Analysis Missing Information and Relevant Assumptions: - We assume the screening at the university level takes into account

quantitative items including: GPA, GMAT and CFA certification. - We assume that there is a relatively even balance of bankers at Super Saturday that agree and disagree on the four remaining candidates, thus making a democratic vote unlikely to yield any clear winners and losers. - We assume that the relative weighting each banker gives to certain criteria on the evaluation form is different, making it difficult to consider the form scores and clearly identify the better candidates.

Causes and Effects: Each banker has different perspective of what constitutes a great candidate. This has created the difficulty in deciding between the remaining candidates. The lack of agreement on what attributes to a good hire is evidenced in the variation of statements describing successful candidates: When I see people who are prepared and have the eagerness, I fight very hard for them; It doesnt matter what you did before, what matters is that you have demonstrated a pattern of success; People need to be fast learners; The person who does well here doesnt want to be told what to do We want the self-starter; Most important, [I] hire for fit. Another cause of disagreement is the scepticism the bankers have towards including science in the hiring process. The scepticism is highlighted by Bill Buchanan in the case, This is not the Navy we are far less regimented [in our hiring process]. Buchanan states that a regimented hiring process will lead to employees who just want to be told what to do and wouldnt be self-starters. A final cause of the disagreement is the inconsistent recruiting practices. Chip Rae notes that in on-campus interviews, some bankers were especially tough on candidates and other bankers were too soft and willing to give every candidate a great assessment. The effect of inconsistent hiring practices and a clear behavioural profile is that the bankers are unable to make decisions about maybe candidates the ones not immediately accepted or rejected. None of the behaviours of successful bankers are defined, so bankers often disagree about what attributes to a top candidate,

Constraints and Opportunities: Chips immediate constraint is making the final decision on the last two offers. Poor weather, exhausting day -long interviews and deliberation have made the bankers anxious to finish the meeting. As the HR manager, Chips correct decision earns credibility with bankers through the recruitment process. A more basic constraint is senior managements resistance to structured interviewing. If senior management does not support a behavioural profile and more structured interviewing techniques, all efforts to implement a new recruiting program will fail. Another major constraint is the bankers time. If Chip wants to create a behavioral profile, he will need to schedule even more meetings and take the bankers away from their work again. Bankers, as evidenced by the case, are very busy individuals and typically dont have time for more meetings. Chip has the unique opportunity to use the current impasse as a springboard to improving the hiring process in the future. SGC is dedicated to hiring top quality candidates, as evidenced by the extensive hiring program already in place. Establishing a behavioral profile will help identify even more exceptional talent will lead to a more focused and efficient hiring process.

Alternative Analysis: Alternative Generation: 1. Keep the current interviewing process and revise the voting process for the Super Saturday meeting. 2. Chip Rare determines all of the criteria and slightly modifies his current Evaluation Form by including some form of weighting for each category. 3. Create a behavioral profile, redesign the entire interview process from start to finish that is centered on the profile and create weightings for the relative value of each behavioral competency.

Decision Criteria for Alternatives: Chip Rae should use relevant criteria in making his decision : 1. Cost: The overall cost of implementing a specific recruiting technique should be implemented. Cost can be measured in terms of money spent and time required by bankers, thus taking them away from their normal jobs in order to participate in recruiting activities. 2. Management Support: CGS has autonomous culture due to which some managers are resistant to evaluating candidates on the basis of a structured set of criteria. Senior management makes the final decisions of which offers to extend, therefore, any attempt to redesign the recruiting process will not succeed without their support.

3. Ease of Implementation: The bankers are very busy people year round, so its better not to add any additional recruiting tasks to their schedules. 4. Delivery Time: Chip will need to deliver a new plan by the time recruiting season begins again in 7-8 months (assuming the meeting referenced in the case takes place in January and hiring season begins in late July/early August). 5. Employee Productivity /Turnover: The success of each alternative hinges on favorable changes in employee productivity and/or turnover among new hires. Measuring these factors in each recruiting class will help management determine if the recruiting system is working well.

Alternative Assessment: (On a scale of 1 to 3 with 1 being the best) Alternatives Alternatives Decision Criteria Cost/ Management Ease of Time Support Implementation #1 #2 #3 3 2 1 1 2 2 1 1 3

Delivery Time 1 1 3

Employee Productivity/ Turnover 3 2 1

Preferred Alternative: Our group has chosen alternative #3since we have given a significant amount of consideration to employee productivity/turnover and the long-term results of the plan. The ratings represent the long-term outcomes of the implementation (i.e. cost in the short run will be higher, but over time both cost and time will decrease as SGC reduces the learning curve of behavioral profile recruiting). We also recommend that Chip lead the process of designing the behavioral profile because he has experience both as a recruiter and as a banker.