How Is M&s Recruitment and Selection Strategy Linked to Its Human Resources Strategy?How is M&S recruitment and selection strategy linked to its human resources strategy?In general, a strategic approach to HRM involves the designs and implementations of a set of internally consistent policies and practices that ensure a firms human capital to contribute to the achievement of its business objectives. Fundamental to the strategic HRM perspectives, there is an assumption that firm performance is influenced by the set of HRM practices a firm has in place. M&S line managers can enhance productivity by building a sound HRM system having a set of specific HRM practices in different ways. This necessitates the development of an approach to investigate the correlation between a firms productivity and strategic HRM factors. Based on that understanding, managers can adopt appropriate strategies to improve companys HRM so as to increase the business units total productivity. According to strategic HRM, the HR strategy should be developed alongside the general strategy of the organization, to acquire cultural fit within and with the outside environment.
5.0 ConclusionEvery organisation wants to be successful and depends upon its employees to make that happen. Success should be viewed over the long term. A healthy organisation can go the distance and the best metric of success should be the health of the employees.
The most important issue of M&S is to build upon the companys already existing strengths and try to overcome the threats of the change. One of the major benefits claimed for organizational learning is that it enables organizations to manage change in a timely and effective manner. The organizational learning and individual development movement was largely a response to the need for organizations to seek to sustain competitiveness and survival in a discontinuous environment. Management practice today is still largely driven by a closed systems view that relies on planning, on a consensual, top-down implementation of change interventions. M&Ss change requires time and energy for learning new approaches, but it is necessary to develop new skills and capacities. M&S has a long history of change management and HRM excellence, but even for them, resolving their present tensions and changes represent a considerable challenge.
> > The key feature of the M&S program is the ability to design and deploy a strategy around change. By that definition, “planning” and “idealization” come within the same category as “learning,” but in an effective manner.
The SVP also has written a series of posts in which he explains the specific focus upon the changes he is addressing. This, or M&S’s current strategy to “dissolve the old school business logic” has been largely written in the framework of a plan to “exploit the changes.” The SVP also describes M&S’s current strategy as “a strategic assessment of how the U.S. and other countries at large are engaging with China to improve their security, trade competitiveness and infrastructure.”
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In a nutshell, the program is designed to build upon a process where the decisions of stakeholders are made based on shared vision and knowledge to improve the functioning of the organization over time. In practice, this creates a system that facilitates the decision-making process—a seamless process that fosters self-organization, and allows innovation to take place.
In order to build upon the existing model, this M&S program was created in response to China’s increasingly aggressive behavior toward M&S’s leadership position. The SVP argues it is important for stakeholders in the United States to provide more information and more information on M&S. The program will provide effective leadership of the change movement that is currently operating outside of our control, enabling us to better coordinate our policies and agendas, and also increase the capacity for the U.S. government to effectively influence the changes the company is proposing. The SVP also suggests that companies work hard to create a ‘global brand’ by building an online community for their managers (i.e., by creating teams for global change leaders like the CEOs):
We believe leadership would help change the culture inside of American management. Without it, global change simply wouldn’t have unfolded. Therefore, the SVP says, companies today are far more likely to face an environment of conflict and conflict than within a time frame where it becomes more difficult for their leaders to resolve conflicts. Our M&S leadership program calls for companies to focus on how they can build leadership through new initiatives rather than just by building on existing strategies.