Steven Fraser was in a fix.

His efficient man friday Dilip Khare was found to be

corrupt. Should Khare be asked to go, or should he be given another chance?
 .STEVEN Fraser read the fax message as it rolled out of the machine. "We have
discussedTapas Roy's case amongst ourselves, with our legal advisors and HR director
Maya Suri.
Wehave also given due consideration to your feelings on the matter. However, we feel
Roy's involvement in the accident was marginal, unpremeditated and his subsequent
actions a result of panic.
We feel it would be too harsh and unnecessary to terminate his service. The matter has
been recorded in his personal
dossier
Steven, the country manager of Pemento India, shook his head. "Very well, so be it..,"
he muttered, not entirely happy.
Personally, he had nothing against Roy, but the entire episode was fraught with
callousness and insensitivity, he felt.
Four months ago, Roy, a salesman with Pemento, had hitched a ride with a friend on
his bike. Roy was attending to a sales call
at Masjid Bunder in Mumbai and since he was late for a post-lunch area review
meeting, he jumped on to a friend's bike to
make it to Flora Fountain before 3 p.m
In the rush to get Roy to his office, the friend jumped a red light at Mohammed
AliRoad and that was when he hit a pedestrian..
 Intending to help the lady, Roy got off the bike, but his friend sped off. Rattled and
fearing mob fury, Roy got into a taxi and fled too, but not before the public got the cab
number. The lady, it turned out, was a school teacher whose husband was a lawyer" he
filed a hit and run case.
Unable to find the bike rider, the police traced Roy through the cabby to the office of
Pemento India and what followed was a nightmare. Roy claimed he did not know the
person who drove the bike, that hehad simply hitched a ride.
That did not wash with the police or the lawyer who threatened to file a case of
negligence. Eventually Roy was forced to identify his friend.
 Steven was hopping mad. "This is absurd," he yelled. "It is a matter of a serious
human rights violation and at Pemento we take a serious view of these issues. Roy
isguilty on two counts: one, neglecting to help an injured party when he was partly
responsible for the injury, and two, lying that he didn't know the driver of the
bike.Clearly, he will have to leave Pemento.;"
 HR director Maya Suri tried hard to defend Roy. "There is no court proceeding
against him" the law has declared that his responsibility was minimal because he
wasnot the driver. Roy simply happened to be there," said Maya. "Nonsense!" said
Steven.
 What view the law takes has nothing to do with human rights. That a
responsible member of the company, on duty, acts in a manner not befitting the image
of the company is the issue.
How can we take a lenient view of his lying, of ignoring a pedestrian who has been hurt
by the very friend he was riding with?If he could act thus to save himself, could he not
similarly lie to the detriment of the company to benefit himself? Can we be seen as a
company that protects such a person?“
 Steven, Roy is young and ignorant," said Maya. "He `lied' as you say, but that was
because he panicked. He had intended to help the victim, but fearing public ire, he fled.
This is India, Steven, where mob fury is unmitigated and lethal. Then again,
justbecause a friend was in the wrong does not make Roy an accomplice.
 Roy was in a fix and he was trying to manage it somehow. The fact that he came
straight to the office and didn't disappear is proof enough of his honest intentions. To
now say that Roy was also guilty of negligent behaviour appears unfair to me. We must
stand by him."
 People must learn to accept responsibility even for their ignorance and for their
inability to act responsibly," said Steven.
"Social responsibility is an integral part of being a corporate citizen." Maya had then
taken up the matter with the board, whose
verdict was now lying in print on Steven's table.
Steven shrugged his shoulders and put the fax into a tray. Looking up he saw Dilip
Khare, his personal assistant, standing
before him with a pile of papers. "Dilip, Roy stays, that's the board's decision," he
said. "What do you think?" "It's best to
forgive and forget," said Dilip.
 Steven considered the remark as he watched Dilip potter around the room putting
away papers and files, pulling out folders
and setting the alarm for a meeting at 4.30 p.m. As he put a post-it sticker which read
`Stockist Mathur' on the clock, Steven
smiled. "What would I do without you, Dilip?;" he asked.
Dilip was more than a personal assistant. He did much more than his job called for,
which meant managing the life of his boss
too.
 When the Frasers came to India, it was Dilip who arranged their stay, accompanied
them on shopping sprees for linen and
upholstery, cutlery and gadgets, even helped with their house lease, bought the car
chosen by Mrs Fraser, organised its
servicing, the petrol account, a driver... In short, he was the one person who had made
their India posting manageable.
Steven was enormously overworked.
If he left the workplace at 7 p.m., it was only to return to his study at 10 p.m. and slave
away at market reports, plans, etc. Often he would call Dilip at 7 in the morning to
dictate the tasks for the day, before he left
for the plant. To make matters easy he had given Dilip a cellular phone. Later in the
day they would talk and check on work
done and new jobs to be done.
Dilip in turn managed Steven's deadlines, meetings, follow-ups on action plans etc. He
was very efficient and Steven, who had
come to India wondering about the quality of assistance he might have, was relieved.
He encouraged Dilip to study further -- a
course in sales management -- and promised him that his dream of getting into core
operations would be fulfilled before Steven
left India

