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

[clyderomerof4 (clyderomerof4]

Granted but this is not the military 

And even now you would be smart to have the JAG in your office as you dressed this 

Officer down 

Especially if it were a female or a minority 

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    

Confidentiality Notice:  This e-mail ( including attachments ) is covered by the Electronic Communications Privacy Act, 18 U. S. C., Sections 2510-2521, and is intended only for the persons or entity to which it is addressed, and may contain confidential or privileged material.  Any unauthorized review, use, disclosure, dissemination, copying, forwarding or distribution is prohibited.

This email transmission, and any documents, files or previous email messages attached to it, may contain confidential information that is priviledged.  If you are not the intended recipient, or a person responsible for delivering it to the intended recipient, you are hereby notified that any disclosure, copying, distribution or use of the information containes in or attached to this message is STRICTLY PROHIBITED.  If you have received this transmission in error, please immediately notify us by reply e-mail at Clyde.romerof4 [at] gmail.com or  by telephone at (678 6419932)and destroy the original transmission and its attachments without reading them or saving them to disk.

On Nov 27, 2016, at 7:44 PM, Luke Graves <buyer1 [at] airmail.net> wrote:

To soft Clyde!

 

Luke

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From: Ferrari [mailto:ferrari-bounces+buyer1=airmail.net [at] ferrarilist.com] On Behalf Of clyderomerof4 [at] gmail.com
Sent: Sunday, November 27, 2016 7:11 PM
To: Col Luke Graves
Cc: The FerrariList
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    

Confidentiality Notice:  This e-mail ( including attachments ) is covered by the Electronic Communications Privacy Act, 18 U. S. C., Sections 2510-2521, and is intended only for the persons or entity to which it is addressed, and may contain confidential or privileged material.  Any unauthorized review, use, disclosure, dissemination, copying, forwarding or distribution is prohibited.

This email transmission, and any documents, files or previous email messages attached to it, may contain confidential information that is priviledged.  If you are not the intended recipient, or a person responsible for delivering it to the intended recipient, you are hereby notified that any disclosure, copying, distribution or use of the information containes in or attached to this message is STRICTLY PROHIBITED.  If you have received this transmission in error, please immediately notify us by reply e-mail at Clyde.romerof4 [at] gmail.com or  by telephone at (678 6419932)and destroy the original transmission and its attachments without reading them or saving them to disk.

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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