Topics: Human resource management, Developing country, Management, Performance management, Employment, Employee benefit / Pages: 16 (4153 words) / Published: Apr 24th, 2014
Human Resource Management is the pillar of every organisation and its profitability. Below are the different views and strategies managers used to manage organisational resources successfully. Every heading has its own introduction.

Question 1
Provide a detailed summary of the innovative practices which organisations need to implement to attract and retain scarce skills within their companies.
Companies are competing for scarce skills all-over the world, this encourages a lot of organisation to be innovative in their approaches to attract and retain these scarce skills.
The first and far most important approach to attract scarce skills is recruitment, according to Swanepoel, Erasmus and Schenk (2008:257): “Recruitment can be described as those HRM activities that are undertaken in order to solicit job applications from people who have the necessary potential, knowledge, skills and abilities (competencies), to fill positions as employees who will assist the organisation in achieving its objectives.”
A recruitment policy needs to be in place in order to attract the “right” individual for the position, according to Swanepoel, Erasmus and Schenk (2008:258) “the recruitment policy stipulates broad guidelines on how an organisation intends to deal with recruitment”.
Various recruitment methods can be used, these include:
Advertising (internally as well as externally): “advertising has one basic underlying principle and that is communication. The purpose of an advert is to gain the right person’s interest and attention, which must then lead to action” Swanepoel et al. (2008:265). Factors such as a competitive salary, scarce skill allowance and other employee benefits can be included in an advert to attract candidates with scarce skills.
Special event recruiting: this method may be used to attract scarce skills from specific groups of students on campuses of schools and universities

Bibliography: 1. Arguinis, H. performance management (online). Available from: (accessed 14 April 2014) 2. Cronje, GJ. Du toit, GS. Motlatla, MDC. Marais, A. (eds.) (2003) Introduction to Business Management. Sixth edition. Oxford university press 3. Department of Labour (2013) Labour Relations Act: 2013 Amendment Bill. (Online). Available from: 12 April) 4. Erasmus, B.J. Leodolff, P.v.Z. Mda, T. Nel, PS. (2006) Managing Training and Development in South Africa. Fourth Edition. South Africa: Oxford university press 5. Govender, P (2014) Fear of brain drain as profs retire en masse. Sunday Times, Sunday, 6 April, p.11 6. Karpilo, J. brain drain.(online). Available from: (accessed 11 April 2014) 7. McNamara, C. Training and Development. (Online). Available from: (accessed 13 April 2014) 8. Noe, RA., Hollenbeck, J.R., Gerhart, B. and Wright, P.M. (2012) Human Resources Management: Gaining a Competitive Advantage. 8th Edition. Mcgraw Hill. 9. Swanepoel, B.J. And Erasmus, B.J. And shenk, H (2008) South African Human Resource Management: Theory and Practice. Fourth edition. Juta

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