Resourcing Strategy

In: Business and Management

Submitted By Ginat10
Words 2024
Pages 9
People Resourcing Standards | Practitioner-level Standards

People Resourcing
Purpose
The pace of change affecting organisations shows no sign of slowing down and it has a strong impact on managerial expectations about: • employee behaviour and attitudes • corporate pressures on managerial performance • the employability potential and aspirations of labour market entrants • the criteria for success applied to those engaged in employee resourcing activities. Therefore, this elective is designed to recognise the following key points: • For any organisation to achieve its people resourcing outcomes, the people resourcing professional must be aware of the organisation’s strategic direction and be able to demonstrate that the resourcing policies, systems and procedures contribute to achieving the corporate strategic goals. • There is no guarantee that today’s organisations will exist in the indefinite future, either at all or in their present form. So this elective seeks to address the competencies that resourcing professionals are likely to need ‘everywhere and tomorrow’, rather than just ‘here and now’. • Administering employment systems in line with the law and recognised standards of fairness and good practice is important, but it doesn’t make the difference between success and failure in the market place. People resourcing professionals add real value through their contribution to the recruitment, selection, deployment, development and retention of people who themselves add value to the organisation, individually and collectively. • Many employers still use recruitment and selection processes for which there is little or no supporting evidence. The talents and potential of people are often dissipated or neglected, poor performers are still ignored, sidelined, promoted or dismissed without any serious attempt to resolve the problem, and performance review systems…...

Similar Documents

Strategy Management

...OUTLINE AND AIMS This course provides the student with an understanding of how international business strategy fits into the organisation and running of a company or multi-company corporation. The course consists of 8x three-hour sessions of lectures and case studies. The aim of the module is to introduce the student to the way in which a firm can achieve sustainable competitive advantage through strategy. LEARNIING OUTCOMES By the end of the course students should be able to (1) understand the concepts of strategic management, (2) evaluate the factors that need to be considered in analysing a firm’s external environment, (3) evaluate the internal core competences of a firm, (4) formulate strategy for the firm, (5) understand the nature of corporate strategy, and (6) understand the nature of international strategy. Additional learning outcomes are specified for each session. COURSE CONTENT The course consists of nine sessions: (1) What is strategy? (2) The Market Positioning Approach (3) The Resource Based View of Strategy (4) The Institution Based View of Strategy (5) Diversifications and Acquisitions (6) Strategic Alliances and Networks (7) International Strategy (8) Globalisation and MNC organisation structures (9) Conclusion The course will be taught over nine sessions of 3hrs, namely a lecture of 2hrs and a seminar of 1hr. The lectures are used to illustrate the key points under each topic as well as real business examples. Seminars will be used...

Words: 1703 - Pages: 7

Resourcing Talent

...Resourcing Talent (Certificate In Human Resource Practice) Introduction The aim of this report is to: * Identify and assess at least 4 factors that affect an organisation’s approach to attracting talent. * Identify and explain at least 3 organisation benefits of attracting and retaining a diverse workforce. * Describe at least 3 factors that affect an organisation’s approach to recruitment and selection. * Prepare a Recruitment Authorisation Request to the MD comparing and contrasting the benefits of at least 3 different recruitment methods and three different selection methods. Methodology In preparing this report, research was done through books and the internet and was based on the workings of the company I am employed by. Findings The Identification and Assessment of 4 Factors Which Can Affect an Organisation’s Approach to Attracting Talent The main factor here is Supply and Demand: * Is there a vacancy? The first point to consider is whether or not there is actually a vacancy to fill. If a current member of staff has left or is intending to leave, could the vacancy be filled by splitting the job between other current employees? This could be resolved by carrying out a job analysis gaining information from the leaver (through an exit interview) and the line manager. The opportunity could arise at this point to consider restructuring the company by promoting someone to take on more responsibility – thereby affording that employee......

