Talent Acquisition And Recruiting PDF

Talent Acquisition and Recruiting Recruiting Strategies and Channels Strategic recruitment is an approach to hiring that aligns with an organization’s long-term goals and objectives, ensuring that the right people with the right skills are in the right positions to drive success. Strategic Recrui...

Talent Acquisition and Recruiting Recruiting Strategies and Channels Strategic recruitment is an approach to hiring that aligns with an organization’s long-term goals and objectives, ensuring that the right people with the right skills are in the right positions to drive success. Strategic Recruiting Strategic recruitment aligns hiring with long-term company goals to ensure the right people are in the right positions. It’s critical because personnel costs are a significant expense, and good hiring choices can offer a competitive edge. Companies are expanding their talent acquisition methods to include joint ventures, contracting, and freelancers from outside the organization. They are also looking within to guard the wealth of potential their employees represent, and the new trend is to establish internal talent marketplaces and use internal mobility as a hook to attract and hold onto top performers. Introduction to Strategic Human Resource Management 1 Strategic Talent Acquisition ˆ Treat recruiting like marketing, partnering with marketing to attract candidates and employees. ˆ Innovate in your search by targeting new talent pools, including freelancers, and searching globally and across industries. ˆ Go beyond simply posting job openings on social networks; build robust talent communities interested in your products or company. ˆ Utilize big data tools to identify and source quality candidates worldwide. ˆ Maintain an active candidate pool using relationship management to cultivate prospects and keep them engaged. Introduction to Strategic Human Resource Management 2  Recruiting Strategies Strategic decisions determine if it’s more advantageous to hire consultants, independent contractors, seasonal workers, freelancers, temporary employees, on-call workers, or part-timers. Consider the flexibility and talent needs of your organization when choosing one or many of the following: ˆ Consultants and freelance workers can be contracted for any specific task you need for specialized knowledge or expertise not currently found in your workforce. Your decision should be based on whether you have the talent in-house and/or the bandwidth to accomplish what you need or whether you need to retain an outside consultant. Note: there can be legal issues with contract workers that differ according to location of organization, and HR should be aware and on top of these ˆ Contingent/ temp workers can be hired to work in virtually every level of the organization, including at the executive level. There are many sources to consider, from online freelance agencies to using existing employees. If using external workers, select the right firm or independent contractors and establish clear guidelines for the relationship. ˆ Agents are best hired on recommendation from colleagues. If you have checked their references, and have met with agency staff and are confident that they can meet your requirements, the next step is to draft a statement of work and a working agreement. Introduction to Strategic Human Resource Management 3 ˆ Part-time employees are employees of the organization, subject to the same policies and procedures that full-time employee but work less - can be effective when recruiting diverse workers ˆ Outsourcing is a practical way to get work done without adding headcount is to outsource tasks or even entire departments. It is important to select the right firm and establish clear guidelines for the partnering relationship. ˆ Temporary Staffers are a good solution when you need to fill a job on a temporary basis to fill in for an employee on leave or for a short-term project. These could be freelancers who are hired on a single- project basis or on-call workers in industries that have fluctuating or seasonal needs. Introduction to Strategic Human Resource Management 4  Recruitment Channels Recruiting channels are the various sources and methods that organizations use to attract and connect with potential job candidates. These channels play a crucial role in the HR practice of strategic recruitment, as they directly impact the organization’s ability to engage the right, appropriately qualified people, to fill open positions. The choice of recruiting channels depends on various factors, such as the type of position, the target audience, the organization’s budget, and the desired speed of hire. HR needs to judge the effectiveness of different channels and tailor their recruitment strategies accordingly to attract the best talent for their organization. Introduction to Strategic Human Resource Management 5  Internal vs External Hire A major strategic choice is between internal transfer or promotion (talent identification) and external hire (candidate sourcing). Many larger organizations are looking to Internal Talent Marketplaces to promote Internal Mobility but there will always be roles that can only be filled from external sources. When choosing between internal and external hire managers should consider the advantages and disadvantages involved. Internal Transfer or Promotion: ˆ Improves employee morale and motivation, saving