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Case
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Reference no. E416
Subject category: Entrepreneurship
Authors: Jim Ellis (Stanford Graduate School of Business, Stanford University); JP Flaum (General Customers - North America); Neel Bhatia (General Customers - North America); Arar Han (Stanford Graduate School of Business, Stanford University)
Published by: Stanford Business School
Originally published in: 2011
Version: 2 September 2020
Revision date: 13-Nov-2020
Length: 15 pages
Data source: Field research
Topics: Hiring; Recruiting; Scorecard; Strategy; Best practice; Retention
Share a link: https://casecent.re/p/104906
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Abstract

All hiring managers want to hire the 'right' person for each position. Only half succeed. The other half end in failure, impeding direct projects as well as indirectly eroding revenue, EBITDA, and company valuation. Given such high stakes, managers should be clear on what it will take for a candidate to succeed in a given job, and be disciplined in hiring a person who fits the bill. This note outlines the process of finding and vetting candidates for success.
Location:
New York, USA
Industry:
Human resources
Other setting(s):
2011
Compact case
Case
-
Reference no. E415
Subject category: Entrepreneurship
Authors: Jim Ellis (Stanford Graduate School of Business, Stanford University); JP Flaum (General Customers - North America); Neel Bhatia (General Customers - North America); Arar Han (Stanford Graduate School of Business, Stanford University)
Published by: Stanford Business School
Originally published in: 2011
Version: 20 October 2011
Length: 5 pages
Data source: Published sources
Topics: Hiring; Recruiting; Scorecard; Strategy
View full details

About

Abstract

All hiring managers want to hire the 'right' person for each position. Only half succeed. The other half end in failure, impeding direct projects as well as indirectly eroding revenue, EBITDA, and company valuation. Given such high stakes, managers should be clear on what it will take for a candidate to succeed in a given job, and be disciplined in hiring a person who fits the bill. This note outlines the process of finding and vetting candidates for success.

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Location:
New York, USA
Industry:
Human resources
Other setting(s):
2011

Related

Compact case
Case
-
Reference no. E415
Subject category: Entrepreneurship
Authors: Jim Ellis (Stanford Graduate School of Business, Stanford University); JP Flaum (General Customers - North America); Neel Bhatia (General Customers - North America); Arar Han (Stanford Graduate School of Business, Stanford University)
Published by: Stanford Business School
Originally published in: 2011
Version: 20 October 2011
Length: 5 pages
Data source: Published sources
Topics: Hiring; Recruiting; Scorecard; Strategy
View full details