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Stephen Conner, research director at New York investment banking firm Rubin, Stern and Hertz (RSH) must replace their star semiconductor analyst Peter Thompson quickly in order to ensure revenues form clients continues to be earned by the firm. Stephen is research director and is responsible for a significant proportion of revenue that Peter had been generating. While initially considering a counteroffer, Stephen decided to not pursue that strategy and promote Rina Shea, the junior analyst reporting to Peter, to a senior analyst role to cover semiconductors immediately. Evident from the e-mails and discussions Stephen is having with other analysts, sales and members of the firm, Rina is not meeting expectations. The pressure is on Stephen to hire a replacement quickly to keep the revenue stream moving, make sure one of the most strategically important clients the company has, the PowerChip company, is pleasured, and also keep research moving forward. Case Analysis Stephen Conner faces a litany of problems in solving this problem. First, there are only at maximum 14 to 15 analysts who have the level of expertise, as defined by their resumes, results and rankings in Institutional Investor (II) magazine to even be considered. Of those, many have recently moved, as Craig Robertson of Superior Staffing Services reminds Stephen early in the case. There is also the challenge of finding a candidate that will fit into the culture of the company, which is much more team-based and collegial than many other Wall Street investment banking firms. This will be particularly challenging as the candidates reflect how much the survival instinct kicks in within the industry; analysts tend to be lone wolves and look out for themselves the majority of the time. In addition to all these challenges, there is the issue of Rina Shea and her ongoing role in the company. To completely leave her out of the process would nearly ensure her leaving within a year, losing a significant investment in the semiconductor coverage in the process. Yet as can be seen in the case, other analysts, operations teams and sales people are not happy with her performance. Stephen Conner has to make a decision quickly yet risks making a bad one if he lets all these factors drive him into an urgency mindset instead of a focused one. To have made the best possible hire however Stephen will need to reinvent the recruitment process, concentrating more on a set of criteria and less on intuition (Anders, 2011).

Teamwork: The Promotion of a Collaborative Workplace

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Paul the Apostle's Second Missionary Journey

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