CCA Assignment: Chapter 15

For this CCA Portfolio Assignment you will post directly on your blog by the end of class today. These Case Study Responses should be well written, and well thought out.

Chapter 15

Case assignment 1

To Tell or Not to Tell: The Implications of Disclosing Potentially Damaging Information in an Employment Reference

Highly publicized and widespread business scandals have led to a significant increase in reference checking. While some firms do their own checking, others turn to the expertise of reference-checking services. Until recently, the rule for employers for responding to reference checks about their employees was fairly simple: The less said, the better. The risk of providing employment references to prospective employers is that former employees may sue if your references are unfavorable and lead to job rejection or if they constitute invasion of privacy. The employers may be liable to a former employee for defamation if the employer communicates to a prospective employer or other person a false statement that results in damage to the former employee’s reputation. Defamation is commonly referred to as “slander” if the communication is verbal and as “libel” if the communication is written. Employers have traditionally been cautioned about relating information that is not formally documented or for which no objective evidence exists. Thus, the more information provided, the greater the likelihood of a defamation or privacy invasion suit by the former employee. Awards in successful suits may include damages for lost earnings, mental anguish, pain and suffering, and even punitive damages.

Recent court decisions may have changed all of that or at least created confusion for employers about what to disclose. If an employer gives a positive reference for a fired employee, the employee could sue for wrongful termination. In situations where the employer knows that a former employee has a history of criminal violence or extremely aggressive behavior, the employer may have a legal obligation to provide such information to a prospective employer. Questions arise as to what to do if you are not sure that the information about the previous employee is true. The risk of remaining silent is that you could be sued for negligently failing to disclose the information if the former employee were to harm someone on the next job. On the other hand, you could be sued for defamation if you do disclose the information and the former employee can successfully establish that it is not true.

Some attorneys recommend that companies have employees who are leaving the organization sign a form releasing the employer from any liability for responding truthfully during the course of giving references. All inquiries for references should be handled through an established point of contact, and only written requests for references should be considered. Only accurate and verifiable information should be reported.

Activities:

1.      Make a list of types of statements that a former employer should generally avoid making when giving employment references.

2.      Write an organizational policy that addresses the appropriate guidelines for giving employee references. Include statements concerning appropriate content and the manner in which such information should be issued.

3.      Formulate a legal argument that presents the conflict between the potential employer’s right to know and the previous employer’s right to avoid possible defamation charges. Present both sides in a short written report or presentation.

Case Assignment 2

Summary

Imagine, solve, build, and lead. GE considers those four verbs as the most important in being part of its team. “Bringing good things to life” begins with offering opportunities to applicants who have the vision, energy, and confidence to strive for excellence. Success for GE, as for every other company, begins with using the interview process to provide the perspective for hiring well. What do you think GE looks for in applicants it interviews?

GE: Do You Have What It Takes?

Imagine, solve, build, and lead—four bold verbs that express what it is to be part of GE. Known for its demanding high-performance culture, GE also recognizes the value of work/life flexibility in helping employees feel fulfilled both professionally and personally. GE is made up of 11 technology, services, and financial businesses with more than 300,000 employees worldwide. The corporation heads the list of Top 20 Companies for Leaders and strives to create a balance between the value that employees contribute to the company and the rewards offered in return. GE views its size as strength, not a deterrent, in encouraging its employees to take risks and think outside the box.

At GE, good ideas and a strong work ethic are encouraged, with company values based on three traditions: unyielding integrity, commitment to performance, and thirst for change. GE seeks qualified applicants who are willing to learn the skills necessary for company success. Some candidates are hired directly into leadership development programs that combine work experience with education and training. The Risk Management Leadership Program develops risk management leaders through a combination of rotation in various risk management positions and education in state-of-the-art risk management techniques. The Global Leadership Development Program grooms international leaders through a combination of global assignments and management training.

