Problem
Case Study
You own a thriving design-build contracting business that has grown to 20 employees with several million dollars in business annually.
Among your employees are Susan, your long-time designer and Michael, your site supervisor. Both have been working for your company for around 15 years, and-having met in the workplace-have been married for around 10 years.
However, the couple has recently separated and with divorce looming, things have gotten extremely tense around the workplace with Susan and Michael sniping at teach other. Productivity is slipping and it's creating a general sense of discomfort for the rest of the staff, not to mention that the firms' professionalism is in danger. (The couple recently had a heated exchange that was clearly audible while you were meeting with a very important client).
You have been patient, but it's becoming obvious something needs to be done. Susan is a very talented designer, and one of the firms' first hires (not to mention she's one of your oldest friends); however, she can be replaced much easier than Michael. You and Michael have never been close, but he's a top-notch site super, and is well liked and respected by both his crew and customers. Losing him could really hurt and it would take some time to find a suitable replacement.
Neither wants to leave the firm. In fact, individually, each of them has come to you to pitch that they keep their jobs as they need the income more than ever now that they live separately. How should you handle the situation?
Task
A. Convene a meeting to review the issues.
B. Discuss the options to deal with the problems.
C. What are the immediate or short-term solutions/policy changes?
D. What are the long-term actions needed?