Words: 2079 - Pages: 9

Hr Strategy

...HR Strategy Survey Instrument for Key Leaders INTRODUCTION “Human Resources as Strategic Partner” is one of the critical success factors in the Strategic Alignment system. This critical success factor is defined as follows: Human resources (HR) professionals act as consultants with managers to develop, implement, and assess human capital policies and practices to achieve the organization’s shared vision. Senior leaders, managers, HR professionals, and key stakeholders contribute to the human capital vision and the agency’s broader strategic planning process. In order for an agency to be strategically aligned, key leaders must be involved. This requires HR staff to coordinate with stakeholders and managers in achieving the agency’s mission, goals, and organizational objectives. The following are potential results of strategic alignment in the area of HR: HR professionals and key stakeholders are involved in the agency strategic and workforce planning efforts. The HR function is adequately staffed and prepared, in competencies and resources, to proactively partner and consult with line managers. The HR staff reaches out to other organizational functions and components through facilitation, coordination, and counseling to provide integrated mission support. USING SURVEY INSTRUMENTS Conducting surveys is an excellent method of collecting feedback to ensure HR staff is successfully coordinating with the agency’s key leaders. Such surveys can be distributed: In a paper-based...

Words: 1152 - Pages: 5

Resourcing and Talent Planning

...Annual survey report 2010 Resourcing and talent planning Contents Summary of key findings Resourcing strategies and objectives Recruitment difficulties Graduate recruitment Attracting and selecting candidates Resourcing in turbulent times Diversity Workforce planning Labour turnover Employee retention Recruiting employees Resourcing strategies and objectives Recruitment difficulties Graduate recruitment Attracting candidates Selecting candidates Recruitment costs Resourcing in turbulent times The impact of the economic climate on resourcing Views on the employment market Implications for talent management Diversity Workforce planning Managing labour turnover Cost of labour turnover Retaining employees Looking forward Recommendations Background to the survey Demographics Labour turnover Note on statistics and figures used Further sources of information Acknowledgements Endnotes 2 2 2 2 2 3 3 3 3 3 4 4 4 7 8 10 10 14 14 16 16 22 24 26 28 28 30 31 32 32 32 33 34 35 36 Resourcing and talent planning 2010 1 Summary of key findings The 2010 Resourcing and Talent Planning survey (formerly the Recruitment, Retention and Turnover survey) contains valuable information on current and emerging trends in people resourcing practice. This annual benchmarking survey is based on 480 respondent organisations from the UK and relates to the period 1 January to 31 December 2009. The year was a challenging one for many organisations as the UK experienced its worst recession......

Words: 11689 - Pages: 47

Employee Resourcing Strategies

...I am continually amazed how many leaders pursue the wrong things— and it almost always comes down to what is being measured. The wrong measures tend to trigger the wrong activities—because they represent what people "see." Then these wrong activities generate the wrong results—no matter how well-executed the activities are. Most individuals and organizations don't get what they want because they don't measure what they really want! If your measurements are out-of-whack, everything else will be as well. This is a real problem, because no organization can be any better than its measurement system. Here is just a small sample of bad things that happen to good companies that don't measure well:  Strategy isn't well executed, because managers and employees don't know what the strategy means for their jobs.  Operational performance can't be appropriately managed, because management becomes (at best) a set of educated guesses.  Priorities are vague and conflicting, and goals can't be set because goals require the right measures.  People don't understand what's expected of them, and when they do figure it out, it's often too late.  Managers don't really know how well their functions, their people, and their initiatives are performing.  There's frenetic behavior, lots of activity, but little seems to get accomplished, and nobody really knows what is paying off, and what isn't.  There are Herculean efforts at problem-solving and performance improvement, but problems......

