CHAPTER 3 Ensuring Fair Treatment and Legal Compliance

Chapter 3
Opening Case: Managing Huan Res!ur"es at #a$%Mart
Tom Coughlin, chief of Wal-art!s "#$# stores, found himself e%plaining in court
ho& he tried to encourage store managers to 'ring more &omen and minorities
up to higher le(els in the compan)# A female emplo)ee named $tephanie *dle
had filed a complaint &ith the E+ual Emplo)ment *pportunit) Commission
,EE*C- claiming that she &as fired for protesting ho& she &as treated &hen she
as.ed for a raise# $he learned that her pa) &as /01,111 less than that of a male
fello& assistant manager# At the time, *dle didn!t .no& that throughout Wal-art,
female assistant managers earned /02,314 less per )ear on a(erage than male
assistant managers# 5ett), an African American, after 'eing promoted to
the position of customer ser(ice manager, &as denied the training that man)
)ounger men &ere offered# When she complained to the compan), she &as
demoted 'ac. to her old 7o'# Within t&o )ears of! initial compliant to the
compan), testimon) from at least 011 other Wal-art emplo)ees in California
&as used as the 'asis for a class action la&suit# Toda), more than 0#2 million
&omen are part of the la&suit, it the largest discrimination case in "#$#
histor)# 8f Wal-art loses, it could cost the compan) as much as /00 'illion# *ne
issue is pa) and another is promotions#
Effecti(e 'usiness organi9ations address the concerns of man) sta.eholders,
including societ) and emplo)ees# The) go 'e)ond mere compliance &ith
la&s and regulations and attempt to act in an ethical and sociall) responsi'le
Companies (ar) &idel) in the degree to &hich the) are responsi(e to their
multiple sta.eholders# $ome are proacti(e, others reacti(e# Fairness, as
man) companies ha(e found out, is a topic of great concern to societ), the
la'or force, and (arious legal institutions#
A& S!"iet'(s C!n"erns a)!ut Fairness
$ociet) at large is (er) concerned a'out fairness to emplo)ees as a
desira'le ideal# This can 'e a ma7or challenge for emplo)ers, due to the
CHAPTER 3 Ensuring Fair Treatment and Legal Compliance
comple%it) of the man) connotations of 7ust &hat ;fairness< is and the fact
that it changes rapidl) and often# What is ;fairness,< an)&a)= 8f &e do
not get our &a) are &e 'eing treated unfairl)= $hould the la& and the
courts decide &hat is fair and &hat is not= Affirmati(e action la&s are one
e%ample# Although societ) in general agrees &ith the concept of recruiting
a &or.force that represents the population, there has recentl) 'een a
'ac.lash ') the ;non-protected< classes &ho feel the) ha(e not 'een
treated fairl)# The e'' and flo& of opinion on affirmati(e action sho&s ho&
companies must ad7ust to societ)!s e(er-changing concepts of fairness#
The concerns of societ) are communicated through and supported ') t&o
ma7or sta.eholders> the la'or force and legal institutions#
*& C!n"erns !+ the La)!r F!r"e
Emplo)ees communicate their concerns directl) and indirectl)# The)
choose &hom to &or. for and &here the) &ish to sta)# The) ma) organi9e
and spea. through their union representati(es# $ome ;(ote &ith their feet<
and?or their dollars# The Wal-art case stud) at the 'eginning of this
chapter is an e%ample of &hat could happen &hen emplo)ees feel the)
ha(e 'een treated unfairl) ') their emplo)er#
C& Cust!ers #in #hen Ep$!'ers Treat Ep$!'ees Fair$'
Fairness is also good for 'usiness 'ecause, generall), &hen emplo)ees
are treated 'etter, the) treat their customers 'etter, also#
D& The HR Tria,
The HR Triad feature summari9es the roles and responsi'ilities of HR
professionals, line managers, and other emplo)ees in ensuring the fair
treatment of emplo)ees and compliance &ith la&s and regulations# As is
the case &ith all HR issues, the effecti(e handling of fairness and legal
issues can onl) occur if all three mem'ers of the Triad colla'orate &ith
