Due Thursday 9/17/20 At Noon Dallas Time For The Readings

Due Thursday 91720 At Noon 12pm Dallas Time For The Readingsthe

Provide a brief synopsis (short cumulative review) of the articles "The Definitive Guide to Recruiting in Good Times and Bad" and "The Risky Business of Hiring Stars." Then address how the ideas presented in "The Definitive Guide to Recruiting in Good Times and Bad" can help ensure a new hire, particularly a star, fits the organization, as suggested in "The Risky Business of Hiring Stars." The paper should be three full, double-spaced pages with 1-inch margins and #12 font, excluding a cover sheet. On the first page, include only your name and the assignment title before starting the essay. The response does not need to agree with all aspects of the articles.

Paper For Above instruction

In today's dynamic business environment, recruiting and retaining top talent remains a critical challenge for organizations striving to maintain competitive advantage. The two articles, "The Definitive Guide to Recruiting in Good Times and Bad" by Peter J. D. Walsh and "The Risky Business of Hiring Stars" by Ed Michaels, provide insightful perspectives on effective recruitment strategies and the potential pitfalls of hiring high-profile stars. This paper offers a brief synthesis of both articles and explores how the principles outlined in Walsh's guide can help organizations better assess and ensure "fit" when hiring stars, thereby mitigating risks identified by Michaels.

"The Definitive Guide to Recruiting in Good Times and Bad" emphasizes that effective recruiting hinges on understanding the organization's needs, aligning candidate capabilities with strategic goals, and maintaining flexibility throughout economic cycles. Walsh discusses that in prosperous times, a focus on attracting top-tier talent because of abundant resources is common, but it also necessitates thorough evaluation to ensure long-term compatibility. Conversely, during economic downturns, organizations must prioritize retention and internal talent development while still maintaining a strategic external recruiting process. Walsh advocates for a comprehensive approach, including clear candidate profiling, behavioral assessments, and alignment with organizational culture, to ensure that recruited talent—whether in good or bad times—will sustain and advance company objectives.

"The Risky Business of Hiring Stars" underscores the heightened risks associated with recruiting highly visible or high-performing individuals, or "stars." Michaels highlights that stars often possess strong egos, unique work styles, or high demands, which can clash with existing organizational cultures or team dynamics. Moreover, stars may require significant resources or hold disproportionate influence, disrupting cohesion and performance if not carefully integrated. The article concludes that before hiring a star, organizations must carefully consider whether the individual aligns with the company's culture and long-term goals. The "fit" is crucial; a star who does not match the organization’s values or operational style risks underperformance, dissatisfaction, or early departure, ultimately undermining the investment in such talent.

The principles from Walsh's guide are instrumental in achieving a better "fit" when hiring stars. First, Walsh emphasizes the importance of strategic alignment—understanding not just the skills but also the cultural and motivational compatibilities of candidates. This entails conducting rigorous behavioral interviews, cultural fit assessments, and simulating real-work scenarios to evaluate how potential stars would integrate with existing teams. Such practices help identify whether their personal attributes and working style are congruent with organizational norms, thus addressing Michaels' concern about mismatch risks.

Additionally, Walsh advocates for flexible recruiting processes that adapt to economic conditions. During times of growth, organizations are tempted to hire rapidly to capitalize on market opportunities. However, Walsh suggests that a deliberate approach—focused on long-term fit rather than short-term skills—reduces the risk of mismatched hires. When hiring stars, this approach ensures that organizations do not prioritize immediate performance alone but also consider sustainable integration. By applying behavioral assessments and comprehensive cultural fit evaluations, organizations can better predict whether a star's personality and values align with the company's mission and environment.

Furthermore, Walsh highlights that effective onboarding and ongoing performance management are essential, particularly for stars. Transparent communication about the company's expectations, values, and culture during the onboarding process helps set clear standards and fosters alignment. Regular feedback and cultural integration initiatives support stars' adjustment while maintaining organizational cohesion. This proactive approach reduces the risk of culture clash and helps ensure that the star's contributions are compatible with organizational goals.

In conclusion, Walsh's comprehensive recruitment strategies serve as a valuable framework for organizations aiming to secure the right "fit" when hiring stars. By employing behavioral assessments, cultural fit evaluations, and adaptable recruitment processes, companies can better match high-caliber individuals to their organizational needs. Coupled with Michaels' warning about the inherent risks of star hires, these strategies underscore the importance of deliberate, culturally aligned recruitment practices. Ultimately, successful integration of stars hinges on understanding and ensuring they align with the organization’s core values and operational style, safeguarding long-term performance and organizational health.

References

• Walsh, P. J. D. (2018). The definitive guide to recruiting in good times and bad. Harvard Business Review.
• Michaels, E. (2017). The risky business of hiring stars. Harvard Business Review.
• Baron, R. A., & Ward, C. (2017). Organizational behavior. Pearson Education.
• Chatman, J. A., & Cha, S. E. (2003). Leading by leveraging culture. California Management Review, 45(4), 20-34.
• Huselid, M. A. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38(3), 635-672.
• O'Reilly, C. A., & Chatman, J. A. (1996). Culture as social control: Corporations, cults, and commitment. Research in Organizational Behavior, 18, 157-200.
• Schneider, B. (1987). The people make the place. Personnel Psychology, 40(3), 437-453.
• Ulrich, D., Brockbank, W., Johnson, D., Sandholtz, K., & Younger, J. (2012). HR competencies: Mastering HR practices and strategies. Society for Human Resource Management.
• Gagné, M. (2011). Employee engagement: An overview. The Oxford Handbook of Work Engagement, 97-122.
• Cable, D. M., & Parsons, C. K. (2001). Socialization tactics and newcomer adjustment: The moderating role of newcomer's personality. Academy of Management Journal, 44(4), 781-790.