The Importance Of Employee Resourcing - Essay Example

The Importance Of Employee Resourcing Introduction: This report will focus on employment resourcing, as a part of human resource management that ensures the smooth flow of employees to the organizations and ensures that the organization obtains and retains the human resources needed and use them effectively and efficiently so as to achieve their desired goals. The scope and process of employment resourcing will also be discussed and how globalization and other factors have affected employment resourcing and why it is the need of the day. The methods and processes that are practiced by employee resourcing companies and advantages have also been discussed. The report will also highlight the importance of Employee resourcing as a key to success in business setting and also its use to achieve organizational goals and then issues of employee resourcing will be focused. THE PROCESS OF EMPLOYEE RESOURCING: Globalization has changed the style that businesses around the world adapts and the concept of employee resourcing is one fine examples of this change that how organizations are using the concept of employee resourcing and getting the desired results. This ever shifting business environment has also given recruiter a complex challenge, that how the need of the human resources can be managed? How to meet current staffing needs and how to cater futuristic needs? The brunt on meeting these challenges will obviously fall on human resource departments or employee resourcing departments in large organizations and on managers in small organizations. The answer to this challenge is employee resourcing. Employee resourcing is a part of human resource management that ensures that the organization gets and holds the human resources needed and employs them effectively in getting optimum results. Employee resourcing can be considered an integral part because it deals with welcoming people in an organization and if they are not performing well or they are of no interest to the company then releasing them. Employee resourcing process: Following are the main guidelines that are mostly followed by employee resourcing organization in order to hire or fire employees. These processes may vary from country to country and organization to organization. Human Resource Planning: Human resource planning deals with the subject of getting work force to the organization as per their requirement and needs and to keep an eye on the need and demand of the organization in terms of human resources for the future (De Feis, 1987). Human resource planning practitioners anticipates and predicts future business environmental demands on an organization and provides the necessary qualified workers to fulfill the requirement of the organization and also coping up with the business needs and demands. Talent management: Talent management is another core process of employee resourcing in which it is assured that company is attracting right people and holding them. Talent management is also about motivating the employees to work for the organization by using their abilities and resources. Keeping an eye on company’s need talent management is usually done by identifying the skills, cognition and knowledge of their current need and in the longer run adopting futuristic approach for the timely use of resources. If these skills are present in a current employee and are identified by talent managers then this is called talent inventory. These talent inventories enable HR practitioners to check for person’s knowledge, competence and ability to tackle problem and try finding solutions which eventually work for the person (Dainty, Raidén, and Neale, 2009). Recruitment and selection: The recruitment and selection process is designed to aim towards the fulfillments of need and requirements of the company. The recruitment of employees needed to fulfill the company’s demand and the necessary abilities required in performing task with utmost competence. Generally the recruitment and selection procedure consists of three stages 1. Requirements 2. Targeting candidates 3. Finalizing candidates 1. Requirements: It is usually done through job analysis. The employee resourcing scans through an organization and highlights the requirements that are required in performing the task or in performing some project. 2. Targeting candidates: Attracting ideal candidates for recruitment in an organization and reviewing ideal candidates for the desired task. Checking all available possibilities either from hiring from the same team or they can take services from an external applicant. 3. Finalizing candidates: This is usually done by selecting the ideal candidate for the jobs available in an organization. The level of competence, sharpness and consistency is kept under consideration. Filtering applications choosing the right person for the jobs and conducting tests, interviews comes under this regard. Recruitment: The necessary skills, knowledge, aptitude and attitude required for a person to work for an available post and his ability and desire to grow in an organizational settings. It is a process in which HR seeks a competent individual for the available or anticipated job. Recruitment can be seen as a plan for communicating and placing organizational needs (opportunities) into internal and external labor markets (Marchington, and Wilkinson, 2005). There are usually two types of recruitment 1. Internal Recruitments 2. External Recruitments 1. Internal recruitments: In this process an organization uses its current resources to fill out jobs by searching for employees which are already working in the same organization. The basic and foremost purpose is to look for promotion or job switch depending upon the employee’s application and aptitude and provided the fact that company has some new job offers. The applicant of the new opening is usually working under the same company (Marchington, and Wilkinson, 2005). 