Ferrari Mailing List: Re: Human Resources Question [SPOILER]

[Luke Graves (buyer1]

Very witty response!!  But, I would fire this guy even if he were my first born son!

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From: Stephen Sherman [mailto:stephensherman44 [at] gmail.com]
Sent: Sunday, November 27, 2016 8:12 PM
To: Luke Graves
Cc: The FerrariList
Subject: Re: [Ferrari] Human Resources Question [SPOILER]

Mercedes's expected to depart F1 in a few years and unless they have Verstappen under contract, I would speak sternly, understand his position trying to win the championship.

Stephen L Sherman

Sent from my iPad Pro

On Nov 27, 2016, at 7:55 PM, Luke Graves <buyer1 [at] airmail.net> wrote:

Right on Grahame!

Back on the old days there was a prima donna USAF Col on the Joint Staff who pulled this sort of thing over the F-16 / F-15 mix.  Went to the DOD and public.  The CSAF sent him on a punishment tour to a remote base in Korea having him brief his failings at every level of command all the way down.  He was allowed to retire quietly after that.

 

Luke

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From: Ferrari [mailto:ferrari-bounces+buyer1=airmail.net [at] ferrarilist.com] On Behalf Of Grahame Reinthal
Sent: Sunday, November 27, 2016 7:38 PM
To: Col Luke Graves
Cc: The FerrariList
Subject: Re: [Ferrari] Human Resources Question [SPOILER]

I say act swiftly.  Forget the mamby pamby HR-oriented procedural stuff.  If said employee gives you the bird so publicly and gets away with it, you have been challenged, demeaned and humiliated in public and your whole chain of command and hence the integrity and functionality of your organisation is under threat.  You are seen as pathetic if you tolerate it and there will be a snow-ball effect. Time to be hard, decisive, cruel but fair. Time to publicly and overtly cut off the finger that is giving you the bird!

 

E.G. As money is not an issue, deny the employee access to his/her current role for a defined amount of time that will deny his/her ability to reach his/her aspirational targets in the future.  Substitute said employee with another from the organisation for this period of time.  Demote said employee in the interim.  Consider this a permanent move depending on performance of the substitute.

 

Cheers,

Grahame

 

 

From: Ferrari [mailto:ferrari-bounces+grahame=reinthal.com.au [at] ferrarilist.com] On Behalf Of clyderomerof4 [at] gmail.com
Sent: Monday, 28 November 2016 12:11 PM
To: Grahame <grahame [at] reinthal.com.au>
Cc: The FerrariList <ferrari [at] ferrarilist.com>
Subject: Re: [Ferrari] Human Resources Question [SPOILER]

 

Schedule a meeting with this individual on a Monday 

Email them a copy of their signed contract no later than that Friday 

Let them know the topic of this meeting is the subject matter expressed in this email 

Be specific 

They will have all weekend to mull this over in their head

Have their contract available and a have counsel and HR there as well at the meeting

Meet with consul, HR  with regards to the contract and termination, in other words know when to hold em know when to fold em!

Plan for breaks in order to meet with HR and consul during the meeting to discuss what was said by the individual 

 

Start the meeting off by saying how valuable they are to the company

Be as positive as you can with this person considering the circumstances 

Allow for a little wiggle room but not much with regards to your having to have this meeting concerning their  behavior 

Stick to your points 

DO NOT WAVIER !

Ask the individual if there has been any personal issues that has brought out this non standard approach to their recent change on how business is being conducted at your company 

 

Let them  know in no uncertain terms that this behavior can no longer be tolerated and that we are having this meeting to find out what has brought this change upon one of our star employees

 

Allow for them to speak to the issues 

Listen 

 

If there is a reason for this behavior change 

Ask them for a solution 

See what they say

If it sounds reasonable, break from the meeting, and check with consul and HR for legalities 

Allow for a 30/60/90 day review of said individuals performance with reviews noting that if improvement doesn't happen termination will occur 

 

If they become belligerent with regards to the questions asked and the change of how they interact within the corporate structure 

 

Terminate the meeting immediately 

 

Review the notes taken by counsel and act swiftly 

 

 

Your thoughts?

 

 

 

In victory you deserve Champagne

In defeat you need it!

 

     

Scars are Tattoos with better stories !

 

If you follow all the rules

You miss all the fun! 

 

If you have no enemies, you have no character !

 

Clyde Romero    

 

 

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On Nov 27, 2016, at 4:41 PM, Charles Perry <charles [at] carolina-sound.com> wrote:

So we have a lot of smart business people on this list. How would you address the following human resources question? You may assume, for purposes of this discussion, that there are no contractual restrictions on your course of action:

 

You have an employee who is a confirmed star on your staff; who brings millions of dollars to the company because of his performance; who is well loved among your customers and who may be difficult, if not impossible, to replace on short notice with an equivalent talent. You have enjoyed a mutually successful relationship with said employee for years. However, said employee has now assumed the opinion that he is no longer an employee but an executive, and has given a very public middle finger to the existing executive staff in the company and made it clear through his actions and words that his own best interests are more important to him than that of the company as a whole. He has clearly violated a clause in his employment contract requiring his cooperation with and execution of executive directives. Your corporate and national culture favor both a clear chain of command and dutiful compliance with assigned job tasks.

 

What do you do with this employee and why?

 

 

 

 

 

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