EMBA Thornhill 4b
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Transcript of EMBA Thornhill 4b
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Recruitment & Selection andthe Management of Change
Chapter 4 of Thornhill et alManagement of Change
MBA 642 Robin Snell
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Chapter CoverageA. 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 havealready been decided (planned change)
G. Strategic R&S when higher levels of strategy arestill undecided (uncertain, unpredictable futures)
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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 high-performing staff who could persuadebrokers that these were worth selling on toclients.
A new person specification emerged: excellent product knowledge
influential and persuasive
ne otiation skill
A2. Protection Royale...
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Furthermore, legislation introduced in 1994
required financial sales practitioners to holdvarious qualifications
Therefore there was a big reduction in
eligible people within the external labourmarket.
Existing staff were deemed either
suitable, unsuitable or possible; many left Line managers tried to head-hunt
replacements, but failed.
A crisis became apparent
A3. Protection Royale ...
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Recruitment champions were appointed
Line managers and HR specialists were givenperformance indicators relating torecruitment objectives
A new search for direct recruits and fortrainees.
A matrix of selection methods (e.g.
Application form, testing of job knowledge/skills/attitudes, psychometric testing,interviews, simulations, presentations,
references) and competencies.
A4. Protection Royale ...
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National advertising
7 day phone-in interviews, followed byscreening interviews
Assessment centre based selection
Appointment of an induction manager Thorough procedural knowledge training for
all those involved in the recruitment and
selection process.
A5. Protection Royale...
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B1. Defining Recruitment & Selection
Recruitment
Defining the vacancy (the job or role to befilled)
Identifying relevant personal attributes
correlated with effectiveness (personspecification)
Searching for and attracting relevant
applicantsSelection Assessing candidates Narrowing down the field Making the final decision
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B2. Internal vs. ExternalRecruitment
Internal recruitment: meets manpowerrequirements from the existing stock ofemployees, except at the lowest level.
Internal recruitment may be vehicle forestablishing cultural fit, morale, andcommitment, reinforced by socialisation
External recruitment: meets manpowerrequirements by recruiting from outside May be used as a symbol that times are changing
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C. Traditional Recruitment& Selection Model (p. 96)
Vacancy Job description Personnel
specification Publicise vacancy Shortlist Interview
Select Offer accepted? References Appoint
Engage and induct
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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D1. Strategic Recruitment & Selection (see p. 115)
R & S
Front-loadedinvestment
Continuousimprovement
Reliable, valid selection methods Job previews
Represent allstakeholderinterests
Strategic job analysis Incorporate core values
Linked to corporate strategy
Integrated with other HR strategies
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D2. Challenges to Strategic
Recruitment & Selection Expensive
Short-term orientation/pressures
Often the lack of clear or coherentcorporate strategy
Difficulty validating selection decisions
The authors urge companies to embracestrategic recruitment & selectionnonetheless
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E. Levels of Strategy
1. Corporate - Long term, big decisions, e.g.focus on innovation, cost reduction, etc)
2. Structural (e.g. delayering, decentralisation)- Operating procedures
3. Functional (HR)
Culture
Recruitment. & Selection.
Training & Devel.
Rewards
Downsizing
Other functions
Upstream(bottom-up)integration
Downstream(top down)integration
Performance Mgt.
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When the strategists believe that the futureis predictable, Human Resource Planning seeksto provide human resources for envisagedFUTURE jobs
Recruits will be selected on those attributesthat are judged necessary for successful
future performance
F1. Recruitment & Selection andPLANNED/PREDICTABLE Change
l d
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We now consider strategic R&S under 3 conditions:
F3a/b When corporate strategy has been decided
F4 When desired organisation structure isknown
F5 When management has decided whatassumptions it will make about employee
motivational attitude and trustworthiness.
F2. Recruitment & Selection andPLANNED/PREDICTABLE Change
F3 R it t & S l ti fl i
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F3a. Recruitment & Selection flowingdown from Corporate Strategy
Here the objective of recruitment & section wouldbe to recruit people who will enhance the org.scapacity to deliver its corporate strategy.
E.g. for an INNOVATION corp. strategy, thecompany 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 COSTREDUCTION corp. strategies, the patternswould be different
F3b E l B h i C ti
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F3b. Employee Behaviour ContinuaRelevant to Corporate Strategy
Innovation (lo to hi) Self-autonomy (lo to hi,
etc.)
Risk taking
Adaptability to change
Comfort with certainty
Concern for quality
Concern for quantity
Concern for outcomesResponsibility preference
(avoids vs. seeks)
Job/org involvement Skill base (broad-
narrow)
Time focus(long/short term)
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F4. Recruitment & Selection Flowingdown from Organisation Structure
Behavioursrequired inmanagers inOrganicOrganisations:
networking
team building
informationretrieval
innovative problem
solving
Mgt competencies required inOrganic organisations
info search
concept formation
conceptual flexibility interpersonal search
managing interaction
developmental orientation
self confidence
proactivity
achievement orientation
(These may be needed by non-managers too)
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F5. Recruitment & Selection Flowingdown from a desire to recruit Theory
Y employeesThe target candidates would be
committed to the job accepting of change
flexible
Their precise qualities would depend onthe context and circumstances that areenvisaged
G1 R it t & S l ti d
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When the higher level strategies areundetermined and uncertain, Strategic R&S
seeks to provide new people who can help toshape future strategies and help theorganisation to be more FLEXIBLE
G1. Recruitment & Selection anduncertain/UNPREDICTABLE Change
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There is a business case for buildingmore DIVERSITY into organisations enhances creative capability
greater flexibility in global markets
more widely equipped to faceunpredictable challenges
G3. Recruitment & Selectiondriving Corporate Strategy
G4 R i & S l i
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e.g. Recruiting people in order to helpreconfigure the organisation as delayeredand TEAM-BASED rather than tall.
Therefore look for people: who are dependable have interpersonal skills are self-motivated
have integrity have leadership potential are assertive tolerate ambiguity
are able to cope with stress
G4. Recruitment & Selectiondriving Org. Structure
Make recruitment atwo-way process
Involve existing teammembers in the finalselection
G5 R c uitm nt & S l cti n nd
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When the strategists believe that the future isUNPREDICTABLE, Human Resource Planningseeks to provide human resources for jobs thatcannot be prescribed
Continuous modifications are expected as thefuture unfolds, numerous changes are likely tosystems of recruitment and development
Transformational criteria:
ability to work in the learning organisation - one thatis sensitive to environmental change and constantlychanges and adapts through continuous learning
attributes that are required to enable change tohappen, i.e. change agent competencies
leadership traits
G5a. Recruitment & Selection andUnplanned/Unpredictable Change (Future Imperfect)
G5b N
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G5b. NecessaryCharacteristics for Workers
in a Learning OrganisationDesired traits
Experiments
admits mistakes open
encourages ideas
makes jointdecisions
Undesired traits Cautions
rationalises
mistakes defensive
discourage ideas
dominates
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G5c. Necessary Qualities of ChangeChampions & Change Agents
Take calculated risks Good product knowledge & technical skills Good motivation & work attitudes Achievement-oriented
Good people skills and communication skills.
Probably require political skills andsensitivities to survive organisationalpolitics games.
G5d Q liti s f
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G5d. Qualities ofTransformational Leaders
Charisma Provides vision
Generates respect, trust & pride
Inspiration Conveys high expectations
Intellectual stimulation
Promotes rational approaches to problem solving Individualised consideration
Individual needs are addressed through
personalised approaches
W C d ( )
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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-levelstrategies
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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QUESTIONS FORDISCUSSION
1. Using the behaviour continua on slide17, please indicate the employee
behaviours that are most appropriateto corporate strategies based ona. Quality enhancement
b. Cost reduction
2. How might recruitment and selectioncontribute to culture changeprogrammes?