Noble Gas Core - Definition in Chemistry

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Evaluation Of An Organization s Utilization Of Targeted...

Performance Evaluative Phase Recommendation 4: Targeted Volunteer Recruitment The fourth recommendation - which opens the second phase of the report - advocates for the organization’s utilization of targeted recruitment for volunteers rather than a warm body recruitment (Worth, 2014). Worth (2014) defines targeted recruitment as a recruitment strategy which â€Å"is designed to attract fewer, select volunteers for jobs that require particular skills or interests or are appropriate for specific age or cultural groups† (Worth, 2014, p. 228). It is the recommendation of this report that the All Stars Project use the targeted recruitment method and in combination with the selection practices philosophy - from the three forces of culture building†¦show more content†¦Thus, without qualified volunteers the dramatic expense of hiring paid staff would fall on the budgets of the organization and significantly impede program offerings (Worth, 2014). Moreover, using the selection practices philosophy - where volunteers are chosen based on their cultural assimilation potential - will enable the organization to remove, from the applicant pool, any potential volunteers who may disagree with, not conform to, or upset the cultural ecosystem of the All Stars Project (Robbins Judge, 2009). In short, the cultural and financial benefits of the selection practices philosophy and targeted recruitment recommendation will maximize the All Stars Project’s performance ability and financial stability (Hexom, 2015; Robbins Judge, 2009; Worth, 2014). Recommendation 5: Portfolio Analysis Matrix At this stage in the framework the organization’s mission, vision, values, and culture should all be in alignment and the all volunteers should be hired for based on their compatibility to the internal elements examined in recommendations one through three, with these milestone completed the organization should focus on examining its programs. This report recommends that the All Stars Project conduct a portfolio analysis matrix quadrennially to assess the organization’s six primary programs’ performance, impact, andShow MoreRelatedHuman Resource Departments : The Top Priority For Management1653 Words   |  7 Pagesfor. Each department must be custom designed with a variety of methods, recruitment methods must be tailored for the open positions. Once the positions are filled, managing the new talent and bringing them into the fold is crucial. Corporate culture affects each employee and is affected by each employee . Executives need to understand this and communicate their requirements to their Human Resource Departments. Recruitment: Education and Experience â€Å"Organizational values and images are thus, communicatedRead MoreBusiness Level Competitive Strategy : Askari Bank Essay1782 Words   |  8 Pagesa difference †¢ There is no gender based discrimination RECRUITMENT AND SELECTION The procedure for scanning potential workers and instilling in them the motivation to apply for the jb in the association is known as ‘Recruitment’. Askari Bank trusts that by uniting their aggregate skill, understanding and polished methodology, they will become grow independently and succeed collectively. RECRUITMENT SOURCES The sources of recruitment can be characterized into two sorts: 1. Internal Job PostingRead MoreEmployee Recruitment and Selection Process at Smeda10645 Words   |  43 PagesDegree about any organization of their choice for bridging the gap between theory and practice. The project is documented and written in form of a report, based on theoretical and practical learning of the student. The undertaking concern of this report is to study and analyze employee recruitment and selection process at SMEDA. The researcher wants to add suggestions and recommendations through this study in the final phase of the research report to improve the current recruitment and selection processRead MoreHrm Practices of the Mcdonald’s Chain3114 Words   |  13 Pagesrequires be aware about competitors and economical changes in the purpose to stay the most attractive and successful fast-food chain. CONTENTS PAGE Summary 1 Introduction 2 2 McDonald’s organisation 2 2.1. HRM approach of McDonald’s 2 3 Evaluation of possible changes needed 5 4 Staffing Issue 6 4.1. Ethical aspect of culture 6 4.2. Supply of potential employees 7 5 Conclusion 9 6 Recommendations 9 Bibliography 10 LIST OF FIGURES 1.0 EPRG framework and companies size 3 Read MoreCyber, Biological, Radiological, And Nuclear ( Cbrn ) Terrorism2116 Words   |  9 PagesManagement today is the country s vulnerability to chemical, biological, radiological, and nuclear (CBRN) terrorism. The increasing proliferation of CBRN weapons all over the world is a primary security challenge due to their indiscriminate and destructive nature. CBRN weapons inflict physical damage, provoke panic, and result in societal, as well as economic disruption. As such, this form of terrorism is a major source of concern for emergency response organizations and departments in the United StatesRead MoreEmployer Branding4426 Words   |  18 PagesMinchington (2005) as the image of the organization as a great place to work in the minds of current employees and key stakeholders in the external market (active and passive candidates, clients, customers and other key stakeholders). The concept of Employer Brand has gained importance since 1990s or it is a result of Global manic competition but above all it has become a magnetic force, a catalyst , an accelerator and a prime factor which determines an organization success and future . EmployerRead MoreImpact of Job Analysis on Job Performance: a Study of Public Sector Organizations of Pakistan25727 Words   |  103 PagesIMPACT OF JOB ANALYSIS ON JOB PERFORMANCE: A STUDY OF PUBLIC SECTOR ORGANIZATIONS OF PAKISTAN By Muhammad Safdar Rehman NATIONAL UNIVERSITY OF MODERN LANGUAGES ISLAMABAD April 2009 Impact of Job Analysis on Job Performance: A Study of Public Sector Organizations of Pakistan By Muhammad Safdar Rehman A DISSERTATION SUBMITTED IN PARTIAL FULFILMENT OF THE REQUIREMENTS FOR DEGREE OF DOCTOR OF PHILOSOPHY In Management Science To FACULTY OF ADVANCED INTEGRATED STUDIES AND RESEARCHRead MoreAnalysis Of Welspun Corp Ltd. Essay9873 Words   |  40 PagesCOLLEGE OF MANAGEMENT - 737 (Approved by AICTE affiliated to Gujarat Technological University) ZADESHWAR, BHARUCH – 392011. Phone : (02642) 231466, 230595 Fax : (02642) 230595 E-Mail : ncmbharuch@rediffmail.com Web : www.ncmbharuch.org Institute s Certificate This Is Certified That Summer Internship Project Report Titled â€Å"Competitive Performance Analysis of Welspun Corp Ltd. vis-à  -vis Industry is the bonofied work of Miss. Mansi Kishorbhai Gohil (Enrollment-147370592041) who carried out the researchRead MoreOnline Video Education : Translation Of Knowledge Into Practice3260 Words   |  14 Pageschallenging are skills that are uncommon to everyday practice, such as specialty wound care dressing application and care. Elder et al. (2014) points out that there is a lack of simple education tools on prevention and management of wounds that are targeted at nurses. Evidence demonstrates and milestone reports from the Institute of Medicine (IOM) (2011) highlight that changes in nursing education are needed. 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Essay on Federal Reserve Act - 1877 Words

