Strategic HR Review

Zheltoukhova, Ksenia

2015 Strategic HR Review

doi: 10.1108/SHR-08-2015-0064

Purpose – This paper aims to introduce the concept of shared-value and propose how it could be applied in the field of human resource management (HRM). Design/methodology/approach – Conceptual paper presenting key ideas. Findings – The ability to connect the interests of people and the business is seemingly within the remit of human resource (HR), yet the people management function has been slow to implement the shared-value creation idea. A principles-based approach to HRM, underpinned by a body of knowledge, is proposed as the way forward. Originality/value – While many other professions have adopted a principles-based approach to setting standards of good practice, the development of principles of human capital management is nascent. This paper discusses the feasibility of this approach for the HR profession.

Sambartolo, Marcello

2015 Strategic HR Review

doi: 10.1108/SHR-08-2015-0062

Purpose – Optimising workforce resources has become increasingly complex, particularly for large enterprises and those operating in multiple locations or countries. To be successful, human resource (HR) and the organisation’s line managers need to be strategic and nimble – able to quickly and decisively respond to any number of complex factors at a moment’s notice. These factors include internal considerations, such as employee qualifications and availability, as well as external dynamics, such as supply chain changes and expanding labour compliance regulations. Failure to respond quickly can prevent organisations from being able to reach optimal productivity and performance goals. Design/methodology/approach – Organisations seeking to achieve complete visibility should look first to the three pillars of an effective workforce management strategy – demand, utilisation and measurement – to better understand how they can be optimised to increase agility, improve customer service and reduce labour costs. Findings – Organisations that incorporate all three of these pillars – demand, utilisation and measurement – into their ongoing workforce management strategy will see the greatest impact in terms of increasing productivity and efficiency, as well as identifying new best practices that can be applied across the enterprise. Investing in solutions and practices that support workforce optimisation can also deliver greater agility, improved customer service and lower total costs. Originality/value – The ability to manage change effectively, whether it stems from external or internal factors, is critical to creating a sustainable, resilient organisation. Particularly because your workforce is likely the greatest asset and contributor to your overall success, equipping HR and managers with the right tools and data to increase effectiveness is essential to helping your organisation meet customer expectations, respond to change quickly and effectively and drive measurable gains in business performance.

Mayo, Andrew

2015 Strategic HR Review

doi: 10.1108/SHR-08-2015-0063

Purpose – The purpose of this paper is to make the case for strategic workforce planning and to outline the key steps involved. Design/methodology/approach – The paper begins with a discussion of the cost of redundancies to the economy and argues that much of this could have been reduced with better planning. It goes on to describe the key steps in workforce planning. It looks at practical ways to assess demand and replacement needs and utilise productivity ratios to convert delivery units into human resource requirements. It concludes with a discussion on the supply of resource and examples of actions that can be taken proactively to close foreseen gaps. Originality/value – This paper is based on methodologies developed by the author and applied in practice.

Sahay, Pradeep

2015 Strategic HR Review

doi: 10.1108/SHR-04-2015-0034

Purpose – This paper aims to delve into the fast changing world of recruitment and throw light on some key challenges, trends and emerging practices that will continue to shape the future character and complexion of the recruiting discipline. Design/methodology/approach – The paper draws on the authors over 20 years of professional experience in the talent space in both large corporate and professional services environment. It also draws from secondary research and review of available literature on the recruitment discipline. Findings – The paper provides empirical insights on the key drivers and determinants of recruiting success in the VUCA (volatile, uncertain, complex and ambiguous) times organizations find themselves in today. It delineates the challenges and the opportunity proposition for talent acquisition as a discipline, as it negotiates its way from a business process to a critical business partner for organizations at large. Research limitations/implications – The paper is based on empirical research and secondary research of contemporary literature around the recruiting discipline. Practical implications – The paper suggests implications for organizations to leverage the true value proposition of their recruiting function by embracing strategies and practices that elevate recruitment from a transactional, short-term focused activity to a strategic, integrated and long-term approach helping optimize their investments in people. Originality/value – The paper provides seminal insights on the changing contours of the recruitment discipline and the implications for organizations at large in their quest to find the right talent to drive business success.

Van Duren, Eric ; D'Amico, Jim ; Knoth, Kurt

2015 Strategic HR Review

doi: 10.1108/SHR-07-2015-0056

Purpose – This paper aims to describe how lean performance improvement principles helped transform an integrated healthcare system’s talent acquisition team to best in class. Design/methodology/approach – Spectrum Health’s talent acquisition team is needed to change its functional processes to better achieve its recruitment goals. In 2013, the system’s talent acquisition and process improvement teams partnered to conduct a value stream analysis, followed by five rapid improvement events and project work. Structural and institutional changes were defined and implemented. Significant cultural change toward a philosophy of continuous improvement was accomplished through the use of managing for daily improvement huddles and other efforts. The focus throughout was on lean thinking, change management and achieving meaningful results. Findings – After the lean process implementation, time to fill for open positions was reduced by 10 per cent. The offer acceptance rate increased from 96 to 99.6 per cent, with fewer than 25 turndowns annually. Customer and candidate satisfaction has been maintained at above 90 per cent and operating in a culture of continuous improvement has spawned several additional benefits. Originality/value – Lean principles applied within human resources functions can drive significant business results.

Linley, Alex

2015 Strategic HR Review

doi: 10.1108/SHR-03-2015-0023

Purpose – Early career recruiters are increasingly focused on finding hidden talent and empowering social mobility, while also managing the reality of large recruitment volumes. A new approach to early careers recruitment solved both of these conflicting challenges. Design/methodology/approach – Using a combination of assessment insights, data analytics and strengths-based recruitment, the Nestlé early careers recruitment process was redesigned. Jobmi mindset assessments, the Capp Situational Strengths Test and the Capp Numerical Reasoning Test were used as online assessments, followed by a strengths-based video interview and strengths-based assessment centres. Findings – Nestlé identified and hired candidates of whom 21 per cent would not have met the previous screening criteria, demonstrating how the new recruitment approach found hidden talent. Practical implications – Making decisions from assessment insights and data analytics shows that it is possible for volume recruiters to manage, enhance and improve their recruitment processes without need for recourse to arbitrary screening criteria to manage volumes. Social implications – Finding hidden talent and empowering social mobility widen opportunity for all people, particularly those from diverse backgrounds. It allows the identification and recruitment of people who demonstrate grit, resolve and tenacity, who might otherwise have been excluded by arbitrary recruitment barriers. Originality/value – The article concludes with five best practice recommendations for finding hidden talent and promoting social mobility: do not use arbitrary screening criteria; make decisions from assessment insights and data analytics; guard against adverse impact; measure for future potential, not just past experience; and give candidates second chances by being part of a job-matching marketplace.