Strategic Selection and Workforce Impact: Monash Hotel Analysis Report

This report delves into the impact of strategic selection on workforce performance, focusing on the context of Monash Hotel. It highlights how strategic human resource management (SHRM) and effective recruitment processes, including internal and external analysis, can enhance organizational culture and improve employee efficiency. The report emphasizes that strategic selection goes beyond simply filling positions; it also involves identifying the needs of the company from the workforce, leading to improved organizational structure and sustainability. The study also mentions the significance of the selection process in improving the operational integrity, proficiency, and sustainability of the company. The report includes references to key literature and academic articles that support the concept of strategic selection and its impact on workforce performance.

Impact of strategic selection on a company:
Strategic selection is part of recruitment procedure that is included in SHRM or strategic human
resource management (Daley, 2012). Strategic selection does not only mean choosing the ideal
candidate for a particular designation or department. At the same time strategic selection also
holds the responsibilities of the identifying the needs of the company from the workers.
Therefore the impact of strategic selection can change the competency of the company by
enhancing the working efficiency of the workforce (Jackson, Schuler & Jiang, 2014). An SHRM
process initially follows a systematic internal and external analysis of the company that helps to
identify the proper workforce required for a position. The chief effect of strategic selection over
the company’s environment is also related to its organizational culture and work environment
(Kramar, 2014). A potential employee who has been selected by a strategic selection approach
has more potentiality to adopt the functionality of the department as well as to maintain the
organizational culture and sustainability. Apart from that, the strategic selection also improves
the organizational structure by placing an individual in the most suitable position within the
breakdown structure of the organization (Keep, 2014).
As a Human Resource consultancy, the chief responsibility is to improve the organisational
workforce functionality of Monash hotel that can improve the overall effectivity of the work
structure. Henceforth, the impact of the Strategic Selection process for Monash hotel would be
identified from their individual and collective performance of their workforce (Renwick,
Redman & Maguire, 2013). In strategic selection, the potential employee has to undergo a
multithreaded selection process where Monash hotel can be benefitted by getting appropriate
employees for their selective vacancies. At the same time, this strategic selection tool can also

improvise the operational integrity, proficiency and sustainability of the Monash hotel that can
enhance its resultant competence level (Treweek et al., 2015).
Reference:
Daley, D. M. (2012). Strategic human resources management. Public Personnel Management,
120-125.
Jackson, S. E., Schuler, R. S., & Jiang, K. (2014). An aspirational framework for strategic human
resource management. The Academy of Management Annals, 8(1), 1-56.
Keep, E. (2014). Corporate training strategies: the vital component?. New Perspectives, 109-125.
Kramar, R. (2014). Beyond strategic human resource management: is sustainable human
resource management the next approach?. The International Journal of Human Resource
Management, 25(8), 1069-1089.
Renwick, D. W., Redman, T., & Maguire, S. (2013). Green human resource management: A
review and research agenda. International Journal of Management Reviews, 15(1), 1-14.
Treweek, S., Lockhart, P., Pitkethly, M., Cook, J. A., Kjeldstrøm, M., Johansen, M., ... & Jones,
R. (2013). Methods to improve recruitment to randomised controlled trials: Cochrane
systematic review and meta-analysis. BMJ open, 3(2), e002360.