PEOPLE AND ORGANISATIONS : PRINCIPLES AND PRACTICE IN GLOBAL CONTEXTS HMN 7181 - Strategic Employee resourcing and Talent Management - Blog # 2

People  and Organizations : Principles and Practice  in Global Contexts 

HMN 7181 -  Strategic Employee resourcing and Talent Management           

                                                 – Blog # 2

What is Human Resource Management Or HRM?

Human resource management is defined as a strategic and coherent approach to the management of an organization’s most valued assets – the people working there who individually and collectively contribute to the achievement of its objectives. Storey (1989) believes that HRM can be regarded as a ‘set of interrelated policies with an ideological and philosophical underpinning’. He suggests four aspects that constitute the meaningful version of HRM:

Human Resources is the most important part of a company. The Management of the Human resource is a key element in the growth of a company. It defines the finer point of a company's method of treating the talent of the company.

We come across many companies which now resort to" systems" which drive their organisations rather than the people. This is a very short term profit earning method which will not get the company to sustain in the relevant field of operation in the long run.

Coming back to our main topic of Strategic employee resourcing and talent management, which states how a HR team of a company plays a vital role in recruiting the right people for the right job, how well the need for Training and development of the recruited persons are done, and how well they develop the resource to meet the company objectives in the long run and also the most important of the HRM is how to retain the resource.

Recruiting the correct or the right resource is vital for an organisation. 

The following methods could be used for recruitment

• Past Experience
• Selection paradigm or matching attributes
• One to one interviews
• Task Oriented matching
• Competency
• Cultural fit

Once the recruitment team gets the act of selection from a section of a pool selected from the above methods they need to do a thorough screening process in order to select the required number of people who they think will suit best for the organisation.

We could give the below methods as common methods of short listing the pool of selection

• Information from application forms,CV's and references
• Interviews
• Tests including psychometric tests and personality profiles
• E-Recruitment - Latest method includes social media
• Assessment Centers

As HR plays a vital role of an organisation when it comes to retaining and developing their most important resource the Human Resource the people at the helm of the HR team also need to be high profile individuals who will strive to get the best out of this resource. 

All leading companies around the world have few reasons to be on the top of the corporate world.

One is having a set of happy individuals working for the organisation. Reward and recognition is very important for an organisation to have a team of performers who are highly motivated. 

attracting the best candidates, reducing staff turnover and improving employee performance are fundamental management functions. They are as relevant for a small family business as they are for a major international plc’. ER therefore involves ‘the range of methods and approaches used by employers in re- sourcing their organisations in such a way as to enable them to meet their key goals’ (Taylor, 1998: 2). Employee resourcing therefore involves staffing (i.e. Recruitment, selection, retention and dismissal), performance (i.e. Appraisal and management of performance), administration (policy development, procedural development, documentation) and change management (the importance of the resourcing function as a change agent). However, while there is general agreement on what constitutes the areas of ‘recruitment and release’, there is less agreement over the boundaries of the ‘management of perfor- mance’ dimension of ER. Leopold et al. (2005) include equal opportunities and diversity management, assessment, selection and evaluation and performance management, and exit management in ER, but also include a discussion of reward management, often treated separately, as in this course. Pilbeam and Corbridge (2002) include, in addition, such topics as HRD and organisation development (OD), as well as employment relations and conflict resolution, which most authors, including those involved in this course, would see as ‘belonging’ to employee development and employee relations respectively. They also include various areas that are not always treated in texts on ER, such as health and safety, employee assistance, and the required ‘competencies’ in people resourcing. The topic of ER in international organisations and absence management as a core area of ER, as well as managing turnover and retention, are also included. 

Employee resourcing, however it is understood, has played a key role in many influential models of HRM: for instance, it is seen as a crucial area of ‘policy choice’ in the early but still influential Harvard model of HRM, first proposed by Beer et al. (1984). Here the ER ‘policy choices’ are seen revolving around human resource flows: that is, the way people en- ter/move into, are placed in/move around, and exit/move out of the organisation. How the organisation chooses to design and implement its ER/HR flow policies is seen as dependent on how it assesses the interests of its various stakeholders (and the weighting it gives to each), and on various situational characteristics such as the nature of its workforce, its chosen business strategy, its management philosophy (e.g. ‘family firm’ ethos, ‘up or out’ culture), its technology, the presence/agendas of trade unions, the state of the labor market, and the legal regulations and societal values prevalent in the various arenas in which it operates.

References

Beer et al, 1984. Human Resources Management.

Leopold et al, 2005. Equal opportunities and diversity management.

Pilbeam and Corbridge, 2002. Human resources development and Organizationl development.

Storey, 1989. HRM and Philosophies.

Taylor, 1982. Employee Resourcing.