Managing conflicts and confidences

JWI_522_Assignment_4_1236.pdf

JWI 522: Strategic Partnering with the C-Suite Assignment 4

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. This document is subject to change based on the needs of the class. JWI 522 – Assignment 4 (1236) Page 1 of 3

Assignment 4: CEO Meeting Managing Conflicts and Confidences Due: Sunday, Midnight of Week 9 (15% of total grade) Overview HR leaders frequently find themselves in situations that require tact and diplomacy. While most business decisions can be made in a manner that manages potential conflicts, occasionally, there are serious ethical and legal challenges to be navigated. C-Suite leaders must be able to address situations that do not have an obviously “right” solution, that involve power struggles and confidences, and that involve conflicting needs of multiple individuals and groups across the business.

HR leaders must understand the dual role they play, as advocates for employees and as strategic partners to the C-Suite. Having a seat at the table frequently requires a nuanced approach to conflict management, while still requiring a clear message to business leaders. HR leaders also need to know when to bring a problem to the CEO, and when the issue should be dealt with at a lower level. Scenario

Read the Assignment 4 Scenario Document provide in your course: it presents a complex ethical and potentially legal challenge. Information has surfaced that may involve an ethical and/or legal violation, but a fellow employee has asked you to keep it confidential. While the discussion with your coworker was after hours and private, due to the potential gravity of the situation, you determine you must address this with the CEO. You have made an appointment to meet with the CEO and are preparing for your meeting. Instructions

Remember that a CEO is a busy person, so you must be concise. Plan for 5 minutes speaking directly to the CEO in his or her office. There will be no time for you to show a PowerPoint or present any visuals. Prepare by making notes that outline your communication, including a short description of the ethical or legal challenge from the scenario, clearly stated recommendations, and the rationale for your ideas. Your communication must include the following:

• Explanation of the problem, including any legal issues or regulations involved • Likely impacts on major stakeholder groups • Outline of proposed actions • Risk-reward assessment based on the actions proposed • Communication plan to inform employees and the public about the problem and response

Organize your presentation as you wish, but you should imagine yourself walking into the CEO’s office, closing the door and beginning your conversation with, “Something important has just come to my attention that I need to discuss with you…”

JWI 522: Strategic Partnering with the C-Suite Assignment 4

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. This document is subject to change based on the needs of the class. JWI 522 – Assignment 4 (1236) Page 2 of 3

Submission Requirements

• Assignment is submitted as a video presentation using Zoom. • The presentation lasts no more than 5 minutes.

• No slide deck or visuals are used. • All required elements are covered, as indicated in the assignment instructions.

JWI 522: Strategic Partnering with the C-Suite Assignment 4

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. This document is subject to change based on the needs of the class. JWI 522 – Assignment 4 (1236) Page 3 of 3

RUBRIC: Assignment 4

CRITERIA Honors High Pass Pass Low Pass Unsatisfactory

1. Synopsis of Problem Weight: 20%

Presented a clear synopsis and was confident and informed about what information would be shared and why, and included confirmation the CHRO will handle it.

Very good opening to the meeting; confident, clear and succinct while still providing the right level of detail.

Good, but basic presentation of the problem. Failed to adequately frame the context and implications.

Synopsis was vague on how information was obtained and/or took too much (or too little) time to summarize the circumstances.

Unclear or missing explanation of the reason for the meeting and the intended outcome.

2. Explanation of Impact on Stakeholders Weight: 20%

Excellent explanation of impact on all stakeholder groups; demonstrated empathy for collateral damage while demonstrating deep understanding of corporate responsibility.

Very good explanation of impact on all stakeholder groups; demonstrated empathy for collateral damage while balancing this against corporate responsibility.

Good explanation of impact on two or more stakeholder groups; basic insight into repercussions and/or empathy for collateral damage and impact on the business.

Presented basic explanation of impact on one stakeholder group; lacked insight into repercussions and/or empathy for collateral damage to others.

No explanation of impact on stakeholders or only superficial reference to seriousness of problem.

3. Outline of Proposed Actions Weight 20%

Plan of action was exemplary. Demonstrated deep understanding of the impact and the actions needed to address each issue.

Very good plan of action. The right level of detail to demonstrate that it has been well thought out but not too much detail for the CEO.

Good proposal for actions; some detail missing on timelines and actions and/or imbalance with some details emphasized too much and others not enough.

Solution was provided, but was basic with little insight into the complexities or was vague in terms of ownership and timelines.

No plan presented and/or; CEO was left with a problem and no solution.

4. Risk-Reward Evaluation Based on Alternatives Being Considered Weight: 20%

Briefing presented an excellent, well- informed and succinct synopsis of risk and reward and delivered the alternatives in a clear and concise manner that was balanced.

Very good presentation of risk- reward and clear summary of and concise consideration of alternatives and options.

Risk-reward evaluation was adequate, but was not sufficiently focused and/or failed to address key elements of potential impact.

Rudimentary presentation of risk- reward of alternatives, but little more than generalities.

No explanation of upside or downside potential of alternatives.

5. Communication Plan Weight: 20%

Communication plan was excellent and very thorough; demonstrated control over the situation; ownership and timelines and consideration of all stakeholders.

Communication plan was well-formed; addressed all key stakeholders and had action items, timelines and ownership.

Communication plan contained basic components and addressed all impacted groups.

Communication plan was basic, but did not address one or more impacted groups.

No communication plan presented and/or plan was vague lacking details on timelines and specific actions.

JWI_522_Assignment_4_Scenario_1236.pdf

JWI 522: Strategic Partnering with the C-Suite Assignment #4 Scenario

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. This course guide is subject to change based on the needs of the class.

JWMI 522 – Assignment 4 Scenario (1236) Page 1 of 2

Assignment 4 Scenario: Doing Your Job, or Crossing the Line?