The Federal Reserve: A Knight in Shining Armor quot;To suffer either the solicitation of merchants or the wishes of government, to determine the measure of the bank issues, is unquestionably to adopt a very false principle of conduct.quot; nbsp;nbsp;nbsp;nbsp;nbsp;nbsp;nbsp;nbsp;nbsp;nbsp;nbsp;nbsp;nbsp;nbsp;nbsp;nbsp;nbsp;nbsp;nbsp;nbsp;-Henry Thornton, 1802 nbsp;nbsp;nbsp;nbsp;nbsp;The banker was frantic. A large mob was gathering outside his bank and the people were clamoring for their money. The banker called the Federal Reserve Bank in Minneapolis and warned that unless this quot;mad runquot; were stopped, he would soon be out of currency. With the bank nearly two-hundred miles from†¦show more content†¦The credit system of the country had ceased to operate, and thousands of firms went into bankruptcy (Born...,.12). Something had to be done that would provide for a flexible amount of currency as well as provide cohesion between banks across the United States. (Hepburn, 399) This knight in shining armor, as described in the story of the bank run, was the Federal Reserve. The Federal Reserve Act of 1913 helped to establish banks as a united force working for the people instead of independent agencies working against each other. By providing a flexible amount of currency, banks did not have to hoard their money in fear of a ban k run. Because of this, there was no competitive edge to see who could keep the most currency on hand and a more expansionary economy was possible. nbsp;nbsp;nbsp;nbsp;nbsp;The evolution of the Federal Reserve did not begin on December 23, 1913 with the passage of the Federal Reserve Act. Rather, it began with the Banking Panic of 1907, the most severe of the four national banking panics that had occurred in the precious thirty-four years. In response to this panic, a committee was established to find the flaws of the current banking system. 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Federal Reserve Act1177 Words   |à ‚  5 Pagesvalue of currency throughout the years, the Federal Reserve changes either the inflation or the interest rates so that prices will be able to balance the debt amount. With actions like such, there are purposes sought by the Federal Reserve Act set toward â€Å"the Board of Governors and the Federal Open Market Committee†¦: to promote†¦ the goals of maximum employment, stable prices, and moderate long-term interest rates† (Federal Reserve). These are a matter of acts under the monetary policy. 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The founding fathers stated clearlyRead MoreDiscussion of the Article The Influence of Economists on the Federal Reserve Act by Caporal562 Words   |  3 PagesDiscussing the Federal Reserve After reading the article, The Influence of Economists on the Federal Reserve Act, it is apparent the author is trying to suggest that the economists played a major role in the banking reform which led to the development of the Federal Reserve Act. During the late 1800’s and early 1900’s, issues regarding the framework for which the bank operates on was inconsistent and did not perform as projected in foreseeable emergency situations. For this reason, economistsRead MoreWoodrow Wilsons Acts Of Progressivisms1100 Words   |  5 PagesWilsons Acts to Progressivisms In the year of 1912, Democrat electoral candidate Woodrow Wilson was running in the Presidential Election against T.R. Roosevelt, W. Taft and E. Debs. After winning by a sland slide, and being nominated as the 28th President of the United State. President Wilson quickly went to work to save this nation from them, thus he created 2 antitrust laws and establishing the first federal bank. Thus, in 1912 Wilson started to reshape America The Federal Reserve Act of 1912

Visa Compliance Cancellation and Review †MyAssignmenthelp.com

Question: Discuss about the Visa Compliance Cancellation and Review. Answer: John Smithers being a New Zealand citizen has been granted Temporary subclass 444 visa, which permits any New Zealanders to reside and work in Australia if the person remains a citizen of New Zealand. This visa does not entitle the holder with the same benefits and rights that an Australian citizen is entitled to enjoy. Although he is a successful employee in Toyota he his personal behavior is unsatisfactory. John received a Notice of Intention to Consider Cancellation (NOICC) of his visa under section 501(1) of the Migration Act 1958 on character grounds. According to section 501 of the Migration Act 1958 (Cth) (Migration Act), any visa of a non-citizen may be refused or cancelled if such holder has failed to convince the Minister for Immigration and Citizenship (the Minister) or a delegate of the Minister that they have passed the character test[1]. There are two essential decision-making process under section 501 where the Minister or the delegate, at the first stage, must take into consideration of the fact whether the visa holder has successfully passed the character test or the threshold test for refusal or cancellation. If the Minister or the delegate of the Minister were of the opinion that the holder has passed the threshold test under section 501(1), (2) or (3) for cancellation or refusal of the visa, it would lead to the second stage of decision-making process that is stipulated under section 501 of the Migration Act 1958. In the second stage, the Minister or the delegate would make a decision whether they should implement their discretion to cancel or refuse the visa of the visa holder[2]. According to the commencement of the Ministerial Direction No. 55, the Officers of the Department of Immigration and Citizenship (DIAC) are required to comply with the Direction while making cancelling or refusal decisions under section 501(1) and 501(2) of the Migration act 1958. However, the direction shall not be applicable to visa cancellation or refusal decision that the Minister has personally made. Although the Minister may refer to the direction while exercising his personal powers to make refusal or cancellation decisions, nevertheless, he is not obligated to follow the Directions. Cancellation or Refusal by the Minister or delegate under section 501(1) or (2) of the Migration Act 1958 (Cth) According to section 501(1), the Minister is entitled to grant or refuse a visa if such person fails to convince that he/she passed the character test[3]. The visa can be cancelled under section 501(2) of the Migration Act on the following grounds: The Minister is under rational suspicion that the visa holder/applicant has failed to qualify the character test; The visa holder/applicant failed to assure the Minister that he/she had passed the character test. The Minister or a delegate may exercise its discretionary power conferred upon him by section 501(1) and 501(2) of the Act[4]. Some of the DIAC officers usually act as the delegates of the Ministers while making such refusal or cancellation of visa decisions. Character Test Under section 501 of the Migration Act states that a person is said to have failed the character test on the grounds stipulated under section 501(6) (a) to (d) of the Migration Act which are enumerated as below: Substantial criminal record; Association with persons who is suspected to be involved in criminal conduct; Conviction for immigration detention offenses; Significant risk of any future conduct of similar types; Any present or past general or criminal conduct; Substantial Criminal record- A person is said to have substantial criminal record if such person have been subjected to: Life imprisonment or death sentence; Imprisonment for 12 months or more; Total terms of imprisonments is two years or more; Acquittal of an offence on the grounds of insanity, unsoundness or have been subjected to detention; Any person who has a substantial criminal record shall not pass the character test automatically irrespective of any justifying factors that was related to his/her offense[5]. Past or present, general or criminal conduct- under section 501(6) (c) of the Migration Act, if the present or past criminal or general conduct signifies the student does not have a good character, the person fails the character test[6]. However, while determining whether the person is of good character, the Minister shall consider the facts and circumstances of the relevant case which includes any evidences of recent good behavior of the applicant thus, complying with the Direction No.55. Significant risks of future conduct- A person does not succeed the character test if there is a considerable risk that the person while residing in Australia, would be involved in illegal conduct, molest, harass, or intimidate another person[7]. Such person may pose danger to the community by engaging into harmful activities that might be threatening to the Australian community or any particular part of the community. Association with persons engaged in criminal conduct- a person does not pass the character test is he/she is involved with a criminal person or a person who the Minister suspects to be engaged in criminal conduct. Conviction for immigration detention offences- a person shall fail to satisfy the Minister that he passed a character test if the person is convicted of any offense while he was under immigration detention, after he escaped from immigration detention, or before he was detained as is stipulated under section 501 of the Act. Addressing the Notice of Intention to Consider Cancellation (NOICC) After the NOICC is served it is mandatory that a response is provided along with submissions and evidence, thus, justifying why the visa should not be cancelled. Such response should be provided within 28 days from the date the NOICC is served. On the facts here, John has been