit increase that is significantly above average compared to peers in similar positions. The employee's manager decides to implement the increase but fails to consult the corporate compensation function, who reviews such decisions. The increase is effective in the next performance cycle. The manager has not notified the employee.

The issue arises during the annual salary merit review and performance appraisal process. All employees are reviewed for possible merit increases in accordance with merit budget guidelines and applicable compensation policy. Each manager is expected to comply with the guidelines before communicating salary increase decisions to employees.

Should the merit increase be implemented, it will create a negative salary equity impact based on race, gender, length of service, and scope of responsibilities of other HR managers. In the context of HR policy and practice, this action reflects a poor management decision, lacking the collegial and collaborative behavior expected of senior managers at this level. The senior manager of corporate compensation is a member of the HR leadership team and is responsible for the application of compensation policy. The senior manager’s team identifies this issue and is awaiting instructions on how to proceed.

Which immediate step should the senior manager take to address the team's concerns?

• Permit the increase to go through, but request that the manager responsible for creating this issue be more careful next time.

• Permit the increase to go through, but inform the employee and the manager that no further salary increases will be approved for the cycle.

• Inform the affected employee that the employee is ineligible to receive the authorized increase because their manager violated organizational policy and practice.

• Request an immediate meeting with the responsible manager to discuss the concerns about this decision and explore options to resolve the problem.

Request an immediate meeting with the responsible manager to discuss the concerns about this decision and explore options to resolve the problem.

An HR manager is scheduled to receive a salary merit increase that is significantly above average compared to peers in similar positions. The employee's manager decides to implement the increase but fails to consult the corporate compensation function, who reviews such decisions. The increase is effective in the next performance cycle. The manager has not notified the employee.

The issue arises during the annual salary merit review and performance appraisal process. All employees are reviewed for possible merit increases in accordance with merit budget guidelines and applicable compensation policy. Each manager is expected to comply with the guidelines before communicating salary increase decisions to employees.

Should the merit increase be implemented, it will create a negative salary equity impact based on race, gender, length of service, and scope of responsibilities of other HR managers. In the context of HR policy and practice, this action reflects a poor management decision, lacking the collegial and collaborative behavior expected of senior managers at this level. The senior manager of corporate compensation is a member of the HR leadership team and is responsible for the application of compensation policy. The senior manager’s team identifies this issue and is awaiting instructions on how to proceed.

Which approach should the senior manager take to address the issues of greater consistency and equity in adhering to compensation policies and procedures?

• Review the current policy to determine whether it is clear enough in conveying organizational expectations, and modify it as necessary to ensure consistent compliance.

• Stipulate the compensation policy as a condition of employment in offer letters to all newly hired managers and require signed acceptance.

• Encourage managers to review the policy periodically and consult with corporate compensation before attempting to implement actions that are outside the guidelines.

• Install an automated computer system that monitors significant salary increases compared to budget and notifies corporate compensation to review them prior to implementation.

Review the current policy to determine whether it is clear enough in conveying organizational expectations, and modify it as necessary to ensure consistent compliance.

An HR manager is scheduled to receive a salary merit increase that is significantly above average compared to peers in similar positions. The employee's manager decides to implement the increase but fails to consult the corporate compensation function, who reviews such decisions. The increase is effective in the next performance cycle. The manager has not notified the employee.

The issue arises during the annual salary merit review and performance appraisal process. All employees are reviewed for possible merit increases in accordance with merit budget guidelines and applicable compensation policy. Each manager is expected to comply with the guidelines before communicating salary increase decisions to employees.

Should the merit increase be implemented, it will create a negative salary equity impact based on race, gender, length of service, and scope of responsibilities of other HR managers. In the context of HR policy and practice, this action reflects a poor management decision, lacking the collegial and collaborative behavior expected of senior managers at this level. The senior manager of corporate compensation is a member of the HR leadership team and is responsible for the application of compensation policy. The senior manager’s team identifies this issue and is awaiting instructions on how to proceed.