one another#
$ee the t&o (ignettes in the te%t descri'ing the situations in &hich ichelle
Chang (A Missed Promotion) and 5ill ar.ham (An Unexpected Layoff) found
themsel(es# Research has re(ealed at least t&o important features that
affect people!s perception of fairness> outcomes and procedures used to
arri(e at these outcomes#
CHAPTER 3 Ensuring Fair Treatment and Legal Compliance
A& Distri)uti.e /usti"e
We often percei(e fairness ') comparing our outcomes to those of other
people# 6id &e get as 'ig a raise or as good a deal as someone else=
Ho& did &e ma.e out as an indi(idual= This is a t)pical American
concern, as &as e%pressed in the opening case on Wal-art# *ther
cultures are more collecti(istic and are concerned &ith the group!s or
societ)!s &elfare ,cohesion- and the e+ualit) of treatment on the 'asis of
indi(idual need#
Teaching Note:
Distributive Justice is closely tied to the concept of equity. Emphasize to
students that the comparison is a ratio: Your inputsyour outcome
compared to the inputsoutcomes of a relevant other.
*& Pr!"e,ura$ /usti"e
Was the process that led to the actual outcome fair= $ee E%hi'it 3#0 for
the conditions that need to 'e met for procedural 7ustice to pre(ail#
Politeness, respect, and a clear e%planation of ho& a decision &as arri(ed
at also seem to enhance the perception of procedural 7ustice on the part of
emplo)ees as the) deal &ith their emplo)er# 8f procedural 7ustice is
percei(ed ') emplo)ees, the more satisfied the) tend to 'e#
Teaching Note: The most important aspect of procedural !ustice is voice"
the e#tent to $hich employees affected by a decision can present relevant
information about the decision to others.
C& Intera"ti!na$ /usti"e
This refers to ho& an emplo)ee feels that he?she is treated ') their 'osses
and other mem'ers of management in the implementation of policies and
procedures# Emplo)ee perceptions of interactional 7ustice are enhanced
') managers &ho are sensiti(e to emplo)ee concerns and treat them
politel) and respectfull)#
D& Rea"ti!ns t! Un0ust Treatent
The most common emplo)ee reactions to un7ust treatment include>
0# @uit and put the incident 'ehind )ou#
4# $ta) and simpl) accept the situation#
3# $ta) and see. re(enge in a (ariet) of &a)s#
3# Tal. to others in the organi9ation#
:# Complain to e%ternal authorities ,attorne), the media, regulator)
2# Tell )our friends#
CHAPTER 3 Ensuring Fair Treatment and Legal Compliance
Emplo)ers use a (ariet) of policies and procedures in an attempt to treat
emplo)ees fairl)# Although some of these are mandated ') la&, others reflect
an emplo)ers desire to go 'e)ond 7ust satisf)ing the minimum re+uirements
in terms of treating emplo)ees fairl)# *ther chapters &ill e%plore specific
&a)s in &hich emplo)ers address fairness issues &ithin the conte%t of
specific HR processes such as staffing and compensation#
"#$# companies must compl) &ith se(eral different t)pes of la&s, including
constitutional la&s, statutor) la&s, administrati(e regulations, e%ecuti(e
orders, and the common la&# Emplo)ers often change to accommodate the
changes in societ)!s concerns# Women and minorities ha(e seen their
treatment change as legislation &as introduced to protect them# E%hi'it 3#4
sho&s the e%tent to &hich large emplo)ers ha(e adopted polic) 'arring
discrimination for ga), les'ian, 'ise%ual, and transgender ,BL5T- emplo)ees#
We &ill tr) to understand ho& the "#$# legal s)stem &or.s and the t)pes of
remedies a(aila'le to in7ured parties#
Teaching Note: %ailure to comply $ith employment la$s may result in
monetary fines& imprisonment& or court orders that constrain future
A& Fe,era$ La1s
E%hi'it 3#3 pro(ides a summar) of the ma7or federal emplo)ment la&s#
2& Tit$e 3II !+ the 'ivil (ights )ct
Title C88 of the Ci(il Rights Act of 0D23 is one of the most significant
federal statutes, 'anning discrimination in a &ide (ariet) of areas in
