Case Study Old-Timer Makes Waves Caleb, the human resources manager at the Edgeway Hotel, scowled as his phone rang for the third time in ten minutes. "Human resources" he answered, setting aside the stack of performance evaluations. "Caleb, good morning. This is Jenna. I have a letter for you to look at." Caleb immediately focused his attention on the call from corporate headquarters if the senior vice president of operations had a letter for him to look at these evaluations would have to wait. "Oh? What's it about?" "It appears one of your front desk supervisors-who just happens to have worked with our president in the good old days when he was a front desk clerk, has a complaint," Jenna explained. "She feels she's being forced out because of her age. I'm faxing you the letter. She sent it directly to her old buddy Mr. Alvarez. He's asked me to pass it on to you to take care of. Let me know what happens." "All right. Who is it? I'll pull her file before the fax gets here." "Sally Fenders. Call me when you resolve this. Good-bye, Jenna said, hanging up the phone. Sally, Caleb mused, I know her, she's been here forever and a day. In fact, next month will be her twentieth anniversary with the hotel. Caleb opened up the file cabinet and pulled Sally's thick folder. He opened her file and reviewed the past several years. After a quick reading, his notes highlighted key items in Sally's file: 9324-55-6/cfi/6/32/4/6/4/16/2/2/2/2/2/2/2/2/2@0:0 2004 September Performance review, 5.0 average (Performance scale: 1 Probationary, 2 Below Standards; 3 Meets Standards; 4 Exceeds Standards: 5 Outstanding) December Named Employee of the Year 2005 May Medical leave for hip surgery, out three months September Performance review, 4.0 average 2006 February Complimentary letter from a guest September Performance review, 3.85 average 2007 March Medical leave, out seven weeks August New supervisor September Performance review, 3.33 average 1-949324-55-6/cfi/6/321/4/6/4/16/2/2/2/8/2/2/4/4/2@0:92.3 September Performance review, 3.33 average December Sally reprimanded for sleeping on the job 2008 September Performance review, 3 average October New Supervisor 2009 January Customer complaint about gruffness March Three customer complaints about service September Performance review, 2.8 average November Transferred to night shift 2010 January New Supervisor Caleb's secretary brought in the fax from Jenna. He sighed as he read the letter and then put in a call to Francine, the new rooms division manager, and asked her to meet him as soon as possible. Within a half hour, Francine arrived. "Hi, Caleb. I have about ten minutes free. Will this take long?" "I'll take the ten minutes, Francine. It may take longer, but we can get back together later in the day. It's about Sally 6 Aa elt: HOSPITAL 349324-55-6/cfi/6/321/4/6/4/18/2/2/2/2/4@0:1.43 I'll take the ten minutes, Francine. It may take longer, but we can get back together later in the day. It's about Sally Fenders." "Her!" Francine harrumphed. "I've been pressuring the front desk manager, Sydney, to start the counseling process with her. We can't carry folks like her-not and stay competitive. She refuses to change. She thinks we can treat a meeting planner who's bringing in $400,000 worth of business the same way you treat the little old lady who stays here once a year with a Discovery coupon!" "Well, she's feeling the pressure." Caleb said. "Take a look at this." He handed Francine the letter: Dear Mr. Alvarez Last year, the company threw a big party celebrating my 50th birthday and now it's trying to force me out I've been transferred to night hours and I have a manager that complains about everything I do. He's constantly watching me and writing up everything I do. I think he wants to hire someone younger that he could pay less. Normally I'd wait him out-these front desk managers change every few years anyway--but I think he's trying to get rid of me. I'm not the only one who feels this way. While I don't speak for everyone, there are quite a few of us old- timers who just don't know what's going on in this hotel. We used to know everything-customers, prices, and service levels. I don't know any of that anymore. I want to do the right thing, but I can't figure out what it is. I'm not doing anything differently than I have for the past 20 years, but all of a sudden I'm not any good. How is it that I'm Employee of the Year in 2004, but now I'm worthless? I went to the awards dinner you held last year and was recognized as the employee with the longest service record. You said that I was a positive example and that the hotel celebrated the type of commitment and dedication that I had. 0324-55-6/cfi/6/321/4/6/4/18/2/2/2/2/18@0:2.86 I remember when you were just a front desk clerk and I taught you how to use a room rack. I've never asked you for anything before, but I will now. Please stop this harassment. I have two kids in college and a sick husband. I still have a lot of good years in me. I've given my life to this hotel, and I shouldn't be pushed out because some hotshot manager wants to get cheap labor in. I know I can count on you. I'd hate to hire a lawyer when I've been loyal to the company for 20 years. Sincerely. Sally Fenders Francine put the letter down in disgust, "Isn't that convenient? Buddy-buddy with our president, is she? Notice how she neglects to mention that she's gruff with the customers, or that we've caught her dozing off on the night shift several times. I can't believe that she'd just go over my head like this. Sydney and I have put in a lot of time and effort with this lady. We've coached her worked with her, given her extra training and support. It angers me that she'd send a letter like this. If I could get away with it, I'd fire her for that." "Has the quality of her work changed?" Caleb asked. "No, but that's the problem. We're in a newly competitive environment. She's been told, along with everyone else, that we have a new market segment and are taking on guests who demand a higher level of service. She hasn't been willing to make that change with us. The same old' doesn't cut it anymore. We've tried to get her to change. I even had Sydney send her to training. Nothing has worked." "What sort of training did you send her to? Did she receive training on something she didn't know how to do? Did Sydney follow up with her so that she knew what she was supposed to learn?" "I don't know, but I'll find out. But, training aside, you're the one who is always telling us that we can't carry employees indefinitely and she's become a high-maintenance employee. This isn't age discrimination-it's attitude SPITAL X + 4-55-6/cfi/6/32/4/6/4/18/2/2/2/2/32@0:29.5 employees indefinitely and she's become a high-maintenance employee. This isn't age discrimination-it's attitude discrimination. She doesn't have the right attitude for today's business." Discussion Questions 1 2 3 4 > 1. What recent changes at the Edgeway Hotel precipitated the problem with Sally? Next Question Print The following industry experts helped generate and develop this case: Philip J. Bresson, Director of Human Recurrec Renaissance New York Hotel New York New York and lerry Fav Human Resources Director Hey Cru Snes Vecumnie a nyiramente empoyce. THIS SITE ay UISLIITUNGUUII autuu discrimination. She doesn't have the right attitude for today's business." Discussion Questions 3. What are the roles and responsibilities of the management team in dealing with this situation? Next Question Print The following industry experts helped generate and develop this case: Philip J. Bresson, Director of Human Resources, Renaissance New York Hotel, New York, New York, and Jerry Fay, Human Resources Director, 1 TLS CLLILUUC discrimination. She doesn't have the right attitude for today's business." Discussion Questions 1 2 3 4 4. Does Sally's length of service and past performance warrant special treatment by management in handling her current situation? Print The following industry experts helped generate and develop this case: Philip J. Bresson, Director of Human Aa )