The corporate compensation team oversees the performance appraisal process. Which action should the senior manager take to identify and prevent excessive or inequitable salary increases from occurring in the future?

• Engage an outside consultant to review the performance appraisal process in order to suggest possible improvements or changes.

• Add alternative pay plans for rewarding exemplary performance, such as stock options or performance grants.

• Form a company-wide project committee to evaluate the performance appraisal process and make recommendations for improvements or changes.

• Review proposed salary increases tied to performance appraisals for compliance with guidelines prior to communicating them to employees.

Review proposed salary increases tied to performance appraisals for compliance with guidelines prior to communicating them to employees.

The president of a company instructs the HR director to quickly hire a new executive assistant for the organization. The president informs the HR director that the president has a preferred candidate for the role who has worked for the company before and is skilled and capable. However, the candidate will be relocating from another region of the country.

The president discloses to the HR director that there is discussion with the board of directors that the president will retire from the organization as part of the pending organizational restructuring. The revised hierarchy does not include a place for the new executive assistant, and the offer to the executive assistant will not include relocation assistance or a severance package.

The HR director wants to provide the potential candidate with this necessary information during the interview so the candidate can make an informed decision whether to accept the offer. The HR director is concerned that there is potential risk for not following the organizational staffing and selection policy and the absence of transparency. The president is adamant about maintaining the confidentiality of the retirement/restructuring, which the HR director knows is not in line with the organization's values and culture.

What is the best course of action for the HR director to take?

• Initiate the regular job search protocol, but, during the phone screen, share with the candidate the organizational restructuring and the pending job elimination.

• Counsel the president, focusing on the benefits of making decisions that reflect the organization's mission and values while supporting the organizational culture.

• Request to speak to the chairperson of the board of directors and share the concerns.

• Send an anonymous e-mail to the candidate that provides a very clear warning about taking the job.

Counsel the president, focusing on the benefits of making decisions that reflect the organization's mission and values while supporting the organizational culture.

The president of a company instructs the HR director to quickly hire a new executive assistant for the organization. The president informs the HR director that the president has a preferred candidate for the role who has worked for the company before and is skilled and capable. However, the candidate will be relocating from another region of the country.

The president discloses to the HR director that there is discussion with the board of directors that the president will retire from the organization as part of the pending organizational restructuring. The revised hierarchy does not include a place for the new executive assistant, and the offer to the executive assistant will not include relocation assistance or a severance package.

The HR director wants to provide the potential candidate with this necessary information during the interview so the candidate can make an informed decision whether to accept the offer. The HR director is concerned that there is potential risk for not following the organizational staffing and selection policy and the absence of transparency. The president is adamant about maintaining the confidentiality of the retirement/restructuring, which the HR director knows is not in line with the organization's values and culture.

What dilemma could the HR director face if the president's request is ignored and the pending restructuring is shared with the candidate?

• Confidential information will be breached.

• No dilemma will be faced.

• Making an offer on a temporary position is illegal.

• The HR director will not be acting as an effective internal advisor to the president and the candidate.

Confidential information will be breached.

The president of a company instructs the HR director to quickly hire a new executive assistant for the organization. The president informs the HR director that the president has a preferred candidate for the role who has worked for the company before and is skilled and capable. However, the candidate will be relocating from another region of the country.

The president discloses to the HR director that there is discussion with the board of directors that the president will retire from the organization as part of the pending organizational restructuring. The revised hierarchy does not include a place for the new executive assistant, and the offer to the executive assistant will not include relocation assistance or a severance package.

The HR director wants to provide the potential candidate with this necessary information during the interview so the candidate can make an informed decision whether to accept the offer. The HR director is concerned that there is potential risk for not following the organizational staffing and selection policy and the absence of transparency. The president is adamant about maintaining the confidentiality of the retirement/restructuring, which the HR director knows is not in line with the organization's values and culture.

Rather than relocating a candidate from another region, what alternative can the HR director offer that has minimal disruption for the organization?

• The board of directors and the president could agree to move up the president's exit date and let an interim president make staffing changes.

