Group Work

Group Work: Based on the model answers given to the last three questions,
formulate three responses to each of the following caselets: a. Ordinary
Response, b. Good Response and c. Ethical (Very Good) Response, each in
about 100 words. Use the theoretical frameworks and dilemmas that we have
discussed in the class. Each Group is requested to submit the answers to all
cases. Discus together and come to general agreement on each of the cases.

I. UNETHICAL INCIDENCES
Case 1: E-commerce Giant and Vendor Manipulation

A leading Indian e-commerce platform faced an ethical dilemma when it was discovered that the
company’s algorithms favored its own in-house brands over third-party vendors. The platform,
which had promised equal visibility to all sellers, was accused by smaller businesses of
prioritizing its products, affecting sales for independent sellers. This practice, while not illegal,
created an ethical issue concerning fairness and transparency. The company had to decide
whether to continue the practice, maximizing its profits, or adopt a more equitable approach,
risking reduced earnings but maintaining ethical integrity. This dilemma raised questions about
market manipulation, vendor trust, and the broader implications for the Indian retail ecosystem.

Case 2: Pharma Company and Drug Trials

An Indian pharmaceutical firm faced a dilemma regarding the continuation of a clinical trial for a
new drug. Preliminary trials showed that the drug had severe side effects on patients, especially
from marginalized communities, who were part of the testing cohort due to easier accessibility.
While halting the trials would lead to financial losses and setbacks in drug development,
continuing could potentially harm vulnerable participants. The company was torn between the
ethical imperative of 'do no harm' and the pressure to bring the drug to market quickly, especially
during a health crisis. This situation highlighted issues of informed consent, exploitation, and the
ethics of risk in medical research.

These cases exemplify the complex ethical challenges industries face in India, balancing profit
motives with social responsibility and fairness.

Case 3: Manager-Employee Conflict over Whistleblowing

A mid-level employee in a Mumbai-based manufacturing company discovered that their direct

manager was intentionally misreporting production defects to meet targets. The company had a
strict policy on quality control due to regulatory compliance issues. When the employee
confronted the manager, they were warned not to escalate the issue, with subtle threats of
negative performance reviews. The employee faced a dilemma: report the issue to senior
management and risk career retaliation or stay silent to safeguard their job. This case illustrates
the conflict between professional integrity and fear of reprisal in hierarchical workplace settings,
highlighting the challenges in promoting an ethical culture and transparency.

Case 4: Pricing Collusion Among Competitors in the Airline Industry

In the fiercely competitive Indian airline sector, several major carriers were discovered engaging
in informal price collusion to avoid a damaging price war. Executives from multiple airlines met
privately to agree on minimum ticket prices, aiming to stabilize the market and protect profit
margins. While this strategy helped prevent cutthroat competition, it was a clear violation of
antitrust regulations and ethical business practices, leading to higher ticket prices for consumers
and reduced market fairness. The airlines faced a tough choice: continue with the informal
agreement for short-term financial gains or opt for fair competition, risking lower profits but
adhering to legal and ethical standards. This case highlights the ethical issues surrounding
competition, market manipulation, and consumer rights.

Case 5: Environmental Compliance vs. Business Expansion

in the Mining Industry

An Indian mining company faced a critical decision when planning an expansion into a forested
area. Local environmental laws required a detailed impact assessment and mitigation plan, which
would delay the project by several years and increase costs. The company’s leadership debated
bypassing certain regulations, leveraging political connections to expedite approvals. However,
this would lead to significant environmental degradation, affecting local biodiversity and the
livelihoods of indigenous communities. The ethical dilemma lay between prioritizing rapid
business growth and respecting environmental sustainability and community rights. This case
highlights the tension between profit maximization and corporate social responsibility in the
context of India’s developing economy.

Case 6: Bribery in Public Contracts

A large Indian construction company was bidding for a government infrastructure project worth
₹500 crores. During the process, a senior manager was approached by a government official who
subtly hinted that a bribe could secure the contract. Accepting the bribe would guarantee the
project, significantly boosting the company's revenue and increasing the manager’s chances for a
promotion. However, it would also involve illegal activities and compromise the company’s
reputation.
Case 7: Vendor Kickbacks in Procurement

In a prominent Indian FMCG company, a procurement manager was offered kickbacks from a
long-term vendor in exchange for awarding them a lucrative supply contract. The kickbacks
included personal gifts and a vacation package. Accepting the offer would provide personal
benefits and ensure the continued relationship with a trusted vendor, but it would come at the
cost of fair competition and could lead to inferior products.

