EMBA Thornhill 4b

7/28/2019 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?

EMBA Thornhill 4b

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