MGMT 448

Looking back on what we’ve covered in this class, the most important lesson I’ve learned is how essential it is to have clear recruitment goals and a thoughtful methodology behind them. Before this course, I saw recruiting as something straightforward, post a job, read some resumes, do a few interviews, and pick the best candidate. But this class helped me understand that successful recruitment is actually a strategic, structured process that begins long before any job is posted.

Recruitment goals are more than just “fill the position.” They reflect deeper priorities: Are we trying to bring in fresh perspectives? Build diversity? Fill a skill gap? Increase internal promotion opportunities? Without clearly defining what success looks like at the start, it’s easy to make short-sighted hiring decisions that don’t support long-term organizational needs.

What really stood out to me was the connection between recruitment goals and the methods chosen to reach them. For example, if your goal is to diversify your team, then relying solely on internal referrals (which often reflect existing demographics) may not be the best approach. Instead, you might need to expand outreach strategies, revise job descriptions to avoid biased language, or build partnerships with underrepresented communities.

We also discussed different recruitment methods, like internal vs. external hiring, online job boards, campus recruitment, or using third-party firms, and how each has its own strengths and limitations depending on your goals. I hadn’t realized how much thought goes into selecting the right method. It’s not just about convenience; it’s about alignment with strategic objectives.

This lesson was especially important to me because I can see how it applies both from an employer’s and a job seeker’s perspective. As someone preparing to enter the workforce, understanding the “why” behind how companies recruit helps me better interpret job postings, recognize the signals they send, and tailor my approach accordingly. It also helps me understand what I might want to look for if I’m ever part of a hiring team in the future.

Overall, learning about recruitment goals and methodology has changed the way I view the hiring process. It’s not just about filling seats, it’s about building the future of an organization. And when done thoughtfully, recruitment can be one of the most powerful tools a company has to shape its culture, performance, and direction.

As I near the end of this academic chapter and prepare to enter the next phase of my professional life, I’ve been thinking more intentionally about where I am and where I want to go. This week’s minilecture really emphasized the importance of checking in with myself, not just once in a while, but regularly. Below are my answers to the four reflection questions from the lecture, as honestly as I can write them today:

1. What am I good at?
I’m good at analyzing complex information and communicating it clearly to others, especially in high-pressure situations. I’ve noticed I do well when I’m organized and have space to think critically. I also work well on teams and tend to be someone who keeps things on track when others start to lose focus. It’s taken time to see these things as strengths, but I’m learning to trust them more.

2. What do I value?
I value growth, both in myself and in the people I surround myself with. I care a lot about integrity and doing work that has meaning and impact. I also really value balance, making time for friends, family, and health, even when life gets busy. Having a sense of purpose is something I come back to often when making big decisions.

3. How did I get here?
I got here through a mix of deliberate choices and unexpected turns. I followed what felt right at each step, even when it was uncomfortable, and leaned on the support of mentors and peers. There were moments when I doubted myself or wasn’t sure what I was doing, but I kept moving forward and asking questions. I think curiosity and persistence have played a big role in shaping my path so far.

4. Where am I going?
Right now, I’m heading into a new phase with some excitement and some nerves. I know I want to keep building a career that challenges me, helps others, and allows me to keep learning. I’m open to possibilities, but I’m also trying to be intentional about the kinds of people and environments I want to work with. I may not have a perfectly clear map, but I feel like I’m heading in the right direction.

After taking the Enneagram personality test, I discovered I identify most with Type 6, also known as “The Loyalist.” At the heart of this personality type is a desire for security and stability. I’m someone who values trust, responsibility, and consistency—not just in my relationships, but in how I approach decisions, challenges, and work. I naturally scan for risks in my environment, which makes me incredibly good at being prepared and cautious. While others might jump into a situation, I’m the person making sure the safety net is in place first.

However, being a Type 6 isn’t all structure and steadiness. There’s a constant internal battle between seeking guidance and questioning authority. I can get stuck in cycles of overthinking, double-checking everything, and feeling uneasy when things aren’t clearly spelled out. At times, I crave reassurance, and if that’s not there, I can spiral into anxiety or second-guess myself.

