Sunday, March 10, 2019
Employee Resourcing and Development Essay
Employee resourcing and exploitation is essential to completely boldnesss and higher(prenominal)ly supports towards the administrations success. Employee resourcing is the area of human resource oversight which focuses on the recruitment and release of individuals from composition and the management of their proceeding and capability while employed by the shaping (Pilbeam & Corbridge, 2010). Employee maturation is the execute & facilitation of accomplishment and whapledge that support bank line goals, develop individual say-so and abide by and build on diversity (Harrison, R., 2009). Employee resourcing and development stern signifi undersurfacetly arrivederci on cheer to an presidential term and help to cement the HR byplay partnership, and this testify testament critically analyse the point to which resourcing and development activities do so. absence seizure ManagementEmployee absence levels throw out feel substantial negative impacts on organisat ions and thusly it is becoming change magnitudely common to see organisations introducing new, or rewrite alive, absence management programmes. A study from CIPD found that the annual medial cost of absence per employee was 595 (CIPD, 2013) costing the UK economy 17 billion per socio-economic class (ACAS, 2010). If an employee is absent from wee it is highly seeming that the organisation leave alone be faced with both direct and indirect costs. Direct costs macrocosm those associated with the hiring of, and paying for, temporary staff while the exceptional employee(s) are absent (ACAS, 2010) Statutory Sick assume if the employee is absent for 4 or to a greater extent days in a row occupational sick pay, if it is part of the particular organisations terms and conditions (GOV.UK, 2013). Secondly, indirect costs are those related to economic crisis morale amongst remaining colleagues, who may be expected to force on extra responsibilities as a go forth of the absence d ecreased guest satisfaction, if temporary members of staff are non adequately knowledgeable in particular areas of customer interest contractd reputation with both customers and rough-and-readyness employees, potentialityly affecting future line of reasoning decreased instruction execution and productiveness, as a vector sum of de motivating of remaining colleagues and neediness of staff in intercourse to workload. All of which potful world-shatteringly impact upon organisational capacity and in force(p)ness(Pilbeam & Corbridge, 2009). cost-efficient absence management idler reduce the detrimental effects that employee absence backside pull in on an organisation, and advise in whatever case be seen to append towards added lever. The study carried out by CIPD found that return-to-work interviews and trigger mechanisms are class-conscious among the most utile approaches for managing trivial-term absence (CIPD, 2013). A return-to-work interview is a crucial p art of an absence management programme welcoming employees bandaging to work following their absence and checking that the employee is well enough to return to work (ACAS, 2010). If an employee returns to work before organism fully recovered there is the meet that the employee go away have got longer to return to full health, cut back productivity and potentially resulting in them being absent once more in the scraggy future, and possibly for a longer period. There is in addition the risk that they could pass on their illness to otherwise colleagues resulting in further absences (Robson, 2006) and further impacts on productivity.Read more Essay on Developing and Assessing EmployeesThe return-to-work interview overly allows organisations to identify the cause of the employees absence and to appraise whether their absence was work-related (ACAS, 2010). This then enables the organisation to take steps to prevent the same employee, or other employees, being absent for simil ar intellectuals in the future this may overwhelm fosterage updates in health and safety for example. The cost of such(prenominal) changes pull up stakes be potentially outweighed by the hits, by reducing employee absence levels in the long. A return-to-work interview may as well as outline the underlying reasons for absence, such as the employee having to take care of an elderly relative (ACAS, 2010). In these component part an organisation may decide to develop different working arrangements with that particular employee, for example flexible working. Flexible working allows the organisation to fit around the employees schedule, potentially reducing the event of days that the employee needs to take off work unexpectedly as a result of their wad thus reducing the negative impact that unexpected absences can have on productivity and associated costs. It also enables organisations to plan ahead if they know that a particular employee is going to be off work then they c an recruit temporary/part- beat staff to fill in on these days reducing the impact that the extra workload could have on colleagues stress levels and allows the organisation to maintain levels of productivity.The effectiveness of flexible working and the extent to whichit adds respect, however, relies heavily on whether or non it is valued by the employees themselves (Hodge, 2009) thusly this should be investigated prior to it being implemented. As previously mentioned trigger mechanisms, such as the Bradford Factor is also found to have an overpoweringly unequivocal impact on absence (CIPD, 2013, p. 31). The