Read the scenarios in the Jones Schilling Employee Coaching Workshop. Based on the (brief) information you have, please prepare to conduct a coaching meeting for each of Jason.

JASON WONG: ENTITLED AND LACKING INITIATIVE "Jason shows flashes of brilliance, but my assessment thus far is that he lacks initiative," lamented Peter Lee, merchandising manager for JS Shops, the company's chain of health and beauty care stores. "Traditionally, we would sit the employee down and deliver a written evaluation to hint that their behaviour needs to change in order for them to be successful in a career at JS. But I think I need to take another, more nuanced approach with Jason." Peter thought about what he would say to Jason at their 4 p.IL project meeting. J'S Shops was the largest health care and beauty care chain in Asia, with over 4,000 stores in 12 Asian and European markets. Many of these stores packed 20,000 items into a small footprint, and merchandising (the selection and presentation of products for maximum appeal to consumers) was key to success. Jason was part of a team of 20 merchandising associates who were tasked with rolling out key changes to stores' product layout. It was a very detail-oriented job and required patience. Jason had to follow up with stores to make sure the new changes were rolled out on a tight timeline so that all stores displayed the same consistent look. To carry out his job, he worked from the JS office where he compiled the changes and sent out messages. But he also worked on the ground, visiting various stores to ensure that the new store layout changes were being carried out. At the store level, he worked with the managers to ensure the new layouts had been received and were being followed. Peter hired Jason out of university 12 months ago. Graduating with a degree in visual arts, Jason seemed to have a good combination of aptitude and attitude for an entry level position at IS Shops. Peter had been in the process of building a team to improve merchandising at store level, and Jason's creativity appeared to be exactly what they needed. The unexpected promotion of four individuals left positions vacant, and Jason was promoted to assistant manager a month ago. In merchandising, 80 per cent of Jason's job was to interact with people to ensure that merchandising details - promotional product and offers, training staff to educate them on upcoming promotions, coordination with suppliers - were managed. But colleagues remarked that Jason only did 90 per cent or less of what he was told to do and never displayed any initiative. For example, instead of ensuring that 100 per cent of the new store plan had been put in place, he "glanced" at the layout without checking that each product was in its place. When products were out of place or when the store layout had not been updated. Jason did not note this. This document is authorized for use only by Vimasha Calchings in MBA 8346 Spring 23 bought by Miguel Lozano Garcia, University of Houston - Downtown from Jan 2023 to Mar 2093. Page 4 98140040 Jason disappeared for a few hours a couple of times a month. Instead of spending four hours at each store conducting a check, the assistant manager reported that Jason left after an hour. He then showed up at the next store three hours after that (not including travel time), leaving a three-hour unexplained gap. When confronted, Jason said he had been very efficient and had got the work done (in fact he had, as his manager found out). He had completed a four-hour block of work in one hour by finding a way to reduce the number of steps in the review. He used a portable laptop during the store visit rather than noting the changes on paper and then transferring them to an electronic format later. This showcased his "flashes of brilliance." But even though he had done the work, a colleague asked Peter if Jason felt entitled to a three- hour break. Often, even when there was a project with a deadline looming, Jason was unafraid of checking out at 5:30 p.m. sharp each day. Peter had heard that Jason's business etiquette needed to be improved Jason was known to dress casually and call superiors by their first names. It was well-known that he was an only child and that his family had high hopes for him. No one in his family wanted to see him fail. His two parents, four grandparents and four surviving great grandparents naturally placed all their hopes on him. "How do I change Jason's attitude?," wondered Peter. "I want him to be more motivated, to be more engaged. to show initiative. On the other hand, given that Jason has not shown himself to be a stellar candidate, there is the risk that he will leave the firm if he does not react well to my feedback." Peter summarized his challenge succinctly: "How can I turn a B- player into an A player?"