An observation to the Article is that the recommended hiring process is only applicable or biased toward large corporations and

are not applicable to small or growing successful company. These bias can be clearly seen on Step4, 5 and 6 which describes that a set of top ranking officials be involved in the hiring process and transition process. These re uirements can only be achieved by having a large pool of tenure employees which is likely the case in small and growing successful company. !t is a fact that tenure officers have e"perience and knowledge of the processes in the #ompany. $owever, these tenure officers can back fire the hiring process by being threatened of their position and ac uired power %&obbins ' (udge, )**+,. $ence, these challenges must be recogni-ed by the $& management and make the necessary programs in order to prevent these possible scenarios. .astly, the seventh step is by auditing and reviewing the performance of the new hired employees. These performances can be measured and monitored by $& management by creating a control system and strategy against the /ob descriptions and targeted goals of the newcomer. !t is recommended that a bad performing newcomer must be relieved within the first year and the recruiting process be reviewed and updated regularly in order to save the company from wasting time, resources and opportunities in the future. The Article, however, fails to reali-e and mention the importance of .eadership as one of the traits needed in hiring a top0e"ecutive. As mentioned in an 1rgani-ational 2ehavior %&obbins ' (udge, )**+,, a leadership skill can be natural to an individual or can be learned through e"periences. !f a #ompany fails to measure the leadership skill of a candidate, the whole recommended hiring process can be compromised due to the re uired additional skills that need to be taught to the newcomer. Aside to the e ual opportunity that the #ompany must provide to applicants %A uino, 1ctober )3, 4+5+,, the Article recommends that it is better to hire top0e"ecutives than hire potential applicants which can be trained to be leaders and top0e"ecutives %&obbins ' (udge, )**+,. The #ompany can hire more employees rather than one top0e"ecutive compared to the opportunity of hiring two or more applicants of the same salary amount combined which in turn could deliver or contribute twice or more. This way, the #ompany can be an ethical #ompany that gives more individuals the opportunity to perform their right to work as mentioned in #atholic Social Teachings %Abela, )**4,. The recommended seven steps in hiring, guides the $& management of the #ompany to reali-e the importance of having a structured and standard hiring process in order to achieve the goals of the #ompany and support the company in terms of saving time, resources and opportunities in the future. These factors could and should have been reali-ed by #61s in order to help $& in structuring a standard hiring process.