OBHR 401 - FINAL NOTES || A+ Certified.
CASE: Hiring for the new Venture at Mira SUMMARY correct answers Barbara White, the CEO
of Mira, needs to hire a new VP for a new venture the company is launching. Mira, a successful
hi-tech company, has a history of chaotic internal culture, which Barbara successfully
transformed into a collaborative and results-oriented environment, leading to a successful IPO.
The new venture requires expertise and relationships to bring the product to market. There was
something of a sales component to the job, given the technology. It required working with a
group of IT suppliers who controlled the market between the corporate purchasers, COOs or VPs
of IT, and Mira. Prior to this point, Mira had worked solely with the corporate purchasers.
Barbara was concerned other firms were thinking the same thing so there was a need to move
quickly and get the product to market. Barbara was flexible but she would pay $500,000 base
plus a significant bonus for the individual selected.
Barbara's four candidates from the executive search firm were:
Steve Brass - Experienced in technology with strong relationships with IT suppliers. However,
he is known for being hard-headed and argumentative.
Jeff Machi - Brings technology background and experience but has a history of being political
and self-interested. Has a track record of changing companies every few years.
Tom Lovejoy - A fast learner and team player with a history of getting things done. Willing to
forgo base pay for a considerable portion of compensation based on project success.
Paul Boerning - Brings extensive managerial experience but lacks relevant technology
background and relationships with IT suppliers. Seeks a guaranteed base salary of $750,000.
CASE: Hiring for the new Venture at Mira FACTORS TO CONSIDER correct answers - Mira's
specific needs and culture
- technical expertise
- adaptability
- relationships with IT suppliers
,- risk tolerance
- evaluate strengths and weaknesses (do a pros and cons chart for each to see who fits most with
the company's goals)
- evaluate culture fit vs strategic fit
Culture Fit vs Strategic Fit correct answers Culture fit = personality fits and aligns with the
company
Strategic fit = to what extent the candidate has the knowledge, skills, and expertise to be strategic
and initiative in the company
Do this for all candidates and rate them from low to medium to high and see who is the best
candidate
Best practices in hiring (5) correct answers 1. Watch out = for trying to hire yourself (no mini
me)
2. Avoid = confirmation bias.. thinking exactly what boss thinks (good/bad)
3. Face reality = no perfect candidate
4. Weigh = organizational culture vs strategic fit (fit within culture/organization)
5. Test = your hunches (check them out)
The Illusion of validity (the validity of different sources of information) correct answers While
some employees have to do various tests to get to interviews, some don't matter so if a person
does low on ex. caligraphy or graphology, this won't affect the interview but it might affect how
you see the applicant
In-class Exercise: SG Cowens SUMMARY
,Evaluation of Four Candidates - Rank order the four candidates from strongest to weakest.
Which two would you offer jobs? WHY?
Did the whole culture vs strategic fit
Some had good but bad customer service, some only gave 2 references... correct answers The
case involves SG Cowens, an investment bank, making hiring decisions for an Investment
Banking Manager position after a series of interviews and assessments. The role likely involves
managerial responsibilities within the investment banking division of the bank. Key
qualifications sought include technical skills in finance, leadership abilities to manage a team,
and client relationship skills. The candidates are expected to have completed MBA programs
from reputable institutions, and the hiring process involves various assessments and interviews to
select the most suitable candidates for the role.
SG Cowens CONCLUSION correct answers Natalya Godlewska (Cornell MBA): Positive
attitude, finance expertise, but concerns about accent and cultural fit.
Martin Street (Wharton MBA): Former military officer, leadership experience, but doubts his
commitment to SG Cowens.
Ken Goldstein (Berkeley MBA): Strong performer at PWC, mature, but concerns about work-life
balance.
Andy Sanchez (University of Southern California MBA): Entrepreneurial success, weak
academic grades, and concerns about cognitive abilities.
Additional assessments include semi-structured interviews, personality traits, intelligence tests,
handwriting analysis, integrity tests, reference checks, and an assessment center.
