Difficult Hiring Decision

Based on Steven Robinson’s resume his education, job skills, experience and other competences fit (P – O fit and P – J fit) the organizations requirements and the job requirements better than the other candidates. Hiring Robinson would be the right thing to do. Not only his is qualified and a potential candidate for

Evaluating his approach to bringing about change in his organization. Comparing his approach with that of Jack Welch.

Chern’s needs to complete an internal assessment of the organizations current employees for training, reassignment, promotion and dismissal purposes. The internal assessment can help Chern’s determine if their employees fit the requirements for the managerial positions within the organization. By assessing their current employees’ abilities, willingness to learn and ability to adapt to new situations along with

The six week practical rotation I completed at SJOGH Mount Lawley operating theatre solidified my goal to be part of the theatre and recovery team. During this time I studied instrument names, passing technique, sterile scrub procedure and how to set up and maintain the sterile field. On several occasions I was able to act as scrub scout, only requiring supervision and assistance from my buddy nurse with medications because it was out of my scope of practice to

Hi, Paula, this is Chris. Can you please recommend me any capable in-house candidates for the

As a human resources manager, the primary task is to ensure that only the best candidates are called for interview. In essence, academic credentials are not enough to determine a candidate’s suitability. During the interview, it is important to ensure that the applicant has required skills to meet the firm’s objectives. For example, a given person might have the best academic qualifications as per the job’s description but lack other important aspects such as ability to work in the team and good communication skills. During the interview, such traits should be noted to disqualify applicants who cannot meet fundamental requirements of a team player.

Though Fletcher has enjoyed long-term success as a portfolio manager, he stumbles as a team manager. One example is in his relationship with Stephanie Whitney. Though he described is as a “mentor-protégé” relationship, he admits to having little time to train her. While he provided her with general career guidance, he explains that it was her own resourcefulness and initiative that allowed her to ascend from an administrative assistant position to the role of analyst. This transition, as noted by one of her colleagues, was difficult for Whitney and she struggled with establishing her identity as an aspiring portfolio manager. Because of Fletcher’s hands-off approach to managing people, Whitney’s growth was stifled under his management, which was a contributing factor to her eventual resignation.

I agree with Danny’s philosophy to only hire people that he sees being one of the top three workers in their role. If they cannot even rise to be part of the top three at any point in their career there, what is the point in even hiring them? Why hire a worker that you feel is at best mediocre? Workers should be hired when the expectation for their performance exceeds that of all other workers in the company. Danny also talks about the concept of a “whelming” candidate. See, with an overwhelmingly qualified candidate you know that they will excel at their job and will do great things in their role. With an underwhelmingly qualified candidate they will either quit or be fired for underperforming. The issue with a “whelming” candidate is that they are completely average. They won’t go on to excel in their role, they won’t do great things, but they also avoid underperforming to the point of demoting or firing them. They are simply dead weight, and the biggest problem is they are often only uncovered by the time they have been working in their position for quite a while already.

What major skills has Jovita Carranza demonstrated in her career at UPS that have made her a successful leader?

Immediate Concern A successor has to be found to replace the retiring Jack Welch, as no suitable candidate has yet been determined. This is becoming a concern for shareholders who want to realize the same returns they have been receiving under the Welch regime. The new CEO needs to be dynamic to lead this complex organization, and sustain the rate of growth realized during the Welch era.

The Super Regional Strategy adopted by ANZ began with Mike Smith’s (CEO) tenure in 2007. Mike Smith has a rich history with the Asian market and was a fundamental motive for ANZ to pursue penetration of the Asia-Pacific region. ANZ’s decision to offshore jobs is a key component of the wider Super Regional Strategy and allows the Bank to gradually form a foothold in Asia by slowly becoming a ‘household’ name and trusted employer.

Selecting the correct methodology for recruiting your next chief executive officer is undoubtedly one of the most difficult decisions that a board of directors will ever have to make. Horse races, promotion contests, and the extensive use of executive search firms have proven to be the most common forms of selecting company’s top executives. The fight to hold to the title of CEO between internal and external candidates is cut-throat and in most cases, a popularity contest based on reputation alone. Selecting the proper method of recruitment helps companies to eliminate these battles and pick the top candidate based on their qualifications such as their credentials, experience,

With Janice’s public relations background she fit the positions requirements the best of all seven candidates. Being a natural networker who is both creative and single minded at getting what she wants. This single mindedness made it easy for me to see how I could manage her through the utilization of rewards to accomplish the team goals and maintain team efficacy.

Firstly, Karen Mitchell, who was the best choice based on the previous evaluation criteria, was challenging for selling skills and ranked the fourth with new criteria. Karen had excellent operational skills (Rank 1) with fast, accurate and professional performance. She had good relationship with fellow CSRs and customers. Three and half years teller experience was sufficient for promotion. She also showed that she wanted to take more responsibilities. However, on the downside, Karen’s selling performance was poor and showed resistance for bank’s new policies. Although the managers had talked to her to improve the selling skills, she still thought that CSRs and tellers were nearly the same position to provide fast and accurate operation, not selling. If Karen was promoted to the head CSR, the assignment and operational works would be performed well, but the selling performance might decline. The number of customers might be retained or even increased, but the profit might go down.

Each candidate has great experience at Menton bank. They all flourish in different ways in there positions they have. Karen Mitchell problems is “she simply refuses to sell.” With the new direction Menton is going, this is a big problem for Costanzo and Reeves to appoint her the new position as head of CSR. “I did try this selling thing but it just seemed to annoy people. Some said they were in a hurry and couldn’t talk now; others looked at me as if I were slightly crazy to bring up the subject of a different bank service than the one they were currently transacting. And then, when you got the odd person who seemed interested, you could hear the other customers in the line grumbling about the slow service” Mitchell said. (Lovelock, Wirtz, pg. 524)