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Dear Netters,

We're "What's Working in Human Resources," a twice-weekly national newsletter
for HR practitioners.

One of our most popular features is our "What Would YOU Do ?" page where we
present a hypothetical management challenge to our readers and publish the
top three answers.

Now I'd like to invite the HR and management experts on these listserves to
have some fun and share your ideas as well.

Below, I've included the scenario we'll publish in our next issue. Read it
over then answer these two questions:

What would you do?
Why?

Send responses to: Thomas_Gorman@pbp.com.

I'll post a summary of all the answers in about a week so everyone can
benefit. Be creative and thorough in your answers - the point is for people
to learn from each other.

Please include the following information with your answer:
Your name
where you work
your address
(The info is important - I want to send copies of the issue to anyone who
responds)

Here's the scenario -

"Bob, I think we need a policy that prohibits office dating," said Zap
Electronics CEO Wendy Abrams.

"Does this have to do with Jill Williams and Ted Jones?" asked HR manager Bob
Reese.

"Exactly," Wendy explained. "I just got notice that Jill Williams is suing us
for sexual harassment."

Bob turned pale. Wendy had quit a few days before because she said she
couldn't work with Ted anymore. "What sparked the suit?" Bob asked.

"Apparently, Jill says Ted couldn't accept the breakup. He kept pestering her
about giving him another chance, sending her flowers, embarrassing notes and
such. She thinks we should have done more about it. I don't think she has a
case. But still, we're stuck defending this suit!"

"This is clearly a mess, Wendy. But do you think a total ban on office dating
is the way to go?"

"Why not?" Wendy asked. "This is work, not a social club."

"I understand," Bob said. "But I know of a few other couples in the company
who seem very happy. I don't think they'll take it well if we force them
choose between their jobs and their relationships. Besides, a dating policy
is tricky - even employees who aren't affected can feel like the company is
getting too involved in their personal lives."

"Good points, Bob. But I need a guarantee we won't have another incident. I
want you to think of the best way to do that. If that means a ban on office
dating, that's what we have to do."

If you were Bob, what would you do?

Again, thanks - I look forward to reading your responses.

Tom Gorman
Editor
"What's Working in Human Resources"
T_Gorman@pbp.com

HR practitioners and management experts share your expertise:

We're "What's Working in Human Resources," a twice-monthly newsletter that
goes to HR pros nationally.

One of our most popular features is our "What Would YOU Do?" section where we
present a hypothetical HR dilemma and print what three readers said they'd do
to resolve the problem.

Several weeks ago, we posted one of our scenarios to these lists and got
great responses. That's why I'd like tap the experts on the Internet again.

Below, I've included the scenario we're publishing in our next issue.

After you've read it, send your answer to: T_Gorman@pbp.com.
Be sure to include:
Your name and title
Your company
Your address (So I can send you a copy of the newsletter)

I'll post a summary of the responses next week.

Be specific in your answers and, most important, have fun.

The Scenario

"Kathy, I need your help to handle a little problem with John Harris," said
Ed Williams, plant manager for Fast Systems. "Remember, he's that production
worker I had to write a warning for yesterday. I want to upgrade that to a
full suspension."

"That's an unusual request, Ed," said HR Director Kathy McGuire.

"I know," Ed said. "But I can explain. Harris is always inventing problems -
you know that."

Kathy nodded.

"In fact, I wrote that warning yesterday because he refused to work," Ed went
on. "He claimed his machine wasn't safe.

"Of course, it was, but we had to stop a production line while he argued with
us. That was the third time he pulled that trick this year and I could have
suspended him for it.

"But you didn't, Ed," Kathy said. "So why change?"

"One of our customers - a huge account - is sending over a team to do a
three-day inspection for ISO 9000 compliance," Ed said. "We've done our best
to meet the standards. But there's nothing to stop Harris from inventing all
sorts of safety problems for them just like he does with us.

"I'm afraid he'll blow the deal, so I want him out of the plant for all three
days. That's why I want to suspend him. I just need you to sign this
suspension form and file it instead of the written warning."

"Using our discipline process that way undermines the whole system, Ed."
Kathy said.
"That's not why we have those rules."

On the other hand, Kathy didn't want fingers pointing at her if Harris blew
the deal. If you were Kathy how would you handle this?


Look forward to your answers,
Tom Gorman
Associate Editor
"What's Working in Human Resources"
T_Gorman@pbp.com