Byron Love is a technical manager for Tri-Pack, a mid-size manufacturing company. Because revenue, profit levels and morale at Tri-Pack have been marginal, Tri-Pak's employment compensation packages are, generally speaking, non-competitive. Over the past 12-18 months the ratio of candidates interviewed per hire has increased significantly. Byron, who does most of the hiring, knows that he cannot over-sell the company as this would only lead to disillusionment once the reality of Tri-Pack's business culture is fully revealed.

Byron's most recent hire is Karen Suarez, who was referred to Tri-Pack by a professional recruiter. Karen and her husband recently relocated to the Chicago-metro area. Byron was thrilled to find that she had a B.S. in Mechanical Engineering and an MBA focused in Project Management. Byron knew Karen would have a major impact in his department. He sought and was given permission to offer Karen the maximum salary allowed for the open position. Karen eagerly accepted Byron's first offer, requesting only that she get three weeks vacation versus the standard two. There were high-fives with the V.P. of Operations the night Karen accepted the position.

It's been three months since Byron hired Karen Suarez, and in preparing her three-month performance appraisal he observes that she is off the chart on every attribute Tri-Pack measures. Byron also reviews Karen's "completed project" list , and shakes his head as he realizes that the tasks he has been assigning her are far below her abilities. He wonders: How will he handle her merit increase nine months from now? And how long it will take for Karen to become bored with her assignments at Tri-Pack?

Byron feels the stress collecting at the base of his neck. He knows his options are limited. He could seek a raise for Karen, even though she hasn't asked for one. Or he could counsel her to look for a broader opportunity at a larger company (he knows his contacts in the industry would guarantee a new position somewhere). Then again, maybe he could look for a new position outside Tri-Pack, as Karen would be a natural selection to replace him. Or he could just bide his time and accept the fact that Karen will leave on her own; like so many others have done in the past. Bryan closes his eyes and wonders if being a Christian in the workplace means he is doomed to always have second rate employees. He stops for a moment of quiet prayer and reflection. He asks the Lord for the wisdom to be a blessing to Karen; indeed, to all of his employees. He tells the Lord that he is genuinely concerned that all of his employees' have the opportunity to reach their full potential, and asks for Godly guidance in his managerial responsibilities.

Talk to each other about what you think Byron should do.