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EMPLOYEE
RESOURCING 1
SERIES 2
(Based on Armstrong’s book, chapters 16 to 19)
Dr Kwesi Atta Sakyi, ZCAS
1
STRATEGIC RESOURCING
• According to Armstrong(2014: 209),employee resourcing
includes the process of attracting, recruiting, selecting,

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placement, development, retention, and utilization of the
right calibre and quantity of employees to enable it achieve its
current and future objectives and remain competitive. It
involves resource planning to acquire the right quantities and
quality of employees who fit the culture and bill of the
organization

2
EMPLOYEE RESOURCING
• Employees must have the right attitudes and aptitudes needed
for them to perform maximally

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• Attracting potential employees, according to Armstrong (2014:
211), depends in the first place, on the employer’s value
proposition to the employee (the reward it offers in exchange
for labour input), and secondly on its brand image or
perception. Reputable brands attract high calibre employees.
Brand reputation is cardinal, hence firms with poor reputation
rebrand to avoid reputational risks, e.g. Malaysian Airlines

3
STRATEGIC HUMAN RESOURCE
PLANNING
• Strategic fit between business direction and resource needs
• Need to meet current operational human resource needs from personnel

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audit as well as future strategic needs based on scenario planning and
forecasting. All based on SWOT and PESTLE analyses and dynamic
environmental changes so as to gain competitive advantage
• Need for internal capacity building for quick turnaround and flexible, multi-
talented workforce that can be deployed globally at short notice
• Need to acquire talented individuals with creative talent to respond to market
dynamics
• External and internal training and development of acquired staff
• Matching demand for human resource with supply of labour
• Examining potential suppliers of labour such as schools, labour exchanges,
employment agencies, former employees etc
• Management succession planning
• Internal skills and behaviours required and their appraisal to guide resourcing 4
ACTIVITIES
• Ask your HR Manager how short term and long term HR
planning are carried out in your organization

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• How is corporate strategic planning different from HR strategic
planning?
• Find out if your Board has an HR sub-committee and if they
do, interview some of the members to learn more about their
remit and activities
• Carry out an HR audit at your workplace from line managers to
know vacancies about to rise and why

5
REFLECTION
• Why is long term HR planning tricky?
• Who should carry out long term HR planning and why?

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• What is a shifting labour market? What has shifted?
• What are the connections between brand reputation and
employee value proposition on the one hand and successful
resourcing on the other hand?

6
PRESCRIBED AND
RECOMMENDED TEXTS
• Armstrong, Michael (2014) Armstrong’s Handbook of Human
Resource Management Practice.(13th ed) London: Kogan Page

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• Dessler, G.,Rekar, M.C., Cole, N.D. (2011) Management of
Human Resources. Ontario: Pearson Education
• Foot, M. & Hook, C. (2011) Introducing Human Resource
Management (6th ed.) London: Prentice Hall
• Gunningle,P., Heraty, N.& Morley, J.(2011) Human Resource
Management in Ireland. (4th ed.) Dublin: Gill and Macmillan
• Johnson, Scholes & Wittington ( 2008) Exploring Corporate
Strategy
• Lynch, R. Corporate Strategy
• Torrington, D., Hall, L., Taylor, S., & Atkinson, C. (2011) Human 7
Resource Management. (8th ed.) London: Pearson Education