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Employee Resourcing & Development Sample Essay

Employee Resourcing & Development Sample Essay.

Instructions on Assessment: Students are required to submit a 2,000 word essay which critically evaluates the impact that Human Resources can have on overall business performance via resourcing and development. This is sometimes referred to as the “Added Value” that Human Resources can bring to an organisation. You should respond to the following question: “How does the HR function add value to an organisation through its resourcing and development activities?” In writing this essay you should select one topic of interest related to “Resourcing” and one topic related to “Development”. Suggested topics/areas directly relating to class sessions are included in the table below. However, these lists are not exhaustive and you may wish to choose something more specific related to one of these areas. Please speak to your seminar tutor if you are unsure

Employee Resourcing and Development

Student’s Name

School’s Affiliation

                                              Employee Resourcing and Development

For an organization to succeed in achieving its goals, mission and vision, it has to have a well-established employee resourcing and development framework which are crucial aspects in any Human Resources body (Brewster et al., 2011; Iles, 2013; Walsh, Sturman & Longsteet, 2010). Notably, employee resourcing refers to the portion of the human resource management that focuses with the hiring and firing of staff members within the organization and at the same time managing their potential and performance over the time that they are associated with the organization (Pibeam and Cordridge, 2010; Ramona & Anca, 2013). On the other hand, employee development encompasses the processes that the human resources engage in so as to facilitate and enhance the knowledge and learning of the staff in a bid to support the business’ objectives, develop on diversity and enhance individuals’ potential. As shall be seen in this essay, the aspects of recruitment and selection as a part of employee resourcing and that of talent management/career/progression planning as a part of employee shall be tackled with the ultimate aim of showing how the Human Resources add value to an organizations operations.

To begin with, employee resourcing is crucial in creating value for an organization for instance through the recruitment and selection activities. Recruitment process is the process through which attracting of applicable skill-sets from candidates and luring them to applying for the vacancies available in the organization. On the other hand, selection process is aimed at filtering the eligible applicants such that only the best suited applicants are assimilated into the organization (Thebe & Van der Waldt, 2014). As Argue (2015) puts it, strategic recruitment and selection form the basis of on the vision of an organization as it helps set up a workforce that is innovative and works hard with optimal competency of attaining the company’s growth. In other words, the organization focuses on attaining only those who have the best attributes to make high performing employees who work towards the attainment of the organization’s objectives thus adding value to it. Notably, the ultimate aim of ensuring effective recruitment and selection strategies for a company is increasing the competitive advantage of the organization which means that it adds value (Cassidy-MacKenzie, 2014).   

Gamage (2014) and Ekwoaba, Ikeije and Ufoma (2015) agree on the fact that a good selection and recruitment process enables the organization maintain a good image to the society and also remain cost effective in the process of attaining new employees. Ekwoaba, Ikeije and Ufoma (2015) goes further to propose that there exists a positive correlation between recruitment and selection process and performance of the organization. This proposal is backed up by the fact that those qualified and effectively sieved employees add into shaping of the resultant attitudes and behavior of the employee or the workforce. As a result, since the workforce has been ascertained to be the best one possible, then the value of the organization increases. Closely related to the aspect of increased workforce effectiveness and efficiency is the service delivery capability (Ezeali and Esiagu, 2010). For example, in the case of a consultancy firm like the Preciwaterhouse Coopers (PwC), the services they offer in financial auditing, advisory and taxation sectors solely depend on the hired workforce. As a result, it is highly important that such a company incorporates a detailed, strict ad highly competitive recruitment and selection criteria so that only those who are highly competent to the job are hired. Only then can the company deliver high quality services to its clients. The fruits of such high quality services is an increased customer satisfaction which result to added value of the organization. 

In addition, Gamage (2014) reckons the fact that a competent range of candidates constitutes a high potential of high caliber employees being selected and incorporated into the organization. As a result, only those who closely match the job description are absorbed into the organization. It follows that, a competent workforce results to increased productivity. Reason being, tactful employee recruitment and selection processes result in hiring of only those employees with the certain skills-sets thus increasing the ultimate efficiency of the workforce which consequently lead to higher productivity. There has been marked positive relationship between extensive recruitment and selection test validation procedures especially those incorporating formal selection techniques and firm profits (Gamage 2014). In other words, the better the recruitment and selection criterion a company has, the higher the chances that it will function towards maximal profitability.   

