This case is adapted from a case study in the text (Chapter 4) You are the hiring supervisor for a junior management position in the city manager’s office. The position would largely be responsible for
This case is adapted from a case study in the text (Chapter 4)
You are the hiring supervisor for a junior management position in the city manager’s office. The position would largely be responsible for special projects – both analysis (requiring strong quantitative skills) and implementation (mandating interpersonal and coordination skills). The three candidates interviewed, described below, all have recent MPA degrees. Set up a matrix of no more than five factors, give weights to the factor, and score and rank the candidates.
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a. Jill Owens: Good interpersonal skills, pleasant personality, very talkative. Sometimes did not seem to listen very well, mediocre quantitative skills, highly energetic, one internship and one summer job in another city government, the second-best grades of the three, excellent references, and good appearance, manners, and understanding of city government. Former supervisors in the city were quite supportive of her candidacy but admitted that she was not exceptional.
b. Bruce Hughes: Mediocre interpersonal skills, pleasant personality, quiet but extremely attentive, superb quantitative skills, low energy, one internship in this city, the best grades of the group, below-average appearance, acceptable manners, and unsure about his understanding of city government. He has a rave reference from the supervisor about a program evaluation completed in his internship that resulted in highly effective changes.
c. Mary Washington. Excellent interpersonal skills, charming personality, excellent listener, weak quantitative skills, high energy, no city experience but a year’s experience in state government in a clerical function prior to finishing her graduate degree, the third-best grades among the candidates but still quite high, quite satisfactory references, very good manners, and little understanding of city government. Talked about her project management skills, using examples from church and volunteer work. She is the only “diversity” candidate.
PART A – Who was your initial choice to hire and why? After developing the matrix and scoring the candidates, who is your choice to hire and why? Please include your matrix in your paper.
PART B – After you have made your choice, you let the city manager know your decision. They quickly review your matrix and commend your work. However, they ask you to reconsider and hire Scott Richardson, the nephew of a local businessman who recently donated land for a community garden in a low-income neighborhood. You had reviewed Scott’s resume earlier and did not consider him a finalist, as he did not have a graduate degree or relevant experience. You explain this to the city manager, who says that Scott is a quick learner and can easily pick up the job’s skills. The city manager notes that while they cannot tell you whom to choose, they strongly suggest considering Scott for the position. What do you do? Describe the HRM dilemma presented in this case. Provide a list of options and explain your top two choices in detail.
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Successfully case study responses will follow the following criteria
· Follow assignment requirements
· Documents should be between 3-5 pages, double-spaced, Times New Roman 12 Font, (not including title page or references)
· All citations (in-text and on reference page) must adhere to APA formatting rules
· Grammar and prose should be clear and concise. Excessive mistakes will result in an incomplete or unsatisfactory.
· The textbook and at least one additional source must be referenced to support your arguments
