Ensures the organization obtains and retains the people it needs and employs them efficiently Key part

of SHRM process Matching HR to the strategic and operational needs of the organization; ensuring full utilization of those resources Selecting and promoting people who fit the culture and the strategic requirements of the organization

To obtain a workforce endowed with the appropriate qualities, skills, knowledge and potential for future training To ensure that a firm achieves competitive advantage by employing more capable people than its rivals

HRM places more emphasis than traditional personnel management Changes in thinking about the skills and behaviors required in the future to achieve sustainable growth and cultural change

The philosophy behind the SHRM approach to resourcing is that it is people who implement the strategic plan The integration of business and resourcing strategies is based on an understanding of the direction in which the organization is going and the determination of:

The number of people required to meet business needs The skills and behavior required to support the achievement of business strategies The impact of organizational restructuring as a result of decentralization, delayering, mergers etc Plans for changing the culture of the organization in areas such as performance standards, quality etc

HRP Developing the organization s employee value proposition and its employer brand Resourcing plans Retention strategy Flexibility strategy Talent management strategy

Determines the HR required by the organization to achieve its strategic goals Process for ensuring that the HR requirements of an organization are identified and plans are made for satisfying those requirements People are an organization s most important strategic resource

Matching resources to business needs in the longer term It addresses HR needs both in quantitative and qualitative terms: This means answering two basic questions: - how many people? - what sort of people?

1) 2) 3)

Identifying and acquiring the right number of people with the proper skills Motivating them to achieve high performance Creating interactive links between business objectives and people planning activities

Hard based on quantitative analysis to ensure that right number of the right sort of people are available when needed Soft focused on creating and shaping the culture of the organization clear integration between corporate goals and employee values, beliefs and behaviors

Demand forecasting Supply forecasting Forecasting requirements Action planning

Consists of what it has to offer prospective or existing employees if they join or remain with the business

The financial and non-financial factors that are crucial in attracting and retaining people include: Attractiveness of the organization Responsibility: corporate conduct and ethics Respect: diversity and inclusion Work-life balance Opportunities for personal and professional growth

Internal resourcing based on data already available about skills and potential External resourcing can be met by developing a recruitment strategy The aims of this strategy: Make the org the employer of choice Plan the best methods of defining precisely what is needed in terms of skills and competencies Planning the use of the most effective methods of obtaining the number and type of people required

Aim to ensure that key people stay with the organization and that wasteful and expensive levels of employee turnover are reduced

Pay Job design Performance Learning and development Career development Commitment Lack of group cohesion Dissatisfaction and conflict with managers and supervision Recruitment, selection and promotion Over-marketing

To develop a flexible firm by providing greater operational and role flexibility The steps to be considered when formulating a flexibility strategy: Take a look at traditional employment patterns to find alternatives Think about outsourcing Encourage multiskilling