RECRUITMENT AND SELECTION

IN SHRM
GROUP C5
How is the assigned process aligned to the
strategic pillars of the company?
• Operational Efficiency
Hiring people who are result-focused , have experience in relevant field and well-verse with
current technology and can look at many different areas as an integrated whole to be able to
identify areas of efficiency improvement and eliminating trade-offs
• Availability of Product & Services: People who can understand the entire-supply chain and have
necessary skills of coordinating and negotiating with various stakeholders involved
• Innovation and renewal: Hiring of people who are disposed to lifelong learning, initiative and
commitment will be more inclined towards continuous change and adapting to external
environment
• Communication with Customers
Recruitment of people with values, sound principles and better soft & interpersonal skills who are
able to connect with end consumer will translate to employee-customer-profit chain.
What structure would effectively enable the
assigned process?
• Scale Center
• Administration of the entire hiring process, including selection of hiring committee.
• Assuring that corporate standards and legal norm related to recruitment and selection are met.
• Centers for Expertise
• Develop plan for enabling efficient and effective recruitment using their expertise in the field
• Develop clear attributes that are required for a specific job position to allow recruiters to select
appropriate candidate
• Conducting interviews and then reviewing, identifying and shortlisting candidates .
• The Business Partners
• Identifying key core competencies in the individual hires to assign them to a division where they can
not only contribute but also maximize their own learning.
• Ensure job allotment in a way where it aligns the competencies of the recruits and with the strategic
business objectives of the company.
What do the scores for the assigned process
imply/reflect?
• Nestle requires talented people with skills like flexibility, exemplary attitude, values and sound
principles to reinforce its third and fourth pillar of strategy
• Low score on existence of standard corporate Induction Program shows that the philosophy of
Nestle is not uniformly internalized into the employees
• Proper training is not provided to help them make decisions
• Most of the employees do not feel engaged in each stage of the recruitment process from the
beginning to the end
• The qualities judged in the candidates during the recruitment process do not align with the
requirements of the business
• The company is not able to leverage its brand value to attract better talent
How is the Recruitment and Selection linked
to other HR process
• The goal setting phase of the performance management system is heavily aligned with the
content of the Job description phase of the recruitment process. The goals are based on the
expectations in the job description
• An objective criterion for recruitment and selection encompassing equity would portray the firm
as an equal opportunity employer
• Compensation plays a big role in recruitment as it an incentive for the competent employees that
are right fit for the firm
• Conversely, the compensation of an employee has to be based on the recruitment process the
employee has gone through depending on job description, background and competence
• Strategic HRM influences the recruitment and selection to ensure that the skills, knowledge and
inspiration required by the company to achieve its strategic goals are met
What are your recommendations for HRM in
Nestle Peru?
• Sourcing: Generate a list of top business and technology schools for the positions of line
managers and above
• Selection: Technical interview to gauge the requisite hard skills as identified in the First
Question
• HR interview to check the culture fit of the candidates and look for leadership potential
• Hiring of HR managers: develop a customized structure specific to HR managers so that
the people hired actually ingrain the culture of the organization apart from having
business acumen to understand relation between overall and HR strategy (vertical fit)