1. Based on the information provided with respect to organization context, strategy, vision, mission statements and annual key objectives, what core competencies do you feel will underpin Southcos 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. What can be done by the company to prove that appointment was legitimate? CASE STUDY FOR QUESTION 1

Recruitment and selection at Southco Europe Ltd

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.

The organizations vision is to be the leading global source of engineered access control hardware, services and solutions. This is translated into the following mission statements, which are communicated throughout the organization:

• 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 organizations 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 organization as summarized by one of its cultural belief statements: Act Global/Think Local. The companys 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.

CASE STUDY FOR QUESTION 2

Recruitment and selection at Southco Europe Ltd

Southco values its associates highly and its approach to human resource management could best be described as soft. This is reflected in its annual key objectives and evidenced by: generous health and benefits schemes; considerable investment in employee training and development; and initiatives that seek to improve employee relations such as interdepartmental or cultural training, where the associates are prepared for the challenges of a Multi-cultural environment. Despite being exposed to a rapidly and continuously changing business environment, the Organization regards itself as being extremely people-focused and is particularly committed to its internal labor market and proud of its many long serving employees. When sourcing for the right pool of talent, Southco recruits from both the internal and external labor markets. However, it will first strive to fill vacancies via the internal labor market rather than recruiting externally and it is company policy that every position is first advertised internally. The company regards people as its key success factor and places great emphasis on their development and training. The HR department seeks to continuously assess and develop the skills and talents of its associates in order to ensure that these match its strategic requirements. With a strong focus on the rapid global expansion of the organization, the pressure is on the HR function for timely and effective delivery. A critical success factor for achieving this is the coherent alignment of the HR function with corporate strategy and objectives. This is particularly evidenced through the corporate scorecard, where the HR function represents one of the key measurable relating to performance delivery against corporate goals, including internal and external customer satisfaction. Here, in short, Southcos HR function positions people processes as the link between corporate objectives and performance management. The strategic fit between Southcos corporate and HR strategies are also evidenced by the fact that the European Human Resource Development (HRD) Manager is regarded as an indispensable member of the senior management team.

CASE STUDY FOR QUESTION 3

Putting It All on Paper

A large State Government department (International) advertised to fill the position of Director, Corporate Services, reclassified in a recent evaluation of its Senior Executive Service structure. Three short-listed applicants were interviewed and the selection panel offered John the job. Shortly afterwards, the ICAC received a complaint alleging that John knew he had been appointed to the position before the interviews were held and got the job because he had worked for the department before. The ICAC asked the department to report on the matter. The department wanted to prove the recruitment process was above board so its Internal Auditor reviewed the files. He was surprised that the full checklist did not show how applicants met the selection criteria and that there were no notes from the interviews. He also found that the selection panel report contained only the recommended applicants name and the conveners signature (no date or title of the position, no recommended salary, no reasons for recommendations and no eligibility list).

The selection panel claimed that John was not appointed to the position before the interview and was clearly the best person for the job. However, the Auditor found no evidence to support this claim, making it difficult to assess the matter. Consequently, the department could not satisfy the ICAC that the recruitment process was fair.