Running head: RECRUITMENT OF A STAR
Assignment 4: Recruitment of a Star Case Analysis
April Tuggle
McDaniel College
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Assignment 4: Recruitment of a Star Case Analysis
The sudden resignation of a productive and essential employee is a shock to most
organizations, it can cause anxiety and panic in some instances, but if proper succession planning
and recruitment and selection process are already in place, the aforementioned stress can be
avoided. In the case study, “Recruitment of a Star,” by Stephan Balog, Boris Groysberg, and
Jennifer Haimson: Stephen Connor, the director of research at the investment banking firm,
Rubin, Stern, and Hertz (RSH) was tasked with recruiting and selecting a replacement after the
sudden resignation of Peter Thompson, a star analyst, and the only senior semi-conductor analyst
at RSH (2006, p. 1). This case study examines the process of recruitment and selection of an
integral upper level position in the fast paced investment banking industry. To fully understand
and analyze the “Recruitment of a Star” it is necessary to first understand the culture and
situation at RSH.
An organization’s culture should be considered one of its strongest attributes, at RSH this
was certainly the case. In fact:
“Many considered RSH’s culture one of its prime competitive advantages. Teamwork led
to superior company coverage. As an additional incentive to teamwork, the director of
research tied analysts’ bonuses not only to individual success but also to the success of
the group” (Groysberg et al., 2006, p. 1)
Clearly, investment banking can be a highly competitive business especially with bonuses tied
directly with an employee’s productivity. RSH was able to bridge the competitive gap by
fostering a team environment instead of what could be a highly autonomous workplace. RSH
also fostered mentorships between senior and junior level analysts so their employees were able
to develop their careers and grow within the organization (Balog et al., 2006, p. 1). Ultimately
this led to very low turnover at RSH and incredible organizational loyalty, however “the turnover
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rate was so low that it stung when anyone resigned” (Balog et al., 2006, p. 2). Low turnover can
indicate general employee job satisfaction, but with low turnover also comes lack of experience
with recruitment and selection. In this case, the extremely low turnover led to a lack of
replacement and succession planning at RSH and general panic whenever anyone resigned
unexpectedly.
According to Staffing Organizations, “Replacement and succession planning focuses on
identifying individual employees who will be considered for promotion, along with thorough
assessment of their current capabilities and deficiencies, coupled with training and development
plans to erase any deficiencies” (Henaman, Judge & Kammeyer-Mueller, 2012, p. 107).
Although replacement and succession planning did not seem to be a top priority for RSH,
Stephen Connor was able to temporarily replace Peter Thompson with Rina Shea (Peter
Thompson’s junior analyst) while he conducted the search (Balog et al., 2006, p. 1). This
allowed Stephen Connor to conduct his search without having to panic about the upcoming deal
with the PowerChip Company (Balog et al., 2006, p. 1). Officially, Stephen Connor promoted
Rina Shea to senior analyst but was unsure whether he would allow her to continue as the senior
semi-conductor analyst, he decided he would investigate other candidates before offering her the
position as the sole senior semi-conductor analyst. If Stephen Connor decided to offer the
position to someone else he would simply “give her some smaller technology industry” (Balog et
al., 2006, p. 3).
After Stephen Connor stabilized conditions by appointing Rina Shea he immediately
contacted an external recruiter or “head hunter” to see if there were any “star analysts” looking to
move. A senior semiconductor analyst is a highly technical position that is very competitive,
rankings of these analysts are published in the Institutional Investor (II) magazine – if an analyst
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is not ranked in this magazine they are not considered “star analysts” (Balog et al., 2006, p. 20).
The rankings are based upon institutional client’s rankings on an analyst’s, “earnings forecasts,
industry knowledge, overall service, accessibility and responsiveness, stock selection, and
written reports” (Balog et al., 2006, p. 21). Peter Thompson ranked third on a list of fifty analysts
in Institutional Investor (II) magazine (Balog et al. 2006, p. 21). Although this magazine
provides a short list of fifty potential candidates Stephen Connor felt he did not have the time to
conduct a search himself, and he did not want to start making calls. Stephen Connor felt the calls
would spread all over Wall Street that RSH was searching for a new senior semi-conductor
analyst months before the PowerChip Company deadline. Using a recruiter in this case was a
way to save Stephen Connor time, and prevent any rumors about RSH. Apparently, Stephen
Connor had used this recruiter before because Craig Robertson’s number (who worked for Triple
S recruiting) was on his speed dial (Balog et al., 2006, p. 2). This indicates that RSH was
completely dependent on outsourced recruitment offices to fill at least their senior level
positions. According to Heneman et al. “Outsourcing decisions require consideration of
organizational strategy, size, and the skills required” (2012, p. 652). Therefore outsourcing
should not be considered in all situations. Due to the large size of RSH it was interesting that
there was no mention of human resources during this case, as it would be an accurate assumption
that there would be a human resources department for a firm the size of RSH. Clearly, an inhouse recruitment could have been considered if human resources were notified due to the core
organization competencies that Peter Thompson served, and the specific attributes Stephen
Connor outlined. However, since Stephen Connor was on a constricted timeline due to lack of
replacement and succession planning, an outsourced recruitment office became in his eyes the
only option.
