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Either click here to review your order or continue to add content from another title.    Gen Y in the Workforce   Add   View  5 pp.  HBR Case Study Author(s): Erickson, Tamara J. Publication Date: 02/01/2009 Product Type: Harvard Business Review Article HBS Number: R0902X Subjects: Generation Y; Relationship management Academic Discipline: Human resources management Product Description: Josh Lewis, a young staffer at Rising Entertainment, is frustrated because his boss, marketing chief Sarah Bennett, won't listen to his ideas about using new media to promote films. She's trapped in the 1990s, he thinks, when people actually watched network TV! Rushing through his assignment for a team presentation, he works up a plan and pitches it to the CEO in the hallway. The CEO loves it, but Sarah is upset with Josh for going over her head — and submitting subpar work on the presentation. How can these members of two different generations work together effectively? Three experts comment on this fictional case study in R0902B and R0902Z. Clashes between impatient Generation Y and pay-your-dues Generation X are inevitable but certainly manageable, says Ron Alsop, author of The Trophy Kids Grow Up. For starters, Sarah should reprimand Josh for bypassing her; he should respect her authority and work with her, not around her. But Sarah must address Josh's frustrations. Like many Gen Yers, he wants to know that his work is meaningful, and he needs constructive feedback on suggestions. Enterprise Rent-A-Car president Pamela Nicholson says that given the CEO's enthusiasm, Sarah should commend Josh's initiative but remind him to keep her in the loop. Sarah and Josh also might be able to forge a more productive relationship if Rising Entertainment set up training and feedback programs to help integrate Gen Yers into the workforce, as Enterprise has. Jim Miller, an executive VP at General Tool & Supply, thinks Josh put his team in jeopardy by doing his assigned tasks poorly. Sarah needs to coach him on being a team player and set clear expectations about perform   Add   View  8 pp.  HBR Case Study and Commentary Author(s): Erickson, Tamara J.; Alsop, Ron; Nicholson, Pamela; Miller, Jim Publication Date: 02/01/2009 Product Type: Harvard Business Review Article HBS Number: R0902B Subjects: Generation Y; Relationship management Academic Discipline: Human resources management Product Description: Josh Lewis, a young staffer at Rising Entertainment, is frustrated because his boss, marketing chief Sarah Bennett, won't listen to his ideas about using new media to promote films. She's trapped in the 1990s, he thinks, when people actually watched network TV! Rushing through his assignment for a team presentation, he works up a plan and pitches it to the CEO in the hallway. The CEO loves it, but Sarah is upset with Josh for going over her head — and submitting subpar work on the presentation. How can these members of two different generations work together effectively? Three experts comment on this fictional case study in R0902B and R0902Z. Clashes between impatient Generation Y and pay-your-dues Generation X are inevitable but certainly manageable, says Ron Alsop, author of The Trophy Kids Grow Up. For starters, Sarah should reprimand Josh for bypassing her; he should respect her authority and work with her, not around her. But Sarah must address Josh's frustrations. Like many Gen Yers, he wants to know that his work is meaningful, and he needs constructive feedback on suggestions. Enterprise Rent-A-Car president Pamela Nicholson says that given the CEO's enthusiasm, Sarah should commend Josh's initiative but remind him to keep her in the loop. Sarah and Josh also might be able to forge a more productive relationship if Rising Entertainment set up training and feedback programs to help integrate Gen Yers into the workforce, as Enterprise has. Jim Miller, an executive VP at General Tool & Supply, thinks Josh put his team in jeopardy by doing his assigned tasks poorly. Sarah needs to coach him on being a team pla    When Salaries Aren’t Secret   Add   View  6 pp.  HBR Case Study Author(s): Case, John Publication Date: 05/01/2001 Product Type: Harvard Business Review Article HBS Number: R0105X Subjects: Brief case; Compensation; HBR case discussions; Human resources management; Open book management; Wages & salaries Academic Discipline: Human resources management Product Description: The day before Treece McDavitt was to leave RightNow!, an off-price women's fashion retailer, the 26-year-old computer wizard accessed HR's files and e-mailed employees' salaries to the entire staff. Now everyone knows what everyone else is making; they are either infuriated that they are making too little or embarrassed that they are making too much. Salary disparities are out there for everyone to see, and CEO Hank Adamson has to do something to smooth things over. Hank's trusted advisers talk extensively with the CEO about his options, ultimately coming down on two sides. Charlie Herald, vice president of human resources, takes a “You get a lemon, you make lemonade” approach: keep making the salaries public to ensure fairness and to push employees to higher performance, he advises. Meanwhile, CFO Harriet Duval sees the need for damage control: apologize, clean up the company's compensation system, and continue to keep — or at least try to keep — salaries private, she says. May be used with: (R0105Z) When Salaries Aren't Secret (Commentary for HBR Case Study).   