You are the Head of Human Resources i: oh-profile clic ce urces In a prestigious IT c: ‘ retivit Y me and innovative” work oultire, TH IT company known te in produ y, strict discipline, and fast-paced delive. iad takes pride in ty cycles. However, over the pas pent Verbal des Tronths, there has been a surgeinanonymous complaints Hostile treatment of wot g team meetings, Unreasonable working hours en men employees, especially interns and fresh g; center of many complaints is Mr. Rohan Mehta —a neal A ia recruits. The lead. He has a history ot delivering projects ahead of schedule and is cafebrat rd by top management as a “visionary performer.” His team, | is oo y of burnout, absentecism, and silent resignations rhowever, is showing SSS One day, ajunior employee, Ms. Arpita Sharma, approaches you in confidence She alleges that Rohan often yells at team members publicly, calls them “incom etent 7 A former intern had a mental breakdown and quit the industry entirely afer being constantly micromanaged and belittled. Most employees are afraid to speak up because they fear being markec “as ‘non-| rformers” or losing recommendation letters. She does not.want to file formal complaint: ut wants assurance that someone in the system still cares; ee a Meanwhile, senior leadership is preparing for an upcor merger, and you are told: “We cannot afford disruptions right now. Doniti Westig: te our best performer. These are just exaggerated startup-style gro fins.” The CEO also feels that Rohan’s style may be harsh, but this is a ssure industry. If people can’t handle it, they’re not meant for leadersii (a) Identify the ethical issues inv (b) What are the potential Jong (c) As the BR Manager. how W and also balance CO. (d) If you were the CEO, ould you address a culture that normalizes fear and overwork without directly confronting top performers? Vee geen ess yun, irae

Topper: Prakhya · AIR 265 · 2025 · Page 41