Case Analysis: Interviewing, Hiring, and Selection
Why is Strategic Recruitment critical to the success of an organization in meeting its goals and mission?
Heidrick & Struggles International, Inc. is an executive search firm whose primary business model is strategic recruitment for high level executive placement for clients. Companies will need to have skilled and trained personnel that are high level performers so the business can meet goals and missions. Company’s need to recruit good employees and have them be the best possible candidate for the organization’s needs. This is where executive search companies like Heidrick & Struggles International, Inc. Started in the early 1950’s as a local company and moved to the international in the late 1968. Early in the business model the consultants of the firm had no specialization and did not feel as a global company but more like a franchise. Kevin Kelly was appointed CEO of Heidrick & Struggle International, Inc. in 2006 an was worried that the company was concerned that even though the company was doing very well he worried that the business model was outdated and the executive search industry was about to completely change due to technology filled options.
Changing the Playing Field
Some of the issues the organization faced was the sense of not being part of the company as a whole that the consultants felt. Kelly developed a strategic vision of his own but the consultants did not fully embrace the change as they felt it was more at an executive level and was more reaction to the ideas of upper executives (Eccles, Lane, 2008). Heidrick & Struggle International, Inc. has been using the same business model since the company’s creation that is over 50 years wi...
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...A partnership with a leader in the online recruitment would offer a secondary source for executive searches for clients. With the improvements in technology and online search engines as well as the establishment of well branded online career companies it will get increasingly harder for Heidrick & Struggle International, Inc. to stay competitive and profitable so becoming a recruiter for all levels of employees may be the direction they need to move. As a well-respected company they could offer more confidence to the client that they found the right candidate.
Reference:
Eccles, R. G. & Lane, D. D. (May, 2008). Heidrick & struggles international, Inc.,(Case Study). https://cb.hbsp.harvard.edu/cbmp/content/26286366
Mello, J. (2011). Strategic human resource management. (3rd ed.). Mason: South-Western Cengage Learning.
On the surface, the seven-member MGI team which comprised of Henry Tam and Dana Soiman – both current HBS MBA Students, Alex Sartakov – a Berklee College of Music student, Dav Clar – a MIT graduate student, and Alexander (Sasha) Gimpelson, Igor Tkachenko, and Roman Yakub – the MGI founders, seems like an ideal team, with each member bringing different experiences and technical skills to help with the business plan contest at HBS. However, as we will see in this paper, interpersonal dynamics, a lack of clear leadership, resulting in unclear team goals and individual roles, and a lack of healthy group norms, contribute to an ineffective team process at MGI. With the deadline less than three weeks away and the team without even a first draft of the business plan, Henry is certain that the team would not meet the deadline if it continued to function as it had so far.
Recruitment strategies for the company will be arranging the group interaction with talented and interested candidates, handpicking the dream candidates, actively searching the profiles of each candidate, attracting the candidates through different attractive offers (Cohen, & Cohen, 2007).
2) Information systems plays a very significant role in Albertson's business strategy. From corporate office functions to customer interactions, they are committing to providing leading edge technology. They are taking their core business functions and enhancing them with technology from, not only their own industry, but also others. One example of this is the store sending text messages to customers when their pictures & prescriptions are ready. While IT plays a big role, Johnston's second major area of concern is the "brain power" at the executive level in the company. By hiring some of the smartest, experienced people in the industry, Johnston is also relying on brilliant ideas and smart executive plans/projects to propel his company to the head of the industry.
Several concerns were raised. One was the difference between AT Kearney’s individualistic, entrepreneurial style and the more bureaucratic approach of EDS. Another concern was the alignment of incentives when combining the high-rewards culture of a partnership with the bottom-line-focused mentality of a big publicly quoted company.
Robbins, S. P., Decenzo, D. A., & Coulter. M. (2013). Fundamentals of Management (8th ed.). Upper Saddle River, NJ: Pearson.
