Recruiting a Star Case Study

Tyler Andrew

Recruitment of a Star

B321

Case Analysis

Introduction

        Stephen Connor, Director of Research at the New York investment banking firm of Rubin, Stein, and Hertz (RSH), is looking for a “Star”. A Semicolon Analyst, Peter, has abruptly left the company to work for a competitor, and apart from being the best analyst there, he was also the only one. It is imperative that Stephen finds another analyst soon, as an upcoming deal with the PowerChip Company is approaching, and they will require an expert level analyst to be present.

Problem Analysis

Some of the problems encountered in this case:

1. Should Stephen hire from within the company, or from without?

        Does Stephen have anyone on the inside that can match up to Peter’s level? Stephen needs to handle this discreetly, would looking outside be a viable option even if the matches are better?

1. Stephen’s “Star” qualities.

        Stephen is not just looking for someone to take Peter’s position, he is looking for a copy of Peter almost. Peter left a big hole to fill, however, when interviewing for a position, you cannot judge the ability of someone’s capabilities to fulfill it by how closely they compare to the predecessor. Each person has their own shared and unique sets of strengths and skills, and the potential new hire will have some diversity that the Peter did not, that may prove even more beneficial to the company.

1. Interview Process

        Stephen has a bias process and almost leads one candidate on in her standing with obtaining the position. He has a list of what he is looking for in a candidate, while skills are good to have, but skills can be learned, having the appropriate strengths already in place at time of interview can prove to be even more essential.

Recommendations

        Recommendation for Stephen Connor is to first, keep an open mind. Ask and check for references from each candidate. Implement a rating system for each person he interviews, to help compare them fairly. Remember, “A good hire should have the basic strengths to complete the job. Skills can be learned, and should not surpass strengths as hiring criteria, even if they look good on paper”. A successful candidate should be able to handle fast-paced, pressure filled environment, setting and achieving high expectations. Some things Stephen lost with Peter that are essential to have in the net candidate are: Overachiever/Highly motivated, Intelligent, Good stock picker, Superior research/Analytical skills, Competitive, Money-Focused and good negotiator. I would recommend to Stephen, that while Rina Shea may be from the inside and has personally worked with Peter for many years, her personality itself and strengths needed do not match up as closely as other candidates.  Seth Horkin could be a very likely final candidate, as he has access to PowerChip executives and could be very influential, however, does not have the best, or longest experience. My best recommendation for the position would be for Sonia Meetha. She has the overall best strengths and skills highlighting Star Power quality closest to what Stephen is needing. She has ambition and a proven drive to achieve and improve the company in which she works for, increasing profitability. Even though Sonia has most of her experience from a smaller firm, and she is not too keen on traveling due to her family, most of these concerns were erased by her poise and impressive fund knowledge about technology stocks.