Case 2:04-cv—00790-EHC Document 151-28 Filed 05/12/2006 Page 1 013
Shea, Melissa M.
From: Melle, Cheri [[email protected]]
Sent: Thursday, December 18, 2003 9:27 AM
T0: Gee, Lisa r
Subject: FW: HR
D0c2.d0c (22 KB)
Stuff on Marcela from Joel
Cheri Melle
Senior Manager
BSC
602-355-3180
——--- Original Message —--——
From: Price, Joel
Sent: Tuesday, December 16, 2003 2:16 PM
To; Melle, Cheri
Subj ect; HR
<
1 SCHWAB 04490
Case 2:04-cv—00790-EHC Document 151 -28 Filed 05/12/2006 Page 2 of 3
During the last 3.5 years that I have worked in Schwab One as a team lead, I have seen
numerous personnel conflicts involving Marcela Johnson and her co-workers. She has
demonstrated a repeated track record of discord with several reps including Lesa Folker,
Sarah Moser; Rob Richards, Nelson Javier, Jana Hoy, Vanessa Bairagang Jim Navran,
Teresa McClung, Josh Mullins, Ed Steinert, previous Director Sally Bourdamis, previous
employee Bill Riley; and previous employee James Mitchell. Some of these reps would
come away from their dealings with her, literally in tears.
I have discussed a couple of these with her in one on one meetings that I have been
responsible for. During some of the earlier one on one discussions, Marcela would admit
that there was conflict and that she refused to talk to the reps in question. She would say,
"I’m not talking to her." (This was during my first year working as a lead Ops.)
More recently, when I would ask her how things were going, she would say fine,
although from other reps feedback, that was far from the truth. When asked about team
issues, morale, etc. She would say things are fine and would not discuss it further. "It’s
all good."
She has had conflict with our former Director publicly. They had public debate with
heated verbal exchange during a team meeting where we as a team were being
reprimanded in 2002, mid year.
I was also infonned that she had gone behind my back, and my manager’s back straight
to my Director with complaints about my management style. I had previously asked
questions to take care of her concerns in our one on one meetings and was never given
any concems or feedback that would indicate that there was a problem.
When I found out that she had voiced her concern by bypassing me, without in any way
demonstrating or telling her that I knew that she had done that, I asked her in the next one
on one questions, such as, "How do you think I am doing as an Acting Manager? I would
really like to know any areas that I can improve upon? How do you feel morale and team
spirit is? Any suggestions that I can do to improve upon what I am doing? " Marcela’s
replies were all positive and non committal with "Fine, I have no suggestions, things are
good, etc." I could not engage her in much dialogue on this subject.
These type of questions and answers happened a few times during Spring 2003 one on
ones. She did however, tell me that during one meeting she had with the Director that
things did not go well, but she had no further comment and I could not incur discussion to
provide a basis for improvement for myself, team mates or from her. I did ask her in
these one on ones to contribute to improving the team spirit and morale and that I wanted
her to work on communication. She was agreeable to this, but I did not see that action
ever take place.
When trying to find areas for improvement,
_ SEHWAB 04491
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