PEOPLE RESOURCING

1. PEOPLE RESOURCING Chapter One Introduction

2. People resourcing is the range of activities undertaken by P&D to ensure that the organisation has the resources required to meet its key goals: • Staffing • Performance • Administration • Change management • P&D specialists must continually evaluate these practices for effectiveness, efficiency and fairness.

3. Adding value • P&D specialists can ‘add value’ by: • delivering business objectives • providing an excellent administration service • championing effective people management. • Organising P&D for added value: • One team performs all key resourcing activities • Ulrich’s ‘three-legged model’: • - central shared service centre for administration • - business partners for case work at a local level • - centres of expertise (specialists in law/reward/diversity, etc)

4. Constraints to people resourcing • Factors influencing resourcing activities • Labour market conditions • Regulations • Employee attitudes (equity, respect, involvement) • Line management • Trade unions PEOPLE RESOURCING ACTIVITIES BUSINESS OBJECTIVES RESOURCING CONSTRAINTS

5. Integrating people resourcing • People resourcing does not exist in isolation. Activities should be integrated on two levels: • Horizontal integration with the other key P&D activities of employee relations, training and development, and reward • Vertical integration with the overall business strategy.

6. Integrating people resourcing (cont.) • Traditional paradigm (‘good practice’) • Contingency-based paradigm (one size does not fit all – the approaches used vary according to context) • New paradigms (embrace innovation).