Situation #1

1. Based on in class discussion of performance evaluation and feedback, what type of feedback should Isabele receive?

2. What, if any, changes need to be made to the hiring, onboarding, and training procedures?

Employee(s):

Isabele Madaj is the newest addition to the Elite EquiSales team. She graduated from the University of Kentucky with a Bachelor of Equine Science & Management with a minor in Agricultural Economics. She has been a working student and rider for several prestigious riders in the hunter/jumper discipline and has vet tech experience. She has great references and

Hiring/Onboarding Process:

Isabele went through a phone interview with the owner, as well as an in-person panel followed by a working interview. She was unanimously voted the best candidate out of a large pool as she seemed to have the most experience as well as the best attitude. After accepting the position, she went through one full week of hands-on training at the farm as well as another week of guided work. There is no official "handbook" or written policy for jobs on the farm. But, she took excellent care of the horses and seemed to be a very quick study.

Situation Requiring Attention:

Last week, with the rest of the team at a horse show at the Kentucky Horse Park, Isabele was at the farm riding alone. Realizing we had forgotten to bring a pitchfork to the show grounds, one of the riders popped back over to the farm to grab one. When they arrived, they walked in on Isabele using a great deal of force with one of the horses.

Situation #2

Prompt

3. Using what you know about situational leadership, managementstyles, and motivational outlooks, how can Dina better manage Terrance during this transition?

Employee(s):

Terrance has been working in at KY Farms Insurance for 12 years. He recently moved into insurance sales from the claims division, where he enjoyed working but felt he had reached an advancement ceiling. Terrance is excited about the new role, but has a lot of learning to do.

Onboarding and Training:

Since Terrance has been with KY Farms for over a decade, no onboarding or training are provided. He is given a new job description and a new work station.

Situation Requiring Attention:

Dina, Terrance's new supervisor, knows that Terrance has an excellent record and is excited to have him carry his success to her team. However, she notices that Terrance really struggles adjusting to the new position. Sometimes he moves ahead too quickly with an idea or process, without supervision, and makes many mistakes; sometimes, he just seems completely indecisive and defeated altogether. Terrance is feeling a lot of pressure to perform in this new role and guilty for his lack of understanding the job responsibilities, and knows he is expected to bring the same level of success to his new team even though he is not feeling very connected to them yet. Dina, as a sales manager to a team of seasoned senior sales executives, has generally experienced success using a laissez-faire management style. But, she thinks it might be time for a different approach.

Situation #3 -

4. Considering what you learned about the Thomas-Kilmann Conflict Model and conflict management styles, how do you think the head groom needs to handle the conflict between the three student workers?

5. Recalling our discussions on compensation and perceived pay imbalances, what should the head groom consider when preparing to address the root cause of the issue?

Employee(s):

Sharon Samuels is a working student for Timberline Farm. She was hired in June of 2023, at the beginning of the farm's summer show season. She attended the University of Kentucky in the fall of 2020, but only stayed for two semesters before leaving to work full time in the equine industry. She came into the role with previous experience in a show barn and solid references.

Hiring/Onboarding Process:

Sharon answered a job posting sent out by Timberline Farm on their various social media profiles (Facebook, Instagram, etc...). She received a preliminary interview on site, and met with the farm owner/head rider, as well as several other grooms and working students already employed by Timberline. Several days following her interview, she received an offer and negotiated the terms/compensation based upon her prior experience. The final terms included board and training for one horse, living quarters on site, and a weekly stipend of $200/week in exchange for six days of work per week. During her first week, Sharon shadowed Timberline's head groom and learned the ins and outs of the farm's day-to-day operations, and then jumped in full time working alongside the other girls.

Situation Requiring Attention:

Sharon is one of three working students currently employed at Timberline Farm. When she began, the other two girls had worked in the program for six and nine months, respectively. While both have proven to be good equestrians and solid employees, their experience levels coming into the role were not on the same level as Sharon. Upon hiring, each was offered a base compensation package. Neither of these employees, however, elected to negotiate further, and simply accepted the terms at face value. While out to dinner with her fellow coworkers, Sharon mentioned an aspect of her compensation, which was not provided to the other girls. Upon hearing this, the other two became quite frustrated, lashing out at Sharon and leaving the table. Since this initial incident, the working environment and relationships between the three working students has deteriorated significantly, to the point that it is noticeable to clients and other employees on the property. The conflict came to a head a few days later, when one of the girls engaged in a shouting match with Sharon, in front of a client in the indoor arena. The head groom, who oversees the working students on a daily basis, must address the situation.