Case 8: Managerial Arrogance Leading to High Attrition

In a prominent Indian IT company, a senior manager known for their aggressive leadership style
often belittled junior employees and dismissed feedback. This arrogance created a toxic work
environment, leading to high attrition rates, especially among talented young professionals.
Despite complaints from HR and exit interviews highlighting the issue, the manager refused to
change their approach, citing their excellent performance metrics and strong client relationships.

Case 9: Inflating Income for Promotion

An ambitious sales manager in a leading Indian retail company was up for a promotion based on
performance. To secure the position, the manager decided to inflate sales figures by including
projected orders and unconfirmed deals, presenting them as completed transactions. This
manipulation created an illusion of exceptional performance, but it was based on false data that
would eventually be exposed in future quarters.

Case 10: Misleading Advertising in the Food Industry

 Scenario:
An Indian FMCG company, Delight Foods, launched a new fruit juice brand called "Pure
Nature." The packaging prominently displayed phrases like "100% natural," "no
preservatives," and "organic ingredients." However, internal product analysis revealed the
juice contained artificial flavors, added sugars, and chemical preservatives to enhance
shelf life. The marketing team faced a dilemma: correcting the misleading claims would
likely result in a significant drop in sales, as customers might feel deceived.

Case 11: Discrimination in Recruitment

 Scenario:
TechCore Solutions, an Indian software company, was hiring for a senior data scientist
position. The CEO explicitly instructed the HR department to shortlist only candidates
from the IITs or top-tier NITs, disregarding equally qualified applicants from other
institutions. This directive stemmed from a belief that hiring from prestigious institutions
would bolster the company’s image and client appeal. The HR manager faced a dilemma
between complying with the CEO’s orders or advocating for a fairer, more inclusive
hiring process.
Case 12: Product Quality Compromise for Cost Reduction

 Scenario:
An Indian consumer electronics company, SwiftGadgets, was under pressure to cut costs
due to rising raw material prices. The operations manager suggested switching to a
cheaper supplier for key components, knowing that the new supplier’s materials were of
inferior quality. The cost reduction would help meet the company’s financial targets but
risked affecting the durability and performance of their flagship product, a popular
smartphone model.

Case 13: Unfair Pricing Strategy Against Small Retailers

 Scenario:
BigBazaar Foods, a major Indian FMCG company, decided to offer exclusive bulk
discounts to large supermarket chains like Reliance Fresh and BigBasket, leaving out
small neighborhood kirana stores. This pricing strategy aimed to boost sales volume
quickly by catering to big retailers but led to complaints from small shop owners who
could not match the discounted prices and were losing customers. The strategy threatened
to drive many small retailers out of business, disrupting the local economy.

Case 14: Fabricating Data for Market Research

 Scenario:
Insight Analytics, a marketing research firm in India, was hired to conduct a consumer
survey for a top beverage company. Due to a tight deadline and lack of field personnel,
the project manager instructed the team to fabricate survey responses instead of collecting
real data. The fabricated data would be used to make important marketing decisions,
including product launches and advertising campaigns. The firm risked damaging its
credibility if the false data was ever exposed.

Case 15: Insider Trading in the Stock Market

 Scenario:
MedGen Pharma, an Indian pharmaceutical company, was about to release a
groundbreaking drug for diabetes. A senior executive received early results from the
clinical trials, showing overwhelmingly positive outcomes. This news was expected to
cause the company’s stock price to surge once announced publicly. The executive
contemplated buying stocks before the official announcement, leveraging this insider
knowledge for personal financial gain.

Case 15: Insider Trading in the Stock Market

 Scenario:
MedGen Pharma, an Indian pharmaceutical company, was about to release a
 groundbreaking drug for diabetes. A senior executive received early results from the
clinical trials, showing overwhelmingly positive outcomes. This news was expected to
cause the company’s stock price to surge once announced publicly. The executive
contemplated buying stocks before the official announcement, leveraging this insider
knowledge for personal financial gain.