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After checking in with the recruiter and scheduling a meeting to discuss the qualities
Stephen Connor was looking for in a “star analyst,” he contacted a trusted work colleague and
“star telecommunications analyst” Tom Walters to seek advice and test the reaction to Peter
Thompson’s resignation. During this conversation the point is made that “a couple of months ago
Peter Thompson was thinking of resigning and you must know by now that he has given notice. I
considered countering for a while, but simply didn’t think it was a good idea” (Balog et al., 2006,
p. 3). Stephen Connor had no contingency plan in place a few months ago even though it was
relatively well known that Peter Thompson was considering resigning from RSH. Yet another
indication that replacement and succession planning is not a part of RSH.
After the initial phone conversation with Craig Robertson, Stephen Connor met with
Craig Robertson to outline the necessary skills and qualifications for the senior semi-conductor
analyst position. Craig Robertson asked Stephen Connor to outline Peter Thompson’s best and
worst qualities in order to seek out the best fit (Balog et al., 2006, p. 4). Peter Thompson’s faults
included being over competitive, doing anything to get ahead, and money being his sole
motivator (Balog et al., 2006, p. 4). However, Peter Thompson’s attributes included, incredibly
intelligent, superior analytical skills, go-getter, taking on additional projects, industry
knowledge, good writer, client oriented, and access to upper management at companies (Balog et
al., 2006, p. 4). Overall, Peter Thompson possessed the hard skills to be successful but was
lacking in soft skills especially with his co-workers to be successful. RSH above all wanted a
team oriented employee, and Peter Thompson was not team oriented. Stephen Connor’s final
remarks to Craig Robertson were:
“I’m going to give you fairly free range on this one, Craig. If you can scrounge up two or
three highly ranked stars, I’ll be extremely pleased. But search your pool of regional
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firms and local boutiques as well. And if there’s an up-and-comer out there, I’d like to
see his or her résumé. A rising analyst could improve a lot on our platform, but he or she
would have to have the right ingredients already” (Balog et al., 2006, p. 5).
After this final conversation Craig Robertson was able to successfully identify three viable
candidates for the position. While Seth Horkum approached RSH with his own recruiter, Rina
Shea must also be considered a candidate as Stephen Connor offered Rina Shea an unofficial
promise of the semiconductor position if no one else was more qualified than she. Please see
Exhibit 1: Required vs. Preferred Qualifications below for the required and preferred
qualifications outlined by Stephen Connor. After examining Exhibit 1: Required vs. Preferred
Qualifications please see Exhibit 2: Candidates vs. the Required & Preferred Qualifications to
examine how David Hughes, Gerald Baum, Sonia Meetha, Seth Horkum, and Rina Shea
compare to the required and preferred qualifications.
All of the candidates have experience as analysts in the semiconductor industry and
advanced degrees all from Ivy League institutions. Clearly, they could all perform the job, but
the question becomes who is the best match for the position and organization. After reviewing
the interviews and background information about each candidate, it is clear that Gerald Buam
should not be considered for the senior analyst semiconductor position.
Although, Gerald Baum has only been in the semiconductor industry for 18 months and
risen to eleventh place in Institutional Investor (II) magazine he does not exhibit the soft skills
necessary to become a productive member of RSH. Gerald Baum is clearly an autonomous
analyst, he does not value team work and is mainly drive by competition and monetary
compensation. He even had the gall to arrive late to the interview offering no apology, ask about
compensation upfront, and shows absolutely no loyalty towards RSH, whenever the next best
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offer came along, Gerald Baum would leave RSH. He may be wonderful with clients and
produce viable results, but he is a liability due to his cavalier attitude and documented lack of
cooperation with other staff members (firing one of his junior analysts during a client
presentation). Gerald Baum would be a terrible fit at RSH due to its team oriented culture,
Gerald Baum’s should remain at his own competitive firm Gotz & Loeb. Almost the exact
opposite of Gerald Baum is Seth Horkum.
