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    Case Analysis Chapter 3

    Uploaded by

    angelll
    This case analyzes how LaSalle Chemical's HR VP should handle an employee, Steve Ambler, undergoing a gender transition from male to female while remaining the sales director. While Steve has significantly increased sales, the transition may face resistance from customers and employees. The HR VP must consider legal protections, updating non-discrimination policies, and supporting Steve's transition through education and communication to minimize negative impacts.

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    Case Analysis Chapter 3

    Uploaded by

    angelll
    972 views4 pages
    This case analyzes how LaSalle Chemical's HR VP should handle an employee, Steve Ambler, undergoing a gender transition from male to female while remaining the sales director. While Steve has significantly increased sales, the transition may face resistance from customers and employees. The HR VP must consider legal protections, updating non-discrimination policies, and supporting Steve's transition through education and communication to minimize negative impacts.

    Original Description:

    When steve becomes stephanie

    Original Title

    Case Analysis Chapter 3 - Copy

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    This case analyzes how LaSalle Chemical's HR VP should handle an employee, Steve Ambler, undergoing a gender transition from male to female while remaining the sales director. While Steve has significantly increased sales, the transition may face resistance from customers and employees. The HR VP must consider legal protections, updating non-discrimination policies, and supporting Steve's transition through education and communication to minimize negative impacts.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    972 views4 pages

    Case Analysis Chapter 3

    Uploaded by

    angelll
    This case analyzes how LaSalle Chemical's HR VP should handle an employee, Steve Ambler, undergoing a gender transition from male to female while remaining the sales director. While Steve has significantly increased sales, the transition may face resistance from customers and employees. The HR VP must consider legal protections, updating non-discrimination policies, and supporting Steve's transition through education and communication to minimize negative impacts.

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    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
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    You are on page 1of 4

    When Steve becomes Stephanie

    Case Analysis

    This case is analyzed in the point of view of LaSalle Chemicals Senior Vice President
    of Human Resource, Henrietta Mercer.

    I. Statement of the Main Problem

    Dealing with the gender transition of Steve Ambler

    The companys rising star, considered a golden boy who had helped in
    forming sale strategies in pollution-control, more than doubling the sales in their
    sector, will be undergoing a gender transition. Senior VP of HR, Henrietta Mercer
    should consider every aspect that could affect the company especially with its
    customers and employees.

    II. Areas of Consideration

    A. Strengths

    1. Steve Ambler is an advantage to the company. He has the capability to


    lead the next round of change as group sales director
    2. Alex Grant is a top salesman in CatalCon, a company in Detroit that sold
    fluid catalytic cracking technology to petrochemical businesses which was
    acquired by LaSalle.
    3. LaSalle is a Fortune 1000 company.

    B. Weakness

    1. After the acquisition of CatalCon by LaSalle, the company wasnt able to


    consider the discrimination eminent when they assigned top management
    position to LaSalle employees.

    C. Opportunities

    1. There is an opportunity for the company to update its policy with regard to
    discrimination particularly on the case of gender preference.
    2. Create awareness on the employee equality in the organization

    D. Threats

    1. The company doesnt know what to expect from the reaction of their
    customer, thereby affecting the companys sales.
    2. Employees values and beliefs resulting to unacceptability of the gender
    transition.
    3. An issue pertaining to age discrimination as Alex thought he is a better
    candidate than Steve with regard to his experience and record.
    III. Alternative Courses of Action

    A. Support Steve with his gender transition and let him stay as the sales director
    of LaSalle

    Considering Steve being an asset to the company, his transition could


    have a big impact not only within the organization but also externally,
    particularly in dealing with customers. But being a Fortune 1000 company,
    they should provide the best example in dealing with employee
    discrimination particularly on the gender preference aspect.

    B. Let Steve take an internal role while transitioning and assign Alex as sales
    director of LaSalle

    With this course of action, the company might deal with the legal
    implication of gender discrimination that would arise which could affect the
    company. Alex on the other hand has a good reputation, high credibility
    towards its customer relation and is very qualified for the sales director
    position.

    IV. Recommendation

    I would recommend that they should support Steve with his transition and at
    the same time, retain him/her as Sales director despite the transition.

    V. Conclusion and Detailed Action Plan

    I have identified some actions to resolve the cons of my recommended


    course of action as well as some activities to help the organization in the transition
    of their employee

    Specific Activity Person Time Frame Budgetary


    Responsible Requirement
    The organization Top Executives 1 month Expenses
    should update their with the necessary for the
    established policies assistance of VP conduct of
    and include HR meetings $15000
    discrimination issues;
    in the Philippine
    Setting, the
    Constitution [18]
    directs the State to
    promote "equality of
    employment
    opportunities for all."
    Similarly, the Labor
    Code1[19] provides
    that the State shall
    "ensure equal work
    opportunities
    regardless of sex,
    race or creed."
    Clients under Steve Sales Director, 3 months Calls, E-Mails, Mails
    should be well- Account and other
    informed through Managers with expenditures
    continuous the help of HR necessary - $5000
    communication and personnel and
    education with the VP.
    situation.
    Gender and Head of Finance 2-day seminar, 5% of the Total
    Development Budget for the Budget, annually budgeted
    should be set aside Head of HR for expenditure-
    and prepare the necessary $20000-$50000
    programs/activities activities depending on the
    necessary for the number of
    awareness of the employees
    delicate issue.
    Employment VP of HR 2-day seminar, Expenses
    Discrimination should Monthly Meetings necessary for the
    be well-addressed conduct of
    through proper seminars and
    communication and meetings $20000
    trainings if needed be.
    The company should VP of HR with 6 months Consultation fee
    also consult the approval of and Honorariums
    therapists, top executives $10000
    psychologists and
    other medical science
    related people to
    assist Steve with the
    transition and also for
    information
    dissemination to co-
    employees

    Question: how do you deal with the discrimination felt by Alex being not chosen as
    sales director given his qualifications and good records in CatalCon?

    1
    Which do you think would weigh much, support steve with his transition and the
    companys sale performance might be affected, given that Alexs high credibility
    towards his customers, and the fact that he is against the gender transition of steve
    and he is vying for the position of sales director or the legal implication they would
    face if they would demote steve, which might also affect the companys
    performance.

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