emplo)ment# 8t prohi'its discrimination 'ased on race, color, religion,
se% or national origin# $u'se+uent amendments and additional
legislation considera'l) 'roadened the scope of federal anti-
discrimination statutes#
Teaching Note: The 'ivil (ights )ct does not prohibit discrimination based
on se#ual orientation. *t is up to the individual states to provide that
4& Age Dis"riinati!n in Ep$!'ent A"t&
This act protects people 31 )ears of age or older from all forms of
emplo)ment discrimination 'ased on age# 8t applies to emplo)ers &ith
41 or more emplo)ees# The act generall) prohi'its age preferences
and forced retirements due to age# Eno&ledge of facts related to the
act can 'e tested ') ans&ering the +uestions in E%hi'it 3#4#
CHAPTER 3 Ensuring Fair Treatment and Legal Compliance
3& Aeri"ans 1ith Disa)i$ities A"t
The Americans &ith 6isa'ilities Act of 0DD1 ,A6A- prohi'its pri(ate
emplo)ers, state and local go(ernments, emplo)ment agencies, and
la'or unions from discriminating against +ualified indi(iduals &ith
disa'ilities# Persons are disa'led if the)
• ha(e a ph)sical or mental impairment that su'stantiall) limits
one or more ma7or life acti(ities#
• ha(e a record of such an impairment#
• are regarded as ha(ing such an impairment#
The act re+uires emplo)ers to ma.e ;reasona'le< accommodations to
the .no&n disa'ilities of +ualified applicants and emplo)ees# A
reasona'le accommodation is one that does not re+uire significant
difficult) or e%pense gi(en the emplo)er!s si9e, financial resources, and
the nature of its operation# Emplo)ers are not re+uired to lo&er +ualit)
or production standards to ma.e an accommodation#
*& State La1s
$tate la&s must 'e consistent &ith federal la&s, 'ut the) do not need to
'e the same# Three ma7or differences that are commonl) found 'et&een
state and federal la&s are>
 $tate la&s often co(er companies that are not co(ered ')
federal la&s, e#g# num'er of emplo)ees#
 $tate la&s often offer greater protection to emplo)ees than do
federal la&s, e#g# pregnanc) lea(e, same-se% 'enefits#
 $tate la&s often anticipate federal la&s, e#g# the Ci(il Rights Act#
C& E5e"uti.e Or,ers
$pecific rules issued ') the President of the "nited $tates that appl) to
the conduct of go(ernment 'usiness and contractors doing 'usiness &ith
the go(ernment are called executive orders. $e(eral long-standing
e%ecuti(e orders ,E%ecuti(e *rders 00432, 003AF, 003A:- appl) directl) to
emplo)ment discrimination issues# $ee E%hi'it 3#3#
D& A,inistrati.e Agen"ies
Enforcement of 'oth federal and state statutes is often delegated to an
administrati(e agenc)# These agencies monitor compliance, in(estigate
complaints, gather data, conduct inspections, issue citations, and do
&hate(er ma) 'e necessar) to ensure the &ill of the legislati(e 'od) is
carried out# Three important agencies at the federal le(el are>
 E+ual Emplo)ment *pportunit) Commission ,EE*C-, &hich
administers Title C88, the E+ual Pa) Act and the Age
6iscrimination ActG see E%hi'its 3#3 ,3#:, 3#2 and 3#AG
CHAPTER 3 Ensuring Fair Treatment and Legal Compliance
 *ccupational $afet) and Health Administration ,*$HA-, &hich
administers the *ccupational $afet) and Health Act ,Chapter
 Hational La'or Relations 5oard ,HLR5-, &hich administers the
Hational La'or Relations Act ,Chapter 0:-#
As courts ma.e rulings in the cases 'rought 'efore them, common law is
created# Precedents esta'lished this &a) are (er) influential in
su'se+uent cases and ma) influence court decisions for decades to come
unless modified ') a ne& statute# $upreme Court rulings carr) the most
&eight 'ecause man) of the decisions made ') federal and state courts
are su'7ect to re(ie& ') the $upreme Court#
E& Internati!na$ Operati!ns
$ome nations do not follo& the ;emplo)ment-at &ill< rule that tends to
pre(ail in the "nited $tates# The emplo)ment-at-&ill rule is a common la&
