1. Harper’s job seems to demotivate her, mostly because she has to do more work without getting more credit for it, and her new boss, David, doesn’t help or talk to her much. She was already taking on additional responsibilities after Jose left, but David’s lack of guidance, understanding, and appreciation made her feel even more stressed and unappreciated.
2. I suggest that David set up regular one-on-one meetings with Harper to discuss her current task, any problems she’s having, and how he can help her. Because of how well they can communicate, Harper will feel valued and appreciated. It’s also essential for David to recognize Harper’s work, especially since she’s taken on more duties since Jose left. A simple “thank you” can go a long way, but bonuses or possible raises could also be thought of as ways to say thanks. Lastly, if the team has a way for people to give feedback, similar situations won’t happen again, and team members will feel like their problems are being heard.
3. If Marketable, Inc. lost Harper, the business would lose a lot of the experience and institutional knowledge that Harper has earned in her four years working there. You would have to hire and train a new person to replace Harper, which would cost more money. The rest of the team’s morale could also be affected by Harper’s leaving, especially if they know why she is going. This could make the team as a whole less effective. Harper has been there for a long time, so she may have created relationships with clients or vendors. If she goes, it could hurt the relationships that have been built on trust and stability. Also, a lot of employee change can damage the company’s reputation, making it hard to find and keep top talent in the future.

In conclusion, David and the HR staff need to deal with Harper’s problems as soon as possible to keep her and make the workplace healthy for everyone.