Managing Sustainable Selection Programs
| Autor: | Kehoe, J.F., Mol, S.T., Anderson, N.R., Farr, J.L., Tippins, N.T. |
|---|---|
| Přispěvatelé: | Leadership and Management (ABS, FEB), Faculteit Economie en Bedrijfskunde |
| Rok vydání: | 2017 |
| Předmět: | |
| Zdroj: | Handbook of Employee Selection ISBN: 9781315690193 Handbook of Employee Selection, 205-225 ISSUE=2nd;STARTPAGE=205;ENDPAGE=225;TITLE=Handbook of Employee Selection Handbook of employee selection, 213-234 STARTPAGE=213;ENDPAGE=234;TITLE=Handbook of employee selection |
| DOI: | 10.4324/9781315690193-9 |
| Popis: | This chapter focuses on four primary drivers of sustainability: the organizational purposes for selection, HR strategy, governance, and process management. The role of local managers and HR staff in supporting or participating in selection processes, metrics for managing selection, and corporate and local authority over the selection processes. One of the most significant HR strategy factors for the success of selection programs in medium to large organizations is the manner in which the sometimes conflicting corporate and unit interests are managed. Selection programs may be most sustainable where funding is corporate but approval is local. Generally, to the extent that the organization emphasizes training and development as the source of employee skills, either of two things may be true of the selection program. Divergence of interests is more likely to create fundamental conflicts with the professional and legal standards for selection programs, especially where different units have similar jobs. |
| Databáze: | OpenAIRE |
| Externí odkaz: |
|