on recruitment costs. ˆ Reduces onboarding time and provides in-depth knowledge of the employee. BUT Limits introduction of new ideas and potential competition. External Hire: ˆ Brings fresh perspectives, talents, and potential competitive intelligence. ˆ May require less investment in development and increase diversity. BUT Higher recruitment costs, lower morale, and longer onboarding. Introduction to Strategic Human Resource Management 6  Hiring to Fit Culture This recruitment strategy emphasizes selecting candidates whose values, beliefs, and behaviors align with the organization’s core values and work environment. By hiring for culture fit, organizations can improve employee engagement, retention, and overall performance. When employees feel like they belong and are a good fit for the company culture, they are more likely to be motivated, productive, and committed to the organization’s success. There are several ways to determine your organization’s culture: ˆ Leadership style: Consider how leaders within the organization interact with employees, make decisions, and communicate. ˆ Accountability: Examine how the organization holds employees accountable for their performance and results. ˆ Performance standards: Evaluate the expectations and metrics used to measure employee success. ˆ Mission, vision, and values: Assess how well the organization communicates its core values and purpose to employees. ˆ Work environment: Determine whether the work environment is formal, casual, or somewhere in between. ˆ Dress code: Consider the dress code expectations, whether it’s business formal, business casual, or allows for casual attire. ˆ Handling mistakes: Evaluate how the organization responds to mistakes and whether employees are encouraged to take risks and learn from failures. Introduction to Strategic Human Resource Management 7 ˆ Management style: Assess the prevailing management style within the organization, whether it’s autocratic, democratic, or laissez-faire. ˆ Hiring qualities: Identify the specific qualities and characteristics that the organization values in its employees. Introduction to Strategic Human Resource Management 8  Candidate Sourcing Talent Sourcing is the process of actively searching for qualified candidates to widen the talent pool ready to be considered for current and future positions. Strategic Candidate Sourcing The fundamental shifts in the global talent market, coupled with skills shortages and evolving work models, have significantly transformed talent acquisition and access. Social media and employer branding have also grown in importance. This necessitates innovation in recruitment practices and a continuous effort to “re-recruit” (engage and retain) current employees, managers, and leaders. In competitive situations or fluctuating economies, casting a wide net for applicants ensures that your pool of candidates is diverse and that you have access to the best available talent. You have many options to fill open positions externally: ˆ Organization website: The careers page of your website should be well-organized and easy to navigate. Job postings should be clear and concise, and the application process should be simple. ˆ Social media and professional networking sites: Utilize platforms like LinkedIn, Twitter, and Facebook to advertise open positions and reach a wider audience. ˆ Job boards: General job boards like Indeed and Monster can be helpful, but niche job boards that cater to specific industries or professions may yield better results. ˆ Employee referrals: Encourage your current employees to refer qualified candidates. Introduction to Strategic Human Resource Management 9 ˆ College recruiting: Partner with colleges and universities to identify potential candidates. ˆ Internships: Offer internships to students and recent graduates to evaluate their skills and potential. ˆ Career fairs: Participate in career fairs to network with potential candidates and promote your organization. ˆ Executive search or contingency agencies: Ask trusted colleagues what firms they use or have used. Introduction to Strategic Human Resource Management 10  Talent Identification Talent identification is the process of developing, monitoring, and managing the growth of skills, abilities, knowledge, and behaviors within the existing workforce to meet current and future business needs. Talent Identification Effective talent identification ensures a strong pipeline of qualified individuals ready to step into critical roles as the organization evolves. This proactive approach reduces the risks associated with unexpected departures, skill gaps, and leadership voids. It also enhances employee engagement and retention by demonstrating the organization’s commitment to career development. Introduction to Strategic Human Resource Management 11 HR can nurture and retain internal talent in a number of ways: ˆ Workforce Planning allows an organization to better understand the strengths and weaknesses of its employees. ˆ Internal Mobility: promotions and lateral moves are a way to provide career paths for employees and to develop their skills and experience. ˆ Performance Management practices ensure that high-potential employees are recognized and nurtured. ˆ Performance Appraisals are a useful way to assess employees’ strengths and areas for improvement. ˆ Succession planning can help identify employees with the potential for growth and