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Project Main Details
Voice needed for software package.
LTK9104360314X
This is a script for an interactive Manager training software package for the medical industry. You will serve as the role of moderator, who sets the tone for much of the program. We have 4 more scripts of approximately the same length. If we like your sample reading of the script we will probably ask you to complete our other scripts. Budget is approximately $1000 for a total of 5 scripts, each script is about 3 pages/1000 words each. Thanks, hope to hear from you soon!
@ Mar 14, 2007 09:55:59 (GMT -05:00) Eastern Time (US & Canada) Mar 21, 2007 00:00:00 (GMT -05:00) Eastern Time (US & Canada) No (click here to learn more about
)
Closed
189
34
0 direct invitation(s) have been sent by the voice seeker resulting in 0 audition(s) and/or proposal(s) so far.
@ Mar 14, 2007 09:55:59 (GMT -05:00) Eastern Time (US & Canada) Mar 21, 2007 00:00:00 (GMT -05:00) Eastern Time (US & Canada) No (click here to learn more about
)
Closed
189
34
0 direct invitation(s) have been sent by the voice seeker resulting in 0 audition(s) and/or proposal(s) so far.
Project Parameters
None
Flexible - USD 1000
Videogames
Not defined
English - North American
Not defined
Middle Age Male
• Audio files must be delivered via FTP
There are no special pre-, post-, or production requirements for this project.
Not defined
Not defined
Script Details
Yes
Welcome to Schering’s Advanced Counseling Program. This scenario involves an employee, John and his difficult interpersonal relationships and abrasive style.
John, an eight year veteran Sales Rep, has won President’s Club twice in the last four years including last year. You have observed that John does not seem to get along well with his cluster mates, especially over the last year. Additionally, he is somewhat pushy and aggressive with customers and office staff.
In your experience he has been resistant to your coaching and counseling. Both of your District Manager (DM) counterparts have just informed you that the cluster is fed-up with John and that he has just been kicked out of one of their busiest clinics for showing up after Rep office hours.
How would you work to resolve the issues regarding John’s behavior?
You have several different choices for how to proceed with your selection of Choice A. Select one of the following options:
You find out the following information from your DM counterparts and the rest of the cluster:
• John has a tendency to try and take over the cluster meetings with his own agenda
• He is generally not open to the ideas of others during cluster meetings
• John is frequently late to cluster meetings
• He does not return voicemails in a timely fashion
• One of the most important physicians at their largest clinic does not like John and is most likely responsible for banning John from the clinic when he saw the opportunity
Your counterpart DMs have requested another sit down meeting with you to discuss the issue with John as well as to address the friction between you and them regarding communication with your RD. Precious time has slipped away during this time and no positive changes have occurred in this situation. Perhaps a different approach would be beneficial moving forward?
Perhaps a different approach would be beneficial in this case
You have several different choices for how to proceed with your selection of Choice B. Select one of the following options:
You set-up a meeting with your DM counterparts and the cluster without John. Here is what you find out
You have several different choices for how to proceed with your selection of Choice B1. Select one of the following options:
The cluster schedules a sit down meeting with John to make him aware of their observations and concerns. John gets extremely angry and says he does not appreciate everyone ganging up on him and tells them to have the rest of their cluster meetings without him
Perhaps you should reconsider your approach
John calls HR and tells them that you threatened to fire him. You receive some counseling from your RD and HR regarding better ways to handle challenging situations in the future similar to the one with John.
HR suggests that you set-up an immediate meeting with John to investigate the situation and gain
more information.
No improvement is seen in John and the friction continues to grow between John and his cluster.
Market share drops 2 more points on your lead product and Susan, the strongest member of the
cluster, resigns and joins your biggest competitor.
Find out more specifics from your DM counterparts regarding feedback from the cluster and the
situation that occurred in the clinic. Document this information. Set-up a field visit with John for
later in the week to address this with him.
After documenting this information, you met with John the next day. You explained to John that there were several important issues that you needed to address with him and proceeded to bring him up to speed with your concerns regarding the feedback you had received from your DM counterparts and the rest of his cluster. After making sure that John was crystal clear that specific changes were immediately needed, he asked you what would happen if he did not make these requested changes.)
