Strategic Employee Resourcing

In global contexts

“Strategic resourcing is a key part of strategic human resource management ie, matching human resources to the strategic and operational requirements of the organization and ensuring the full utilization of those resources. (Armstrong, 2012)

Components of strategic employee resourcing are,

1. Human Resource Planning (HRP)

Human resource planning (HRP) is also known as the starting point of HRM. HRP analyses the goal and objectives of the organization, clarifies what stage the organization is at and what size and quality of human resource is required in the future to meet these preset objective by the organization.

Human Resource Planning involves in analyzing the need of the business along with identifying the total number of people and skillsets required for the organization to meet the organizational objectives ("Human resource planning", 1990).

2. Developing employee value proposition and its employer brand

Some organization provide employee of the month as an honor. The employee gets praise and even a slight raise in his pay. This is what developing employee value proposition means. The employer brands or creates an image. This is done to value the good employees and retain them in the organization.

3. Resourcing plans

This process involves of finding talent within the organization which is also called as build approach and if the requirement can’t be fulfilled within the organization, it involves preparing long term plans for ensuring that the hiring and selection process will fulfill it.

Oftentimes the resources the organization is looking is within the organization so it’s all about identifying such resources and also providing employees training opportunities to foster their skills (Armstrong, 2014).

4. Retention plans

The people who have high potential and are talented are the ones on top demand. Any organization might try to pouch them for their own so this plan focuses on preparing a plan for retaining such key people for the organization.

5. Flexibility

It is related with planning the flexible and adaptable human resource to help the organization adapt and cope up with the changing circumstances. The organization should pay attention on creating a pool of employees ready to accept changes because the only way to sustain in the dynamic business world is by making the best use of human resource.

6. Talent Management

Any organization needs a pool of talented individual with the required skillsets. So, it ensures that the organization has the required number of talented people to meet the organizational current and future needs and goals.

The main objective of resourcing strategies to find the appropriate workforce the organization needs with the appropriate qualities, capabilities, knowledge and potentialities for future. The following are the different components of strategic employee resourcing.

Conclusion

For a business to efficiently work towards its business goals, its human resources should be associated with its strategic planning and overall business goals. Strategies helps to connect organization with its ultimate aim. Strategic resourcing is the process of aligning the activities of the human resources to the strategic and day-to-day requirements of the organization and making the full utilization of the resources.

” Thus it can be said that human resource management plays a vital role in filling the gap of human resource need in the organization through the process of strategic resourcing"

References

Armstrong, M. (2014). Armstrong’s Handbook on Human Resource Management Practice.

Management, S. f. (2015). Practicing Strategic Human Resources. SHRM.

Human resource planning. (1990). Long Range Planning , 23 (2), 120.

Great Talent Management Process

                             

                       What Is the Talent Management Process                                                                                                                      

The talent management process is how you organize the management of your human resources. It is how you choose employees, how you hire them, and how you train them, motivate them, fire them, and so on.

The 7 Steps of a Great Talent Management Process

The following steps cover what need to do to develop a continuous great talent management process for an organization. It covers how to find the most talented people available and then help them stay in the company.

Planning :

The talent management process is all about planning. It revolves around:

a) Distinguishing the human capital requisites. 

b) Building up the desired set of responsibilities and key jobs roles.

c) Proposing the structure for recruitment and enlistment in the business organization.

For an efficient talent management process, the HR personnel should have a well planning over the above said segments. They should have a clear cut idea around the current need in the organization, an idea on which position and type of employee can fill the existing gaps, through which medium the business organization can attract large set of candidates etc. A proper planning leads to the efficient and result oriented talent management process. 

Attracting :

It is no matter how well business organization’s planned their recruitment strategies and how well they positioned their job openings. What constitutes or matters is how far they succeeded in attracting the desired set of talents. There is a stiff competition in the recruitment market as everyone is into hunting of experts for their business organization. Therefore the business organization should take care of all the methodologies like medium of advertisements, salary packages, work patterns, incentives and benefits to attract the prospects. 

Selecting :

One of the main challenges in the talent management process is to select the right prospect for the business organization. In many cases, the candidate’s desires and expectation may not go along with organizations offerings. This eventually results to losing the good and skilled talents. At times, though the company is ready to offer anything, they may not find the suitable. Often it’s strenuous for the HR personnel to select the right prospect from the large chunks of profiles that exactly matches to company desires. 

Developing  :

This is the most important stage in the talent management process. Nothing can be set right if this stage is not executed in proper way. In this stage, the worker mastered for the association and the profile. He is given with proper onboarding program, efficient training in the profile, moreover ensured that he is engaged and is capable of delivering optimum results favoring the organization.  

Retaining :

Retaining has equal weightage like the development in talent management process. It isn’t profitable to any business organization if their well-trained staff or employee leave the office all of a sudden. The situation can cause great trouble to the management in terms of resource loss and work move.  Thus retention, is considered as the basis for an authoritative presence and survival. Following are the used in retention under talent management process.

Transitioning :

Talent management process revolves around the general change of the workers to accomplish the hierarchical vision. It very well is done through: 

a) Delivering retirement advantages to the workers. 

b) Leading Exit interviews. 

c) Progression Planning or Internal Promotions. 

Advantages of the talent management process in an organization

 

Advantages of the Talent Management process to an employee

 

Conclusion

Talent management in an organization aims at ensuring employee recruitment, training and development, performance reviews and their compensation. Working towards enhancing a great talent management system in the organization ensures the components of human resource contribute to the success of the organization together with retain top talent and gain a competitive advantage over other businesses in their industry.

References

Berger, A. L. & Berger, D. A. (2004). The talent management handbook.New York: McGraw-Hill.Heathfield, S. M. (2016).

What is talent management: Really? The balance.Viewed from Hughes, J. C. & Rog, E. (2008).

International Journal of Contemporary Hospitality Management, 20(7), 743-757Iqbal, S., Qureshi, T. M., Khan, A. M. & Hijazi, S. T. (2013).

Talent management is not an old wine in a new bottle. African Journal of Business Management, 7(36), 3609Little, B. (2010).

Talent management and its technological partners. Emerald Group Publishing Limited, 42(7), 389-393.Nilsson, S. & Ellstrom, P. (2011).

Employability and talent management: The challenges for HRD practices. European Journal of Training and Development, 36(1), 26-45Oladapo, V. (2014).

The impact of talent management on retention. Journal of Business Studies Quarterly, 5(3), 19Sharma, R., & Bhatnagar, J. (2009).