2. External recruitments: External recruitment is when the organization uses resources in recruiting an employee other than currently working for them. In this process company’s need is catered by searching for the employee outside the organization and depends upon external hiring. This type of hiring usually come across when company in expanding or growing in terms of business and resources (Marchington, and Wilkinson, 2005). Selection: Selection process usually looks for the applicants who have already cleared the pre requisite as defined by an organization. Choosing the best and competent employee for the available job is the objective of selection. This process usually works after recruitments have been done as from all the successful candidates the company looks for the best candidates for the jobs so as to gain the maximum amount of profit from the skills and knowledge possessed by the employee which obviously caters the organization’s need (Salaman, Storey, and Billsberry, 2005). 1. Orientation of new employee: Orientation is the process in which newly hired employees are given tour and tutorial about company’s working and also to make them acquaintance with the new ambiance and co workers. This is usually carried out through number of ways depending upon size of a company or hierarchy. The reason for conducting orientation of employees is actually to give them idea that how company usually follow the routine and also to make them familiar with the norms and values of the company (Salaman, Storey, and Billsberry, 2005). 2. Termination or release from the organization: The release of the employee depends upon different factors. Either the services he was offering are not needed by the company anymore or his tenure with the company has ended as per the contract or it may be a reason that employee is willing to join some other company or there can be any other reason. The release may be for so many reasons and it is usually practiced in every single company regardless the size and nature of work that company do (Salaman, Storey, and Billsberry, 2005). Employee resourcing as a key to success of a business: Employment resourcing plays a vital role in developing any sort of business. Not a single company will negate the use of employment resourcing. No matter small or big whatever may be the size of the organization employment resourcing is practiced but magnitude may not be the same in small organizations as compared with large organizations (Torraco, & Swanson, 1995). Businesses are looking to expand and grow. So the need and working of employee resourcing cannot be neglected. Employee resourcing is looking at the challenges to grow as an opportunity. This part of the report how employee resourcing will contribute in the success of the organization How Employee management and talent management can lead to success: Employee management is something that ensures growth and sustainable development and guarantees its results if it is done in a well designed manner (Katou, 2009). Effective and timely use of resources can make or break things for the organization. The need of employee management is always a prime concern for organization that is willing to grow beyond boundaries. Whether this growth is in new market or in a conventional one. Organizations are targeting growth through various ideas, plans, success maps or goal they will for surely require the assistance of employee resourcing. Beside to carry out role as a strategic business partner employee resourcing must manage talent beyond its conventional limits and comes out with his comfort zone to help design the changing context in which employee or talent carry out his or her work. Providing leadership in designing the organization for growth and productivity is an appropriate role for employee resourcing because the organization design describes the roles and functions that will be carried later by the employee or staff. How Organizational design and organizational structure can lead to success: An organizational design is the prime concern in growing business. Without proper planning and adjustments no organization can achieve success. Organizational design and structure varies from one company to another. Employee resourcing should always anticipate the changes in the market and they should always be on their toes in forecasting the trends and new designs which on application can give the desired benefits. There is no single design or recipe for success. Organizational design and structure can be adapted from companies which are successful to achieve the success (Schuler, & Jackson, 1999). Organizational design, structure and culture needs to support the employees and help them in achieving the