Employee resourcing is an important function undertaken by organizations to ensure that they obtain and retain the human capital that they need, for productive employment. This includes aspects of employment practice that relate to welcoming people to the organization, and releasing them if it is necessary to do so. Employee resourcing is a key part of human resource management which "matches human resources to the strategic and operational needs of the organization" (Armstrong, 2003: 347), and ensures the complete utilization of those resources. Its main focus is on selecting and promoting people who fit the culture and the strategic requirements of the organization.
Recruitment is the process by which candidates are located and attracted for employment in an organization. The necessary effort and extent of the search is based on the selection rate and the qualifications and skill sets needed for job competence. Companies usually attempt to attract large numbers of candidates, depending on the job and purpose of the recruitment effort. Further, they aim to fill vacancies quickly, select people who will perform well, and hire people who will give sustained and long-term service to the organization (Stahl, 2003: 163).The purpose of this paper is to examine the processes of employee resourcing which include attracting job applicants, recruiting candidates and selecting employees for the workforce; and to discuss the significance of employee resourcing as an important function of the human resource management activities carried out by organizations....
Approaches to Employee Resourcing
There are three paradigms or frames of reference that managers can use when undertaking employee resourcing functions. According to the Chartered Institute of Personnel and Development (CIPD), each paradigm may be suitable for a particular situation. The traditional paradigm represents established best practice in employee resourcing activities. The contingency-based paradigm accepts that different approaches to employee resourcing should be used for different types of situations. The new paradigm advocates innovation in the use of employee resourcing strategies according to the situation and needs that arise (Taylor, 2002: 16).
As compared to traditional personnel management, human resource management (HRM) emphasizes more on finding people whose attitudes and behaviour are aligned with what management believes to be appropriate and contributive to productivity in the organization's working environment. The HRM approach to employee resourcing believes that matching resources to organizational requirements does not simply mean maintaining or ensuring the continuation of the existing conditions; on the other hand, it "promotes radical changes in thinking about the competencies required in the future to achieve sustainable growth and to achieve cultural change" (Armstrong, 2003: 347). The two fundamental questions addressed by HRM resourcing policies are: 1) What kind of people do we need to compete effectively both now and in the future' 2) What do we have to do to attract, develop and keep these people'
Attracting Job Applicants and Recruiting Candidates
Increased Use of Inside Recruitment Sources: Inside recruitment sources