Words: 3111 - Pages: 13

Resourcing and Talent Planning 2013

...Annual survey report 2013 in partnership with RESOURCING AND TALENT PLANNING 2013 2013 CONTENTS Foreword About us Summary of key findings Recruiting employees The number of job vacancies The use of agency workers Attracting candidates The use of social media Improving the employer brand Recruitment difficulties Selecting candidates Candidates’ integrity and behaviour Recruitment costs Employing younger workers Changes in the employment of young people Efforts to attract younger candidates Graduate recruitment Initiatives to develop skills The role of education institutions in equipping young people for work Diversity Resourcing and talent management in turbulent times The impact of the economic climate on resourcing Talent management budgets Changes in resourcing and talent practices Views on the employment market Managing labour turnover Retaining employees Looking forward Background to the survey Sample profile Calculation of labour turnover Note on abbreviations, statistics and figures used Acknowledgements 2 3 4 7 7 9 10 12 14 16 19 20 20 22 22 23 24 25 26 29 31 31 32 32 35 39 40 44 46 46 48 48 51 RESOURCING AND TALENT PLANNING 2013 1 RESOURCING AND TALENT PLANNING FOREWORD For 17 years our annual Resourcing and Talent Planning survey has provided HR professionals and their organisations with benchmarking data on recruitment costs, resourcing and talent management practice, employee turnover rates and recruitment practices. This edition includes......

Words: 18801 - Pages: 76

Resourcing Talent Activity 1

...Title: Resourcing Talent Activity 1 Name: Nyasha Sakutukwa Organisation: FirstCol Services Ltd Course: Certificate in Human Resources Practice 2013-14 College: Central Sussex College Word Count: Terms of Reference This report has been compiled for the Certificate in Human Resources Practice 2013-14. To be submitted by September 5th. The aim: To investigate specific aspects regarding recruitment practice. 1. Objectives: Identify and assess four factors that affect an organisation’s approach to both attracting talent and recruitment and selection 1.2, 1.3 Identify and explain three organisational benefits of attracting and retaining a diverse workforce 1.1 Describe three methods of recruitment and three methods of selection and identify when it is appropriate to use them 2.1, 2.2 2. Introduction To identify, explain and analyse recruitment practice within FirstCol Services Ltd. 3. Methodology Information for this report was gathered in the following ways: Consultation with fellow HR Professionals, both during networking events and during CIPD Certificate in Human Resources Practice Level 3 lessons. Analysis of practice at my own organisation. This included conversations with fellow HR professionals as well as Managing Director of the company. Research into different techniques used at other organisations. 4. Findings 4.1 Organisational Factors The factors that affect an organisation’s approach to......

Words: 1439 - Pages: 6

Cipd - 3rto Resourcing Talent

...Date:10/10/2015 To: Maxine Rawlings From: Michaela Sampson Subject: Module: 3RTO Resourcing Talent Overview: The aim of this report is: 1.1 To identify and and explain at least 3 organisation benefits of attracting and retaining a diverse workforce 1.2 To identify and assess at least 4 factors that affect an organisation’s approach to attracting talent 1.3 To describe at least 3 factors that affect organisation’s approach to recruitment and selection Diversity in any organisation includes hiring and promoting a workforce of people with differences. These differences include race, gender, ethnicity, sexual orientation, physical abilities and economic backgrounds. The premise of a diverse workplace is that employees are brought together to create a culture of inclusiveness, where all employees feel valued. It is also vital to recognize that these differences require an individual approach to managing a diverse workforce. This is also supported by CIPD available at: http://www.cipd.co.uk/hr-resources/factsheets/diversity-workplace-overview.aspx (Accessed:19th October 2015) 1.1; Attracting and retaining a diverse workforce has many benefits. According to ACAS available at: http://www.acas.org.uk/index.aspx?articleid=3725 (Accessed:13th October 2015) an organisation with diverse workforce has: * Better understanding of wide range of customers needs with ability to attract a broad client base. It means that social diversity (demographic differences such as......