• A temporary agency could be engaged to manage the search and hire a temporary assistant in spite of the president.

• The president could be counseled on the advantages of hiring a local temporary employee who does not require relocation.

• Senior leadership could go ahead and announce the organizational changes.

The president could be counseled on the advantages of hiring a local temporary employee who does not require relocation.

A high-tech U.S. employee from California is on the organization's leadership fast track. The employee is in the final stages of consideration for a significant promotion that would involve a transfer to Hong Kong. This would be the employee's first-ever expatriate assignment. The employee has never lived or worked abroad, but has successfully participated in several of the organization's global leadership programs, including several extended international business trips. The employee has worked for the organization for almost four years and is married with three young children.

The organization's director of global mobility (GM) is the final due diligence assessor for expatriate assignments. Creating the short list that is now in front of the GM is a very careful process, fully defined in several of the organization's standard operating procedures.

A few notable questions remain about the California employee:

• The employee’s mother-in-law is a widow, and is seriously ill. The employee's spouse is an only child.

• The employee's child is in a junior Olympic figure skating program.

• The employee's spouse also works in the high-tech sector and is unlikely to find a comparable job in Hong Kong.

How should the GM proceed to resolve the remaining concerns about this employee's assignment?

• Conduct a final psychometric test to assess whether the employee is being truthful regarding the assignment.

• Host an information session with the employee's spouse to determine the family's perspective on the assignment.

• Administer a workplace stress test replicating one or two cultural experiences likely to be encountered on assignment.

• Have the employee and the employee's family test the assignment for a few months to decide if it is a good fit.

Host an information session with the employee's spouse to determine the family's perspective on the assignment.

A high-tech U.S. employee from California is on the organization's leadership fast track. The employee is in the final stages of consideration for a significant promotion that would involve a transfer to Hong Kong. This would be the employee's first-ever expatriate assignment. The employee has never lived or worked abroad, but has successfully participated in several of the organization's global leadership programs, including several extended international business trips. The employee has worked for the organization for almost four years and is married with three young children.

The organization's director of global mobility (GM) is the final due diligence assessor for expatriate assignments. Creating the short list that is now in front of the GM is a very careful process, fully defined in several of the organization's standard operating procedures.

A few notable questions remain about the California employee:

• The employee’s mother-in-law is a widow, and is seriously ill. The employee's spouse is an only child.

• The employee's child is in a junior Olympic figure skating program.

• The employee's spouse also works in the high-tech sector and is unlikely to find a comparable job in Hong Kong.

If the global assignment takes place for the employee only, how can the organization best keep the employee connected to their home and family during the assignment?

• Provide secure technology for a live video interface with the employee's home.

• Send monthly status updates from the assignee to their home.

• Allow a vacation trip home once a year.

• Coordinate leaves and visits home for the employee.

Coordinate leaves and visits home for the employee.

A high-tech U.S. employee from California is on the organization's leadership fast track. The employee is in the final stages of consideration for a significant promotion that would involve a transfer to Hong Kong. This would be the employee's first-ever expatriate assignment. The employee has never lived or worked abroad, but has successfully participated in several of the organization's global leadership programs, including several extended international business trips. The employee has worked for the organization for almost four years and is married with three young children.

The organization's director of global mobility (GM) is the final due diligence assessor for expatriate assignments. Creating the short list that is now in front of the GM is a very careful process, fully defined in several of the organization's standard operating procedures.

A few notable questions remain about the California employee:

• The employee’s mother-in-law is a widow, and is seriously ill. The employee's spouse is an only child.

• The employee's child is in a junior Olympic figure skating program.

• The employee's spouse also works in the high-tech sector and is unlikely to find a comparable job in Hong Kong.

How should the GM proceed once all final selection assessments have been completed?

• Seek alternative candidates, since the family issues the employee currently faces are significant and increase the risk of the assignment's failure.

• Offer the assignment to the employee asking for consideration, and include time to determine if the assignment should proceed.

• Require that the employee take the assignment and make plans for relocation and travel.

