SITUATION

1. You are the team leader. Nam is a new member added to your team. He does a great
job. However, he could not fit in with the old members of the group and was
ostracized by the veteran employees of the group. From the perspective of the leader,
how will you solve the above situation?
First, I will initiate a private conversation with Nam to acknowledge the situation and express
my concern for him.
After, Individually meet with the veteran employees to understand their concerns or
reservations about Nam. Analyze the gathered information to identify the underlying cause of
the ostracism. Is it due to personality differences, communication, or a lack of understanding?
Once the root cause is identified, address it directly. If it's a communication issue, encourage
open and respectful dialogue between Nam and the veteran employees.
Besides, organize team-building activities and social events that encourage interaction and
camaraderie among all team members. These activities can break down barriers and foster a
sense of belonging.
If the ostracism persists or reoccurs, I will handle things more decisively, such as addressing the
issue with HR or providing additional training to the team.
2. SITUATION 2: Ms. Vân is a market research team leader at ABC education Company.
She is a professional one with a lot of experience in this field. Therefore, when
managing the young employees in her department, she often imposes her work on the
common work and makes final decisions based on her personal thoughts, instead of
listening to the other employees' contribution This caused outrage in the workgroup.
The employees in the department decided to submit to the Director of the company a
proposal to change the leader of the department. If you were the director of the
company, what would you do to resolve the conflict in Ms. Vân's group?
Before jumping to conclusions, it's crucial to gather comprehensive information from both Ms.
Vân and the employees. Schedule a private meeting with Ms. Vân to discuss the concerns
raised by the employees and acknowledge her experience and expertise. Facilitate a group
meeting with Ms. Vân and the employees to discuss the situation openly and respectfully.
Encourage both parties to listen to each other's perspectives and work towards a mutually
agreeable solution.
Besides, communicate the company's expectations for leadership and offer constructive
feedback to Ms. Vân. Provide coaching or training opportunities to help her develop more
effective leadership skills.
If the situation remains unresolved or Ms. Vân is unwilling or unable to adapt her leadership
style, consider alternative leadership options. May provide Ms. Vân with a different role or seek
a new team leader who better aligns with the company's leadership values.
3. SITUATION 3: You are a newcomer to the HRD department at Alliance One company.
Your supervisors ask Ms Nga, who is your leader, to give you some introduction
training about working process, from upstream to downstream. However, although
she shared too much, you are still confused about everything. Later, you recognize
that she intended to make you confuse and misunderstand because she would like to
keep her value. What will you do in this case? Shall you keep silent or try your best or
report to the upper- supervisor?
First, I will approach Ms. Nga directly and express confusion regarding the information she has
provided. Ask specific questions to clarify the processes and procedures, and take detailed
notes to ensure accurate understanding.
Next, I will maintain a personal record of my interactions with Ms. Nga, including dates, times,
and key points discussed. This documentation is helpful when I need to escalate the report to
the upper- supervisor
If the situation persists, I will approach the report to the upper- supervisor. Explain my concerns
about Ms Nga's training methods and the impact on your ability to learn and perform my
duties. I think anyone has the right to a supportive and respectful work environment where can
learn, grow, and contribute effectively because I will report to the upper- supervisor to help me
resolve this situation.
4. SITUATION 4: Your co-worker, Hiền, is "smell" so bad that you have to hold your
breath every time he walks past. What will you do in this case?
I think it's important to approach the situation with empathy and understanding. First, I will
approach my coworker, Hiền, privately and discreetly. Choose a time and place where I can
have a confidential conversation without being overheard by others.
After, I started by expressing my concern for their well-being and explaining that I noticed a
persistent odor. Avoid making direct accusations or using offensive language. Next, I will gently
suggest that they may want to consider wearing deodorant, changing their clothes more
frequently, or seeking medical attention if there is an underlying medical condition.
Throughout the conversation, I will maintain a respectful and empathetic tone. Avoid making
personal attacks or judgments about their appearance or hygiene habits to my coworker know
that I am there to support them and that I care about their well-being.
5. SITUATION 5: You and Nguyệt are colleagues in a team. You work so hard while he
tends to spend all day on social networks, watch Youtube or playing games. This
 happens over and over, but for some reason, your leader does not give any warning to
him. What would you do if you were her co-worker?
First, I will approach Nguyệt privately and have a direct conversation about my concerns.
Explain that noticed her frequent distractions and express how her behavior is impacting
workload and team dynamics. I will listen empathetically to Nguyệt's perspective. Perhaps there
are underlying reasons for her behavior, such as personal issues or lack of motivation.
Understanding her perspective can help me approach the situation more effectively.
After, I will suggest solutions that could help Nguyệt improve his focus and productivity. This
could include setting aside specific times for checking social media playing games, or utilizing
productivity tools and techniques.
If Nguyệt is unwilling to change his behavior or if his unproductive habits continue to impact the
team, I would report it to management and explain your concern and the steps you have taken
to resolve the issue.
6. SITUATION 6: A customer visits your store to buy some products. Although he has
chosen the product he likes, he still hesitates to decide whether to buy it or not. What
would you do in this case if you are the sale staff?
First, I will ask open-ended questions to understand their needs and wants. This will help me
identify the specific product features or benefits that are most important to them. Once I
understand the customer's needs and wants, I will focus on highlighting the specific benefits of
the product that align with their needs.
If the customer has any objections or concerns, I will address them directly and honestly. Don't
try to pressure them into buying the product, but instead, provide additional information or
reassurance to address their concerns.
If the customer is still hesitant, offer a trial period or guarantee to reduce their risk and
encourage them to try the product. If the customer is still undecided, I can try to create a sense
of urgency by mentioning limited-time offers or scarcity tactics.

