The rationale behind SR&S

What Is SR&S? Towards a conceptual framework and model

Evidence of SR&S practice Why the

rhPiOrio of SR&S may be running ahead of the reality

Aligning SR&S to corporate strategy

Aligning SR&S to organisational structures

Aligning SR&S to functional strategies I--,

SR&S as a driver of strategy formation

Figure 8.1 Mapping the strategic recruitment and selection (SR&S) territory: a summary diagram of the chapter content

Strategic Management
HR capability as core competence

EXTERNAL ENVIRONMENT

People as an organisations most valuaNe asset

CHANGE

Strategic Human Recourse Management

Strategically integrated recruitment and selection Recruitment and selection viewed as central HR

Limitation Softraditional Recruitment And Practice

Figure 8.2 Why bother with strategic recruitment and selection? An interrelated rationale

Part 2 Strategic Interventions

ORGANISATIONAL STRATEGY 1ST-ORDER: CORPORATE DECISIONS

2ND-ORDER : ORGANISATION STRUCTURES AND PROCESSES DECISIONS

3ND-ORDER : FUNCTION DECISION

STRATEGIC RECRUITMENT AND SELECTION PRIMARY FEATURES Strategic integration Human resource planning Long-term perspective

ROLES

PEOPLE

HUMAN RESOURCE PLANNING Recruitment and selection Human resource development Performance management Employee relations Diversity management Reward management Downsizing Health and safety, etc

SECONDARY FEATURES Front-loaded iiivestment model Rigorous evaluation Sophisticated selection Multi-stakeholder involvement

Figure 8.3 Strategic recruitment and selection: an explanatory model Source: Millmore (2003: 92).

Interests of all stakeholders represented Customer centred Emphasis on self-selection Line management ownership

Two-way strategic integration Internally integrated with other HR strategies

Short-term and long-term strategic focus Facilitates management of change Contributes to business transformation

Continuous improvement model Evaluation of process and outcomes Evaluation includes contribution to achievement of strategic objectives

Human resource planning as a vehicle for strategic integration Focus on organisation fit as well as job fit Incorporation of core values/competences

Realistic job preview central to the process Stress placed on reliability and validity of recruitment and selection methods Selection methods chosen or developed on basis of fitness for purpose

Front-loaded investment model Reduced postselection costs

HRP approaches Provision of human resources for existing jobs

Strategic selection choices Select for short-term proficiency and accept the possibility of high levels of turnover if employees cannot cope with change

Selection Criteria Operational criteria: attributes required for successful current job performance, such as the abilities, knowledge, interpersonal skills and the beliefs and values required to meet current job demands

Provision of human resources tor envisaged future jobs

Select for longer-term adaptability to change, but accept that there will be limited knowledge of future changes and therefore some difficulties in assessing adaptability Follow a path of continuous modifications as the future unfolds, with numerous changes to selection systems (where reliance is on the external labour market) or vocational training systems (where the reliance is on an internal labour market)

Visionary criteria: attributes that are hypothesised as necessary for successful future job performance

Provision of human resources for jobs that cannot be prescribed

Transformational criteria: attributes that are required to enable change to happen: the competences for change rather than the changing competences

Table 8.1 Human resource planning choices