Corning is a decentralized company currently being plagued by both external and internal threats, such as market uncertainty and poor communication and planning systems. The company has just recently started to recover from a large layoff in 1975, which reduced worker job confidence. The Houghton family has a preference for an informal workplace with an ambiguous leadership style that contradicts the formal and strict resource allocation system designed for their international strategy. The current strategy being employed differs with the owner’s philosophy, which is important, since the President must buy into the plan to understand and communicate it effectively. This miscommunication creates goal incongruence, which is exemplified by the confusion of corporate divisions about whether they should be focusing on reducing cost or being an innovator. Also, each officer has been described as having work that overlaps, showing no focus and a lack of efficiency. The fact that each of the over 150 businesses groups have to write up a resource allocation request and business strategy creates the issue of finding time to read each report.
Organizations operate in a turbulent environment that forces them to change even against their will to do so. Every organization has a fair prediction of its future that is why they all spend time and resources to put in place strategic plans. More often they get challenged not to follow these plans because they fail to appreciate that change is a natural phenomenon which is intimately entwined with continuity and that change-continuity continuum is what defines organ...
Strategic human resource management can be defined as the linking of human resources with strategic goals and objectives in order to improve business performance and develop organizational culture that foster innovation, flexibility and competitive advantage. In an organization SHRM means accepting and involving the HR function as a strategic partner in the formulation and implementation of the company's strategies through HR activities such as recruiting, selecting, training and rewarding personnel (Sinha, 2007). This is the effective way of organizing the workforce by the adoption of a specific strategy, where employees' performance can help to achieve the planned organizational targets, such as increasing revenue or improving the profit margin. However, there is no common strategic human resource definition that fits every situation (Lotinggi, 2008). This paper will focus on strategic human resource management at Smarte Carte, Inc. and attempt to make a determination if the company uses SHRM effectively or if there are areas where improvements could be made.
Not all strategies “fit” within the companies activities, some are hit and misses such as when Stewart placed Charles Koppelman to the board, where “he became chairman of the board in 2005, where he negotiated a paid consulting arrangement for himself. He was viewed as enabling Stewart’s self-regard as much as tending to th...
Founded by Bruce D. Henderson in Boston, Massachusetts in 1963 to be the Management Consulting Division serving the Boston Safe Deposit and Trust Company; The Boston Consulting Group (BCG) is now a global management consulting firm which is the world’s leading advisor on business strategy (BGG, 2014). With at least two offices at each continent, BCG is a private company that serves those in public, private as well as not-for-profit sectors. Some of the areas in which BCG provides it’s services to are, but not limited to, postmerger integration, transformation, strategy information technology and management in a two-speed economy (Bloomsberg, 2014). This year, The Boston Consulting Group earned the honor of being placed 3rd on the list of the “100 Best Companies to Work For”, falling just behind Google and SAS.
The unique organizational structure that has been implemented at W.L. Gore & Associates is in contrast to a more formal bureaucratic or hierarchical corporate structure (Kinicki & Kreitner, 2009). For instance, ...
Harvard Business School case 274-116. Cooper Industries, Inc. Retrieved on August 31, 2008, from University of Phoenix, Resource, FIN/545 web site: https://mycampus.phoenix.edu/secure/resource/resource
The company has goal and strategic choices which include expanding and becoming a global organization. This will apparently facilitate and enhance the company’s ability to reach and help more underprivileged people. Furthermore, DDD require its rank-and-file staff to have business-specific skills like business etiquette, keyboard skill, email composition skill, and English proficiency. These skills are essential for a staff working in an IT organization. The skill DDD needs from its management staff is human resources (HR) management experience which covers every aspect of employments. Finally, DDD organization is finding it difficult to recruit the management staff it needs due to the scarcity of local talents and the organization has seen an advantage for entering into a joint venture with a partner organization. The partner organization could have the management talent that DDD does not
Recruitment is the discovering of potential applicants for actual or anticipated organizational vacancies. It makes possible to acquire the number and types of people necessary to ensure the continued operation of the organization. In simple terms, recruitment applies to the process of attracting potential employees to the organization or company.
McAdams, T., Neslund, N. & Neslund, K., 2004, Law, Business and Society, 7th Edition, New York: McGraw-Hill Companies.