Institute Of Management Technology-Ghaziabad
“Aisha”, is an executive assistant at a large consumer products company. At one time, Aisha
and a Shifa were close work friends. They had lunch together, ran errands for one another,and routinely helped each other with work. However, when both Aisha and Shifa wantedthe same vacation slot and Aisha won because of greater seniority, the relationship quicklyturned sour. Shifa would drop the remnants of he
r lunch in Aisha’s wastebasket, falsely
inform others that Aisha was on leave when she had just stepped out of the office, andengaged in other unpleasant behaviours. Despite thinking of revenge ideas and discussing itwith other colleagues (like forwarding her e-mail id to some of the spammers), Aisha says,
“So far I haven’t got the guts. But I’m working up to it.”
Q. As an HR manager involved in direct public relations, you have received complaintsfrom others in the department. How would you handle this situation?CASE 2
Jake Brown, CEO of New York-based ad agency Diadem has decidedly mixed feelings whenhe reads employees Facebook status updates and tweets about topics such as how
demanding a boss he is, how hung over they feel, and how “totally not into” a client theyare. On one hand, he finds the messages engrossing. “I can’t lie. It’s entertaining”, he says.
On the other hand, he tends to wince at some of the sensitive and potentially damaginginformation revealed. Given the nature of social networking sites such as Twitter and
Facebook, it’s a concern most employers share. They don’t want to suppress or control what
many employees believe is free and personal expression.
Q. What do you think is the best strategy through which this issue can be addressed withthe employees, without letting them feel their freedom of expression is being encroachedupon, while creating a safe situation for the virtual reputation of the company?