Words: 664 - Pages: 3

Employee Resourcing

...Shareholders may intervene as follows: * Insist on a more independent board of directors. * By sponsoring a proposal to be voted at the AGM * Making recommendations to the management on how the firm should be run. 5. Managers should have voluntary code of practice, which would guide them in the performance of their duties. 6. Executive Share Options Plans In a share option scheme, selected employees can be given a number of share options, each of which gives the holder the right after a certain date to subscribe for shares in the company at a fixed price. The value of an option will increase if the company is successful and its share price goes up. The theory is that this will encourage managers to pursue high NPV strategies and investments, since they as shareholders will benefit personally from the increase in the share price that results from such investments. However, although share option schemes can contribute to the achievement of goal congruence, there are a number of reasons why the benefits may not be as great as might be expected, as follows: Managers are protected from the downside risk that is faced by shareholders. If the share price falls, they do not have to take up the shares and will still receive their standard remuneration, while shareholders will lose money. Many other factors as well as the quality of the company’s performance influence share price movements. If the market is rising strongly, managers will still benefit......

Words: 5977 - Pages: 24

Resourcing and Talent Planning

...CIPD Unit of Assessment – 09005 Unit title | Resourcing and talent planning | Level | 3 | Credit value | 6 | Unit code | 09005 | Unit review date | Sep-11 | Qualifications link | Certificate in Human Resource Practice | Aim | To develop the learners’ understanding of the principles and practice of resourcing and talent planning | Unit abstract Organisational success depends on having the right skill mix. This unit provides an introduction to resourcing and talent planning process. Studying this unit will enable learners to understand the factors which impact on an organisation’s resourcing and talent planning policy. They will learn about the relationship between recruitment and selection by identifying the key stages in each separate but related process. The benefits to the organisation of attracting and retaining a diverse workforce will be emphasised. They will be able to make a positive contribution to the recruitment and selection process by developing their knowledge and skills in defining and writing job descriptions, contributing to the job advertisement process, short listing, conducting face to face or telephone interviews and contributing to job offer and rejection letters. They will also learn about the key legislation pertaining to recruitment and selection. Finally, they will also learn more about good practice in employee induction and retention and the importance of collaborative working with other stakeholders. This unit is suitable...

Words: 1003 - Pages: 5

Resourcing Talent

...|Unit title |Resourcing Talent | |Level |3[1] | |Credit value |6 | |Unit code |3RTO | |Unit review date |Sept. 2011 | Purpose and aim of unit Organisational success depends on having the right skill mix. This unit provides an introduction to the resourcing and talent planning process. Studying this unit will enable learners to understand the factors that impact on an organisation’s resourcing and talent planning activities. They will learn about the relationship between recruitment and selection by identifying the key stages in each separate but related process. The benefits to the organisation of attracting and retaining a diverse workforce will be emphasised. They will be able to make a positive contribution to the recruitment and selection process by developing their knowledge and skills in defining and writing job descriptions, contributing to the job advertisement process, shortlisting, conducting...

Words: 1241 - Pages: 5

Startegic Human Resource Management: Employee Resourcing

...corporate strategy. Through this assignment, parked under the context of Strategic Human Resource Management (SHRM), the title of Employee Resourcing is being discussed which comprises of the context of employee resourcing, human resource planning, labour turnover and its implications, talent management and retention strategies, attracting and managing knowledge workers as well as the theories of attraction-selection-attrition. 2.0 OBJECTIVES The objectives of Chapter 4: Employee Resourcing which is parked under the context of Strategic Human Resource Management (SHRM) is to: 1. Express greater awareness and appreciation of the human elements and human dimensions of organisations as well as knowledge of the impacts of corporate decisions on its employees especially in the scope of employee resourcing; 2. Integrate ethical principles and positive human values into the design of the organisational character and behaviour of companies as well as understand the central and invisible role of organisations to the community and its stakeholders; 3. Demonstrate the correct use and application of relevant concepts and tools via employee resourcing in Strategic Human Resources Management (SHRM) to gain competitive advantage. 3.0 EMPLOYEE RESOURCING 3.1 THE CONTEXT OF EMPLOYEE RESOURCING As now termed by the Chartered Institute for Personnel and Development (CIPD) in the United Kingdom (UK), people resourcing which is also known as employee resourcing or ER......

