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

[Charles Perry (charles]

On the one hand I’m flattered that so many of you thought I might be personally involved in such a situation. And as usual, the talent here is formidable.

 

I guess I put a deeper veil on the question than perhaps it needed. The reason I had asked it with SPOILER in the subject line was that the question was actually about Louis Hamilton’s behavior at the Abu Dhabi Grand Prix. My original description is accurate and the interplay was between Paddy Lowe from M-B and Hamilton.

 

Were it me, I would keep Hamilton on the team for next year since he has a contract, but make him the MB test driver for next year and promote the test driver to the second race seat. This keeps Hamilton’s talent off another team, but dings both his ego and his wallet in a way I would think is appropriate for shamelessly ignoring team orders in a petty attempt to take Nico’s championship. I would also pull any performance-based bonuses he might have earned this year for things like points or race wins.

 

So what other ideas do you HR gurus have now?  J

 

-- charles

 

 

From: clyderomerof4 [at] gmail.com [mailto:clyderomerof4 [at] gmail.com]
Sent: Sunday, November 27, 2016 8:11 PM
To: Charles Perry
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    

 

 

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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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