Seth Horkum has been with the same Wall Street Firm, Jefferson Brothers for over 15
years and is an extremely loyal analyst. He pursued Stephen Connor because he felt he had
reached a point in his career where he could no longer grow at Jefferson Brothers. Since he had
been with the organization since the beginning of his career, he felt they would never recognize
him as a star no matter how many extra projects he acquired, catered to clients by agreeing to last
minute travel or how high his ranking was in Institutional Investor (II) magazine. Seth Horkum
was ranked 5th and had been ranked as a runner up but had received no recognition at Jefferson
Brothers. However, Craig Robertson did not identify him during his recruiting process as a
viable candidate for RSH, even though he was ranked higher than Sonia Meetha in Institutional
Investor (II) magazine. Seth Horkum seemed to be habitually overlooked even though he had
true star analyst potential. Although Seth Horkum comes from a firm that is known for
autonomy, he was responsive to working in a team oriented environment. Seth Horkum would
take some time to adjust after being with the same firm for over 15 years to the team oriented
culture at RSH, but he has the work ethic, commitment and is noted as brilliant stock picker (one
of the preferred qualifications) which could make him successful.
Sonia Meetha is from a small firm or a boutique, but is trying to make the transition to a
larger firm. Originally from a larger California firm, she transitioned to the East Coast and
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accepted a position at WHS. She has over 15 years of experience as a technology analyst, and
has been with WHS for 5 years but is ready to transition to Wall Street. Even though she is from
a small firm in Connecticut, she is ranked 8th in Institutional Investor (II) magazine. She has the
potential to make big changes at RSH by implementing a global initiative that she successfully
did at WHS a great feat for such a small firm. Sonia Meetha was by far the best prepared for the
interview by bringing pointed questions and inquiring about projects she was familiar with at
RSH. She was especially interested in working with other upper level female analyst, and was
excited to hear about the team oriented environment at RSH. Sonia Meetha also discussed
telecommuting options, but Stephen Connor emphasized that being onsite at RSH was important
for this position, but that RSH may be able to accommodate. Stephen Connor seemed to be
overly worried that Sonia Meetha had a family and would not be able to balance the workload,
this should not have even been thought of because she has made her way at WHS and this was
not suggested of any of the men who have children. Sonia Meetha would be at a disadvantage at
first due to her lack of contacts on Wall Street, and inquired about assistance from other senior
analysts during her first few months. Although Sonia Meetha has the potential to make great
changes at RSH through global initiatives, she does not meet the preferred qualification of being
able to “hit the ground running.”
Rina Shea has already been doing the senior semiconductor analyst position in Peter
Thompsons absence for a few months. As Stephen Connor notes that while the semiconductor
department has stabilized he has received mixed reviews about Rina Shea’s work at RSH. Some
note that she needs to be more assertive, while others believe she is knowledgeable and capable
of doing the job. Unfortunately, not being assertive enough or being too assertive is often
attributed to women in the workforce therefore I would not buy into this colleagues analysis.
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Although Rina Shea is doing the job, she is still relying on other senior analysts for assistance.
This is the main reason why Stephen Connor should consider other candidates for the position.
However, Stephen Connor should have given Rina Shea the opportunity to interview as well so
he could accurately compare her to other candidates instead of just assessing her from afar and
receiving feedback from colleagues (who may have their own motives as well). In comparison to
the other candidates Rina Shea does fall short, mainly because of her lack of years as an analyst.
Rina Shea is an up and comer, but she should be reassigned to a smaller industry as Stephen
Connor suggested.
David Hughes is already a star analyst. He has over 30 years of experience as a
semiconductor analyst. He is ranked 2nd in the Institutional Investor (II) magazine this year and
has been ranked 1st four times in his career along with other consecutive rankings. David Hughes
could definitely fulfill the preferred qualification of “hitting the ground running.” However, the
chatter on Wall Street is that he is winding down, but Stephen Connor expressed interest in
hiring a well established star with well established contacts on Wall Street all which David
Hughes exemplifies. David Hughes also expressed that he would be willing to train junior
analyst and pass on his wealth of knowledge, particularly meeting the needs of the development
program Stephen Connor is establishing at RSH. David Hughes meets all the required and
preferred qualifications, although some question his age that should not be a consideration during
the hiring process. David Hughes is by far the most qualified candidate with the potential to train
other staff members at RSH to have the same capabilities.
