Although this case contains a complex situation with an array of issues, several of those issues are of a serious nature and must be addressed swiftly.
First root issue I see in this case deals with the management structure of the organization. At the very beginning case mentions that secretary gives Bill Young heads up with regards to his placement in the company and some of the expectations. The fact that administrative assistants would carelessly distribute sensitive information from the main office is worrisome, a healthy company must have trustworthy employees, in such healthy companies “grapevine” phenomenon is non-existent.
Second issue that I see is more or less a symptomatic issue and deals with management as well. The fact that VP of personnel was not being consistent in his information is a problem. Although he mentioned that the Columbia Federal Savings Bank (CFSB) employees are “one happy family” and that “we take care of each other”. He continued on to say things that implied former branch manager was fired due to his inability to “handle” the situation at hand.
As case goes on another root issue that comes to mind is the fact that employees at Bill’s branch do not follow the conflict resolution protocols (assuming there are some). As described in the case an employee rushed into Bill’s office, spewed off complaints and stormed out, that’s not acceptable.
Fourth issue in this case is symptomatic. I would like to address it because I feel that the people doing the evaluation are seemingly confused about the purpose of evaluations. As Bill indicates after Bernadette appeared to be workings towards gender re-assignment her evaluations were negative although the performance seemed to have gone unmentioned.
Lastly another symptomatic issue that I would be concerned with is the fact that according to the secretary, VP of personnel at CFSB wants to fire Bernadette. Action like that especially without merit will put the whole organization in legal jeopardy and it seems to me that a VP of personnel would know that better than anyone.
Although the issues are plentiful, there are several of them that must be dealt with right away. First root problem that needs to be addressed immediately is the leak of information. Even though Bill is a friend with the secretary she had no business divulging anything that she overhears in the office. I think that this problem is one that must be corrected immediately because leaks within an organization are not good for the over all health of the organization.
Second issue that must be dealt with promptly is the fact that employee discrimination against Bernadette is somewhat unwarranted and after the final gender re-assignment operation it will become illegal as well. The longer this behavior continues the less desensitized people become and it will be more difficult to remedy this situation if it continues. Although the discrimination issues are important I believe that they are symptomatic and once the employees are educated and are taught to be more tolerant the problem will no longer persist.
Thirdly, a root problem that I see as needed to be dealt with right away assuming it’s true is the fact that a VP of personnel would want to fire an individual that’s been a loyal and knowledgeable employee because of sexual orientation. Even though this particular case is a little out of ordinary, sexual orientations as well as gender issues are not under control of a company and are not considered to be work-related items. In fact questions about sexual orientation and other social aspects of people’s life’s are some of the topics that are off the table during interview and so forth. Hence an employee should be evaluated largely on performance, as it is pertains to the reasons why he or she is there in the first place.
Problem One: Leak of information from the main offices.
Alternatives: Notify all administrative personal about liability that will be inquired if they are to be found engaging in gossiping. Second, educate administrative assistants about confidentiality of their work.
Problem Two: Management Inconsistencies
Alternatives: Seminar on upper management behavior. Second, informing management on how their image reflects on the organization as a whole. Third, work with upper management on individual basis to achieve synergy of operations and procedures.
Problem Three: Grievance Reporting Procedures
Alternatives: Revising policy and making it a mandatory read for all employees. Second, provide a seminar on conflict resolution and/or proper way of dealing with conflict in workplace.
Problem Four: Performance Evaluation Issues
Alternatives: Educate employees on reason why work evaluations are done. Second, implementing a suggestion box on overall workplace improvement. Thirdly, working with people on one to one basis to help with tolerance in workplace.
Problem Five: VP’s reasons for termination.
Alternatives: Educating upper management about legal ramification of unjust termination. Second, implementing an evaluation process prior to termination that will deal with reasons for termination and their relevance.
My first recommendation would be to make certain that Marie knows that leaks of information from main office will not be tolerated. I would also be sure to make it widely known that employees are expected to adhere to privacy policy and are not to share interdepartmental information.
Because it is more difficult to educate upper management, I would hire an independent consultant to do some sort of training about what it means to be a consistent and trustworthy boss. I would urge the management of the CFSB to use discretion when communicating with employees and know that everything they say reflects on the company at large.
As mentioned before I would most certainly implement a clear policy on how to proceed with dispute or complains and how to document them. Having a process that is efficient and official will prevent from having to deal with potentially dangerous legal situations. Documenting grievances in the organization will also make it for good practice and will spur only constructive criticism.
Due to the fact that Bernadette’s performance evaluations were negative due to the recent gender change situation I would try to take care of some of the root problems described above and let this problem work itself out. However I would probably educate employees that performance evaluations must be done based on performance and not on personal feelings.
I think that after taking care of the preceding issues with regards to tolerance and educating upper management, the last issue I mention regarding VP expressing his intent on firing someone due to their sexual orientation will work itself out. I believe that when people learn to be tolerant of each other they will avoid unnecessary judging and will work together towards a better workplace.
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