METHODIST UNIVERSITY GHANA

METHODIST UNIVERSITY COLLEGE GHANA

FACULTY OF BUSINESS ADMINISTRATION
Department of Human
DEPARTMENT OF HUMANResource and Management
RESOURCE & MANAGEMENT STUDIES Studies

MHRM 402

Fundamentals of Strategic
Human Resource Management

INSTRUCTOR:
EDWARD N. TETTEH
 Week 5 Agenda

❖ Recap of Previous Lecture

❖Topic: Strategic Employee Resourcing

▪ Meaning and objectives of strategic resourcing.

▪ Characteristics of a good resourcing strategy

▪ Components of strategic employee resourcing

▪ Resourcing plans

❖ Next Week Agenda

FACULTY OF BUSINESS ADMINISTRATION

DEPARTMENT OF HUMAN RESOURCE & MANAGEMENT STUDIES
 Introduction
❖ Strategic employee resourcing is about ensuring that the organization
obtains and retains the people it needs to achieve its business goals.

❖ It is a key part of strategic human resource management which is

fundamentally about matching human resources to the strategic and
operational requirements of the organization and ensuring the full
utilization of those resources.

❖ It is concerned not only with obtaining and keeping the number and
quality of staff required but also with selecting and promoting people who
'fit' the culture and the strategic requirements of the organization.

FACULTY OF BUSINESS ADMINISTRATION

DEPARTMENT OF HUMAN RESOURCE & MANAGEMENT STUDIES
Characteristics of a Good Employee Resourcing Strategy

❖ Determine the number of people required to meet business needs.

❖ Determine the skills and behaviour required to support the achievement of

business strategies.

❖ Established the impact of organizational restructuring (decentralisation,

mergers, product or market development, or the introduction of new
technology) on the workforce.

❖ Plans for changing the culture of the organization in various areas relevant to
organizational success.

❖ Go beyond recruitment and selection; must include any means available to

meet the needs of the firm for certain skills and behaviours.
FACULTY OF BUSINESS ADMINISTRATION
DEPARTMENT OF HUMAN RESOURCE & MANAGEMENT STUDIES
 Components of Strategic Employee Resourcing

Human Resource − assessing future business needs and deciding on the numbers and types
1. of people required.
Planning
− preparing plans for finding people from within the organization for
learning and development programmes.
2. Resourcing Plans − preparing longer-term plans for ensuring that external recruitment and
selection processes are used to satisfy strategic needs.

3. Retention Strategy − preparing plans for retaining the people the organization needs.

− planning for increased flexibility in the use of human resources to enable

4. Flexibility Strategy the organization to make the best use of people and adapt swiftly to
changing circumstances.
− ensuring that the organization has the talented people it requires to
Talent
5. provide for management succession and meet present and future
Management business needs.

FACULTY OF BUSINESS ADMINISTRATION

DEPARTMENT OF HUMAN RESOURCE & MANAGEMENT STUDIES
 Human Resource Planning

❖ HRP determines the human resources required by the organization, in terms

of number and quality, to achieve its strategic goals.

❖ It is generally concerned with matching resources to business needs in the

longer term, although it will sometimes address shorter-term requirements.

❖ It addresses human resource needs both in quantitative and in qualitative

terms.

❖ also looks at broader issues relating to the ways in which people are
employed and developed in order to improve organizational effectiveness.

FACULTY OF BUSINESS ADMINISTRATION

DEPARTMENT OF HUMAN RESOURCE & MANAGEMENT STUDIES
 Human Resource Planning

FACULTY OF BUSINESS ADMINISTRATION

DEPARTMENT OF HUMAN RESOURCE & MANAGEMENT STUDIES
 Resourcing Plans

Internal
Resourcing

Strategic
Resourcing
Plans
External
Resourcing

FACULTY OF BUSINESS ADMINISTRATION

DEPARTMENT OF HUMAN RESOURCE & MANAGEMENT STUDIES
 Resourcing Plans

❖ Internal Resourcing Plans

▪ Should be based on data already available about skills and potential.
▪ Regular skills audits and the analysis of the outcomes of performance management
reviews helps to determine the skills inventory.
▪ Strategies include promotion, transfer, job postings, job bidding.