Add   View  10 pp.  HBR Case Study and Commentary Author(s): Case, John; Sim, Victor; Bakke, Dennis; Kay, Ira; Tulgan, Bruce Publication Date: 05/01/2001 Product Type: Harvard Business Review Article HBS Number: R0105A Subjects: Brief case; Compensation; HBR case discussions; Human resources management; Open book management; Wages & salaries Academic Discipline: Human resources management Product Description: The day before Treece McDavitt was to leave RightNow!, an off-price women's fashion retailer, the 26-year-old computer wizard accessed HR's files and e-mailed employees' salaries to the entire staff. Now everyone knows what everyone else is making; they are either infuriated that they are making too little or embarrassed that they are making too much. Salary disparities are out there for everyone to see, and CEO Hank Adamson has to do something to smooth things over. Hank's trusted advisers talk extensively with the CEO about his options, ultimately coming down on two sides. Charlie Herald, vice president of human resources, takes a “You get a lemon, you make lemonade” approach: keep making the salaries public to ensure fairness and to push employees to higher performance, he advises. Meanwhile, CFO Harriet Duval sees the need for damage control: apologize, clean up the company's compensation system, and continue to keep — or at least try to keep — salaries private, she says.    The Layoff   Add   View  4 pp.  Case Study Author(s): Fryer, Bronwyn Publication Date: 03/01/2009 Product Type: Harvard Business Review Article HBS Number: R0903X Subjects: Downsizing Academic Discipline: Human resources management Product Description: Astrigo is in trouble. The home improvement chain has missed its earnings forecast badly and sales are falling. A 10% reduction in staff looks like the only choice. Layoffs, however, would undermine the retailer's longtime commitment to employees and the ability to provide its famed customer service. But tapping cash reserved for strategic acquisitions goes against the firm's values, too. What should the CEO do? Four experts comment on this fictional case study in R0903A and R0903Z.   Add   View  7 pp.  Case Study and Commentary Author(s): Fryer, Bronwyn; Peabody, Maryanne; Stybel, Laurence J.; Sutton, Robert I.; Dormann, Jurgen Publication Date: 03/01/2009 Product Type: Harvard Business Review Article HBS Number: R0903A Subjects: Downsizing Academic Discipline: Human resources management Product Description: Astrigo is in trouble. The home improvement chain has missed its earnings forecast badly and sales are falling. A 10% reduction in staff looks like the only choice. Layoffs, however, would undermine the retailer's longtime commitment to employees and the ability to provide its famed customer service. But tapping cash reserved for strategic acquisitions goes against the firm's values, too. What should the CEO do? Four experts comment on this fictional case study in R0903A and R0903Z.    Do Something — He’s About to Snap   Add   View  8 pp.  Case Study Author(s): Roche, Eileen Publication Date: 07/01/2003 Product Type: Harvard Business Review Article Product Description: For teaching purposes, this is the case-only version of the HBR case study. The commentary-only version is Reprint R0307Z. The complete case study and commentary is Reprint R0307A. Lynne Tabor, an IT manager at manufacturing giant MMI, has a great team. Everyone works hard and gets along. Everyone, that is, except Max Dyer. Dyer is a talented programmer, but he's terrible in the interpersonal skills department. So terrible, in fact, that three years ago Tabor reworked his job after employees complained that he was unengaged and even belligerent. Since then, he's been a solid worker, putting in extra hours and meriting good performance evaluations. But recently, Dyer's coworkers have noticed a change for the worse in him. True, everyone at MMI is on edge after a round of layoffs, but Dyer's behavior seems like more than a case of the jitters. To make matters worse, reports of a workplace shooting in Seattle are all over the news. Tabor overhears Dyer shouting at someone on the phone. One coworker finds Max pinning up a certificate from a shooting range in his cubicle, and another worries that they will all end up as statistics of office violence. They want to know how Tabor plans to ensure their safety. When Tabor tries to talk to Dyer, it's clear he thinks his coworkers are out to get him. And the truth is, they believe he fits the profile of a man on the edge. But what can Tabor do about an employee who has never made so much as a veiled threat to anyone? Commentators James Alan Fox, a professor of criminal justice at Northeastern University; Steve Kaufer, a cofounder of the Workplace Violence Research Institute; Christine Pearson, a management professor at Thunderbird; Christine Porath, a professor of management and organizational behavior at the University of Southern California's Marshall School of Busin   Added   View  12 pp.  