Case Analysis: Recruitment of a Star|
Robert Morris University|
Recruiting, Selection, and Retention, HRMG6150-L1
Dr. Darlene Motley
Stephen Connor, who is the director of research, at the investment firm Rubin, Stern, and Hertz (RSH) is attempting to fill a vacancy created when his lead semiconductor analyst, Peter Thompson resigns unexpectedly. Mr. Connor promotes a junior analyst, Rina Shea, to fill the void left by Thompson as a short term solution. He informs her that he will be looking for an external candidate, with the stipulation that if he cannot find a suitable candidate she will receive the position. Mr. Connor then utilizes a headhunting firm to find potential candidates. The headhunter, Craig Robertson, has been a valuable resource for Connor in the past and is aware of RSH’s culture and the type of individuals that the company needs to hire. Looking through the potential candidate pool Robertson identifies five possible candidates and relays that information to Connor. Connor also receives information from another recruiting firm on a sixth possible candidate. Connor then pares down the group to a final four set of candidates and begins the research and interview processes. The case ends with Connor still needing to make a hiring decision.(Groysberg, Balog, & Haimson, 2012)
Looking at this case we are asked to utilize the human capital theory and the factors that lead to an individual achieving outstanding performance and how portable this performance is between working environments. (Motley, 2013) According to Gary S. Becker Ph.D., a professor of economics and sociology at the University of Chicago “…economists regard expenditures on education, training, medical care, and so on as investments in human capital. They are called human capital because people cannot be separated from their knowledge, skills, health, or values in the way they can be separated from their financial and physical assets.“ (Becker, 2008) Based off from this definition there are several things that I would consider to be factors for an individual to achieve outstanding performance.
These factors fall into two categories, internal and external. Internal factors include things like intelligence, confidence, motivation, passion, tenacity and any other positive factor that comes from within the person. These internal factors are built over time, as the individual grows up, and are usually very hard to teach. External factors include the things that Dr. Becker spoke of and also include environmental factors, present in the workplace, such as supportive supervisors, mentors, and colleagues. An organizational culture or atmosphere that encourages cooperation and allows the individual the freedom to express themselves and their creativity can also be important factors in fostering high performance. Another external factor is that the individual is constantly able to receive training in order to stay relevant in their job. I personally feel that of these two groups the most important for a person to possess are the internal factors.
When talking about the portability of superior performance, between different environments, I believe that it is highly portable. This is because the internal factors and many of the external factors, such as education, training, and knowledge cannot be separated from the individuals as Dr. Becker pointed out in his definition. (Becker, 2008) Having served in the Navy for twenty years I transferred between working environments every 3-4 years and I was able to maintain my superior performance levels despite changes in the external environment. I have also supervised many individuals who were also able to maintain performance levels despite moving to new environments. The exception to this would be if the individual was forced to change professions or companies then there would be a drop in...