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

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

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