Slide 7.1. Week 6 Strategic HR Planning, Attracting and Selecting Staff. Chapters 7, 8

Transcription

1 Slide 7.1 Week 6 Strategic HR Planning, Attracting and Selecting Staff Chapters 7, 8

2 Slide 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.

3 Slide 7.3 Figure 7.1 Mapping the SHRP territory: a summary diagram of the chapter content

4 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)

5 Slide 7.5 Figure 7.2 Input and output relationships between strategic human resource forecasting, strategy formulation and HRP

6 Slide 7.6 Figure 7.3 Input output relationships between strategic human resource forecasting, strategy formulation and HRP a revised model

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9 Slide 7.9 Figure 7.4 A systems perspective of the HRP process Source: Adapted from Tansley (1999: 51)

10 Slide 7.10 Figure 7.5 A processual perspective of the HRP process Source: Adapted from Tansley (1999: 52)

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12 Slide 7.12 Figure 7.6 The people process map Source: After Gratton (1999)

13 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

14 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 mediumterm HRP time horizon following merger. Third, is a longer-term, post-merger consolidation phase that may also incorporate further, significant strategic change.

15 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.

16 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

17 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.

18 Slide 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.

19 Slide 7.19 Figure 8.1 Mapping the strategic recruitment and selection (SR&S) territory: a summary diagram of the chapter content

20 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.

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22 Slide 7.22 Figure 8.2 Why bother with strategic recruitment and selection? An interrelated rationale

23 Slide 7.23 Figure 8.3 Strategic recruitment and selection: an explanatory model Source: Millmore (2003: 92)

24 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)

25 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.

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27 Slide 7.27 Figure 8.4 Core dimensions of strategic recruitment and selection

28 Slide 7.28 Human resource planning at Bahn-BKK OUg&feature=related Strategic HR planning feature=related HR strategic planning &feature=related HR's role in building sustainable business eature=related