Bradford Factor is a mechanism for burden frequency of sickness absence (Pilbeam & Corbridge, 2009 p. 340). Such management techniques of monitoring absence increase productivity and reduce levels of absenteeism which in the long-term leave alone reduce organisational costs, resulting in increased profit. A study looking into the impact of positivist intervention in abse nce management found that trigger mechanisms cut down absenteeism, especially if sick pay was withdrawn or there was the holy terror of corrective action (Baker-McClearn, et al., 2010). However, this was also found to contribute to low morale, lack of commitment to work, stress and anxiety (Baker-McClearn, et al., 2010), all of which could potentially lead to minify productivity resulting in increased costs. There was also a obstruct link found between the use of trigger mechanisms and change magnitude levels of presenteeism (Baker-McClearn, D. et al., 2010). Presenteeism can be employ to describe people who, despite ill health are still turning up at their job (Unison. 1999, as cited in Baker-McClearn, et al., p. 311). For example, employees would come into work feeling unwell as, one, they couldnt render to remain absent if not receiving sick pay and two, they were f ripe(p)ened of the consequences disciplinary action would bring. This has severe impacts upon productivity, with findings showing that productivity drops from 75% on ruler days to 55% on sick days (Newcombe, T., 2013). Therefore, although the Bradford Factor is effective in reducing absenteeism, it is questionable whether the benefits of this outweigh the negative impacts on the employee and the impacts that presenteeism can have on the organisation. As previously mentioned, HR organises to mitigate employee productivity by dint of absence management. This consequently meliorates employee murder, which contributes towards organisational objectives, such as improving carrying into action potentially leading to increased profit margins. Therefore the alignment of the HR practitioners objectives with the business handlers objectives helps to reinforce the business partnership with both partners working together to acquire organisational objectives.Employee Well-BeingEmployee eudaimonia has been defined by CIPD as creating an environment to arouse a fix of contentment which allow employees to flourish and achieve their full potential for the benefit of themselves and their organisation (Pilbeam & Corbridge, 2009, p. 416). It is becoming increasingly common to see organisations adopting measures designed to promote employee health and wellbeing as organisational researchers have found that dysfunctional employee welfare can have widespread costs for the organisation (W right & Chuang, 2012). For instance, employee well-being strategies aim to create a healthier workforce which consequently leads to cut absence levels. Therefore, as a result, this then leads to a reduction in the of import financials costs related to employee absence (Bevan, S., 2010). Employee well-being also aims to target long-term absence related to depression and anxiety both of which prove to be more complex and costly to manage, and have more substantial consequences for employers (Bevan, S., 2010, p. 11). Therefore, it is credibly that the costs of implementing such well-being pol icies will be outweighed by the significant savings and increased added value that will be seen as a result. These measures have not only been found to positively influence an employees health and well-being, but also to add value to an organisation through mendd employee productivity and commitment (Bevan, S., 2010). As previously mentioned, well-being can have a positive impact on absence levels which as a result improves employee productivity. Macdonald (2005) also offered that well-being strategies contributed towards employee morale, increased levels of productivity and employee computer storage (Pilbeam, & Corbridge, 2009). Research has also gone onto to find that there is a significant link between employee well-being and job performance, piece of work accidents, customer engagement, role defects and profitability. Job performance has been found to be highly correlated with employee well-being in a number of organisational studies (Thomas, et al, 2012).absence seizure man agement is one course in which performance can be improved at bottom all organisations, peculiarly deep down the domiciliary care sector. With government cut backs and managements time being constrained, absence management schemes can often be overlooked, resulting in high levels of absenteeism. As previously mentioned, the Bradford factor has been found tohave an overwhelmingly positive impact on absence (CIPD, 2013, p. 31) and is one way that domiciliary care businesses could monitor absence effectively and efficiently, without taking up as well as much of managements time and without incurring substantial costs. Return-to-work interviews will also enable management to identify the key reasons behind the absence, allowing management to take steps to potentially prevent absence of the same reason occurring again. Both techniques will in theory reduce absenteeism as employees will be aware that their absence is being monitored, and so they will be less(prenominal) likely to be absent from work as ofttimes therefore overall increasing organisational performance.enlisting and SelectionRecruitment is the offset of generating a share of capable people to apply for employment to an organisation and choice is the