Employee Resourcing and Development
Employee Resourcing and Development
Employee resourcing and development is essential to all organisations and highly contributes towards the organisations success. Employee resourcing is ‘the part of human resource management which focuses on the recruitment and release of individuals from organisation’ and ‘the management of their performance and potential while employed by the organisation’ (Pilbeam & Corbridge, 2010). Employee development is ‘the process & facilitation of learning and knowledge that support business goals, develop individual potential and respect and build on diversity’ (Harrison, R., 2009). Employee resourcing and development can significantly add value to an organisation and help to cement the HR business partnership, and this essay will critically analyse the extent to which resourcing and development activities do so.
Absence Management
Employee absence levels can have substantial negative impacts on organisations; and therefore it is becoming increasingly common to see organisations introducing new, or revising existing, absence management programmes. A study from CIPD found that the ‘annual median cost of absence per employee was £595’ (CIPD, 2013); costing the UK economy £17 billion per year (ACAS, 2010). If an employee is absent from work it is highly likely that the organisation will be faced with both direct and indirect costs. Direct costs being those associated with the hiring of, and paying for, temporary staff while the particular employee(s) are absent (ACAS, 2010); Statutory Sick Pay if the employee is absent for 4 or more days in a row; occupational sick pay, if it is part of the particular organisations terms and conditions (GOV.UK, 2013). Secondly, indirect costs are those related to low morale amongst remaining colleagues, who may be expected to take on extra responsibilities as a result of the absence; decreased customer satisfaction, if temporary members of staff are not adequately knowledgeable in particular areas of
Employee resourcing and development is essential to all organisations and highly contributes towards the organisations success. Employee resourcing is ‘the part of human resource management which focuses on the recruitment and release of individuals from organisation’ and ‘the management of their performance and potential while employed by the organisation’ (Pilbeam & Corbridge, 2010). Employee development is ‘the process & facilitation of learning and knowledge that support business goals, develop individual potential and respect and build on diversity’ (Harrison, R., 2009). Employee resourcing and development can significantly add value to an organisation and help to cement the HR business partnership, and this essay will critically analyse the extent to which resourcing and development activities do so.
Absence Management
Employee absence levels can have substantial negative impacts on organisations; and therefore it is becoming increasingly common to see organisations introducing new, or revising existing, absence management programmes. A study from CIPD found that the ‘annual median cost of absence per employee was £595’ (CIPD, 2013); costing the UK economy £17 billion per year (ACAS, 2010). If an employee is absent from work it is highly likely that the organisation will be faced with both direct and indirect costs. Direct costs being those associated with the hiring of, and paying for, temporary staff while the particular employee(s) are absent (ACAS, 2010); Statutory Sick Pay if the employee is absent for 4 or more days in a row; occupational sick pay, if it is part of the particular organisations terms and conditions (GOV.UK, 2013). Secondly, indirect costs are those related to low morale amongst remaining colleagues, who may be expected to take on extra responsibilities as a result of the absence; decreased customer satisfaction, if temporary members of staff are not adequately knowledgeable in particular areas of
References: GOV.UK. (2013). Statutory Sick Pay (SSP). Accessed 17th November 2013 https://www.gov.uk/statutory-sick-pay Newcombe, T Hemsley, S. (2011). Absence: How does it affect the workplace and what can employers do about it? HR Magazine. Retrieved from http://www.hrmagazine.co.uk/hr/features/1019816/absence-how-affect-workplace-employers Howarth, J Thomas, A. et al (2012). The many benefits of employee well-being in organizational research. Journal of Organizational Behavior, J. Organiz. Behav. 33, 1188–1192. doi: 10.1002/job.1828 Hodge, P French, R. & Rumbles, S. (2010). Recruitment and Selection. Leading, Managing and Developing People. CIPD. Retrieved from http://www.cipd.co.uk/nr/rdonlyres/01f95685-76c9-4c96-b291-3d5cd4de1be5/0/9781843982579_sc.pdf CIPD (2013) ACAS (2010). Recruitment and induction. Retrieved from http://www.acas.org.uk/media/pdf/l/e/Recruitment_and_induction_(October-2012)-accessible-version-may-2012.pdf Bhatnagar, J Couch, K. (2012). Talent management. Leadership Excellence, 29(2), 18. Retrieved from http://search.proquest.com/docview/927587735?accountid=12860 Whelan, E CIPD. (2009). The War on Talent? Talent management under threat in uncertain times. Retrieved http://www.cipd.co.uk/binaries/war-on-talent.pdf Hughes, J Chitakasem, N. (2011). The need to retain talented employees is increasing every day. HR Magazine. Retrieved from http://www.hrmagazine.co.uk/hro/features/1019394/the-retain-talented-employees-increasing-day CIPD Little, B. (2010). Best practice talent management. Retrieved from http://www.trainingjournal.com/feature/2010-01-11-best-practice-talent-management/ Martin, J Pilbeam, S & Corbridge, M. (2010). People Resourcing and Talent Planning (4th ed.). Harlow, England. New York: Financial Times Prentice Hall