QUOTE(seantang @ Sep 11 2011, 09:41 PM)
This almost never happens where I am. Namely because it's never the sole decision of the hiring manager. For graduate hires, it's 99% of the time a committee decision... usually comprising the hiring mgr, 2nd level mgr, geographic manager and relevant business or functional manager. That's why it's never possible to hire a candidate whose profile doesn't tick all (or most of) the boxes. Someone's bound to question your judgement.
In fact the managers involved make it a point to remove themselves from the decision making process if they know the external candidate.
I see very, very little "influence" being exerted for external candidates. The chances of being implicated in a 1800-Ethicsline free call is too great for any manager to risk. Nobody also wants to be left holding the baby/blame (as the guy who pushed for the hire) if the new hire turns out to be a failure.
Where a lot of influence comes to bear is internal hires, role changes and promotions.
I cannot comment for your company but from where i come from, ultimately the responsibility of performance (whether for the supervisor or his subordinates) falls firmly on the shoulders of the supervisor himself. Therefore he is given the opportunity to hire his own staff with the implicit understanding that he (and his team) will deliver the promised results. HR's involvement is purely customary.In fact the managers involved make it a point to remove themselves from the decision making process if they know the external candidate.
I see very, very little "influence" being exerted for external candidates. The chances of being implicated in a 1800-Ethicsline free call is too great for any manager to risk. Nobody also wants to be left holding the baby/blame (as the guy who pushed for the hire) if the new hire turns out to be a failure.
Where a lot of influence comes to bear is internal hires, role changes and promotions.
Sep 12 2011, 01:05 PM

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