.
After 18 months in the country, Steven had come to rely on Dilip Completely. He was
his coping mechanism in the hectic life
that the indian operation entailed. Now Dilip managed a lot more independently
At 26, Dilip was very ambitious with dreams of making it big, even to step into Steven's
shoes if he could. So enamoured was
he of Steven's style and demeanour that, within a few months, he took to growing a
small French beard like his boss.
Stevenhad no class biases, shared his cigars with Dilip and often took him out to lunch
at the various five-star restaurants he dined at. It
was Steven's desire to treat him as an equal,
socially.
By the end of 18 months, Steven had come to rely on Dilip completely. He was Steven's
means of coping with the hectic life
that the Indian operation entailed.
 Now Dilip managed a lot more independently, like collecting sales reports, collating
them ande-mailing them to Steven wherever he was. Or issuing print orders for new
stationery, buying supplies and even deciding on the
supplier. Steven did not have the time, or the inclination, to look into such detail. He
had trained Dilip adequately so that Dilip knew what was needed, anticipate them and
execute them as necessary.
The odd query that came directly to Steven from themarket was efficiently passed on to
the functionaries concerned for action. Pemento was now on the threshold of bigger
things
and the routine had to fall into place
But Dilip's airs and his demeanour irked the managers. It was common to see him, feet
on the table, a cigar stuck between his
lips, talking on the phone when Steven was not around. At such moments if any of the
managers walked in, Dilip would not
correct his posture, but gesture to the visitor to sit, which was rather unbecoming of an
personal assistant,
it was felt.
 you are working with a senior person
like the country manager, your conduct comes under scrutiny. It is very important for
you to be respectful and courteous, no
matter what pressures you may be under," she had said to Dilip. "For instance," she
said, "I wouldn't walk into Steven's room
with a cigar stuck between my lips, as you are now doing." Dilip grinned and readily
pulled the cigar off his mouth and stubbed it
out on the floor.
Tough though she was, Maya knew that Dilip carried an efficient head on very young
shoulders. At 26, he was like anyyoungster, full of cola and MTV and an attitude to
match. But when it came to work, Dilip was the personification of efficiency
and agility.
 Three weeks later something was brought to Maya's notice. Her assistant, who
was examining the medical bills, noticed a discrepancy in Dilip's bills. A doctor's
bill for Rs 700 appeared to have been altered -- the number `7' was actually a `1'
which was creatively changed to `7'. Of course, where the amount was written in
words, the alteration was apparent.
 Maya decided to investigate. Going up to the accountant, she asked to see some
printing bills for Steven's jobs and found more evidence of hanky panky: a bill from a
printer for visiting cards where the numbers had been changed, resulting in a premium
of Rs 2,100.

