Answer the three questions about Scenario A:

1. What is happening?

2. What are the main issues in the different areas of human resources?

3. What are the factors that may have contributed to the current situation?

Scenario A: Talent Management

PLAYERS Fred Winters, vice president of campus operations Jessica Wallace, executive assistant for the vice president of campus operations Brad Tomlinson, director of facilities David Bridges, vice president of human resources and risk management Sally Thompson, executive assistant for the vice president of human resources and risk management Elizabeth Guthry, director of organizational development IN FRED WINTERS OFFICE From the day he began as a housekeeping supervisor at Hudson College 32 years ago, Fred Winters, vice president of campus operations, had a reputation as being a hands off manager who trusted his staff but provided support when necessary. Winters, a graduate of Hudson College, had been through several changes in administration during his tenure. He would admit that the past few years have been some of the most challenging given turnover rate in his division and the financial strains that have affected campus maintenance and building projects.

One position that recently turned over was the director of facilities. The position was filled three months ago by Brad Tomlinson who had worked in a similar capacity at a local area hospital. Although Tomlinson was viewed by most as an excellent hire, Winters has had multiple meetings with employees from the facilities department regarding Tomlinsons conduct as a supervisor during his short tenure with the college. Common themes identified by Winters from those discussions were that employees felt Tomlinson was too abrasive and unwilling to listen to their ideas. In keeping with his hands-off approach, Winters initially thought these issues would work themselves out. Winters waited weeks before scheduling a meeting he now wishes he had made sooner.

Winters was gazing out his office window when his executive assistant, Jessica Wallace, knocked on his door to let him know that Tomlinson had arrived for their meeting. Hey Brad, come on in, said Winters. I appreciate you coming in given how busy things are this week. Is everything on schedule for a great weekend?

Hudsons Homecoming Weekend was only a few days away, and Tomlinson and his team had been working overtime to prepare the campus, including making needed repairs to landscaping damaged by a series of heavy storms during the past week. Everything is definitely on target for a successful weekend, Tomlinson replied in a cautious tone. Tomlinson knew the purpose of the meeting was not to talk about Homecoming Weekend. Please sit down, said Winters. Brad, I will get right to the point about why I asked you to come in to see me. When I hired you three months ago, I knew we were very fortunate to get someone with your background and experience to fill one of the more critical positions on this campus. From my vantage point, since your arrival, everything appears to have not missed a beat. Projects are getting accomplished on time, the campus looks as beautiful as ever, and I have had few complaints from faculty, staff or students. At least, no more than normal, Winters added to create some levity to an already tense environment. However, I have had a number of employees who report to you come to me with concerns related to your supervisory skills. Winters paused to gauge Tomlinsons initial reaction. Tomlinson sat back in his seat in disbelief. I have to say Im surprised. Why havent they come to me if they were upset? What did they say? asked Tomlinson in a defensive tone. That was the first thing I asked each of themdid you have a conversation with your supervisor about this? Gauging from your reaction, it seems they havent. I am not going to disclose who came to me because these were confidential discussions. However, I am concerned about why they feel they couldnt go to you with their concerns. We value collaboration in our division. The other concern, of course, is your management style, said Winters. Youre questioning my management style because of a few conversations youve had with my employees? asked Tomlinson in a louder tone. First, I want you to calm down. I sense you are getting defensive, said Winters. The goal of this conversation is to not punish you, but to hear your side. Tomlinson hesitated and took a deep breath. This place is so different than the hospital. I dont know what was allowed before I arrived, but my employees feel entitled. I have high expectations of myself and of my staff. They seem very sensitive. We dont have the time or resources to coddle every one of them. Tomlinson paused while looking down at the floor before making his next comment. To be honest, there are a few of them that I want to fire right now. With that, Tomlinson started to get up out of his seat. Do you think thats the right approach to take? asked Winters. Fred, I appreciate you wanting to talk with me. I get the message. Now I ask that you please let me do my job, Tomlinson said in a direct manner. I will be sure to give you a report next week after Homecoming Weekend, said Tomlinson to change the subject as quickly as possible. Winters thanked Tomlinson. Tomlinson left to oversee the tasks that remain in preparation for homecoming. ONE DAY LATER IN DAVID BRIDGES OFFICE David Bridges, vice president of human resources and risk management, sat in his office answering a series of e-mails he received earlier in the day about an employee relations incident requiring the attention of a number of division leaders when his assistant, Sally Thompson, informed him that Fred Winters had arrived for their 11:00 a.m. meeting. Winters normally didnt schedule meetings with Bridges. He usually called if he needed advice or wanted to get a different perspective on a particular issue. Bridges sensed this meeting would be something more serious. Always good to see you, Fred, Bridges said as he greeted Winters at his office door. Bridges opening remark was somewhat tongue-in-cheek because he was almost certain that the reason to see him was related to an employee matter. Winters replied jokingly, I cant think of a better place to be than your office. Bridges and Winters have had a strong working relationship since Bridges arrived to Hudson six years ago. Bridges could see that Winters was under stress. Winters sat down, covering his mouth with his hands as he thought about how to begin the conversation. I had a meeting yesterday in my office with Brad Tomlinson, our new director of facilities. Looking Bridges directly in the eye, he stated, You know when you get that gut feeling about someone? Of course, replied Bridges. Did you get that feeling yesterday? Actually, I got that feeling during the hiring process, Winters responded. Looking somewhat amazed, Bridges waited for Winters to elaborate on his thought. I trusted the recommendations made by my staff members who had the opportunity to meet with him. He has tremendous mechanical skills and was highly recommended. He also is well respected in the community from his work at the hospital and support of nonprofits in Beacon. I have to tell you, though; he lost some of that respect with me when he essentially walked out of my office yesterday, said Winters. Bridges waited to see if Winters was finished. What are you thinking today? asked Bridges. What Im thinking is that we made the wrong hiring decision, replied Winters. Glenn (referring to Glenn Saunders, associate director of facilities) was a finalist for the position, but many, including me, thought he didnt have the experience to lead the complex projects scheduled over the next few years. Now Im dreading the choice we made.

AFTER THE CONVERSATION Unfortunately, other senior officers have shared similar concerns about recent supervisory hires having difficulties in their transition to Hudson. As Bridges finished reviewing his notes from his meeting with Winters, he realized he needed to talk with Elizabeth Guthry, director of organizational development. Bridges was focused on helping support the transition of recent hires. What was more of a concern, though, was the number of internal candidates for critical positions who were passed over for individuals from outside the college, some without experience in higher education; seven out of nine new supervisors were external. In addition, external searches were conducted in the hiring process of the past three senior officer positions. Bridges thought that Hudson needed to better position employees for future success, whether they had just started or had been there for several years. With that, he sent an e-mail to Guthry, asking her to provide a one-page outline of the current orientation process and to arrange a meeting to discuss how the onboarding process could be improved. OUTLINE OF HUDSONS CURRENT NEW-EMPLOYEE ORIENTATION PROCESS Before first day: Mail to new employee Congratulatory letter with start date. Benefits enrollment and payroll forms. Employee handbook. Copy of letter with start date and new employee checklist to immediate supervisor. First day: New-employee orientation New employee reports to human resources and risk management division for a half-day orientation to include: Welcome and introductions. Video History of Hudson. Overview of each campus division (with presenter from each division). Employee benefits discussion. Campus tour. Lunch with HR staff members. New employee is escorted by an HR representative to his or her department at the conclusion of the lunch. *A training program currently does not exist for new supervisors.