A Matter of Priorities

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A Matter of Priorities
To avoid interviews like this one, Sheila should have asked Pete to schedule an appointment for Allen, on a date when she is less occupied. She would then ensure that she prioritizes Allen’s interview during the set date to avoid any interference and that she has an opportunity to plan and structure it (Graham-Leviss 56). Setting an appointment is important as it not only ensures that both parties are prepared for the interview but also avoids possible inconveniences (Reed and Bogardus 33). To achieve this, Sheila can communicate with her colleagues that she has a slotted interview and that any matters can wait or be addressed by a specified person if they are very urgent. Further, she should avoid distraction from incoming calls by not bringing her phone to the interviewing room or switching it off. A well laid out plan and structure ensure that the interview is conducted professionally and that the interviewer can obtain all the information necessary to make a hiring decision (Reed and Bogardus 33-34).
Sheila should make the selection decision and not Pete because the supervisors work with her directly and she is best suited to identify who is perfect for the role. She is in a better position to understand the skills and capabilities possessed by the candidate and hence determine whether they can work well together.
There were several steps skipped in the selection process. The first step is the applications review.

There is no indication that Pete had reviewed applications from various candidates who had applied for the position. He did not present any documentation on the review but only sent Allen to see Sheila for an interview. The problem emanating from skipping this step is that it does not offer equal opportunities for potential candidates and that it also limits the company’s potential to identify highly qualified individuals (Reed and Bogardus 31)
The second step skipped is candidate interviews. Pete only sent Allen to Sheila instead of providing her with a selection of candidates to interview. Such compromise makes it appear as if there was no candidate selection process; necessary in identifying the most appropriate candidate for the job (Graham-Leviss 63-64). By skipping this step, the authenticity of the hiring process may be compromised, given that Pete only considered one candidate. Accordingly, it may lead to questions about the possibility of illicit hiring deals or why Pete recommended Allen in the first place. Another possible problem is that Thompson Manufacturing may miss out on better-qualified individuals, who did not have the opportunity to get an interview.
Interview planning was also skipped in the selection process. The main problem resulting from this is that the interview is not likely to be conducted in a manner that ensures that all the required qualifications are assessed (Caruth, et al. 2018). Poor planning may also lead to disorganized and unprofessional interviews which taint the image of the company and inconvenience candidates.
Works cited
Caruth, Donald L, Gail D. Caruth, and Stephanie S. Pane. Staffing the Contemporary
Organization: A Guide to Planning, Recruiting, and Selecting for Human Resource Professionals. Praeger Publishers, 2009.
Graham-Leviss, K. The perfect hire: A tactical guide to hiring, developing, and retaining top
sales talent. Entrepreneur Press, 2011.
Reed, Sandra M, and Bogardus, Anne M. PHR/SPHR: Professional in Human Resources
Certification Study Guide. John Wiley & Sons, 2012.