Nov 3 • General discussion
Daily SJQ
Your CFO proposes an aggressive retention strategy: offer large bonuses to high-performers but fund it by cutting training budgets, delaying diversity initiatives, and freezing entry-level hiring. You’re asked to present this proposal to the board. While it may reduce attrition short-term, you worry about long-term damage to innovation and company reputation.
Questions:
- What should you do before presenting to the board?
- A. Revise the proposal to make it more palatable to employees.
- B. Analyze the business risks and prepare alternative models.
- C. Present the CFO’s version as-is to maintain alignment.
- D. Decline to present and let the CFO lead the pitch alone.
- How can you express concerns about the plan’s ethics?
- A. Leak your concerns anonymously to employee advocates.
- B. Raise objections in front of the board without prior warning.
- C. Schedule a meeting with the CFO to discuss potential risks.
- D. Implement it and document outcomes in case of future backlash.
- The CFO insists the plan is necessary for shareholder confidence. What’s your best move?
- A. Support the plan and focus on execution.
- B. Propose a phased rollout while evaluating impact.
- C. Publicly criticize the plan to distance HR from liability.
- D. Resign in protest and make your stance known.
- How should you involve employees in retention planning?
- A. Survey employees and use data to influence board decisions.
- B. Avoid employee input to keep decisions confidential.
- C. Host open forums to let staff debate budget priorities.
- D. Focus only on high-performers’ feedback.
- What’s a strategic way to move forward?
- A. Build a hybrid plan balancing retention, diversity, and development.
- B. Defer to finance and exit strategic discussions.
- C. Push back strongly until the plan is withdrawn.
- D. Prioritize cost savings over people strategy.
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