• Delay the decision until more information regarding the family's perceptions are determined, since too many unknowns still remain.

Offer the assignment to the employee asking for consideration, and include time to determine if the assignment should proceed.

The global HR director at a multinational manufacturing company receives a complaint from an employee working in an overseas operations center. The complaint alleges that the employee was unfairly denied a promotion for an open team lead position and was treated inappropriately by the on-site HR manager. According to the complaint, the employee reported the promotion issue to the on-site HR manager, who responded by inviting the employee to meet over lunch. Instead of resolving the issue, the HR manager forced the employee to pay for their lunch bill and to buy the manager a new pair of expensive shoes. A few days later, the employee's supervisor placed the employee on a performance improvement plan based solely on the HR manager's recommendation. After reviewing the complaint, the HR director reviews the employee's personnel file but does not find any record of performance issues in the past. In addition, there are no prior reports from other employees in the operations center indicating that the on-site HR manager has a history of inappropriate behavior.

What should the HR director do to establish credibility with the employee on behalf of the global HR team?

• Contact the senior leaders at the operations center to report the employee's allegations.

• Contact the on-site HR manager to gather more facts about the employee's allegations.

• Schedule interviews with other staff at the operations center to obtain feedback about the employee's performance.

• Notify the employee that HR will take all appropriate actions to resolve the complaint quickly.

Notify the employee that HR will take all appropriate actions to resolve the complaint quickly

The global HR director at a multinational manufacturing company receives a complaint from an employee working in an overseas operations center. The complaint alleges that the employee was unfairly denied a promotion for an open team lead position and was treated inappropriately by the on-site HR manager. According to the complaint, the employee reported the promotion issue to the on-site HR manager, who responded by inviting the employee to meet over lunch. Instead of resolving the issue, the HR manager forced the employee to pay for their lunch bill and to buy the manager a new pair of expensive shoes. A few days later, the employee's supervisor placed the employee on a performance improvement plan based solely on the HR manager's recommendation. After reviewing the complaint, the HR director reviews the employee's personnel file but does not find any record of performance issues in the past. In addition, there are no prior reports from other employees in the operations center indicating that the on-site HR manager has a history of inappropriate behavior.

What should the global HR director do to determine the extent to which cultural differences are contributing to the problem?

• Review employment laws for the country in which the operations center is located.

• Interview the employee's coworkers to determine if situational factors justify the on-site HR manager's behavior.

• Review information about the dominant cultural values of the region in which the operations center is located.

• Conduct interviews with the on-site HR manager and the employee to discuss their personal ethical value systems.

Review information about the dominant cultural values of the region in which the operations center is located.

The global HR director at a multinational manufacturing company receives a complaint from an employee working in an overseas operations center. The complaint alleges that the employee was unfairly denied a promotion for an open team lead position and was treated inappropriately by the on-site HR manager. According to the complaint, the employee reported the promotion issue to the on-site HR manager, who responded by inviting the employee to meet over lunch. Instead of resolving the issue, the HR manager forced the employee to pay for their lunch bill and to buy the manager a new pair of expensive shoes. A few days later, the employee's supervisor placed the employee on a performance improvement plan based solely on the HR manager's recommendation. After reviewing the complaint, the HR director reviews the employee's personnel file but does not find any record of performance issues in the past. In addition, there are no prior reports from other employees in the operations center indicating that the on-site HR manager has a history of inappropriate behavior.

The global HR director initiates an investigation of the employee's complaint. Which approach should the global HR director take to share sensitive information about the investigation with senior leaders at the operations center?

• E-mail a summary of decisions and actions taken to the operations center's senior executive team once the investigation is complete.

• Save all investigation documents electronically in a cloud-based folder and grant access rights to the operations center's senior leaders.

• Conduct a web-assisted group meeting with the operations center's senior executive team at the beginning and end of the investigation.

• E-mail the operations center's senior leaders a bulleted list of important issues and decisions as they arise throughout the investigation.

Conduct a web-assisted group meeting with the operations center's senior executive team at the beginning and end of the investigation.

A new construction company is growing rapidly and hires its first HR director. To date, the construction company's hiring managers have been basing salary offers on candidates' salary demands because the company does not have a salary structure in place. Large pay disparities are emerging among employees in the same positions.

Despite the salary disparities, the company’s employees seem to be satisfied with their work and compensation, are highly engaged, and are excited about the opportunities that are provided through the company’s growth. When questioned about it the issue, the CEO indicates that as long as the employees are happy, the CEO is happy, and indicates that the HR director may be better served addressing other issues than pay discrepancies, which would likely cost the company additional money to address.

The new HR director is concerned about the inconsistencies in compensation and worries that the company's current pay practices may be discriminatory. Additionally, the HR director fears the situation will eventually result in both negative relations among current employees as well as future recruiting challenges.

What step is most crucial for the HR director to take first?

• Benchmark the company's salaries against those of other construction companies in the area.

• Analyze the market data for all positions to implement a limit on salary offers for new hires.

• Hire an external vendor to assess the company's salary practices and provide recommendations.

• Distribute a company-wide survey to determine employees' satisfaction with the current salary structure.

Benchmark the company's salaries against those of other construction companies in the area.

A new construction company is growing rapidly and hires its first HR director. To date, the construction company's hiring managers have been basing salary offers on candidates' salary demands because the company does not have a salary structure in place. Large pay disparities are emerging among employees in the same positions.

Despite the salary disparities, the company’s employees seem to be satisfied with their work and compensation, are highly engaged, and are excited about the opportunities that are provided through the company’s growth. When questioned about it the issue, the CEO indicates that as long as the employees are happy, the CEO is happy, and indicates that the HR director may be better served addressing other issues than pay discrepancies, which would likely cost the company additional money to address.

The new HR director is concerned about the inconsistencies in compensation and worries that the company's current pay practices may be discriminatory. Additionally, the HR director fears the situation will eventually result in both negative relations among current employees as well as future recruiting challenges.

What is the best approach for the HR director to take to communicate concerns about the salary structure to senior leadership, given that the CEO has a general awareness of the issue but other senior leaders do not?

• Deliver a presentation outlining potential steps to address the issues and ask for leadership's input.

• Meet first with one member of the leadership team to get buy-in on ideas before meeting with the entire team.

• Draft a report that provides detailed evidence supporting the implementation of a salary structure.

• Send an e-mail to leadership explaining the potential for legal concerns with the current practices.

Deliver a presentation outlining potential steps to address the issues and ask for leadership's input.

A new construction company is growing rapidly and hires its first HR director. To date, the construction company's hiring managers have been basing salary offers on candidates' salary demands because the company does not have a salary structure in place. Large pay disparities are emerging among employees in the same positions.

Despite the salary disparities, the company’s employees seem to be satisfied with their work and compensation, are highly engaged, and are excited about the opportunities that are provided through the company’s growth. When questioned about it the issue, the CEO indicates that as long as the employees are happy, the CEO is happy, and indicates that the HR director may be better served addressing other issues than pay discrepancies, which would likely cost the company additional money to address.

The new HR director is concerned about the inconsistencies in compensation and worries that the company's current pay practices may be discriminatory. Additionally, the HR director fears the situation will eventually result in both negative relations among current employees as well as future recruiting challenges.

Managers say that they need to be flexible with salary during the hiring process because it is difficult to find enough talent. Which action would be most effective for the HR director to take?

• Add a step in the hiring process to meet with managers to discuss each offer before it is given.

• Ask managers to provide their input when developing a salary structure for the company.

• Ask an attorney to talk with managers about the importance of following a salary structure.

• Provide managers with a salary structure to follow, but tell them HR is open to discussing special situations.

Provide managers with a salary structure to follow, but tell them HR is open to discussing special situations.

