6. Individual Problems 17*6 The HR department is tryan to flll a vacant posltlon for a job with a small talent pool. Valid applications arrlye every week or so, and the appllcants all seem to bring different levels of expertlse. For each applicant, the HR manager gathers information by trying to verify various clalms on the candidate's rsum, but some doubt about \"fit" always lingers when a decision to hire or not is to be made. Suppose that hiring an employee who is a bad fit for the company results in an error cost of $900, but failing to hire a good employee results in an error cost of S200 to the company. Although it is impoSSlble to tell in advance whether an employee ls a good fit, assume that the probability that an applicant ls a \"good fit" is 0.4, while the probabillty that an applicant is a \"bad fit" ls 1 0.4 : 0.6 Hiring an applicant who is a good fit, as well as not hiring an applicant who is a bad fit, results in no error cost to the company. For each decision in the foifowing tabie, caicullate and enter the expected error cost of that decision. Reality Good Fit Bad Fit Decision p:0.4 p:0.6 Expected Error Cost lee Cost: 0 Cost: 5900 Demure Cosmo Costa Suppose an otherwrse cluallfled appllcant applles for a Job. In order to minimize expected error costs, the HR department should V the applicant