Case Study and Commentary Author(s): Roche, Eileen Publication Date: 07/01/2003 Product Type: Harvard Business Review Article Product Description: Lynne Tabor, an IT manager at manufacturing giant MMI, has a great team. Everyone works hard and gets along. Everyone, that is, except Max Dyer. Dyer is a talented programmer, but he's terrible in the interpersonal skills department. So terrible, in fact, that three years ago Tabor reworked his job after employees complained that he was unengaged and even belligerent. Since then, he's been a solid worker, putting in extra hours and meriting good performance evaluations. But recently, Dyer's coworkers have noticed a change for the worse in him. True, everyone at MMI is on edge after a round of layoffs, but Dyer's behavior seems like more than a case of the jitters. To make matters worse, reports of a workplace shooting in Seattle are all over the news. Tabor overhears Dyer shouting at someone on the phone. One coworker finds Max pinning up a certificate from a shooting range in his cubicle, and another worries that they will all end up as statistics of office violence. They want to know how Tabor plans to ensure their safety. When Tabor tries to talk to Dyer, it's clear he thinks his coworkers are out to get him. And the truth is, they believe he fits the profile of a man on the edge. But what can Tabor do about an employee who has never made so much as a veiled threat to anyone? Commentators James Alan Fox, a professor of criminal justice at Northeastern University; Steve Kaufer, a cofounder of the Workplace Violence Research Institute; Christine Pearson, a management professor at Thunderbird; Christine Porath, a professor of management and organizational behavior at the University of Southern California's Marshall School of Business; and Ronald Schouten, the director of the Law and Psychiatry Service at Massachusetts General Hospital, offer advice in this fictional case study. THIS HBR CASE STUDY INCLUDES    In a World of Pay   Add   View  8 pp.  Case Study Author(s): Fryer, Bronwyn Publication Date: 11/01/2003 Product Type: Harvard Business Review Article Product Description: For teaching purposes, this is the case-only version of the HBR case study. The commentary-only version is Reprint R0311Z. The complete case study and commentary is Reprint R0311A. Jurgen Mehr, the European head of marketing for German software giant Typware, is irate about the salary demands of the American executive he wants to hire. Anne Prevost, the executive in question, is the marketing director at a U.S. software company that has been making forays into Typware's markets. She engineered a huge uptick in sales for her company, and now she is ready to jump ship -- provided Typware makes her a good offer. She would be a brilliant catch. But the salary she wants is nearly as much as Mehr's. Since 1996, Typware has ventured aggressively into international markets. The consultants who helped negotiate compensation for overseas employees recommended variable standards depending on the employee's location. However, individual expatriate packages are becoming increasingly complicated. HBR senior editor Bronwyn Fryer explores the question of what kind of international compensation approach Typware should adopt. In R0311Z, commentators George T. Milkovich, the Catherwood Professor at Cornell University; Jeffrey Alan Thinnes, the managing director of Manugistics Central Europe, a U.S. software subsidiary based in Germany; Joseph Yaffe, a partner with the global law firm Latham & Watkins; and Dietmar Kokott, the senior vice-president of global human resources, executive management, and development at BASF Group, offer expert advice on this fictional case study. HBS Number: R0311X Subjects: Compensation; Germany; HBR Case Discussions; Human resources management; Software Academic Discipline: Human resources management   Add   View  16 pp.  