involved in criminal activities in the past years. In 2014, he was charged with theft of a motor vehicle, exhibition of drunken behavior and driving carelessly and he was released with a $2000 good behavior without any conviction. In 2015, he had been convicted for 2 months imprisonment with compensation of $2500 for driving without a license and carelessly and assaults. He further failed to render necessary assistance in an accident scene. Further, in 2017, he had been convicted for 3 months imprisonment with compensation of $3000 for committing burglary with a Samurai sword, a lethal weapon. The Minister or any delegate shall consider these criminal conducts as present and past or general criminal conduct, which may result in automatic cancellation of the visa[8]. However, as discussed above, while determining whether the applicant is of a bad character, the Direction No.55 mandates the minister or a delegate to consider all the facts and circumstances relevant to this case[9]. The Minister or the delegate is required to consider all evidences including evidence of recent good behavior of the applicant. The decision makers should consider the following factors: nature, frequency, severity and collective impact of the offence or offences; demeanor of the person since the commission of the offence which includes any conduct that signifies character reform; time period since the person was last involved in criminal conduct; any evidence of ongoing engagement with criminals; any traces of commission of similar offence; any traces of contempt of law; the surrounding circumstances that may justify the criminal conduct in which the applicant was involved; On the facts here, in his justification, John may state that he is regretful for his previous conducts and wishes to reform, given the fact that he is going to become a father. He may further state that he has been subject to medical treatment under a Psychiatrist who is of the opinion that there is every possibility for John to reform and abstain from engaging into any form of criminal conduct in the future. Further, he may state that he is a successful employee in Toyota and is regarded as a highly competent motor mechanic by his colleagues as well as by the employers. In fact, he received an award for the mechanic of the year by Toyota recently. Furthermore, his parents are proud of his employment success. Under section 501(1), if an applicant is involved in any past or present conduct criminal conduct, a person fails the character test. However, John may justify his conduct on the following grounds: that he fell into bad company in the night club and became involved in the alleged criminal conducts; that since the last criminal conduct and after his conviction, he has not been engaged in any further criminal activities; that he had been subject to medical treatment under a psychiatrist and he opined that with growing influences of his family and girlfriend and persistent treatment, he will be rehabilitated; John himself regrets his previous conducts and promises not to repeat or become engaged in any further criminal activity in the future; As per Direction No.55, the decision-makers may consider the following factors while assessing whether the past or present conduct implies that they do not have a fine personality: The person has been engaged in war crimes, terrorist activities or crime against humanity, drug trafficking, extortion, fraud or have a past history ofimmigration law contravention; The person has deported or removed from Australia or another country; The person has been discharged in advance from armed forces; John has not been engaged in any of the above circumstances, and his conduct were though criminal in nature but it did not amount to any of the factors mentioned above. In order to establish that John regrets his part conduct and wishes to reform, he must attach the doctors certificate that there is a complete possibility that he would not commit any criminal conduct in the future as evidence as well as evidence of his organizational conduct[10]. Since failing character test does not automatically cancel or refuses the visa, the decision maker shall have regards to certain primary considerations stipulated under Direction No. 55 that are follows: Best interests of minor children in Australia; The applicants present family in Australia provided they are Australian citizens; Australian Business interests; The economic, health and safety impediments the applicant will face if removed from country; Therefore, John may apply state in his response that his girlfriend is expecting his child and it is for the welfare of the unborn child that his visa is not cancelled. Further, his girlfriend Hannah is part of his immediate family and has no economic stability to raise the child by herself as she is a student and John has a financial stability to support her and their unborn child. His immediate family also includes his parents who are old and have significant health problems as serious as Parkinsons disease and dementia. Since the NOICC is served to cancel the visa, the decision-makers must consider that John would face economic impediments relating to standard of living[11]. Furthermore, since John is regarded as the best technician of the Toyota Company, it is in the best interest of the Australian company that John is not deported as it might affect the production of the company[12]. These grounds establish the strength, nature and duration of Johns ties to the country. However, it is also a fact that the Minister is not obligated to comply with the Direction while making personal decision with respect to the cancellation or refusal of visa on the character grounds under section 501 of the Migration Act 1988. Consequences of cancellation of visa on character grounds If the Minister for Immigration and Citizenship cancels the visa on the ground of character test, John shall face serious consequences like placement in immigration detention for long periods. He may be separated from his family and friends or may be removed from the country. However, John may apply to the Administrative Appeals Tribunal (AAT) within 9 days from the decision made by the delegate, for reviewing the merits of the decision or challenge the legality of the decisions through the courts. However, only a Delegates decision may be appealed before the AAT[13]. The AAT shall review the original decision and set aside such order under section 501 of the Act. John may apply for review of the decision made by the Minister and the delegate before the Federal Court or High Court of Australia where the court may set aside the original decision based on jurisdictional error. References Aas, Katja Franko, and Mary Bosworth, eds. The borders of punishment: Migration, citizenship, and social exclusion. Oxford University Press, 2013. Bucerius, Sandra M., and Michael H. Tonry, eds. The Oxford handbook of ethnicity, crime, and immigration. Oxford Handbooks, 2014. Donald, Adam. "Immigration points-based systems compared." BBC News (2015). Hoang, Khanh, and Sudrishti Reich. "Managing crime throughmigration law in Australia and the United States: a comparative analysis." Comparative Migration Studies 5.1 (2017): 12. Hollifield, James, Philip Martin, and Pia Orrenius. Controlling immigration: A global perspective. Stanford University Press, 2014. https://www.ombudsman.gov.au/__data/assets/pdf_file/0027/42597/Own-motion-report-into-the-Administration-of-Section-of-the-Migration-Act-1958-final.pdf https://www.border.gov.au/Trav/Visa-1/444- Joppke, Christian. "Through the European looking glass: citizenship tests in the USA, Australia, and Canada." Citizenship studies 17.1 (2013): 1-15. Lint, Willem De, Lorraine Mazerolle, and Rick T. Sarre. "Book Review, Leanne Weber, Policing Non-Citizens." (2015). McGrath, Jane. "A path of devotion: Migrationlaw and the art of specialising." Bulletin (Law Society of South Australia) 39.1 (2017): 8. McIntyre, Deborah, et al. "Experiences of adults with high-care needs and their family members with housing and support pathways in Australia." Disability and rehabilitation 39.18 (2017): 1829-1839. Migration Act 1958 (Cth) Oldfield, Yvonne. "Australia's guestworkers? A discussion of the rights of New Zealand citizens to enter, reside and work in Australia." (2014). Phillips, Janet, and Harriet Spinks. "Immigration detention in Australia." Parliamentary Library 20 (2013). Stanley, Elizabeth. "Expanding crimmigration: The detention and deportation of New Zealanders from Australia." Australian New Zealand Journal of Criminology (2017): 0004865817730858.