❖ External Resourcing Plans

▪ Can be met by developing a recruitment strategy.
▪ Strategy should aim at making the organization the “employer of choice”, defining
precisely what is needed in terms of skills and competencies, and use of the most
effective methods of obtaining the number and type of people required

FACULTY OF BUSINESS ADMINISTRATION

DEPARTMENT OF HUMAN RESOURCE & MANAGEMENT STUDIES
 Resourcing Plans
❖ Steps in External Resourcing Plans
1. Define skill and competency (behavioural) requirements.
2. Analyse the factors affecting decisions to join the organization.
3. Competitive resourcing.
4. Alternative strategies for satisfying human resource requirements.
5. Recruitment and selection techniques:
− skills analysis;
− competency mapping;
− the internet for recruitment;
− biodata;
− structured interviews;
− psychometric testing;
− assessment centres.

FACULTY OF BUSINESS ADMINISTRATION

DEPARTMENT OF HUMAN RESOURCE & MANAGEMENT STUDIES
 Resourcing Plans

❖ Challenges of Recruitment and Selection

1. Job descriptions that do not reflect the actual job

2. Advertising that is not targeted at the right people

3. Instructors and interviewers with gender biases

4. Lack of education

5. Lack of access to information

6. Discrimination

FACULTY OF BUSINESS ADMINISTRATION

DEPARTMENT OF HUMAN RESOURCE & MANAGEMENT STUDIES
 Retention Strategy

❖ Retention strategies aim to ensure that key people stay with the organization
and that wasteful and expensive levels of employee turnover are reduced.

❖ They will be based on an analysis of why people stay and why they leave and
these include:
1. Pay 6. Commitment
2. Job design 7. Lack of group cohesion
3. Performance 8. Dissatisfaction/conflict with managers/supervision
4. Learning and development 9. Recruitment, selection and promotion
5. Career development 10. Over-marketing

❖ Develop specific actions plans to address challenges emanating from each of

the above.
FACULTY OF BUSINESS ADMINISTRATION
DEPARTMENT OF HUMAN RESOURCE & MANAGEMENT STUDIES
 Flexibility Strategy

❖ Aims at developing develop a flexible organization by providing for

greater operational and role flexibility.

❖ The steps to be considered when formulating flexibility strategy

include:
1. taking a radical look at traditional employment patterns to find alternatives
to full-time, permanent staff;
2. outsourcing – getting work done by external firms or individuals;
3. multi-skilling, to increase the ability of people to switch jobs or carry out any
of the tasks that have to be undertaken by their team

FACULTY OF BUSINESS ADMINISTRATION

DEPARTMENT OF HUMAN RESOURCE & MANAGEMENT STUDIES
 Talent Management Strategy

❖ Deals with the processes required to ensure that the

organization attracts, retains, motivates and develops the
talented people it needs.

❖ TM is not limited to only high-flyers but everyone in the

organization, although there is high tendency to focus on those
with scarce skills and potential.

❖ It entails acquiring and nurturing talent wherever it is and

wherever it is needed by using a number of interdependent
policies and practices.
FACULTY OF BUSINESS ADMINISTRATION
DEPARTMENT OF HUMAN RESOURCE & MANAGEMENT STUDIES
 Talent Management Strategy
Components

1. Developing the organization as an ‘employer of choice’.

2. Using selection and recruitment procedures that ensure that good-quality people are
recruited who are likely to thrive in the organization and stay with it for a reasonable
length of time.

3. Designing jobs and developing roles that give people opportunities to apply and grow
their skills and provide them with autonomy, interest and challenge.

4. Providing talented staff with opportunities for career development and growth.

5. Creating a working environment in which work processes and facilities enable

rewarding (in the broadest sense) jobs and roles to be designed and developed.
FACULTY OF BUSINESS ADMINISTRATION
DEPARTMENT OF HUMAN RESOURCE & MANAGEMENT STUDIES
 Talent Management Strategy
Components

6. Providing scope for achieving a reasonable balance between working in the

organization and life outside work.

7. Developing a positive psychological contract.

8. Developing the leadership qualities of line managers.

9. Recognizing those with talent by rewarding excellence, enterprise and achievement.

10. Conducting talent audits that identify those with potential and those who might leave
the organization.

11. Introducing management succession planning procedures.

FACULTY OF BUSINESS ADMINISTRATION

DEPARTMENT OF HUMAN RESOURCE & MANAGEMENT STUDIES
 NEXT WEEK

Learning and Development Strategies

FACULTY OF BUSINESS ADMINISTRATION

DEPARTMENT OF HUMAN RESOURCE & MANAGEMENT STUDIES