Employee Resourcing Process: A Positive Part of Strategic Human Resource Management
Ola Kazeem Falodun
16th March 2009
TABLE OF CONTENTS
2. How the key stages of the employee resourcing process support strategic human resource management
3. Evaluate a range of methods of selection to support strategic human resource management considering their objectives and limitations.
4. Identify the legislation underpinning the employee resourcing process and review the impact the legislation has on the resourcing process.
5. Analysis of an employee resourcing process in KGK and appraise its contribution to the strategic human resource management function within the organisation.
Since one of the most essential factors that determine the success of an organisation is the quality of the people employed, employers or human resource consultant must ensure that effective method, processes, procedures and practices are applied in resourcing of employees.
This topic would be extensively covered by applying critical academic approach that would allow the researcher to:
• Assess how the key stages of the employee resourcing process support strategic human resource management. • Evaluate a range of methods of selection to support strategic human resource management considering their objectives and limitations. • Identify the legislation underpinning the employee resourcing process and review the impact the legislation has on the resourcing process. • Analyse an employee resourcing process in an organisation and appraise its contribution to the strategic human resource management function within that organisation.
From the analysis presented by the researcher, we would gain an understanding of the wide range of practical techniques in use, and as well appreciate some of the weaknesses and inconsistencies in the employee resourcing process.
2. Assess How the Key Stages of the Employee Resourcing Process Support Strategic Human Resource Management
The employee resourcing process that is used to support strategic human resource management can be considered on two separate stages of activities. The two stages are recruitment and selection (see appendix 1).
Barrick and Zimmerman (2005) established that recruitment is the process of attracting the maximum number of suitably qualified candidates to apply for a job. Recruiting individuals to fill particular posts within a company can be done either internally by recruiting within the firm, or externally by recruiting people from outside.
Advantages of Internal Recruitment
1. Considerable savings can be made. Individuals with inside knowledge of how a business operates will need shorter periods of training and time for 'fitting in'. 2. The organisation is unlikely to be greatly 'disrupted' by someone who is used to working with others in the organisation. 3. Internal promotion acts as an incentive to all staff to work harder within the organisation. 4. From the firm's point of view, the strengths and weaknesses of an insider will have been assessed. There is always a risk attached to employing an outsider who may only be a success 'on paper'.
Disadvantages of Internal Recruitment
1. You will have to replace the person who has been promoted 2. An insider may be less likely to make the essential criticisms required to get the company working more effectively 3. Promotion of one person in a company may upset someone else.
External recruitment makes it possible to draw upon a wider range of talent, and provides the opportunity to bring new experience and ideas into the business. Disadvantages are that it is more costly and the company may end up with someone who proves to be less effective in practice than they did on paper and in the interview...
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