Southco is a medium-sized American-owned global manufacturer of access hardware solutions, such as latches and hinges, used for applications in the aircraft, railway, computer and automotive industry.
Operating out of its headquarters in Philadelphia, by 2003 the company had manufacturing sites and sales offices in Connecticut and Florida and similar European operations with a head office in the UK. At this time, the company employed a global workforce of more than 1,479 employees referred to as ‘associates’.
This case is centred on the European head office of the business and details how recruitment and selection is being used to support the organisation’s strategic goal of accelerated global expansion while serving local markets with local production.
The organisation’s vision is to be the ‘leading global source of engineered access control hardware, services and solutions’ (Southco, 2004: 1). This is translated into the following mission statements, which are communicated throughout the organisation:
• to create continuous growth opportunities through strong customer connectivity and engineering excellence 

• to seize these opportunities through seamless teamwork and by leveraging operational excellence and supply chain management 

• to drive leadership, growth and extraordinary value for customers, associates and shareholders.

The organisation’s vision, mission statements and related annual key objectives are captured on a plastic card carried by every Southco associate:
• to drive profitable top line growth 

• to drive and leverage process excellence 

• to expand global reach and capabilities 

• to strengthen and leverage financial position 

• to strengthen people and performance management systems.

Exposed to environmental factors, such as increasing political and economic insecurity and ever more aggressive competitors, Southco reflects a climate of constant change. An appreciation of cultural diversity is characteristic of the organisation as summarised by one of its cultural belief statements: ‘Act Global/Think Local.’ The company’s continuing commitment to this objective has recently been demonstrated by its establishment of a direct sales presence in eastern Europe and a new Automotive Office in Germany to better serve local customers.......

Questions

1. Based on the information provided with respect to organisation context, strategy, vision, mission statements and annual key objectives, what core competences do you feel will underpin Southco’s recruitment and selection processes?

2. What do you think would be an appropriate recruitment and selection procedure for Southco to follow? Map out your answer providing as much detail as possible on the recruitment and selection methods you would use.

3. To what extent could Southco’s approach to recruitment and selection be classified as strategic?
Justify your answer with evidence drawn from case material.
4. What changes would you make to Southco’s recruitment and selection processes in order to more fully meet the model, core dimensions and conceptual framework of strategic recruitment and selection captured respectively in Figures 8.3 and 8.4 and Key Concepts 8.4.

Key Concept 8.4:

Strategic recruitment and selection: a conceptual framework.

Transcribed Image Text:

ORGANISATIONAL STRATEGY 1ST-ORDER: CORPORATE DECISIONS 2ND-ORDER: ORGANISATION HR IMPLICATIONS 3RD-ORDER: FUNCTIONAL DECISIONS STRATEGIC RECRUITMENT AND SELECTION PRIMARY FEATURES Strategic integration Human resource planning Long-term perspective STRUCTURES AND PROCESSES DECISIONS ROLES PEOPLE HUMAN RESOURCE PLANNING Recruitment and selection Human resource development Performance management Employee relations Diversity management Reward management Downsizing Health and safety, etc Figure 8.3 Strategic recruitment and selection: an explanatory model Source: Millmore (2003: 92). SECONDARY FEATURES Front-loaded investment model Rigorous evaluation Sophisticated selection Multi-stakeholder involvement