Case 16: Safety Violation in Production

 Scenario:
Bharat Chemicals, a leading chemical manufacturer in India, identified a severe safety
flaw in one of its major production units. The flaw, a malfunction in the pressure valve
system, posed a risk of toxic gas leaks, endangering the lives of over 300 workers. Fixing
the issue would require shutting down the plant for two weeks, leading to a substantial
financial loss and delayed orders. The plant manager suggested continuing production
while gradually addressing the issue, hoping to avoid any visible disruption.

Case 17: Unethical Competitive Espionage

 Scenario:
InnoSoft Technologies, an Indian software startup, was struggling to keep up with its
main competitor, TechFusion, which was about to launch a groundbreaking AI tool. A
former employee of TechFusion approached InnoSoft’s CEO, offering insider
information about the new product’s features and launch strategy for a significant fee.
The CEO knew that using this information could give them a critical edge in the market.


Case 18: Exploiting Labor in Supplier Factories

 Scenario:
Ethnic Weaves, a popular Indian fashion brand, discovered through a third-party audit
that one of its textile suppliers was employing children and paying wages well below the
minimum wage requirements. The supplier operated in a rural area with limited
regulation, making it difficult for authorities to monitor labor practices. Continuing the
partnership would keep production costs low, helping Ethnic Weaves meet its financial
targets, but it also meant turning a blind eye to severe labor exploitation.

 Case 19: Tax Evasion Scheme

 Scenario:
Indus Industries, a major conglomerate in India, was advised by its financial consultants
to transfer funds to offshore accounts in the Cayman Islands to avoid paying taxes in
 India. The strategy, though technically complex, promised to save the company millions
in taxes annually. The CFO faced a dilemma: pursue the aggressive tax avoidance
scheme to boost profits or adhere to local tax laws, accepting a higher tax burden.

 Case 20: Falsifying Sustainability Reports

 Scenario:
GreenGrowth Corp, an Indian conglomerate, published a sustainability report claiming a
25% reduction in carbon emissions over the past year. However, internal audits revealed
that the company’s actual emissions had increased by 10% due to expanded operations.
The marketing team suggested continuing with the inflated figures to maintain the
company’s positive public image, especially since investors were increasingly interested
in green and sustainable businesses.

Case 21: False Reporting of Work Hours

Scenario:
Ravi, a new software developer at a prominent IT company in Bengaluru, was under pressure to
meet his weekly work hours target for an appraisal. His manager hinted that it was acceptable to
report extra hours on his timesheet, even if he had not actually worked them. Ravi faced a
dilemma: inflate his hours to meet expectations and secure a better performance rating or report
the actual hours and risk criticism for not meeting the target.

Case 22: Being Asked to Lie to a Client

Scenario:
Pooja, an entry-level sales executive at a consumer electronics firm in Mumbai, was instructed
by her team leader to tell a potential client that their product had features it did not actually have,
in order to secure a large order. Pooja was aware that misleading the client could boost her sales
numbers and earn her a bonus but could also result in a damaged reputation if the truth came out.

Case 23: Overhearing Insider Information

Scenario:
Arjun, an entry-level analyst at a financial services firm in Delhi, overheard senior executives
discussing a potential merger that had not yet been made public. He knew that if he bought
shares in the company now, he could make a significant profit once the merger was announced.
Arjun was tempted to use this insider knowledge to make a quick gain but was aware that insider
trading is illegal and against company policy.
Case 24: Pressure to Falsify Data in a Report

Scenario:
Shreya, a junior researcher at a market research firm in Hyderabad, was tasked with compiling
data for a key client report. Her manager suggested tweaking the numbers slightly to make the
findings look more favorable, as it would increase the chances of the client renewing the
contract. Shreya felt uncomfortable about altering the data but was concerned about
disappointing her manager and potentially damaging her future prospects.

Case 25: Witnessing Harassment in the Workplace

Scenario:
Neha, a new HR assistant at a retail company in Chennai, noticed her manager making
inappropriate comments towards a female colleague during team meetings. The colleague looked
visibly uncomfortable, but no one else in the room addressed the issue. Neha was unsure whether
to speak up, fearing retaliation from her manager or being labeled as a troublemaker in her first
job.

II. ETHICAL DILEMMAS

Case 1: Employee Privacy vs. Security Monitoring in a Hybrid
Work Environment

Scenario: Digitech Solutions, an Indian IT firm, has implemented a remote productivity

monitoring software due to the shift to hybrid work. The software tracks keystrokes, screen time,
and browser usage, sending detailed reports to managers. Although the company introduced it to
enhance productivity, employees began expressing concerns about invasion of privacy. Many
argued that constant monitoring created stress and hampered their sense of autonomy, affecting
job satisfaction. The company faces a dilemma: continue using the software to ensure
accountability or respect employees’ privacy and risk a potential drop in productivity.