Diversity isn’t just a noble idea at GE but an ongoing initiative, evidenced by the fact that women make up 35 percent of entry-level full-time corporate training programs hires. Minorities make up about 30 percent. GE’s website proclaims its firm commitment to diversity and team building: “We recognize the power of the mix, the strength that results from successful diversity. Our business and workforce diversity creates a limitless source of ideas and opportunities.” GE recognizes the “power of the mix” and the strength that results from inclusiveness. In an atmosphere of inclusiveness, all employees are encouraged to contribute and succeed. Former CEO and business legend Jack Welch offers the following career advice to anyone looking for the right job: “Choose something you love to do, make sure you’re with people you like, and then give it your all.”

At GE, “bringing good things to life” begins with offering opportunities to those who have a vision and the energy and confidence to pursue it. Vice President and chief diversity officer Deborah Elam is pursuing and steering efforts to globally develop and execute GE’s strategies to promote internal diversity, flexibility and inclusion. As vice president and chief diversity officer, Deborah Elam steers efforts to globally develop and execute GE’s strategies to promote internal diversity, flexibility, and inclusion.

Upon receiving her bachelor’s degree, Elam joined GE in 1989 as a human resources intern. The company brings in hundreds of interns each year, offering 65 percent of them full-time positions. While at GE, she earned a master’s degree in public administration that helped her as she worked her way up the company ladder. The learning culture at GE is promoted through a corporate leadership institute, business training centers, and leadership best practice sharing. The company believes that the best ways to stay competitive are to share intelligence across the organization and foster learning around the changing demands of the marketplace.

While GE’s diversity initiative started as a U.S. activity, the program was expanded and refocused a few years ago and embodied in the slogan “global employer of choice.” “No matter where we work or do business, we want to attract and retain the very best talent,” explains Elam. “Diverse representation is clearly important around the world,” Elam continues. “In the U.S. it may be women and U.S. minorities. In Europe it may be having a pan-European leadership team.” With nearly 40 percent of the company’s sales taking place outside the United States, GE recognizes the importance of producing diverse, global business leaders. The company is dedicated in its strong efforts to make sure everyone in the company has the opportunity to succeed and grow.

Diversity is a strong part of GE’s recruitment effort, and the company strives to be reflective of the markets served. GE presently sponsors four employee affinity networks: the African American forum, the women’s network, the Hispanic forum, and the Asian Pacific American forum. A fifth initiative, the Native American network, is in its infancy. Activities for all the networks include mentoring, coaching, networking, and creating opportunities that bring members in contact with senior GE leaders. Participation in a network is voluntary, but each network is viewed as an investment in people, and those who get involved get noticed. “We’ve seen the results: getting more leaders into the pipeline,” says Elam.

Work/life issues are also important to GE. Onsite daycare and flexible work arrangements are examples of benefits designed to aid employees in being their best, both at home and in the workplace. Bringing good things to life” at GE begins with offering opportunities to applicants who have the vision, energy, and confidence to strive for excellence. Success for GE, as for any other company, begins with hiring well and then developing employees effectively to pursue the vision of the organization. GE has repeatedly appeared among the top ten of Fortune magazine’s “America’s Most Admired.” Studies of the ten most admired companies reveal that they attract far more applicants than they need, by an even greater ratio than Fortune’s 100 Best Companies to Work For. To find out why GE has repeatedly received the most admired designation, go to

http://fortune.com/worlds-most-admired-companies/

explore the articles, looking for the key areas and methodology used to rank companies.

Short Essay Responses

1.    What assessment factors are considered in determining the “America’s Most Admired” award winners?

2.    Using the assessment factors used in the award process as a guide, compose a list of questions that you might ask during an employment interview to determine the respectability of the company with which you are interviewing.

3.    Visit the GE website to learn about some of the company’s plans to promote management diversity.  Click Here for GE Diversity Blog Posts You may choose to visit any one of the network forums: Women, African, Asian, or Hispanic. Summarize your findings in a short report.

4.    As GE uses focused strategies to get more minority employees into the management pipeline, how can they assure that the traditional white male constituency is not shortchanged?