Recruitment of a Star process and evaluation


Answer to Question 1

A person taking the position of Stephen Conner would have to take time and evaluate all the candidates based on the same qualifications. The problem is to find a person to cover the position of senior analyst that Peter represented. Rina Shea, the assistant to Peter, could take the position permanently but this would not be the ultimate idea. Desired traits are linked to previous job experience, attitude, job change reasons, and personal goals in life (Heathfield, 2012 ).

It would therefore be good to look for the right candidate from outside the company including applicants like Gerald Baum, Sonia Meetha, David Hughes, and Seth Horkum. The right candidate has to be straight forward, energetic, portray flexibility with teammates, punctual, confident, and loyal (Lee, 2007). The person need not be after recognition for the position he or she stands for. Instead, should base his or her energy, focus, and intellectuals to the positioned job to provide as good results as Peter’s traits. David Hughes fits for the position since he has most of all the listed characteristics.

Answer to Question 2

In choosing the right candidate for peter’s replacement of a senior analyst star, Stephen encountered several problems. These were not limited to the best choice he could make without failing to the company in being able to achieve what was possible with Peter as a star (Groysberg, 2007). Having persuaded Rina to fill the position and deciding to have her permanently occupy it was difficult choice but the best had to come from a regional firm, not the RHS firm. Stephen could not certainly get the right candidate. He was therefore forced to seek Craig Robertson’s assistance in the recruitment process. The problem was the fact that Peter had quit the job without notice and an immediate action was required (Boris G., 2006). Since Peter, was the best analyst star RSH ever had, but to find an immediate replacement was a major issue.

Craig insisted that similar stars might not be willing to move from their job to the position. Retaining Crag Robertson was faced with a decision to find stars by himself or to have him as an intermediary, but time was limited on Stephen’s side (Greenhood, 2006). This was a crucial point when other firms could take advantage of the RSH firm. All the same, he did not want to hire a star, a person who would leave abruptly like Peter. He had to look for a way of cutting down related while choosing the best (Carroll, 2003).

Answer to Question 3

Peter’s replacement was very competitive. Peter was a star whose analytical skills were superior in the industry and many RSH competitors yarned for his services. This is why he got an offer from one of the RSH competitors. He generated much money for the firm. Peter liked new challenges to his intellectual abilities. David Hughes’s move was due to that challenge. He also pointed out that he needed flexibility whereby he could have ways of structuring his job (Greenhood, 2006). He also claimed to have this choice in order to be paid for what he deserved. Stephen needed a person they could comfortably work together and make a positive impact to the firm. Peter was always willing to assist junior members and encouraging teamwork. Stephen was looking for such traits in which case through a face-to-face interview, he was convinced that David Hughes was the right replacement of Peter.

David Hughes unlike the existed rumor that he relied o his junior analyst was untrue according to his claims. For fifteen year in his previous job, he had relied on his findings and hard work. Peter used to do the same before abruptly leaving RSH for one of the firms competitors. David Hughes therefore was the best replacement since he had most or all the traits portrayed by Peter while he worked as a star analyst at the RSH firm (Vadrevu, 2012).

Answer to Question 4

Each candidate had a chance of winning the star position in RSH firm and this included Rina, the former assistant to Peter. Rina had to be confident in facing Stephen and providing a proof that she was qualified for the position permanently but not temporarily. She never defended herself although she had knowledge on how Peter worked to make the firm succeed. She had no stock packing experience and never had links with different firms’ top managements. Rina relied on advices from senior analysts and was dependent on other analysts suggestion (Vadrevu, 2012). She could have defended on having worked as Peter’s assistant and could comfortably cover his vacuum position.

David Hughes presented himself perfectly and claimed to have almost every trait that Stephen was looking for. He was too inquisitive to a point that Stephen wondered who between them the interviewee was. Gerald Baum could do just like David but he had less experience in the industry, with only eighteen months of experience. He arrived late for the interviews and gave negative reason about his current job thus appearing to be too negative about his current employer. He could talk of trying to venture new skill challenges other than what seemingly appeared to be moving from the existing difficulties (Heathfield, 2012 ). Still, Gerald could not have talked of wishing to hire new senior analysts on getting the job.

Sonia Meetha seemed nervous as noticed through the way she responded when Stephen appeared for the interview. Her reason for leaving her job was to serve major corporate clients and enjoy the great technology in RSH and support from the better staff in the new firm. Peter never relied much on assistance and she could not have used this as a reason. She should have been focused on performance but not organizational culture, as she seemed to be (Heathfield, 2012 ). Seth Horkum had great recommendations from clients in his former job. Stephen was not looking for a person who would aim at making a great name out of the position of star semiconductor analyst in RSH. Seth presented himself for that but not after performance. Andrew Katz, on the other hand, could have talked of skill and performance motivation in order to make it to the position.

Answer to Question 5

The selection process seemed fair although Stephen was not sure of the best candidate. The process started with a series of research and investigation on potential candidate. The chosen candidates had their credentials investigated from which the candidates to participate in interviews were chosen. Stephen interviewed each candidate separately at different times. Each of the four candidates was then supposed to meet RSH departments, the boss, and department heads as part of their second interview. Information was still being collected on each candidate, a good thing in finding more about each one of him or her (Groysberg, 2007). The major problem with the formality is that the initial point of eliminating candidates could have left a better candidate than the four chosen ones. Other member could have accompanied Stephen during the first phase of the interview in order to discuss various issues that may have been lefts out. This way, the best candidate could have been selected without spending more time on other formalities.

Answer to Question 6

The entry and socialization process of the firm’s organization would differ on choosing another candidate in expense of Rina. First, a new star meant more cost to the firm despite the uncertainties existing (Edwards, 2009). Rina has established a good understanding and relationship with the junior workers and analysts, which may take time to adjust with another analyst. The chosen candidate may however be more productive than Rina, who has only three year of experience after freshly graduating from Business College. A potential candidate like David Hughes who was ranked second in the October 2003 ranking of semiconductor analysts ranking may be the best compared to Rina and any other candidate, including Peter Thomson, the former Star in RSH firm.



Boris G., S. B. (2006). Recruitment of a Star. New York: Harvard Business Publishing.

Edwards, L. A. (2009). Recruiting Stars: Does it Realy pay off? Journal of Corporate Recruiting             Leadership, vol 4, Issue 8 , 9-15.

Greenhood, J. (2006). Recruitment of a Star Case. Master Management des Organization:             Gestions Des Ressources Humaines, vol 9 , 407-436.

Groysberg, B. S. (2007). Recruitment of a Star. Harvard Business School Case , 407-436.

Heathfield, S. M. (2012 ). Recruiting Stars as Employees. Retrieved November 4, 2012, from       Human Resources: com/cs/recruiting/a/candidatepool_3.htm”>

Vadrevu, J. (2012). Recruitment of a Star Case. Retrieved November 4, 2012, from   

Carroll, S. M. (2003). Corporate Social Responsibility: a three-domain approach”,. Business         Ethics Quarterly, Vol. 4, Issue.13 , 503-530.

Lee, B. G.-E. (2007, October 24). Stars shine better in constellations. Retrieved November 4,        2012, from Musing about capitalism: shine-better-in-constellations.html

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