1. Bill & Jane. You are a supervisor in a medium-sized nonprofit organization in Chicago. You are trying to hire for an open position and have an internal candidate Bill and an external candidate Jane. Bill has been with the agency for several years and performs great at his current job and is open about having a disability, which precludes him from having a drivers license. The job description for the open position does require a drivers license as one of the responsibilities includes periodically (perhaps once or twice a month) driving a client to an appointment and back. Because of Bills inability to drive you have decided to hire Jane, the external candidate. One of your colleagues also a supervisor comes to you and argues that you are discriminating against Bill because of his disability as well as hurting morale by not promoting from within. The colleague says that it would be fairly easy to simply pay the taxi (or Uber or Lyft) fare for clients to get to their appointments, which would probably cost no more than $1,000 per year. How would you approach this from an HR perspective? What would you say to the colleague who complained to you about discriminating? What would you say to Bill (if anything)? What are the legal issues/factors that you would consider? What would you decide?

2. Strategy. Discuss the role of matching Human Resource strategies/techniques to overall organizational goals. Using the case example below discuss how you would approach it if you were in charge of the HR Department and want to support the achievement of the agencys goals. What would you do in terms of planning, recruitment, training, job descriptions, supervision structure, etc.? Why? How would you manage the relationship between the two offices? What, if any, policies and practices would be different between the two offices? Why?

Acme Legal is a mid-sized nonprofit that provides a range of legal services to low income individuals and families. Their fifty employees include 20 attorneys with the rest being paralegals, managers, and support staff and all are located on one floor of the same building. There is very little turnover and the staff is stable and overall performance has been very good for over a decade, in part to very clear policies and procedures, clear and narrow job descriptions, a bureaucratic and high control top down management style and a formal, conservative culture. Everyone knows what they are supposed to do and how to do it. New funding has been obtained and the Board of Directors has set a goal for the agency to develop a satellite office in a town 50 miles away. In addition to the legal services like those provided at the main office, this one will offer a wide range of counseling and case management services and a drop-in recreational center for teenagers. Staff will need to be much more flexible and informal in order to meet the needs of the teenagers and engage the community in order to obtain clients and acceptance.

3. Laws. Provide an overview of two of the following laws. Discuss their intent, main features that guide or influence the activities of Human Resources, and the behaviors they are intended to encourage and discourage give examples when possible - and a discussion of the role of the EEOC, if any.

1. Title VII of the Civil Rights Act as it relates to the prohibition of discrimination by employers on the basis of race.

2. Title VII of the Civil Rights Act as it relates to the prohibition of discrimination by employers on the basis of sex.

3. The Age Discrimination in Employment Act of 1967 (ADEA).

4. The doctrine of employment at will.

5. Americans with Disabilities Act (ADA)