Case 2: Community Impact vs. Corporate Expansion

Scenario: Green Earth Agro, an agribusiness company based in India, plans to expand its
production facility. The proposed site includes land owned by local tribal communities who
depend on it for their subsistence farming. While the company can legally purchase the land at
market value, doing so would disrupt the community’s way of life. Alternatively, the company
could look for another site, but this would delay the expansion by several years and significantly
increase costs. The decision pits rapid growth against ethical considerations of community
impact.
Case 3: Environmental Sustainability vs. Economic Growth

Scenario: The state government of Maharashtra is considering approval for a large infrastructure
project that involves building a highway through the Western Ghats, a UNESCO World Heritage
site. The project promises to create jobs and boost the economy, but it requires deforestation of a
significant portion of the protected forest, home to endangered species and a vital water source
for local villages. The decision involves weighing the short-term economic benefits against the
long-term environmental consequences.

Case 4: Ethical Sourcing vs. Profit Margins in the Fashion Industry

Scenario: Traditional Weaves, an Indian clothing brand known for its low-cost products, sources
raw materials from suppliers in Southeast Asia. A recent audit revealed that some of these
suppliers use child labor and pay below minimum wage. Switching to certified ethical suppliers
would increase costs by 20%, potentially affecting the brand’s competitive pricing strategy.

Case 5: Inclusive Hiring vs. Merit-Based Selection in the IT Sector

Scenario: TechBridge, a leading Indian software firm, has decided to implement a diversity
hiring initiative to increase the representation of women and marginalized communities.
However, some senior managers believe this policy could compromise the firm’s merit-based
selection process, potentially affecting the overall quality of hires.

Case 6: Product Misrepresentation in Marketing

Scenario: Priya, a newly recruited junior marketing executive at a leading consumer electronics
firm in Bengaluru, was asked by her manager to develop a promotional campaign for a new
smartphone model. During her research, Priya discovered that the advertised battery life of the
phone was exaggerated, and the product’s actual performance was lower than claimed. Priya
must decide whether to proceed with the misleading marketing strategy or to bring up her
concerns, knowing it might upset her manager and jeopardize her standing in the company.

Case 7: Ethical Dilemma in Vendor Selection

Scenario: Aman, a fresh recruit in the procurement department of a Mumbai-based FMCG

company, was tasked with selecting a supplier for raw materials. During the selection process,
Aman found that one vendor, who offered the lowest price, was known for engaging in unethical
labor practices, including underpaying workers. The other shortlisted vendors had higher prices
but adhered to fair labor standards. Aman’s manager hinted that choosing the cheapest option
would reflect well on his performance.
Case 8: Reporting a Workplace Safety Hazard

Scenario: Rahul, a recent hire in the operations team at an Indian manufacturing firm, noticed a
critical safety issue during his first week at the plant. The protective gear provided to workers in
one section was outdated and did not meet current safety standards, putting them at risk. When
Rahul mentioned this to his supervisor, he was told to focus on his assigned tasks and avoid
raising concerns that could disrupt production.

Case 9: Conflict of Interest in Client Recommendations

Scenario: Neha, a newly hired financial advisor at a top investment firm in Delhi, was asked by
her manager to promote the firm’s proprietary mutual funds to clients. While preparing for client
meetings, Neha discovered that there were other funds in the market with better performance and
lower fees. Recommending the firm’s funds would benefit her team’s revenue targets but might
not be in the best interest of the clients.

Case 10: Pressure to Cut Corners on Quality Standards

Scenario: Siddharth, a new quality control officer at an automotive parts manufacturer in Pune,
discovered that one of the components used in their flagship product failed to meet the required
quality standards. When he brought this up during a meeting, his manager suggested approving
the batch anyway to avoid production delays and meet delivery deadlines for a major client.

Case 11: Bribery Pressure from a Government Official

Scenario: Rajiv, a recently hired business development manager at a construction company in

Mumbai, is working on a bid for a major government infrastructure project. During the
negotiation process, a senior government official subtly suggests that a ‘facilitation fee’ would
help expedite the approval. Rajiv knows that offering a bribe could secure the contract quickly,
but it would also be illegal and unethical, potentially damaging the company’s reputation.