You have several different choices for how to proceed with your selection of Choice B2. Select one of the following options
No improvement is seen in John and the friction continues to grow between John and his cluster.
Market share drops 2 more points on your lead product and Susan, the strongest member of the
cluster, resigns and joins your biggest competitor.
You see a marked improvement in John’s attitude and behavior towards his cluster mates and customers, as well as his openness to your coaching. Your handling of this challenging situations seems to have had a positive impact.
John calls HR and tells them that you threatened to fire him. You receive some counseling from your RD and HR regarding better ways to handle challenging situations in the future similar to the one with
John.
You show up at the clinic, but unfortunately you arrive during non Rep hours. Now, not only is
John banned from the clinic, but now you are too.
Schedule a meeting with the cluster and your DM counterparts without John to collect documentation on John as well as additional information regarding why he was kicked out of the clinic. Find out as many specifics as possible from the cluster, to bring to your RD and HR, regarding why they cannot work with John.
You have several different choices for how to proceed with your selection of Choice C. Select one of the following options:
The cluster schedules a sit down meeting with John to make him aware of their observations and concerns. John gets extremely angry and says he does not appreciate everyone ganging up on him and tells them to have the rest of their cluster meetings without him
Perhaps you should reconsider your approach.
HR suggests that you set-up an immediate meeting with John to investigate the situation and gain
more information.
After documenting this information, you met with John the next day. You explained to John that there were several important issues that you needed to address with him and proceeded to bring him up to speed with your concerns regarding the feedback you had received from your DM counterparts and the rest of his cluster. After making sure that John was crystal clear that specific changes were immediately needed, he asked you what would happen if he did not make these requested changes.)
You have several different choices for how to proceed with your selection of Choice D. Select one of the following options:
You see a marked improvement in John’s attitude and behavior towards his cluster mates and customers, as well as his openness to your coaching. Your handling of this challenging situations seems to have had a positive impact.
You decide to immediately involve HR. You forward on your documentation and request that a
warning letter or Performance Improvement Plan be generated.
HR responds back letting you know that there is not enough documentation at this point to justify a warning letter or Performance Improvement Plan in this case. They suggest that you try to counsel John and continue to document your interactions.
Perhaps a different approach would be a good idea.
Welcome to Schering’s Advanced Counseling Program. This scenario involves an employee, John and his difficult interpersonal relationships and abrasive style.
John, an eight year veteran Sales Rep, has won President’s Club twice in the last four years including last year. You have observed that John does not seem to get along well with his cluster mates, especially over the last year. Additionally, he is somewhat pushy and aggressive with customers and office staff.
In your experience he has been resistant to your coaching and counseling. Both of your District Manager (DM) counterparts have just informed you that the cluster is fed-up with John and that he has just been kicked out of one of their busiest clinics for showing up after Rep office hours.
How would you work to resolve the issues regarding John’s behavior?
John, an eight year veteran Sales Rep, has won President’s Club twice in the last four years including last year. You have observed that John does not seem to get along well with his cluster mates, especially over the last year. Additionally, he is somewhat pushy and aggressive with customers and office staff.
In your experience he has been resistant to your coaching and counseling. Both of your District Manager (DM) counterparts have just informed you that the cluster is fed-up with John and that he has just been kicked out of one of their busiest clinics for showing up after Rep office hours.
How would you work to resolve the issues regarding John’s behavior?
You have several different choices for how to proceed with your selection of Choice A. Select one of the following options:
You find out the following information from your DM counterparts and the rest of the cluster:
• John has a tendency to try and take over the cluster meetings with his own agenda
• He is generally not open to the ideas of others during cluster meetings
• John is frequently late to cluster meetings
• He does not return voicemails in a timely fashion
• One of the most important physicians at their largest clinic does not like John and is most likely responsible for banning John from the clinic when he saw the opportunity
Your counterpart DMs have requested another sit down meeting with you to discuss the issue with John as well as to address the friction between you and them regarding communication with your RD. Precious time has slipped away during this time and no positive changes have occurred in this situation. Perhaps a different approach would be beneficial moving forward?
