May/June Dilemma Results: Who would you promote? A dilemma about class, merit, and identity By Evangelina Holvino and Maureen Scully, presenters of Session 3: May 10, 2007: Including and engaging people of all socio-economic levels: Working with the unmentionable difference - Class Dilemma: Chris, a manager at GenCorp, has two finalists for a team supervisor job. CJ is an internal candidate who climbed the ranks from frontline customer service. Lee is an outside candidate. Chris is torn. Both candidates are qualified for the job. But Chris is concerned with promoting CJ. CJ knows the ropes and is respected by his peers, but his communication style is blunt, slang and informal, something that higher management does not like. He also tends to focus on the details and not broad summaries, unlike management. Lee, on the other hand, has a Bachelor's Degree, strong references and good work experience, although not in the same field. GenCorp wants to signal to their frontline employees that promotion opportunities are available internally, and they want to convey a "classy" image in their customer service operations. At the same time, CJ knows a promotion might be in the works and is apprehensive about comments from coworkers and family members about "getting too big for your boots." He is also nervous that mistakes might be attributed to his lack of a college degree. What should Chris do? Watch CJ closely in the next few days and re-read some of CJ's emails to check about the possible "fit" with the supervisor position. Offer to provide tuition support and flexible scheduling for CJ to do two more years of college to get a bachelor's degree, so CJ will be a more compelling supervisor candidate. Have a candid discussion with CJ about the possibility of the supervisor but also raise the concerns about style. Promote CJ, and make sure CJ has a mentor to learn the subtleties of the position. Hire Lee, and give CJ a special position like "lead technician" which should make CJ and the other employees aware of the career opportunities at GenCorp. Other: Results: Top choice: C. More than half (57 percent) of participants would have a candid discussion with CJ about the possibility of the supervisor position but also raise the concerns about style. Second Choice: D. Five participants (17 percent) would promote CJ, and make sure that he has a mentor so he can learn the subtleties of the position. Third Choice: E. Four participants (13 percent) would hire Lee, and give CJ a special position like "lead technician" which should make CJ and the other employees aware of the career opportunities at GenCorp. Fourth Choice: B. Only one participant (three percent) would offer to provide tuition support and flexible scheduling for CJ to do two more years of college to get a bachelor's degree, so CJ will be a more compelling supervisor candidate. No one would watch CJ closely in the next few days and re-read some of CJ's emails to check about the possible "fit" with the supervisor position. 10 percent of participants, however, did opt for other and submitted their own solutions: Primarily "d" with elements of "c" and "b" -- promote CJ now, and also provide feedback, mentoring, and opportunity for further education. This will send a very strong message that the company is serious about promoting from within and providing the resources for success. Have a discussion about his future plans for more education, and the possibility of scholarship within the company policy. Lay out the job requirements and changes required. Does Chris know about CJ's concerns? If not, the communication should start there. I think Chris and CJ need to talk about the position and expectations and CJ needs to be honest about his ability and desire to meet those expectations. A total of 30 people participated in the May/June Diversity Dilemma on DiversityCentral.com. Read more: View the results of Mar/Apr 2007 Dilemma, What to do about a speech impairment View the results of a previous Jan/Feb 2007 Dilemma, "Delivering the goods" without losing your integrity View the results of a previous Nov/Dec 2006 Dilemma, How would YOU handle negative feedback? back to top

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