Recruiting and Selecting Leaders for Innovation
Recruiting and Selecting Leaders for Innovation
A reading recount of Lauren E. McEntire, Tiffany M. Greene-Shortridge. (2011). Recruiting and Selecting Leaders for Innovation: How to Find the Right Leader. Advances in Developing Human Resources, 13, 266-278.
The recruitment and selection process system is getting difficult it is because of today’s affected society. To identify good leaders to fit into the organisation is it a time-consuming and expensive process. It is crucial for the organisation to stay competitive in the market as innovative leaderships played a crucial role. (Greene-Shortridge, Lauren E. McEnture and Tiffany M., 2011)
The research shown that human resources (HR) professional practices to hire the right skills leader to fit into an innovative organisation, the overall succession played a vital role in the success for the organisation (Sarros, Cooper, & Santora, 2008; Shipton, Fay, West, Patterson, & Birdi, 2005).
The objective of this article had emphaise the importance of develop an organisations’ recruitment and selection strategies to hire an innovative leaders to fit into the organisation. There are several recommendation selection tools such as common behavioral/psychological assessments, behavioral interviews and succession planning.
It is important to have a visionary innovative organisational leader because is the great impact for the organisation to scale greater heights. The HR professionals are greatly responsible to ascertain the individuals to play a significant role on the motivation and performance with other members. The leader’s role is to boost the morale and earned due respect and recognition as a model. Training and Development has been a tool for self-development. The turnover rate is remaining low and retention will be shown higher. There will be a direct impact on the leadership that led by a good leader.
To identify the visionary innovative leaders is the most difficulties recruitment process for HR professional. Successful leaders are usually employed and not actively looking for a better opportunity. The most effective recruitment is identifying through the private/medial social networks, headhunting, peer referrals, professional societies or alumni list.
Using peer referral is effective for the recruitment process it is because they were from the mid-to upper-level successful in the organisation and that make the organisational referral.
The new recruitment techniques are through social networking media and websites. To make it more productive recruitment tool (a) use current employee as a search point (b) look for a competent and relevant key experience (c) use the internal referral within the organisation. It is a best practice to recruit internal as initial information is easily access.
There are a few types of selection tools that are available; the most popular is the Innovation Potential Indicator to assess the capability to carry out innovative ideas in particular scenarios (Burch, Pavelis & Port, 2008). There are other types of selection assessment such as personality, motivation, experiences/biographical data and situational judgment which allow administering online. Within the assessment centers, the result allows for evaluation to relate the leadership capability and performance.
Another selection tools is Person-Organisation Fit Assessments (P-O fit), it is to assess the compatibility between the individual and organisation. In accordance, this is a value-based selection tools to test the values of creativity and innovation. P-O fit relates to the attributes and competence, which between job satisfaction and commitment.
Behaviorally Based Interviews has become a successful approach to predict a person through the past experiences. Usually interviewers will customer the situational questions to cater to the relevant past work experiences. Such answer allows the interviewer assess the candidates’ leadership skills or special skills.
Succession planning has been the most popular practice for large organisation. An effective succession plan can take a few years to identify an innovative leader within the organisation. The most challenging is keep close contact with current and future innovation leader needs and advance to a new role.
In this article, author state a few points to recruit and select innovative leaders in various ways. The value of a great leader in the organisation and what is important for an innovative leader. The task is to build the organisation confidence, the vision, and culture and to know what kind of leader suit the organisation.
The author clearly demonstrates in recruitment and selection of a good leaders it appears to be the traditionally way for HR professional. Recruit and groom the innovative leaders internally have continually shown to be a valuable investment (Groves, 2007; Hempel & Brady, 2006; Roshto, 1997). A good leader must be able to foresight and wisdom to enable the organisation to grow constantly. It allows the organisation to evolve into a new generation. The ideal candidates should have the competences or characteristics were deeming the most critical. (The Business Times, 2011)
However, the author opinion on the behavioral based interview may be a traditional method for fair selection procedures (Moscoso, 2000; Salgado & Moscoso, 2002). But the author is unable to show the facts of the success rate of the retention of keys leader. Another tools that author state is the Innovation Potential Indicator (IPI) is to assesses the person capability for a particular environment (Burch, Pavelis, & Port, 2008)
Link Relevant to the case study
The case study “A Matter of Choice” objective is to identify who is the best person to lead Andre Pierrot’s empire (Teh & Girardi, 2010). The article has identified the recruit and selection of the innovative leader. The important of succession planning is to identify the ideal candidate to be seen as a leader, the leader must add value to the organisation. The candidate must express interest to do the job. (Dennis Carey, John J. Keller, and Michael Patsalos-Fox, 2010)
The organisation has to clearly state what kind of leader they are looking for, the vision of an organisation. The focus group discussion has to list down the criteria, identify the best suited to fit into the organisation. Make use of the functional competency of leadership attributes to identify a leader.
Thus, succession planning is targeted within the organisation level. The new leader should share the organisation vision and mission. Once the new leader has been appointed, it allows the potential to be understudying the current leaders. The seamless change and transformation is benefit for the staff. Being a successor, it has to established leader who inspires many with her optimism, positive energy and nurturing demeanor (The Straits Tiimes, 2011).
University/College: University of Arkansas System
Type of paper: Thesis/Dissertation Chapter
Date: 25 October 2016
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