principle that refers to the traditional right of an emplo)er to terminate
emplo)ees at an) time for an) reason, 'alanced ') an emplo)ee!s right to
+uit at an) time# Ho&e(er, as courts and regulations in recent )ears ha(e
pointed out, it is not an a'solute right#

Termination is considered a serious decision in man) countries# Local la&s
ma) ma.e termination more difficult and costl) than in the "nited $tates
,see E%hi'it 3#2-# An emplo)er &ishing to la)off large num'ers of
emplo)ees or close do&n a non-"#$# operation should chec. to see if a
social impact plan must 'e filed &ith the go(ernment of the countr) in
&hich the action &ill 'e ta.en#
A& C!pan'"e Pr!"e,ures
These procedures encourage emplo)ees to (oice their concerns to the
compan) instead of the courts# The) pro(ide emplo)ees &ith a formal
mechanism for emplo)ees to see. constructi(e resolutions &ithout
litigation# These t)pes of procedures ha(e long e%isted in unioni9ed firms,
and are also used in man) non-unioni9ed companies# These procedures
tend to impro(e emplo)ee lo)alt) and commitment#
$teps in the Pinellas Count) grie(ance procedure>
$tep 0> 8nformal discussion &ith immediate super(isor#
$tep 4> Formal &ritten complaint filed &ith the department director#
$tep 3> Brie(ance hearing &ith compan) committee#
$tep 3> Appeal to personnel 'oard#
CHAPTER 3 Ensuring Fair Treatment and Legal Compliance
*& Me,iati!n an, Ar)itrati!n
When disputes cannot 'e resol(ed through this internal process,
companies ma) tr) to use alternati(e dispute resolution 'efore sending a
case to the courts# Alternative Dispute Resolution (ADR) a(oids litigation
altogether and often is seen as a gesture of good &ill on the part of the
contesting parties# A6R t)picall) the form of either mediation or
2& Me,iati!n
ediation is the more popular form of A6R# 8t is fle%i'le# All the parties
appear 'efore a third part) neutral ,the mediator- &ho ma) 'e
appointed ') a 7udge or selected ') the parties themsel(es or their
attorne)s# The o'7ecti(e is to get the parties to come to an agreement
4& Ar)itrati!n
Ar'itration ma) 'e 'inding ,the parties must accept ar'itrator!s
decision- or non'inding ,a process ma) lead to a trial-# an)
emplo)ers re+uire emplo)ees at hiring to agree to 'inding ar'itration to
settle future disputes# This practice is some&hat contro(ersial# E%hi'it
3#01 pro(ides a summar) of the pros and cons of mandator) ar'itration
C& Using the C!urts t! Sett$e Disputes
2& M!netar' Daages
8f a person!s legal right has 'een (iolated and if an in7ur) has 'een
suffered as a result of that (iolation the defendant ma) 'e ordered to
pa) monetar) damages to the plaintiff# onetar) damages include
compensatory damages for actual mone) lost, as &ell as punitive
damages, designed to pre(ent future &rongdoing#
Teaching Note: *n most cases& it is difficult to recover the costs of bringing
the la$suit& i.e.& legal fees& etc. *t is also e#tremely rare to recover for +pain
and suffering, as a result of an employment la$suit- damages are usually
restricted to actual money lost& e.g.& the difference in $ages bet$een $hat
you $ould have earned and $hat you earned as a result of the
4& Sett$eent Agreeents
*ut-of-court settlements 'et&een the contesting parties a(oid long and
often costl) court proceedings# There is usuall) no admission of
&rongdoing on the part of the defendant in a settlement# Ho&e(er,
monetar) damages are paid and the defendant ma) agree to follo&
specific directi(es from the court# $ettlements such as those reached
CHAPTER 3 Ensuring Fair Treatment and Legal Compliance
in the Coca-Cola and Te%aco discrimination la&suits ma) result in
significant monetar) costs and changes in HR management policies
and practices for those companies ,$ee E%hi'it 3#A-#
Teaching Note: )ppro#imately ./0 of all cases never reach trial because
they are settled out of court.
