Portfolio

Email #1

To: Paul Spears, HR Manager

From: Don Evans, Sales/Service Manager

Re: Concerns Regarding Commission

Hi Paul,

In an effort to be more responsive to our customers, I recently implemented a new staffing plan, which requires one Sales/Service Associate to be in the office to answer phone inquiries at all times. The Associates who receive a base salary plus commission are assigned to that role on a rotating basis. Over the past two weeks, I’ve received several complaints regarding the system. One Associate is not happy that he is required to be in the office, as he feels his time is most productive calling on customers. Another Associate complained that much of her time in the office was spent servicing other Associates’ customers yet she was not receiving a percentage of the commission.

How do you recommend I handle this situation? Customer-survey data shows the system has had a positive impact on our customer relations, yet it is creating conflict within the department. What can be done to ensure the Sales/Service Associates remain productive and are fairly compensated?

Email #2

To: Taylor McIntyre, HR Manager

From: Sam Jackson, Prototype Manager

Re: Need machinists

Paul,

My department is swamped! As you know we have one engineer in the prototype department who designs product per customer specifications. I have always “borrowed” machinists from production to build the prototypes based on the design. This has worked relatively well on a small scale but the demand for prototype services has increased 75% in the last six months. There are only three machinists in production that are trained to build prototypes and they aren’t always available. I need help!

What needs to happen to get some dedicated machinists in the prototype department? I have been asking for two months and get no response. I have always been under the impression that our prototype services were a key element of our strategic plan so why is it so hard to get help? If I need to document the specifics of the job, I will. Just let me know what to do and I’ll do it!

Email #3

To: Paul Spears, HR Manager

From: Cindy Judge, Production Associate

Re: Performance Appraisal

Mr. Spears,

I am refusing to sign the attached performance appraisal form as I disagree with the ratings. My supervisor plays favorites and I am not one of them. He filled out the attached form and handed it to me with no explanation. Please explain to me how this appraisal form is supposed to work because, obviously it is not working.

Attachment:

Employee Performance Evaluation Form

Name Cindy Judge

Position CNC Machine Operator

Supervisor Bill Parsons

Comments:

Overall, Cindy’s performance is satisfactory. An area in need of improvement is her ability to follow instructions. Product specifications change frequently and employees need to make the necessary adjustments. I would also like to see Cindy show more initiative in learning how to operate new equipment.

Employee__________________________________________________________Date________

Supervisor_________________________________________________

Email #4

To: Paul Spears, HR Manager

From: Tom Westfield, Production Supervisor

Re: Problem Employee

Paul,

First of all, I want to thank you for hiring me as a production supervisor! I really appreciate the opportunity to contribute to the success of Precision Machining, Inc., but have found myself in a difficult position. One of my production employees is performing poorly, and I don’t know what to do. The issues revolve around quality and accuracy of production. The employee has been with the company for a long time so I don’t think it’s a training issue. He is getting close to retirement but not close enough to have short-timer’s syndrome. We are receiving more and more orders for new products so I need this employee to perform or I will have to let him go.

What advice do you have? What can I do to help this employee improve? His experience is valuable but it’s just not coming through on these new products.

Item #5

To: Paul

From: Taylor

Re: New Performance Management System

Hi Paul,

I have completed a draft of the new performance management system you asked me to prepare but I’m stuck on the particulars of implementation. Because of your seniority with the company, you are more aware of the nuances of the company’s culture, and I would appreciate your assistance in designing an implementation plan.

Where do I start? What key elements need to be addressed in implementation? How can we increase buy-in of the new plan?