A good example of increased productivity and shaping of employees behavior and attitudes is illustrated by Ekwoaba, Ikeije and Ufoma (2015) in the case study of Fidelity Bank Plc in Lagos State. In this case study, 3,756 employees of the bank were involved. 46.2 % of those involved in the study asserted that recruitment processes affect the performance of the organization in addition to which 48.4% of the respondents reckoned that the an objective selection and recruitment process increased the organization’s performance. On the broader scale, the case study was able to prove the fact that the bank’s recruitment and hiring process positively enhance the organization’s performance. Specifically, the study showed that intensive, effective and objective recruitment and selection processes of new employees within the bank are positively related to increased productivity, productivity and improved behaviors and attitudes of the bank. Consequently, recruitment and selection are major determinants of an organizations success and efficiency.    

On the other hand, talent management is a crucial part of ensuring the development of an employee and ultimately adding value to the organization. According to Khatri et al. (2010), talent management is often referred to as Human Capital Management and entails the processes to do with recruitment, management, assessment, development and maintenance of the people- the most important assets in an organization. In this case, as a part of employees development, talent management is focused on ensuring that the organization is oriented towards attracting, retaining and growing professionally a profound pool of diverse, talented employees (Campbell & Hirsh, 2013; Armstrong, 2006). All in all, talent management has a major role in driving the organization success through enabling the company to only employ the capable and resourceful employees and keep them improving their capabilities while attaining the organizations goals and objectives.

Khatri et al. (2010) denotes one way in which talent management adds to the value of an organization. For instance, talent management improves teamwork. Teamwork is crucial in the success of a business as it enables different employees with different capabilities and insights to work together towards a common goal of adding value to the organization. In this case, since talent management is based on individuals’ abilities which are then assorted into a common talent pool, it now becomes a requirement of a team rather than individuals. As a result, talent management creates an environment where pooled individuals work together enhancing each other’s capabilities and thus increasing teamwork which also increases the achievement of the businesses goals and thus adding value to the organization. For example, an organization’s Information Technology and security is important. To ensure that it is optimally guaranteed, the organization sorts out its employees and allocates those most competent employees with the IT and relevant skillsets the mandate to ensure that cybersecurity is optimal within the organization. In this case, the IT enabled employees ought to work as a team to ensure that they make their functions as effective as possible.          

From another perspective, talent management requires that the strategy of the business be enhanced. This is so because it is a requirement of any talent management process to be aligned with the business strategy (Campbell & Hirsh, 2013; Khatri et al., 2010). For example, any company requires that the management team be well equipped and highly cohesive. As such, the organizations requires to shift and adjust its management force towards having a culture of collaboration and delegation within the organization. Therefore, the company ensures that only the talented managers; those capable of delegating yet collaborating with lower and higher management, make it to the management roles. Evidently, the strategy of such an organization would be to ensure that there is a smooth and effective flow of information from one employee to the other and across all the levels of management. Hence, talent management would be crucial for the aspiring, low, middle, and top managers’ development so that a positive cultural shift is attained which aligns with the company’s strategy (Sparrow, Otaye & Makram, 2014).

Campbell & Hirsh (2013) infers to three major ways that talent management adds value to an organization: retention, engagement and progression. In this case, when a company retains talent, it retains the most effective employees which means that it cuts on the costs associated with recruitment of new employees who might not match up to the levels of quality work delivered by the retained employees. In terms of employees’ engagement, the activities involved in talent management aimed at utilizing the employees’ talent make them feel more important and valued within the organization. Here, the employees will resultantly give it their all in ensuring production within the company tends towards the positive which means that the company will gain value since the employees will be more productive. Finally, in terms of progression, the employees showing higher talent-based contribution and innovation are prone to getting promoted to higher job responsibilities. The result of this is that the employees will show ultimate commitment towards contributing to the good and development of the company hence adding value to the organization as they seek promotion and progression and as they become more satisfied with working within the subject organization.