A& #h! is C!.ere, )' Di.ersit' Initiati.es6
*riginall) designed for minorities and &omen, 'roadened di(ersit)
initiati(es no& encompass man) other emplo)ee groups &ho ma) not 'e
co(ered ') legal statutes#
Teaching Note: The accounting firm of Deloitte and Touche became
serious about diversity initiatives in the early 1../2s $hen its employment
numbers revealed that only 30 of the company2s partners $ere $omen and
turnover for $omen $as 4/0. The numbers changed $hen it made
changes aimed at ma5ing the firm more +$omen friendly.,
*& A Cu$ture !+ In"$usi!n
What is needed is a corporate culture in &hich all emplo)ees respect each
other and in &hich decisions are 'ased on merit, not personal
characteristics# E(er)one feels integrated into the larger s)stem# The
creation of such a culture ma) ta.e a long time, and 'ring &ith it the
possi'ilit) of heightened conflict, at least in the short run# anagers must
'e a&are of these possi'ilities and 'e prepared to cope &ith them as
necessar)# ;anaging the ulticultural Wor.force> 6i(ersit) at 6arden
Restaurants< descri'es one compan) that has 'een & hard to
esta'lish a culture of inclusion#

C& E.a$uating the E++e"ti.eness !+ Di.ersit' an, In"$usi!n
The most effecti(e initiati(es are those that ha(e clear o'7ecti(es and
are monitored to ma.e sure the o'7ecti(es are 'eing met# The feature
;anaging &ith etrics> ontgomer) Watson Har9a< descri'es ho& that
firm de(eloped a scorecard to trac. the results of its initiati(es#
D& E"!n!i" *ene+its !+ Di.ersit'
There is scant research e(idence of the economic 'enefits of a di(erse
&or.force and positi(e organi9ational culture# Whether supported ')
CHAPTER 3 Ensuring Fair Treatment and Legal Compliance
e(idence or not, the negati(e effects of managing di(ersit) poorl) can 'e
em'arrassing and costl)#
Teaching Note: 6organ 7tanley settled a class action suit of over 81 billion
for $omen $ho sued over the lac5 of opportunities in upper echelons of
the firm.
