PEOPLE RESOURCING OR EMPLOYEE
RESOURCING
Refers to employment activities that ensure
the organization has the people it needs, and
deals with employee issues. It is concerned
with any means available to meet the firms
need for certain skills and behaviors.
Resourcing recognizes that the strategic
capability of a firm depends on its resource
capability in the shape of people
STRATEGIC RESOURCING
It is concerned not only with obtaining and keeping
the number and quality of staff required but also with
selecting and promoting people who fit the culture
and the strategic requirements of the organization
OBJECTIVES:
1. To ensure that the organization has the
people it needs to achieve its business
goals.
2. To achieve competitive advantage by
recruiting, retaining and developing more
capable people than its rivals
3. To provide better opportunities, rewards
and conditions of employment by
developing a positive psychological
contract
4. To develop its people in ways that
maximize the added value they supply
and develops their talents and skills
STRATEGIC HRM APPROACH TO
RESOURCING
Resourcing strategies exist to provide people
and skills required to support the business st
rategy, but they should also contribute to the
formulation of the strategy
STRATEGIC FIT IN RESOURCING
Strategic resourcing places more emphasis t
han traditional personnel management on fin
ding people whose attitudes and behavior ar
e likely to fit what management believes to b
e appropriate and conducive to success.
BUNDLING RESOURCING ACTIVITIES AND
STRATEGIES
Employee resourcing is not just abou
t recruitment and selection. It is conc
ernedwith any means available to me
et the firms need for certain skills an
d behaviors.
COMPONENTS OF STRATEGIC EMPLOYEE
RESOURCING
(for integration of resourcing and business plans)
1. Workforce planning/ human resource
planning assessing future business needs and
deciding on the numbers and types of people
required.
2. Developing the organizations employee
value proposition and its employer brand
3. Resourcing plans preparing plans for finding
people from within the organization and/or for
learning and development programs to help
people learn new skills.
4. Retention plans preparing plans for retaining
the people the organization needs.
5. Flexibility plans planning for increased
flexibility in the use of human resources to
enable the organization to make the best use
of people and adapt swiftly to changing
circumstances.
6. Talent management ensuring that the
organization has the talented people it requires
to provide for management succession and
meet present and future business needs.
WORKFORCE PLANNING
DEFINITION CIPD (2010a: 4)
Workforce planning is a core process of human
resource management that is shaped by the
organizational strategy and ensures the right number
of people with the right skills, in the right place at the
right time to deliver short- and long-term
organizational objectives.
Hard workforce planning is about numbers.
It is the use of past trends to predict the future,
matching supply and demand for labor
 Soft workplace planning focuses on general
issues relating to the supply of and demand for
people and how they are deployed.
LINK BETWEEN WORKFORCE AND
BUSINESS PLANNING
Workforce planning is an integral part of
business planning
It identifies the core competencies that th
e organization needs to achieve its goals
and therefore its skill and behavioral req
uirements
REASONS FOR WORKFORCE PLANNING
1. Planning for substantive reasons
2. Planning because of the process benefits
3. Planning for organizational reasons
RATIONALE FOR WORKFORCE PLANNING
provides basis for a systematic approach
to assessing the number and type of
people needed
takes into account information on the
supply of labor and environmental
scanning for the preparation of
recruitment, retention, management
succession and talent management plans
Workforce planning is important because it
encourages employers to develop clear and
explicit links between their business and HR
plans and to integrate the two more effectively.
WORKFORCE PLANNING ISSUES
The main difficulties faced by those involved
in workforce planning are the impact of
change and predicting the future.
APPROACHES TO WORKFORCE
PLANNING
Business planning- provides the basis
for the workforce plan insofar as it sets
out what the organization intends to do in
terms of activities and the scale of those
activities.
DEMAND FORECASTING
Forecast activity levels- forecasts of
future activity levels flow from the
business plan, which will have
implications for the demand for people.
Data will need to be collected and
analyzed for this purpose.
Scenario planning- assessment of the
environmental changes that are likely to
affect the organization so that a
prediction can be made of the possible
situations that may have to be dealt with
in the future
Data collection- the information used in
workforce planning can be collected
under Qualitative internal data,
Quantitative internal data, Qualitative
external data, Quantitative external data
Analysis- brings all the information
together from the business plan, the
activity forecast, scenarios and internal
and external data to provide the basis for
demand and supply forecasts.
Demand forecasting - process of
estimating the future numbers of people
required and the likely skills and
competences they will need.
