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Human Resources Scenario

You and Dr. Biggs realize that one of the biggest challenges in this merger will be the merging of the staff from the two original departments. As mentioned earlier, Dr. Smyth used a consensus style of management among both the faculty and the staff. Dr. Biggs prefers an organization with clear reporting relationships and a management style that includes well-defined responsibilities, good training, and solid supervision. Immediately following the announcement of the merger you and Dr. Biggs met with the entire faculty and staff to develop the vision and strategic plan for the new organization. This includes a reorganization of the staff to support the new department. On the following pages you will find the organizational charts of the two departments prior to the merger plus a draft organization chart for the new department.

Consistent with the Chancellor’s call for reduced budget planning, you have already determined that you can meet your budget reduction through the layoff of one Financial Analyst (Heidi Kasper). In your networking activities with colleagues on campus, you learned of a new opportunity that seemed appropriate for Heidi. You have just learned that Heidi was offered and has accepted this new position.

With the merger of the financial and facility responsibilities into one unit of the new department, you have reclassified the position previously assigned to the MSO of Digital Arts to Principal Analyst, a position that would serve as Financial and Resource Manager for the new department. The MSO of the Department of Digital Arts, Paul Beach, agreed to assume these new responsibilities; however, due to a sudden family emergency he was obliged to tender his resignation just as the merger was to take place. The Financial and Resource Manager is vital to a successful merger and, after consultation with Dr. Biggs, you decide to temporarily promote Clare Peters, your Senior Financial Analyst, while you recruit to permanently fill the position. Clare has begun to make progress in restructuring the business operations, merging the accounts, and dealing with the move of the faculty from the School of Fine Arts to the School of Engineering.

The recruitment process has resulted in the identification of two final candidates for the position, Clare and Sarah. You must select the finalist knowing that you and Dr. Biggs have agreed that the successful candidate must be “creative and enthusiastic, bringing vitality and fresh ideas to the position.”

Here is what you know about these two candidates:

Clare
Clare began working for the University in 1975 when she was 25 years old. She began with the University in a clerical position, and having demonstrated an interest and ability in the financial arena, eventually worked her way up to the Senior Analyst position in the Department of Computer Science where she served for several years. Clare is nearing her retirement goal and has been concerned about the merger, the fiscal uncertainties, and the possibility of a new supervisor. You have been concerned for the last several months that Clare was no longer operating with the same effectiveness as she was previously. In the past she had a terrific reputation as a mentor to the younger staff, but lately she seems to keep to herself and get less and less involved in departmental activities. Some of the staff and faculty have questioned her hearing abilities as well. However, with this new opportunity to serve as interim Financial and Resource Manager, Clare has been excited about setting up the new business office and has been effective in establishing appropriate business practices and articulating this to staff and faculty. Clare is well known on campus and is liked by most in the department, school, and the campus community, and is active in the Pan Pacific Constituency Group. Although she had discussed the feasibility of retirement in the recent past, Clare has now demonstrated a renewed interest in her career and the promotional opportunities now available to her.

Sarah
Sarah first began her career with the University in 1992 after graduating from the University of Chicago with a degree in economics and marketing. In 1998, she left a promising career in the campus Budget Office to accept a position in private industry with an impressive salary and stock options. Dr. Biggs invited Sarah to apply for the position, advising her that he was certain her salary requirements of $95,000/year would "not be a problem." Dr. Biggs has commented on her exceptional financial skills and the fact that her marketing expertise could be an unexpected but potentially useful side benefit. Reference checks were glowing and a review of her UC personnel file revealed an outstanding record of achievements and innovation in her approach to challenging financial and operational issues. Sarah recently married a member of the faculty and volunteered in her employment interview that she is expecting her first child at the end of the year.