From a career standpoint, I imagine a potential employer would see me as someone who is dependable, loyal, and focused on protecting the team from missteps. I’m the person who will stay late to make sure things go right and who won’t let a task fall through the cracks. But they might also worry that I could struggle with fast pivots or environments that thrive on ambiguity. I do best when there’s a clear chain of communication, supportive leadership, and room to ask questions. With that, I don’t just manage—I thrive. My loyalty isn’t just to people; it’s to doing things the right way.

As a business owner facing a critical hiring decision, I’ve narrowed my options to two intriguing candidates: Avery and Jaime. Avery has sky-high potential but tends to underperform on a regular basis. Jaime, on the other hand, delivers consistent, solid work every day but lacks the ability to go above and beyond in high-pressure situations.

If I had to choose, I would hire Jaime. While Avery’s best days might outshine everyone, I can’t build a reliable business operation on unpredictability. Jaime’s steady output provides the consistency I need to meet deadlines, satisfy clients, and maintain workflow stability. In most businesses, daily dependability trumps the occasional burst of brilliance.

That said, a role in creative strategy or innovation consulting might be perfect for someone like Avery. These positions reward big, bold ideas and value breakthrough moments over routine execution. If the work involves pitching high-impact campaigns or solving complex problems that require flashes of genius, Avery’s high ceiling can be a competitive advantage—even if their baseline performance lags.

On the flip side, a job like data entry, pharmacy dispensing, or customer service is better suited for someone like Jaime. These roles require precision, repetition, and steady focus. Mistakes or off-days can create downstream issues, so consistency is key. Jaime’s predictability ensures quality and trust, making them an invaluable asset in roles where small errors can lead to big consequences.

In the end, the “right” hire depends on the job’s demands. Talent may win headlines, but consistency builds companies. Would you bet on brilliance—or show up every day with someone who always gets the job done?

As a potential employee, my brand centers on being a driven, thoughtful, and solutions-oriented professional who thrives in dynamic environments. I bring strong organizational skills, a collaborative spirit, and a genuine enthusiasm for learning and innovation. My greatest strengths include critical thinking, adaptability, and a strong work ethic that ensures I deliver high-quality results consistently. I pride myself on being proactive—anticipating needs and finding opportunities for improvement rather than waiting for direction. One area I continue to work on is balancing my drive for perfection with efficiency, ensuring that attention to detail does not delay progress. What makes me unique is my ability to bridge creativity and strategy: I can think outside the box while remaining grounded in practical goals. I am someone who is not just a contributor, but also a connector—building relationships and momentum within teams to achieve shared success.

To creatively communicate my brand, I would design a “situation wanted” ad styled as a movie poster titled “The Missing Piece: Now Casting!” The tagline would read, “Seeking a problem-solver with energy, heart, and strategy to bring your team’s vision to life!” Instead of a traditional résumé, the poster would feature a few bold “credits,” such as:

• “Known for turning challenges into opportunities.”
• “Award-winning collaborator (nominated by teammates!).”
• “Director of Creative Solutions and Efficiency.”

The visuals would depict a puzzle piece locking into place, symbolizing how I aim to complement and complete organizational needs.

To ensure visibility, I would post this ad on LinkedIn, attach it to emails when networking, and even print mini versions to leave at professional events. By combining humor, design, and technology, the ad would stand out from traditional applications and invite conversation—demonstrating my creativity and initiative right from the first impression.

When I applied for my pharmacy internship at Oregon Health & Science University (OHSU), I was drawn in by the job description’s emphasis on professional development, mentorship, and opportunities to contribute meaningfully to patient care. The posting painted the position as a prestigious role—one that would challenge me academically while supporting me in becoming a confident clinician. The bullet points highlighted participation in interdisciplinary rounds, medication reconciliation, and compounding sterile preparations. These were all aspects that deeply appealed to me and aligned with my long-term career goals.

In many ways, the job matched that description. I was fortunate to gain exposure to complex patient cases and work alongside pharmacists in high-acuity hospital settings. I had ample learning opportunities and developed clinical skills that have made me a better future practitioner.

However, what the job description did not capture was the level of stress and workload that came with the position. From the first day, it became clear that the expectations were high and the pace was relentless. The learning curve was steep, and I often found myself overwhelmed trying to balance accuracy, speed, and professionalism under pressure. Additionally, the workplace culture was not quite as welcoming or supportive as the posting had suggested. While there were certainly some preceptors who were encouraging, others maintained a more distant or critical demeanor, which made it harder to ask questions or feel like a true member of the team.