Supply forecasting- measures the
number of people likely to be available
from within and outside the organization
Forecast of future requirements-
forecasts future requirements it is
necessary to analyze the demand and
supply forecasts to identify any deficits or
surpluses.
Action planning- plans are derived from
the broad resourcing strategies and the
more detailed analysis of demand and
supply factors
Implementation of the action plans-
involves quick responses is needed to
cope with unforeseeable changes in
people requirements.
Monitoring and evaluation- necessary
to monitor progress carefully, evaluate
the effects and, as required, amend the
action plan.
 1. Managerial judgement: requires mana
ger to sit down, think about their futur
e workloads
and decide how many people they nee
d and weaknesses to develop an
2. Ratio-trend analysis:
analyzing ratios between an activity l
evel and the number of employees w
orking on that activity
3. Work study techniques: calculate ho
w long operations should take and th
e number of
people required
4. Forecasting skill and competency req
uirements: exercised on the basis of a
n analysis of
the impact of projected product/mark
et developments and the introduction
of new
technology, either information techn
ology or computerized manufacturin
g
RECRUITMENT AND SELECTION
Recruitment is the process of finding and engaging
the people the organization needs.
Selection is that part of the recruitment process
concerned with deciding which applicants or
candidates should be appointed to jobs
STAGES OF RECRUITMENT AND
SELECTION
1. Defining requirements
requirements are set out in the form of
job descriptions or role profiles
(overall purpose of the role, its
reporting relationships and the key
result areas) and person specifications
(knowledge, skills and abilities
required to carry out the role,
behavioral competencies, education,
qualifications, training and
experience)
2. Attracting candidates
The following steps are required
when planning how to attract
candidates
a. Analyze recruitment strengths
employee value proposition and
employer brand.
b. Analyze the requirement to
establish what sort of person is
needed.
c. Identify potential sources of
candidates.
SOURCES OF CANDIDATES
Online recruitment
Online or e-recruitment uses the
internet to advertise or post
vacancies, provides information
about jobs and the organization and
enables e-mail communications to
take place between employers and
candidates.
Social media
The use of social media means
applying Web 2.0 technologies to
search for recruits and find out more
about them online on sites such as
LinkedIn and Facebook. Potential
recruits sometimes provide blogs
from existing employees covering
their experiences in working for the
organization
Advertising
Advertising has traditionally been
the most obvious method of
attracting candidates and it is still
fairly important, especially at local
level and in specialized journals
Recruitment agencies
Most recruitment agencies deal with
secretarial and office staff who are
registered with them.
Jobcentre Plus
The jobcentres operated by the
government are mainly useful for
manual and clerical workers and
sales or call centre assistants.

Recruitment consultants
Recruitment consultants advertise,
interview and produce a shortlist.
They provide expertise and reduce
workload.
Executive search consultants
Use an executive search consultant
or headhunter for senior jobs
where there is only a limited
number of suitable people and a
direct lead to them is wanted.
Educational and training establishments
Graduate recruitment is a major
annual exercise for some
companies, which go to great efforts
to produce glossy brochures, visit
campuses on the milk run and use
elaborate sifting and selection
procedures to vet candidates,
including biodata and assessment
centres.
Recruitment process outsourcing
Recruitment process outsourcing (RPO)
is the term used when an
organization commissions a
provider to take responsibility for
the end-to-end delivery of the
recruitment process, covering all
vacancies or a selection of them.
3. Sifting applications
examining the information supplied
by applicants, sorting them and
drawing up a shortlist of applicants to
be interviewed.
DEALING WITH APPLICAN
TS
Examining information from
candidates
Processing applications
Sorting applications (essentia
l, very desirable, desirable)
Draw up an interviewing pro
gram
Administering the selection p
rogram
SELECTION METHODS
Interviews: most familiar and involve
s face-to-face discussion.
The aim is to elicit information about
candidates that will enable a predictio
n.to be made about how well they will
do the job and thus lead to a selection
decision.
Selection testing: used to provide vali
d and reliable_evidence of levels of a
bilities, intelligence, personality chara
cteristics, aptitudes and attainments
Assessment centers: assemble a group
of candidates and use a range of asse
ssment techniques over a concentrate
d period (one or two days) with the ai
m of providing a more comprehensive
and balanced view of the suit
ability of individual members of the g
roup
4. Interviewing
the aim is to elicit information about
candidates that will enable a
prediction to be made about how well
they will do the job and thus lead to a
selection decision.
