Irene Kemp Failure

Irene Kemp got a new job at Key Data Processing Co (KDP). Irene was hired as a payroll clerk because she had three years of experience she had 15 years ago. In the afternoon Irene’s 15 year old son Jim ask her “How did it go?” Irene responded by “Oh, okay I guess, although I’m not really sure.” When Irene arrived at work she went to the personnel department. She arrived at the personnel department and the personnel assistant gave her some forms to fill out. They explained to Irene various hospitalization, retirement, and other benefits, but Irene was left confused, she only completed the important forms. After Irene was done with the personnel assistant they send her to the accounting department. Irene arrived at the accounting department and

asked for Mrs. Shultz, the supervisor, but she was at a meeting. Roy Harmon a clerk learned that Irene was a new and employee and introduced her to the other employees.

Roy started telling Irene “the true story” about KDP and included that two other supervisors quit in other departments. Fran Shultz retuned from the meeting and saw Irene and forgot that Irene started that day. Fran told Irene to observe Roy while she returned some phone calls. Irene then spends 45 minutes with Fran Shultz going over rules and job responsibilities of the payroll clerk. Fran gave Irene some time cards which needed the hours computed. Irene spends the rest of the day working on the time cards. There were some errors on the time cards and Fran told Judy that she’ll have to spend more time with Irene the next day. Irene’s son Jim told her that KDP sounds disorganized. Irene told her son that she was having doubts with the job at

KDP.
Main Points:
• Irene got a new job at KDP.
• Irene was hired because of previous experience as a payroll clerk but happened 15 years ago.
• Irene’s son Jim ask her how it went, she responded that it was okay, but wasn’t really sure.
• Upon arriving on the first day she went to the personnel department.
• The personnel assistant gave Irene forms to fill out.
• Irene was explained various hospitalizations, retirement, and other benefits, but was left confused, she only completed the important forms.
• After she was finished with the personnel assistant she was sent to the accounting department.
• Irene arrived at the accounting department and asked for the supervisor Fran Shultz, but she was at a meeting.
• Roy Harmon a payroll clerk introduced Irene to the other employees.
• Roy started telling Irene things about KDP and that two supervisors quit form other departments.
• Mrs. Shultz returned from her meeting and forgot that Irene started work that day.
• Irene observed Roy while Mrs. Shultz returned some phone calls.
• Mrs. Shultz spends 45 minutes with Irene going over rules and the job responsibilities for the payroll clerk.
• Fran Shultz then gave Irene time cards that needed the hours to be computed.
• Irene spends the rest of the day computing the hours.
• There were some errors on the time cards and Mrs. Shultz told Judy that she was going to spend time with Irene the next day.
• Irene’s son Jim told her that KDP sounded disorganized.
• Irene told Jim that she was having doubts about taking the job at KDP.
1. What problems can you identify with the orientation activities experienced by Irene?
The problem that I identified with the orientation activities experience by Irene weren’t pleasant. The orientation wasn’t pleasant for Irene because it was all over the place. For example, the personnel department talked to Irene about hospitalization, retirement, and other benefits, but it left Irene confused and it shows that they are lacking communication skills because they did not do a good job explaining things to Irene. The personnel department are the ones that have to make sure that new employees have orientation (chapter 8, page 290) because the orientation is meant to show the new employee how to complete their tasks and Irene clearly didn’t have no orientation. Another problem that I identified was that there wasn’t any kind of training (chapter 8, page 282) for Irene. For example, the supervisor handed Irene some time cards so she can compute the hours. After completions there were some errors, which was clearly not Irene’s fault, it was the supervisors fault because she handed Irene a task to do without Irene getting the proper training teaching her how to compute the hours correctly. Training (chapter 8, page 282) is important because it teaches newly hired employees how to do their job and Irene clearly didn’t have any before she was handed a task to do.

2.

How would you make changes in the orientation process? What changes would you make?
The changes that I will do in the orientation process is first, I’ll hire new human assets (chapter 1, page 9) that have expertise in the personnel department so they can explain all the benefits to new employee’s so they won’t be confused how Irene was. Secondly, I would not have the supervisor explaining to the new employee’s the rules and job responsibilities, I would have the personnel department go over that with the employee. We need the supervisor to only be responsible for overlooking his or her staff and department not explaining things that the HR or personnel department are responsible for. Then I will have training (chapter 8, page 282) for all employees’s including supervisors so they know how to properly complete their tasks and so they can teach newly hired employees on to complete their tasks. Once our current employees are up to date with training, I’ll then focus on establishing a proper orientation (chapter 8, page 290) with the help of the new human assets in the personnel department. Designing the orientation will be a collaborated with the personnel department so we can all be on the same page on how orientation is going to work with new employees. Orientation will teach the new employees how to complete their job so they won’t make mistake on their tasks that they are responsible for. If Irene would have had a proper orientation then she would have felt more comfortable

and would of not tell her son that she was having doubts about taking the job at KDP.