Employee Resorcing
Employee Resourcing
Employee resourcing, also known, in certain places, as people resourcing, is ‘that part of personnel and development which focuses on the recruitment and release of individuals from organisations, as well as the management of their performance and potential while employed by the organisation’ (Pilbeam and Corbridge, 2002).
According to Armstrong (2008) employee resourcing strategy is related to the attempt of the organization not just of obtains and retains the people it needs, but also employs them efficiently. This strategy is concerned with selecting and promoting people who ‘fit’ the culture and the strategic requirements of the organization.
Taylor (1998) introduces Employee Resourcing saying ‘effective hiring and firing, attracting the best candidates, reducing staff turnover and improving employee performance are fundamental management functions. They are as relevant for a small family business as they are for a major international PLC’. ER therefore involves ‘the range of methods and approaches used by employers in resourcing their organisations in such a way as to enable them to meet their key goals’ (Taylor, 1998)
Taylor (1998) includes, the employee resourcing function is believably best defined as activities that make easier the achievement of essential objectives of P&D, such as staffing, performance and administration.
Staffing objective relates to the right people, in the right place, at the right time. It is about recruitment and selection. The first one is considered as those practices carried out by organisations with the main purpose of identifying potential employees (Breaugh and Starke, 2000). Selection refers to the methods used to decide which applicant to appoint to a vacancy (Torrington, Hall, Taylor and Atkinson, 2014)
Performance management processes can be used to identify development needs (skill and behavioural) and motivate people to make the most effective use of their skills (Armstrong, 2008). Finally,
Employee resourcing, also known, in certain places, as people resourcing, is ‘that part of personnel and development which focuses on the recruitment and release of individuals from organisations, as well as the management of their performance and potential while employed by the organisation’ (Pilbeam and Corbridge, 2002).
According to Armstrong (2008) employee resourcing strategy is related to the attempt of the organization not just of obtains and retains the people it needs, but also employs them efficiently. This strategy is concerned with selecting and promoting people who ‘fit’ the culture and the strategic requirements of the organization.
Taylor (1998) introduces Employee Resourcing saying ‘effective hiring and firing, attracting the best candidates, reducing staff turnover and improving employee performance are fundamental management functions. They are as relevant for a small family business as they are for a major international PLC’. ER therefore involves ‘the range of methods and approaches used by employers in resourcing their organisations in such a way as to enable them to meet their key goals’ (Taylor, 1998)
Taylor (1998) includes, the employee resourcing function is believably best defined as activities that make easier the achievement of essential objectives of P&D, such as staffing, performance and administration.
Staffing objective relates to the right people, in the right place, at the right time. It is about recruitment and selection. The first one is considered as those practices carried out by organisations with the main purpose of identifying potential employees (Breaugh and Starke, 2000). Selection refers to the methods used to decide which applicant to appoint to a vacancy (Torrington, Hall, Taylor and Atkinson, 2014)
Performance management processes can be used to identify development needs (skill and behavioural) and motivate people to make the most effective use of their skills (Armstrong, 2008). Finally,