serve by which managers and others use specific instruments to choose from a pool of applicants a soulfulness or soulfulnesss more likely to trace in the job(s) (Braton and Gold, 2007, as cited by French & Rumbles, 2010). The recruitment and pick edge is fundamental to the functioning of an organisation (Pilbeam & Corbridge, 2006, p. 155), and it is also said that the success of an organisation depends on having the right number of staff, with the right skills and abilities (ACAS, 2010, p. 3). Therefore, the right recruitment and survival procedures are crucial to an organisation finding the best scene for the job.RecruitmentThe recruitment process is extremely important when it comes to adding value to an organisation in the long-term. Poor recruitment processes which result in the wrong campaigner being selected for the job can be very expensive for an organisation in terms of employee overthrow, organisational costs and employee morale (ACAS, 2010). Good recruitment can importantly contribute to effective organisational performance, to good employee relations, and to a positive public photograph (Pilbeam & Corbridge, 2010, p. 156). The first step in the recruitment process is to create an effective job description and job specification. It is vital that the skills and competencies outlined within the person specification are accurate inrelation to the needs of the job. If this is not the case then there is the chance that an individual will be employed with false expectations, potentially resulting in them not performing as well as was originally intended (ACAS, 2010). In worse cases, the employee may lose faith in the organisation and leave to work for potential aspirations, taking with them the training the y have give birthd. Not only is this is a ware of an organisations time, money and resources all of which can be potentially avoided if an organisation has an effective recruitment procedure in place but it can also have an impact on existing employees morale. For example, it can be demotivating for existing employees to see new employees coming and going within a short space of time. The process of recruiting and training new employees can also be lengthy, in which time colleagues will potentially be expected to take on extra responsibilities possibly impacting upon employee productivity and overall organisational performance. Over youthful years online recruitment has become increasingly popular. Online recruitment shortens the recruitment cycle per second (Pilbeam & Corbridge, 2010), which can be of great benefit to nigh organisations who find that their lengthy recruitment process can result in them losing potential candidates (CIPD, 2013). A analyze carried out by Chap man and Webster (2003) also found that most organisations (within the USA) that used technology buttocksd recruitment and selection techniques, did so because they found that they added value in terms of improved efficiency, reduced costs and increased the number of potential candidates. This improved efficiency and reduced costs will potentially allow organisations to increase their profit margins, and by widening the applicant pool the organisation has a greater chance of finding the right candidate for the job. However, although this method of recruitment generates a high volume of candidates, it does not inevitably mean that these candidates possess the relevant skills or attitudes required for the job. It is also particularly important that the recruitment and selection process is fair. The employer must recognise that it has a legal obligation to make sure that they do not unlawfully discriminate against potential candidates during the recruitment and selection process (ACA S, 2010). In ensuring this, an organisation reduces its risk of facing legal costs that may be incurred if it were to be seen to demonstrate unlawful recruitment and selection procedures improving the organisations reputationand therefore adding value. For example, if an organisation is seen to operate ethically and value equality then it is likely that the organisation will see an increase in their customer base and also in the number of candidates wanting to work for the organisation increasing the likelihood of the organisation finding the right person for the job.Selection opposed selection decisions reduce organisational effectiveness, invalidate reward and development strategies, are ofttimes unfair on the individual recruit and can be and can be distressing for managers who have to deal with unsuitable employees (Pilbeam & Corbridge, 2010, p. 155). Therefore, it is important that the selection process is carried out effectively, ensuring the best candidate is chosen for the job. The selection process not only produces a shortlist of applicants for the interviewing stage, but it also provides the organisation with feedback in regards to their job advertising and the application form. This will help improve the organisations future recruitment and selection procedures, making the process of finding the right candidate more effective therefore saving organisational time and reducing any potential costs associated with ineffective selection procedures. It is essential that the selection process gains the commitment of managers and supervisors, by involving them in the process of selecting a candidate (ACAS, 2010). The managers and supervisors will have first-hand knowledge and experience and therefore will know what it is they need in future employees, making the process of selecting the best person for