Negotiation: New Recruit Role of Candidate 1. What issues are most important to you? 1. Salary ‚ 6000 points‚ range $110‚000-$90‚000‚ decrement of $5000 or 1500 points. 2. Signing Bonus‚ 4000 points‚ $25‚000-$5‚000‚ decrement of $5000 or 1000 points. 3. Moving Expenses Covered‚ 3200 points‚ 100%-60%‚ decrement of 10%=800 points 4. Division‚ 2400 points‚ A-E‚ decrement of 600 points 5. Starting date‚ 2400 points‚ Aug 1-June 1‚ decrement of about 15 days=600
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January 17‚ 2013 New Recruit Analysis In the negotiating exercise of the “New Recruit” I played the role of the recruiter. My objective was to offer a job to a highly qualified job applicant at a price that was beneficial to the company I represented. The negotiation initially was between the job applicant Chris Martin and my colleague “recruiter #2”. The applicant and recruiter #2 had agreed on three of eight items. At this time I joined the negotiation. My arrival instantly changed
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HRD CASE ANALYSIS 1. SG Cowen: New Recruits SG Cowen is a firm which was born when Société Générale bought Cowen and Company in 1998 and is mainly rooted in Boston. Its main interest is to focus on emerging growth companies in two volatile but highly profitable areas‚ health care and technology. The case is mainly about the company’s recruiting issues. SG Cowen has not invested on ‘On campus recruit’ because they didn’t have enough money to spend on that like other big competitors‚ JP Morgan
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The Recruit by Robert Muchamore The book The Recruit by Robert Muchamore is an adventure packed story about a boy called James Choke who makes some bad decisions and is sent to prison where he spends the night in a cell and wakes up in the morning in a completely different location. James has been relocated to the campus of CHERUB. Something that interested me in the story was how CHERUB used teenagers to spy. Agents were used to find evidence and stop terrorist plots to kill people. CHERUB used
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Case Preparation Summary – SG Cowen Short-Cycle Summary SG Cowen‚ an investment bank‚ is in the process of hiring a new class of associates. In this process‚ there remain two available positions‚ and Chip Rae‚ the Director of Recruiting‚ and a group of 30 bankers have four candidates to choose from. The group is having a hard time deciding how they will extend the offers‚ primarily due to their different opinions based on an evaluation system that allows biased and inconsistent feedback. The time
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“SG COWEN: NEW RECRUITS” CASE STUDY MAJOR FACTS IN THE CASE SG Cowen is a financial firm in the U.S. that is running a hiring process‚ conducted by Chip RAE who is the director of recruiting at SG Cowen. The case shows the modality through which the hiring process for new outside associates‚ which begins in the fall‚ works. The company has different sources of recruiting associates: some analysts can be promoted to first-year associate after being
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SG Cowen: New Recruits There were several different key decision points used by SG Cowen in making hiring decisions on each stage of recruiting process. During the informational interview‚ team captains assigned to each schools weren’t particularly evaluating possible candidate. However‚ it did served two purposes: - To gauge some candidates are more serious and enthusiastic than others - To give candidates chance to learn more about the firm and industry before the interview that they will
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Summary of Negotiation There are only two participants in this negotiation. Since this is a negotiation for a job offer‚ there is a recruiter and the candidate. As a candidate for the position I desire‚ my goal in this negotiation is to reach the best possible agreement on eight issues presented for this negotiation. The purpose of this negotiation is for me (as the candidate) to get hired on terms best acceptable for me and for the recruiter to hire me on his terms. The eight issues presented
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Ginny Pearson. Successful Negotiating‚ Letting the Other Person Have Your Wey‚ Career press ‚ 1998.123 P Camp ‚ Jim ‚ Start With NO‚ Crown Business‚ New York. NY . 2002.271p. Cohen‚ Herb‚You can Negotiate Anything ‚ Bantam Book . New York‚ N.Y.1982‚255p. Donaldson‚ Michael C.‚ and Donaldson‚ Mimi‚ Negotiating for Dummies‚ Hungry Minds Inc.‚New York‚ N.Y.‚1996‚ 350 p. Fischer‚ Roger and Ertel‚ Danny ‚ Getting Ready to Negotiate: The Getting to Yes. Work
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company I would have to make a decision that would have a dual effect: * Being an associate of the company I am vested in its success which depends in a great degree on the quality of the employees working for the firm‚ including the quality of the new hires. * Potential mistake in identifying the right candidate who makes both functional and cultural fit for the company‚ especially giving approval to the candidate who turns a wrong fit later‚ might bear some negative impact on my credibility
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