My approach was to limit a law suit down the line Which would tie up resources needlessly If one were to appear Having this documentation that would eventually surface in discovery proceedings It would cause them to shut down immediately If it even got that far
I was on the training committee of my airline as a union rep We dealt with pilots who had training issues Failed check rides and failed type rides I had an individual who was a minority who had failed twice and was going to take a 709 ride from the FAA which if failed would remove all his certificates He would have to be terminated since he would no longer be a pilot Contractually we gave him all the training he needed He wanted to go thru the entire course soup to nuts I approached the director of training with his request He said no, it's wasn't in the contract I told him that if he didn't get it he would file a law suit claiming discrimination and most likely win since headquarters was in DC and the majority of the population was black I told him give him what he wants If he makes it it's a win win We get a FAA certified pilot and and no law suit If he busted the check ride he wouldn't have a leg to stand on and he could not blame the Union for not helping him since we got him more than the contract said he should have I left the office for the plane I was going to take home, with still a no from the director At the jetway I got a phone call, he spoke to corporate legal and they said I was right and Given the situation give him the training as he requested Individual got training Individual Failed 709 FAA check ride Individual Was terminated No law suit He was weak and a pain in the ass, his file was Manhattan phone book thick Tried to sue the union, it went no where I was a hero Enough said
I am a fighter weapons school graduate Rule one Survive First Kill Second
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. 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 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 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 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 If there is a reason for this behavior change 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 In victory you deserve Champagne Scars are Tattoos with better stories ! If you follow all the rules If you have no enemies, you have no character ! 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. 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? <image001.jpg>
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