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Taylor tried to calm their concerns by presenting the

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Taylor tried to calm their concerns by presenting the cuts as a moment of rebirthfor the SPACENET program, which had long been plagued by problems. Shealso pointed out a fact that had been occupying her mind a lot over the weekend:staffing the program division had been a struggle from the very start, and therewere still a lot of ruffled feathers about the reorganization in 2010. This, Taylorproposed, might be a golden opportunity to rehire some of the employees thatthe other divisions were being forced to let go. This, of course, would entail thatSPACENET actually exceed their quota of eighteen people for termination, butTaylor firmly believed that, painful though that thought was, it was a strategy thatwould be well worth it.What followed was a lively discussion in which the words “performance,”“potential,” and “fairness” were uttered often.Attempts to apply some rules forthe discussion were oftenderailed when a person’s favorite employee cameunder consideration. Voices were raised and a heated discussion often endedwith the loudest person getting in the last word.A central topic throughout the discussion was what would be the best source fordata on individual employees. To that end, the group relied heavily on a reportthat Nilasha Ghosh had sent to Julia Taylor the previous evening on the PAS(Exhibit C).The New Flat PanelAfter a long discussion of the performance appraisal measures, Taylor, Ghosh,Sosland, Dobbs and Nuri decided that because PAS had been used by only 29%of the company, little weight could be given to it. They relied more heavily on thepersonnel audits and any other information on file in the employee HR files. Theyalso called in Nathan Kim to take part in the meetings and to help interpret thepersonnel audits wherever they were unclear.The committee decided on roughly a four-step process to make their decisions:1) reorganization, 2) staffing of new organization, 3) a second review ofpersonnel, and 4) an upgrading review. This process, they felt, would allow themto staff the restructured organization with the best possible people.Before the group broke for lunch, Felicity Sosland pointed out that GeorgeMcTavish, the technical manager being replaced by Ghosh, had been at thecompany longer than any of them and probably had valuable insights. After a
Page 7brief phone call with Chase Greggson, Taylor met with McTavish. She explainedthe predicament of the personnel cuts, but said that Greggson had promised torehire him in the engineering division, albeit in a lower position. To Taylor’sshock, McTavish expressed relief. He considered himself a technician throughand through and had long felt burdened by being pushed into management.From that point forward, he took part in the meetings about the personnelreductions.

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Term
Spring
Professor
N/A
Tags
The Land, Display technology, flat panel, Flat panel display, Julia Taylor

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