7RTM Resourcing and Talent Management

Description of the Resourcing and Talent Management guide

The Resourcing and Talent Management course provides practical skills that the learners use to manage talent in the employment markets. The concept of talent management according to CIPD (2020) is identified to be the process that relates to the attraction of the right employees, development and engagement of the employees within the organisation and retain employees with the aim of enhancing organisation success. The HR professionals taking the Resourcing and talent management course should have the skills required to mobilise workers, and thus have to be obligated towards ensuring that they identify employees with the right skills and attitudes effective in meeting the organisational goals and objectives. Mobilising the organisational workforce also means that the HR within organisations is obligated to ensure that they hire the right talent. This means that the HR has to keen in ensuring that they employee the right candidates who effectively compete in the employment market, and who have the right skills needed in the organisation. Retention also relates to having the organisation keep the employees for a longer time, to avoid turnover and costs of recruitment. Thus, the course is significant in determining the HR role in developing strategies considered in attracting and retaining staff with the aim of gaining competitive advantage.

The employment market

The course is the basis to explaining how the employment markets vary in the global context, and the implications that this has on the HR practitioners and the organisation. Clearly, the demand skills in the current employment market are expected to change, and so is the supply, meaning that employers will sooner than later be competing to the talent significant in enhancing achievement of organisational goals (Whysall, Owtram, and Brittain, 2019). In this perspective, the course will provide an insight on the competitive nature of the employment market, and the strategic decisions taken by the HR practitioners in making sure that they identify the right talent.

Organisational competitiveness in resourcing and talent management

The fact that the organisations seek to hire and retain skilled professionals to meet organisational needs means that they have to compete in the employment market in order to identify and hire the right people (Pilbeam and Corbridge, 2010). Some of the factors identified in the course that will help organisations achieve their objectives include; 1) the need for the organisations to acquire people have the skills and knowledge needed to meet the organisational objectives, 2) the need to promote employment flexibility, 3) the positioning of the organisation and its operations in the market, to which the organisation will have to compete for talent in the same market, 4) the achievement of work-life balance, which is significant in determining how the HR promotes a balance between the employees’ personal and work life, 5) job analysis, which relates with the development of the right job descriptions and specifications for the employees needed in the organisation, 6) flexibility in the working environment, 7) management of employee and skill shortage in the industry or in the employment market, 8) management of the diverse groups of employees and the diverse skills in the market, and 9)development of an ethical work environment where ethical policies and practices are implemented towards ensuring that talent is well managed in the organisation.

Employee recruitment and selection

The course provides an insight on the methods used in the recruitment of personnel in the organisation. The learners are equipped with the knowledge on how to recruit employees at the national and also at the international levels. This is considered as part of resourcing where the HR practitioners are expected to learn and relate with the various forms of job administration, and involvement of employment agencies in getting the right employees for a job position in the organisation (Whysall, Owtram, and Brittain, 2019). The learners also learn the reliability and validity of the different methods of candidate selection for a job.

The course also provides information on the different selection methods used to identify the right candidates for the job. Different options are provided including carrying out psychometric tests, interviewing of the candidate for a job, as well as taking use of assessment centres to ensure that they help in the recruitment and selection process. After selection, the induction process follows, and this is well developed in the module as well.

Workforce planning

The course provides an insight on workforce planning as well. According to CIPD (2020), workforce planning is the process through which the changing needs in the organisation are effectively aligned to the people strategy. Relates with the development of information effective in helping the HR practitioners plan for the right actions to take. This specifically relates to succession planning where the right candidate is selected to replace another employee, flexibility in the carrying out the organisational functions, subcontracting alternative, as well as consideration of external consultants in promoting workforce planning (Cannon and McGee, 2011)

Employee turnover

The course provides information on and why employee turnover data is recorded. This is very important in helping the HR practitioners make decisions regarding the strategies to be considered in ensuring that unwanted turnovers are avoided within the organisation. Information is also provided on the role of HR in developing strategies effective in ensuring that employees remain in the organisation for a longer period of time.

Redundancies, dismissals and retirement

Sometimes organisations are required to take action to ensuring that they dismiss some people from the organisation. This module therefore provides information on the legal rights that the employers should cosier before taking the action to dismiss the employees from the organisation. The dismissals should follow the legal and ethical guidelines, and so should the disciplinary actions and procedures. Information on retirement planning has also been provided to help learners get equipped to knowledge relating to the same.

Learning outcomes

By the completion of this course, learners should;

• Be able to analyse the employment markets and the subsequent changes, as well as identify sources of staff to ensuring that they meet the current and future employee demands
• Develop strategies effective in enhancing employee resourcing, as well as ensure that talent management strategies are effectively developed within the organisation
• Gain insight on the recruitment of the right skilled employees, selection, and induction towards ensuring that they get the right professionals to carry out organisational roles
• Be able to use turnover data obtained from the organisation with the aim of making strategic decisions effective to promoting employee retention
• Effectively manage dismissals by following the legal rights of the employees, carry out fair disciplinary actions, and make legal and ethical plans to retirement.

Winding up;

The Resourcing and talent management course in the CIPD Level will help professionals involved in making HR decisions, support HR functions, and those interested in developing their HR careers.

References:

Cannon, J. A., & McGee, R. (2011). Talent management and succession planning (Vol. 151). London: Chartered Institute of Personnel and Development.

CIPD, (2020), Talent management: Understand the changing context and benefits of talent management, and the key features of a talent management strategy. Online <https://www.cipd.co.uk/knowledge/strategy/resourcing/talent-factsheet> [Accessed 8^th August 2020]

CIPD, (2020), Workforce planning: Explores the benefits of workforce planning, the activities involved and the stages of the workforce planning process, Online <https://www.cipd.asia/knowledge/factsheets/workforce-planning> [Accessed 8^th August 2020]

Pilbeam, S., & Corbridge, M. (2010). People resourcing and talent planning: HRM in practice. Prentice Hall.