Case Summary
Summary – Case 2.2
The present case is about BBR, a multinational electronics corporation with the headquarter in Los Angeles and a second overseas headquarter in the UK. BBR is known for offering technically new advanced products, especially for their lightweight and relatively cheap radar systems. BBR’s CEO Paul Lizfeld plans to establish a new subsidiary in Israel although he knows it can become difficult because the threat of war constantly hung over Israel and the country was suffering from high inflation rates and troubled economies.
For the selecting and hiring process of a manager Lizfeld tasks John Connors, Vice President of Human resources in the US and Francis O’Leary, Vice President of Human Resources in the UK. Both notice that they have to chose the candidates carefully, as Lizfeld wants to have the right man and he doesn’t want to replace him in the nearly future. Also the manager should be from the home country, so either from the states or the UK. So Connors and O’Leary started to look for suitable employees, internal but also external. They faced problems in finding a suitable person because not everyone is willing to relocate in Israel as candidates have been worried about the increasing living standard costs and the political situation.
Connor who worked for BBR the last 20 years first defined the task for himself and listed up the selection criteria. The future manager should be having an engineering background, he should be able to work together with the Israeli government but also getting along with Lizfeld as he will report regularly to him. In addition the candidate should have cultural empathy, a strong sense of politics, language ability, organizational abilities, and persuasiveness, ability to make decision, resourcefulness, flexibility and an adaptive and supportive family. Connor choosed three candidates who all had good characteristics but no one could fulfill all requirements. The first candidate was recommended because of
The present case is about BBR, a multinational electronics corporation with the headquarter in Los Angeles and a second overseas headquarter in the UK. BBR is known for offering technically new advanced products, especially for their lightweight and relatively cheap radar systems. BBR’s CEO Paul Lizfeld plans to establish a new subsidiary in Israel although he knows it can become difficult because the threat of war constantly hung over Israel and the country was suffering from high inflation rates and troubled economies.
For the selecting and hiring process of a manager Lizfeld tasks John Connors, Vice President of Human resources in the US and Francis O’Leary, Vice President of Human Resources in the UK. Both notice that they have to chose the candidates carefully, as Lizfeld wants to have the right man and he doesn’t want to replace him in the nearly future. Also the manager should be from the home country, so either from the states or the UK. So Connors and O’Leary started to look for suitable employees, internal but also external. They faced problems in finding a suitable person because not everyone is willing to relocate in Israel as candidates have been worried about the increasing living standard costs and the political situation.
Connor who worked for BBR the last 20 years first defined the task for himself and listed up the selection criteria. The future manager should be having an engineering background, he should be able to work together with the Israeli government but also getting along with Lizfeld as he will report regularly to him. In addition the candidate should have cultural empathy, a strong sense of politics, language ability, organizational abilities, and persuasiveness, ability to make decision, resourcefulness, flexibility and an adaptive and supportive family. Connor choosed three candidates who all had good characteristics but no one could fulfill all requirements. The first candidate was recommended because of