EMPLOYEE RESOURCING

Employee Resourcing

Employee Resourcing

Introduction

SHRM may be defined as the practice which “takes what is and develops ideas of what should be along with plans for how to get there” (Baerdwell et al.2005:68). HRM professionals may facilitate the use of SHRM within Greenleas Marketing Association through working alongside business unit managers. This may assist in achieving long-term productivity and efficiency to meet organisational goals (Torrington et al.,2008:31).

The employee resourcing process is likely to be one area which may particularly benefit from application of SHRM principles. We will focuses on how the different stages of the resourcing process link to SHRM and why this is important to organisational strategy. The different methods of employee selection will also be considered and analysed for their effectiveness in meeting SHRM goals. Legislation governing employee resourcing will be discussed in relation to shaping SHRM practice. Finally, a case study analysis of the practice employed in a particular firm will be conducted to evaluate the effectiveness in integrating SHRM to their employee resourcing process.

Issues and Views In Employee Resourcing

Employee resourcing and selection methods may be one of the most critical elements of HRM practice in terms of contributing towards organisational goals (Widener, 2004). A McKinsey Quarterly global survey conducted in 2006 found that finding talented people was regarded as the single most important managerial preoccupation for the rest of the 2000s (Guthridge et al., 2008). This is due to the manner in which resourcing and selection allow the company to regulate antecedent conditions of performance within employees. Such conditions include knowledge, skills, abilities, values and motives (Teo et al., 2008).

As much as employee resourcing may be a key element of SHRM, strategic planning has also been identified as a key requirement for employee resource decision making. It provides a route to organizational flexibility and effective management of change which is brought about by creating a company culture founded on trust, partnering and employee involvement (Raiden et al., 2008). The general practice of aligning human resources and company goals is therefore the main focus of SHRM (Boswell, 2006).

It has been suggested that too many companies regard employee resourcing as a short-term tactical problem as opposed to an integral part of their long-term business strategy (Guthridge et al., 2008). It is however crucial that this attitude be altered if the company is to be able to benefit from truly integrating employee resourcing to SHRM. It is also crucial that every stage of the employee resourcing process be valued as a part of SHRM.

A study by Siddique (2004) found that the practice of job analysis strongly related to organisational performance. It has been suggested that job analysis is the 'cornerstone' of all HR practice as it is used to derive other aspects such as the job description, job specification and performance standards. HR practices such as recruitment and selection, training and development and performance appraisal are all designed around the characteristics of the job. Companies need to constantly review the skills of their workforce to ensure that there ...