| Abstract: | "Please don't tell me that I need to have a baby to have this time off." Those words were still ringing in the ears of Jessica Gonon an hour after a tense meeting with Jana Rowe, one of her key account managers. Jessica, the vice president of sales and customer support at ClarityBase, considered Jana's request for a four-day workweek, for which she was willing to take a corresponding 20% cut in pay. Although the facts seemed simple, the situation was anything but. Just last week, Davis Bennett, another account manager, had made a similar request. He wanted a lighter workload so he could train for the Ironman Triathlon World Championship. Both Jana and Davis were well aware that Megan Flood, another account manager, had been working a reduced schedule for nearly two years. When she was hired, Megan had requested Fridays off to spend time with her two young sons. And since she came highly recommended and the talent pool was tight, Jessica had agreed to the arrangement. The eight account managers at ClarityBase were in charge of helping the company's largest clients install and maintain database applications, which often required no small amount of hand-holding and coddling. Because Megan had an abbreviated schedule, the other account managers were assigned the more difficult clients. But if Jessica agreed to a shorter workweek for Jana and Davis, who would take on the toughest customers? And what would happen if the other account managers started asking for similar deals? How can Jessica maintain the productivity of her department and meet her staff's needs for flexible work schedules while striking an equitable solution for both parents and nonparents? Four experts advise Jessica on her next move in this fictional case study. |
