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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.
Millmore et al., Strategic Human Resource Management: Contemporary Issues, 1st Edition © Pearson Education Limited 2007

.2 Figure 8.1 Mapping the strategic recruitment and selection (SR&S) territory: a summary diagram of the chapter content Millmore et al.Slide 8. Strategic Human Resource Management: Contemporary Issues. 1st Edition © Pearson Education Limited 2007 .

3 Figure 8. Strategic Human Resource Management: Contemporary Issues.2 Why bother with strategic recruitment and selection? An interrelated rationale Millmore et al. 1st Edition © Pearson Education Limited 2007 .Slide 8..

1st Edition © Pearson Education Limited 2007 .3 Strategic recruitment and selection: an explanatory model Source: Millmore (2003: 92) Millmore et al.Slide 8. Strategic Human Resource Management: Contemporary Issues..4 Figure 8.

4 Core dimensions of strategic recruitment and selection Millmore et al. Strategic Human Resource Management: Contemporary Issues. 1st Edition © Pearson Education Limited 2007 .5 Figure 8..Slide 8.