it develops employees for specific key roles. ˆ Career Planning helps employees grow and acquire new skills with personalized plans for their growth and development. ˆ Learning and Development provides opportunities through training, mentoring, and coaching. Internal mobility The practice of recruiting and hiring from within an organization offers significant advantages over external recruitment. It is not only more cost- effective but also enhances talent acquisition and retention. A strategic approach focuses on employee experience and career development, fostering a collaborative HR approach that integrates talent acquisition, career management, and learning to retain high performers with the career trajectories that they aspire to. Introduction to Strategic Human Resource Management 12 Benefits of internal mobility: ˆ Cost-effective: Reduces recruitment budgets and onboarding expenses. ˆ Improved talent acquisition and retention: Leverages existing talent and demonstrates commitment to employee development. ˆ Enhanced collaboration: Fosters collaboration across HR functions, integrating talent acquisition with career management and learning. ˆ Employee empowerment: Provides opportunities for skill development and career advancement. ˆ Positive talent cycle: Creates a virtuous cycle where professional growth attracts and retains top talent. Introduction to Strategic Human Resource Management 13 How to master the internal talent identification process: ˆ Define “talent” in alignment with strategic goals. ˆ Use a skills inventory to identify employees for open positions. ˆ Create a database of desired skills, abilities, and knowledge. ˆ Implement a clear policy for internal job postings. ˆ Use various methods to identify high-potential employees. ˆ Focus job postings on required skills, and make the application process easy. ˆ Ensure fairness, transparency, and freedom from bias in the selection process. ˆ Provide constructive feedback to unsuccessful candidates so they keep trying. ˆ Offer ongoing support, coaching, and opportunities for high-performers. ˆ Regularly review and update the talent identification process. Introduction to Strategic Human Resource Management 14  Methods to identify high-potential employees ˆ 360-degree feedback: Gathering input from multiple sources to gain a well-rounded perspective on an employee’s performance. ˆ Psychological assessments: Using tools to measure personality traits, cognitive abilities, and other relevant factors. ˆ Nine-box grid: A performance and potential matrix used to categorize employees based on their current and future value. Source: Academy to innovate HR (AIHR) The 9 box grid is a talent management tool that segments employees into nine groups based on their current performance and future potential. This matrix helps organizations align talent management and development initiatives where they add the most value. Introduction to Strategic Human Resource Management 15  Selection Techniques and Interview Approaches There is nothing more important than having the right people in the right places to move your organization forward. A strategic approach to selection and interviews sorts and right people from the wrong ones. ˆ Selection techniques include resume screening, application forms, skill tests, personality assessments, background checks, job offers, and negotiation. ˆ Effective interviewing involves building rapport, asking the right questions (behavioral, open-ended, follow-up), and evaluating candidate. Selection Techniques ˆ Resume Screening: This initial step involves reviewing candidate resumes to identify those who meet basic job requirements. This helps narrow down the applicant pool for further evaluation. ˆ Application Forms: Standardized application forms collect essential candidate information such as contact details, work experience, and education and they help to compare applicants. ˆ Phone Screening: A brief conversation to assess a candidate’s qualifications, availability, and interest in the position. ˆ Interviews: Structured conversations designed to evaluate a candidate’s skills, experience, and fit with the company culture. ˆ Skill Tests: Practical assessments to evaluate a candidate’s proficiency in specific job-related skills, such as writing, coding, or data analysis. ˆ Personality Assessments: Tools to measure personality traits and their potential fit with the job and organizational culture. Introduction to Strategic Human Resource Management 16 ˆ Cognitive Ability Tests: Evaluates a candidate’s problem-solving, reasoning, and learning abilities, often used for positions requiring critical thinking. ˆ Assessment Centers: Comprehensive evaluation process involving multiple exercises and assessments to simulate real-world work situations. ˆ Background Checks: Verifying information provided by candidates, including employment history, criminal records, and references. ˆ Job Offers: Extending formal offers to successful candidates, outlining compensation, benefits, and employment terms. ˆ Negotiation: Discussing and finalizing employment terms with the candidate, including salary, benefits, and start date. Introduction to Strategic Human Resource Management 17  The Interview Interviews are a critical part of the hiring process, allowing employers to gather information about candidates, build rapport and assess their suitability for the role. Several interview approaches