Case study Roberta recently joined SpectraFusion, a new company, as a Customer Service Agent. As part of her onboarding process, Roberta is paired with George, who is assigned to mentor her during her first month on the job.

During her first week, while Roberta was manning the phones, she encountered an irate customer who is upset about a delayed delivery. After the call ends, George expresses his frustration with her, as well. Roberta feels defeated and embarrassed.

Later, in the company lunchroom, Roberta overhears her colleagues discussing George's personal struggles with one of his sons at home. This offered her some insight into his behaviour, which makes Roberta feel even more embarrassed; She doesn't have any of the same pressures at home that George faces.

After three months, Roberta is scheduled for a performance review with her manager, Nancy, which was essential to pass the company probation. Feeling unprepared, Roberta attends the meeting. However, at the last minute, Nancy cancels the meeting and reschedules it for the following month.

During the rescheduled meeting, Nancy asks Roberta to set a development goal. Surprisingly, Nancy suggests that Roberta take a Photoshop course, even though it isn't relevant to her role as a Customer Service Agent.

After her performance review, Roberta runs into George in the hallway. Roberta hasn't spoken to George since the incident with the angry customer during her first week. George inquires why Roberta hadn't reached out for guidance, especially since a new customer support process has been introduced. Roberta is puzzled because she hasn't been informed about this change, but George explains that updates are found on the company's intranet site. Roberta is also confused by George's friendly demeanor.

After six months, Roberta decides she is dissatisfied with her experience at SpectraFusion and begins searching for a new job.

SHORT ANSWER QUESTIONS

1. Imagine that Roberta has come to you for guidance. Using the four levels of listening, identify a problem and suggest a solution that Roberta might come up with.

(4 points for defining the four levels of listening, 3 points for identifying an adequate problem, and 3 points for a viable solution.)

1. Identify 5 of the 6 types of questions we discussed in class. For each type, come up with a question that you might ask Roberta about her situation at SpectraFusion.

(1 point for each type of question, 5 points in total; 1 point for each question per type, 5 points in total.)

1. Using one of the three definitions of trust we discussed in class, identify how SpectraFusion created an untrusting culture.

(5 points for a definition of trust, 5 points for creating an untrusting culture.)

1. List the 6 components of a performance management system. Choose 2 of the components and explain how you might improve this portion within SpectraFusion.

(1 point per component, 6 point in total; 2 points per component improvement, 4 points in total.)

1. Using one of the three contemporary coaching approaches, suggest how Nancy might improve things between Roberta and George. Lastly, if you were Nancy, how might you make sure things stay positive between Roberta and George moving forward?

(3 points for defining a coaching approach, 4 points for the improvement, 3 points for a solution to maintain a positive work environment.)

1. Identify and define a goal setting tool. Using the tool, suggest an appropriate goal for Roberta to aid her in reaching her full potential as a Customer Service Agent.

(4 points for identifying and defining a tool, 4 points for using the tool, 2 points for coming up with a solution.)

1. Roberta hasn't received a positive first impression to any relationships at SpectraFusion. Provide 5 elements to be considered when making a first impression. Then, suggest 5 ways any of the individuals in this case study could have improved their first impression.

(1 point per element, 5 points in total; 1 point her improvement suggestion, 5 points in total.)