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The importance of the candidate experience has only recently gained attention as the war for talent ensues. Despite its importance, there is a paucity of research examining the exchange relationship between the job candidate and the organization during the recruitment process. This article presents a model-illustrating the connections and exchanges made among an organization, the job candidate, and the organization's recruitment process-that forms the candidate experience and, in turn, affects the employers' brand either positively or negatively. Based on this framework, guidelines are presented to assist organizations in ensuring a positive candidate experience that will result in the strengthening of the employer brand and improving recruitment and business outcomes. Some of these business outcomes include strengthening relationships with customers and investors, referring friends to the company, and participating in future searches conducted by the organization.

A business student received a low rating on class contribution from her leadership professor. She struggled to understand how this low rating happened, as she thought she had contributed in every class. She then lost the motivation to participate in class discussions, but considered developing a plan of action to address the problem. What strategies would help her to increase her contributions in class and improve her grades?

Leadership pioneer Peter Drucker once said, "You cannot manage other people unless you manage yourself first." The authors agree, and they argue that more specifically, leadership starts with your mind. They explain four principles that every leader should know about their mind: You do not control your mind; you are not rational; your mind creates your reality; and you are not your thoughts. The then show how embracing these principles and being mindful leads you on the road to self-awareness, resulting in happiness and strong leadership.

The power of a company with leaders who inspire at every level up and down the organization is hard to overstate. These are the companies that consistently pull off innovative or heroic feats in business because so many of the people who work there are motivated to make them happen. The authors-consultants at Bain and Co.-describe their five-year research study, which uncovered 33 distinct and tangible attributes that are statistically significant in creating inspiration in others. The good news: Having just four of these attributes is sufficient to make someone highly inspiring.

Research indicates that 40 per cent of Americans report feeling anxious during the work day. On the one hand, anxiety can conjure up distressing thoughts and have detrimental effects on performance; but on the other, anxiety can drive actions and have positive effects on performance. The authors set out to create a theory of workplace anxiety that reconciles the positive and negative effects of anxiety, covering dispositional anxiety, situational anxiety, job characteristics and more. Their findings have important implications for personnel selection practices, promotions, goal-setting initiatives and work-life integration programs.

In the 1950s the United Auto Workers negotiated a plan that allowed employees at the big carmakers to donate money directly from their paychecks to the local precursors of United Way. For most of the organization's history, it had no direct relationship with its donors. That has changed. Payroll deductions still play an important role, but United Way is moving to technology-driven engagement that allows individual donors to become more closely involved with the mission. In partnership with Salesforce, it has created a platform on which donors have their own home pages; there they can track all the gifts they've made and all the volunteer hours they've committed to causes and find content or policy news or volunteer opportunities relevant to their interests. It has found that individuals who engage with it online give more and continue giving from year to year. Today some 25,000 people have each given more than $10,000 to United Way; more than 600 have given $1 million; and 35 have given $10 million or more.

If "the essence of strategy is choosing what not to do," as Michael Porter famously wrote, then the essence of execution is truly not doing it. That may sound simple, but most organizations struggle to kill initiatives, even those that no longer support their strategy. Unaware of the cumulative impact or unwilling to part with pet projects or both, senior leaders pile on more and more, expecting teams to absorb it all. Productivity, engagement, performance, and retention tend to suffer as a result. In their consulting work the authors have observed several root causes of initiative overload, including impact blindness, multiplier effects, political logrolling, unfunded mandates, cost myopia, and inertia. Understanding those causes can help leaders diagnose the risks in their organizations and make smarter decisions about what to keep and what to kill. A step-by-step process can guide them. Leaders should: 1. Get a true count of the current initiatives across the enterprise; 2. Assess each one, identifying the business need, the required budget, the head count allocation, and the business impact; 3. Get senior leaders working together to establish priorities, in a discussion driven by the top leadership team and informed by candid feedback from below; 4. Establish a "sunset" clause for each initiative; 5. In yearly planning, require each initiative to reapply for funding and other resources; 6. Strongly communicate that stopping an initiative isn't a sign of failure. Organizations that learn how to wisely cut back can accomplish more in the areas that really matter.

