Introduction The present report covers the issue with a recruitment policy for a new cross-functional team within the bank. It analyzes the critical ethical issues faced in the process of candidate selection, stakeholder needs and behavior, polices, and possible resolutions. Finally, the report provides recommendations on decision-making and future governance of such problems. Ethical Issues From the standpoint of ethics, Jeffrey Lay’s judgement and decision-making on several matters is questionable. First of all, it raises discrimination concerns for refusing to promote a handicapped but suitable, capable, and diligent person is forbidden by U.S. Equal Employment Opportunity Commission (EEOC, n.d.). Secondly, Lay’s decisions feature nepotism, as he actively seeks promotion for his friend negating the qualities of other candidates. Thirdly, it is ethically unacceptable for a manager to deny promotion by racial or national qualities as it is also classified as discrimination by EEOC (n.d.). Fourthly, allowing personal intolerance to criticism to cloud one’s judgment as it was the case with Ford is not only an ethically but also professionally ill-advised practice. Finally, the intimidation of other employees through using one’s position in the organization as leverage to furthering one’s decision can also be considered ethically inappropriate. All these issues could not only endanger the success of the endeavor but also subject the bank to risks of legal pursuit for discrimination and unethical behavior of its employees. Stakeholder Needs and Behavior There are five critical stakeholders including the bank itself, Lay, Patel, Cruz, and Ford. The bank is interested in the deployment of its organizational capabilities, which is directly related to the success of a new team (Bailey, Mankin, Kelliher, & Garavan, 2018). Naturally, the bank owners want that the team to work effectively and consist of the finest professionals. Such a need is justified as new recruits will be sufficiently rewarded and placed in the positively-challenging environment. Thus, the bank’s expectations are understandable and logical. Patel’s needs are mostly physical and health-associated. Her disability requires professional care, which warrants her sick leaves. Yet, in relation to performance, these factors may be considered as minor. One reason for this is her outstanding talents in employee training, collaboration, leadership, and research. Patel possesses all qualities that the position requires, which makes it imperative that the company allows her all the necessary time to address her needs. Cruz may feel the need for promotion and self-actualization in the new role. It is natural to expect a reward for a well-performed task and continuous service as a banking employee. In addition, he may experience the need to identify himself as a citizen of a multinational country that is free from discrimination and racial bias. As guaranteed by the U.S. equal opportunity laws, such a right must be granted by any organization and must not be disregarded. Ford’s needs include recognition of input and objectivity in a reward policy. Such requirements interfere with Lay’s desire for po