Case 12: Vendor Gifts and Conflict of Interest

Scenario: Meera, a procurement officer at an Indian FMCG company, receives an expensive gift
from a long-term vendor during the holiday season. The gift is accompanied by a note expressing
gratitude for the business relationship and a subtle hint about future contracts. Meera is aware
that accepting the gift might influence her objectivity in future vendor evaluations, but refusing it
could strain the relationship.
Case 13: Overcharging by a Contractor

Scenario: A newly appointed project manager, Ravi, at an Indian real estate firm, discovers that
a key contractor is inflating material costs on invoices. The contractor is a long-time partner of
the company and has a good reputation for timely project delivery. Confronting them might
disrupt the project schedule, but ignoring the issue could lead to significant financial losses for
the company.

Case 14: Pressured to Use Substandard Materials by a Supplier

Scenario: Tanvi, a young procurement executive at an Indian automotive parts company,

receives a bulk discount offer from a supplier for a crucial component. However, she learns that
the discounted components are of lower quality and might not meet the company’s safety
standards. The supplier assures Tanvi that the lower-quality materials have minimal impact on
performance and that the cost savings would help meet budget targets. Tanvi must decide
between cost savings and maintaining quality.

Case 15: Ethical Dilemma in Resolving a Dispute with a Vendor

Scenario: Karthik, a junior legal officer at an Indian IT firm, is handling a dispute with a major
software vendor. The vendor failed to deliver a key update on time, causing delays in a project.
The vendor claims that the delay was due to unforeseen technical issues, while the company is
considering pursuing legal action for breach of contract. Karthik knows that taking legal action
could damage a long-term partnership but also feels responsible for holding the vendor
accountable.

Case 16: AI Bias in Recruitment Software

Scenario: Anisha, a new data scientist at a leading Indian HR tech firm, is part of a team
developing an AI-powered recruitment software. During the testing phase, Anisha notices that
the software is disproportionately rejecting resumes from women and candidates with non-elite
educational backgrounds. She realizes that the bias stems from the historical data used to train
the AI, which reflects existing industry biases. The team is under pressure to launch the product
quickly, and addressing the issue would require significant delays and retraining.

Case 17: Greenwashing in Corporate Sustainability Reporting

Scenario: Rohit, a newly appointed sustainability officer at an Indian multinational, is tasked

with compiling the company’s annual sustainability report. While reviewing the data, he finds
that several projects, labeled as ‘green initiatives,’ have little to no real environmental impact.
The company’s marketing team is eager to showcase these projects to improve the brand’s
image, even though they amount to little more than superficial changes.

Case 18: Social Media Ethics and Employee Privacy

Scenario: Priya, a social media manager at a popular e-commerce company, is asked by her
supervisor to monitor the personal social media accounts of employees to identify posts that
could damage the company’s reputation. Priya is uncomfortable with the request, as it feels like
an invasion of privacy, but her manager insists that it’s necessary for brand protection.

Case 19: Misleading Health Claims for a New Product

Scenario: Shivam, a junior product manager at an Indian beverage company, is tasked with
launching a new energy drink. The marketing team wants to label the product as ‘health-
boosting’ despite the high sugar content and the presence of artificial additives. Shivam knows
that the claims are misleading and could deceive consumers looking for genuinely healthy
options.

Case 20: Cultural Sensitivity vs. Business Expansion

Scenario: Rahul, a new expansion manager for an Indian retail chain, is tasked with opening a
store in a region with strong cultural and religious beliefs. During the planning phase, he realizes
that some of the products intended for sale, such as certain food items and clothing, could be
seen as disrespectful or offensive to the local community. The management team, however, is
focused on standardizing product offerings across all locations to streamline operations.

Case 21: Balancing Caregiving for Elderly Parents with Project

Deadlines

Scenario: Rekha, a mid-level manager at an IT firm in Bengaluru, has been working on a high-
stakes project with tight deadlines. Recently, her elderly mother’s health has deteriorated,
requiring frequent doctor visits and constant care at home. Rekha feels torn between her duty to
her family and her professional commitment. Her boss has hinted that missing key project
deadlines could affect her performance review and future promotions.
Case 22: Conflict with Team Leader Over Project Direction

Scenario: Rahul, a senior analyst at a financial services firm in Mumbai, disagrees with his team
leader’s strategy for a key client project. Rahul believes the proposed approach is risky and could
lead to financial losses for the client. However, his team leader dismisses his concerns and insists
on moving forward with the plan, citing tight deadlines and pressure from senior management.
Rahul feels stuck between following orders and voicing his concerns.

