Structure strategic recruitment and

selection.
Rational behind strategic recruitment and selection
Framework and model of strategic recruitment and
selection
Practice of strategic recruitment & selection
 Recruiting will not be
considered strategic until
it adopts a sales and
marketing approach.
Strategic Recruitment Just like sales and
marketing, recruiting
& selection must outsell the
competition.

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 Strategic Recruitment & selection

• The strategic importance of
the Recruitment and
Selection Process in a Company.
In business, Companies are made
of people, and their talent. ...
• The Recruitment and
Selection Process is the way in
which Companies identify and
incorporate the best executives to
solve the needs of their
Customers.

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 Strategic Recruitment & selection

• Strategic recruiting is an
approach to winning the best talent
based on three components:
employer branding, recruitment-
directed marketing, and skilled
selling. Combined, these
components create effective
responses to dynamic market
conditions in support of an
organization's strategic objectives

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 Strategic Recruitment & selection
Recruitment Strategies
• Recruiting internally. There are many
great reasons to recruit internally.
• Advertising externally. External
advertising is the biggie. ...
• Print advertising. Print isn't actually
dead.
• Web advertising.
• Social media.
• Talent search.
• Using recruitment agencies.

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 Strategic Recruitment & selection

Guidelines for Creating a Strategic Recruitment Plan:

• Well Defined Strategy. Develop a well-defined and communicated recruiting

strategy based on a clear understanding of your organization’s values and
vision for the future. Include your brand messages, target candidates, primary
sources, and most effective marketing and closing tactics. This helps ensure
closer alignment between candidates and your corporate culture.
• Strong Employment Brand. The external image you present has the highest
impact and longest-term effect of anything you do related to recruiting. You
should make it easy for potential candidates to read, hear, or see why they
should consider working for you. Candidates are a key audience you need to
market your message to regularly. Pay attention to what your message and
value-proposition are, how you communicate them, and what specific
segment of the talent market you are trying to attract. It’s only the
organizations with a poor image that suffer a talent shortage. Build a positive,
compelling image and you’re likely to have a surplus of top talent eager to
work for you.

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 Strategic Recruitment & selection

Guidelines for Creating a Strategic Recruitment Plan:

• Prioritized Jobs and Targets. Strategic recruiting processes maximize the use of resources
by identifying and focusing on the positions with the highest business impact. This usually
means revenue-producing and revenue-impacting jobs, and roles in high margin and rapid-
growth business units. Your processes should also target high-impact individuals like top
performers, innovators, influencers, and game-changers.
• Effective Sourcing. Sourcing is the most critical element after employment branding. If your
sourcing doesn’t attract top performers, you can’t make a quality hire. The most effective
source is employee referrals. Make sure you develop a referral program with a reward that
motivates employees to refer good people. Recruiting at professional events is also an
excellent way to find top talent. Whatever your means of sourcing, make sure it’s appropriate
for the particular position. You should use various sourcing tactics depending on the
individual, locale and other factors, targeting both “non-lookers” who may be happily
employed at competitors or elsewhere as well as candidates who are actively looking.
Effective sourcing saves time and money on candidate screening and the high cost of weak
hires.

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 Strategic Recruitment & selection

Guidelines for Creating a Strategic Recruitment Plan:

• Talent Pipeline / Recruiting Culture. Like every good salesperson, build a

continuous “talent pipeline” of applicants you might want to hire in the
future. Build your pipeline with impressive people you meet or hear about in
a “pre-need” approach that includes workforce planning, employer branding,
and continuous sourcing. Your pipeline should be part of a companywide
“recruiting culture,” where every employee is an active talent scout, spreading
your employment brand and identifying possible future candidates as they
interact in the community. The very best candidates are in demand. When
every employee contributes to your pipeline, you gain a competitive edge in
getting to the right people quickly.
• Speedy Decisions. It’s worth emphasizing that candidates in high demand
have many choices. When the right people decide to change jobs you need to
be ready to hire them, even if you don’t have quite the right role defined.
Build flexibility into your hiring decision process so that you can hire on their
decision timetable, not yours.

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 Strategic Recruitment & selection

Guidelines for Creating a Strategic Recruitment Plan:

• Data-based Decisions and Metrics. Making decisions based on objective data rather than on
emotion, intuition, or “we’ve-always-done-it-this-way” practices helps eliminate biases and
produce more consistent, high-quality hires and outcomes. Similar benefits result when you
put metrics and rewards on key aspects of recruiting. When managers are measured,
recognized, and rewarded for their contributions, and results are converted to the manager’s
revenue and profit, recruiting dramatically improves—and processes are meticulously
followed. Using metrics/assessments also sends a clear message about the importance of
recruiting and its business impact on revenue goals and cost reductions. Marketing made the
switch to a data model, recruitment must too.
• Technology-based Processes. The best recruiting processes, in all of their aspects, are based
heavily on technology and the internet. Technology can improve screening, increase decision-
making speed, cut costs, and enable global hiring. It gives you the ability to do market
research to identify the particulars of your recruiting segments and targets and then customize
marketing and communication based on the data. Technology also gives you the capability to
offer candidates remote work options, giving you a distinct competitive advantage, especially
with younger generations who prize that kind of flexibility.