Ultimately, while the position delivered in terms of challenge and experience, the emotional demands and culture were understated—and those are aspects I now pay closer attention to when evaluating future roles.

As someone who values inclusivity and equity, discovering that my favorite company was accused of widespread discrimination against a group I identify with would be incredibly disheartening. At first, I would feel a mix of disappointment, anger, and betrayal—especially if I had admired the company’s values or supported their mission publicly. When an organization I trust is accused of marginalizing people based on ethnicity, culture, or beliefs, it raises serious questions about their internal culture and leadership priorities.

The claims of discrimination would absolutely influence my decision to support the company moving forward. Until they responded transparently and took clear accountability—such as initiating third-party investigations, issuing a sincere public apology, and laying out an actionable plan for change—I would pause any purchases or endorsements of their brand. In a world where consumer power can drive real change, withholding support can be a meaningful way to demand accountability.

As for working at the company, these allegations would definitely affect my decision. I would not feel comfortable joining a team or environment where there may be underlying systemic discrimination, especially if it impacts people like me. Unless the company made genuine, sustained efforts to rebuild trust and foster inclusivity, I would likely remove them from my list of potential employers.

Ultimately, companies don’t just represent products—they represent values. If their actions don’t align with the values they preach, then as a consumer and a future professional, I feel responsible for holding them to a higher standard.

In the complex world of business operations, the assertion that recruitment and selection are a company’s most important functions can be both valid and limiting. While a strong workforce is undeniably crucial for business success, there are compelling reasons why some organizations might allocate more resources towards marketing or product design instead.

Firstly, organizations, especially startups and those in highly competitive industries, often face intense pressure to capture market share and achieve quick growth. In these scenarios, investing heavily in marketing and product design can be seen as a more immediate way to generate revenue and establish brand presence. For these companies, the priority is to create a product that resonates with customers and to make sure it reaches as wide an audience as possible, quickly.

Additionally, companies that operate in niche markets or have highly specialized products may find that their success hinges more on innovation and customer engagement than on the nuances of their recruitment strategies. In these cases, diverting resources into product development or transformative marketing strategies can lead to significant advancements in technology or user experience that provide a competitive edge.

However, this approach comes with its strengths and weaknesses. On the positive side, prioritizing areas like marketing and product design can lead to faster market penetration and brand recognition, which are critical for business survival and scaling. These areas can also offer more tangible and immediate returns on investment, which is particularly attractive to stakeholders seeking quick results.

On the downside, neglecting recruitment and selection can lead to a weaker organizational culture and may result in a workforce that lacks cohesion or is ill-equipped to meet long-term strategic goals. Over time, this can impair a company’s ability to innovate and maintain quality, as the team might not possess the optimal blend of skills and motivation needed to push the company forward.

To overcome these challenges, organizations should strive for a balanced approach. While it’s essential to drive immediate business outcomes through marketing and product design, companies must also build robust recruitment processes that ensure they attract and retain talent capable of sustaining growth and innovation. By integrating strategic recruitment with strong marketing and innovative product design, businesses can create a sustainable model that supports both immediate gains and long-term success.

The job application process can often be a profound journey of self-discovery and anticipation. This was certainly the case when I applied for a position at a hospital pharmacy. The experience not only deepened my understanding of the role but also significantly influenced my desire to work there.

The application kicked off with an online form detailing my academic and professional background, leading into a series of virtual interviews with potential future colleagues and department heads. These discussions provided valuable insights into the hospital’s operations and the pharmacy’s integral role within the healthcare team.

Each interviewer was transparent and engaging, which helped outline the daily responsibilities and challenges of the position. The conversation extended to the hospital’s supportive culture and its impact on patient care, which was crucial for me to gauge my potential fit within the team.

A virtual tour of the pharmacy department became a turning point in my decision-making process. Being able to visualize the workspace and interact with team members gave me a real sense of the working environment and the dynamics of the team. This interaction highlighted the hospital’s commitment to patient-centered care and community involvement.

By the end of this thorough application process, my enthusiasm for the role had significantly increased. It became clear that this opportunity was about more than just a job; it was about joining a community where I could contribute meaningfully while growing personally and professionally. This experience underscored the importance of alignment in values between an employee and their workplace, solidifying my desire to be part of their team, driven by a commitment to providing excellent patient care.

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