Critical Analysis of Recruitment and Selection Process of HRM

Questions: SG Cowen: New Recruits Chip Rae, director of recruiting at SG Cowen, looked out the conference room window at the falling flakes and wondered how fast the snow was accumulating. Most of the firms bankers had come in from Connecticut or Westchester to participate in the Super Saturday recruiting event, and he knew they were anxious to get home before the weather deteriorated and made travel dangerous. The interviews had finished at noon, and the candidates from various graduate schools had left for their flights right away. Now, the bankers were eating lunch, discussing interview results and making decisions. They were sitting in Giants Stadium, the banks largest conference room, and Rae had set the tables up in a U-shape so that he could stand in the front and still communicate with all 30 bankers. He posted placards with all the candidate names on the bulletin board and moved them around as they came up for discussion. The hiring meeting had moved rapidly through a number of candidates. The decision makers had agreed on candidates who were firm yeses and some other clear nos. Now was the tricky part: there were four candidates still left. Each person had some strong support among their interviewers but had also raised some questions. To reach the ideal class size after factoring in expected yield, Rae wanted to give out only two more offers. Investment Banking Industry in 2001 Consolidation in the investment banking industry was widespread, as major firms bought small banks, bought retail brokers, and considered partnering with commercial banks. Mergers and acquisitions (MA) and equities remained the highest-margin businesses but also very volatile, as deal volume and initial public offering (IPO) issuances could dry up very quickly in a downturn. In a down market, fixed incomes more stable revenue stream was especially welcome. Integrated banking groups such as Citigroup or JP Morgan Chase were sometimes able to win investment banking business away from the traditional bulge-bracket firms because of their ability to offer loans and other commercial banking capabilities. Some strategists believed the lending business was the wave of the future, while others targeted the custody business. The custody business, which involved holding and processing the buying and selling of securities for investors, was a low-risk fee-based business that was considered munda ne but offered regular opportunities for interaction and service to potential clients. Several investment banks reported declining profits, and some laid off staff to cut costs. The biggest expense on Wall Street was compensation costs, averaging 50% of revenue.1 In the prosperous years on Wall Street in the late 1990s, some firms had salary and bonus costs upwards of 60%, since firms signed multiyear contracts promising fixed bonus payouts to keep talent and also signed separate profit-sharing agreements with individual business groups to prevent them from spinning out on their own. Investment banks were also under increased scrutiny from regulators and the public, who were concerned about conflict of interest. Many new equity issues, especially in technology, had been supported by research analysts, particularly at the firms that had executed the IPOs. This loyalty to the banking clients came at the expense of the investors who followed analyst recommendations and bought stock in companies that often continued to decline. Firms were now developing better guidelines for keeping research teams independent from bankers and their clients. Investment banks fought for talent with firms in venture capital, private equity, hedge funds, consulting, and, for the last few years, tech companies. Banks were reassured to see students return to the fold, as they exhibited much more interest in established brand-name companies for secure jobs. However, the interest level had gone from one extreme to the other. Where banks had once feared they were only seeing second-tier candidates, now they had recruiting yields much higher than expected and struggled with how to handle all the new recruits as business slowed down. SG Cowen SG Cowen was born when Socit Gnrale purchased Cowen and Company in July 1998. Socit Gnrale was an international bank based in France, founded in 1864, nationalized in 1945, and privatized in 1987. By 2000, it was one of the worlds largest banks, with assets of over $430 billion as of December 2000. Like many European banks, it wanted a foothold in investment banking in the United States. Many of these banks had tried to create a beachhead in the U.S. but had not succeeded. Socit Gnrale had flirted with buying one of the CHARM banks for the past five years and decided Cowen was the best match culturally.2 By 2000, Socit Gnrales $600 million purchase of Cowen had started to pay off: SG Cowen went from an operating loss of $75 million in 1999 to an operating profit of $34 million the following year. Cowen began business as a bond brokerage house in 1918 and grew into a firm known for top-tier research and strong equity sales and trading capabilities. It was now also focused on building up its investment banking and MA advisory services. The new entity SG Cowen, numbering 1,500 professionals, planned to remain a boutique-sized firm but had access to the parent firms balance sheet. SG Cowens investment bankers focused on emerging growth companies in two volatile but highly profitable areas, health care and technology. This focused approach to banking depended on deep knowledge collected through its equity research team, highly regarded for its coverage of both health care and technology. Kim Fennebresque, president and CEO of SG Cowen, often described research as the edge of a wedge that created inroads with new clients. The firm had strong roots in Boston but had now opened several other offices, as far apart as San Francisco, Dallas, and London. This raised concerns about making sure employees in smaller offices were not isolated and also that they had full knowledge of and access to the resources of the global firm. As the firm grew, there were concerns that groups should make sure there were frequent interactions and that people should know about one anothers deals and proposals and make sure they coordinated their client activity. Fennebresque believed that SG Cowen should continue to grow geographically but stay industry focused: We will, under all circumstances, remain an emerging growth investment bank. Our geographical reach will extend to Europe, Asia, and other parts of the world, but we will not stray from that focused sectoral agenda. We have in our midst, and will continue to attract, the highest-quality professionals who believe in that business model. The Hiring Process Like most firms on Wall Street, SG Cowen made hiring decisions in the early winter and spring of each year to fill a new class of associates who would begin that summer. Some associates had previously been employed by SG Cowen as analysts and were promoted to first-year associate at the end of their third year with the firm without going to business school.3 Other associates started out as interns in the summer between their first and second year of business school and subsequently were offered full-time employment at the end of their internship commencing the following summer. The hiring process for new outside associate hires began in the fall, when SG Cowen would make company presentations at its core business schools, where it participated in the on-campus recruiting programs. These schools were NYU, Chicago, Columbia, Cornell, Emory, USC, Washington University, Notre Dame, and Berkeley. SG Cowen would also accept resumes from students at noncore schools, where it was not partici pating in the on-campus program. Often SG Cowen professionals would conduct informational interviews with students in the office in advance of official first-round interviews. These interviews, which were not part of the formal process, were a chance for SG Cowen to gauge how serious and enthusiastic the candidates were and a chance for candidates to learn more about the firm and the industry before the interview in which they would be actually evaluated. Rae assigned team captains to every school at which SG Cowen recruited on campus so that students had a constant and familiar point of contact. Ideally, these team captains were banking professionals and not human resource professionals, and as often as possible, Rae