Harassment includes 'oth the dail) interactions among co&or.ers and ho&
the conse+uences of those interactions can ma.e emplo)ees feel#
A& #hat is Harassent6
Harassment is conduct that creates a hostile, intimidating, or offensi(e
&or. en(ironmentG unreasona'l) interferes &ith the indi(idual!s &or.G or
ad(ersel) affects the indi(idual!s emplo)ment opportunities# Harassment
ma) 'e se%ual, or 'ased on other protected classes such as age, race, or
se%ual orientation and includes same-se% harassment# The standard for
assessing harassment is &hether a ;reasona'le person< in the same
situation &ould find the conduct intimidating, offensi(e or hostile#
Companies that are su'7ect to harassment claims ma) ha(e difficult)
recruiting and retaining emplo)ees#
*& Rea"ti!ns t! *eing Harasse,
Harassment (ictims ma) lash out against the perpetrator, 'lame
themsel(es, report lo&er 7o' satisfaction and producti(it), ma) +uit,
e%perience ph)sical s)mptoms, an%iet), and depression# *thers ma) file a
Teaching Note: 9ver ./0 of the %ortune 3// companies have dealt $ith
se#ual harassment complaints& and :30 have been sued repeatedly.
Fairness is a t&o-sided coin# Iust as emplo)ers ha(e responsi'ilities
to&ard emplo)ees, emplo)ees ha(e responsi'ilities to&ard emplo)ers#
utual responsi'ilities can 'e spelled out in a &ritten code of ethics that
communicates accepta'le emplo)ee 'eha(iors and promotes high
standards of integrit)# A good indicator of emplo)ees! feeling of 'eing
treated fairl) is their &illingness to accept their responsi'ilities to&ard their
CHAPTER 3 Ensuring Fair Treatment and Legal Compliance
A& E$e"tr!ni" M!nit!ring !+ Ep$!'ees
This issue deals &ith the implantation of electronic monitoring de(ices into
the 'odies of emplo)ees# Rapid increases in technolog) ha(e made it
easier for emplo)ers to monitor emplo)ees, 'ut the la& has not caught up
&ith the changes in monitoring capa'ilit)#
*& Pri.a"' in the G$!)a$ C!nte5t
The 5ill of Rights does not guarantee the right to pri(ac), that is, the right
to .eep information a'out oursel(es to oursel(es, to pri(ate sector
emplo)ees# Ho&e(er, la&s such as the Pri(ac) Act of 0DA3 at the federal
le(el and (arious state statutes do e%tend some co(erage# Pri(ac) issues
continue to 'e de'atedG pri(ate sector emplo)ees still ha(e relati(el) little
protection against emplo)ers &ho use information a'out them# La&s and
regulations protecting emplo)ee pri(ac) (ar) for countr) to countr)# The
feature ;anaging Blo'ali9ation> Pri(ac) in the European "nion<
descri'es ho& the 6ata Protection 6irecti(e protects the pri(ac) of
emplo)ees in E" countries# 8t is important not 7ust to compl) &ith legal
regulations &hen operating a'road, 'ut to also 'e a&are of ho& local
cultural assumptions and (alues affect perceptions of fairness#
Teaching Note: %or a lively discussion& as5 your students to debate the
use of the *nternet at $or5 for personal business. ;hat are the pros and
cons< =o$ does this differ from using the telephone for personal use< Do
