As I mentioned, we did not look at the appointment process, and we obviously don't get into motivations. That's something that only the individual can address. The committee may wish to ask if the rigorous process that Mr. Young outlined was respected and followed in this case. I would hope that somebody would go back to look at that to see if anything more could have been done that would have detected something.
The 360-degree process is one whereby we ask employees to assess their managers. It is becoming more and more common in human resource management. We do it on a fairly regular basis—every year, as part of the whole evaluation process. Any employee can go to their supervisor's supervisor, or any other person in the office if they wish, to address this. There are tools that we use so people can respond anonymously about their supervisor. The evaluation is given to the individual's supervisor in our human resource department.
It is all about trying to improve human resource management to detect where there may be problems. Certainly in this case there were indications of issues. When you see a 50% turnover rate--or 18 people out of 22 in a year leave--that is clearly an indication.... I think that's one of the things we'll have to look at.
We've put information into our departmental performance report on the turnover, employee surveys, and the kinds of results. Those are all available.