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Файл:Стратегическое управление человеческими ресурсами. Русско-английский учебник
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The major consumers of these products are forest recycling cen-
ters, woodworking enterprises using power-saw benches.
In the middle-term and long term, “Russkiy les” has the following
challenges:
– the access to the new timber industry markets, including the out-
let for deciduous wood;
– the company's adoption of a new technology of logging operations, mastering of new methods of wood processing in order to ensure
a higher efficiency;
– high-quality diversion of forest concession;
– the recycling of low-grade lumber into wood moldings;
– the attraction of investors for the purpose of recycling of waste
materials into the new products (fuel briquettes);
– the minimization of utilities consumption;
– the recycling of process waste;
– the gradual renewal of plant, the upgrade of specialized machinery, heavy equipment;
– quality improvement of forest products;
– product expansion.
Over the last years there has been a slowdown in the growth of
sales volume, staff size, labour productivity, salary levels and other
financial, technical-and-economic indicators.
There is a high staff turnover that causes the rising cost of training
programs for the new hires. The accession rate of the company is 18,7 %,
the leaving rate is 10,1%. The data, which characterize the personnel
structure according to work experience, indicate that most employees
have been working at the company for 5–10 years (28 %) or 3–5 years
(22,7 %), some employees (33,3 %) have been working there for less
than 3 years.
The analysis of the information about job candidates that were selected last year revealed the following facts: 28 % were random candidates who applied to the company in search of work, 25 % were candidates selected by the ad in the newspaper, 23 % were found with the help
of the employees of the enterprise, 18 % were found by the workers
of the labour exchange.
The main disadvantages of the current staff selection system in the
hiring process include the following:
– the lack of regulations for the staff selection system which results
in the total absence of the analysis and formal confirmation of the process of selection;
71
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– the lack of clear, precise assessment criteria;
– the use of the same methods in the selection of candidates for the
positions of executives, managers, blue-collars;
– the use of traditional methods in the current staff selection sys-
tem, the lack of innovation;
– the selection of staff in the hiring process is performed by the
Human Resources officer. The HR officer creates the job opportunities
data bank, holds the job interviews and sorts out the candidates. The
line-managers also participate in the selection process. They lay down
the candidates requirements and conduct the interview.
In the process of personnel screening, the two methods are used:
the application (CV) for the positions of the managers and the interview
for the other categories of staff. During the selection of candidates, the
following criteria are used: the educational and professional standard,
skill level, qualifications and experience.
To be selected the candidate must go through the final screening
(the interview which is conducted by the manager (the direct superior)).
In most cases, the managers do not prepare for the interview and do not
have the step action plan. They choose the holding form and ask questions based on their experience. Usually the interview does not have
a clear structure and questions for the candidate arise spontaneously.
Evidently, the situation with the random candidates selection will
lead to a decrease in workforce productivity and a decline in the
efficiency of the enterprise. This is bound to happen sooner or later.
Questions to the situation
1. What macro-level and micro-level factors have a decisive im-
pact on the human resource formation and involvement?
2. Outline the main requirements of the enterprise stakeholders.
3. Identify the strengths and the weaknesses of the enterprise in
human resources management.
4. What changes are necessary to be made to the company’s
recruitment policy in order to gain the advantage over the competitors?
73
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Chapter 2
CONCEPTUAL FOUNDATIONS OF HUMAN
RESOURCES MANAGEMENT STRATEGY
Understanding of HR-strategy has changed significantly when it
became the centre of attention of researchers. Scientists and practitioners
have come to the understanding of strategy as a developing process
which is subject to the influence of politics and requires studying.
2.1. THE CONCEPT OF “HR-STRATEGY”.
NALYSIS OF THE EXISTING MODELS OF STRATEGIES
A
The concept “strategic human resources management” still has not
got a universally recognized definition. According to some experts, it is
a topic for great scientific debate, the results of which are quite controversial [8].
So, Tyson in his book “Human Resource Strategy” (1995) gives
the following definition for HR-strategy: it is overt and covert intentions
of the corporation in the management of its employees, expressed
through philosophy, policies and practices [20].
