Prelim HR

Instruction:
1. Read the case thoroughly.

2. Identify who will be the person responsible in HR.
3. Discuss the action that should be taken in the scenario.
1. Employee Success
Joanne was previously a food server at your restaurant, and as a result of her outstanding
performance, she was promoted to the position of the host person. Since her promotion, she
has repeatedly made mistakes in schedules and has had a series of problems exercising her
power, resulting in an increase in employee grievances. In addition, customers have
complained about her indifference. After six months of monitoring Joanne’s performance and
multiple counseling sessions with her, you feel she clearly is not qualified for the position.
 While experience matters, most of us believe that expertise is equal to simply getting work experience.
There are numerous individuals with career titles who have worked with highly-prized organizations, but
they don't necessarily have the desire to get the job done. Although experience matters, most of us assume
that merely having work experience equals competence. There are plenty of people who have the job titles,
and have worked for highly-prized organizations, but they really don’t have the competence to get the job
done.
 Ask Joanne about her view of the problem and search at the root of the question. Deliver an alert. Let the
(Joanne) employee know the status of their complaint. If you accept that an issue exists, decide what you
want to do with it. Explain why if you chose not to respond on their complaint.
 Talk to the underperformer
once you’ve checked in with others, talk to the employee directly. Explain exactly what you’re observing, how
the team’s work is affected, and make clear that you want to help.
 Conversation go something like this: “I’m seeing issues with your performance. I believe that you can do better
and I know that I may be contributing to the problem. So how do we get out of this? How do we improve?” It’s
important to engage the person in brainstorming solutions. “Ask them to come up with ideas,”
 Confirm whether the person is coachable
 Make a plan
 Regularly monitor their progress
 Respect confidentiality
 If there isn’t improvement, take action
 Take action as soon as possible — the sooner you intervene the better
 Consider how you might be contributing to the performance issues
 Make a concrete, measurable plan for improvement
2. Maternity Benefit
Ms. Nancy Flores is a regular employee of FJ Hotel, She was on maternity leave for 2 months
and did not receive her maternity benefit from Social Security System SSS. When Ms. Flores
came back to work she complained at the HR for not receiving her maternity benefit.
 No employer may refuse maternity care to a female employee. You should take the following action if your
employer refuses your maternity benefit or has fired or discharged you from services:
 Contact HR Department: You should take your grievance to your company's HP department. The HR
members are typically able to clear up any misunderstanding or grievance that exists between the worker
and the boss. Go over the business's HR policies once to review the status of the firm on maternity benefits.
You should take the next move if no agreement is offered by the HR!
 Give the employer a legal note: You should contact a work and labor lawyer and send the employer a legal
notice about the revocation of your maternity bonus. A legislative notice speaks volumes! But, if there is
still no response from the boss, send them to court.
3. Carelessness/Negligence
George is a new bus person in your restaurant. He completed your two-week Bus Training
Program, and it’s his first night on the job. Contrary to established procedures, George pushes a
fully loaded bus cart through the wrong door leading into the main kitchen.
As a result, a food server coming out through the door trips over the cart and knocks it over, drops her tray
of orders, and falls, injuring her knee. The injury results in a workers’ compensation claim. When asked
what happened, George says he forgot which door to use. Would George be subject to any corrective
disciplinary action?
Be sure that the emergency practitioners at the office supply the worker with urgent medical care. Dial
911 for any injury that is serious or transport the worker for an emergency injury check to a local hospital
or specialist.
Although an employee can deny medical treatment, with a form filled out by the shift supervisor and,
hopefully, a rejection signed by the employee, you need to record the refusal. With photographs, videos
and comments from other staff who observed the crash, record what additional information you can about
the incident. Write down your own declaration or ask the shift boss to chronicle all attempts undertaken on
behalf of the worker.

Prelim HR

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Prelim HR

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Instruction:

1. Read the case thoroughly.

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