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Attracting and Selecting Talent (Strategic Selection (Organisations want…
Attracting and Selecting Talent
Attraction (or recruitment)
- process of attempting to locate and attract a pool of suitably qualified and experienced people to apply for existing or anticipated positions within an organisation
Attraction + HRM Model
Branding
Internal or external attraction methods
Attraction is strategic
Organisations aim to attract and retain (RBV, VRIO, SHRM Model)
The brightest and the best
Those whose values and aspirations align
Those who are excited and motivated
Selection
- is a process by which a company decides who will or will not be allowed into the organisation
Selection + HRM Model
Standards
Methods
Selection is strategic
Organisations want to be sure they selected the right employees
If an organisation can build a strong system of attraction and selection , they can add value to the firm
Source of competitive advantage
Branding - Why do firms want to brand
Global "War for Talent
means role of SHRM in designing dynamic, strategic and integrated policies and practices for
Attraction & recruitment (E.g. employer of choice, person-organisation fit, value alignment)
Retention (E.g. job design)
Development (E.g. talent management - career planning
Branding and positioning
Resource Based View of the firm (RBV)
Invest to improve ability to attract, select and retain talented employees leads to competitive advantage
Align attraction with strategic business objectives
Internal Recruitment
Promotions and transfers
Succession and career planning
Advantages
Improves morale
Cost effective
Disadvantages
"Inbreeding"
Maintains old culture
Diversity ?
May not be motivational if not meaningful
External Recruitment
Advertise/ search externally
Graduate recruitment
Recruitment agencies
Word of mouth
Advantages
"New blood"
Change culture
Consistent with diversity
Disadvantages
Expensive and time consuming
Orientation period
Fit?
Strategic Selection
Organisations want to select staff who
Perform well on the job
Competent / have required competencies
Fit (in)
Engaged and willing to stay
Behave
Add diversity/ address diversity issues
Selection tools, tests and methods must validly and reliably predict:
Job performance
By measuring skills, competencies, attitudes, interests related to the job
Complaint with anti-discrimation laws
High quality selection methods may result in
Improved competitive avantage
Delivery of valuable, rare HR (VRIO model) if interested or 'bundled' into a range of activities focused on achieving business outcomes
Links to other HR activites include:
Training and development
Performance management
Reward management
Teams, Job design
Selection Standards and Methods
The selection process must be able to
reliably, validly and legally predict
candidates that are able to perform the job in question
Selection standards allow us to
measure or quantify
a person's performance on selection criteria
Summary
The selection process begins with linking of organisation, HR and employment objectives
Jobs and people must be correctly matched to ensure satisfaction and organisational effectiveness
Job related info about the candidate should be collected
Anti discrimination requirements must be considered