Candidate Selection Report

Introduction

Different organizations whose operations span different countries requires the adoption and employment of staff with excellent skills as to foster a coherence between the internal and external business environments while integrating and blending with their skills to bring prosperity and success to the entire organization. For the case of Biotech Health and Life Products operating in Saudi Arabia and Angola, the vacant posts of Sales Division Directors require the filing of the posts by two of the four interviewed potential directors. Only two of them are to be chosen and stationed on each of the vacancies based on their capacities and congruence with the requirements of the jobs as well as seamless blends with the external business environments. (Fattahi, A. et al. 2016)They should possess excellent leadership soft skills such as correct attitudes, fluent communication of the paramount language used in the region, good work ethics as well as high emotional and cultural intelligence. They should also have values that conform to the business etiquettes, cultural orientations and the requirements for the successful business practices in both countries. They are the right personal attributes of a successful leader. Below is the report to the Vice president of the International Sales, Walter Pidgeon, showing the interviewees selected with their corresponding excellent leadership traits and conformity to the requirements of the Sales Division Directors offices in the said countries; Angola and Saudi Arabia.

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The best candidate selected as Sales director in Saudi Arabia is Adrianna White while the best candidate chosen as the sales officer in Angola is Jose Ortega. They are chosen due to a varied number of factors in them that suit the best requirements of their jobs as well as their abilities to fit well in the environments in which they are being posted to.

Cultural Factors and Demographic Characteristics

Adrianna White, the candidate as the best sales director in Saudi Arabia, has a plethora of cultural characteristics and demographic factors that would make her form a seamless blend with the population of Saudi Arabia, giving her the best opportunity of attracting more customers who will buy and consume the Biotech line of products. First, she is well versed with the character traits and customs of the Muslim societies. It is because she got in touch with them while at the University of Chicago. In this case, the Saudi state is majorly a Muslim country and chances are high that she will adapt to the environment and probably be able to manage good sales of the Biotech line of products. (Stephenson-Famy, et 2015). Also, she can speak the Arabic language fluently, hence possessing the excellent communication skills required of a leader. As such, she will be able to interact well with the Arabian nationals in the business transactions of Biotech line of products. It can also be seen that she found the way of lives of Muslim societies quite compatible with her perception of the family, signifying her likelihood of forming a seamless blend with the Saudi nationals, the Muslim society.

On the other hand, Jose Ortega, the best candidate chosen as a sales director in Angola possess the best cultural and demographic attributes for well blend with the Angolans. First, he is fluent in the Portuguese language, enabling his good communication with the Angolan customers as he transacts the business of selling the Biotech line of goods. Also, he is was familiar with the problems of a developing country like Angola, hence his ability to augur well with the situations he is likely to come across in his daily business transactions. Further, he enjoys the collaborative culture of Biotech, which is in line with the hospitable nature of Angolans. He will manage to blend in well and transact a quality business with them.

High - Low Culture

Both the candidates have ways of dealing with the culture shocks of the countries they are to get posted. For Saudi Arabian candidate Adrianna White, she says that she will be able to deal with the cultural situation of Saudi Arabia at first, but will be able to slowly bend in as time goes by, and bode well with the Muslim Society, due to their strict cultural observations. For the Angolan best candidate Jose Ortega, he admitted of loving adventure, hence an indication of a welcomed idea of interacting with the Angolans in selling the Biotech's line of products. (Wagner, et al. 2015)

Personal Traits

Both the Angolan and Saudi Arabian candidates possess the personal traits characterizing good leaders. Adrianna White, the Saudi sales director candidate, is a motivated person as recommended by her manager in the previous working environment. She is creative as she devises ways to overcome challenges. Also, she also loves taking calculated risks, poising her likelihood of making best sales in new environments. She is also honest as seen when she admits of knowing little about Angola, but emphasizing in Saudi Arabia. She thus possesses the attributes of a good leader. On the other hand, Jose Ortega is selfless as he enjoys working with the customers to ensure they are satisfied. He thus has a right attitude for the sales job. He also claims about being honest and insightful, the traits of a good leader. He is also collaborative and has good work ethics since he values clients as the assets of the organization. He thus fits to be a good leader.

Emotional Quotients

The emotional quotient of both Adrianna White and Jose Ortega is characterized as ESTP. It is considerably high. They are therefore able to sense their emotional feelings, assess those of others in their environment, and use their acumen to distinguish and understand that different person have different modes of reactions to circumstances. They thus can tactically approach different situations and solve problems as leaders.

Moral Compass

The morals of the two selected candidates are good and applicable to a good leader. Adrianna Whites are professionally well mannered as she treats all the issues at her disposition as required. She approaches the problems with the right attitude of triumph, respects the cultures of other people, socializes with the morally upright people and takes other people first. She is thus selfless. On the other hand, Jose Ortega dedicated to his duties is empathetic and responsible, assertive, honest, transparent and accountable, the professionalism required of typical leaders.

Role of EQ, Cultural IQ and Ethics

The Emotional, Cultural and ethical quotients play significant roles in the activities of the leaders chosen. They ensure that they operate within the dictates of the organization they represent, the Biotech Company. Also, they ensure that they transact their business to the utmost of their abilities while being empathetic to the client, serving their needs. Cultural quotients enable them to respect the cultural diversity and find ways of blending with them seamlessly, for mutual success and growth. In this case, they will attract and retain a considerable portion of the markets they serve. (Weill, et al. 2015)

Candidates not selected

Two candidates were not selected for the vacancies due to the mismatch be between their traits and the professional commitments. One of them is Alberta Raynard. She was eying the Angolan sales position. She failed because of the French language in fluency since the job required her to be fluent. Also, she had an authoritative leadership style, not fitting seller in the medical field. She was also quite interactive, yet commodity sellers are required to interact and woo customers to patronize.

On the other hand, Jonathan Washington failed the Saudi Arabian vacancy because he is not familiar with the medical aspects of the Biotech line. He also looks naive to the interview panel hence a doubt on his level of control of the responsibilities that come with the selling of Biotech products. Also, he is not fluent in Arabic language characteristic of Saudi Arabia. Moreover, most of the answers he gives in the interview are theoretical; having not applied before, yet the potentially successful candidate is required to have been in the industry with past practical records.

References

Fattahi, A., Navarro, J. F., Sawala, T., Frenk, C. S., Oman, K. A., Crain, R. A., ... & Jenkins, A. (2016). The APOSTLE project: Local Group kinematic mass constraints and simulation candidate selection. Monthly Notices of the Royal Astronomical Society, 457(1), 844-856.

Stephenson-Famy, A., Houmard, B. S., Oberoi, S., Manyak, A., Chiang, S., & Kim, S. (2015). Use of the interview in resident candidate selection: a review of the literature. Journal of graduate medical education, 7(4), 539-548.

Wagner, C., Zhao, P., Pan, Y., Hsu, V., Grillo, J., Huang, S. M., & Sinha, V. (2015). Application of physiologically based pharmacokinetic (PBPK) modeling to support dose selection: report of an FDA public workshop on PBPK. CPT: pharmacometrics & systems pharmacology, 4(4), 226-230.a

Weill, D., Benden, C., Corris, P. A., Dark, J. H., Davis, R. D., Keshavjee, S., ... & Snell, G. I. (2015). A consensus document for the selection of lung transplant candidates: 2014-an update from the Pulmonary Transplantation Council of the International Society for Heart and Lung Transplantation. The Journal of Heart and Lung Transplantation, 34(1), 1-15.