Employee Resourcing
& Development (ERDV)
Mary Gilmartin
Room No. 2006
Ext: 290
Email: gilmartin.mary@itsligo.ie
ERDV – what will we cover?
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
How will you be assessed?

Final Exam
50%
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Continuous Assessment
50%
Short Question Exam
Selection Interview
Training Delivery exercise
10%
20%
20%
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(Nov)
(Mar)
Core Textbooks
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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
Employee Resourcing
Introduction
Chapter 1 of People Resourcing
by Stephen Taylor
Read:
- Was the war for talent won or lost?
- Deloitte Employment & Economic
trends report 2009
1. 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?
Measuring Irelands Progress 2009 (CSO
Sep 2010)
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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%)
What skills make people
marketable in a recession?
(PWC 2010 Ireland)
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)
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:
1.
Staffing
2.
Performance
3.
Administration
4.
Change Management
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We will concentrate on the first one in this
module.
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)
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)
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.
What are the major activities within
Employee Resourcing?
Criteria for evaluating ER
1.
2.
3.
Effectiveness
Efficiency
Fairness
What does Employee
Resourcing contribute to
the organisation?
Adding Value in ER
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What does Adding Value entail?
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Delivering Business Objectives
Providing an excellent administrative service
Acting as a champion for effective people
management
Discuss
Organising for Added Value
Dave Ulrich, US academic & consultant
Three – legged model
1. Central shared service centre
2. Business partners
3. Centres of expertise
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Criticised by Francis & Keegan (2006)
Approaches to People
Resourcing
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The traditional paradigm
The contingency-based paradigm
New paradigms
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.
What factors restrain the
personnel specialist from
achieving their Employee
Resourcing (ER) goals?
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Labour Markets
Regulation
Employee attitudes
Trade Unions
Line Managers
What factors are
affecting Employee
Resourcing (ER) in Irish
organisations today?
What factors are influencing
ER in today’s organisations
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Globalisation
Technology
Demography
Trade Unions
Employment Law
Ethics
Changes in work
structures
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Financial Crisis
Unemployment
Emigration
Rapid Change
Lower consumer
demand
Irish Articles
1.
What challenges are affecting HR practice in
Ireland today?
2.
What actions do Irish HR specialists need to
take to address these challenges?
CIPD HR report on Ireland 2007
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Published by BCG and EAPM
27 European Countries
Key challenges
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Managing Talent
Managing Demographics
Need to become a learning organisation
Managing work-life balance
Managing change and cultural transformation
Deloitte Employment & Economic Trends
08/09 Ireland
Issues
 Redundancy
 Pay Freezes
 Increase in part time,
temporary
 Decrease in employment
in traditional areas e.g.
construction,
manufacturing
 Increasing levels of
conflict
HRs Response
 Understand the business
 Respond proactiveluy
 Agile & creative
 Focus on key value
adding activities
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Communication
Performance mgt
Reward systems
Critical Work Segments
(CWS)
CIPD 2008 UK Barometer Report
Main challenges were
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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
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
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
CIPD 2010 Barometer Report
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Undersacking and lower productivity
3 possible scenarios in 2011 onwards
1.
2.
3.
Jobs lined recovery
Jobs light recovery
Job loss recovery
General Questions
1.
2.
Identify the challenges facing HR specialists in
2010?
What does an ER specialist need to focus on to
address these challenges?
People Management Article: Survival
Strategy, CIPD 2004
1. 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?
2. 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?
CIPD members should possess a mixture
of the following 10 competencies
1.
2.
3.
4.
5.
Personal drive &
effectiveness
People
management and
leadership
Business
understanding
Professional and
ethical competence
Continuing learning
6.
7.
8.
9.
10.
Adding value
through people
Analytical &
intuitive/creative
thinking
Customer focus
Strategic capability
Communication
resourcing &
interpersonal skills
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.