Introduction
According to this case study, Conner is facing many issues due to the sudden resignation of Thompson. The firm is in a dilemma because of the major deal coming up with the company where Thompson was responsible for the power chip. Further complications also arise from the fact that the enterprise does not have senior semiconductor analyst. Importantly, the top analysts are not many to fill in the vacant position. On the other hand, Conner had to tread so lightly with the low-rank analyst, Shea Reena. In her effort, Reena has stepped out to cover the chip power contract to demonstrate that she is also a team player. Reena believes that she is performing a superior work and according to her, this should lead to a permanent promotion. However, neither Conner nor the fellow colleagues believe that Shea Reena has what is needed to occupy the role full time despite her hard work.
The RSH is in a fix since the only specialist in the firm is threatening to resign and join the competitors. Therefore, the main issues presented in this case study are attracting a new performer in Star and retain it, finding out the best person in the organization to replace so that he/she can satisfy the customers, and finding the market and expectation of the company. On the other hand, the secondary concern is the dilemma of the manager to hire one out of the four candidates to fill the vacant position. Additionally, the factors that were considered during the selection process are background, objectives, and attitudes, both short and long term performance particularly on an individual level, and the structures and strategies at the company level.
Question one
Stephen Conner, the person in charge of the hiring process, should hire Horkum. This is because Horkum has something to prove and his historical background have been hugely successful. Moreover, Horkum has demonstrated that he is hungry for success, and as a junior analyst he accepted some tasks that his peers did not like and even did not mind considering the duration needed to complete the job. Furthermore, Horkum is good at stock picking, networking with other coworkers, and the prospective investors. His customers have also praised his reports. However, his current employer, Jefferson Brothers did not acknowledge his potential. Based on his profile, he will make an excellent asset for RSH since he has something to prove to the industry, and can also be the best semiconductor analyst in the market (Groysberg, Balog & Haimson, 2007). Therefore, he has the potential to achieve that objective at RSH.
Strengths of each candidate
David Hughes is the most celeb according to the Wall Street. He is ranked in the first position four times in a row, second place five times, and runners up for six times. Moreover, he has a vast knowledge in the industry with rare interpersonal skill, close relations with customers, and a team player with excellent mentoring skills.
Gerald Baum is highly enthusiastic in the semiconductor industry. He has been ranked 11th within eighteen months of joining the industry as per II. He enjoys exceptional work and customer service with excellent skills set as required by the industry. Lastly, he maintains active traveling programs with prompt replies.
Sonia Meetha has been recognized as up-and-comer by II; she has both technical and sales background, an excellent writer that emphasizes on the global markets. Lastly, she is dedicated towards the career with more emphasis on culture, the main characteristics of the RSH.
Seth Horkum is having close contact with the Buy side, loyal to the company, experienced in networking, dedicated to towards work, and highly confident in growing up in rankings.
Comparing the strengths of each candidate
Based on the above strengths, each candidate present a unique character. For instance, David Hughes has rare interpersonal skills than others and Gerald Baum is passionate with semiconductor business. Similarly, Sonia Meetha is technical and embraces culture than other candidates. Lastly, Seth Horkum express loyalty to the company. While considering the strengths of each candidate, they appear to be different from one another in the sense that Conner was not just looking for somebody who can fill the position of Peter, but a copy of Peter Thompson. Therefore, these candidates are having their unique sets of strengths and skills, and the successful candidate should have some diversity that Peter did not possess to add more value to the company.
Question two
Pre-screening of the candidates
Joseph Conner made a confirmation if all candidates are reasonable particular by seeking for additional information about the candidates before the interview. If possible, one should call back their previous employers to confirm some relevant details.
Brief conversation with some candidates for updates
Most of the candidates do feel guilty of their job security especially if an interview is being conducted on posts that they are holding temporarily. For example, Reena thought she was going to be disappointed by Conner because someone has been found to fill the position on a permanent contract. Therefore, it was important to let her know before the interviews.
Conduct first interview and call the clients to ask them about the satisfaction with the work of the candidates, confidence regarding the ability of the analyst. Similarly, arrange for shared meals.
Conduct the Second Interviews by bring all candidates into the RSH and run them through interview circuit of the company. They should also meet with the head of sales and trading.
Decision making
After concluding the interview, all that remains is the selection of the best candidate. Therefore, Stephen Conner laid out all information collected on the four applicants and reviewed their strengths and weaknesses. He compared the current companies to that of RSH. When selecting the candidate, Conner considered the cost of hiring and found out the best at the affordable salary.
Recommendation
Stephen Conner should keep an open mind while asking, and checking for the reference from every applicant. He should also implement a system of rating for each candidate interviewed for fair comparison because a perfect hire should have some basic strengths to complete the task. This is because skills and experience can be learned; therefore, it should not surpass the strengths as a hiring criterion, even if the some candidates may be looking good on paper (academic). That is a successful applicant should be capable of handling work pressure and achieving expectations.
References
Groysberg, B., Balog, S., & Haimson, J. (2007). Recruitment of a Star. Harvard Business School.
