Talent Planning in Organisations
CIPD, 2012 defines resourcing and talent planning as “Ensuring that the organisation is able to identify and attract key people with the capability to create competitive advantage and that it actively manages an appropriate balance of resource to meet changing needs, fulfilling the short and long-term ambitions of the organisation strategy.” There are many different factors that affect organisation’s approach to attracting talent. One factor is an expansion of the organisation. When an organisation expands, planning is vital as they do not want to end up with too much knowledge and skills in one area while not enough in another. Skill shortage is another factor that affects organisational approach to attracting talent. Due to ever changing technology, organisations are competing with each other to attract the people who have the skills and knowledge for specialist roles. There could have been a restructure or change to the organisation which lead to them needing to attract more talent in a certain department. Organisations that have changed their business objectives or the branding of the business could also lead to the organisation needing to attract talent. It is important that an organisation attracts and retains diversity. ACAS, 2012 explains that “Organisations can't thrive and grow if everyone in them thinks and behaves the same way. Having a diverse workforce with people from different racial, educational and social backgrounds and a diverse age range opens up a wealth of possibilities and helps to encourage creativity and foster innovation.” By retaining diversity in the workforce, skills and talent are retained internally and a wide range of skills can be identified and recognised which can lead to the reduction of skill cloning and staff retention. By having a diverse workforce also means that a wide range of customers’ needs can be addressed and they can interact with a broad range of customers. Another benefit of attracting and retaining a diverse workforce is that it gives the organisation a positive image. By managing diversity, employees, customers and clients feel valued. Rees & French (2010, p 171), explains that recruitment and selection can play an important role in shaping an organisation’s effectiveness and performance. “By recruiting and selecting staff in an effective manner can both avoid undesirable costs, for example those associated with high staff turnover, poor performance and dissatisfied customers, and engender a mutually beneficial employment relationship characterised, wherever possible, by high commitment on both sides.”
Before advertising the organisation needs to identify the recruitment cycle they are going to use along with the recruitment and selection procedure. These methods needs to be ethical and good practice considered. There are regulatory and legislative frameworks that all organisations have to adhere to such as The Equality Act 2010 to avoid discrimination.
The recruitment and selection cycle commences when a vacancy has been identified and authority has been given to fill the vacancy. A job analysis needs to be carried out to learn more about the vacancy and to find out what kind of person would be suitable for the role. These will be laid out in the Job Description and Person Specification. Then the vacancy will need to be advertised in order to attract the right kind of people to the job. There are many different ways of advertising. It is good practice for organisations to consider internal advertising before advertising externally. This gives internal employees the chance to develop themselves and also retain the skills and talents within the organisation.
There are many different ways in which an organisation can recruit. They can advertise internally in the organisation’s notice board or intranet if they have one. By offering positions internally it boosts morale within the organisation as they are investing in the...
References: ACAS, 2012. ACAS - The benefits of having a diverse workforce. [Online]
Available at: http://www.acas.org.uk/index.aspx?articleid=3725
[Accessed 8 May 2013].
CIPD, 2012. HR Profession Map. [Online]
Available at: http://www.cipd.co.uk/binaries/HRPM%202%203.pdf
[Accessed 30 April 2013].
Leatherbarrow, F. C., 2010. Introduction to Human Resource Managment, A Guide to HR in Practice. 2nd ed. London: CIPD.
Rees, G. & French, R., 2010. Leading, Managing and Developing People. 3rd ed. London: CIPD.
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