can be used depending on the organization’s needs and preferences: ˆ Structured interviews: A predetermined set of questions is asked of all candidates to ensure consistency and reduce bias in the evaluation process. ˆ Unstructured interviews: These are more conversational and allow for flexibility in questioning, but they require skilled interviewers to maintain focus and avoid irrelevant discussions. ˆ Behavioral interviews: Focus on past behaviors to predict future performance by asking candidates about specific situations and how they handled them. ˆ Case-based interviews: Candidates are presented with real-world scenarios to evaluate their critical thinking, problem-solving, and decision-making abilities. ˆ Panel interviews: Multiple interviewers assess the candidate from different perspectives, providing a comprehensive evaluation and expediting the hiring process. ˆ Group interviews: Multiple candidates are interviewed simultaneously, allowing employers to observe interpersonal skills, teamwork, and competitiveness. Introduction to Strategic Human Resource Management 18  Effective interview practices Building Rapport and Setting the Stage ˆ Create a welcoming atmosphere: Small talk and a comfortable setting can help candidates relax. ˆ Outline the interview structure: Clearly communicate the interview process to manage expectations. ˆ Active listening: Pay close attention to candidates’ verbal and nonverbal cues. Asking the Right Questions ˆ Behavioral interviewing: Focus on past behaviors to predict future performance using the STAR method (Situation, Task, Action, Result). ˆ Open-ended questions: Encourage detailed and thoughtful responses. ˆ Follow-up questions: Delve deeper into specific areas of interest. ˆ Make absolutely certain to avoid illegal questions: Stay compliant with employment laws and regulations. Evaluating Candidates ˆ Note-taking: Document key points, strengths, weaknesses, and overall impressions. ˆ Consistent evaluation: Use a standardized rating system to compare candidates fairly. ˆ Collaboration: Discuss candidates with other interviewers to reach a consensus. Introduction to Strategic Human Resource Management 19 Post-Interview Follow-Up ˆ Timely feedback: Provide candidates with timely feedback on their performance. ˆ Thank-you notes: Express appreciation for the candidate’s time and interest. ˆ Internal communication: Share interview notes with the hiring team. Common Pitfalls to Avoid ˆ Relying solely on resumes: Dig deeper into candidates’ qualifications through in-depth questioning. ˆ Focusing on one candidate: Consider multiple candidates and avoid premature decisions. ˆ Ignoring cultural fit: Assess how candidates align with the company’s values and work environment. Introduction to Strategic Human Resource Management 20  Key Considerations Everyone who participates in the hiring process should be trained on: ˆ How to conduct a fair and legal interview, ˆ How to formulate appropriate questions ˆ How to evaluate responses, and ˆ How to make a hiring decision Introduction to Strategic Human Resource Management 21  Fair and Legal Interviews Understanding the distinction between legal and illegal interview questions is crucial for HR professionals and hiring managers. Failure to comply with employment laws can lead to significant legal and reputational consequences. It is a good rule of thumb that you don’t make any pre-employment inquiries regarding an applicant’s: ˆ Race. ˆ Gender. ˆ Color. ˆ National origin. ˆ Age. ˆ Disability. ˆ Veteran status. ˆ Marital status. ˆ Sexual orientation. Every region has different laws but generally it’s a good idea to only focus on questions that directly relate to the job requirements and avoid inquiries that could be perceived as discriminatory. Introduction to Strategic Human Resource Management 22  Tips for Effective Candidate Selection Although there is no fool-proof selection method, with careful preparation, good listening skills, and attention to detail, you will be able to make informed selections. ˆ Use a robust selection process with multiple stages. ˆ Utilize interviews, skill tests, and personality assessments. ˆ Focus on behavioral interviewing to predict future performance. ˆ Evaluate cultural fit with the company’s values. ˆ Involve the team and sell the company to attract top talent. ˆ Make timely decisions and provide clear feedback to candidates. ˆ Regularly review the selection process for improvement. Introduction to Strategic Human Resource Management 23  Reducing the Selection Bias Risk Selection bias is the tendency to favor or reject candidates based on irrelevant or subjective criteria, such as their name, gender, ethnicity, education, or appearance. ˆ Bias can lead to missed opportunities, legal risks, and a lack of diversity and inclusion in an organization. ˆ Making the best talent choices requires organizations to confront the reality of perceptual errors and unconscious bias Different types of hiring bias ˆ First impression: Research indicates that many interviewers make decisions about candidates rapidly. A quick decision based on how the applicant looks, behaves or dresses could eliminate some high-quality candidates. ˆ Contrast: If the first candidate is weak, the second candidate will look much better in comparison. ˆ Halo effect: If the candidate is strong in one dimension, so you overlook other missing skill sets. ˆ Horn effect: If the