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 Strategic Recruitment & selection

Guidelines for Creating a Strategic Recruitment Plan:

• Candidate-centric Focus. The primary reason candidates reject job offers is

because of the way they were treated during the hiring process. Hiring
managers and recruiters need to be laser-focused on creating a positive end-
to-end experience for diverse candidates. A significant part of recruiting is
“selling” candidates on why they should apply for and accept a position with
you; another part is building trusted relationships. Throughout,
communication should be clear and frequent; processes smooth and easy; and
interactions personal and respectful. Treat every candidate as you would your
best prospect or customer or, better, how you’d want to be treated yourself.
After the hiring decision is made, make certain that the positive experience
continues with a thoughtful onboarding process that ensures your new
employee feels welcome, important, confident, and ready to make a
meaningful and near immediate contribution to your productivity.

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Construct Strategic Human
Resources Development.
• What is strategic human resources planning?
• The problematic nature of human resources planning.
• The human resources planning paradox
• Forging the missing link
 Strategic Human Resources Planning

Challenges Facing the HR Planning

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 Strategic Human Resources Planning
Strategic Human Resources Planning

• Strategic HR
planning predicts the
future HR needs of the
organization after analysing
the organization's
current human resources,
the external labour market and
the future HR environment
that the organization will be
operating in.

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 Strategic Human Resources Planning

The problematic nature of human resources planning.

• People perceive that people are available in abundance in our labor surplus economy. Then, why to
spend time and money in forecasting human resources? Surprisingly, this perception about human
resource planning is also held by the top management.
• Another problem in human resource planning is that the demand for and supply of human resources is
not cent percent accurate. Experience suggests that longer the time horizon for forecasting human
resource requirements, greater is the possibility of inaccuracy in esti­mates of human resource needs.

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 Strategic Human Resources Planning

The problematic nature of human resources planning.

• Various types of uncertainties like labor turnover, absenteeism, seasonal employment, market
fluctuations and changes in technology render human resource planning ineffective. The reason being
these uncertainties, make human resource forecast mere a guess far from reality.
• Sometimes human resource planning suffers from a conflict between quantitative and quali­tative
approaches used for it. Some people view human resource planning as a mere numbers game to track
the flow of people across the departments and in and out of the organization. Conversely, others take a
qualitative approach focusing on the quality of human resources like career planning development, skill,
morale, etc.

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 Strategic Human Resources Planning

The problematic nature of human resources planning.

• Generally, human resource personnel are perceived as experts in handling personnel matters. But,
they are not experts more than often. Hence, human resource requirements estimated by such people
are not realistic ones. The organizational plans based on such estimates are endangered to be flopped.
• As human resource planning is based on data relating to human resources, the same is not maintained
in a proper manner in some of the industrial organizations. Then, in the absence of reliable data, it
becomes difficult to develop effective human resource plans

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 Strategic Human Resources Planning

• The Human Resources Planning Paradox

• Setting the Stage

• The productivity paradox occurs when a business owner invests more in automation
designed to increase employee productivity, such as computer software programs,
but actually sees a decline in productivity as a result. The initial investment in new
technology comes with a caveat -- it will take time for employees to learn how to use
the new technology, and productivity can fall as that process takes place. Another
wave of higher productivity may follow the initial slump.
• Planning Ahead
• One of the ways to counter-balance the effects of the productivity paradox is to plan
ahead. Research the time it has taken other companies using the same technology to
get their return on investment. If you're expecting something faster from your staff
than the norm, or planning to spend less on a cheaper alternative to the technology
you know will work, you're bound to get frustrated. With realistic expectations for
long-term productivity gains, you can also plan how to tweak operations in the
meantime. Don't allow a technology adoption to have too much of a negative impact
on your bottom line.

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 Strategic Human Resources Planning

• The Human Resources Planning Paradox

• Considering Employees' Expectations

• Knowledge workers in today's digital workforce must adapt rapidly to the introduction of new technologies
in the workplace. From year to year, this could mean changing how they stay productive while performing
the same tasks. It could also mean employees must learn numerous new tasks per year as their employer's
technology requirements adapt to the market. Employees may not get enough time or training to become
adept at using workplace software before it's time to learn the next phase of technology updates.

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 Strategic Human Resources Planning

• The Human Resources Planning Paradox

• Planning for Usability and Process Mapping

• Enlist the assistance of human resources in assessing employee training needs. HR experts can work with
management to keep a pulse on how employees feel supported in their use of new technologies. They can
help develop training and coaching initiatives to assist in employees meet their job expectations. This might
include ensuring new technologies adopted have appropriate user interfaces, making it easy for employees
to know where to go to find information and perform tasks in a workplace system. Consider making maps
of all the processes in your business. These maps should include most or all tasks employees do and how
tasks relate to each other, and require ongoing updates. Make a plan for how you'll adapt process maps for
each new technology adoption.

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 Strategic Human Resources Planning

• Forging the missing link

• Customer-linking capabilities served as a critical intermediate

variable between employee-oriented HRM and customer
satisfaction and loyalty.
• Customer-linking capabilities and customer satisfaction and
loyalty fully mediated the relationship between employee-
oriented HRM and financial performance.

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 Assessment

Assignment 4

Grade: 20 points

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