Case 23: Protecting a Friend from Unfair Treatment at Work

Scenario: Neha, a newly promoted HR executive at a tech startup, discovers that her friend and
colleague, Priya, is being unfairly treated by their department manager. Priya has been assigned
excessive tasks compared to her peers and has received harsh feedback despite meeting her
targets. Neha suspects the manager has a personal bias against Priya but fears that speaking up
could jeopardize her own new position and strain her relationship with the manager.

Ordinary Response: “I’ll avoid getting involved and stay neutral. It’s a difficult situation, but
since I’ve just been promoted, I don’t want to risk my standing by confronting the manager. I’ll
advise Priya privately to document her work and handle the issue on her own.”

Good Response: “I’ll meet with Priya and encourage her to document the instances of unfair
treatment. I’ll offer to help her prepare a formal complaint and accompany her to discuss the
issue with the HR department, ensuring she feels supported. I’ll emphasize the importance of
addressing the issue through official channels.”

Ethical Response: “I’ll take the issue directly to senior HR leadership, presenting the evidence
of unfair treatment and suggesting an independent review of the manager’s behavior. I’ll
recommend implementing regular feedback surveys and anonymous reporting systems to
identify potential bias and ensure all employees are treated fairly. I’ll also check in with Priya
regularly to ensure she feels supported throughout the process.”

Case 24: Tension with a Colleague Competing for the Same

Promotion

Scenario: Deepak and Sunita, two senior sales executives at an FMCG company in Delhi, have
been close colleagues and friends for several years. Both are now being considered for the same
promotion to regional sales manager. As the decision date approaches, Deepak notices Sunita
subtly undermining his work in team meetings, taking credit for his ideas, and pointing out his
minor mistakes. Deepak feels conflicted between addressing the issue directly or maintaining
their friendship.
Ordinary Response: “I’ll ignore Sunita’s behavior and focus on my own performance.
Confronting her might damage our friendship and create tension in the team. I’ll let the
promotion process play out and hope that my work speaks for itself.”

Good Response: “I’ll have a private conversation with Sunita, expressing how her actions have
made me feel and asking if there’s a way we can handle this competition more constructively.
I’ll suggest that we both focus on our individual strengths and avoid any negative tactics that
could hurt our professional relationship.”

Ethical Response: “I’ll approach the situation transparently with both Sunita and our manager.
I’ll share my observations about the negative dynamics and suggest that the promotion decision
be based on a comprehensive review of our contributions, including feedback from other team
members. I’ll also propose that we both undergo a 360-degree performance evaluation to ensure
the decision is fair and unbiased.”

Case 25: Managing Conflict with a Boss While Supporting a

Vulnerable Colleague

Scenario: Meera, a mid-level project manager at an Indian pharmaceutical company, notices that
her new boss frequently singles out a junior team member, Arjun, for criticism during meetings.
Arjun is a recent hire, struggling to adjust but showing improvement. Meera suspects that her
boss is using Arjun as a scapegoat to divert attention from broader issues in the project. Meera
feels a responsibility to protect Arjun from unfair treatment but is worried about challenging her
boss and risking her own position.

Ordinary Response: “I’ll stay silent during meetings and let my boss handle the situation. It’s
not my place to interfere, and confronting my boss could make things worse for both me and
Arjun. I’ll privately advise Arjun to work harder and avoid mistakes to minimize the criticism.”

Good Response: “I’ll speak to my boss privately, sharing my concerns about the way Arjun is
being treated. I’ll emphasize that focusing on team support rather than blame would be more
productive for the project’s success. I’ll also offer to mentor Arjun and help him improve his
performance.”

Ethical Response: “I’ll raise the issue in a team meeting, suggesting that we adopt a more
constructive feedback approach for all team members. I’ll offer specific examples of how Arjun
has improved and request a fair performance evaluation process. Additionally, I’ll recommend
implementing a mentorship program for new hires to help them adjust more effectively and
avoid being unfairly targeted. If necessary, I’ll escalate the issue to HR, advocating for a
healthier team culture.”