Though 25 years of hard work and good luck, Dave Francisco built up his company, Properties, from one small apartment unit into a multimillion- dollar management enterprise. Because the units were located at different sites, Francisco had to rely on five other property managers. Each manager had almost full authority and responsibility for renting and maintaining the facilities under their control, servicing the renters, and collecting payments. One property manager, Cristina Crawford, had been with Francisco for more than ten years and was very adept in her work. The prize facility of the five properties which Cristina was responsible was Manor Towers, a 250-unit complex. Manor Towers appealed to over 55 age group and retired individuals. A resident manager was responsible for the daily chores of managing and maintaining the Towers. To guarantee round-the-clock access, the resident man- ager's employment agreement included rent-free use of an apartment along with free utilities and phone services. In addition, the resident manager had passkeys to enter any part of the building to work on problems at times that were most convenient to the residents. About two years ago, during a sweltering summer, the resident manager at Manor Towers retired. Cristina was most concerned about replacing him with someone who could work on and fix the temperamental air conditioning and other systems in the Towers. She ran a help wanted ad Craigslist, asking applicants to phone her office if interested. Cristina screened the calls herself. To determine minimum qualifications, she asked each applicant about their experience in working with centrifugal air conditioners and elevators and their prior experience in managing high-rise units. She also asked what their family situation was like. One of the phone-in applicants who impressed her most was a 35-year-old man named Mike Lowe. Mike indicated he had solid qualifications; he was currently employed as a resident manager in a high-rise apartment-hotel combination and looking for another job that involved less commuting. He sent in a resume, which included his current employer as a reference. Cristina interviewed Mike in person and then visited his home, where she met his wife and son. Cristina also called his employer and asked if he would hire Mike back, to which the manager said yes. Satisfied with his background and pleased with her impression, Cristina hired Mike; he and his family moved into the apartment soon after. During the first year or so, things seemed to go smoothly. Cristina would regularly visit the Towers and meet with Mike to review matters. She always called him first to notify him of the meetings, so she knew he would be available. She generally heard excellent things about him from the tenants, who loved his ability to fix almost any problem they had. However, she did hear an occasional complaint about Mike drinking while on duty. On further investigation, she had learned of a few specific occasions when he had appeared to be somewhat intoxicated or smelled of alcohol. Still, as some of these instances occurred during off-hours, Cristina was not too concerned. This period of good feeling lasted through the first year. Then one day, not long after Mike's first anniversary with the company, Cristina stopped by unannounced to talk with him about a project. She could not locate him in the building, so she went to his apartment. After repeated knocking, Mike opened the door. He was dressed in a bathrobe, his hair was a mess, and he had not shaved in some time. He had been asleep, and although she was a good three feet away from him, Cristina could smell the unmistakable scent of alcohol. He was very drunk. He explained that his wife had left him the night before. Cristina listened, then talked with him about the drinking. He admitted to some problems in the past with alcohol. Cristina suggested he get help; attend Alcoholics Anonymous or check into a Rehab Center. A few weeks later, Cristina asked Mike if he had gone, and he said yes. After a month or so, because there were no further complaints, Cristina assumed the problem had been resolved, and things returned to normal. About two weeks later, Cristina heard an alarming report from Juanita Williams. Ms. Williams was the daughter of Mrs. Jones, a tenant in the building. Ms. Williams, an official with the city government, and regularly visited her retired mother. In early May, on an early Sunday evening, she dropped her mother off at the Towers after they had spent a day in the city. Walking by the car, Mike Lowe noticed them and opened the door to help Mrs. Jones out. While holding the door, Juanita Williams gave her mother a bundle of dollar bills, approximately $150. Mike escorted Mrs. Jones into the building, and she went to her apartment. However, early the next day, Mrs. Jones called her daughter to report that the money was missing. Curiously, Mrs. Jones told her daughter, the chain was still on the door, so she could not understand what had happened. Juanita Williams had the police investigate, but they found no sign of forced entry. What they did find, on closer inspection, was that one of the links on the chain had been finely sawn in half, then replaced. They concluded it was an inside job of some sort. Juanita Williams called to ask Cristina what could be done. Cristina promised to look into the matter immediately and called Mrs. Jones. In that conversation, Cristina learned from Mrs. Jones that other tenants had also experienced thefts of money and other valuables. It appeared that although the tenants reported the incidents to Mike Lowe, he had done nothing further with the reports, and this was the first time Cristina had heard about the problem. About two weeks later, Cristina heard an alarming report from Juanita Williams. Ms. Williams was the daughter of Mrs. Jones, a tenant in the building. Ms. Williams, an official with the city government, and regularly visited her retired mother. In early May, on an early Sunday evening, she dropped her mother off at the Towers after they had spent a day in the city. Walking by the car, Mike Lowe noticed them and opened the door to help Mrs. Jones out. While holding the door, Juanita Williams gave her mother a bundle of dollar bills, approximately $150. Mike escorted Mrs. Jones into the building, and she went to her apartment. However, early the next day, Mrs. Jones called her daughter to report that the money was missing. Curiously, Mrs. Jones told her daughter, the chain was still on the door, so she could not understand what had happened. Juanita Williams had the police investigate, but they found no sign of forced entry. What they did find, on closer inspection, was that one of the links on the chain had been finely sawn in half, then replaced. They concluded it was an inside job of some sort. Juanita Williams called to ask Cristina what could be done. Cristina promised to look into the matter immediately and called Mrs. Jones. In that conversation, Cristina learned from Mrs. Jones that other tenants had also experienced thefts of money and other valuables. It appeared that although the tenants reported the incidents to Mike Lowe, he had done nothing further with the reports, and this was the first time Cristina had heard about the problem. During this same period, Cristina received the monthly phone bill for the resident manager's apartment. Looking over the bill, Cristina noticed an unusual pattern. Many of the calls had been made to the same number, and each call lasted less than one minute. In addition, the calls had been placed continually throughout the day, starting in the morning and ending in the evening. This was the first time Cristina had noticed such a pattern in Mike's phone bills. What struck her most about it was the sheer number of calls placed during May; Mike had made over 100 calls. Cristina contacted the phone company and asked for an explanation. They told her the number Mike had called was that of a pager in an adjoining county. Because the county had a different area code, the calls were considered long-distance and showed on the bill. Cristina now suspected that drugs might be the source of the problem. Questions: Evaluate the employee selection procedure Cristina used. Given the nature of this job, it appears that the selection procedure was not sufficient. What additional steps should be included when selecting for the resident managers position? What actions should Cristina take now?