Innovation in recruiting, screening, interviewing and retaining top talent, necessary for company growth, has become a high priority in industries that face perennial talent shortages (Chen, Huang, 2009). Another area of innovation is in defining performance management, in addition to defining strategies for best orchestrating limited resources throughout a company (Appleby, Mavin, 2000). In traditional HRM systems this was often done by trial-and-error (Mirvis, 1997). Today through the use of evaluative tests and programs, HRM professionals can quickly determine what the best possible fit is for a given role of responsibility, comparing relative strengths across the company. HRM has progressed from a tactical set of processes to a more strategic foundation for company growth (Chen, Huang, 2009). The catalyst of these areas of innovation is the need for companies to move faster on large-scale projects, meeting or exceeding time-to-market schedules while reducing costs. Strategic HRM systems and processes make this possible. The innovation that is occurring in HRM is a direct result of these factors increasing the complexity and speed...
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