CONCLUSIONS: Ken Andy were the top choices from:
- Ken's consistent performance, high integrity, and positive references
- Andy's entrepreneurial background, strong interpersonal skills, and positive feedback
counterbalance lower cognitive scores
- Natalya was good tho, i think only bad was the language comments and also this brought
variety having a man and woman
, LESSONS LEARNED FROM CHANGING OF THE GUARD - What are the Hiring Best
Practices (4) correct answers 1. Have large pool of candidates
2. Don't hire friends
3. Don't act on your assumptions (research internally and externally, fact finding, will person
retire soon, perception matter like is someone jealous so they give bad review...
4. Transparency and communication (be clear with internal candidates even if they did not get
position
Notes: Normally cultural fit (51% important) is better than strategic fit (49% important BUT
both still matter
CASE: The changing of the guard: selection and succession planning SUMMARY correct
answers David Miller, the executive director of the Madison Children's Foundation (MCF), is
contemplating succession planning for his position, considering retirement amid economic
challenges.
Internal candidate Janet Evanson, with strong operational skills, is considered, but Miller
believes she may lack the leadership and networking qualities he desires.
External candidate Gary Ruskin, currently leading a local children's advocacy organization, is
viewed as a strong contender for the successor role due to his vision and leadership skills. Miller
faces challenges in communicating his succession plans to stakeholders, including potential
concerns about handpicking a successor without a broader search.There is uncertainty about the
smooth transition of Gary Ruskin into MCF, and no existing plans, procedures, or timelines are
in place for leadership succession. Economic uncertainties and changes in Miller's retirement
timeline complicate the succession planning process. Miller recognizes the importance of having
a clear succession plan to ensure the future success of MCF and plans to outline a succession
plan for the executive committee and board in the coming week.
CASE: The changing of the guard: selection and succession planning ACT 1 correct answers
ACT 1: The reaction of Other Potential Candidates (once they hear CEO position is open) -> but
that Gary Ruskin has the inside track:
CASE: Hiring for the new Venture at Mira SUMMARY correct answers Barbara White, the CEO
of Mira, needs to hire a new VP for a new venture the company is launching. Mira, a successful
hi-tech company, has a history of chaotic internal culture, which Barbara successfully
transformed into a collaborative and results-oriented environment, leading to a successful IPO.
The new venture requires expertise and relationships to bring the product to market. There was
something of a sales component to the job, given the technology. It required working with a
group of IT suppliers who controlled the market between the corporate purchasers, COOs or VPs
of IT, and Mira. Prior to this point, Mira had worked solely with the corporate purchasers.
Barbara was concerned other firms were thinking the same thing so there was a need to move
quickly and get the product to market. Barbara was flexible but she would pay $500,000 base
plus a significant bonus for the individual selected.
Barbara's four candidates from the executive search firm were:
Steve Brass - Experienced in technology with strong relationships with IT suppliers. However,
he is known for being hard-headed and argumentative.
Jeff Machi - Brings technology background and experience but has a history of being political
and self-interested. Has a track record of changing companies every few years.
Tom Lovejoy - A fast learner and team player with a history of getting things done. Willing to
forgo base pay for a considerable portion of compensation based on project success.
Paul Boerning - Brings extensive managerial experience but lacks relevant technology
background and relationships with IT suppliers. Seeks a guaranteed base salary of $750,000.