An HR director is hired at an airline. On the first day, the HR director calls to get directions to the location and the receptionist answers the phone in an unprofessional manner. When the HR director arrives, everyone is in a panic because the last flight team had a "hard landing." No one is physically injured in the incident, but the airplane is beyond repair. When arriving at the landing site, the HR director overhears the crew saying something about the junior pilot's substance abuse problems. The pilot in charge tells the HR director to report the incident as a "hard landing" and not a crash and to report that the junior pilot is not at fault. The HR director looks at the junior pilot's employee file to discover three other recent similar events, all noting substance abuse as a possible cause. The HR director also learns that the junior pilot had a pre-existing relationship with the pilot in charge, outside of work. Protocol requires all pilots to submit to drug tests immediately following an incident. The junior pilot does not do so until the next day.

The HR director suspects that substance abuse may have been the cause of the incident. Which action should the HR director take?

• Place the junior pilot on probation for not following the drug testing protocol after the incident.

• Meet privately with the pilot in charge to discuss whether the junior pilot has a problem with substance abuse.

• Meet with the junior pilot about the issue to offer employee assistance information.

• Send a communication to all employees about the company's substance abuse policy.

Place the junior pilot on probation for not following the drug testing protocol after the incident.

An HR director is hired at an airline. On the first day, the HR director calls to get directions to the location and the receptionist answers the phone in an unprofessional manner. When the HR director arrives, everyone is in a panic because the last flight team had a "hard landing." No one is physically injured in the incident, but the airplane is beyond repair. When arriving at the landing site, the HR director overhears the crew saying something about the junior pilot's substance abuse problems. The pilot in charge tells the HR director to report the incident as a "hard landing" and not a crash and to report that the junior pilot is not at fault. The HR director looks at the junior pilot's employee file to discover three other recent similar events, all noting substance abuse as a possible cause. The HR director also learns that the junior pilot had a pre-existing relationship with the pilot in charge, outside of work. Protocol requires all pilots to submit to drug tests immediately following an incident. The junior pilot does not do so until the next day.

What action should the HR director take regarding the receptionist's lack of professionalism?

• Tell the receptionist that the behavior was unacceptable and that it will be documented.

• Discuss with the receptionist how the unprofessional behavior made the HR director feel.

• Develop a training guide for the receptionist to use when answering the phone in the future.

• Discuss the service experience with the receptionist's supervisor.

Discuss the service experience with the receptionist's supervisor.

An HR director is hired at an airline. On the first day, the HR director calls to get directions to the location and the receptionist answers the phone in an unprofessional manner. When the HR director arrives, everyone is in a panic because the last flight team had a "hard landing." No one is physically injured in the incident, but the airplane is beyond repair. When arriving at the landing site, the HR director overhears the crew saying something about the junior pilot's substance abuse problems. The pilot in charge tells the HR director to report the incident as a "hard landing" and not a crash and to report that the junior pilot is not at fault. The HR director looks at the junior pilot's employee file to discover three other recent similar events, all noting substance abuse as a possible cause. The HR director also learns that the junior pilot had a pre-existing relationship with the pilot in charge, outside of work. Protocol requires all pilots to submit to drug tests immediately following an incident. The junior pilot does not do so until the next day.

How should the HR director respond to the account of the incident provided by the pilot in charge?

• Ask the pilot in charge about the previous incidents involving the junior pilot.

• Tell the pilot that the truth is more important than protecting the crew members.

• Explain to the pilot in charge that the HR director will conduct an independent investigation.

• Create a policy that prohibits pilots with pre-existing relationships from working on the same flight crew.

Explain to the pilot in charge that the HR director will conduct an independent investigation.

A member of the senior leadership team comes to HR stating that a manager on the senior leader's team needs to be demoted. The senior leader says that the manager has struggled in the role for several years and the company can no longer afford to have the manager in a leadership position. Understanding that this is an issue that should be addressed, the HR manager reviews the struggling manager's past performance appraisals. Despite what the senior leader says, the struggling manager has no documentation in their file to suggest that they are not performing to standards. In fact, all of the manager's reviews fall into "meets or exceeds expectations." Citing these reviews, the HR manager informs the senior leader that the appropriate first step is for the senior leader to develop a performance improvement plan (PIP) for the employee.

