Employee Resourcing & Development (ERDV)

1. Employee Resourcing & Development (ERDV)

2. Mary Gilmartin Room No. 2006 Ext: 290 Email: gilmartin.mary@itsligo.ie

3. TERM 1 EMPLOYEE RESOURCING What is it? Recruitment Advertising Alternative Recruitment Methods Selection: Traditional & Advanced Methods Interviewing Skills The Employment Market Demonstrating Added Value People resourcing strategy TERM 2 & 3 EMPLOYEE DEVELOPMENT How do Adults Learn Training Design Psychology of Training Delivery Delivering Effective Training Costing Training Evaluating Training ERDV – what will we cover?

4. How will you be assessed? • Final Exam 50% • Continuous Assessment 50% • Short Question Exam 10% • Selection Interview (Nov) 20% • Training Delivery exercise (Mar) 20%

5. Core Textbooks • People Resourcing by Stephen Taylor (2008) CIPD • Resourcing & Talent Management Stephen Taylor (2010) CIPD McGraw Hill ISBN: 9781843982517 5th Edition • Making Training & Development Work; a best practice guide by Garavan, T., Hogan, C., Cahir-O’Donnell, A. (2003) Oak Tree Press • Designing & Delivering Training by David Simmonds (2003) CIPD

6. Employee Resourcing Introduction Chapter 1 of People Resourcing by Stephen Taylor

7. Read:- Was the war for talent won or lost?- Deloitte Employment & Economic trends report 20091. What are the key points in these articles?2. How do these points relate to employee resourcing?3. How accurate are these articles, in your view?

8. Measuring Irelands Progress 2009 (CSO Sep 2010) • Ireland’s population increased at the fastest rate in the EU between 2000 and 2009 • It rose by 17.7 per cent to 4.46 million in the period 2000 to 2009, the highest rate of increase in the EU. • The rate of natural increase was 10.5 per 1,000 in 2008 compared with an EU 27 average of only 1.2. • Life expectancy at birth in Ireland is 76.8 years for men and 81.6 years for women, figures described as “reasonably close to the EU average”. • The State also had the highest proportion of young people in the EU and the lowest proportion of old people. • 6th highest unemployment rate in EU (13.8%)

9. What skills make people marketable in a recession? (PWC 2010 Ireland)

10. What skills make people marketable in a recession? HR said: • Transferable/Flexible skills 45% • Business acumen 19% • Fit with culture/values of organisation 10% Employees said: • Transferable/ flexible skills (47%) • Fit with culture/ values of organisation (47%) • Interpersonal skills (35%) (PWC 2010 Ireland)

11. Employee Resourcing According to Taylor (2005) ER comprises a set of management activities that faciliatate the achievement of 4 fundamental groups of personnel & development objectives: • Staffing • Performance • Administration • Change Management • We will concentrate on the first one in this module.

12. Staffing is concerned with ensuring that the organisation has the right type and quantity of employees in place at the right time to meet the needs of the business. It encompasses recruiting employees, retaining employees and letting employees go. (Taylor 2005: 2)

13. Performance Management is about ensuring that employees know what the business goals are and are motivated to meet these goals to the best of their ability at all times. It includes absence management, monitoring individual & group performance, goal setting and motivational techniques. (Taylor 2005: 2)

14. Administration is concerned with ensuring that the relationship between employer and employee is “in accordance with the law, professional ethics and natural justice” (Taylor, 2001: 2). It includes developing and maintaining policies and procedures and documentation (eg contract of employment, job descriptions…) which are legal and ethical.