Case Study and Commentary Author(s): Fryer, Bronwyn Publication Date: 11/01/2003 Product Type: Harvard Business Review Article Product Description: Jurgen Mehr, the European head of marketing for German software giant Typware, is irate about the salary demands of the American executive he wants to hire. Anne Prevost, the executive in question, is the marketing director at a U.S. software company that has been making forays into Typware's markets. She engineered a huge uptick in sales for her company, and now she is ready to jump ship -- provided Typware makes her a good offer. She would be a brilliant catch. But the salary she wants is nearly as much as Mehr's. Since 1996, Typware has ventured aggressively into international markets. The consultants who helped negotiate compensation for overseas employees recommended variable standards depending on the employee's location. However, individual expatriate packages are becoming increasingly complicated. HBR senior editor Bronwyn Fryer explores the question of what kind of international compensation approach Typware should adopt. Commentators George T. Milkovich, the Catherwood Professor at Cornell University; Jeffrey Alan Thinnes, the managing director of Manugistics Central Europe, a U.S. software subsidiary based in Germany; Joseph Yaffe, a partner with the global law firm Latham & Watkins; and Dietmar Kokott, the senior vice-president of global human resources, executive management, and development at BASF Group, offer expert advice on this fictional case study. THIS HBR CASE STUDY INCLUDES BOTH THE CASE AND THE COMMENTARY. FOR TEACHING PURPOSES, THE REPRINT IS ALSO AVAILABLE IN TWO OTHER VERSIONS: CASE STUDY ONLY, REPRINT R0311X, AND COMMENTARY ONLY, REPRINT R0311Z. HBS Number: R0311A Subjects: Compensation; Germany; HBR Case Discussions; Human resources management; Software Academic Discipline: Human resources management    Losing It   Add   View  8 pp.  Case Study Author(s): Coutu, Diane L. Publication Date: 04/01/2004 Product Type: Harvard Business Review Article Product Description: For teaching purposes, this is the case-only version of the HBR case study. The commentary-only version is Reprint R0404Z. The complete case study and commentary is Reprint R0404A. ``It's worse than I thought....She's completely lost her mind,'' says Harry Beecham, the CEO of blue chip management consultancy Pierce and Co. The perplexed executive was in a hotel suite with his wife in Amsterdam, the latest stop on his regular trek to dozens of Pierce offices worldwide. In his hand was a sheaf of paper -- the same message sent over and over again by his star employee and protegee Katharina Waldburg. The end of the world is coming, she warned. ``Someone is going to die.'' Harry wouldn't have expected this sort of behavior from Katharina. After graduating with distinction from Oxford, she made a name for herself by single-handedly building Pierce's organizational behavior practice. At 27, she's poised to become the youngest partner ever elected at the firm. But Harry can't ignore the faxes in his hand. Or the stream of consciousness e-mails Katharina's been sending to one of the directors in Pierce's Berlin office -- mostly gibberish but potentially disastrous to Katharina's reputation if they ever got out. Harry also can't dismiss reports from Roland Fuoroli, manager of the Berlin office, of a vicious verbal exchange Katharina had with him, or of an ``over the top'' lunch date Katharina had with one of Pierce's clients in which she was explaining the alphabet's role in the creation of the universe. Harry is planning to talk to Katharina when he gets to Berlin. What should he say? And will it be too late? In R0404Z, four commentators offer their advice in this fictional case study. They are Kay Redfield Jamison, a professor of psychiatry and a co-author of Manic-Depressive Illness; David E. Meen, a former direct   Add   View  12 pp.  Case Study and Commentary Author(s): Coutu, Diane L. Publication Date: 04/01/2004 Product Type: Harvard Business Review Article Product Description: ``It's worse than I thought....She's completely lost her mind,'' says Harry Beecham, the CEO of blue chip management consultancy Pierce and Co. The perplexed executive was in a hotel suite with his wife in Amsterdam, the latest stop on his regular trek to dozens of Pierce offices worldwide. In his hand was a sheaf of paper -- the same message sent over and over again by his star employee and protegee Katharina Waldburg. The end of the world is coming, she warned. ``Someone is going to die.'' Harry wouldn't have expected this sort of behavior from Katharina. After graduating with distinction from Oxford, she made a name for herself by single-handedly building Pierce's organizational behavior practice. At 27, she's poised to become the youngest partner ever elected at the firm. But Harry can't ignore the faxes in his hand. Or the stream of consciousness e-mails Katharina's been sending to one of the directors in Pierce's Berlin office -- mostly gibberish but potentially disastrous to Katharina's reputation if they ever got out. Harry also can't dismiss reports from Roland Fuoroli, manager of the Berlin office, of a vicious verbal exchange Katharina had with him, or of an ``over the top'' lunch date Katharina had with one of Pierce's clients in which she was explaining the alphabet's role in the creation of the universe. Harry is planning to talk to Katharina when he gets to Berlin. What should he say? And will it be too late? Four commentators offer their advice in this fictional case study. They are Kay Redfield Jamison, a professor of psychiatry and a co-author of Manic-Depressive Illness; David E. Meen, a former director at McKinsey & Co.; Norman Pearlstine, the editor-in-chief at Time Inc.; and Richard Primus, an assistant law professor at the University of Michigan. THIS HBR CASE STUDY INCLUDES BOTH THE    Micromanager   Add   View  8 pp.  