would try to match up alumni with their own school. Gregg Schoenberg was team captain at the Johnson School of Business at Cornell, the school that currently provided SG Cowens highest recruiting yield. Schoenberg had joined the firm in August 1998 and now worked in the Equity Capital Markets Group. He became actively involved in recruiting at Cornell upon joining for two reasons. First was that he believed SG Cowen would benefit from the high quality of candidates at Cornell. Second was that he wanted to make it easier for Cornell grads to obtain investment banking positions on Wall Street. Schoenberg averred: In the bull market years, the Goldmans of the world would back up the recruiting truck to places like Harvard and invite slews of students to climb aboard. It was tougher for us because we didnt have the alumni base in New York. We came down here on our own nickel and really pounded the pavement. But you can turn a negative into a positive. Because Cornell students who do want to do banking have to show more initiative and be more focused, generally this makes them great hires. When Schoenberg had been hired, Cornell was not a core school, and Schoenberg described SG Cowen at the time as so-so receptive to people from noncore schools, mostly because the lack of an on-campus round made for disproportionate hassles to pin bankers down to do interviews and set up individual interview times in the middle of a regular workday. Coming from a nontraditional background in politics, Schoenberg felt SG Cowens interest in him really gained momentum once they knew he had been called back for second rounds at Lazard Freres. When Schoenberg recruited for SG Cowen, he said he always told candidates, It doesnt matter what you did before, what matters is that you have demonstrated a pattern of success. But he also said candidates had to be realistic about their fit, as he himself was. I couldnt outmodel a former Morgan Stanley analyst, he said. He moved to Equity Capital Markets from MA within his first few months because it played to my interests in the markets and my pers onality. People need to be fast learners, he said, because Wall Street doesnt have the patience to allow someone to develop slowly. Raes Strategy Schoenbergs advocacy for making Cornell a core school converged perfectly with Raes new strategy for choosing core business schools. We used to go to the top 10, Rae said, but at some of the top schools we were getting people in the middle of the class. Paying more attention to the next 15 schools in the top 25 was Raes new strategy. Rae, who graduated from Amos Tuck School of Business at Dartmouth, had originally been a banker himself at JP Morgan before moving into recruiting positions there and at Merrill, Smith Barney, and then SG Cowen. His previous employers were giants on the top 10 campuses, with huge recruiting budgets, recognized brand names, and, most importantly, much larger hiring needs, which meant that they received immediate student interest. At schools such as Emory and USC, SG Cowen could be a relatively bigger player and attract more attention from the best students. There was resistance initially from senior management, as this was viewed as going downstream. But Rae said, Senior managers eventually saw the wisdom. We were hiring at the top of the class, and these students also tended to be more loyal. We were not missing much by not going to the top schools. At each of the core schools, Rae scheduled a company presentation in advance of the interview dates. At the presentation, Rae guided the team captains to make sure they answered four questions quickly: who are we, what do we do, what distinguishes us from competitors, and what are the next steps. SG Cowen promoted the advantages of a boutique firm, arguing that there was less bureaucracy than at larger banks, that people could move much faster in their careers than at other banks, where they would be hired and promoted lockstep as part of a large class. Team captains talked about the advantages of small deal teams, which allowed for more exposure to clients, more responsibilities, and more entrepreneurship. Rae encouraged team captains to make a very short formal presentation and then allow a substantial amount of time to informally talk and answer questions. At schools like NYU, SG Cowen would be represented by an MD, who made the presentation, and then perhaps 20 alumni who could then have fairly substantial interaction with the expected 100 students who would show up. Some team captains like Schoenberg would tell students they could call him or come and see him (at their own expense) for informational interviews. This would help self-select students who really wanted to be prepared for first-round interviews by knowing more about the firm and also establishing a relationship with him. However, he admitted there was a fine line between helping students who were self-starters and giving them unfair advantage in the process. Some team captains put in a lot of time and effort, while some put in less. SG Cowen did not directly compensate or reward bankers for being involved in recruiting activities, but recruiting was included on the performance reviews leading to year-end bonuses. On-Campus Round At every core school, SG Cowen had two or three schedules comprising at least one open one, whereby students signed up based on interest, and the rest closed, whereby SG Cowen selected among previously submitted resumes. Rae said, In the past, Ive found as many good people on the open as the closed list. In the first rounds, interviewers tried to focus on which of these candidates could make it through Super Saturday. Schoenberg said, When I go up to interview, Im tough on candidates because I dont want to embarrass myself later on by endorsing weak candidates. Interviewers knew they would be held liable for the quality of candidates they brought back for Super Saturday, and their own reputation was diminished if they wasted the time of senior bankers at the firm interviewing candidates at Super Saturday who were clearly not appropriate. At the same time, Schoenberg said, When I see people who are prepared and have the eagerness, I fight very hard for them. While some bankers were especially tough, others were especially easy and wanted to be generous in their assessments of all the candidates. Rae said, This is where you see the beauty of writing comments down. At the end of a day of first-round interviews, the two or three people who had been interviewing would discuss whom they had seen. Rae tried to make detailed notes on resumes or on the evaluation sheets he had created, and he encouraged the bankers to do the same so they could recollect specific details about each candidate (see Exhibit 1 for a sample of Raes notes from past interviews). Most often there were two schedules, which would amount to 24 candidates. They would then try to narrow the list to six candidates and quickly have a second round, even that same night, on campus in order to cut half and invite the other half to Super Saturday. Rae said the firm usually wanted associates or senior associates to conduct first-round interviews: Were not aggressive about sending our most senior people out; we want to downstream the identification of talent and upstream the responsibility of closing on offers to senior people. Rae felt that often the senior-most people were removed from day-to-day concerns and tended not to be as demanding about the basic skills an associate needed, whereas those just a few years ahead of a first- year associate would be much more rigorous about assessing skills. He made sure senior bankers would be at Super Saturday, however, to judge whether potential associates also had the makings of a good long-term banker. In Raes view, long-term success did not come from building models, it came from loving the work, loving to teach and sell, and loving the hunt. The successful bankers had to feel the excitement of serving clients and the excitement of competing at the highest level. In this first round, he also instructed interviewers to test for culture fit. This could be as simple as asking someone whose work and education experience was entirely in the Midwest, Are you comfortable living and working in New York? Rae said, Sometimes they might be a diamond in the rough and they can make the transition, but cultural fit is important. Other bankers at SG Cowen agreed. One banker, Ryan Daws, pointed out, Its important having Chip in the process because there are only