INTERVIEW ARRANGEMENTS
Structured: one based on a defined
framework. Within the framework th
ere may be a set of predetermined qu
estions. All candidatesare asked the s
ame questions, which will focus on t
he attributes and behaviors required t
o succeed in the job. The answers ma
y be scored through a rating system.
Unstructured: general discussion duri
ng which the interviewer asks a few
questiosn that are relevant to what he
or she is looking for but without anys
pecific aim in mind other than gettin
g an overall picture of the candidate
as an individual
 5. Testing
used to provide valid and reliable
evidence of levels of abilities,
intelligence, personality
characteristics, aptitudes and
attainments
SELECTION TESTING
Intelligence tests: measure a rang
e of mental abilities that enable a
person to succeed at a variety of
intellectual tasks using the facult
ies of abstract thinkingand reason
ing.
Personality tests: attempt to asses
s the personality of candidates in
order to make predictions
about their likely behavior in a ro
le.
Ability tests: establish what peop
le are capable of_knowing or doi
ng and measuring capacity for
verbal, spatial, mechanical and
numerical reasoning.
Aptitude tests: occupational or jo
b-related tests
that assess the extent to which pe
ople can do the work
6. Assessing candidates
provides more comprehensive and
balanced view of the suitability of
individual members of the group
ASSESSMENT CENTER FEATURES
include one-to-one role
plays and group exercises
it is assumed that performan
ce in these
simulations predicts behavior
on the job
several candidates or particip
ants are assessed together to a
llow interaction and to make t
he experience more open and
participative
CHOICE OF SELECTION
METHODS
The most important criterion
is the ability of a selection
method or combination of
methods to predict future
performance. The
combination of structured
interviews and intelligence
tests is the most effective in
terms of predictive validity.
7. Obtaining references
After the interviewing and testing
procedure has been completed, a
provisional offer by telephone or in
writing can be made. The main
purpose of a reference is to obtain in
confidence factual information about
a prospective employee.
8. Checking applications
checks with universities, professional
institutes and previous employers that
the facts given by applicants are
correct
9. Offering employment
confirms the offer of employment
after satisfactory references have
been obtained. The contract of
employment should also be prepared
at this stage
10. Following up
follows up newly engaged employees
to ensure that they have settled in and
to check on how well they are doing
DEALING WITH RECRUITMENT
PROBLEMS
Ensure that all the possible
sources of candidates have
been used.
Consider any ways in which
the advertisement or website
entry could be made more
attractive.
Check that the person
specification is realistic that
the requirements have not
been overstated.
 Consider whether it might be
necessary to improve the
package offered to candidates
check market rates to
ensure that the level of pay
and benefits are competitive.
In discussion with the line
manager, examine the
possibility of reshaping the
role to increase its
INTRODUCTION TO THE ORGANIZATION
attractiveness.
If the worse comes to the
worst, discuss with the
manager alternative ways of
carrying out the work with
existing staff.
INTRODUCTION TO THE ORGANIZATION
Induction is the process of receiving and welcoming
employees when they first join a company and
giving them the basic information they need to settle
down quickly and happily and start work
OBJECTIVES
smooth the preliminary stages when
everything is likely to be strange and
unfamiliar to the starter;
establish quickly a favorable attitude to
the organization in the mind of new
employees so that they are more likely to
stay;
obtain effective output from the new
employee in the shortest possible time;
reduce the likelihood of the employee
leaving quickly
EMPLOYEE ORIENTATION
is the process of introducing employ
ees to their new jobs and work envir
onment
Orientation provides an opportunity f
or new employees to become acclim
ated to
their new company, department, coll
eagues and work expectations.
An effective orientation program is a
n ongoing process, allowing the empl
oyee
time to assimilate all the required inf
ormation. It is a critical tool in makin
g
employees feel part of the organizati
on and increasing
employee engagement and loyalty.
most important source of information
is the immediate manager, supervisor
or team leader
DEPARTMENTAL INDUCTION
departmental induction program
should start with the departmental
manager general welcome and a
brief description of the work of the
department before handing over new
employees to their team leaders
The detailed induction in the
workplace is probably best carried
out by the immediate team leader.
INDUCTION TO THE WORKPLACE
The team leader should introduce
new starters to their fellow team
members who will act as guide or
starters friend.
ON-THE-JOB INDUCTION TRAINING
A planned, systematic approach can
incorporate an assessment of what
the new starter needs to learn, the use
of designated and trained colleagues
to act as guides and mentors, and
coaching by team leaders or
specially appointed and trained
departmental trainers