Case Analysis Chapter 3 - Copy

When Steve becomes Stephanie Case Analysis This case is analyzed in the point of view of LaSalle Chemical’s Senior Vice President of Human Resource, Henrietta Mercer. I. Statement of the Main Problem Dealing with the gender transition of Steve Ambler The company’s rising star, considered a golden boy who had helped in forming sale strategies in pollution-control, more than doubling the sales in their sector, will be undergoing a gender transition. Senior VP of HR, Henrietta Mercer should consider every aspect that could affect the company especially with its customers and employees. II. Areas of Consideration A. Strengths 1. Steve Ambler is an advantage to the company. He has the capability to lead the next round of change as group sales director 2. Alex Grant is a top salesman in CatalCon, a company in Detroit that sold fluid catalytic cracking technology to petrochemical businesses which was acquired by LaSalle. 3. LaSalle is a Fortune 1000 company. B. Weakness 1. After the acquisition of CatalCon by LaSalle, the company wasn’t able to consider the discrimination eminent when they assigned top management position to LaSalle employees. C. Opportunities 1. There is an opportunity for the company to update its policy with regard to discrimination particularly on the case of gender preference. 2. Create awareness on the employee equality in the organization D. Threats 1. The company doesn’t know what to expect from the reaction of their customer, thereby affecting the company’s sales. 2. Employees’ values and beliefs resulting to unacceptability of the gender transition. 3. An issue pertaining to age discrimination as Alex thought he is a better candidate than Steve with regard to his experience and record.

III. Alternative Courses of Action A. Support Steve with his gender transition and let him stay as the sales director of LaSalle Considering Steve being an asset to the company, his transition could have a big impact not only within the organization but also externally, particularly in dealing with customers. But being a Fortune 1000 company, they should provide the best example in dealing with employee discrimination particularly on the gender preference aspect. B. Let Steve take an internal role while transitioning and assign Alex as sales director of LaSalle With this course of action, the company might deal with the legal implication of gender discrimination that would arise which could affect the company. Alex on the other hand has a good reputation, high credibility towards its customer relation and is very qualified for the sales director position. IV. Recommendation I would recommend that they should support Steve with his transition and at the same time, retain him/her as Sales director despite the transition. V. Conclusion and Detailed Action Plan I have identified some actions to resolve the cons of my recommended course of action as well as some activities to help the organization in the transition of their employee Specific Activity The organization should update their established policies and include discrimination issues; in the Philippine Setting, the Constitution [18] directs the State to promote "equality of employment opportunities for all." Similarly, the Labor Code1[19] provides that the State shall

Person Responsible Top Executives with the assistance of VP HR

Time Frame 1 month

Budgetary Requirement Expenses necessary for the conduct of meetings $15000

"ensure equal work opportunities regardless of sex, race or creed." Clients under Steve should be wellinformed through continuous communication and education with the situation. Gender and Development Budget should be set aside and prepare programs/activities necessary for the awareness of the delicate issue. Employment Discrimination should be well-addressed through proper communication and trainings if needed be. The company should also consult therapists, psychologists and other medical science related people to assist Steve with the transition and also for information dissemination to coemployees

Sales Director, Account Managers with the help of HR personnel and VP.

3 months

Calls, E-Mails, Mails and other expenditures necessary - $5000

Head of Finance for the Budget, Head of HR for the necessary activities

2-day seminar, annually

5% of the Total budgeted expenditure$20000-$50000 depending on the number of employees

VP of HR

2-day seminar, Monthly Meetings

Expenses necessary for the conduct of seminars and meetings $20000

VP of HR with the approval of top executives

6 months

Consultation fee and Honorariums $10000

Question: how do you deal with the discrimination felt by Alex being not chosen as sales director given his qualifications and good records in CatalCon? 1

Which do you think would weigh much, support steve with his transition and the company’s sale performance might be affected, given that Alex’s high credibility towards his customers, and the fact that he is against the gender transition of steve and he is vying for the position of sales director or the legal implication they would face if they would “demote” steve, which might also affect the company’s performance.