For example, a case study of the Central Bank of Kenya by Karuri and Nahashon (2015) showed that talent management begins at the hiring stage and extends to the employee training stages of the organizations functions. Resultantly, talent management results to enhanced teamwork, job satisfaction, and employee engagement which in return increase the organization’s value. The study which engaged around 132 respondents lead to a supportive argument that talent management within the Central Bank of Kenya has led to an increase in quality, profitability, productivity, customer service delivery and ultimate increase in shareholder value (Karuri and Nahashon, 2015). Further, the study established the fact that talent management enhances the behavior of the employees in that the risk taking capabilities, innovative abilities, knowledge sharing activities and cohesion among the employees are enhanced which improves the value of the organization. Relating this to the initially stated roles of talent management on the performance of an organization, the argument that talent management increases the value of an organization is greatly supported. Also, considering the role of retention in relation to talent management only leads to the conclusion that the more an organization focuses and invests in talent management, the more the organization succeeds in its objectives and thus adds on its value.

In a nut shell, both employee resourcing and development are crucial aspects in adding value of an organization. Talent management constitutes an important aspect in employees’ development as it necessitates employees’ teamwork, engagement, satisfaction, and positive behavior. On the other hand, the recruitment and selection processes constitute important employee resourcing in that it determines the competencies that the employees have when joining the organization. Enhanced competencies ensure that the workforce is capable of delivering quality work and providing good customer services. Eventually, both talent management and recruitment and selection processes help shape the behavior and attitudes of the employees towards the betterment of the organization. In the end, both of the processes have a role to play in increasing the increase in quality, profitability, productivity, customer service delivery and ultimate increase in shareholder value for the subject organization. In other words, the organizations, through practicing effective and efficient talent management and incorporating objective and intensive recruitment and selection activities, add value to their businesses. Therefore, it is crucial for each and every organization to invest on the recruitment and selection activities and also the talent management activities so that they ensure that the employees’ skills and capabilities to work cohesively and with a common focus of attaining the goals of the organization which adds value to the business.

References

Argue, Mary. (2015). The Importance of the Strategic Recruitment and Selection Process on Meeting an Organisations Objectives’. Masters: Dublin Business School.

Armstrong, M. (2014) Armstrong’s Handbook of Human Resource Management Practice. 13th edn. UK: Kogan Page Limited.

Brewster, C., Sparrow, P., Vernon, G., and Houldsworth, E. (2011). International Human Resource Management. 3rd edn. London: Chartered Institute of Personnel and Development.

Campbell, V., and Hirsh, W. (2013). Talent Management: A Four-Step Approach.UK: Institute for Employment Studies, 1-46.

Cassidy-MacKenzie, B. (2014) ‘How Embracing Diversity and Inclusion Enhance your Talent Management Strategy?’ Human Resources Management, 19(5), 14-15.

Ekwoaba, J., O., Ikeije, U., U., and Ufoma, N. (2015). The Impact Of Recruitment And Selection Criteria On Organizational Performance. Global Journal of Human Resource Management, 3(2), 22-33.

Iles, Paul. (2008). Employee Resourcing. United Kingdom: Einburgh Business School. I/1-I/42.

Karuri, M., Nahashon, L. (2015). Effect Of Talent Management On Employee Outcomes: A Case Study Of Central Bank Of Kenya. The Strategic Journal of Business and Change Management, 2(43), 882-899.

Khatri, P., Gutpa, S., Gulati, K., and Chauhan, S. (2010). Talent Management in HR. Journal of Management and Strategy, 1(1), 39-46. doi:10.5430/jms.v1n1p39

Ramona, T. & Anca, S. (2013) ‘Human Resource Management – From Function to Strategic Partner’ Annais of the University of Oradea, Economic Science Series, 22(2), 631-638.

Sparrow, P., Otaye, L., and Makram, H. (2014). How Should We Value Talent Management?. White Paper 14/01. UK: Lancaster University Management School. 1-48. 

Thebe, T.P. & Van der Waldt, G. 2014. A Recruitment and Selection Process Model: The case of the Department of Justice and Constitutional Development. Administratio Publica, 22(3): 6-29.

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