Perhaps a different approach would be beneficial in this case
You have several different choices for how to proceed with your selection of Choice B. Select one of the following options:
You set-up a meeting with your DM counterparts and the cluster without John. Here is what you find out
You have several different choices for how to proceed with your selection of Choice B1. Select one of the following options:
The cluster schedules a sit down meeting with John to make him aware of their observations and concerns. John gets extremely angry and says he does not appreciate everyone ganging up on him and tells them to have the rest of their cluster meetings without him
Perhaps you should reconsider your approach
John calls HR and tells them that you threatened to fire him. You receive some counseling from your RD and HR regarding better ways to handle challenging situations in the future similar to the one with John.
HR suggests that you set-up an immediate meeting with John to investigate the situation and gain
more information.
No improvement is seen in John and the friction continues to grow between John and his cluster.
Market share drops 2 more points on your lead product and Susan, the strongest member of the
cluster, resigns and joins your biggest competitor.
Find out more specifics from your DM counterparts regarding feedback from the cluster and the
situation that occurred in the clinic. Document this information. Set-up a field visit with John for
later in the week to address this with him.
After documenting this information, you met with John the next day. You explained to John that there were several important issues that you needed to address with him and proceeded to bring him up to speed with your concerns regarding the feedback you had received from your DM counterparts and the rest of his cluster. After making sure that John was crystal clear that specific changes were immediately needed, he asked you what would happen if he did not make these requested changes.)
You have several different choices for how to proceed with your selection of Choice B2. Select one of the following options
No improvement is seen in John and the friction continues to grow between John and his cluster.
Market share drops 2 more points on your lead product and Susan, the strongest member of the
cluster, resigns and joins your biggest competitor.
You see a marked improvement in John’s attitude and behavior towards his cluster mates and customers, as well as his openness to your coaching. Your handling of this challenging situations seems to have had a positive impact.
John calls HR and tells them that you threatened to fire him. You receive some counseling from your RD and HR regarding better ways to handle challenging situations in the future similar to the one with
John.
You show up at the clinic, but unfortunately you arrive during non Rep hours. Now, not only is
John banned from the clinic, but now you are too.
Schedule a meeting with the cluster and your DM counterparts without John to collect documentation on John as well as additional information regarding why he was kicked out of the clinic. Find out as many specifics as possible from the cluster, to bring to your RD and HR, regarding why they cannot work with John.
You have several different choices for how to proceed with your selection of Choice C. Select one of the following options:
The cluster schedules a sit down meeting with John to make him aware of their observations and concerns. John gets extremely angry and says he does not appreciate everyone ganging up on him and tells them to have the rest of their cluster meetings without him
Perhaps you should reconsider your approach.
HR suggests that you set-up an immediate meeting with John to investigate the situation and gain
more information.
After documenting this information, you met with John the next day. You explained to John that there were several important issues that you needed to address with him and proceeded to bring him up to speed with your concerns regarding the feedback you had received from your DM counterparts and the rest of his cluster. After making sure that John was crystal clear that specific changes were immediately needed, he asked you what would happen if he did not make these requested changes.)
You have several different choices for how to proceed with your selection of Choice D. Select one of the following options:
You see a marked improvement in John’s attitude and behavior towards his cluster mates and customers, as well as his openness to your coaching. Your handling of this challenging situations seems to have had a positive impact.
You decide to immediately involve HR. You forward on your documentation and request that a
warning letter or Performance Improvement Plan be generated.
HR responds back letting you know that there is not enough documentation at this point to justify a warning letter or Performance Improvement Plan in this case. They suggest that you try to counsel John and continue to document your interactions.
Perhaps a different approach would be a good idea.
Welcome to Schering’s Advanced Counseling Program. This scenario involves an employee, John and his difficult interpersonal relationships and abrasive style.
John, an eight year veteran Sales Rep, has won President’s Club twice in the last four years including last year. You have observed that John does not seem to get along well with his cluster mates, especially over the last year. Additionally, he is somewhat pushy and aggressive with customers and office staff.
In your experience he has been resistant to your coaching and counseling. Both of your District Manager (DM) counterparts have just informed you that the cluster is fed-up with John and that he has just been kicked out of one of their busiest clinics for showing up after Rep office hours.
How would you work to resolve the issues regarding John’s behavior?
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