The Well Paid Receptionist
Analysis of “The Well Paid Receptionist”
Harvey Finley is in quite the predicament. He his company’s net profit should be approximately $107, 614.21 greater than he expected for this year. The problem is that his secretary/receptionist is making six to seven times the amount of an average “good” secretary/receptionist in the local market and has been for a few years.
There’s a few ways this issue can be addressed. One way would be to talk to Ms. Brannen and advice her that there has been an oversight in her salary over the past few years and for the upcoming year the oversight will be corrected and her salary will be adjusted to $25,000 per year with no percent of sales bonus. Another way to address the issue is to fire the manager who should have reported this oversight to Finley and promote Ms Brannen to his position while adjusting her salary to $55,000 per year and explaining the oversight to her as well. One more solution to this issue would be to let things be the way they are since the company has been doing great and growing the way things currently are.
The two most important value drivers to consider in establishing the Value Over Time maximization are “individual employee values” and “owner values”. Let’s start identifying the specific aspects of the first value driver, the individual employee values. The facts remain that the reason Finley hired Ms. Brannen was mainly based on her individual values and performance at her two previous jobs. She held a two year office administration degree, she was very articulate, bright and most of all she was enthusiastic about assisting in launching this start-up company with Finley. She also had two extremely positive feedbacks from her previous employers that said “they would rehire her in a minute if she were still available.” The problems lie with her not being satisfied with the initial salary offer for this position. Salary was the only issue with Ms. Brannen other than that she was perfect
Harvey Finley is in quite the predicament. He his company’s net profit should be approximately $107, 614.21 greater than he expected for this year. The problem is that his secretary/receptionist is making six to seven times the amount of an average “good” secretary/receptionist in the local market and has been for a few years.
There’s a few ways this issue can be addressed. One way would be to talk to Ms. Brannen and advice her that there has been an oversight in her salary over the past few years and for the upcoming year the oversight will be corrected and her salary will be adjusted to $25,000 per year with no percent of sales bonus. Another way to address the issue is to fire the manager who should have reported this oversight to Finley and promote Ms Brannen to his position while adjusting her salary to $55,000 per year and explaining the oversight to her as well. One more solution to this issue would be to let things be the way they are since the company has been doing great and growing the way things currently are.
The two most important value drivers to consider in establishing the Value Over Time maximization are “individual employee values” and “owner values”. Let’s start identifying the specific aspects of the first value driver, the individual employee values. The facts remain that the reason Finley hired Ms. Brannen was mainly based on her individual values and performance at her two previous jobs. She held a two year office administration degree, she was very articulate, bright and most of all she was enthusiastic about assisting in launching this start-up company with Finley. She also had two extremely positive feedbacks from her previous employers that said “they would rehire her in a minute if she were still available.” The problems lie with her not being satisfied with the initial salary offer for this position. Salary was the only issue with Ms. Brannen other than that she was perfect