organizational goals. The structure and design can later be altered or adjusted according to the need of an hour to make sure that the company is on the right track (Schuler, & Jackson, 2005). How Work system design can lead to success: The process in which all the work done in an organization is carried out through a designed system is generally known as work system design. It gives an idea or impression that how the mobility and flow of work should be carried out in daily routines in an organizational setting. It also deals with the simplification of tasks, roles and assignments and deals with efficiency, skills and aptitude in conducting work. If the work system design is poorly managed the work they do daily is poorly managed then all this will collapse and will give no fruits or results and will have devastating effects on company’s growth therefore it is important that work system should support the overall objectives of the organization. Aligning employee resources in achieving business goals: Employee resourcing has its own scope and need in achieving business goals. The employee resourcing practitioner is always answerable regarding the technical employment regulations and general management concepts. No matter if they are working as an advisor to a manager or giving their suggestions and recommendations on organizational development and strategic planning they are always the most important person in an organization. The role of employee resourcing practitioner is more today than it used to be in the past and their views are considered seriously. Top management around the world is further recognizing the role and value of ER in an organizational change. This means that alignment of limited resources towards achieving business goals. The need and importance of employee resourcing in an organizational setup is like an ecstasy pill to a drug addict. Unique positioning: Employee resourcing has its own standing in the organization and in the market as well. With practitioner of ER who is most likely working as an advisor to a manager often are ideally positioned so that they can judge and cater the need and demand of organization and give the solutions. They are looking into the matter of organizational need and also deal with the employee’s personnel need. This is somehow different from other managerial jobs like accounting, marketing and productions that are only focusing on performing functional responsibilities rather than looking into the overall performance of the employees in an organization. Employee capital: Employee capital is the knowledge skills and abilities staff possesses which enable them to work with peace, mobility and effectively within the parameters of their job description. If the resources in an organization are not managed properly the ability of growing and doing well will obviously be affected (Torraco, 2004). Given below are some traits by which one can judge the tendency of human capital. If these are aligned properly in the right direction then it can result in upraising the company’s name and business. These traits are enlisted below. Knowledge Skill Attitude Abilities Motivation Behavior Current trends of employee resourcing and planning: According to the survey conducted by the Chartered Institute of Personnel and Development (UK) in 2010 analysed that the current trends of employee resourcing practiced in UK. This survey is based on 480 respondent organizations from UK and one of the findings of the research study regarding recruitment strategies and activities within UK has been shown below: (Chartered Institute of Personnel and Development, 2010) As per the above chart attracting and recruiting key staff to the organization shows a slight increase of 3% from 2010 to 2009. With this three percent increase, one can clearly say that organizations have improved in attracting and recruiting of key staff. Though improvement in recruiting pattern has not dramatically changed but a slight increase is observed in 2010. Similarly in getting strategic goals and meeting the future requirements of the organization shows decrease by one percent in 2010. Employees supported organizational changes more in 2009 than in 2010 as the rate has slightly decreased. In 2010 organizations adopted succession planning more then as compared with the past year therefore it reflects organizations becoming more careful about their planning for future. Companies planning on reducing recruitment cost show a decrease in 2010 therefore it means that companies have invested more in 2010 in recruitment of employees in comparison to 2009. So the trends are slightly changing. Trend of resourcing and talent practices in U.K: The chart given below shows resources and talent practices implemented in 2009 and 2010. Following were some of the main findings. There was an increase of 26 percent from 2009 in terms of companies developing more talent in house rather than hiring new talent from outside. Organizations are focusing on retaining rather than recruiting new talent. An increase of 18 percent was visible which shows a steady growth in this regard. Use of new technology in recruitment shows a rapid increase of 18 percent as compared with the year 2009. The above findings give an idea how organization of today are focusing on hiring employee as well as retaining employees and