CASE: Hiring for the new Venture at Mira FACTORS TO CONSIDER correct answers - Mira's
specific needs and culture
- technical expertise
- adaptability
- relationships with IT suppliers
,- risk tolerance
- evaluate strengths and weaknesses (do a pros and cons chart for each to see who fits most with
the company's goals)
- evaluate culture fit vs strategic fit
Culture Fit vs Strategic Fit correct answers Culture fit = personality fits and aligns with the
company
Strategic fit = to what extent the candidate has the knowledge, skills, and expertise to be strategic
and initiative in the company
Do this for all candidates and rate them from low to medium to high and see who is the best
candidate
Best practices in hiring (5) correct answers 1. Watch out = for trying to hire yourself (no mini
me)
2. Avoid = confirmation bias.. thinking exactly what boss thinks (good/bad)
3. Face reality = no perfect candidate
4. Weigh = organizational culture vs strategic fit (fit within culture/organization)
5. Test = your hunches (check them out)
The Illusion of validity (the validity of different sources of information) correct answers While
some employees have to do various tests to get to interviews, some don't matter so if a person
does low on ex. caligraphy or graphology, this won't affect the interview but it might affect how
you see the applicant
In-class Exercise: SG Cowens SUMMARY
,Evaluation of Four Candidates - Rank order the four candidates from strongest to weakest.
Which two would you offer jobs? WHY?
Did the whole culture vs strategic fit
Some had good but bad customer service, some only gave 2 references... correct answers The
case involves SG Cowens, an investment bank, making hiring decisions for an Investment
Banking Manager position after a series of interviews and assessments. The role likely involves
managerial responsibilities within the investment banking division of the bank. Key
qualifications sought include technical skills in finance, leadership abilities to manage a team,
and client relationship skills. The candidates are expected to have completed MBA programs
from reputable institutions, and the hiring process involves various assessments and interviews to
select the most suitable candidates for the role.
SG Cowens CONCLUSION correct answers Natalya Godlewska (Cornell MBA): Positive
attitude, finance expertise, but concerns about accent and cultural fit.
Martin Street (Wharton MBA): Former military officer, leadership experience, but doubts his
commitment to SG Cowens.
Ken Goldstein (Berkeley MBA): Strong performer at PWC, mature, but concerns about work-life
balance.
Andy Sanchez (University of Southern California MBA): Entrepreneurial success, weak
academic grades, and concerns about cognitive abilities.
Additional assessments include semi-structured interviews, personality traits, intelligence tests,
handwriting analysis, integrity tests, reference checks, and an assessment center.
CONCLUSIONS: Ken Andy were the top choices from:
- Ken's consistent performance, high integrity, and positive references
- Andy's entrepreneurial background, strong interpersonal skills, and positive feedback
counterbalance lower cognitive scores
- Natalya was good tho, i think only bad was the language comments and also this brought
variety having a man and woman
, LESSONS LEARNED FROM CHANGING OF THE GUARD - What are the Hiring Best
Practices (4) correct answers 1. Have large pool of candidates
2. Don't hire friends
3. Don't act on your assumptions (research internally and externally, fact finding, will person
retire soon, perception matter like is someone jealous so they give bad review...
4. Transparency and communication (be clear with internal candidates even if they did not get
position
Notes: Normally cultural fit (51% important) is better than strategic fit (49% important BUT
both still matter
CASE: The changing of the guard: selection and succession planning SUMMARY correct
answers David Miller, the executive director of the Madison Children's Foundation (MCF), is
contemplating succession planning for his position, considering retirement amid economic
challenges.
Internal candidate Janet Evanson, with strong operational skills, is considered, but Miller
believes she may lack the leadership and networking qualities he desires.
External candidate Gary Ruskin, currently leading a local children's advocacy organization, is
viewed as a strong contender for the successor role due to his vision and leadership skills. Miller
faces challenges in communicating his succession plans to stakeholders, including potential
concerns about handpicking a successor without a broader search.There is uncertainty about the
smooth transition of Gary Ruskin into MCF, and no existing plans, procedures, or timelines are
in place for leadership succession. Economic uncertainties and changes in Miller's retirement
timeline complicate the succession planning process. Miller recognizes the importance of having
a clear succession plan to ensure the future success of MCF and plans to outline a succession
plan for the executive committee and board in the coming week.
CASE: The changing of the guard: selection and succession planning ACT 1 correct answers
ACT 1: The reaction of Other Potential Candidates (once they hear CEO position is open) -> but
that Gary Ruskin has the inside track:
