week 6 strategic hr planning, attracting and …...the multi-dimensional nature of strategic...
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Millmore et al., Strategic Human Resource Management: Contemporary Issues, 1st Edition © Pearson Education Limited 2007
Slide 7.1
Week 6
Strategic HR Planning, Attracting and
Selecting Staff
Chapters 7, 8
Millmore et al., Strategic Human Resource Management: Contemporary Issues, 1st Edition © Pearson Education Limited 2007
Slide 7.2
7 Strategic human resource
planning: the weakest link?
Learning Outcomes By the end of this chapter you should be able to:
● identify and discuss the core principles that underpin the concept of
strategic human resource planning;
● critically evaluate the extent to which strategic human resource planning represents the vital connecting link between organisational strategy and SHRM practice;
● analyse the conceptual and operational difficulties surrounding the practice of strategic human resource planning;
● assess the relevance of strategic human resource planning to organisations facing an increasingly changing business environment;
● review potential avenues for addressing the difficulties associated with human resource planning in order to enhance its operational viability.
Millmore et al., Strategic Human Resource Management: Contemporary Issues, 1st Edition © Pearson Education Limited 2007
Slide 7.3
Figure 7.1 Mapping the SHRP territory: a summary diagram of the chapter
content
Millmore et al., Strategic Human Resource Management: Contemporary Issues, 1st Edition © Pearson Education Limited 2007
Slide 7.4
Human Resource Planning
• HR planning ensures that the correct number
and mix of employees is available at the right
place at the right time.(Zeffane and Mayo,
1994)
• HRP is the process for identifying an
organisation’s current and future HR
requirements, developing and implementing
plans to meet these requirements and
monitoring their overall effectiveness
(Beardwell, 2004)
Millmore et al., Strategic Human Resource Management: Contemporary Issues, 1st Edition © Pearson Education Limited 2007
Slide 7.5
Figure 7.2 Input and output relationships between strategic human resource
forecasting, strategy formulation and HRP
Millmore et al., Strategic Human Resource Management: Contemporary Issues, 1st Edition © Pearson Education Limited 2007
Slide 7.6
Figure 7.3 Input–output relationships between strategic human resource
forecasting, strategy formulation and HRP – a revised model
Millmore et al., Strategic Human Resource Management: Contemporary Issues, 1st Edition © Pearson Education Limited 2007
Slide 7.7
Millmore et al., Strategic Human Resource Management: Contemporary Issues, 1st Edition © Pearson Education Limited 2007
Slide 7.8
Millmore et al., Strategic Human Resource Management: Contemporary Issues, 1st Edition © Pearson Education Limited 2007
Slide 7.9
Figure 7.4 A systems perspective of the HRP process Source: Adapted from Tansley (1999: 51)
Millmore et al., Strategic Human Resource Management: Contemporary Issues, 1st Edition © Pearson Education Limited 2007
Slide 7.10
Figure 7.5 A processual perspective of the HRP process Source: Adapted from Tansley (1999: 52)
Millmore et al., Strategic Human Resource Management: Contemporary Issues, 1st Edition © Pearson Education Limited 2007
Slide 7.11
Millmore et al., Strategic Human Resource Management: Contemporary Issues, 1st Edition © Pearson Education Limited 2007
Slide 7.12
Figure 7.6 The ‘people process map’ Source: After Gratton (1999)
Millmore et al., Strategic Human Resource Management: Contemporary Issues, 1st Edition © Pearson Education Limited 2007
Slide 7.13
Distinguishing characteristics of hard and
soft HRP Hard HRP • Focuses on HR
• Directed at exploiting the HR resource
to the benefit of the organisation
• HRM reflects a unitary perspective;
exercise of managerial prerogative
• Manpower planning; Efficient utilisation
of labour
• Champions cost effective use of HR
Soft HRP • Focuses on resourceful humans
• Developing employee capability to
the mutual benefit of both
employees and employers
• Pluralist perspective; indirect
control through employee
involvement
• SHRM; integrates employee
values, beliefs and behaviours with
organisational groups through
culture management
• Champions resource-based view of
the firm where employees
represent assets that can produce
sustainable competitive advantage
Millmore et al., Strategic Human Resource Management: Contemporary Issues, 1st Edition © Pearson Education Limited 2007
Slide 7.14
Stages of mergers and acquisitions (guide to Case study questions)
• First, there is a pre-merger or integration phase where organisations
have the opportunity to assess the compatibility or fit between the
merging organisations.
• Second, there is the post-merger or integration phase where plans to
exploit the potential synergies provided by mergers and acquisitions
are finalised and implemented.
• Salama et al (2003) refer to these two phases as the courting and the
marriage phases respectively. As such these phases arguably cover
the due diligence period ahead of merger and the short to medium-
term HRP time horizon following merger.
• Third, is a longer-term, post-merger consolidation phase that may
also incorporate further, significant strategic change.
Millmore et al., Strategic Human Resource Management: Contemporary Issues, 1st Edition © Pearson Education Limited 2007
Slide 7.15
HRP as a continuous process
• People process map , according to Gratton
(1999):
– The delivery of business strategy is most
successful when linkage occurs on 3
dimensions; and that the linkage between
business strategy and these people processes
can vary from weak to strong.
Millmore et al., Strategic Human Resource Management: Contemporary Issues, 1st Edition © Pearson Education Limited 2007
Slide 7.16
People Process Map
• Short term strategic linkage
– Objective setting, performance metrics,
rewards and short term training are relevant
• Long term linkage
– Leadership development, workforce
development and organisational development
• Changes in people processes mirror changes
to organisational strategies
Millmore et al., Strategic Human Resource Management: Contemporary Issues, 1st Edition © Pearson Education Limited 2007
Slide 7.17
• Through continual monitoring and feedback,
gaps between strategies and HR capability
can be identified and people strategies
developed to redirect the people processes as
necessary to address both short and long term
requirements.
Millmore et al., Strategic Human Resource Management: Contemporary Issues, 1st Edition © Pearson Education Limited 2007
Slide 7.18
8 Strategic recruitment and
selection: Much ado about nothing?
Learning Outcomes
By the end of this chapter you should be able to:
● provide an underpinning rationale in support of the development and practice of strategically integrated recruitment and selection;
● identify and explain the major features of strategic recruitment and selection, and summarise these through an explanatory model;
● analyse how recruitment and selection can be developed to fit a variety of strategic scenarios using illustrative examples to support your analysis;
● explain how recruitment and selection practice can be shaped to accommodate the demands of strategic change and unplanned change arising from an uncertain future;
● evaluate evidence to determine the extent of strategic recruitment and
selection practice;
● account for the apparent mismatch between the rationale for strategic recruitment and selection and the paucity of evidence of its practice.
Millmore et al., Strategic Human Resource Management: Contemporary Issues, 1st Edition © Pearson Education Limited 2007
Slide 7.19
Figure 8.1 Mapping the strategic recruitment and selection (SR&S) territory: a
summary diagram of the chapter content
Millmore et al., Strategic Human Resource Management: Contemporary Issues, 1st Edition © Pearson Education Limited 2007
Slide 7.20
Strategic importance of recruitment and
selection • They are central practices that provide the
organisation a powerful basis for influencing and
organising human behaviour in line with the
strategic direction of the organisation.
• Williams and Dobson further said that where
SHRM strategies in general and selection
specifically are coherent and aligned to current
and future business strategy, personnel selection
will make a significant contribution to
organisational performance.
Millmore et al., Strategic Human Resource Management: Contemporary Issues, 1st Edition © Pearson Education Limited 2007
Slide 7.21
Millmore et al., Strategic Human Resource Management: Contemporary Issues, 1st Edition © Pearson Education Limited 2007
Slide 7.22
Figure 8.2 Why bother with strategic recruitment and selection? An interrelated
rationale
Millmore et al., Strategic Human Resource Management: Contemporary Issues, 1st Edition © Pearson Education Limited 2007
Slide 7.23
Figure 8.3 Strategic recruitment and selection: an explanatory model Source: Millmore (2003: 92)
Millmore et al., Strategic Human Resource Management: Contemporary Issues, 1st Edition © Pearson Education Limited 2007
Slide 7.24
The multi-dimensional nature of strategic
integration • Recruitment and selection responses to first order
strategic decisions (downstream, vertical or external
integration)
• Recruitment and selection responses to second order
strategic decisions (downstream, vertical integration)
• Recruitment and selection responses to third-order
strategic decisions (downstream, vertical integration).
• Recruitment and selection as an influencer of future
strategic direction(upstream, vertical integration)
Millmore et al., Strategic Human Resource Management: Contemporary Issues, 1st Edition © Pearson Education Limited 2007
Slide 7.25
• Recruitment and selection responses to
facilitate other HR initiatives (horizontal or
internal integration)
• Recruitment and selection responses to
planned change and future uncertainties.
Millmore et al., Strategic Human Resource Management: Contemporary Issues, 1st Edition © Pearson Education Limited 2007
Slide 7.26
Millmore et al., Strategic Human Resource Management: Contemporary Issues, 1st Edition © Pearson Education Limited 2007
Slide 7.27
Figure 8.4 Core dimensions of strategic recruitment and selection
Millmore et al., Strategic Human Resource Management: Contemporary Issues, 1st Edition © Pearson Education Limited 2007
Slide 7.28
• Human resource planning at Bahn-BKK
• http://www.youtube.com/watch?v=lFADDYCm
OUg&feature=related
• Strategic HR planning
• http://www.youtube.com/watch?v=ysc00enBimg&
feature=related
• HR strategic planning
• http://www.youtube.com/watch?v=RHxMTZ_fGoo
&feature=related
• HR's role in building sustainable business
• http://www.youtube.com/watch?v=fXiKg_1wk50&f
eature=related