The senior leader responds that reviews in the senior leader’s area have generally been lax, and employees have generally been given sufficient ratings regardless of their actual performance. However, the senior leader indicates that if they must implement a PIP before demoting the employee, they will, though they doubt that the PIP will be effective.

The senior leader wants to track the manager's progress toward the goals outlined in the PIP. Which action should the HR manager recommend to the senior leader?

• Hold a weekly meeting with the manager to touch base about the manager's progress.

• Ask the manager to self-rate progress toward PIP goals at random intervals.

• Advise the senior leader to use the company's goal-setting framework to inform milestone check-ins.

• Ask the manager to provide numerical scoring on weekly progress toward PIP goals.

Hold a weekly meeting with the manager to touch base about the manager's progress.

A member of the senior leadership team comes to HR stating that a manager on the senior leader's team needs to be demoted. The senior leader says that the manager has struggled in the role for several years and the company can no longer afford to have the manager in a leadership position. Understanding that this is an issue that should be addressed, the HR manager reviews the struggling manager's past performance appraisals. Despite what the senior leader says, the struggling manager has no documentation in their file to suggest that they are not performing to standards. In fact, all of the manager's reviews fall into "meets or exceeds expectations." Citing these reviews, the HR manager informs the senior leader that the appropriate first step is for the senior leader to develop a performance improvement plan (PIP) for the employee.

The senior leader responds that reviews in the senior leader’s area have generally been lax, and employees have generally been given sufficient ratings regardless of their actual performance. However, the senior leader indicates that if they must implement a PIP before demoting the employee, they will, though they doubt that the PIP will be effective.

HR is concerned that the senior leader is not able to objectively define the manager's performance metrics. How should HR ensure that the PIP written by the senior leader is not biased against the manager?

• Allow another senior leader to create the PIP, completely removing the possibility of bias.

• Meet with the senior leader to create a PIP that is clear, concise, and measurable.

• Advise the senior leader to reference the job description when creating the PIP.

• Provide the senior leader with examples of approved PIPs.

Meet with the senior leader to create a PIP that is clear, concise, and measurable.

A member of the senior leadership team comes to HR stating that a manager on the senior leader's team needs to be demoted. The senior leader says that the manager has struggled in the role for several years and the company can no longer afford to have the manager in a leadership position. Understanding that this is an issue that should be addressed, the HR manager reviews the struggling manager's past performance appraisals. Despite what the senior leader says, the struggling manager has no documentation in their file to suggest that they are not performing to standards. In fact, all of the manager's reviews fall into "meets or exceeds expectations." Citing these reviews, the HR manager informs the senior leader that the appropriate first step is for the senior leader to develop a performance improvement plan (PIP) for the employee.

The senior leader responds that reviews in the senior leader’s area have generally been lax, and employees have generally been given sufficient ratings regardless of their actual performance. However, the senior leader indicates that if they must implement a PIP before demoting the employee, they will, though they doubt that the PIP will be effective.

After the manager is placed on the PIP, the manager approaches HR with questions concerning the plan. Specifically, the manager has concerns about being judged unfairly and being terminated no matter what improvements are made. How should HR handle this situation?

• Reassure the manager that if the benchmarks laid out in the PIP are met the manager cannot be terminated.

• Review the PIP with the manager to ensure that the benchmarks are measurable and realistically attainable.

• Explain the PIP review process with the manager and outline the role HR plays in ensuring fairness and equity.

• Refer the manager to company policy regarding performance management.

Explain the PIP review process with the manager and outline the role HR plays in ensuring fairness and equity.

Two years ago, a growing 250-person IT company was acquired by a global 10,000-person consulting firm. Prior to being acquired, the IT company had a strong, clearly identified culture that the employees were very invested in. The company consistently won "Best Place to Work" awards, and employee turnover was very low. In the first two years after the acquisition, the IT company continued operating fairly autonomously and kept its identity, with the company's founder serving as its president.