The bill was handwritten and there was no telephonenumber of the printer. But a
fading rubber stamp revealed the address.
 On her way home that evening, Maya drove to the printer and met a Singhal who
confirmed he had printed some cards for
the company. She asked for a quotation for a set of 250 cards and 1,000 letterheads"
 the figures were much lower than the
amount mentioned on the bill she had seen that noon. Maya looked around and felt
that this was hardly the kind of printer her
company was likely to use.
"What other work have you done for us?" she asked. "I will be doing a big job this
month for Dilip saab,;" he said. "And how
much is it worth?" she asked. "Difficult to say, but I suppose it will be around Rs
15,000-20,000." "Have you quoted for it?"
she asked.
"Dilip saab said he would decide. I have even left blank copies of my bills which he said
he would fill himself," said the man.
As Maya probed more firmly and with authority, the story tumbled out. Dilip would
bill as he decided and when the company
paid, the printer was to return 40% of the bill amount in cash to Dilip and be assured
of more jobs in the future.
Maya decided to mention her fears to Steven. He was naturally very surprised. "No,
no, it can't be, not Dilip. Not that boy.You may be making a mistake, or that printer
probably has a grouse against Dilip,;" he said.
 But when Maya mentioned the medical bills, it was too much for Steven. "Good
Lord!" he said. "I wish this is not true." But itwas very true. Steven confronted Dilip.
Do you have anything to say about this?" he asked. "I don't know what you are talking
about," said Dilip. Maya, who until now had decided to keep the printer out, said: "The
printer tells me you have blank bills which you fill..."
 "That's a lot of rubbish," said Dilip. "Why would I do anything like that?"
"That's what I thought too," said Maya, "but then I saw these bills for visiting cards
and letterheads and felt that Rs 4,500 was
far too expensive

"
 "That's what I thought too, but the job was done and I decided not to use the printer
again," lied Dilip. But Maya kept the pressure on. She mentioned the medical bills and
other lapses and eventually Dilip confessed he was in dire
need of money. "It won't happen again," he promised.
For both Maya and Steven, Dilip's dishonesty was too much to take. Later Maya said:
"Dilip cannot stay with us any more, he
will have to go."
Steven was half expecting that, yet he was taken aback by the finality of her words. "He
is a young person, ambitious, aspiring
to go places, stars in his eyes and so full of life. Does he really have to be sacked for
this?" "It is certainly improper to keep him on," replied Maya.

After Dilip's dishonest practices came to light, steven was shocked, but reluctant to let
him go. "He is a young person, ambitious
and so full of life. Does he have to be sacked for this?" He asked
 What would we achieve?" asked Steven. "Understand what I am saying. We need to
also take corrective steps for his own
sake. I am sure Dilip is mesmerised by the enchanting world he is trying to conquer.
Can't we help him change? After all he is
from a nice family, we could help him move forward rather than get stuck with what I
see as a moral problem, which certainly
can be overcome."
 Maya was taken aback by Steven's attitude. "How can we condone his actions?" she
asked. "Look at the situation, Maya," entreated Steven, confused and overwhelmed by
what had happened. "The amount is too small,
the person too young... a junior who is on a learning curve, not just professionally, but
personally too."
 Maya was amazed. "Steven, this is an integrity issue and has nothing to do with
seniority or the magnitude!"
"The issue certainly is of seniority and magnitude," said Steven. "If a senior manager
had defrauded the company, my stand
would have been that he had the opportunity and the responsibility to act in an
ethically proper manner.
His seniority indicates that the company has spent a lot of time with him grooming him,
imparting corporate values and also given him a chance to lead
a noble life. And by virtue of his qualities he was given charge of a responsible
portfolio for which he was expected to behave
soundly and have moral qualities

