Fill out Column F – Red Cells
INSTRUCTIONS:
In this exercise, we introduce two new vignettes. You will be repeating the entire process for these two new vignettes and progressing the 3 original vignettes that you began last week.
(1) Revisit the 3 original vignettes that you’ve completed, and restate the scenario “in a testable way” in column F (red cells).
(2) Read the 2 new vignettes in column B.
(3) For the 2 new vignettes, complete the entire process, selecting a few of the component statements that are arguments and enter into columns C-F (the remaining red cells).
NOTES:
(A) Premises might be inferred (i.e., a sound inference that is not directly stated in the vignette).
(B) Use the example in rows 5-7 from Chapter 5.1 as a guide.
(C) You may choose to use deductive or inductive arguments, but it must be 1-3 premises leading to 1 conclusion.
Example Vignette
Our compensation strategy is not working. We are not getting the people we need in the door because they are accepting better offers. And we cannot keep our best people! They are leaving left and right for better paying positions.
| Select 3 Component Statements | 2 Potential Arguments Being Made (stated as premises and a conclusion | Restated in a Testable Way | |
| 1 (DEDUCTIVE EXAMPLES) | 2 (INDUCTIVE EXAMPLES) | 1 | |
| We are not getting the people we need in the door | P: Low compensation leads to low acceptance rates P: Our compensation is low C: Therefore, we have low acceptance rates | P: High quality people cost more money than low quality people P: Our compensation is not competitive C: Therefore, we have low quality of hire | Our company’s total compensation is lower than other companies for similar roles |
| We cannot keep our best people | P: People voluntarily quit a lot when you don’t pay them competitively P: We don’t pay competitively C: Therefore, people voluntarily quit a lot | P: Important roles require higher compensation P: We do not pay higher for important roles C: Therefore, we are losing important people | Increasing starting salaries will increase offer acceptance rates |
| They are leaving left and right for better paying positions | P: People will quit for more pay P: We pay less than our competitors C: Therefore, low pay is causing turnover | P: Many companies have similar jobs to ours P: People will change jobs for more pay C: Other companies pay more for the same job | Compensation is the primary reason for voluntary turnover of talent in critical roles |
Scenario 4 | ABSENTEEISM
Senior Director of Operations: People in the Southwest region don’t want to come to work – their attendance is so much worse than the Pacific region. And when they are at work their time-off-the-clock is worst-in-class. I can’t run a business like this.
HR Regional Director: What do you think the problem is?
Senior Director of Operations: I know what the problem is. The problem is we need a training course on time management. People need to do their jobs first, and other things after that. They don’t know how to prioritize. And when the managers hold people accountable, they just quiet-quit. They come late, leave early, skip shifts, or quit entirely. The culture in the Southwest fabrication and circulation centers is just lazy.
Scenario 5 | PERFORMANCE MANAGEMENT
Business Context: Thneed Incorporated just hired a new CHRO and she has a new vision of performance management.
HR All-Team Meeting
CHRO: Today I am very excited to announce a new vision for performance management. Historically, TI has run a traditional annual performance appraisal cycle where goals are set and documented in January, are reviewed between managers and employees at mid-year, and then employees receive ratings of their performance in November and December. These ratings traditionally impact merit increases and equity grants for eligible employees. I’ll be honest with you all, this is an antiquated way to manage performance. In the future, we will be moving to quarterly OKRs that are more flexible to the dynamic nature of business.
Q&A: Why do you think that the OKR model will work better than our old way of managing performance?
CHRO: What a great question! OKRs help us be more responsive to the needs of the overall business. When we use OKRs we have more opportunity to connect with leaders and employees about their performance and that means HR and managers will be better at quantifying what’s going well and not so well across the company.