Words: 16825 - Pages: 68

Hr - Resourcing Talent

...slow down as staff stay in their roles for longer o Legal – legislation such as minimum wage, impacting on business when there is an increase. Some organisations may be unable to recruit further staff due increase in wage bill • Internal factors can include o Staff turnover – promotions, retirement or even redundancy will impact on turnover and therefore create or remove positions o Business objectives/company strategy – if the business is planning on expanding it will need to factor in any recruitment needs at all levels o Wastage rates will decrease when unemployment is high, this will mean that there will be less need to recruit as staff tend to stay in their existing role due to the fear of joining those unemployed Organisational Benefits to a Diverse Workforce There are many benefits to a diverse workforce aside from the legal compliance: ➢ Enhances the organisation’s reputation and image with external stakeholders making them an employer of choice ➢ Assists in the development of new products, services and marketing strategies due the input of ideas. ➢ Builds employee commitment and morale. Employees feel valued and fairly treated ➢ Recruiting and retaining people from a wide "talent" base as the organisation has a good reputation ➢ Reduces the costs of turnover and absenteeism, due to high employee engagement. Different Recruitment Methods and when to use them Hook and Foot (2002) define recruitment as ➢ All activities......

Words: 1433 - Pages: 6

Employee Resourcing

...Strategic Approach to Employee Resourcing (Adapted from Armstrong, 2006) Definition The objective of HRM resourcing strategies is ‘To obtain the right basic material in the form of a workforce endowed with the appropriate qualities, skills, knowledgeand potential for future training. The selection and recruitment of workers best suited to meeting the needs of the organization ought to form a core activity uponwhich most other HRM policies geared towards development and motivation couldbe built.’ Keep (1989)Resourcing strategy ‘ is concerned with obtaining and keeping the number andquality of staff required and with selecting and promoting people who ‘fit’ the culture and the strategic requirements of the organization ’ Armstrong  The aim of the resource based strategy is to ensure that a firm achievescompetitive advantage by employing more capable people than its rivals. Thesepeople will have a wider and deeper range of skills and will behave in ways that will maximize their contribution. Armstrong How the organization attracts and retains the right employees 1.   By being the employer of choice2.   By providing them better opportunities and rewards than competitors3.   By developing a positive psychological contract which increases commitment and creates mutual trust 4.   By deploying the resources in ways that maximize the intellectual capitalthey provide. Strategic HRM approach to resourcing The strategic approach to people resourcing is to find......

Words: 3239 - Pages: 13

Employee Resourcing

...In recent years, there has been marked increase in competition in virtually all areas of business. The ability to outperform competitors and produce above average profits lies in the pursuit and execution of an appropriate business strategy (Yoo, Lemak & Choi, 2006). This has resulted in greater attention to analyzing competitive strategies under different environmental conditions. Specific HR strategies Specific HR strategies set out what the organization intends to do in areas such as: * Talent management – how the organization intends to develop its people and using them at their best. * Continuous improvement – providing for focused and continuous innovation rhymed with development of an individual * Knowledge management – creating, acquiring, capturing, sharing and using knowledge to enhance the learning curve of all employees. * Resourcing – attracting and retaining high-quality people in the organization. * Learning and developing – providing an environment in which employees are encouraged to learn and develop individually. * Reward – defining what the organization wants to do in the longer term to develop and implement reward policies, practices and processes that will further the achievement of its business goals and meet the needs of its stakeholders in alignment with employees satisfaction. * Employee relations – defining the intentions of the organization about what needs to be done in terms of employee engagement and what......

Words: 404 - Pages: 2

Strategy | The Search for Freedom (2015) | 粘粘世界