This would also be a good time to cover all policies and procedures for each new employee. If there are any new employees that need additional training the company should be willing to make that available in the future this also will ensure that the company is providing good quality services to the customer. Some of this training can come from outside sources but, it can also come for inside sources form some of the senior employees. Write three questions for a structured interview form that Ron Brown’s service managers can use to interview experienced technicians. 1.
Question 5 – Customer Service Quality I feel that other measures would be to continue to train the employees on customer skills. Develop a program specifically for Tanglewood that would give the employees realistic scenarios they can do to improve their relationship skills with customer. You can also provide meeting where the manager and employees can discuss certain scenarios to better prepare new hires. I think focus groups will continue to help because they stay on top of problems and can keep you on your toes as the retail business changes. Question 6 – Realism in
Bemis “released” Bannister to seek employment with one exception—Mondi Packaging. Mondi declined to offer Bannister a job solely because of the covenant not to compete. In other words, Bemis asserted its rights under the non-compete provision as it related to Mondi and was thus obligated to pay Bannister his salary. She refused to pay him the 18 moth’s theses situation was a material breach of the agreement. They should pay him the 18 months to settle the case.
Active or Passive Diversity: I would say that Tanglewood should look into active diversity because it meets the diverse needs of the customers. Diversity is a huge part of the company’s hiring process and they don’t want to be labeled as hiring only one class of people. Especially since the need of each customer is different Tanglewood needs to make sure that they have the necessary qualified associates to take care of the
Unquestionably, the decision to change the schedule of production staff was made by managers and directors with no direct knowledge of, and perhaps without consideration of, any employee’s religious affiliation or needs. Based on Walker Toy Company’s policies and procedures to comply with EEOC guidelines, a reasonable person may also agree that management felt this was not an important consideration, as they could have easily made accommodations in line with Title VII if Mrs. Miller had made her needs known. The reasonable person test is pervasive in case law as a factor in determining whether the employee’s resignation was reasonable. The case of Barrow v. New Orleans Steamship Ass’n (1994), established that certain factors are significant in determining constructive discharge: “(1) demotion; (2) reduction in salary; (3) reduction in job responsibilities; (4) reassignment to menial or degrading work; (5) reassignment to work under a younger supervisor; (6) badgering, harassment, or humiliation by the employer calculated to encourage the employee's resignation; or (7) offers of early retirement on terms that would make the employee worse off, whether accepted or not." This case supports my recommendation to litigate because Mrs. Miller was not subjected to any of these tactics, nor does she make any claims that any of these tactics were used toward her.
The changes they made didn’t affect the business of their place of employment. They refused to change their appearance back to “normal” in order to keep their jobs. They both filed for unemployment compensation and were denied based on being terminated for misconduct. The difference between the two cases is that Apocada dyed her hair and Attired had a visible tattoo. Application to Client’s Facts: The facts in both cases could not be proven that personal appearance affected the sales of the business.
The information gathered about job applicants is reviewed and the most appropriate applicant is chosen. The more effective the selection process, the more likely it is that the best possible candidate will be selected. There a variety of ways Mary can decide to do her selection process for example: interviews, application forms, psychological evaluation, or online or written tests. It is recommended that Mary uses the interview or the group interview format. This is because Mary is only required three staff and an interview is more personal therefore Mary can get an insight of the applicant’s personality, and see if he/she is suitable for the job.
Greg will not win the case based in religion discrimination. The third employee is Horatio. Horatio may believe he is being terminated because he has another lawsuit pending for race discrimination (protected population). However, Horatio has no experience in HR polices or laws and will not be able to take over any other duties after the downsizing is complete. Moreover, Horatio has no evidence that the HR department treated him in a negative manner and he will not win.
Everything else in this problem depends on how you and Gayle resolve her request that you not disclose to anyone else in the company what she tells you. How to handle Bill's harassment of Gayle. (Incorrect) Although some of the evidence suggests Gayle wants to talk to you about feeling harassed by the flowers you know Bill is sending, you do not actually know that Gayle feels harassed. This is not the primary issue. How to make sure you get an effective harassment program in place to avoid future incidents.
Learning who the right managers are within each organization, and who might make the final hiring decisions would be a must so that I could focus on them when I am following up on my applications. Letting them know via constant pursuit will go a long way in deciding to hire me over other applicants that are interested in the same position. Persistence is key and goes a long way during a job