There were many issues with the recruitment and selection process for the senior
semiconductor analyst position at RSH, however in the end viable candidates were interviewed
and could be selected for the position. First, the recruitment process could have been on a better
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timeline if proper succession and replacement planning were implemented at RSH. An exit
interview should have been conducted with human resources, and it might have shed some light
on the reasons why Peter Thompson decided to resign. Also, Stephen Connor needs to learn to
“slow it down” according to “Finding the Right 1,” Nicholas Dunlap suggests that “smart
employers are slowing down the hiring process and incorporating additional members of the
management team to help interview and uncover whether or not a particular candidate best fits
the company’s culture” (2014, p. 24). Stephen Connor did not have meetings with any upper
management, other than his work colleague via phone, he only consulted the recruiter for the
most part. Even if turnover was extremely low, panic should not be the first response when
someone resigns or retires.
Second, the recruitment process could have remained in house if Stephen Connor would
have thought to contact human resources. Outsourcing recruitment is costly and it could be
extremely beneficial for RSH to have their own recruiting department as a part of human
resources on staff. Outsourcing recruiting is usually the most beneficial for smaller organizations
that do not have robust human resources department (Heneman et al., 2012, p. 652). Maybe a job
description would have been created for the position rather than simply telling Craig Robertson
your thoughts on what Stephen Connor did and did not like about Peter Thompson (Balog et al.,
2006, p. 4). Also, if you are recruiting using an in-house team you have more access to the
recruiters and are able to provide more feedback. It is possible that Stephen Connor did not want
to use in-house recruiters because he did not want news to spread that RSH was without a
semiconductor analyst months before the PowerChip company project, but as Tom Walter’s said
“News travels fast here, Stephen” (Balog et al., 2006, p. 3). Also, Craig Robertson did not even
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identify Seth Horkum as a candidate even though he was ranked 5th in Institutional Investor (II)
higher than both Gerald Baum and Sonia Meetha.
Third, the selection process should have been more standardized and less casual.
Although this is an upper level position and certain qualifications are assumed, Stephen Connor’s
interviewing capabilities were abysmal. He never gave Rina Shea the opportunity to interview at
all, denying her the right to fair consideration. The questions he asked were vague and catered
towards each of the candidates, none of the candidates were asked the same questions. Meaning
the interviews were unfair and completely reliant on the candidate to do the majority of the
talking. Stephen Connor was so ill prepared for David Hughes’ interview he noted to himself that
he felt like he was being interviewed by David (Balog et al., 2006, p. 12). Also, the selection
process could have greatly benefitted from panel interviews, so it was not just on one person’s
shoulders to make the decision, and then there would be a variety of perspectives on the
candidates instead of just Stephen Connors perspective. Bringing the candidates in for a day at
RSH was a great idea, but unfortunately he only sought feedback from word of mouth, he did not
have his staff fill out evaluation forms, or have them ask standard questions of the candidates.
Basically, he just set the candidates lose at RSH, other than Sonia Meetha who requested to have
a meeting with other female senior analysts. Stephen Connor himself did not have a ranking
system in place for himself either, he simply reflected to himself after the interviews.
At the end of the case study, Stephen Connor still had yet to make a decision because he
did not have the above practices in place. However, after gathering the information from the
recruiters and the interviews on each candidate I would suggest the hiring of David Hughes.
David Hughes is already a noted “star analyst” and brings over 30 years of knowledge to RSH
which he could pass on to other RSH analysts as well making RSH more secure in the future.
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David Hughes exceeds both the required and preferred qualifications therefore, he should be
selected. Although, the other candidates had great potential and could make changes at RSH like
global initiatives, David Hughes is the best fit for the position at this point with a large upcoming
project with PowerChip.