managing their employment resources. Some follow conventional ways whereas some are following new ways. The use of technology is again an important factor which saves lots of money and time. With video interface no matter whether interviewer is abroad he can conduct interview with ease and as per his likings. (Chartered Institute of Personnel and Development, 2010) Issues of employee resourcing: Giving right person for the right job at the right time is generally how employee resourcing is usually practiced. It gives the demander (organization) the necessary skills, aptitude, knowledge and motivation in the form of an employee who is equipped and motivated to perform not only for the organizational interest but for his own interest as well. With the advent of globalization things have changed. Conventional methods are replaced by more advanced and scientific approaches. Translating these changes some organizations have adopted and welcomed this change other who refused have lost in the dust or are in catastrophic condition. As employee resourcing predicts and forecasts the future in terms of needs and demands of an organization it undergoes various different process which if carried out effectively can give a peaceful drive towards goal achievements. However there are some issues in these processes which somehow affect the productivity. For instance in employee resourcing racism is one of the issues which need to be addressed. Almost all organizations claim that they are equal opportunity provider and have equality policy. But in reality only few organizations will follow and keep their words. Another core issue is talent management. Though talent is like salt and pepper placed on every table, what makes it different is hard working. Employee resourcing tends to hold employee either for too long or let it go all of a sudden. Several reasons are behind it. It may be the employee is willing to go for a better opportunity, company does not have enough resources to hold talent for that much or it may be because of environment of the office etc. Planning and execution is another key concern. The work plan system under which they recruit some how lost its affectivity. Because employee resourcing agents are not in contact with the managers. Hence this gap in communication results in miss management of planning and execution. Use of technology is working as an effective tool and component of employee resourcing. With the advancement in technologies no body can veil himself and hide. Employee resourcing organizations having database of various employees have resulted in better utilization of resources. With various social media websites and internet the organizational need is broadcasted within seconds. So it gives a breather to perspective employee and employer. Nowadays the concept of downsizing has some how derailed the magnitude of employee resourcing. With companies and organization not willing to hire new people unless they are in very much need. More focused on creating in house jobs and depending upon the resources what they already have and try manipulating these resources for their good. Moreover it is a common practice that these employees resourcing companies only work for the benefits of organizations only, not for the benefits of employee. Besides the working of employee resourcing agencies varies from country to country. With cross cultural interactions and mergers, the demand is to be fulfilled and the scope is getting broader day by day. New inventions and techniques are taking places. Competition and survival of the fittest is eminent in today’s world. References Chartered Institute of Personnel and Development (2010). Resourcing and talent planning: Annual survey report 2010. Available at http://www.cipd.co.uk/NR/rdonlyres/3103F1EB-14FA-48AF-BA0F-B446A7F82C6D/0/5250_RTP_survey_report.pdf [Accessed 2 Aug 2012] Dainty, A., Raidén, A., and Neale, R. (2009). ‘Incorporating Employee Resourcing Requirements Into Deployment Decision Making’, Project Management Journal, vol. 40, no. 2, pp. 7-18. De Feis, G. (1987). ‘People: An invaluable resource’, Journal of Management in Engineering, vol. 3, pp. 155–162. Katou, A. (2009). ‘The Impact of Human Resource Development on Organisational Performance: Test of a Causal Model’, Institute of Behavioral and Applied Management. Available at http://www.ibam.com/pubs/jbam/articles/vol10/no3/Katou_3.pdf [Accessed 4 Aug 2012] Marchington, M., and Wilkinson, A. (2005). Human resource management at work: people, management, and development, London, CIPD Publishing. Salaman, G., Storey, J., and Billsberry, J. (2005). Strategic Human Resource Management: theory and practice, London, Sage Publications Ltd. Schuler, R. S., & Jackson, S. E. (1999). Strategic Human Resource Management: A Reader, London, Blackwell Publishers. Schuler, R. S., & Jackson, S. E. (2005). ‘A quarter-century review of human resource management in the U.S.: The growth in importance of the international perspective’ Management Revue, vol. 16, pp. 11-35. Torraco, R. J. (2004). ‘Challenges and choices for theoretical research in human resource development’, Human Resource Development Quarterly, vol. 15, no. 2, pp. 171- 188. Torraco, R., & Swanson, R. (1995). ‘The Strategic roles of Human Resource Development’, Human Resource Planning, vol. 18, no. 4, pp. 10-21. Read More