15. What are the major activities within Employee Resourcing?

16. Criteria for evaluating ER • Effectiveness • Efficiency • Fairness

17. What does Employee Resourcing contribute to the organisation?

18. Adding Value in ER • What does Adding Value entail? • Delivering Business Objectives • Providing an excellent administrative service • Acting as a champion for effective people management Discuss

19. Organising for Added Value Dave Ulrich, US academic & consultant Three – legged model • Central shared service centre • Business partners • Centres of expertise • Criticised by Francis & Keegan (2006)

20. Approaches to People Resourcing • The traditional paradigm • The contingency-based paradigm • New paradigms

21. Paradigm: "an example or pattern,“ Their company is a paradigm of the small high-tech firms that have recently sprung up in this area. Since the 1960s, paradigm has been used in science to refer to a theoretical framework, as when Nobel Laureate David Baltimore cited the work of two colleagues that "really established a new paradigm for our understanding of the causation of cancer." Thereafter, researchers in many different fields, including sociology and literary criticism, often saw themselves as working in or trying to break out of paradigms.

22. What factors restrain the personnel specialist from achieving their Employee Resourcing (ER) goals?

23. Labour Markets • Regulation • Employee attitudes • Trade Unions • Line Managers

24. What factors are affecting Employee Resourcing (ER) in Irish organisations today?

25. What factors are influencing ER in today’s organisations • Globalisation • Technology • Demography • Trade Unions • Employment Law • Ethics • Changes in work structures • Financial Crisis • Unemployment • Emigration • Rapid Change • Lower consumer demand

26. Irish Articles • What challenges are affecting HR practice in Ireland today? • What actions do Irish HR specialists need to take to address these challenges?

27. CIPD HR report on Ireland 2007 • Published by BCG and EAPM • 27 European Countries • Key challenges • Managing Talent • Managing Demographics • Need to become a learning organisation • Managing work-life balance • Managing change and cultural transformation

28. Deloitte Employment & Economic Trends 08/09 Ireland Issues HRs Response Understand the business Respond proactiveluy Agile & creative Focus on key value adding activities Communication Performance mgt Reward systems Critical Work Segments (CWS) • Redundancy • Pay Freezes • Increase in part time, temporary • Decrease in employment in traditional areas e.g. construction, manufacturing • Increasing levels of conflict

29. CIPD 2008 UK Barometer Report Main challenges were • Design a usable armoury of human capital metrics • Better measure the effectiveness of HR policies & procedures • Improve recruitment and retention practices without increasing costs • Shift from training delivery to supporting and facilitating the learning process • More effective work methods • Raise standard of employee communication, involvement and engagement by means of web-assisted interactive technologies

30. CIPD 2009 UK Barometer Report Main challenges are • Keep labour costs down • Keep surviving employees engaged and motivated • Maintain training and development delivery • Comply with legislation • Manage absence • Use best practice redundancy strategies • Argue the case of good HR practises • Keep communication lines open to maintain trust

31. CIPD 2010 UK Barometer Report Main challenges are • Same as 2009 Main issues • There are still difficult to fill vacancies • Labour turnover has decreased • Employee confidence in management and work satisfaction has fallen. They are grinning and bearing it. • Pay freezes / pay cuts

32. CIPD 2010 Barometer Report • Undersacking and lower productivity • 3 possible scenarios in 2011 onwards • Jobs lined recovery • Jobs light recovery • Job loss recovery

33. General Questions • Identify the challenges facing HR specialists in 2010? • What does an ER specialist need to focus on to address these challenges?

34. People Management Article: Survival Strategy, CIPD 2004 • Which of the four main areas of resourcing, identified in class, are cited in this article as of being of particular importance now and in the future? Why do you think this is the case? • Write a short list of the key points on which the two authors agree and those where there is some disagreement or difference of emphasis. To what extent can their differences be explained by the fact that the work in different sectors?

35. CIPD members should possess a mixture of the following 10 competencies • Personal drive & effectiveness • People management and leadership • Business understanding • Professional and ethical competence • Continuing learning • Adding value through people • Analytical & intuitive/creative thinking • Customer focus • Strategic capability • Communication resourcing & interpersonal skills

36. There is no perfect approach in employee resourcing, one has to choose the best approach from what is available based on the needs of the business.