HR strategy in a changing world
Article Abstract:
The pressure on business organizations to abandon old business strategies and adopt more competitive ones is making it difficult for human resource (HR) professionals to develop a strategic HR approach. Currently, companies may be classified into four types in terms of how they relate to the market environment: defenders, analyzers, prospectors and reactors. Defenders work on achieving market leadership through competitive advantage, analyzers copy the competition, prospectors look for new markets and products, while reactors simply react to market developments. The most notable trend in strategic shifts is from defender to analyzer, to prospector or to reactor. Such shifts necessitate accompanying changes in HR directions. Old HR programs must be replaced by ones that reflect the new business strategy adopted by the organization.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1992
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'Candidate friendly' selection for the 1990s
Article Abstract:
Statistics indicate that firms interested in recruiting employees for professional, scientific, and managerial positions in the 1990s may find a shortage of candidates because demand for such individuals will increase dramatically. To cope with the increased competition, firms may have to alter recruiting practices to make the selection process more appealing to people. Suggested changes include structuring recruiting procedures to allow firms and candidates to make decisions based on valid and reliable data; making sure recruitment systems are flexible; and attempting to attract fewer but better-educated job candidates for positions. It also will be important to make better and fuller use of graduates and employees that organizations have already hired.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1990
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Give and take in graduate selection
Article Abstract:
Personnel managers should be more methodical and careful in selecting and evaluating recent graduates for jobs. If less emphasis were placed on the initial interview and personality tests, and more on creating genuine familiarity between applicant and organization, both would be better served in the long run. Carefully designed application forms convey company ideas, and the prudent use of testing (rather than excessive testing) would benefit all concerned.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1985
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