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ISBM – An HR specialist, based in Sweden and reporting to the director of HR EMEA at Advent, had resigned.

Human Resource Management


CASE STUDY (20 Marks)


An HR specialist, based in Sweden and reporting to the director of HR EMEA at Advent, had resigned. This created the opportunity to establish and relocate a more senior level of role, an HR business generalist, based out of the London office. The director felt this would enable the human resource function to provide a higher service level across all HR matters throughout the EMEA. The search for the most suitable candidate needed to be on a highly confidential basis initially as the current HR specialist was still in situ. Reaching a wide candidate pool and attracting top talent whilst not compromising confidentiality was a challenge. Hudson recommended Advent use an unbranded advertising package to assist with sourcing the right person for the role. To further bolster this, Hudson was engaged on a retained basis by its client to support the assignment; comprising of a thorough database search, filtering and meeting advert responses, and also proactively headhunting individuals working for the client’s competitors. Following this, short-listed candidates met multiple individuals and stakeholders within Advent. Then, after meeting with the candidates, the director of HR selected the top two individuals to progress through the process. To further ensure their suitability for the role, they underwent Hudson’s Business Attitude Questionnaire (BAQ) – a tool that assesses different dimensions of personality to help predict how a person will behave in a professional work environment. Hudson filtered through and reviewed nearly 100 advert responses to identify and select high caliber candidates who met the requirements of the role specification. The consultant then narrowed this down and met with 19 individuals who were good potential fits for the role, sourced from a mix of all the previously outlined avenues. Hudson then short-listed seven outstanding individuals – all of whom the director of HR was confident had the right skill set and experience. This was then further narrowed down to four individuals, divided into the top two, and another two who were strong potential fits should one of the other two not be successful at the final stage. However, one of the leading candidates was offered the role and they accepted. Throughout the process, Hudson met all deadlines. The consultant communicated with the director of HR regularly to ensure she understood the candidates’ thoughts on the role and vice versa – ultimately meaning there were no surprises for either party. Expectations were managed at both ends and this led to a successful process and placement.


Answer the following question.


Q1. What was the challenge in the recruitment of HR specialists, based in Sweden?


Q2. Discuss the procedure adopted by Hudson for the recruitment of HR specialists.



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