7. SITUATION 7: You are a hard-working and skillful staff, so you and your
manager have a good relation. Then, your manager resigns, and you have a
new manager. However, the new one does not like your former manager, so
he always makes things difficult for you because he thinks that you are on
the former manager's side. In this case, how would you handle it?

Regardless of my personal feelings, I will maintain a professional and respectful demeanor

toward the new manager. After, I will focus on showcasing my skills, expertise, and work ethic.
Consistently deliver high-quality work and meet or exceed expectations to demonstrate my
value to the team and the organization.
Next, I need to understand the new manager's goals and objectives. Align work efforts and
contributions to support their goals, demonstrating my willingness to adapt to their leadership
style. Maintain a neutral stance and focus on my own work and responsibilities.
If it still doesn't work out and I'm being unfairly targeted, I'll ask for help from human resources
because they can provide guidance and assistance in addressing any workplace issues or
discrimination.
8. SITUATION 8: You and Thanh, your close friend, entered the company at the same
time and got the same starting salary. Afterwards, thanking to your higher
performance, the head of the department proposed to the manager to increase your
wage. Unfortunately, Thanh knew that, and she feels disgruntled thinking that the
company is unfair equally, eventually, she tends to be shy and afraid of speaking with
you. What will you do in this case?
First, I will acknowledge Thanh's feelings. I understand that she might feel disgruntled and shy
about talking to me. I would want to reassure her that I understand her feelings and that I value
our friendship.
After, I would explain to Thanh that the head of the department proposed a salary increase
based on my higher performance. I would also emphasize that I had no control over the
decision and that I would never want to do anything to jeopardize our friendship.
Besides, I will offer to help Thanh improve her performance so that she can also qualify for a
salary increase. I would also offer to talk to the manager on her behalf if she feels comfortable
with that.
In the end, I will still respect Thanh's decision: If Thanh doesn't want to talk about it or doesn't
want my help, I will respect her decision. I would want to maintain our friendship and help her
succeed in her career. I would continue to be a good friend to her and support her in any way I
can.
9. SITUATION 9: You and your co-worker, Khanh, oversaw the running of a project. You
and Khanh did your best and gave effective ideas for the project. Finally, the project
was completed perfectly. However, Khanh gossips that she had to be in charge of all
things in the project, and you did not contribute any effort. Evenly, you had put
everything on her head.
First, I will approach Khanh privately and have a direct conversation about my concerns. Explain
that I heard her gossiping about my contributions to the project and that I feel she is not giving
you the credit you deserve.
After, I will calmly and respectfully refute her claims by providing specific examples of my work
and contributions to the project. Remind her of the collaborative nature of the project and the
shared responsibility for its success.
I will ask Khanh to jointly present the project's results to management or share a written report
that outlines each person's contributions. This can help to clarify the roles and responsibilities
of each team member. If Khanh is not willing to acknowledge my contributions, I will notify my
superiors to clarify this matter.
10. SITUATION 10: You have worked for a real state company for 3 years. Now, your
salary is just higher than your starting one around 5%, similar to Lệ, who entered the
company just 1,5 years and worked at the same position like you. You have proposed
your manager many times, but he just persuades you to share financial problem with
the company and promises that you could get a higher position if trying to stay with
the company more 2 or 3 years. This makes you disappointed. What will you do in this
case?
First, I will document my contributions and accomplishments during my tenure at the company.
Next, I will research to understand the average salary range for my position and experience
level in my industry and geographic area.
After, I will schedule a meeting with the manager to discuss my salary and career goals. I will
present my evidence of contributions and the market research I conducted and propose a
salary that I consider reasonable.
If the manager is hesitant or non-committal I will set a clear deadline for when I expect to
receive a decision on salary request. If the manager is unwilling to meet my salary expectations,
I will consider exploring other opportunities within the company or in the job market.