You are the Human Resources Manager for a medium sized family business that has around 80 employees. The company (Bowman Knives) manufactures, markets, and sells a variety of high quality hunting and outdoor knives. In addition to providing knives directly to several large retailers, the company also sells a large amount of product through its web site. The company employs both male and female workers, and has a diverse, motivated workforce with little turnover. The founder of the company has recently decided to step away from the business due to health reasons, and is about to turn it over to his only son, Trevor. You just got out of a lengthy meeting with Trevor on his intentions as the new boss, and your head is swimming and you are sweating profusely as you walk back to your office. Though he has not been associated with the company for several years, Trevor is well known throughout the business. Upon graduating from college after 5 years (he was suspended one semester for an alleged sexual assault and changed majors three times), he went to work for his dad at Bowman. He was supposed to spend time in each of the various functional areas of the company to learn how the business operated, but ended up in the marketing department almost every day. The Bowman Marketing Department was a totally female workforce of five women, most in their mid-to-late twenties. Trevor's constant presence created tension because he contin-uously flirted with the workers and a sexual harassment complaint was eventually reported to you. He left the business soon after. Trevor backpacked across Europe after leaving the company, returned to the United States and started grad school before dropping out and working odd jobs. You know he was arrested twice for marijuana possession and opened a Vape shop (bankrolled by his dad) that went out of business in two months. For the past 5 years he has sold used cars. Now, he is your new boss. uring your meeting, Trevor shocked you by saying he wanted to "reinvigorate" the Bowman workforce by getting rid of a lot of the older workers (he suggested those age 50 and above), along with firing any Jewish or gay employees. He wants to replace them with several of his buddies from the car dealership and hire more single, young women and doesn't care if they're just out of high school. You were too stunned to respond during the meeting and said you'd get back with him. 1. What should your response to Trevor be? Referencing the material in chapters 11 and 12, plus the video, write a couple paragraphs on the HR issues you will need to bring to his attention. What federal employment laws may be involved? How might Trevor's wishes impact the workforce? What are any diversity, retention, or training issues? 2. 3