Case 2 an indiscreet conversation on hiring

June 12, at 3: No single job title quite covers the majority of what I do. My compromise is to put a common job title Programmerand use bullet points to show that I also do related-but-distinct-and-highly-marketable X, Y and Z. Anonalicious June 12, at 9:

Case 2 an indiscreet conversation on hiring

Hire Writer The conversation becomes an issue when, according to Fundamentals of Executive ManagementJoes brings up the fact that he has just interviewed a very well deserving candidate for a new position.

However, Joe does remember that she did say that the reason she wanted to move from New York to Canada is because she intendeds to start a family. With this information on the table for discussion, Joe does his best to not sound as if his concerns are purely sexists. Joe is in a tough position.

Drucker suggest that making the right people decisions is the best way to lead an organization. It seems that in this cases Joe may not be able to lead by making a good decision no matter what side of the argument he chooses.

Even knowing this however, Drucker suggest that a good manager still has to be able to make these types of high-risk decisions about hiring someone. Overall, when upper management makes a bad decision, Drucker suggest that he is failing the organization.

People decisions are not the only decision that a manager has to make but they are a very important part of what they do. Moreover, despite the fact that Joe is having this conversation just with his friends the decision he makes will ultimately be seen by the rest of the organization.

Drucker suggest that even if you try to keep other employees out of the loop with hiring decision, that those decisions ultimately cannot be kept a secret. Employees will ultimately see what decision are being made and will be able to understand what they mean.

What Joe has to think about, as a risk outside of his investment in her maternity is the risk of loosing the respect of the organization.

Case Study Interview Examples and Questions

For Joe to be the leader that his organization needs he must look into ways to make his decision making within the hiring process more clearly defined and more disciplined.

One suggestion for Joe would be to follow one of Drukers decision steps by looking at a number of potentially qualified people. Given the information that has been given in the case study Joe has only looked at three candidates to this point.

Case 2 an indiscreet conversation on hiring

In all, Joe must make good decision based on qualifications for the job. Doing so will improve his leadership and maintain the respect and willingness to perform by his organization.

The question of sexism does come into play in this case study. However, that is a distraction to the real problem. Joe is trying to make decisions based on criteria that has little to do with his needs for the organization.

Harvard Business Review Book. Fundamentals of executive management.

How to cite this page Choose cite format:A Case Study of a Messed-up Hiring Process Improved By Stacy Feiner April 2 a new VP of operations. First, a hiring committee of key stakeholders was established.

Case 2 an indiscreet conversation on hiring

Through a series of facilitated conversations and a job survey, the team of leadership, management, and human resources members came to consensus on the core capabilities for the.

As I read through An Indiscreet Conversation on Hiring for the first time, I became increasingly. disappointed and agitated as I pictured the friends as profit-driven, cold-hearted, sexist.

How to cite this page

Jul 24,  · In Farenthold's case, however, the deposition and discovery would be limited to "the issue of whether the hiring of Blake Farenthold for the job of 'legislative liaison' is a matter of 'special. An Indiscreet Conversation On Hiring Case Study The primary issue of this case is whether or not to hire a qualified female candidate considering the ‘risk’ .

In that case it was a state job and it sounds like they wanted to know if the person would accept before offering the position (possibly because of all the red tape and time involved with a new hire and needing to get a certain number of people on staff by a certain time).

Step 1: Build a Business Case to Pool the Dollars Given the number of positions, the level and complexity of the professional and technical roles, and the fact that so many candidates are passive — not actively looking for a job — Eleanor should ask for $ million in operating budget.

A Case Study of a Messed-up Hiring Process Improved | ERE