EMBA Thornhill 4b
EMBA Thornhill 4b
EMBA Thornhill 4b
Chapter Coverage
A. Case Study of Protection Royale B. Defining recruitment & selection. C. The traditional model of recruitment & selection. D. A strategic model of recruitment & selection and the challenges it faces. E. Where strategic R&S fits with higher-level strategies F. Strategic R&S when higher levels of strategy have already been decided (planned change) G. Strategic R&S when higher levels of strategy are still undecided (uncertain, unpredictable futures)
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But the job became harder as products diversified and become more complex 3
Customers lost confidence, the company lost its position in the marketplace There was a big shake-up The company recognised the need to have a more focused product range and highperforming staff who could persuade brokers that these were worth selling on to clients. A new person specification emerged:
excellent product knowledge influential and persuasive negotiation skill
Selection
Assessing candidates Narrowing down the field Making the final decision
Internal recruitment: meets manpower requirements from the existing stock of employees, except at the lowest level.
Internal recruitment may be vehicle for establishing cultural fit, morale, and commitment, reinforced by socialisation
Fits people to existing jobs Not a vehicle for change Reflects the status quo Over-emphasis on the interview as a selection tool Neglects the interests of customers, peers, providers Needs adapting!
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Continuous improvement
E. Levels of Strategy
1. Corporate Long term, big decisions, e.g. focus on innovation, cost reduction, etc)
3. Functional (HR)
Other functions
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Here the objective of recruitment & section would be to recruit people who will enhance the org.s capacity to deliver its corporate strategy. E.g. for an INNOVATION corp. strategy, the company would seek to recruit people with:
highly innovative behaviour preference/ability for co-operative behaviour relatively high risk taking tolerant of uncertainty moderate concern for quality of output balanced orientation toward process and results longer-term focus
For a QUALITY ENHANCEMENT or COST REDUCTION corp. strategies, the patterns would be different
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G5a. Recruitment & Selection and Unplanned/Unpredictable Change (Future Imperfect) When the strategists believe that the future is UNPREDICTABLE, Human Resource Planning seeks to provide human resources for jobs that cannot be prescribed Continuous modifications are expected as the future unfolds, numerous changes are likely to systems of recruitment and development Transformational criteria:
ability to work in the learning organisation - one that is sensitive to environmental change and constantly changes and adapts through continuous learning attributes that are required to enable change to happen, i.e. change agent competencies leadership traits
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Charisma
Inspiration
Conveys high expectations
Intellectual stimulation
Promotes rational approaches to problem solving
Individualised consideration
Individual needs are addressed through personalised approaches
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We Covered (recap)
A. Case Study of Protection Royale B. Defining recruitment & selection. C. The traditional model of recruitment & selection. D. A strategic model of recruitment & selection and the challenges it faces. E. Where strategic R&S fits with higher-level strategies F. Strategic R&S when higher levels of strategy have already been decided (planned change) G. Strategic R&S when higher levels of strategy are still undecided (uncertain, unpredictable futures)
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