they believe *nternet communications should be monitored< *f so& $hat
restrictions $ould they place on the employees< The employer<
CHAPTER 3 Ensuring Fair Treatment and Legal Compliance
2& Des"ri)e an in"i,ent 1hen '!u +e$t '!u 9!r s!e!ne '!u :n!1; 1ere
treate, un+air$'& Di, the in"i,ent !""ur ,ue t! a $a": !+ pr!"e,ura$<
,istri)uti.e< an,=!r intera"ti!na$ 0usti"e6
4& Des"ri)e s!e !+ the :e' regu$at!r' agen"ies as 1e$$ as the
ep$!'ent $a1s that the' a,inister an, en+!r"e&
3& S!e pe!p$e +ee$ there are sip$' t!! an' $a1s an, regu$ati!ns
g!.erning h!1 "!panies a' anage their ep$!'ees& These pe!p$e
)e$ie.e'!ne 1!u$, )e )etter !++ i+ 1e $et the +ree ar:et 1!r:
1ith!ut s! u"h g!.ernent inter+eren"e& Other pe!p$e )e$ie.e that
ep$!'ees are n!t su++i"ient$' pr!te"te, against un+air treatent )'
ep$!'ers& The' )e$ie.e ep$!'ers 1!u$, treat ep$!'ees p!!r$' i+ !ur
$a1s ,i,n(t +!r)i, the +r! ,!ing s!& #hi"h p!siti!n ,! '!u !st
agree 1ith6 E5p$ain 1h'&
>& Supp!se a "!1!r:er harasse, '!u& #!u$, '!u pre+er t! res!$.e it using
e,iati!n< ar)itrati!n !r the "!urt s'ste6 #!u$, '!ur ans1er "hange
i+ the harasser 1ere '!ur )!ss6 #h'< !r 1h' n!t6
?& Re.ie1 E5hi)it 3&@ 1hi"h $ists a++init' gr!ups at Mi"r!s!+t& I+ '!u 1ere a
Mi"r!s!+t ep$!'ee< 1!u$, '!u 0!in !ne !+ these gr!ups6 I+ 'es< 1hi"h
!ne6 I+ n!< 1h' n!t6
6. Te"hn!$!g' is a:ing it p!ssi)$e t! !re "$!se$' !nit!r the )eha.i!r !+
ep$!'ees& #hat are the pr!s an, "!ns !+ a$$!1ing ep$!'ers t! use
e$e"tr!ni" ,e.i"es t! "!$$e"t in+!rati!n a)!ut their ep$!'ees(
)eha.i!rs< at 1!r:< 1hi$e !n )usiness trips< an, at h!e6
2& In '!ur !pini!n< ,!es Larr' N!r.e$$ +a"e an ethi"a$ "ha$$enge6 Or "an he
sip$' han,$e this situati!n as a )usiness ,e"isi!n an, +!"us !n the
)!tt! $ine6 E5p$ain&
CHAPTER 3 Ensuring Fair Treatment and Legal Compliance
4& I+ '!u 1ere Larr' N!r.e$$< h!1 1!u$, '!u prepare +!r '!ur eeting 1ith
the Unite, #a' )!ar, t! ,is"uss the issue !+ 1hether t! "!ntinue
pr!.i,ing +un,s t! the *!' S"!uts6 I,enti+' the three :e' p!ints that
'!u 1!u$, a:e an, '!ur rati!na$e +!r ea"h p!int&
3& I+ '!u 1ere a )!ar, e)er< 1hat 1!u$, '!ur p!siti!n )e !n the
Auesti!n !+ 1hether the U#C# sh!u$, "!ntinue t! pr!.i,e +un,s t! the
$!"a$ *!' S"!uts6 #!u$, '!u )e in +a.!r !+< !r against< pr!.i,ing Unite,
#a' +un,s6 E5p$ain '!ur thin:ing&
2& An,rea Herran is an HR "!nsu$tant& Can su"h a pers!n he$p a +ir in
an in,ustr' in 1hi"h the "!nsu$tant has ha, an' e5perien"e6
4& An,rea p!inte, !ut h!1 !rganiBati!na$ e++e"ti.eness "an )e
ipr!.e, thr!ugh )etter "!uni"ati!n& #hat e5ap$es ,! '!u ha.e !+
an !rganiBati!n 91hether ep$!'ent< +ai$'< s"h!!$; that "!u$, )ene+it
+r! her a,.i"e6
3& H!1 "an tie anageent he$p ipr!.e satis+a"ti!n +!r )!th
anageent an, the ep$!'ee6
>& An,rea p!inte, t! the nee, t! ,eterine 1hether the s:i$$s !+
ep$!'ees at"h the nee,s !+ the 0!)& I+ HR ,i, a pr!per 0!) !+
se$e"ting ep$!'ees< 1h' 1!u$,n(t the s:i$$s at"h the 0!)6 #hat
sh!u$, )e ,!ne i+ there is n!t a pr!per at"h6