The 8-box model:
An alternative HR framework frequently used to model HR activities is the 8-box model by Paul Boselie. This model illustrates the various external and internal factors that impact the effectiveness of HR practices. In the 8-box model, you first encounter the external general market context, external population market context, external general institutional context, and external population institutional context. These external factors influence HR operations.
For instance, a shortage of specific skills in the market affects how we approach sourcing, recruiting, and hiring, as opposed to when there is an abundance of qualified candidates. The institutional context also changes: legislation affects day-to-day HR operations, while trade unions and work councils can impose limitations on HR activities.
At the core of the model is the configuration process. Factors such as the company’s history, culture, and technology influence HR communication, objectives, and the effectiveness of HR policies. These factors collectively shape the HR strategy.
The 8-box model outlines the following HR strategies and practices:
Intended HR practices: The goals for recruitment, training, and other HR activities are important, but the 8-box model shows that this is merely the starting point.
Actual HR practices: Even with strong intentions, the execution of HR practices relies on the cooperation between HR and managers. If managers choose to implement things differently, the intended practices can diverge from the actual practices, as highlighted by the 8-box model.
Perceived HR practices: This refers to how employees perceive the HR activities within the organization. Despite the best efforts of HR and managers, if employees perceive these activities differently than intended, the perception will not align with the actual HR practices, according to the 8-box model.
HR outcomes: The 8-box model aims for certain HR outcomes, similar to those in the Standard Causal Model of HR. These outcomes lead to essential HR goals (such as cost-effectiveness, flexibility, legitimacy, etc.), which in turn contribute to ultimate business goals (including profit, market share, market capitalization, and other factors that enhance competitive advantage).
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