Describe strategic resourcing. What are different components of strategic employee resourcing?

Strategic resourcing is one of the very common term used in business. It works as a guide for an organization to achieve their goals. The process involves of obtaining and retaining the number and quality of staff required for the success of the organization along with selecting and promoting the employees as per the strategic requirement of the organization. It also provides the base to make the full utilization of the resources that an organization has by matching the resources with the strategic and operational requirements (Armstrong, 2014).

There are different components that form strategic planning. Few of those are as listed below:

• Human Resource Planning: Also called as workforce planning, it involves of analyzing the need of the business along with identifying the total number of people and skillsets required for the organization to meet the organizational objectives ("Human resource planning", 1990).
• Developing employee value proposition and its employer brand: Employee value proposition is something that an organization has to offer. For someone working at a reputed organization and one that they value, employees often tries to show off their identity card, shirts and alike. This shows the commitment of the employee towards the organization as well. This can be done so by the organization by providing good working environment and facilities to its employees.
• Resourcing Plans: Oftentimes the resources the organization is looking is within the organization so it’s all about identifying such resources and also providing employees training opportunities to foster their skills (Armstrong, 2014). This process involves of finding talent within the organization which is also called as build approach and if the requirement can’t be fulfilled within the organization, it involves preparing long term plans for ensuring that the hiring and selection process will fulfill it.
• Retention plans: The people who have high potential and are talented are the ones on top demand. Any organization might try to pouch them for their own so this plan focuses on preparing a plan for retaining such key people for the organization.
• Flexibility: If the organization decides to hire 100 people during the month of June during their planning process for expansion but the company decides against the expansion process itself. The organization should be flexible to not add any overhead cost by hiring those hundred people as they’re not needed to meet the business objective in the current area. So, flexibility enables the organization to be adapt to the situation and take necessary actions as per the need of hour.
• Talent Management: Any organization needs a pool of talented individual with the required skillsets. So, it ensures that the organization has the required number of talented people to meet the organizational current and future needs and goals.

References

Armstrong, L. A. (2014). A Handbook of Human Resource Management Practice, 13th Edition. Kogan Page Limited.

Human resource planning. (1990). Long Range Planning , 23 (2), 120.

“Strategic resourcing is a key part of strategic human resource management ie, matching human resources to the strategic and operational requirements of the organization and ensuring the full utilization of those resources. (Armstrong, 2012, p. 204)” Thus it can be said that human resource management plays a vital role in filling the gap of human resource need in the organization through the process of strategic resourcing.

The different components of strategic employee resourcing are

1. Human Resource Planning (HRP)
HRP is also known as the starting point of HRM. HRP analyses the goal and objectives of the organization, clarifies what stage the organization is at and what size and quality of human resource is required in the future to meet these preset objective by the organization.

2. Developing employee value proposition and its employer brand
Some organization provide employee of the month as an honor. The employee gets praise and even a slight raise in his pay. This is what developing employee value proposition means. The employer brands or creates an image. This is done to value the good employees and retain them in the organization.

3. Resourcing plans
If vacant positions cannot be filled from within the organization then preplanning for possible future hire that can fulfill the job requirement is important. This can be done through once time hiring of companies that help in shortlisting candidates that the organization wants.

4. Retention plans
Various motivation practices like salary increment or new designation creation with better benefits have been practiced by organization to retain valuable employees. For example in my organization our Program manager was given a post of Head of Program with added benefit when he wanted to leave. This post was specifically created for him as he was valuable and the organization deemed him to be irreplaceable. This post is below the Executive Director.

5. Flexibility
Details of the skills of every employee is recorded. Depending upon the need the employee can be required to do another job he is capable of. For example I am a management student. If my organization requires a post of procurement or administration to be filled for a few months then they can channel me to the job. In this way the organization will make best use of its capable human resource.

6. Talent Management
Another important component of strategic resourcing is talent management. The human resource conducts talent audit and prepares resources to replace or succeed management position as per need in the future or present.

Strategic resourcing gives an edge to the organization from others. “In a rapidly changing competitive environment, human resources are one important source of competitive advantage. Human resource systems can contribute to sustained competitive advantage through facilitating the development of competencies that are firm specific. (Caliskan, 2010)”

References

Armstrong, M. (2012). ARMSTRONG’S HANDBOOK OF HUMAN RESOURCE MANAGEMENT PRACTICE (12 Ed ed.). Kogan Page.

Caliskan, E. N. (2010). Journal of Naval Science and Engineering . THE IMPACT OF STRATEGIC HUMAN RESOURCE MANAGEMENT ON ORGANIZATIONAL PERFORMANCE, 6 No.2 , 100-116.

Strategic resourcing is a key part of strategic human resource management that aims on ensuring that organization has the people it needs to achieve the business goals. It is fundamentally related with matching human resources to the strategic and operational requirements of the organization and ensuring the full utilization of these resources. It is concerned not only with obtaining and keeping the number and quality of staffs required but also with selecting and promoting people who fit the culture and strategic requirements of the organization. It is the integration of employee resourcing and business strategies (Armstrong, 2014).

The components of strategic employee resourcing are:

Workforce Planning: Workforce planning is related with accessing the future business needs and accessing the number and type of people needed in the organization to meet those needs.

Developing the Organization’s Employee Value Proposition and its Employer Brand: Employee value proposition is what an organization has to offer to its prospective and existing employees that they value so that they will be persuaded or motivated to join or stay in the organization. The employer brand is the image presented by the employer in the market.

Resourcing Plans: Resource plan includes planning whether to find people within the organization and help them learn new skills or look outside the organization to find the people who will help to satisfy the future business needs. It also includes decision regarding the hiring of full-time employees or contractors based on the cost-effectiveness of the organization.

Retentions: Retention is making sure that the people with right set of skills, knowledge, competencies, qualifications and expertise that the organization needs will choose to stay in the organization.

Flexibility: It is related with planning the flexible and adaptable human resource to help the organization adapt and cope up with the changing circumstances. The organization should pay attention on creating a pool of employees ready to accept changes because the only way to sustain in the dynamic business world is by making the best use of human resource.

Talent Management: Talent management ensures that an organization has talented people who will assist in attaining the present and future needs of the organization. It also involves succession planning.

References

Armstrong, M. (2014). Armstrong’s Handbook on Human Resource Management Practice.

For a business to efficiently work towards its business goals, its human resources should be associated with its strategic planning and overall business goals. Strategies helps to connect organization with its ultimate aim. Strategic resourcing is the process of aligning the activities of the human resources to the strategic and day-to-day requirements of the organization and making the full utilization of the resources. It involves maintaining the quality number of employees, selecting, and promoting people who perfectly adopt the organizational culture and match the strategic requirements of the organization.

Strategic human resource management involves a future-oriented process of developing and implementing HR programs that address and solve business problems and directly contribute to major long-term business objectives (Management, 2015).

The main objective of resourcing strategies to find the appropriate workforce the organization needs with the appropriate qualities, capabilities, knowledge and potentialities for future. The following are the different components of strategic employee resourcing.

Workforce planning

Workforce planning is a strategy used by the organization to foresight the need of the human resource and utilizing the skills of the workers to acquire the desired results. For example, In a company, A Branch Manager cannot be expected to play the role of a HR. The unplanned work can lead to the failure of the project.

Talent management

The organization needs skill people to work in a systematic manner. Strategic human resourcing helps in selecting the capable candidates and directing their work towards the vision of the organization.

Resource planning

Resource planning is the process of finding people within the organization and providing them new learning skills. An organization only recruit people from outside if they cannot find anyone from the inside.

Retention

It is very essential to control the activities of the people in the organization, retention plans focuses on selecting the talented employee before any other companies hire them.

Flexibility

The company should be flexible to cope up with any kind of situation. For example, if the CEO of the organization resigns they should be ready to fill the vacancies as soon as possible through internal or external recruiting.

References
Management, S. f. (2015). Practicing Strategic Human Resources. SHRM .