Recently the consulting firm has begun integrating the IT company into its operating functions, which has included major policy changes, financial controls, and staffing reductions for the IT company. This has created a very adversarial relationship between the two groups. Employee morale at the IT company has plummeted, and turnover has increased significantly; employees believe that the consulting firm shares information poorly.

The consulting firm's leaders are becoming frustrated with the IT company staff and views them as complainers. They ask the firm’s chief human resources officer (CHRO) to address these issues. Specifically, the CHRO has been asked to find ways to improve employee morale, sharply reduce turnover, and integrate the IT company staff into the larger company.

What action should the CHRO take to help with integrating the IT company employees into the consulting firm?

• Conduct a branding session with all staff to inform them about the firm and its goals.

• Meet with senior leaders in the IT company to actively encourage its employees to embrace the recent changes.

• Ask executives from the consulting firm to hold listening sessions with the staff from the IT company.

• Update the building signage to reflect the firm and hold a grand re-opening party with all staff.

Ask executives from the consulting firm to hold listening sessions with the staff from the IT company.

Two years ago, a growing 250-person IT company was acquired by a global 10,000-person consulting firm. Prior to being acquired, the IT company had a strong, clearly identified culture that the employees were very invested in. The company consistently won "Best Place to Work" awards, and employee turnover was very low. In the first two years after the acquisition, the IT company continued operating fairly autonomously and kept its identity, with the company's founder serving as its president.

Recently the consulting firm has begun integrating the IT company into its operating functions, which has included major policy changes, financial controls, and staffing reductions for the IT company. This has created a very adversarial relationship between the two groups. Employee morale at the IT company has plummeted, and turnover has increased significantly; employees believe that the consulting firm shares information poorly.

The consulting firm's leaders are becoming frustrated with the IT company staff and views them as complainers. They ask the firm’s chief human resources officer (CHRO) to address these issues. Specifically, the CHRO has been asked to find ways to improve employee morale, sharply reduce turnover, and integrate the IT company staff into the larger company.

Which action should the CHRO take first to address the executive team's request?

• Meet with senior leaders in the IT company to discuss their concerns about the current situation.

• Meet with IT company managers in one-on-one interviews to discuss the reasons their employees are leaving.

• Conduct a company-wide meeting with the IT company for employees to ask questions of the CHRO.

• Organize a time for the executive team to visit the IT company to tour it and meet with individual teams.

Meet with senior leaders in the IT company to discuss their concerns about the current situation.

Two years ago, a growing 250-person IT company was acquired by a global 10,000-person consulting firm. Prior to being acquired, the IT company had a strong, clearly identified culture that the employees were very invested in. The company consistently won "Best Place to Work" awards, and employee turnover was very low. In the first two years after the acquisition, the IT company continued operating fairly autonomously and kept its identity, with the company's founder serving as its president.

Recently the consulting firm has begun integrating the IT company into its operating functions, which has included major policy changes, financial controls, and staffing reductions for the IT company. This has created a very adversarial relationship between the two groups. Employee morale at the IT company has plummeted, and turnover has increased significantly; employees believe that the consulting firm shares information poorly.

The consulting firm's leaders are becoming frustrated with the IT company staff and views them as complainers. They ask the firm’s chief human resources officer (CHRO) to address these issues. Specifically, the CHRO has been asked to find ways to improve employee morale, sharply reduce turnover, and integrate the IT company staff into the larger company.

The CEO tells the CHRO of a heated argument that the CEO had with the president of the IT company. The CHRO is concerned that the president of the IT company may resign, which would likely lead to many other employees leaving. What should the CHRO do?

• Meet with the CEO to explain the CHRO’s concerns and brainstorm possible paths forward.

• Hire a professional mediator to facilitate a discussion between the CEO and the president of the IT company.

• Ask the CEO to hold an emergency executive team meeting to discuss the IT company.

• Suggest to the CEO that bonuses be offered to all IT company employees who stay for the next year.

Meet with the CEO to explain the CHRO’s concerns and brainstorm possible paths forward.