Employee Resourcing
Employee resourcing is a part of human resource management that ensures that the organization obtains and retains the human resources needed and employs them effectively and efficiently. Employee resourcing is about those parts of employment practice that are concerned with welcoming people to the organization and, if there is no other option, releasing them (2003).
Employee Resourcing Processes
1. Human Resource Planning
(1995) defines human resource planning as an effort to anticipate future business and environmental demands on an organization and to provide qualified people to fulfill business needs and satisfy demands. Human resource planning is viewed as a process. As a process, human resource planning focuses on identifying an organization’s human resource needs under changing conditions and developing the interventions and initiatives necessary to satisfy those needs ( 2000).
Human resources planning is conducted by the HR department in order to provide the right kinds of talent to the organization at the right time. The HR department is expected to provide a supply of qualified labor in a timely fashion through human resources planning.
2. Talent Management
Talent management is the process of ensuring that the organization attracts, retains, motivates and develops the talented people it needs (2003). Identifying the skills, knowledge, and abilities of an organization’s currenbt employees is known as a ‘talent inventory’. Talent inventories enable HR professionals and organizational leaders to identify employee proficiencies and establish a reliable baseline of human capital. Once this baseline has been established, growth and development decisions can be made regarding the competencies of employees as a group and on an individual basis. In addition, decisions can be made about future external recruiting efforts necessary to improve skill and knowledge gaps (2000).
3. Recruitment and Selection
The recruitment and selection process aims to acquire at a competitive cots the number and quality of people needed to fill the satisfy resource requirements of the organization. The recruitment and selection process is composed of three stages:
- Defining requirements – this is done trough job analysis
- Attracting candidates (Recruitment) – reviewing and evaluating alternative sources of applicants both internally and externally
- Selecting candidates (Selection) – filtering applications, interviewing, testing, etc.
Job Analysis
Job analysis activities are used to identify requirements for each job within the organization. These analyses also create a solid basis on which to make job-related employment decisions, helping organizations establish interviewing criteria, performance appraisal systems, and selection requirements, upon which hiring and promotional decisions are made.
Parts of a Job Analysis
Job Description
According to (2003), a job description sets out the basic details of the job, defining reporting relationships, the overall objective of the job, the main activities or tasks carried out and any other special requirements or features (). A job description is an account of the duties and activities associated with a particular job. It concentrates on describing the job as it is currently being performed. Most job descriptions contain sections that include the following:
o Job name
o Description of the job
o Duties and responsibilities
o Organizational relationships pertinent to the job
Job descriptions have a number of important uses including development of job specifications, workforce planning and recruitment, orientation of new employees, and development of performance appraisal systems (2002).
Job Specifications
Included in job specifications are the characteristics that are needed to perform the job activities identified in the job description. Job specifications often include information about the competency (knowledge, skills and abilities), educational, and experience qualifications the current employee must possess to perform the job (2002).
Job Evaluation
Included in the process of job evaluation is the assessment of the value of each job to the organization to set up internally equitable pay structures (2002).
Job Design
Job design is used to connect the needs of the individuals performing various jobs with the productivity needs of the organization. Job design aims to simplify, enrich, enlarge, or change jobs to make the efforts of each employee fit together better with jobs performed by other workers (2002).
Recruitment
Recruitment is the HRM practice that is concerned with discovering, developing, seeking and attracting individuals to fill actual or anticipated job vacancies (2002). Recruitment means finding employees with the skills, knowledge, and attitudes appropriate for the job along with the desire and ability to grow and develop continuously. Recruitment involves developing a grand plan for communicating organization opportunities to both internal and external labor markets ( 2000).
Internal Recruiting
Internal recruiting is the process of looking inside the organization for existing qualified employees who might be promoted to higher-level positions. For jobs other than those at the entry level, current employees may be a source of applicants. Thy become candidates for promotions, transfers, and job rotations (2002).
External Recruiting
Using external recruiting sources involves looking outside the organization for prospective employees. Organizations have at their disposal a wide range of external sources for recruiting individuals. External recruiting is needed in organizations that are growing rapidly or have a large demand for technical skilled, or managerial employees (2002).
Selection
In the selection process, information about job applicants are obtained and used in order to who should fill the job vacancies in the organization. By making good selection decisions, organizations help ensure that their financial investments in employees pay off. The selection process is concerned with identifying the best candidate or candidates for jobs from the pool of qualified applicants developed during the recruitment process. Placement involves matching individuals to jobs, based on the demands of the job and the competencies, preferences, interest and personality of the job applicant ( 2002).
4. Introduction to the Organization
The new employees are introduced to the organization through employee orientation. Orientation introduces new employee to the organization and to their new tasks, managers, and co-workers so that they can quickly become effective contributors, effective orientation can play a very important role in employee job satisfaction, performance, retention, and similar areas (1998 ;2002). Orientation can serve the role of providing favorable initial job experiences for new employees. Organization can avoid problems of disenchantment and disappointment when people encounter jobs that are different from what they expected. In similar fashion, an effective orientation program can complement and reinforce this process by making sure that a new employee’s initial job experiences are positive and effective ( 2002).
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. Induction aims to:
- Smooth the preliminary stages when everything is likely to be strange and unfamiliar to the new employee
- Quickly build a favorable attitude to the company in the mind of the new employee so that he or she can be retained by the company
- Facilitate productivity from the new employee in the shortest possible time
- Lessen turnover (2003)
5. Release from the Organization
The employment relationship may be ended voluntarily by some moving elsewhere. Alternatively, it may finish at the end of a career by retirement. Increasingly, however, people are being released by organizations involuntarily. Organizations are terminating the relationship through redundancy and they are tightening up disciplinary procedures to handle not only cases of misconduct but also those of incapability – as judged by the employer. Among the common forms of employee release are the following:
- Redundancy – the introduction of new technology has contributed hugely to the reduction of people in organizations but thrust for productivity and added value has led more use of such indices as added value for employment costs to measure business performance with regard to the utilization of human resources. Business process re-engineering techniques are deployed as instruments for downsizing (2003).
- Setting higher Performance Standards – the pressure for improved performance is causing organizations to set higher performance standards for employees and those employees that do not meet the set standards are being released (2003).
- Voluntary Release – there are employees who voluntarily leave their organizations in search of better career paths, more money and other reasons. They may also take early retirement or volunteer for redundancy (2003).
The Contribution of HRM to Employee Resourcing
Human resources management (HRM) involves the establishment and execution of policies, programs, and procedures that influence the performance, capabilities, and loyalty of the employees of an organization. Through these policies and procedures, individuals are attracted, retained, motivated, and developed to perform the work of the organization. It is through these policies and procedures that the organization seeks to mold and shape the actions of its employees to operate successfully, comply with various public policies, provide satisfactory quality of employment, and improve its position in the marketplace through straightened ability to compete and serve (1996).
The human resources department of an organization focuses its processes and practices on helping the organization achieve corporate goals like growing operations through recruiting and hiring employees, orienting and training them, and making their initial and future job assignments (2002). Essentially, HRM is concerned with matching human resources to the strategic and operational needs of the organization and making sure that those resources are fully utilized. It aims not only to obtain and keep the number and quality of people required but also to select and promote people who fit the culture and strategic requirements of an organization. HRM contributes to employee resourcing through the matching of resources to organizational requirements. HRM resourcing policies, according to (2003) address two fundamental questions:
o What kind of people do we need to compete effectively, now and in the foreseeable future?
o What do we have to do to attract, develop and keep these people?
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