week 6 strategic hr planning, attracting and …...the multi-dimensional nature of strategic...

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


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.


Slide 7.3

Figure 7.1 Mapping the SHRP territory: a summary diagram of the chapter

content


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)


Slide 7.5

Figure 7.2 Input and output relationships between strategic human resource

forecasting, strategy formulation and HRP


Slide 7.6

Figure 7.3 Input–output relationships between strategic human resource

forecasting, strategy formulation and HRP – a revised model


Slide 7.7


Slide 7.8


Slide 7.9

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


Slide 7.10

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


Slide 7.11


Slide 7.12

Figure 7.6 The ‘people process map’ Source: After Gratton (1999)


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


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.


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.


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


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.


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.


Slide 7.19

Figure 8.1 Mapping the strategic recruitment and selection (SR&S) territory: a

summary diagram of the chapter content


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.


Slide 7.21


Slide 7.22

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

rationale


Slide 7.23

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


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)


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.


Slide 7.26


Slide 7.27

Figure 8.4 Core dimensions of strategic recruitment and selection


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

http://www.youtube.com/watch?v=lFADDYCmOUg&feature=related

http://www.youtube.com/watch?v=lFADDYCmOUg&feature=related

http://www.youtube.com/watch?v=ysc00enBimg&feature=related

http://www.youtube.com/watch?v=ysc00enBimg&feature=related

http://www.youtube.com/watch?v=RHxMTZ_fGoo&feature=related

http://www.youtube.com/watch?v=RHxMTZ_fGoo&feature=related

http://www.youtube.com/watch?v=fXiKg_1wk50&feature=related

http://www.youtube.com/watch?v=fXiKg_1wk50&feature=related

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