Opinion ID: 1193933
Heading Depth: 2
Heading Rank: 1

Heading: October 2003 Opening for the Strategic Accounts Region Director Position

Text: One month later, on October 5, 2003, General Manager Mendel circulated an email to all employees in the region informing them of open leadership positions in the Strategic Accounts Region, including that of Director. The announcement stated that the Director should be a member of the Strategic Accounts Region and have a billable project with a client of the region. The formal job description, in addition to its general requirements that the individual be entrepreneurial and possess skills in people interaction, problem-solving, and leadership, also listed the minimum requirements for the position:  Proven track record in leading the delivery of consulting projects using Microsoft technologies . . . ;  Proven track record of leadership during opportunity and proposal phases of sales cycle;  Enterprise experience with Microsoft Operating Systems or Development Tools;  Demonstrated strong customer service with 10 + years experience;  Established consulting expertise with 10 + years experience;  Demonstrated understanding of development methodologies and tools;  Interested and able to travel extensively on a regular basis. Additionally, Avanade's general position summary for Director positions indicated that a university degree was also required. Fischer applied for the Director position and apparently met these minimum qualifications. In addition, Fischer received the strong recommendation of the Bank's Assistant Vice President for the post. Also applying for the position was Joe Sieverding, the employee ultimately promoted to the position in dispute in this suit. Sieverding had been hired as a Central Region PM in March 2003 and possessed thirteen years experience in the technology field, including ten years in consulting and success in managing larger technology projects. Upon being hired at Avanade, Sieverding was assigned to work on a project for the Bank which, at the time, was viewed as being largely over budget and delayed. Sieverding received an overall performance rating of exceptional for his work in 2003, but an audit of the project in October 2003 revealed that Sieverding's reliance upon a handshake deal had resulted in 200 undocumented change requests. In addition to violating Avanade's policies and procedures, this handshake deal allegedly contributed to Avanade's issuance of a rebate and uncompensated work to the Bank in 2004 worth $600,000. Mendel was in charge of the hiring decision and (after consulting with Howard Kilman on the matter) decided not to promote either Fischer or Sieverding to the Director position. Instead, in October 2003, Mendel decided to have both Fischer and Sieverding share the responsibilities of Strategic Accounts Region Director. That same month, Sieverding was promoted to a performance level of 60 on the company's sliding scale, which ranged from 20 to 70, and received an accompanying salary increase. Fischer expressed concerns to Mendel that Sieverding's higher performance level rating than hers would create difficulties in circumstances where Fischer needed to direct Sieverding. Mendel accordingly raised Fischer's status in late November, but only to Level 55, and did not increase her salary. Additionally, beginning in 2003 and continuing into 2004, Fischer spoke to Mendel regarding her concerns about high cost morale building dinners attended by certain male employees, including Sieverding, that occurred at a gentleman's club. Mendel's response to Fischer was that, Everybody is working really, really hard so let them do that. It was harmless. According to Fischer, subsequent to these complaints, Mendel was harsh on Fischer whenever she was sharp, abrupt, or curt in an email.