Risk-reward assessment

Assignment 4: CEO Meeting Managing Conflicts and Confidences Due: Sunday, Midnight of Week 10 (12% of total grade) Overview HR leaders frequently find themselves in situations that require tact and diplomacy. While most business decisions are made in ways that balance potential conflicts, occasionally, there are serious ethical and legal challenges that must be navigated. C-Suite leaders must be able to deal with situations that do not have an obviously “right” solution, that involve power struggles and confidences and that sometimes pit the interests of individuals against one another, and the interests of the business. HR leaders must also understand the role they play both as advocates for employees and strategic partners to the C-Suite. Having a seat at the table frequently requires a delicate and nuanced approach to conflict management, while still demanding that HR be clear in its message. It also, frequently, requires that decisions must be made about if, when and how to bring a problem to the CEO and when the issue should be dealt with at a lower level. Instructions • This assignment is based on the attached scenario which presents a complex ethical and (potentially) legal challenge. • Information has surfaced that may involve an ethical and/or legal violation, but a fellow employee has asked that this concern be kept confidential. • While the discussion was after hours and private, because of the potential seriousness of the situation you determine you must address this with the CEO. As part of this discussion you must not just update the CEO, but give a recommendation and rationale for your CEO to consider. You can’t simply leave CEO with the problem. Your recommendation should address: o Stakeholders and impact o Explanation of the legal issues and/or regulations involved o Risk-reward assessment based on alternatives being considered o Outline of proposed actions o How the situation and decision should be communicated to employees and the public • You may organize your presentation as you wish, but you should imagine yourself walking into the CEO’s office, closing the door and beginning your conversation with, “Something important has just come to my attention that I need to discuss with you…