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

[Alan M. Tebby, D.C. (atebby]

Terminate immediately.

 

If he can do it better, then allow him the opportunity to do so and allow the company to continue to grow without him.

 

Opportunity is like a street car, there is another one coming by shortly. (Another individual will step into his shoes.)

 

AMT, DC

 

From: clyderomerof4 [at] gmail.com

Sent: Monday, November 28, 2016 7:03 AM

To: Alan M. Tebby, D.C.

Cc: The FerrariList

Subject: Re: [Ferrari] Human Resources Question [SPOILER]

 

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.

On Nov 27, 2016, at 7:38 PM, Grahame Reinthal <grahame [at] reinthal.com.au> wrote:

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   

 

 

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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