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I have recorded an analysis of the case using a payoff table to decide which of several candidates to recommend the company hire. I should note that I deliberately ended up recommending a candidate that seems rather unlikely. Each of you must listen to that recording. Once you have done that, you must write up your recommendation in a one-page summary. The paper should be single-spaced with margins no less than one inch all the way around. The typeface may be no less than 10 point, and you must use a normal typeface (Times New Roman, or something like that). The summary should be single-spaced. Grammar and spelling will be graded. The outline for what you must write follows: Begin with a single sentence, saying simply "I recommend we hire ". "You should not include the quotation marks and fill in the ". with the name of the candidate you recommend. Start a new paragraph and explain to me why you chose the candidate you recommended. Focus entirely on the candidate you recommended, not the others, Be fair - explain both the good points (rewards) and the bad (risks) and make me understand why the good points outweigh the bad. You probably won't have room to list all the risks and rewards of your preferred candidate, so make sure you include the most important ones. DO NOT (caps for emphasis) mention the decision rules at all. Talk only about the risks and rewards from the payoffs and probabilities. Essentially, you are giving me enough information so I could take your summary and using just the information in it, make a good argument to someone else about your rocommended candidate. You must include the data in this paragraph Start another paragraph, and this time briefly compare your preferred candidate to the others. You Will have even less room for this paragraph, so rather than doing a risk-to-riak or reward-to-reward comparison, talk about the candidates in an overall sense. You might include some of the data in this paragraph, but you might not. Again, you need to communicate a good level of understanding as to why you think your recommendation is better than the others. Ever since traduating you have been working as an analyst trameo for a financial conglcenerate. Every trance is rotated throagh fout areas: youns were international iavesting, reil estale, perional finmec, and health care. In each area you were teamed with one of the permaneuthy assimed aualysts, no yoe could absorb fheir specialized knowledge and they could have you do all the boring work. Having recently completed your training rotaticas, yoe ate about to roceive a permanent assignenent of your own. You have been given one final task, bowever, you must reccmmesd a recent graduate who will take your place in the training rotation and serve as your jumior analyst during the firat mocittes of your permanent assignenent. Ohriously you want to pick the most qualified canilidate (for the company"s ake). bot you also want to pick, a candidase that will bo most belpful fo you during those important first months when you have to impress everyone. The poblem is that you haven't bees told which of the four aress will be your permanent assignment. What you have been able to leam from colleagues and staff indicates to you there is a 35% o chance yoa will be placed in finternational Investing, a 35% porsibility of ending up in Persoal Finance, a 20ho chace of workiag in Real Estate, and caly a 10% possibility of an assignament to Healith Care. You have speat the past month sorting throagh resumes and firs-confact interview reporss from rhe various caususes. You ultimately invited frve people for a second interview and office visit. Duming those visifs, yot ased some fairly difficult Mandard tests provided by Human Resources as well as your own impressicas and comments received from the other iaterviewer, to evalisese each candidate ce five iacasures: yptitude, anslytical itaining, experieace, creativity. and inferest. Nor knowing where you will be permanently placed yon had to evaluate each candidate for each of the four possible aress. The data from these evaluations, scored on a scale of I to 7 (a L. Fert scale), are showi below. The sum of the individual scotes becomes esch candidsad's overall score for that area, wish a higher score being better. You shoald talk over the case analysis with your group. bat you take the in-class (or proctored, for ora-line students). Irst in Caavas. It will be simalar to your daly quirres, with multiple choace questicus based on the case data. You may tase your notes when taking the test. Since the test is NOT abous analysi4, the questicns will peimanly deal with the payoff table calculations, decision rules and information from the lecture notes about payoff fables and decision trees. It is fair, however, fo ask questions such as whether a particular value would be considared a risk or iewar. Fanally, yoe individually write a one-pape summary where you make a recoramendation and defead in (workinz fiom my recordod analysis). This is aboet aaalysis, so yoi will be tradeng off the rivks and reward l identified in niy recording rather than ssing the decision rules. For that matter, you abould not mention the decision rules at all in the one-pape simnary: The due date for the ocie-page summary will be seat out by e-auil and poised in Camvas