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 headquartersif the senior vice president of operations had a letter for him to look at, these evaluations would have to wait. Oh? Whats it about?

It appears one of your front desk supervisorswho 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 shes being forced out because of her age. Im faxing you the letter. She sent it directly to her old buddy Mr. Alvarez. Hes asked me to pass it on to you to take care of. Let me know what happens.

All right. Who is it? Ill 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; shes 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 Sallys thick folder. He opened her file and reviewed the past several years. After a quick reading, his notes highlighted key items in Sallys file:

2004 September

Performance review, 5.0 average

(Performance scale: 1 Probationary; 2 Below Standards; 3 Meets Standards; 4 Exceeds Standards; 5 Outstanding)

DecemberNamed Employee of the Year2005 MayMedical leave for hip surgery, out three monthsSeptemberPerformance review, 4.0 average2006 FebruaryComplimentary letter from a guestSeptemberPerformance review, 3.85 average2007 MarchMedical leave, out seven weeksAugustNew supervisorSeptemberPerformance review, 3.33 averageDecemberSally reprimanded for sleeping on the job2008 SeptemberPerformance review, 3 averageOctoberNew Supervisor2009 JanuaryCustomer complaint about gruffnessMarchThree customer complaints about serviceSeptemberPerformance review, 2.8 averageNovemberTransferred to night shift2010 JanuaryNew Supervisor

Calebs 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?

Ill take the ten minutes, Francine. It may take longer, but we can get back together later in the day. Its about Sally Fenders.

Her! Francine harrumphed. Ive been pressuring the front desk manager, Sydney, to start the counseling process with her. We cant carry folks like hernot and stay competitive. She refuses to change. She thinks we can treat a meeting planner whos 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, shes 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 its trying to force me out. Ive been transferred to night hours and I have a manager that complains about everything I do. Hes constantly watching me and writing up everything I do. I think he wants to hire someone younger that he could pay less. Normally Id wait him outthese front desk managers change every few years anywaybut I think hes trying to get rid of me.

Im not the only one who feels this way. While I dont speak for everyone, there are quite a few of us old-timers who just dont know whats going on in this hotel. We used to know everythingcustomers, prices, and service levels. I dont know any of that anymore. I want to do the right thing, but I cant figure out what it is.

Im not doing anything differently than I have for the past 20 years, but all of a sudden Im not any good. How is it that Im Employee of the Year in 2004, but now Im 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.

I remember when you were just a front desk clerk and I taught you how to use a room rack. Ive 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. Ive given my life to this hotel, and I shouldnt be pushed out because some hotshot manager wants to get cheap labor in.

I know I can count on you. Id hate to hire a lawyer when Ive been loyal to the company for 20 years.

Sincerely, Sally Fenders

Francine put the letter down in disgust, Isnt that convenient? Buddy-buddy with our president, is she? Notice how she neglects to mention that shes gruff with the customers, or that weve caught her dozing off on the night shift several times. I cant believe that shed just go over my head like this. Sydney and I have put in a lot of time and effort with this lady. Weve coached her, worked with her, given her extra training and support. It angers me that shed send a letter like this. If I could get away with it, Id fire her for that.

Has the quality of her work changed? Caleb asked.

No, but thats the problem. Were in a newly competitive environment. Shes 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 hasnt been willing to make that change with us. The same old doesnt cut it anymore. Weve 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 didnt know how to do? Did Sydney follow up with her so that she knew what she was supposed to learn?

I dont know, but Ill find out. But, training aside, youre the one who is always telling us that we cant carry employees indefinitely and shes become a high-maintenance employee. This isnt age discriminationits attitude discrimination. She doesnt have the right attitude for todays business.

1. What recent changes at the Edgeway Hotel precipitated the problem with Sally?

2. Is it an issue that Sally didnt follow the chain of command?

3. What are the roles and responsibilities of the management team in dealing with this situation?

4. Does Sallys length of service and past performance warrant special treatment by management in handling her current situation?