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Exhibit 1: Required vs. Preferred Qualifications
Required Qualifications
Experienced Sell-Side SemiConductor Analyst
Preferred Qualifications
Highly Ranked "Star Analyst" in Institutional Investor (II) Magazine
Industry Knowledge
Good Writer
Client Oriented
Access to upper management at
companies
Team Work Oriented
Analytical Skills
Self-Motivated
Ability to travel
Global Outlook
Established contacts on Wall Street
Good stock-picker
"Hit the ground running"
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Exhibit 2: Candidates vs. the Required & Preferred Qualifications
David Hughes “The Seasoned Professional”
Required Qualifications
Experienced Sell-Side SemiConductor Analyst
Industry Knowledge
Good Writer
Client Oriented
Access to upper management
at companies
Team Work Oriented
Analytical Skills
Self-Motivated
Preferred Qualifications
Highly Ranked "Star Analyst"
in Institutional Investor (II)
Magazine
Ability to travel
Global Outlook
Established contacts on Wall
Street
Good stock-picker
"Hit the ground running"
Comments
Has been in the semiconductor industry since 1976, 30+ years of
experience
Joined the Wall Street firm Buck and Associates in 1976 as a junior
analyst, after 4 years he was promoted to a senior analyst. In 1988 he
moved to Spensers in a hopes to move up the rankings in Institutional
Investor (II) Magazine.
known to have "superior work"
Rare interpersonal skills that generated a large client base
Well established on Wall Street - Stephen Connor refers to him as a
celebrity
Commented in the interview that he would be happy to pass on his
knowledge to juniors - saying "I still have a few tricks up my sleeve"
Known to have a razor sharp mind
Noted that he wanted to leave Spensers because he wanted to be challenged
Comments
Ranked #2 in the Semiconductor industry rankings, has received 1st place
4 times, 2nd 5 times, and in other years received a 3rd place or runner-up
ranking
His travel schedule was noted as being less intense
Some felt David Hughes was winding down, but others felt he was just
growing bored at Spensers
With 30+ years as a semi-conductor analyst David Hughes has exponential
contacts
Work seen as superior
Definitely an experienced semi-conductor analyst, he would have no
problem adjusting at RSH - he even plans on bring his juniors and
assistants along which indicates loyalty
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Gerald Baum “The Competitor”
Required Qualifications
Experienced Sell-Side SemiConductor Analyst
Industry Knowledge
Good Writer
Client Oriented
Access to upper management
at companies
Team Work Oriented
Analytical Skills
Self-Motivated
Preferred Qualifications
Highly Ranked "Star Analyst"
in Institutional Investor (II)
Magazine
Ability to travel
Global Outlook
Established contacts on Wall
Street
Good stock-picker
"Hit the ground running"
Comments
Has been a technology analyst since 1991, became a ranked analyst after 2
years with a firm, jumped Wall Street Firms until he settled at Gotz &
Loeb where he remains today, but has only been in the semi-conductor
industry for 18 months and is already in the 11th spot in II rankings
15+ years experience as Wall Street technology analyst
To achieve II rankings he has to be a good writer
Clients confirmed he treated his staff terribly, but his client work was
superior and that they would move with Gerald. Not completely client
oriented, he fired a junior analyst in the middle of client presentation completely unprofessional, he was also tardy to the interview and was
unapologetic about it
Due to his years with various Wall Street firms Gerald Baum has
connections, however those connection could be unreliable due to his
arrogant attitude
Gotz & Loeb is a highly competitive firm with bonuses based on individual
successes, therefore it is a highly autonomous environment, Gerald Baum
is not team oriented
Attended MIT and Yale School of Management, and has achieve II
rankings
Motivated to get ahead, and find the best possible offer to benefit himself motivated by monetary compensation, even asked about compensation and
benefits in the interview, which is why he is welcoming offers from other
firms
Comments
Ranked in II magazine has been spotty at times, currently ranked 11th (the
lowest out of all the candidates)
Active travel schedule, and said in the interview that he answered client
emails and voicemails promptly
Covered cutting edge companies at Gotz & Loeb, competitive therefore he
values the global outlook
Has contacts on Wall Street but is known for his terrible attitude towards
other staff members
"Noted as a rare candidate who excelled at all skills clients considered most
important, industry knowledge, service, stock picking, and report writing"
Has been in the technology industry for years, he could do the job, but he
would have difficulty fitting into the culture at RSH, too autonomous
would not value team bonuses or the team approach at RSH
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Sonia Meetha “The Innovator”
Required Qualifications
Experienced Sell-Side SemiConductor Analyst
Comments
Has been a technology analyst since 1991, she moved to the East Coast in
1997 at a small firm, WHS she has been with the firm ever since