so many personality types in the world, and hes seen a lot more than we have. Daws said, HR at every bank has to earn credibility with bankers, but when you have someone like Chip who used to be a banker, it makes it easier. He also said, Certain types fail to succeed once they get here, which colors the interviewing process. For Daws, alarm signals went off when people did not dress appropriately, or when they asked questions like, Are the hours really as bad as they say? He acknowledged there was some ego involved on the interviewing side. No ones ever as good as I thought I was, he joked. Super Saturday Super Saturday in fact began on Friday afternoon, when candidates arrived from their various schools and convened with many of the interviewers for dinner and cocktails in the wine cellar of an elegant midtown restaurant. Fennebresque spoke at dinner, and, because he was a great speaker and because it was rare to get the attention of a CEO during recruiting, candidates were usually visibly impressed. On Saturday morning, interviews began at nine, and each interviewer and each candidate had five half-hour sessions with short breaks. Rae tried to keep these interviews moving and spent a lot of time gently tapping and then firmly knocking on bankers doors when they lost track of time. Super Saturday was exhausting for the interviewers as well as the interviewees, and Rae wanted to make sure the bankers saved some energy for the collective decision making. Thirty candidates had attended, which meant Rae had commandeered 30 bankers to come to Super Saturday. Rae said, Theyre giving up a S aturday, and they want to get out of here as fast as they can. But they get to make the decisions, and that brings them in here every year. Rae estimated from previous years that he should make 20 offers if his target was 15 acceptances. There were already eight hires from the summer associate program, and seven third-year analysts were being promoted, so this would achieve his objective of a full associate class of 30. Successful candidates received offers to join investment banking. Those who accepted returned for an orientation in April to meet with the banking groups that interested them most. By the time the training program started, each new associate was assigned to a group. The hiring meeting started as the bankers ate their lunch. The bankers usually felt very confident that they could whip through the list of candidates quickly, as they often assumed that others would have shared their view on the interviews they conducted. Bankers were always surprised at these meetings to find out how strong the disagreement could be. One managing director might be turned off by a candidate for being too salesy, I thought he was trying to snow me, and that same candidate could have appealed to another director for having great attitude, eager to contribute. Rae had to figure out how to let everyone weigh in and then build consensus around a decision. Building a Culture through Hiring Rae said, I try to get people to act and behave like a firm. He wanted to make sure bankers were not overly partial to candidates from their own alma maters and also that bankers did not hire people who would only succeed in their own group. At the same time he wanted to make sure that bankers did not relax standards and hire a candidate whom they thought of as good enough for the firm but not good enough for my group. Sometimes he would try to push a banker to a conclusion by saying, If you could only take one new associate to the CEOs office with you, which one would it be? Or at the other extreme, If I cant place her, shes going to be yours, how do you feel about that? One HR manager at SG Cowen commented: People on Wall Street are too hard on people who took some time to figure out what they want to do. But look at Kim Fennebresque, our CEO. He started out as a lawyer, and hes been incredibly successful in banking. But when people are hiring, they dont think of that. Personally, I think anyone who tells you in an interview that they wanted to be an investment banker since age 12 has led an incredibly dull life. Fennebresque said, We want to make sure people who are attracted to a place like this understand what this is. We want to ferret out people who love technology, who love emerging growth. Making the firm more visible to both potential clients and potential employees was one reason Fennebresque agreed to frequent appearances on CNBC and business segments on other news shows. So many people come to Wall Street for the wrong reasons, he said. Theyre dazzled by dough and dazzled by stature. People should figure out what they like to do, it matters even more than what theyre good at. I was perfectly good at law, but I sat in that law library at night and I thought the librarian was the Marquis de Sade torturing me. If you dont like what youre doing, even if youre good at it, eventually you and God are going to figure it out. Fennebresque spoke fondly of having started out in banking at First Boston in the 1980s during the firms heyday and in close view of the rise of Joe Perella and Bruce Wasserstein. Fennebresque said, I used to believe culture was an overrated Harvard buzzword, but First Boston made him realize how much culture mattered. We were young punks trying to elbow in on the big boys, and it worked, he said proudly. He was trying to bring some of that dynamism to SG Cowen. Because the investment bankers had all been hired from different firms to build SG Cowens banking platform, Fennebresque often used the metaphor of Ellis Island to exhort his bankers to come together and create a unified new culture. He also wanted to make sure they felt they had the support they needed to get their work done, and Fennebresque tried to give bankers as much autonomy and decision- making power as possible. Fennebresques involvement in recruiting events and his visibility with new and young employees stemmed from this desire to provide support. The most important clients are inside, not outside. I really believe that, he said. Hiring Criteria Rae tried to formalize the criteria by using grid sheets for the bankers to fill out and having them vote and make a case on behalf of their candidate. There were definitely bankers who resisted any kind of science in this process. Bill Buchanan, HBS 86, was head of Equity Capital Markets and had also come to SG Cowen from First Boston, like Fennebresque. The type of person who does well here doesnt want to be told what to do. He or she is far less regimented. This is not the Navy. We want the self-starter. Buchanan said he did put a lot of stock in resumes: It makes a big difference if they have been an entrepreneur. Most important, though, he hired for fit. He was even known to change the structure for fit, in that he had created jobs for people he thought SG Cowen should hire. As Buchanan put it, We can stretch for personality, and we can stretch for sparkle. Especially in ECM, Buchanan said, The human element, especially our creativity and energy, is why a company chooses us as f inancial advisor in the first place, especially on commoditized products. Were very hands on and high touch. Were not the volume leader, but we are a service leader. Candidates for Hiring The bankers assembled had assigned almost all the magnetic placards representing the applicants into decision groups. They had two spots remaining and four people in the maybe category from whom to choose.4 Natalya Godlewska Natalya Godlewska was an MBA student at Cornell and had earned an undergraduate degree in finance at an eastern European university. As an undergraduate, she had been the student with the highest grade point average (GPA) in the finance department, and she went on to serve as a graduate teaching assistant in the finance program at Cornells business school. She was originally from Poland and had moved to the U.S. at the age of 22. She spoke fluent Russian, Polish, and German and some French. Prior to business school, she had worked for four years for CommScan, a company that developed MA modeling software used by many major Wall Street firms. She had gone to the SG Cowen presentation at Cornell, called the bankers she had met to have informational interviews, and then had been one of the top candidates from Cornell sent on to Super Saturday. At Super Saturday, her interviews had mostly gone well, although there was some hesitation from two interviewers. Everyone was uniformly impressed with her finance background, her analytical