Strategic Employee resourcing and Talent Management (Lecture 2)

Every strategy has three main characteristics that it looks forward, Identify the organization capabilities and the way to achieve strategic fit. Following that strategic HRM defined as an “approach to the development and implementation of HR strategies that are integrated with business strategies and support their Achievement” (Armstrong, 2014) with three main objectives Integration, provide directions to fast changing environment and it contribute to develop business strategies.

The Resource based view of strategy of HR

According to Jurevicius (2013) human resources play a major role and that create uniqueness in order to provide competitive advantages while the Resource based view that emerged in 1980’s and 1990’s main idea is to identify the co competencies of the firm which is valuable, rare, inimitable and non-substitutable. 

Figure i. Resource Based View (Jurevicius, 2013)

Managing and developing the human resource flow

Boxall and Purcell, (2011) explain human resource flow concerns managing the flow of people into, though, and out of the organization under four main subsections which as are called work systems of economies of production, by managing people voice , by managing individual employment relationships and by linking Organisational systems to Organisational performance. Managers and personnel specialists, according to the Harvard model of Beer et al, (1984) it is essential to work together to ensure that the organization has an appropriate flow of people to meet its strategic requirements.

Figure ii. Harvard framework of Human resource management (Beer et al, 1984)

Main Model of recruitment and selection of HRM

According to Armstrong, (2009) 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 and describe four stages of recruitment and selection which are subsequently defining, planning recruitment campaigns, attracting candidates and selecting candidates.

e-recruiting and value of the networking

Online or e-recruitment uses the internet to advertise or ‘post’ vacancies, providing information about jobs and the organization and enable e-mail communication to take place between employers and candidates (Armstrong, 2009) further describe that some organizations are use web technologies to search for recruits online through social networking sites such as Facebook and My Space. 

People resourcing strategy as a competency

As Baird and Meshoulam (1988) describe strategy can be simply defining as a vision or a plan to achieve long term business hence business objective can be achieving when human resource practices, measures, processes and system are developed based on organizational needs.

People resourcing is concerned with ensuring that the organization obtains and retains the people it needs and employs them productively since strategy closely associated with performance management and employee development policy and practice Armstrong, (2009).

Talent Management

The systematic attraction, deployment and development of individuals who are of particular value to the organization, either because they fulfill critical roles or they possess high future potential (CIPD, 2015).

Talent management can be simply defining as a set of integrated organizational human resource processes designed to attract, develop, engage and retain productive engaged employees. Lewis & Heckman, June (2006) explains the main goal of talent management is to create a high performance sustainable organization that meet its strategic and operational goals by empowering the employees.  According to   Profmax (2015) many companies have focused on improving their core human capital management (HCM) functions including payroll, benefits, time management, and position management as shown below.

Figure iii. Talent Management process (Profmax,2015)

References

Armstrong, M., (2009). Armstrong’s Handbook Of human resource Management practice 11th edition.

Baird, L. and Meshoulam, I., (1988). Managing two fits of strategic human resource management. Academy of Management review, 13(1), pp.116-128.

Armstrong, M., (2006). Strategic Human Resource Management-A Guide to Action 3rd Ed.

Armstrong, P., (2014). Limits and possibilities for HRM in an age of management accountancy. New Perspectives On Human Resource Management op. cit. at, pp.154-166.

Beer, M., Spector, B.A., Lawrence, P.R., Mills, D.Q. and Walton, R.E., (1984). Managing human assets. Simon and Schuster.

Boxall, P. and Purcell, J., (2011). Strategy and human resource management. Macmillan International Higher Education.

Jurevicius, O., (2013). Strategic Management Insight. [Online]

Available at: https://www.strategicmanagementinsight.com/topics/resource-based-view.html
[Accessed 17 8 2018].

Lewis, R.E. and Heckman, R.J., (2006). Talent management: A critical review. Human resource management review, 16(2), pp.139-154.

Profmax, (2015). Profmax Business Solutions. [Online]
Available at: http://www.profmax.com/pbs/solutions/erp/human_resource_(hr)/human%20resource%20(hr).aspx
[Accessed 20 08 2018].