An Executive Search Gone Awry: A Teaching Case Study of Biased Hiring Practices in a Small Organization

Authors

DOI:

https://doi.org/10.18666/JNEL-10919

Keywords:

human resources, executive search, executive transition, board governance, diversity, bias in hiring, social justice

Abstract

This teaching case describes an executive search gone awry. A small nonprofit organization committed to social justice set out to hire their first executive director and inadvertently created a biased hiring process that resulted in a failed search. Students will learn the role of a comprehensive job plan, the influence of resource constraints, the microfoundations of biased hiring practices, and how to effectively intervene in unproductive or harmful board conversations. The learning objectives can be adapted to fit the objectives of courses in board governance, leadership, team dynamics, and human resource management.

Author Biographies

Jennifer Amanda Jones, University of Florida

Assistant Professor

Elizabeth A. Castillo, Arizona State University College of Integrative Sciences and Arts

Assistant Professor

Published

2022-06-16

Issue

Section

Teaching Case Study