This is “Cases and Problems”, section 10.3 from the book Beginning Management of Human Resources (v. 1.0).
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The author provides a video summary of this chapter.
Who Goes, Who Stays?
The consulting firm you have worked for over the last year is having some financial troubles. The large contracts it once had are slowly going away, and as your company struggles to make payroll, it is clear that layoffs must occur. The sales staff has not been meeting the sales goals set for them, resulting in incorrect budgets.
It has been decided that at least three people in the sales department should be laid off. You create a spreadsheet with pertinent sales employee data:
|Name||Title||Years with the company||Last overall rating on performance evaluation (1–5 scale, 5 being highest)||Last year’s sales goal met?|
|Deb Waters||Sales Manager||1||3||N/A as her position is managerial|
|Jeff Spirits||Account Manager||5||3||Yes, 1% over|
|Orlando Chang||Account Manager||3||4||Yes, 10% over goal|
|Jake Toolmeyer||Account Manager||2||4||No, 2% under goal|
|Audrey Barnes||Account Manager||5||5||Yes, 15% over goal|
|Kelly Andrews||Account Manager||1||2||No, 20% under goal|
|Amir Saied||Account Manager||8||5||Yes, 5% over goal|
|Winfrey Jones||Account Manager||4||2||No, 10% under goal|
In a team of three to four people, discuss each of the situations and determine if you think the employee should receive immediate termination or a progressive discipline process, and provide justification for your responses: