THE POWER OF STRATEGIC EMPLOYEE RESOURCING

Strategic employee resourcing involves attracting, identifying, and retaining the right people to gain a competitive advantage. To be strategic in employee resourcing, organizations can align their recruitment, selection, and retention practices with their business strategy, invest in employee training and development, and create a strong employer brand to attract top talent and foster innovation. 

EVOLUTION OF RECRUITMENT AND SELECTION

In the past, traditional models of recruitment and selection have been prevalent, focusing on past experience and matching attributes. However, newer models have emerged that prioritize task-oriented matching, competency, and cultural fit (Cappelli, 2008). Task-oriented matching involves identifying the specific tasks required for a job and assessing candidates based on their ability to perform these tasks. This approach assumes that the best predictor of future performance is the ability to perform the specific tasks required for a job, providing organizations with a more effective way of identifying and selecting the best candidates (Collins & Stevens, 2002). Competency-based recruitment and selection involve identifying the competencies required for success in a job and assessing candidates based on their possession of these competencies. This approach assumes that certain competencies, such as problem-solving, communication, and leadership, are necessary for success in a job and that candidates who possess these competencies are more likely to perform well (Lievens & Sackett, 2012). Cultural fit recruitment and selection involve assessing candidates based on their compatibility with an organization's culture. This approach assumes that a candidate's personality, values, and beliefs must align with an organization's culture to ensure their success in the job and their ability to contribute to the organization's goals (Chatman & O'Reilly, 2016).

 

UNLOCKING EMPLOYEE POTENTIAL WITH COMPETENCY-BASED HRM

Competency-based HRM is an approach that utilizes competency analysis to improve various HR processes such as performance management, recruitment and selection, learning and development, performance, employee development, and employee reward (Armstrong, 2014). By selecting, training, and rewarding employees based on their possession of specific competencies that are essential for success, organizations can ensure that their employees have the necessary skills and abilities to achieve strategic objectives. This approach has the potential to enhance HR processes by providing more accurate and objective assessments of employee abilities, better alignment between job requirements and employee skills, and effective employee development and career planning.


BUILDING A COMPELLING EMPLOYER BRAND 

Developing a strong employer brand is crucial in today's competitive job market as it helps attract and retain top talent. The employee value proposition, which represents the unique set of benefits and attributes an organization offers to its employees, plays a significant role in creating a successful employer brand (CIPD, 2010). A strong employer brand includes elements such as organizational attractiveness, ethics, diversity and inclusion, work/life balance, and growth opportunities (Armstrong, 2011). A positive employer brand can improve employee engagement, productivity, and retention rates, enhance an organization's reputation and competitiveness, and attract partnerships and collaborations with other industry leaders.


UNLOCKING THE POWER OF TALENT FOR BUSINESS SUCCESS 

In today's highly competitive job market, the strategic selection is crucial for organizations to attract and retain top talent and achieve their strategic objectives. An inclusive workforce, consisting of diverse individuals, can bring in varied perspectives, skills, and experiences to foster innovation and creativity. However, it is crucial to ensure that the selection process is based on merit and not biased toward any particular group (Jackson et al., 2019).

To achieve this, organizations are now using sophisticated techniques such as online assessments, personality tests, and behavioral interviews (Campion & Campion, 2018). Recruitment and selection strategies must align with the organization's corporate strategy to ensure that they support the achievement of business goals (Snell & Bohlander, 2015).

 

BEYOND THE FIRST IMPRESSION: LIMITATIONS OF INTERVIEWS

Interviews are a widely used selection technique, but they have some limitations that employers need to consider. One of these is the "halo effect," where interviewers stereotype candidates based on their perception of a particular group or characteristic. Another is the "horn effect," where interviewers form a negative impression of candidates based on their own biases. Moreover, interviewers may compare candidates to each other, leading to a biased decision-making process, and recruit individuals who are similar to themselves, undermining diversity and inclusivity. Lastly, interviews may overvalue the personal nature of candidates, leading to a focus on personality over skills and experience (Lakin, 2021).


NAVIGATING THE PROS AND CONS OF PSYCHOLOGICAL TESTING 

Psychological tests are increasingly used to assess job candidates, with three main categories: intelligence, ability, and personality tests. However, to be effective, these tests must be well-designed and interpreted, following guidelines from organizations like CIPD. While useful, tests should be used alongside other methods, and it's important to acknowledge their limitations, especially in the case of personality assessments, which can be subjective and prone to bias (Henderson, 2017).


ASSESSMENT CENTERS: SECRETS TO EFFECTIVE TALENT EVALUATION 

Assessment centers are a reliable and valid selection technique that evaluates candidates' competencies and skills through various exercises, such as role plays, group discussions, presentations, and psychometric tests (Henderson, 2017). Multiple assessment techniques and trained assessors should be used to ensure consistency and reliability in the selection process. Moreover, observation should be separated from evaluation, and assessors should discuss their observations with others to reach a final decision.


UNLOCKING THE POWER OF TALENT 

According to the CIPD (2015), it focuses on individuals who can fulfill critical roles or possess high future potential. Two streams of thought on what talent means for an organization is identified by Armstrong (2011). Collings and Mellahi (2009) focus on developing a talent pool of high-performing incumbents, while Mckinsey and Co. believe talent has a value at all levels of the organization. The talent management pipeline is the process of identifying, attracting, developing, and retaining talented employees to fill critical positions within an organization. Armstrong suggests that to support this pipeline, organizations need to have a resourcing strategy linked to business aims, conduct talent audits, offer role flexibility, build a great place to work, and implement performance management, learning and development programs, and career management and succession planning.

 

THE POWER OF BUNDLING

Organizations are bundling employee resourcing and talent management processes to maximize human capital potential. Armstrong suggests key elements for a successful bundle of processes, including workforce planning, an employee value proposition, resourcing plans balancing internal development and external recruiting, and a retention strategy. A resourcing plan determines external/internal recruiting capabilities and a retention strategy keeps top talent within the organization. By bundling these processes, organizations can create a more holistic approach to employee resourcing and talent management for a more engaged and productive workforce.



REFERENCES

Armstrong, M. (2011). Building a strong employer brand. Strategic HR Review, 10(5), 3-7.

Armstrong, M. (2014). Armstrong's handbook of human resource management practice. Kogan Page Publishers.

Campion, M. A., & Campion, E. D. (2018). Making the best selection decisions. Annual Review of Organizational Psychology and Organizational Behavior, 5, 391-414.

Cappelli, P. (2008). Talent management for the twenty-first century. Harvard Business Review, 86(3), 74-81.

Chartered Institute of Personnel and Development (CIPD). (2010). Developing an employer brand. London: CIPD.

Chatman, J. A., & O'Reilly, C. A. (2016). Paradigm lost: Reinvigorating the study of organizational culture. Research in Organizational Behavior, 36, 199-224.

Collins, C. J., & Stevens, C. K. (2002). The relationship between early recruitment-related activities and the application decisions of new labor-market entrants: A brand equity approach to recruitment. Journal of Applied Psychology, 87(6), 1121-1133.

Henderson, M. (2017). The use of psychological tests for selection: The good, the bad, and the ugly. International Journal of Selection and Assessment, 25(3), 197-206.

Jackson, S. E., Ruderman, M., & Kozlowski, S. W. J. (2019). Building effective work teams. In The Oxford Handbook of Work and Organization (pp. 425-444). Oxford University Press.

Lakin, J. M. (2021). The perils of face-to-face selection interviews. Journal of Business and Psychology, 36(2), 297-312.

Lievens, F., & Sackett, P. R. (2012). The validity of interpersonal skills assessment via situational judgment tests for predicting academic success and job performance. Journal of Applied Psychology, 97(2), 460-468.

Snell, S. A., & Bohlander, G. W. (2015). Managing human resources. Nelson Education.