Jack Simpson, newly appointed human resources director for Geridan Contracting Corporation (GCC), had had an unusual morning. First on his agenda was an exit interview with Maria Johnson, the company president’s executive secretary. Johnson had simply informed Simpson she was quitting, giving no reason. Judging from her performance reviews over the last few years, Simpson believed her to be a competent, enthusiastic, and dedicated employee. Even though Simpson had little knowledge of her workload, he could see no obvious reason for the resignation. He had set up this exit interview hoping to find out why she had quit. Next on Simpson’s agenda was an interview with Ryan Ross, the president of GCC, who wanted to talk to Simpson before Simpson began interviewing later in the day for the secretary’s replacement. Simpson had never conducted an interview for a president’s secretary before, but he had planned on getting a good idea of what to look for during his talk with Johnson. He believed Ross would also advise him on what he expected from the secretary’s replacement. However, when Simpson and the resigning executive secretary, Johnson, sat down in a quiet conference room at 8:30 a.m., the HR director's ears began to burn. Johnson explained that for the last six months she was being sexually harassed by Ross and that she was considering suing GCC (and Ross in particular). Simpson needs to know more about this accusation in case it does develop into a more serious situation. Also, the more facts he has, the better prepared he will be to discuss the situation with the president. What interview strategy should Simpson use with the secretary?

1. What type of questions would you recommend? What sequence?

2. What do you think will be the major barriers in this interview? Why?

3. What can Simpson do to be sure he is getting the facts?