You must read the case and type a response. You should assume that you are the hiring manager and you must decide whether or not you will hire the candidate. Keep in mind what the roles and responsibilities of the position are that you are considering this prospective employee to perform. Read the case carefully and develop your position using supporting arguments from the text reading material and any supporting videos. You must outline your position clearly.

The guidelines presented below have been designed to help the student analyze the cases that follow. They are not intended to be a rigid format. Each question is intended to bring out information that will be helpful in analyzing and resolving the case. Each case is different, and some parts of the guidelines may not apply in every case. Also, the student should be attentive to the questions for discussion at the end of each case. These questions should be answered in any complete case analysis. The heart of any case analysis is the recommendations that are made. The Issue / Problem Identification and Analysis / Evaluation steps should be focused on generating and defending the most effective set of recommendations possible. In all stages of the case analysis, the stakeholder, ethics and CSR concepts presented in the text should be used. The guidelines are presented in three stages: ISSUE/PROBLEM IDENTIFICATION 1. Facts and Assumptions. What are the centrnlfncts of the case and the assumptions you are making on the basis of these facts? 2. Major Overriding Issues/Problems. What are the major overriding issues in this case? (What major questionsfissues does this case address that merit(s) theirfits study in this course and in connection with the chapterx'mateiial you are now covering?) 3. Sub-issues and Related Issues. What sub-issues or related issues are present in the case that merit consideration, discussion, and action? ANALYSIS/EVALUATION 4. Stakeholder Analysis. Who are the stakeholders in this case, and what are their stakes? (Create a stakeholder map to depict relationships.) What challenges/ threats/opportunities are posed by these stakeholders? What stakeholder characteristics are at work (legitimacy, power, urgency)? 5. CSR Analysis. What Corporate Social Responsibilities (C SR) economic/leng/ethicai/ philanthropic does the company have, and what exactly are the nature and extent of these responsibilities to the various stakeholders? 6. Evaluations. If the case involves a company's or manager's actions, evaluate what the company or manager did or did not do correctly in handling the issue a'ecting it. How should actions have been handled? RECOMMENDATIONS 7. Recommendations and Implementation. What recommendations would you make in this case? If a company's or a manager's strategies or actions are involved, should they have acted the way they did? What actions should they have taken? What actions should the company or manager take now, and why? Be specific and include a discussion of alternatives (right now, shortterm and long-term). Identify and discuss any important implementation considerations. To Hire or Not to Hire SELECTING A NEW COMPUTER ANALYST As a manager in human resources, part of my job is to guide the process by which my company selects new employees. Recently, we selected an applicant to fill a computer analyst position. The supervising manager and a selection panel se- lected this applicant over a number of others based on her superior qualifications and interview. BACKGROUND CHECK However, a routine background check indicated that the applicant had been convicted 18 years earlier for false check writing. The application form has a section where the applicant is asked if he or she has ever been convicted of anything other than a traffic violation. In response to that question, this applicant wrote "no.\" When in formed of this, the supervising manager stated that she would still like to hire the applicant but asked me for my recommendation. The job does not involve money handling. Questions for Discussion 1. If the applicant mistakenly thought that her record had been cleared over time and there- fore did not lie intentionally, would that make any difference? Should the fact that the applicant did not tell the truth on one part of the application automatically disqualify her from further consideration? Should the supervising manager be allowed to hire this applicant despite the fact that the applicant lied on her application, provided the manager is willing to take the risk and assume responsibility for the applicant? If the applicant freely admitted the conviction, should she still be considered for the position? Should a minor offense committed 18 years ago, when the applicant was in her early twenties, disqualify her when she is overall the most qualified applicant? What types of convictions, and how recent, should disqualify potential new hires