knowledge, and her understanding of the financial markets. When one of the bankers had telephoned her references, her previous supervisor had responded positively about Godlewskas skills and also commented, This is the person I would want to bring to a tough negotiation. She seemed very determined, ambitious, and ready to work hard. But one associate and one managing director each expressed strong reservations for different reasons. The associate felt that Godlewska might not be a good culture fit with the other associates and that she had seemed stiff and uncomfortable during small talk at the opening of the interview and also at dinner the night before. The managing director felt that some bankers might lose patience with Godlewskas less-than- perfect English and that this would affect her ability to work smoothly with her managers. Other people on her interview schedule spoke up in her defense. Associates should be made to deal with people with different backgrounds, and it was all too easy to use culture as an excuse. One banker said he thought Godlewska would be a hit with clients because she was a go-getter and radiated positive energy and a can-do attitude. He said that though it might be an issue with impatient bankers on her team, her language skill would definitely not be an issue with clients because most of our clients think Wall Street types speak too fast anyway. Martin Street Martin Street was a second-year Wharton MBA who had previously served four years in the military. He had no business experience, but he had substantial leadership experience, most notably having led a rescue operation in war-torn Bosnia. He was president of his section at Wharton and also of the Running Club, having completed two marathons and one triathlon in the past year. All of his interviewers agreed that he came across as a dynamic personality and that he was confident and articulate. SG Cowen came to Wharton toward the middle of the recruiting period, so as one banker said, People either really want SG Cowen, or they didnt get offers from other firms. Street had told them he was taking several finance courses, but SG Cowen was not allowed to ask him about his grades because that was forbidden under Wharton recruiting rules. Cowen had difficulty scheduling Street for Super Saturday because he was always involved in recruiting events at other firms. He had said that he liked smaller firms and liked SG Cowens areas of specialization, but they still were unsure what the likelihood was that Street would accept the offer if it was extended. They were also wary of whether he would play firms against one another in terms of wanting additional time to interview and consider offers, which might prevent SG Cowen from being able to fill that slot with another top-choice candidate. One professional in recruiting said, If a person doesnt sign and accept the offer letter right away, weve made a mistake. Ken Goldstein Ken Goldstein was a second-year MBA at Berkeley who had previously worked at PricewaterhouseCoopers for five years. He had quickly risen to be a manager at PWC, managing multiple audit teams simultaneously, drawing up budgets and pricing for projects, making presentations to win business, and resolving technical accounting issues for clients. When SG Cowen called his reference at PWC, he confirmed, Kens performance appraisals put him in the top 5% of the firm. Everyone who had interviewed Goldstein liked him and thought he would represent SG Cowen well. In fact, when Rae looked over the written comments on all the evaluation forms, they were uniformly positive. Why hadnt Goldstein been an immediate yes, why was he one of the maybes that warranted this discussion? One banker said, I can tell you what everyones afraid to say. Ken is married and has two sons, a newborn and a two-year-old. Whatever he did at PWC, we cant tell at this stage of his life whether he really will be willing to work 24/7 like the rest of the associates. One of the senior associates said, Its hard on the other first years if we make allowances for Ken to pick up his kids at daycare or not work on a weekend when his wifes away. None of the first years expect to have a life, so what happens when they see Ken having a life? Some interviewers said Goldstein had openly talked about his intention to be able to balance a family with being a banker. One of his interviewers sa id, I commend him for trying, but I break promises to my kids all the time, to take them to the first day of school, to get home for a game. Another banker said, Its weird to say this, because we always say were looking for maturity, but I almost think Kens too mature. If he were on my team, I wonder if he would do what I tell him to do, or if hell dislike taking orders. Hes used to having a lot of responsibility and being in charge. Andy Sanchez Andy Sanchez was a second-year MBA at the University of Southern California and had completed his undergraduate degree in economics at UCLA. Sanchez had found early success as an entrepreneur, having started his own business during his first year of college, a Kaplan- style tutoring business to prepare students in Los Angeles for high school achievement tests and the SATs in both English and Spanish. After college, he ran the business full time for three years and then continued to run it while he enrolled in business school. Last year, his business had served 4,000 students at an average price of $500 per course, resulting in $2 million in revenue and clearing $400,000 in profits divided between himself and an equity provider. Sanchezs interviewers all found him enthusiastic and personable. He had talked to a lot of people at SG Cowen and had stopped into the New York office to have informational interviews or talk to other associates on several occasions when he was in the city for other meetings. He always sent follow-up e-mails and notes to everyone he spoke to, was friendly to the other candidates at Super Saturday, and was great at making people relax. He was well informed about the firm, telephoned other alumni from USC to talk to them about their banking experiences, and seemed as though he had been reading up on investment banking, speaking very cogently about recent landmark deals in some of his interviews. When asked whether he was sure he wanted to leave his business, he said he was ready for new challenges and that his younger brother was going to run it in his absence. The biggest concern interviewers had with Sanchez was from his resume, which listed a 2.8 for his undergraduate GPA. When asked about his business school GPA, Sanchez had said it was a 3.1. At a time when most schools including USC had a fair amount of grade inflation, SG Cowen bankers were concerned that he had had so many Cs on his record over the years. Were not looking for rocket scientists, but a 2.8 really sticks out, one banker said. Sanchez had pointed out to one of his interviewers that his SATs and GMATs were quite high and that his low grades only reflected the amount of work he was putting into running his business. Rae looked over the other resumes of the Super Saturday candidates, and Sanchez had a very competitive SAT score and one of the highest GMAT scores. Sanchez had told one of his interviewers, There was a lot of demand for our services, so we got excited and grew the business pretty fast, and I also needed to make enough money to put myself through school and th en put my two brothers through school. Unfortunately, that left me little time for studying. Decision Time The bankers were having a hard time deciding among the four candidates, and they were running out of energy. The snow was coming down faster, and most of the food was gone, the bankers now going back to the buffet for a second sandwich or some lukewarm pasta. They had made good progress, but choosing these last two candidates was not turning out to be an easy task. Rae remembered Fennebresques admonition to make the hiring process our most important priority. One banker spoke up, Chip, lets keep this meeting moving. The roads look bad, and its my anniversary tonight. If I dont get home soon, Im in deep trouble. Answer the following two questions. 