The Annual Sales meeting was wrapping up its second day. The working sessions and presentations from the field teams and the corporate office had been engaging and upbeat, and it was no mystery as to why. After several quarters of weak sales, forecasts had finally started to pick up and the future looked more optimistic. There was a rumor that a big deal was going to be announced tomorrow by the CEO.

After dinner, most of the Sales reps, as well as the regional VPs, went to the bar. The sales team had a bit of a reputation for partying. Occasionally, they might drink a bit too much and do a little bragging about their sales. But nobody worried too much, since the event was held at a hotel and nobody was driving.

As the new Head of HR, this was your first National Sales meeting, and it was a lot more fun than you had expected. It was a great chance to meet the Sales reps, who were scattered all over the country. The event gave you a chance, not only to get to know these front-line warriors as individuals, but to get a better sense of the challenges they faced on a daily basis. Securing meetings with potential buyers and getting deals closed are no easy tasks, especially in a tough competitive environment. As a supplier of high-tech equipment, your company sold to a relatively small number of buyers. The industry was specialized, and reps did not move frequently, so the Sales team was a tight-knit group.

At the bar was Rick, a top-performing Sales rep and recent addition to the team. He had an audience of seven or eight salespeople gathered around him, and you could tell he was enjoying it. The other reps all liked Rick and looked up to him. He had been in the business for a while and had worked for two competitors before joining the team at your company. He had no shortage of war stories. Even though you were not part of the conversation, it was not hard to hear what he was talking about. Every time he cracked a joke, a chorus of laughter would erupt.

You thought to yourself, “It’s great to have people like this on the team. The younger reps can really learn from them, and Rick just has a way of building enthusiasm for the business.”

In the midst of the jokes and stories, Rick, now on his third scotch, dropped his voice and leaned into the group, “Look, you’re all naïve if you think the way to get deals is to just get out there and hustle. The truth is, you’ve got to work deals from the inside. It’s all about relationships. Let me tell you how it’s done …”

Finishing his glass, Rick continued: “Tomorrow they’re going to announce the biggest deal this company has ever seen – my deal. My cousin works for the client and let’s just say, from time to time, we help each other out. Look, I’ve built my business on my connections. There’s nothing wrong with that. Everybody wins. We get the business, the client gets a great product, and our shareholders get a boost in stock prices. Besides, we need this deal. As you all know, we’ve been losing business. You might even say we were on the way out! But now, you’ve got some job security and, once this deal goes public, it will create a huge buzz out there, and then it won’t be long before you’ll all be taking home some pretty nice bonuses.” A big grin came over Rick’s face, as the other reps murmured their approval.

The rest of the conversation got lost in the noise, but you had heard what you heard. You thought to yourself, “Hmm, it was nothing, probably just bragging. And the conversation wasn’t even meant to include me. I just happened to be within earshot.” You continued with your own social chit-chat with colleagues but, in the back of your mind, you kept replaying what you had heard over and over.

JWI 522: Strategic Partnering with the C-Suite Assignment #4 Scenario

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. This course guide is subject to change based on the needs of the class.

JWMI 522 – Assignment 4 Scenario (1236) Page 2 of 2

As if on cue, the Head of Sales for North America, Andy, slapped you on the back and asked, “What do you think? Pretty good team we got here, huh?”

“Yea, great. Super bunch of people. Everyone’s so excited. Um, hey, listen, I need to talk to you about something.” The two of you stepped away from the bar and you recounted what you heard.

At first, there was nothing but a blank stare from Andy. Then he took a deep breath and responded, “Look, you’re new here. You’re still learning the business. That’s okay. Everybody seems to like you. Our CEO is a big fan. I’d hate to see any of that change.”

What did that mean? Was he sending a warning?

Andy continued, “Anyway, and I’m just telling you this for your own good … as a friend … it’s none of your business. Besides, we don’t even know if what he said is true.”

Just what you had been telling yourself – it could just be that Rick was making up a story to show off.

As Andy kept talking, his tone grew more forceful: “I run this team, and it’s my job on the line if we don’t deliver the numbers. Look, you know we need this deal. It can be the difference between people keeping their jobs or losing them. You know how hard things have been. We’re finally starting to gain some traction, and a big part of that has been my ability to bring in heavy hitters like Rick. These guys are out on the front lines getting stuff done, not tucked away in an office pushing papers.”

It didn’t take a whole lot of reading between the lines to know where that last comment was directed.

“Anyway, how about if you stick to running HR, and I stick to managing the Sales team? I’ll have a chat with Rick after the announcement tomorrow.” And with a wink and an enigmatic smile, Andy ended the conversation and walked away.

You went to bed and told yourself to let it go. You tried to rationalize it away. It was probably nothing more than a bit of drunken boasting and of, course, relationships are important in doing business. Who would deny that? Either way, there was no upside to pursuing it. Besides, as Andy said, the business had hired Rick because he was a rainmaker, and now he has delivered. We’re all going to benefit from this deal, and we won’t have to cut staff.

But a little voice inside your head just wouldn’t let it go. This could be serious. If it is true, and it gets out, not only will we lose the contract, but we are potentially facing legal action. Also, if I let Rick’s comment go, am I sending a message to our Sales team that we didn’t earn this through hard work, but because of a shady deal? Do we really want that type of rumor floating around our Sales team? Or beyond?

The next morning, after a night of broken sleep, you knew what you had to do. You sat down to make some notes for the conversation you planned to have that day with the CEO.

As you walked into the breakfast room at the hotel, you found the CEO chatting with a few employees over coffee. Everyone seemed to be in great spirits. You took a deep breath, leaned in and said, “Hey, do you have a few minutes? I need to talk to you about something.”