.
Therefore, when such a senior manager is found guilty of misdemeanour, there can be
no doubt that he can't continue in the firm. "But in the case of Dilip, I see two things:
he is young and as such inexperienced in the ways of the world" he is still learning
about the need for sound conduct and the need for ethical behaviour.
 Besides, he is beginning his career, on the learning curve,
which covers not only functional skills but ethical skills as well. Therefore, we should
give him a chance."
 But Maya felt his retention would be seen as `overlooking' an impropriety and not as
`forgiveness' which in any case was outof place in an organisation. Were organisations
to now dabble in reforming people, when their sole purpose was business? And this was
the same Steven who had argued ceaselessly over Roy's misdemeanour, insisting he had
no place in the organisation.
 Yet now, Steven was seeking lighter treatment for an obviously dishonest Dilip, felt
Maya."I am not condoning what Dilip has done," said Steven, "but I can also see his
otherside -- he is hardworking and efficient. I am keen to rescue Dilip from the abyss of
dishonesty

."
 Steven felt that sacking a person from his job could damage his career and life.
Should a company exercise such a right irresponsibly, he asked. "He has always done a
great job and been an example of efficiency. What has happened now is an aberration.
What is our social or corporate responsibility in this situation?
Declare he is a bad egg and sack him, or do we say, okay he was dishonest, but we are
going to help him out of what could become a serious behavioural issue?"
"If I let him go, I will be setting a precedent whereby I will not be able to challengeany
integrity issue in the future with credibility or authority," said Maya.

“
Not at all," said Steven. "You must challenge and question each integrity issue
whenever it crops up. But I am also saying that
every time it occurs we must contribute to reform."
 "Steven, at the end of the day, we are running a business in the expectation that our
people will act with responsibility and
integrity. If I have a doubt about even five people in my organisation, whether I like it
or not, it will be reflected in my behaviour
with them. And it will be impossible to work with them as a team.
 For, each time I ask them to do something, I will find myself
triple-checking their motives and actions. I will not be able to ensure their
commitment. What is to stop a person who
rationalises wrong behaviour once from repeating it?
 So, I have a problem. And if my team realises that the consequence is only
going to be counselling, there will be havoc! How am I then to take action against
persons who travel economy and charge
business class fares? Or even a peon who takes Rs 10 for an errand? If the organisation
is seen as one that does not punish
dishonest behaviour, it will become corrupt. Then what?

“
 Did we punish Roy's misdemeanour?" asked Steven. "Why wasn't that an integrity
issue? Please do not think I am being biased. I really am trying to understand what
your reasoning is," he said honestly. "Was it because Dilip's actions are quantifiable in
money terms while Roy's is not? Why was Roy's dishonesty different, Maya?"he asked.
 "Stealing is different from what happened to Roy," explained Maya. "Stealing or
defrauding has a certain planning and deliberation attached to it. If you get away with
it once, the chances are high that you will repeat it. Which is what Dilip did.
 Heplayed with bills not once but thrice. But Roy is going to be doubly careful that he
does not get into the same situation. What happened to him was an accident, there was
no premeditation. There was not even the intention to hurt."
"But Roy lied too, remember?" said Steven. "He said he did not know the person who
gave him a ride on the bike."
 "Let's face it Steven, it is not my business to be a watchdog of integrity in the manner
you are saying. In Dilip's case, there has been a deviation from accepted behaviour, or
behaviour expected of a person holding a job such as his. Roy's situation was not on the
job'. The maximum I am willing to do is not give him a bad certificate. If it is reform
that you are seeking, we could ask him to resign rather than sack him."
Steven thought for a while. Then he said: "In doing so are you being fair and honest to
the next organisation that he will join?Now what happens to your ethics? You know
what will happen? Angered by the whole episode, he will go to anotherorganisation and
say he left Pemento because Steven and Maya were terrible people to work with.
Maya, as head of HR, was in a dilemma. Should Pemento sack Dilip or reform him? As
far as she saw it, what Dilip did wblatantly dishonest and age had nothing to do with it.
It was an integrity issue. And it had to do with misdemeanour on the job.
Dilip was handling a very senior manager's portfolio and the derived authority and
power such a position gave him was abused,
she felt.