Early in the case, Dell around 2000 is described primarily as a sales and logistics company. Further, Dell's "hiring practices were designed to weed out anyone who would slow the company down. Newcomers were told they had to be comfortable with ambiguity. Long-time executives were hard-pressed to draw an organization chart: to make the company more nimble, departments were divided up when they became too big" (p. 4).
Given what we are told about Dell at that time in and around 2000, you as a new VP of HR are specifically tasked with designing an HR selection process to ensure that you are hiring the best people for Dell at this time, with a strong understanding of this current strategy.
Describe the overall philosophy of this selection process and the form or process that it might take (i.e., interview with HR, managers, number of interviews, references, etc.) and why.
How does what you are suggesting relate to strategic human resource management?