managing people

Week 7 A4 Plan Feedback

We were impressed

by many of the A4 plans we saw last week.

The better ones had clear links from the models to the chosen approach for the organisation.

Doublecheck that you have chosen a Can

ce

r Charity or a

n Event Management

company.

Y

ou

could

also choose a

ne

w

di

gital me

dia start up.

I

f

choosing the new start

up this

should be a company that

is less than 6 years

old.

The

organisational life cycle

was

included on the guide so th

at you

c

ould

see where

your

organisat

ion might be e

.

g

.

new start up is in start up or growth. Maturer organisations might be in

rebirth to avoid decline.

You are advi

sed to use the models from this modu

le as that is what we are assessing here.

The three

models required

are

Strategic HRM, Recruitment and

Selection

The

Strategic

HRM

options included

several suitable models

in week 3

. The Event Management

company might prefer the

Matching Michigan model

as the vertical integration (external) elements

are clearly labelled and they can discuss these against t

he horizontal integration (internal) elements

which have been defined within the triangle. The Charity may prefer the

Harvard Framework

with

its emphasis on vertical integration with external stakeholders and the need to foster horizontal

integration to fo

ster commitment to the organisation. There

are

also the models of

Best Fit and Best

Practice

but

you would

have to work harder to illustrate vertical / horizontal

fit for your

organisations with these rather than just discussing the elements included in th

e other models.

For example the

new digital media start up could work with best fit as

best practice

would be too

expensive for them.

You would then

illustrate who / what they would integrate with for the Vertical

fit and similarly for the Internal horizo

ntal integration there should be comments related to the

mission statement / structure/ HR strategy etc.

Recruitment:

This was covered in both week 4

(labour market and recruitment)

and week 5

(selection week) and we only focused on 2

key

models of recrui

tment: Processual (fit the job to the

person) and systematic (fit the person to the job). The latter is more suited to

your

grad

uate

role.

You

should endeavour to reference from the current journal debate (post

-

recession: 2012 onwards)

Selection

:

has many

techniques

to

choose from.

The lecture

deliberately did not offer references

for situational / structured / unstructured interview approaches so

you can

research these

from the

journal debate in the area of selection

.

You

could also offer

psychome

tric testing and assessment

centres

, again referenced from the journal debate

. The vulnerability of psychometric tests to the

practice effect and the expense of assessment centres are considerations.

Models of

recruitment c

ould include e

-

recruitment

movin

g onto

e

-

selection

at the selection stage

or

choosing the option of

the social exchange theory of selection .

The

JNA

(Job Needs Analysis)

and JA

(Job Analysis)

with Competence examples have been given in

both weeks 4 and 5

to inform the Job Description, w

hich appears in the appendix.

The

PS

has been

discussed and a short grid was offered as part of the plan guide. In C

hapter 2

of your report the

JD

and

PS

information

relates to the

theory of what

(What is

a

…)

and why

(why do we want to include

the JD / PS?)

for the JD and PS and does not include the actual JD or PS developed for your role

.

Week 7 A4 Plan Feedback

We were impressed by many of the A4 plans we saw last week.

The better ones had clear links from the models to the chosen approach for the organisation.

Doublecheck that you have chosen a Cancer Charity or an Event Management company. You could

also choose a new digital media start up. If choosing the new start up this should be a company that

is less than 6 years old.

The organisational life cycle was included on the guide so that you could see where your

organisation might be e.g. new start up is in start up or growth. Maturer organisations might be in

rebirth to avoid decline.

You are advised to use the models from this module as that is what we are assessing here. The three

models required are Strategic HRM, Recruitment and Selection

The Strategic HRM options included several suitable models in week 3. The Event Management

company might prefer the Matching Michigan model as the vertical integration (external) elements

are clearly labelled and they can discuss these against the horizontal integration (internal) elements

which have been defined within the triangle. The Charity may prefer the Harvard Framework with

its emphasis on vertical integration with external stakeholders and the need to foster horizontal

integration to foster commitment to the organisation. There are also the models of Best Fit and Best

Practice but you would have to work harder to illustrate vertical / horizontal fit for your

organisations with these rather than just discussing the elements included in the other models.

For example the new digital media start up could work with best fit as best practice would be too

expensive for them. You would then illustrate who / what they would integrate with for the Vertical

fit and similarly for the Internal horizontal integration there should be comments related to the

mission statement / structure/ HR strategy etc.

Recruitment: This was covered in both week 4 (labour market and recruitment) and week 5

(selection week) and we only focused on 2 key models of recruitment: Processual (fit the job to the

person) and systematic (fit the person to the job). The latter is more suited to your graduate role.

You should endeavour to reference from the current journal debate (post-recession: 2012 onwards)

Selection: has many techniques to choose from. The lecture deliberately did not offer references

for situational / structured / unstructured interview approaches so you can research these from the

journal debate in the area of selection. You could also offer psychometric testing and assessment

centres, again referenced from the journal debate. The vulnerability of psychometric tests to the

practice effect and the expense of assessment centres are considerations.

Models of recruitment could include e-recruitment moving onto e-selection at the selection stage or

choosing the option of the social exchange theory of selection .

The JNA (Job Needs Analysis) and JA (Job Analysis) with Competence examples have been given in

both weeks 4 and 5 to inform the Job Description, which appears in the appendix. The PS has been

discussed and a short grid was offered as part of the plan guide. In Chapter 2 of your report the JD

and PS information relates to the theory of what (What is a…) and why (why do we want to include

the JD / PS?) for the JD and PS and does not include the actual JD or PS developed for your role.