candidate scores poorly in one area, you might have the tendency to focus on this area and generalize it for the entire person. ˆ Pitchfork effect: This occurs when one negative detail or trait about a person decides how they are rated overall. ˆ Presumptive qualification: When the interviewer learns the candidate went to the same college and decides subconsciously that they must be talented. Introduction to Strategic Human Resource Management 24 ˆ Intuition or gut feeling: Interviewers focus on irrelevant factors such as beauty, intellect or others, instead of focusing on the actual competencies and skills required. ˆ Affinity bias or similar-to-me effect: People tend to favor those who look like them or who are more similar to them. ˆ Confirmation bias: Recruiters make snap decisions based on perceived truths and then spend the rest of the time, subconsciously or not, trying to justify their bias and only hear what they want to hear. ˆ Affect heuristics: People often rely on emotions, rather than facts, when making decisions. This allows us to reach a conclusion quickly but also distorts our thinking and leads us to bad choices. Introduction to Strategic Human Resource Management 25  How to avoid selection bias Selection bias can be costly and detrimental to effective recruitment. To minimize selection bias in hiring, HR professionals should prioritize consistency and transparency throughout the recruitment process. Other ways to avoid selection bias: ˆ Use a structured and standardized interview approach with predetermined questions to ensure all candidates are evaluated fairly. ˆ Base hiring decisions on factual evidence rather than subjective assumptions. ˆ Cultivate awareness of unconscious biases among hiring teams. ˆ Diversify interview panels to include individuals with various perspectives. ˆ Emphasize the expected behaviors for the job role in addition to assessing skills and experience. ˆ Use structured behavioral interviews to gauge candidates’ alignment with the company culture and values. ˆ Develop approaches that promote conscious decision-making and mitigate bias. This can involve techniques such as priming, which encourages interviewers to actively consider potential areas of bias and make more informed choices. Introduction to Strategic Human Resource Management 26  Employer Branding Every organization needs to develop and maintain an effective and compelling employment brand to attract and retain the best talent available. The stronger the organization’s employment brand, the easier it is to attract the right talent. What is an employment brand? Your brand is your reputation in the outside world, and it is also how your current employees feel about working for you. The better you are at building and maintaining a strong brand, the easier you’ll attract and retain the best talent available. Candidate choices are increasingly based on employer brand, with three factors contributing most to a bad reputation as a place to work: ˆ Lack of job security ˆ Dysfunctional teams ˆ Poor leadership On the other side, the three key factors for a positive reputation were as follows: ˆ Stability ˆ Opportunities for career growth ˆ The ability to work with a high-performing team Introduction to Strategic Human Resource Management 27  Brand Building Strategies Employee Engagement Organizations must create a workplace where employees want, not just need, to work. A key driver of employee engagement is employee brand engagement which occurs when employees are aligned and involved with the organization’s brand. This fosters a sense of purpose and motivates employees to support and advance the brand’s goals. To build engagement and be an employer of choice, companies can: ˆ Regularly update their website with successes, product and employee news. ˆ Clearly define and communicate their Employee Value Proposition (EVP). ˆ Encourage employees to share positive experiences about the company. ˆ Showcase company culture and values through storytelling on social media. ˆ Implement employee referral programs with incentives for participation. ˆ Ensure a positive experience for job applicants and new hires from day one. Introduction to Strategic Human Resource Management 28  Brand Building Steps So it’s essential to have a good brand as an employer, but how can you build that brand? Global VP of LinkedIn Talent Solutions Wade Burgess’ brand- building recommendations are: 1 Step 1: Evaluate your brand. Conduct surveys to determine what prospective employees think of your brand and the company as a place to work. Use Glassdoor’s “get inside the job seeker’s mind” approach to gain insight into candidates’ concerns. 2 Step 2: Identify/clarify your employer proposition. Knowing what inspires your employees to drive through the gate every day (and if you don’t know, ask/survey), will allow you to accurately communicate your brand. 3 Step 3: Connect with your audience. Send the right message to the right people via the right medium. 