The unyielding forces brought by competitive markets and globalisation have caused many organisations to introduce strategic roles in their human resource management. Accordingly, HRM is now positioned to integrate human resource practices that are in line with the relevant business or corporate strategies. According to Wright and McMahan (1992), HR practices such as: recruitment and selection; and training and development have been integrated and aligned to the organisations’ strategic imperatives. In the past, Storey (1995, p. 4) observes that organisations recruited just for the sake of filling existing human resource gaps.
However, modern organisations have now realised the need to recruit people who have the skills and expertise that are in line with the company’s objectives. As Othman (2009, p. 1) argues, “organisations should be able to attract and retain qualified employees who are motivated to perform and hence will contribute to organisational effectiveness. ”This report is based on the recruitment and selection processes in Nestlé Malaysia. Specifically, the report looks at the strategic contribution made by the recruitment and selection processes to the overall goals and objectives of the company.
The case of Nestlé Malaysia Nestlé Malaysia is among the contemporary companies that have taken the strategic human resource management (SRHM) concept to heart. In survey conducted by Othman (2009), the company is indicated among prominent Malaysian organisations that have adopted a multi-pronged approach to talent management. Specifically, Nestlé Malaysia has adopted a recruitment program that seeks to hire only people who have the right talent for jobs in the company. According to Othman (2009, p. 13), any applicant for a position in the organisation has to go through different selection levels, which are contained the ‘New Talent Development Program’.
To start with, applicants who have “+/-3 years’ working experience, a university degree and [is] active in extracurricular activities” stands a better chance of securing employment with the company (Othman, 2009, p. 13). All applicants wishing to work for the company must go through a preliminary test and interview where they take an aptitude test, a personality assessment and an interest assessment. The second stage involves an interview with the human resource manager and the line manager. Finally, the directors of the company interview the job applicant.
Asked why Nestlé Malaysia had adopted such a recruitment and selection strategy, one of its members (cited by Othman, 2009, p. 13), stated that the company is intent on finding the right people, who have the needed skills, knowledge, and attitudes. Notably, Nestlé Malaysia emphasises “teamwork, participatory decision making and devolution of functions and cross-functional activities” (Othman, 2009, p. 13). As such, its strategic HRM recruitment function seeks to recruit and select candidates who are not only versatile, but also those with the ‘right’ personalities and temperaments to work as part of the Nestlé team.
Additionally, the Nestlé HR manager quoted by Othman (2009, p. 13) alludes to the fact that the recruitment team looks for people who can establish commitment, loyalty and valuable working relationship with not only their managers or supervisors, but also their fellow employees. Ostensibly, Nestlé realises that for it to compete well in the dynamic marketing environment, it will need to have a loyal, committed and valuable staff members, who share in its values, aims and are willing to meet the company objectives collectively.
The strategic contribution of the company’s recruitment and selection policy can therefore be seen in the processes ability to recruit loyal, committed staff members, who are versatile and willing to work in the Nestlé Malaysia work teams.