Grit, a combination of passion and perseverance, predicts success in many demanding fields. A perfect example is health care, where the grit of individual doctors and nurses has saved many lives. But today providing superior care is so complex that no lone practitioner can do it all. Great care requires gritty teams that never stop striving for improvement and institutions that exhibit grit across entire systems of providers. In this article Duckworth, the author of the best seller Grit, and Lee, a clinician and health care leader, describe health care's new model of organizational grit. It begins with hiring people with grit--who love what they do, always want to get better, and are resilient in the face of setbacks. Their single-minded determination stems from a clear personal-goal hierarchy, in which shorter-term objectives support a top-level goal that gives direction to everything they do. To be gritty, organizations must have a similar clarity about priorities, and their top-level goal and their employees' must be aligned. If everyone is pursuing a separate passion, a culture won't be gritty. The gritty health care organizations the authors have seen (such as Mayo Clinic and Cleveland Clinic) all make "putting patients first" their overarching goal and use it to guide every decision. They also work to cultivate grit by, for example, setting high expectations; offering the resources, support, and trust people need to keep learning and growing; and establishing strong social norms that promote their top-level goal. While the objectives of organizations in other sectors may differ, they can apply the principles the authors outline here to become gritty, too.

Although experts recommend eight hours of sleep a night, many of us don't get that. A recent study of leaders across the world found that 42% average six hours of shut-eye or less. Insufficient rest leads to poor judgment, lack of self-control, and impaired creativity. And the author's research shows that sleep-deprived bosses hurt their teams along with themselves: They are more likely to mistreat employees and create a workplace where people feel less engaged and may even behave less ethically. Fortunately, there are ways to get more and better rest. These include sticking to a regular bedtime and wake-up time; avoiding caffeine, nicotine, alcohol, and screen time before bed; tracking your sleep patterns and adjusting your habits accordingly; getting treatment for sleep disorders; and napping during the workday. If you make sleep a priority, you'll probably be a more productive-and inspiring-leader.

Hemas Holding PLC (HHPLC) was a Colombo headquartered holding company. It had subsidiaries in a wide range of businesses. HHPLC was headed by Steven Enderby as Chief Executive Officer (CEO) with Husein Esufally as Non-Executive Chairman. The professionally managed but family-controlled conglomerate, which was already one of the dominant private sector entities in Sri Lanka, was attempting to transform into a regional powerhouse in South Asia. The Esufally family held majority shares in HHPLC, and had members of the family on the HHPLC board. The family had also formed a Family Business Board (FBB) consisting of Murtaza Esufally, Abbas Esufally, Husein Esufally, and Imtiaz Esufally, to manage the relationship between the Esufally family and the HHPLC Board. The FBB was a device to ensure that the relationship between the larger family and the top management of HHPLC could be managed smoothly. The members of the FBB were proud of their journey so far. However, they wondered whether there could be further improvements in the mechanisms to ensure that the interests of all the stakeholders associated professionally with HHPLC were met, even as the interests of the current and future generations of the family were protected.

Spreadsheet supplement for case 417072.

GAIL (India) Limited (GAIL), a public-sector undertaking, was India's largest gas transmission and marketing company. As a leader in India's gas and energy sector, the organization aimed to set a benchmark for other companies in the industry by implementing the best safety practices for its employees. In late 2013, GAIL's top management decided to implement the behaviour-based safety (BBS) program across all of the company's work sites. BBS was a health and safety standard that promoted change by training and enabling employees to observe and correct unsafe behaviour on the spot. BBS's strength-changing employee behaviour-was also BBS's challenge. Employees initially supported the initiative; but over time, employee commitment began to wane, and leaders redirected their energy to other pressing work demands. In 2016, general manager of HSE, and his team were finding it increasingly difficult to sustain the BBS initiative and transform the safety culture of the company. With the company's operations growing and the number of employees increasing, management was grappling with what more could be done to inculcate a culture of safety.

CV Anand, a senior officer of the Indian Police Service (IPS) was assigned to lead the Food and Civil Supplies Department in the state of Telangana, India by the Chief Minister - the top political executive of the state. Since the role involved policy making and implementation relating to procurement and processing of grains, transportation and distribution to the poorer sections of the society, this was a highly unusual role assignment for an IPS officer. The organization had the responsibility of procuring food grains from farmers at minimum support price, and then after rice milling, arranging distribution to lower income population needing rice at subsidized rates. Anand observed a culture of ritualistic decision making, political power plays, and shortage of talent leading to the neglect of key aspects. The funds crisis had arisen due to non-receipt of dues and there were mounting interest charges. Certain parties were exploiting the system and getting away with it. There were archaic procedures, and corruption at different levels. Anand initiated multiple initiatives in the areas of: organizational aspects, technology and systems. He made conscious efforts to mobilize support. With passion, persistence and hard work, different stakeholders were influenced. Time, energy and commitment were allocated to high leverage activities. Within a year of assuming leadership, the result of turnaround was evident - the funds crisis had eased, bulk of leakages had been plugged and the system had become responsive to the needs of its key stakeholders - the farmers and the needy beneficiaries. Anand knew that he was on a short-term deputation and that he would be transferred to another assignment in the following six to eight months. He was concerned about what he should do in the remaining months to ensure that the changes stick and are not leader-dependent for their continuation.

