Paper Example on 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 of 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 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 the 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. The 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, the 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 the optimal competency of attaining the companys 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 organizations 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 to 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 the 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 Pricewaterhouse 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 incorporate 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 results in added value of the organization.

Also, 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 in increased productivity. Reason being, tactful employee recruitment, and selection processes lead to a 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 the 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 objective selection and recruitment process increased the organizations performance. On the broader scale, the case study was able to prove the fact that the banks recruitment and hiring process positively enhance the organizations 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 a profound pool of diverse, talented employees (Campbell & Hirsh, 2013; Armstrong, 2006) professionally. All in all, talent management has a major role in driving the organization success through enabling the company only to employ the capable and resourceful employees and keep them improving their capabilities while attaining the organization's goals and objectives.

Khatri et al. (2010) denote one way in which talent management adds to the value of an organization. For instance, talent management improves teamwork. Teamwork is crucial to the success of the 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 others capabilities and thus increasing teamwork which also increases the achievement of the businesses goals and thus adding value to the organization. For example, an organizations Information Technology and security are 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 skill sets 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 make sure that they make their functions as efficiently 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 require 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 companys 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 mean 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. Regarding employees engagement, the activities involved in talent management aimed at utilizing the employees talent made 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 get 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 organization's functions. Resultantly, talent management results to enhanced teamwork, job satisfaction, and employee engagement which in return increase the organizations value. The study which engaged around 132 respondents leads 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 an 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...