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Human Resource Management

In 2005, three young persons chased their dreams to put a simple idea into action. They build a mini-server in their garage to launch YouTube project. Imagine that they had applied for ordinary jobs in a big company like Google; definitely, they had a negligible chance beside thousands of applications for joining such a famous company. If the HR department of Google could foresee the future of these youth, Google could own YouTube by paying three salaries. Even after the birth of an idea, Google could buy Youtube for tens of thousands of dollar. This lazy HR strategy cost US$1.65 billion for Google to buy the Youtube project. 

Human resource in companies has a section for headhunting, and headhunters regularly offer tempting jobs to brilliant scholars in academia and other sectors. With these strategies, large companies still have a problem with preliminary catch idea makers. Now, consider universities, as there is no headhunting strategy in academia. Application-based hiring and equal opportunity is good practice of democracy but is not always the best way in favor of the organization. In general, making competition in the application-based system will introduce more choices, leading to a better selection; but this method does not work for exceptional cases. For example, consider appointing the director a center devoted to an emerging field like nanotechnology or Dean of a faculty covering mainly the same field. The open advertisement will attract several applications by scholars having relevant backgrounds. Whereas there should be a few exceptional candidates for this position, but they are satisfied their job and not looking for a new one (even not aware of such vacancy). The application-based system is limited to job seekers only. 

How Does Smart HR Work? 
Following a sudden increase in the price of oil in the 1960s, considerable attention paid to renewable energy as an alternative resource. As a major supplier of oil, Iran gained enough to invest in this area. Materials and Energy Research Center was established under the supervision of Siavash Vojdani, a young graduate of Imperial College, who followed a special headhunting strategy to hire research staff. He was able to discover the potential of young scholars without significant backgrounds. Most of the staff were under 30 and hired from the US and UK. The center was closed by the political revolution in 1979; however, almost all of those researchers become leading ones later. As an example, John Goodenough, who was appointed as a department chair in 1979, returned to the University of Texas and invented lithium battery in his next research project by 1981. 

Human resource management must be smart enough to foresee the future of an applicant. It is the easiest way to make a decision based on the records of an applicant. If dealing with HR from a scientific point of view, it is necessary to find the most efficient way, not the easiest one with an excuse that is the safest way. Science is a battle field of adventure and challenge. Then, why human resource management for the academic community must be far from this strategy.
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