1. Which two candidates would you select if you were a member of the recruiting committee?2. Evaluate SG Cowens recruitment and selection processes. Offer your recommendations to improve the processes. Answers: 1. The process of recruitment and selection can be considered as a very significant part of the human resource management. Principally the purpose of recruitment is prior to the process of selection. The process of recruitment comprises of the entire process of looking for possible candidates in order to fill up the actual or the probable or upcoming vacancies and hence it can be considered as a connecting link which brings together the people who are seeking jobs and who are ready to render jobs and opportunities to people (Zand et al., 2004). The primary objective is to recognize the suitable individual who would meet the requirements of the jobs and the specifications of the job. Keeping in mind these criteria of recruitment and selection procedure, the selection of the candidates needs to be done. Before choosing any particular candidate it is necessary to analyse the pros and cons of all the candidates. With regard to the first candidate, the things that should be noted were firstly the fact that she had received the highest grade point. Further she had good analytical knowledge, was determined, ambitious and hard working. However, she was stiff and reserved. The second candidate was confident, articulate with a dynamic personality and good leadership skills. But he did not have any business skills. The third candidate had good experience of working in a PricewaterhouseCoopers for five years. Nonetheless, the problem with him was that he was a family man and hence it can be construed that his productivity in work would be comparatively less and would also tend to have an adverse effect on the other young employers. The fourth candidate was an entrepreneur a nd also very friendly and well-informed. The problem with this candidate was that he had a very low GPA. Considering all the good qualities of the candidates present for the interview, an analysis needs to be made as to the two candidates who would finally be the most beneficial for the company. Firstly, it must be remembered that when recruiting the people as appropriate candidates there should always be a balance with regard to experienced candidates and young candidates. Hence if one candidate chosen is experienced the other candidate chosen should be more energetic and young and talented. Keeping in mind, these criteria, the first candidate that I would prefer to chose would be Ken Goldstein. This is because this candidate is more experienced than others and has also worked in a very reputed organization. Even though he is a family man, having worked in a reputed organization, he would be accustomed to deal with work pressures and also balance family and work at the same time. The other candidate that I would have chosen for the job would be Andy Sanchez. This candidate is chosen since he is a very good blend of experience, energy and enthusiasm. Even though his grades are less, it must be noted that he has a very good practical experience since he has previously been an entrepreneur. His practical experience along with his energetic attitude would be a good blend with Ken Goldstein and together according to me they would make a good input to the company. 2. Scholar Flippo had stated about the recruitment process that this process is primarily for searching for probable employees and ones who stimulate them to apply for the jobs in those organizations. Further according to another scholar Yoder, the process of recruitment mainly discovers the various sources of man power for meeting the requirements of the schedule of staffs and to input appropriate measures in order to attract manpower in proper manner and make smooth selection of an exact workforce (ijimt, 2010). Hence recruitment is one extremely important function that is mainly carried out by the administration department. On the other side selection is another important criteria that secures the right information given regarding the applicant (Zand et al., 2004). The purpose of the selection process is to identify whether the potential candidate has enough qualification that is required for the specific job and in most cases it is observed that this is a very lengthy process. This entire process starts with the interview and concludes with the contract of employment. The company of SG Cowen is an extremely well known organization that has found a very good base in its area of expertise. With regard to the hiring decisions of the company, it has been observed that the company has a firm procedure for recruitment. The hiring decisions of the company are generally made during the early winter and also during spring every year. During this time mainly the new class of associates are filled who would begin work during summer. Some of the associates who had previously been employed by the company presently work as analysts and after the end of the third year they are promoted to the level of first year associates. The hiring process of the firm for the entirely new and fresh associates generally commence with the fall season. An examination of the hiring procedures of the company depicts that the company is not very strict with the removal of the senior employees. The idea is primarily to decrease the recognition of talent and increase the responsibilities relating to closing of the offers for the senior people. In the case of senior employees, the general method that is followed is that these employees are shifted from the day to day concerns of the company and are placed in the not so demanding works and skills. In those places of the senior associates the first year associates would be placed who would be more precise with regard to the assessment of skills. The principle that the company follows consid ering the hiring process is that it is the long term success that the company aims at and such a good association would be possible only when all the associates love the entire process of work that they do that includes the teaching, selling etc. As we have understood with regard to this process of recruitment and selection, that is process is extremely essential for the smooth running of any organization. For any recruitment procedure, the human resource management of the organization has to stress on the selection of the right person and in order to maintain that they should be hired from campus placements, job portals and data banks (Taylor, 2008). With regard to the given company, the organization has referred to the campus placements and data banks. However, not much has been stated about the job portals. This particular sphere has been probably missed by the recruitment team. One recommendation to the organization would be to include the job portals for the process of hiring. In most cases the selection is done by evaluating the skills of the candidates along with the knowledge and abilities that is an essential requirement in most organizations (Taylor, 2007). One more criteria that are extremely significant is the motivation of the employees. It needs to be mentioned that in this regard the company has maintained a good reputation. This organization takes good care of the seniors as well as the new employees who are generally trying to give their best possible efforts in the company. In order to improve this enthusiasm it is necessary provide them with good offers and incentives in both ways monetary and non-monetary. These existing recruitment and selection procedures are required to be followed so that the company is able to give good returns (Government of UK, 2011). Further another suggestion would be that the company should give more significance to the existing external sources such as the agencies or the references or the data banks so that they get the desired and appropriate candidates. Additionally while recruiting it must be kept in mind that there should be a good balance of experienced as well as fresh and young candidates for the company to have a smooth run. References Government of UK, (2011).A qualitative study exploring employers recruitment behaviour and decisions: small and medium enterprises. [online] Available at: https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/214529/rrep754.pdf [Accessed 25 Feb. 2015]. ijimt, (2010).Recruitment and Selection Process. [online] Available at: https://www.ijimt.org/papers/77-M469.pdf [Accessed 25 Feb. 2015]. Taylor, I. (2007).A practical guide to assessment centres and selection methods. London: Kogan Page Ltd. Taylor, I. (2008).The assessment and selection handbook. London: Kogan Page. Zand, D., Thomson, N., Dugan, M., Braun, J., Holterman-Hommes, P. and Hunter, P. (2004). The Recruitment Process.Journal of Ethnicity in Substance Abuse, 3(2), pp.43-54.