Industry Knowledge
Good Writer
Client Oriented
15+ years as a technology analyst
Praised by her Director for her accurate research reports
Well received by clients for her work on two non-US semiconductor firms,
"financial models are elegant, clients appreciated her insights"
Since she is from a small firm she would have to move fast to create
contacts on Wall Street
Values a coordinated and team approach, values the larger team and
working with other female analysts
BS in Engineering, MBA from Stanford Business School
Extremely self motivated, ranked in II as an "up and comer" even though
she belongs to a small firm
Comments
Ranked 8th overall in II, noted as an "up and comer"
Access to upper management
at companies
Team Work Oriented
Analytical Skills
Self-Motivated
Preferred Qualifications
Highly Ranked "Star Analyst"
in Institutional Investor (II)
Magazine
Ability to travel
Global Outlook
Established contacts on Wall
Street
Good stock-picker
"Hit the ground running"
Needs some flexibility and offered telecommuting
Global initiatives are her passion, she expanded her small firms reach by
pushing global initiatives, asked a lot of questions pertaining to global
outreach during her interview
Will have to quickly establish contacts, asked if she would be offered
assistance in doing this during the interview
Noted as a good stock picker by clients with elegant models
It would take an adjustment, but she seems eager to make the transition to
Wall Street, came prepared and did her research on RSH, extremely
passionate about her job
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Seth Horkum “The Strategist”
Required Qualifications
Experienced Sell-Side SemiConductor Analyst
Comments
Has been an analyst since 1989 working 12-16 hour days to work on
assignments
Industry Knowledge
Good Writer
15+ years of experience as a Wall Street Analyst
Clients praise the quality of his research reports, Graduate Cum Laude from
Harvard, and attended Columbia Business school to earn his MBA
Clients appreciate his responsiveness, answering phone calls and emails
promptly, as well as traveling at short notice
Although he has been on Wall Street for 15+ years he is rarely recognized
as a star at his own organization
Interested in working as a team, positive response to teams in the interview
even though he comes from a more autonomous firm
Research director regards him as a top analyst, brought along one of his
reports to the interview
Clearly motivated to please clients and upper management
Client Oriented
Access to upper management
at companies
Team Work Oriented
Analytical Skills
Self-Motivated
Preferred Qualifications
Highly Ranked "Star Analyst"
in Institutional Investor (II)
Magazine
Comments
Recognized as a runner up, Ranked 5th overall as a semi-conductor analyst
in II
Ability to travel
Willing to travel at short notice
Global Outlook
Established contacts on Wall
Street
Good stock-picker
"Hit the ground running"
No mention of global contacts/outlook
Since he is not recognized as a star analyst at his own organization he may
struggle to have established contacts elsewhere
Noted as a brilliant stock picker
Coverage of only medium sized companies may be problematic, he might
have some adjusting
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Rina Shea “The RSHer”
Required Qualifications
Experienced Sell-Side SemiConductor Analyst
Industry Knowledge
Good Writer
Client Oriented
Access to upper management
at companies
Team Work Oriented
Analytical Skills
Self-Motivated
Preferred Qualifications
Highly Ranked "Star Analyst"
in Institutional Investor (II)
Magazine
Ability to travel
Global Outlook
Established contacts on Wall
Street
Good stock-picker
"Hit the ground running"
Comments
Serving as the "temporary semiconductor", recently promoted to a senior
analyst, worked as Peter Thompson's Junior analyst at RSH
Working at RSH for over 3 years, began in California a top technology firm
in CA
MBA at Columbia Business School
Some think she needs to be more assertive, others categorize her as being
very knowledgeable
Recently promoted to a senior analyst she may struggle making these
contacts
Already a part of the RSH culture, she is clearly motivated to stay in the
team environment
Received a promotion from a junior analyst to a senior analyst
Accepted the offer to stay on after Peter Thompson left to senior analyst,
not guranteed the semiconductor job but willing to do it to prove her
capabilities
Comments
Not ranked in II Magazine
Not addressed because she did not receive an official interview
Not addressed because she did not receive an official interview
Previous junior analyst may not have extensive contacts on Wall Street
Not addressed because she did not receive an official interview
Stabilized the semiconductor unit, preparing for the PowerChip company
project
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References
Balog, S., Groysberg, G., & Haimson, J. (2006). Recruitment of a star. Harvard Business
School, Case Number 407036-PDF-ENG. Boston, MA: Harvard Business School
Publishing.
Dunlap, N. (2014). Finding the right 1. Journal Of Property Management, 79(3), 24.
Heneman, H., Judge, T. & Kammeyer-Mueller, J. (2012). Staffing Organizations (7th ed.).
Middleton, WI: McGraw-Hill Irwin.