In the manuscript Leading Organizations: Ten Timeless Truths, human resource (HR) management experts reveal the ten most basic challenges confronting HRs and companies today (Keller & Meaney, 2017b). Some of the challenges are driving change, creating a culture giving the company a competitive edge, making informed decisions, talent acquisition and employee retention, as well as performance management (Keller & Meaney, 2017b). There is a strong positive correlation between talented employees and organizational productivity and financial survivability, and the gap widens with an occupation’s complexity (Keller & Meaney, 2017a; O’Boyle & Aguinis, 2012). Nonetheless, HR managers are often faced with the challenges of whether to source internally or externally for high performing employees. In the present paper, I will discuss the course of action I plan to take in the recruitment of five employees to fill vacant positions of supervisors and managers in the security, operations, marketing, and sales departments. The discussion will involve addressing the situation in which the chief executive officer (CEO) of the private company plans to infringe the organization’s policy of announcing untaken positions both internally and externally, with circulating anecdotes indicating that the CEO has secretly informed two internal candidates about the vacancies.
Course of Action