5. RecruitX LLC’s main competitor, Qualhire Corporation, just filed for bankruptcy, presenting a potential opportunity for an increase in customers and revenue at RecruitX. As a result, several of Qualhire’s salespeople have contacted Sofia Lopez, RecruitX’s vice president of sales, inquiring about employment with RecruitX. Currently, Sofia has no openings on her ten-person salesforce. However, she does not want to dismiss the Qualhire reps, some of whom are top performers who might be able to enhance RecruitX’s revenue stream that gradually has been declining over the past year. After speaking to her CEO about adding additional positions to the salesforce, Sofia was given permission to expand her salesforce size to 11 as long as the compensation for the new position is comprised of more commission than base pay. Sofia would like to add three of Qualhire’s salespeople. Currently, there are four salespeople on Sofia’s staff that outperform the other six, who are approximately equal in talent. Yet Sofia is hard-pressed to identify two clear laggards whom she would dismiss in favor of the competition’s salespeople. Sofia is also concerned that she could disrupt the team chemistry she has worked hard to build the past two years by firing some of her current salespeople and hiring those from Qualhire. However, she does not know if she can pass up this opportunity to upgrade her salesforce. How should Sofia approach this dilemma? Should she hire the new reps and deal with the ramifications of letting two of her salespeople go, or can she afford to pass on the new reps altogether?68