My question is :

I can understand your point of view, but I don't think that Karin's personal life should be taken into consideration. I think the decision should be solely made on the qualification of the candidates. Although all of the candidates have a variety of skills that would be beneficial for any organization but none of them have the full package. I think it may be an alternative to continue to look for a better option for the company. You could also go with co-CEOs and give Karin and Sakari the position where they are both learning the skills that they are lacking and as the continue to expand separate the position. What are your thoughts?

please answer the question from the below article :

Introduction Human resources are mainly responsible for a company's financial performance since they help maintain a productive and happy workforce. That's why an approach to human resource management that spans national boundaries is essential in today's globalized economy. Planning and staffing are just two of the many HRM-related activities and responsibilities under the international human resources management (IHRM) umbrella. There is little distinction between the two types, except one type does not operate everywhere. While human resource management (HRM) occurs mainly within a single country, its international counterpart is outside the organization's home country (Senyucel, 2009). In this week's case study, we look at a fictional organization called Midwest Education Inc. to discuss the value and purpose of IHRM. This American producer of instructional materials had its roots in 1975. (Fischer, 2012). However, Midwest Education Inc.'s management decided to branch out into the Northern European market after many prosperous years in the domestic market. The company accomplished this by striking a deal to acquire a niche Finnish education technology company. The case also delves into the challenges experienced by the company's IHRM in selecting the most qualified candidate out of three applicants for the Plant Manager post at the new Finnish subsidiary (Fischer, 2012). After establishing a problem's significance, the following stage investigates potential alternatives. Choosing the right plant manager requires first narrowing down the pool of applicants. First candidate: Karin Johansson, a 27-year-old Swedish lady, is our first choice because she is a young, driven individual who is excited by the prospect of growing professionally and personally via experience and education (Fischer, 2012). She proved this by earning a promotion to Project Manager at her Swedish company and continuing to look for work despite this success. Advantage: She may be more knowledgeable about the host country's environment and the market in Northern Europe. She has international experience and appears to be highly motivated. She might have some fresh ideas. Disadvantage: Karin is the youngest candidate among the other candidates. Karin is not fluent in Finnish. A work permit will be required. Second candidate: Sakari Mattila, a 45-year-old Finnish man; Sakari's extensive experience in educational technology development was one of his primary qualifications for the position. Sakari's previous experience as a manager in the acquired Finnish firm was another asset (Fischer, 2012). In addition, he is well-known among the company's employees, speaks their language, and has positive relationships with them. Advantage: Sakari is acquainted with all the employees and has formed professional relationships with them. He has a wealth of experience in high-tech. He does an excellent job and is well-liked by his coworkers. He might be able to make a long-term commitment. Knows a lot about the Finnish market. He does not require a work permit. Disadvantage: He opposed the acquisition and was dissatisfied with it, and his loyalty was unclear. Negatively and may be unwilling to make the necessary effort for the business.

He is unfamiliar with the rest of the European and Scandinavian markets and has only worked in Finland.

Last candidate: John Adams, a 36-year-old American. John was the simplest to evaluate because he had spent five years working for the parent company (Fischer, 2012). Advantage: John is well-liked in the company because he works hard. Because he is well-versed in the Midwest, he can run the new plant according to the company's desires, values, and mission. He has experience leading high-quality production operations, which is also the primary goal of the Finnish process. He is regarded as an upcoming star, which means he has much potential to drive the expansion positively. Disadvantage John has never worked outside of the United States and does not want to work abroad for an extended period; he only wants to gain experience and assist the company in establishing a presence in Northern Europe. John is unfamiliar with the European Union and will require a work permit.

Recommended Candidate and the Reasons Behind the Selection There is an expectation that the acquired firm will be an asset to the parent company at first. However, they will soon come to realize that they no longer operate independently due to the adjustments that have been implemented. Therefore, Sakari Mattila should be placed in a position that bridges the gap between the staff and their immediate supervisor (The CEO). After hearing his request, the board decided to temporarily replace Sakari Mattila with John Adams as CEO so that they could evaluate Mattila's performance and gauge his commitment to the company. We all know how hard it is to find talented employees, therefore, promoting Karin to another role where her experience in the purchased firm or another department can be put to good use is a smart move. This will help compensate for Sakari's lack of background in international trade. In addition, Karin's expertise in project management will be an advantage not only to the plant's operations but also to its human resources and financial management. While selecting my CEO, some may wonder why I didn't hire Karin Johansson or consider her strength (that she is unmarried and has no plans to get engaged). That's because I think love and feelings are uncontrollable, and she may meet someone on the plane at any time who could completely alter her equation. References Fischer, A.K. (2012). Corporate human resource management in an international setting. Journal of Business Case Studies, 8(6), 621-626 https://my.uopeople.edu/pluginfile.php/1585812/mod_book/chapter/345470/U7%20Corporate%20Human%20Resource%20Ma Senyucel, Z. (2009). Managing human resources in the 21st century. Bookboon.com. https://bookboon.com/en/hrm-managing-the-human-ressource-ebook?mediaType=ebook