Over the time, the idea that HR-strategy should not be presented
on paper and should not be explicit, as it is stated in the definition of Tyson, appeared. An idea that strategy is not something finished and detailed, but it is something developing and progressive. There is serious
scientific research, suggesting that strategic HR-management is based on
the need to solve problems rather than a formulation of a single integrated strategy [12; 14]. Strategic thinking, strategic direction and strategic decisions were considered to be more realistic.
Views on the strategy as a process not necessarily rational
and top-down but political and evolutionary appeared in the literature
on general strategy in parallel with these ideas. Mintzberg argues
that strategy is formed, rather than formulated, and that any conceived
strategy can be changed by circumstances, actions of employees, etc.,
so the implemented strategy may differ from its original conception
[16]. According to Mintzberg, strategy can be determined only
in retrospection. This view includes the idea that strategy is not
necessarily determined only by top management but it may be influenced
OF HUMAN RESOURCES MANAGEMENT
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76
from the grass roots – while new ideas are tested in the part of the organization and, if they are useful and successful, they gradually spread in the
whole organization.
This leads to the concept of strategy as learning both in the part of
the content and in the part of the process that is supported by understanding
strategy as a process of change. The necessity to feel the changes in the outside
world, develop an appropriate strategy and implement it is indicated in the
literature. Although the function of HR is often excluded from the process
of forming a strategy, HR-strategy is being implemented in the implementation
of the organizational strategy, however, it is very weak. The ability of the
most successful companies to implement strategic plans quickly is an important feature of successful management. However, many scholars
and practitioners indicate the lack of attention to the implementation of
HR-strategy and available evidence indicates that this area has problems.
The relationship between the strategy of the organization and
HR-strategy can be realized in the following variants (ict. 2.1) [9].
The strategy
of the organization
The strategy
of the organization
The strategy
of the organization
HR-strategy
a
HR-strategy
b
HR-strategy
c
The strategy
of the organization
The strategy
of the organization
HR-strategy
d
HR-strategy
e
Pict. 2.1. Potential relationship between the strategy
of the organization and HR-strategy
77
Division
Compliance
Dialogue
Integrity
HR-strategy
as a mover
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78
The model of division (pict. 2.1, a) represents a variant where
there is no interaction if these two strategies do exist in the organization
in a clearly distinctive form. This picture was typical twenty years ago,
but it does take place now, especially in small organizations.
The model of compliance (pict. 2.1, b) represents a variant in
which a growing recognition of the importance of human factors in
achieving the organization’s strategic objectives is observed. Employees
are regarded as a key to the implementation of the declared strategy of
the organization, and HR-strategy is developed in accordance with this.
This approach generally depends on the common view on strategy
as a logical and rational process. The examples of relations in the model
of compliance are organizations that distribute business objectives in
a cascade way – down from senior management across the units,
departments, teams, etc. The units of the organization, for example, are
to propose a strategy of the unit that promotes the achievement of objectives of the organization’s strategy. Departments are to propose their
strategy that would help implement the strategy of the unit, and so on.
HR-department, like any other, must determine its strategy in order to
meet the requirements of the organization.
The model of the dialogue (pict. 2.1, c) promotes the relationship
one step further, since it recognizes the need for bilateral dialogue and
discussion. The requirements of the strategy of the organization may not
be quite acceptable, and there is a need to consider alternatives.
The model of integrity and the model of HR-strategy as a mover
show closer interaction between two strategies.
Holistic model, or the model of integrity (pict. 2.1, d), represents
a situation when people who work in the organization are regarded as
a key to achieving competitive advantage, rather than as a means of implementing the strategy of the organization. In this case HR-strategy
is not just a means of achieving the objectives of the business strategy,
it is the objective itself. Thus, HR-strategy becomes a crucial factor,
without which there cannot be any strategy. Business strategy can be
considered more broadly than the competitive strategy (or positioning in
the market) in terms of the organization, based on resources. In this case
business strategy may involve different strategies, including HR. This
implies codevelopment and some form of integration, rather than slavish
adherence to a particular business strategy.
The model HR-strategy as a mover (pict. 2.1, e) offers
a more radical form, in which HR-strategy occupies the basic
79
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