Case Study Author(s): Fryer, Bronwyn Publication Date: 09/01/2004 Product Type: Harvard Business Review Article Product Description: For teaching purposes, this is the case-only version of the HBR case study. The commentary-only version is reprint R0409Z. The complete case study and commentary is reprint R0409A. George Latour considers himself a good leader. As CEO of Retronics, Latour has a mandate to grow revenues with an eye toward taking the software engineering firm public by 2006. At the behest of the chairman of the board, he has hired a new marketing director, Shelley Stern--"a thoroughbred" who, the chairman insists, just needs a little training in the business. Latour does his best to bring his new hire up to speed. He has Stern sit in on developers' meetings and accompany the sales force on client calls. He takes pains to help her correctly position marketing and press materials. But Stern never seems really to take the bit. In fact, Stern considers Latour's hands-on management style oppressive, and she's dreadfully unhappy. What's more, she is spread too thin. Yet, when she asks for help--if not additional staff, at least an outside contractor--Latour asks for a list of everything she's working on and tells her he'll help her prioritize. In this fictional case, a he-said, she-said debate erupts over competing management styles. Four commentators--Jim Goodnight, the CEO of SAS Institute; Mark Goulston, a psychiatrist and the senior vice-president at Sherwood Partners; J. Michael Lawrie, the CEO of Siebel Systems; and Craig Chappelow, the senior manager of assessment and development resources at the Center for Creative Leadership--offer their perspectives on the problem and how to solve it. HBS Number: R0409X Subjects: Brief case; HBR Case Discussions; Human resources management; Management of professionals; Management styles Academic Discipline: Human resources management    Succession and Failure   Add   View  8 pp.  Case Study Author(s): Cespedes, Frank V.; Galford, Robert Publication Date: 06/01/2004 Product Type: Harvard Business Review Article Product Description: For teaching purposes, this is the case-only version of the HBR case study. The commentary-only version is Reprint R0406Z. The complete case study and commentary is Reprint R0406A. Norman Windom, the chairman of Tiverton Media, may not know much about the world of popular music, but he does fancy himself a careful planner and a superb judge of managerial talent. That's why he's been grooming COO Sean Kinnane, a Wharton-minted numbers man, to take over an important division, Aleph Records, and one day Tiverton itself. But Derek Solomon, Aleph's 68-year-old CEO and founder, remains a creative force and a father figure to the label's artists. What's more, he's touchy about anything that might slow down Aleph's responses to the market's ever-shifting preferences -- or that might call into question his indispensability. Though Sean dutifully participates in Tiverton's broad-based and elaborate executive development plan, he senses that Aleph's future leadership structure is uncertain. As impatient as he is ambitious, he announces that he's leaving Tiverton for more suitable pastures. Several of his associates, also unsure about their fate within Aleph, are following him out the door. In one fell swoop, they've torn Norman's proud succession plan apart. What kind of plan should the board adopt going forward? In R0406Z, commenting on this fictional case study are Francis N. Bonsignore, a senior vice-president at Marsh & McLennan; Michelle L. Buck, a clinical associate professor of management and organizations at Northwestern's Kellogg School of Management; Jon Younger, who heads leadership development at National City Corp., a financial holding company in Cleveland; and Thomas Leppert, the chairman and CEO of the Turner Corp., a large construction company in Dallas. HBS Number: R0406   Add   View  12 pp.  