4 Step 4: Recruit and support brand ambassadors. Provide your employees with engaging, shareable content, encourage them to share and amplify their efforts. Note: the difference between mediocre and great employer branding often is executive involvement so involve upper management in content publishing and social sharing. Introduction to Strategic Human Resource Management 29  Employer Value Proposition A good EVP is gold dust in the seller’s market that talent recruitment has become. You can strengthen your Employee Value Proposition (EVP) by aligning it with what matters most to your employees, such as career growth, flexibility, recognition, and meaningful work. Find out what matters to them. The EVP of your company is distinct from the external image and brand. It is the image a company reflects to its employees and instead of just financial rewards, the organization’s Total Rewards come into play. The bigger rewards package that defines EVP includes factors like status, autonomy, growth and development opportunities and less tangible aspects like the social life and the sense of belonging that employees experience thanks to their jobs. The Role of Technology in Talent Acquisition and Recruiting Technology can significantly enhance the efficiency and effectiveness of talent acquisition and recruiting. Tools include gamification, mobile technologies, automation tools and recruiting software. Introduction to Strategic Human Resource Management 30 HR Technologies for Recruiting Talent HR already uses technology throughout the entire employee life cycle but optimizing the recruiting process with technology could entail any of these approaches: ˆ Use mobile technology to recruit: ƒ Optimize your website and job postings for mobile devices. ƒ Use text messaging to communicate with candidates. ƒ Consider using mobile apps to streamline the application process. ƒ Automate job board processes by leveraging available automation tools ˆ Build a talent pool by developing an internal database of qualified candidates to reduce third-party recruiter dependence and allowing HR personnel to build relationships with a pre-qualified talent pool ˆ Socialize the search to connect with and engage candidates ˆ Recruiting software can assist with the evaluation and selection process by collecting applicant information and allowing for filtering, grading, and matching candidate skills against job requirements ˆ Recruiting tools can help organize and disseminate information across multiple channels and job boards and reduce the time it takes to arrive at a short-list of qualified applicants ˆ Applicant Tracking Systems can be used to screen resumes and applications based on keywords and criteria, streamlining the selection process. Introduction to Strategic Human Resource Management 31  Gamification Gamification in recruitment leverages game design elements to create an interactive experience for candidates. By incorporating game-like features and simulating job-related scenarios, organizations can assess candidates’ problem-solving abilities, adaptability, decision-making skills, creativity, strategic thinking, resilience, and collaboration. This approach not only provides a more comprehensive evaluation of candidates but also enhances the candidate experience. AI-driven talent acquisition AI tools can improve efficiency in the recruitment process , identify more qualified and diverse candidates, and reduce cost per hire ˆ By creating a more candidate-driven process as opposed to a recruiter- driven process, recruitment becomes more cost efficient ˆ Using AI-based tools allows candidates to apply online and take an assessment immediately. ˆ AI can be used to design a tailored, online interview focused on targeted questions. ˆ AI-based tools can reduce unconscious bias in the hiring process through use of randomized and “anonymized” resumes and applications, allowing recruiters to assess candidates on their qualifications. ˆ AI can support an organization’s DEI initiatives to meet DEI hiring targets. Introduction to Strategic Human Resource Management 32  Recruiting Software Recruiting software provides integrated dashboards and automated screening to manage recruitment drives effectively. Automation can reduce time-to-hire and cost-per-hire while improving the quality of candidates. ˆ Recruiting technology helps recruiters manage recruitment drives, collect applicant data, and filter candidates based on job requirements. ˆ Recruiting software integrates data from various sources, providing a comprehensive view of candidates. ˆ Automation tools can filter and rank candidates, saving time and improving efficiency. ˆ Smart screening technologies help identify promising candidates and build a pool of qualified applicants for future roles. ˆ Recruiting software can help recruiters post job openings across multiple channels and track applicant progress. Introduction to Strategic Human Resource Management 33  Internal talent marketplace The internal talent marketplace is a new model that revolutionizes talent acquisition, mobility, and management. It leverages a technology-enabled platform to connect employees with diverse opportunities within and outside the organization. This dynamic approach fosters a more agile and adaptable workforce, empowering employees to explore new roles, develop skills, and contribute to innovation. A internal talent marketplace is: ˆ A technology-enabled platform for connecting employees with opportunities ˆ A way to support internal mobility with gig work, mentorship, and skill- building experiences Benefits: ˆ Enhances workforce performance and productivity ˆ Creates more agile and adaptable teams ˆ Empowers employees through personalized development opportunities ˆ Fosters transparency, diversity, equity, and inclusion Introduction to Strategic Human Resource Management 34