Mairaj Nadeem is a student of MS Mangement Sciences.

1. The Role of Recruitment & Selection in
Managing Change

2. Mairaj Nadeem
mairajrm@gmail.com

3. Objectives of the Presentation:
 Definitions of Recruitment, Selection and Change Management.
 Traditional and New approaches of the R &S process
 R&S can contribute directly to a variety of organizational change.
 How R&S can be developed to Manage Change
 Case Study

4. Recruitment & Selection.
 Major function of the HR
Department.
 The first step towards creating:
 the competitive strength
 the strategic advantage for the
organizations

5. Recruitment Selection
 The process of:
 Defining the vacancy
(job description)
 Identifying relevant
persons. (right person
for the right job)
(person specification)
 Searching for and
attracting relevant
applicants.
The process of:
evaluating candidates
Interviewing
for a specific job
selecting an individual
for employment
 based on certain
criteria.

6. R & S Methods
 Traditional
 Local Paper Advertisement.
 Local Employment Office
Postings.
 Temp. Agencies.
 Internal Hiring.
 New / Modern
 Big Data and analytics
 Social Media.
 Employee Development.
 Employer Branding.

7. Mode of Selection
Traditional Mode of Selection
 Knowledge, Skills and Abilities
New Mode of Selection.
Outsourcing
Multistage Selection Strategies.
Conjunctive Selection Strategy.
Compensatory Selection Strategy.

8. Traditional Recruitment & Selection Model

9. Hiring in the Digital Age:
 It's all about digital.
 Candidates expect a fast, easy application
process.
 Your "employment brand" is a key selling
point.
 Employers need to focus on passive
candidates.
 Data analytics are getting more
sophisticated.

11. Change Management
 Change Management is the:
Process
Tools
Techniques
To mange the change
To achieve
The required business
outcomes.

12. Types of Organizational Change
 Planned.
 Unplanned
e.g.
 Organizational Structure
 People
 Culture
 Policy and legal agreements
 Process
 Technology
 Integration

13. Reasons to resist Changes
 Fear of the unknown/surprise:
 Mistrust:
 Loss of job security/control:
 An individual’s predisposition
toward change:

14. How to Manage Change
 The proactive effort
 to make the most of the changes
 to benefit the organization.
 Needed: a systemic, proactive approach
1. Overcoming resistance
2. Engaging employees
3. Implementing change in phases
4. Communicating change

15. Necessary Qualities of Change Champions
& Change Agent
 Take calculated risks
 Good knowledge and technical skills
 Good motivation and work attitudes
 Achievement – oriented

16. Case Study

17. Protection Royale
 Protection Royale, a leading player in the insurance business, has tried over
time to become one of the largest direct insurers in the UK.
 Its annual turnover is £2780 million
Future Strategy
The future strategy of the Protection Royale is to become undisputed market
leader in the UK Insurance Market.

18.  The focus is on the Financial Consultancy
Division of this insurance company.
 There had been very low turnover among the
sales consultants whose job had been to market
the company’s insurance products to insurance
brokers.

19. Customers lost confidence, the company lost its position in the
marketplace.
There was a big shake-up
The company recognised the need to have a more focused
product range and high-performing staff who could persuade
brokers that these were worth selling on to clients.
A new person specification developed:
 excellent product knowledge
 influential and persuasive
 negotiation skill

20. New Recruitment & Selection Policy
 advertise in the trade press
 use specialist recruitment agencies
 recommendations from existing staff
 shortlist from applications
 interviews, roles plays, psychometric testing
 references

21.  Existing staff were deemed either ‘suitable’, ‘unsuitable’ or
‘possible’; many left.
 Line managers tried to head-hunt replacements, but failed.
 A crisis became apparent
Impact of Change:

22.  Recruitment champions’ were appointed.
 Line managers and HR specialists were given performance indicators
relating to recruitment objectives.
 A new search for direct recruits and for trainees.
 A matrix of selection methods (e.g. Application form, testing of job
knowledge/ skills/attitudes, psychometric testing, interviews, simulations,
presentations, references) and competencies.
Role of Recruitment & Selection in Managing
this Change