Case Study and Commentary Author(s): Cespedes, Frank V.; Galford, Robert Publication Date: 06/01/2004 Product Type: Harvard Business Review Article Product Description: Norman Windom, the chairman of Tiverton Media, may not know much about the world of popular music, but he does fancy himself a careful planner and a superb judge of managerial talent. That's why he's been grooming COO Sean Kinnane, a Wharton-minted numbers man, to take over an important division, Aleph Records, and one day Tiverton itself. But Derek Solomon, Aleph's 68-year-old CEO and founder, remains a creative force and a father figure to the label's artists. What's more, he's touchy about anything that might slow down Aleph's responses to the market's ever-shifting preferences -- or that might call into question his indispensability. Though Sean dutifully participates in Tiverton's broad-based and elaborate executive development plan, he senses that Aleph's future leadership structure is uncertain. As impatient as he is ambitious, he announces that he's leaving Tiverton for more suitable pastures. Several of his associates, also unsure about their fate within Aleph, are following him out the door. In one fell swoop, they've torn Norman's proud succession plan apart. What kind of plan should the board adopt going forward? Commenting on this fictional case study are Francis N. Bonsignore, a senior vice-president at Marsh & McLennan; Michelle L. Buck, a clinical associate professor of management and organizations at Northwestern's Kellogg School of Management; Jon Younger, who heads leadership development at National City Corp., a financial holding company in Cleveland; and Thomas Leppert, the chairman and CEO of the Turner Corp., a large construction company in Dallas. THIS HBR CASE STUDY INCLUDES BOTH THE CASE AND THE COMMENTARY. FOR TEACHING PURPOSES, THE REPRINT IS ALSO AVAILABLE IN TWO OTHER VERSIONS: CASE STUDY ONLY, REPRINT R0406X, AND COMMENTARY ONLY, REPRINT R0406Z.    We Googled You   Add   View  4 pp.  Case Study Author(s): Coutu, Diane L. Publication Date: 06/01/2007 Product Type: Harvard Business Review Article HBS Number: R0706X Subjects: Employees; HBR case discussions; Hiring; Human resources management; Legal aspects of business; Right of privacy Academic Discipline: Human resources management Product Description: As the CEO of Hathaway Jones, an American luxury apparel retailer, Fred Westen has spent the past four years struggling to revamp his company's stodgy image and boost flagging sales. He's just announced an ambitious plan to elbow in on China's fast-growing luxury goods market when he gets a call from an old prep school friend. Fred agrees to meet his friend's daughter, Mimi Brewster, to see whether she might be able to head up the company's flagship store in Shanghai. Fred is impressed by Mimi's CV, and the interview goes off without a hitch, but a routine Google search turns up information about her that could affect the company's performance in China. News stories and photos reveal that when Mimi was fresh out of college, she'd participated in nonviolent but vocal demonstrations — including one in front of China's San Francisco consulate — against the World Trade Organization. As the vice president of HR urges caution, Fred ponders hiring practices in the digital age. He knows that nothing is secret anymore — especially among younger people, who brazenly post the most intimate details of their lives for the world to see. If he hires Mimi, and her past conduct becomes widely known, his company's expansion overseas could be set back. But rising stars like Mimi don't walk in the door every day. Should Fred hire her despite her online history? May be used with: (R0706Z) We Googled You (HBR Case Commentary).   Add   View  8 pp.  Case Study and Commentary Author(s): Coutu, Diane L.; Joerres, Jeffrey A.; Fertik, Michael; Palfrey, John G., Jr.; boyd, danah m. Publication Date: 06/01/2007 Product Type: Harvard Business Review Article HBS Number: R0706A Subjects: Employees; HBR case discussions; Hiring; Human resources management; Legal aspects of business; Right of privacy Academic Discipline: Human resources management Product Description: As the CEO of Hathaway Jones, an American luxury apparel retailer, Fred Westen has spent the past four years struggling to revamp his company's stodgy image and boost flagging sales. He's just announced an ambitious plan to elbow in on China's fast-growing luxury goods market when he gets a call from an old prep school friend. Fred agrees to meet his friend's daughter, Mimi Brewster, to see whether she might be able to head up the company's flagship store in Shanghai. Fred is impressed by Mimi's CV, and the interview goes off without a hitch, but a routine Google search turns up information about her that could affect the company's performance in China. News stories and photos reveal that when Mimi was fresh out of college, she'd participated in nonviolent but vocal demonstrations — including one in front of China's San Francisco consulate — against the World Trade Organization. As the vice president of HR urges caution, Fred ponders hiring practices in the digital age. He knows that nothing is secret anymore — especially among younger people, who brazenly post the most intimate details of their lives for the world to see. If he hires Mimi, and her past conduct becomes widely known, his company's expansion overseas could be set back. But rising stars like Mimi don't walk in the door every day. Should Fred hire her despite her online history?

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