HR managers provide strategically agile solutions to organizations. However, as Darien (2017) notes, for organizations operating in highly competitive environments, generating the right candidates who adequately meet its short-, mid-, and long-term human capital needs is complex. The case study presents a hypothetical scenario where, as an HR professional in a top organization, I am to undertake a recruitment and hiring process of attorney candidates. The failure to successfully hire the first group of 12 candidates has necessitated a professional recruitment firm's involvement. Yet, I am left with three options. They include recommending to the hiring manager that she reconsider the 12 candidates you selected, asking her to allow you to re-announce, possibly with some changes to the position vacancy announcement, going to the outside (expensive) recruiting firm despite your budget constraints. The following plan will identify, discuss, and evaluate the most plausible solution.
In this case scenario, the personal assessment would rely on the SHRM behavioral competency model to determine the most feasible solution for the organization. Ideally, the rejection of the selected pool of 12 candidates by the organization's management necessitates a critical review of each of the three options. To do so, Steve Darrien’s nine core principles of the SHRM behavioral competency model will guide the assessment of each option. With each of the three options, the organization is bound to face particular challenges. Reconsideration of the 12 candidates may generate conflicts due to lack of consensus among the top executives of the organization. As mentioned by Reed (2017), HR managers must ensure that all decisions made do not dismantle the internal cohesion of the organization. While it may be utterly impossible for all decisions, especially regarding human capital recruitment to receive unanimous approval from all directors, HR Business managers must ensure that resumes of selected candidates contain qualifications aligned to the vision and mission of the organization. This leads to majority approval by its executive decision-makers.
The best option would be to reconsider the pool of 12 candidates initially selected and the generation of two distinct lists of six candidates each. Their resumes must closely correlate with values, vision, and mission of the organization. More importantly, these selected candidates must show a strong commitment to the organization's goals and the expansive field of scientific research. This would significantly ameliorate the probability of approval of these candidates. The non-profit sector is highly demanding, and due to the nature of the organization's work, it is pertinent to ensure the selection process of the six candidate follows due diligence by involving all the relevant stakeholders. Part of the reasons why earlier candidates were rejected was that some of the stakeholders, especially in top management, felt left out of the recruitment process. With the proposed criteria, it will be easier for the HR director in conjunction with other top management executives to identify the most suitable candidate for the organization.