In 2013, the new chief executive officer (CEO) of the Christian Children's Home of Florida (CCHF), a well-established, faith-based residential care facility for neglected and abused children, was in the process of seeking a deep understanding of the issues affecting company morale. The CEO had just received the field notes of an extensive qualitative research study of CCHF completed by a Master of Business Administration consulting team from a local university. She wanted to make her own assessment of the themes that were emerging from their data and identify any policies, procedures, or other recommendations that the data would suggest. With morale rumoured to have slipped prior to her appointment, and with employee turnover above industry norms, the new CEO felt that identifying and addressing needed changes was a priority.

Supplement to case W18504

Fauzia Kehar was a woman working in the male-dominated legal profession in Pakistan. She had overcome many barriers to achieve outstanding career success in Pakistan-a male-dominated environment with conservative laws and culture. Her impressive educational background and work experience led to her rapid progression to the role of head of Legal, Gulf Cluster, at Citibank NA in Dubai. After more than 20 years working as a lawyer, Fauzia had reached the top of her profession. In May 2018, she was reflecting back on the sacrifices she had made, and although she was confident she had made the right career choices, she wondered what was next. Should she continue her career in law or utilize her skill set to pursue a new career?

In 2016, Somany Ceramics Limited (SCL), a ceramic tile manufacturing company in India, needed industry-ready workers to meet the company's expansion plan; however, the whole ceramics industry was affected by a shortage of labour. Most of the technically competent ceramics and construction personnel in India preferred to work in the construction industry or join other sectors such as information technology. The company's human resources team needed to develop a strategy to hire an adequate number of skilled employees and to retain them as the competitors also attempted to take advantage of growth opportunities in the global ceramics industry.

The case covers the youth and career trajectory of Christine Lagarde across her time at Baker & McKenzie, as a minister in the government of France and as the head of the International Monetary Fund (IMF). The case highlights the challenges and opportunities she faced during each phase of her career and how she managed them. Lagarde started her career in 1981 as a lawyer at the global law firm Baker & McKenzie, which employed approximately 2,500 lawyers across 35 countries by 1999, when she became the firm's first non-American and female chairman. In 2005, she became France's Minister for Foreign Trade in President Jacques Chirac's administration and was the EU's de facto finance minister when the financial crisis was most acute. In 2011, she was selected to head the IMF. Since 2011, Lagarde worked to build the foundation for the IMF's adaptation to the realities of the 21st century. By 2017, shortly after Lagarde began her second term as the managing director of the IMF, the world faced both opportunities and challenges as a result of the rapidly evolving, hyper-connected global economy, including deeper cross-border integration, the rise of emerging economies, technological change, and growing wealth and income inequality within countries. These interrelated dynamics were playing out alongside heightened anxiety within the populations of some major advanced economies about what these changes meant for them. The concerns manifested themselves in an inward focus, rumblings of protectionism, and questions about the worth of international cooperation and the multilateral system itself. Lagarde believed that the challenges facing the world economy warranted not less but more global cooperation. In this context, she had to determine how the IMF-as the leading advocate of global economic cooperation since its creation-could better demonstrate its effectiveness. She knew that it was a critical moment.

This case covers formative events and influences in Christine Lagarde's childhood and her trajectory from studying political science and law to heading the world's largest law firm. As she prepares to transition back to practice in 2005, the new Prime Minister of France calls to offer her a ministerial position in the new Cabinet. She has to decide whether she wants to take on a role in the public sector. For coverage of her career from 2005 to 2011, see Christine Lagarde (B): Being a Public Servant (419018). For coverage of her career from 2011 to 2018, see Christine Lagarde (C): Managing the IMF (419019). For comprehensive coverage of her evolution and career, see Christine Lagarde (419016).

This case covers the career of Christine Lagarde from 2005 to 2011 after she joins the French Government. After serving several grueling years as Finance Minister during the financial crisis that started in 2007/2008, she is being considered as the next Managing Director of the International Monetary Fund (IMF). As the first female head of the IMF, she would lead a very complex, 187-member organization typically run by economists. The ability to shape better outcomes to some of the world's thorniest problems appeals to her, but she needs to carefully consider the risks. For coverage of Christine Lagarde's evolution from childhood to 2005, see Christine Lagarde (A): A French Prime Minister Calls (419017). For coverage of her career from 2011 to 2018, see Christine Lagarde (C): Managing the IMF (419019). For comprehensive coverage of her evolution and career, see Christine Lagarde (419016).