the job more effective. This again will add value to the organisation, as if the right person is selected for the organisation then it is highly likely tha t they will perform well, potentially improving organisational performance overall. The liaison of the managers and supervisors will also help settle the new employee into the organisation, making them feel comfortable within their new role potentially reducing employee turnover levels and the costs associated with this. The involvement between HR and business managers throughout recruitment and selection also helps to reinforce the business partnership. This involvement ensures that recruitment and selection is carried out in line with the organisations strategy ensuring that the candidate selectedcontributes to organisational objectives. Recruitment and selection can be an issue within a lot of organisations, in particular those within the domiciliary care sector. Domiciliary care tends to involve very demanding work, and ascribable to ineffective selection techniques the wrong candidates are selected for the jobs therefore resulting in high levels of employee turnover. Psychom etric testing is one selection technique that would allow domiciliary care businesses to assess the personalities of potential candidates improving decision-making and allowing managers to develop more certified and accurate perceptions about the ability and potential of individuals (CIPD, 2009, as cited in Pilbeam & Corbridge, 2010, p. 202). This will help ensure the right candidate is chosen reducing employee turnover and any associated costs, and improving employee morale and productivity therefore enhancing overall organisational performance within this sector.Talent ManagementTalent management is the magisterial attraction, identification, development, engagement, computer storage and deployment of those individuals who are of particular value to an organisation. These individuals make a difference to organisational performance either through their immediate contribution or, in the longer-term, by demonstrating the highest levels of potential (CIPD, 2013). Talent management has become an increasingly common practice within a lot of organisations, due to a weakening economic clime which has put pressure on organisations to cut costs and increase efficiency and productivity (CIPD, 2013). In the current climate having a rigorous, cyclical, ongoing process around Talent Management can be a key differentiator between success and failure (Couch, 2012). Talent has been seen to add value to organisations, particularly as endowment management has become integral in harming employees in the organisation, if practiced effectively (Morton, 2005, p. 11, as cited in Hughes & Rog, 2008, p. 746). assiduous employees are committed to the organisation and therefore will be less likely to leave this as a result minimises employee turnover and any associated costs. Towers Perrin (2003) supports this idea, as he found that 66 percent of highly move employees plan to stay with their current employers, compared to only 12 percent of disengaged employees. It is alsomor e likely to see higher levels of performance from engaged employees potentially improving customer service and productivity, as well as increasing sales and profits (Hughes, J. C. & Rog, E., 2008).Effective natural endowment management also ensures organisations can successfully attract and retain endowment fund, reducing the risk of natural endowment departure the organisation or being employed by a competitor thus allowing organisations to gain a competitive advantage. Organisations that focus on retaining smart individuals are also able to add value through reduced recruitment and training costs as a result of not having to recruit natural endowment externally, or develop talents internally. Retention of talent also reduces the negative impact employee turnover can have on organisational productivity and employee morale which in turn can potentially have a consequential effect on profit margins (Chitakasem, N., 2011). There is evidence, however, to suggest that talent man agement doesnt always add value to organisations. Lewis and Heckman (2006) argued that improvements in bottom line results prove to be temporary, despite an ongoing commitment to talent in the organisation (as cited in Hughes & Rog, 2008, p. 745). Therefore, it is important organisations evaluate the effectiveness of their talent management scheme as this can contribute highly to its success, enable them to maximise their return on investment (CIPD, 2009). Also, a focus on external recruitment and retention of high talent employees could increase competition amongst internal candidates, consequently discouraging teamwork lead to existing employees feeling undervalued, resulting in increased turnover redirect training and development from those employees who may be struggling to those who are capable, reduce performance of those who dont receive training and ignore fixing cultural or other systematic issues which hinder employee performance (Hughes & Rog, 2008). Whelan & Carcary (200 1) also say that those employees who are not seen to be key talent can become demotivated as a result of them feeling unappreciated within the organisation leading to falls in productivity and potentially negatively affecting profit margins. Therefore, in some cases, talent management may not always add value the extent to which talent management adds value can depend on how well the organisation manages those employees who are not seen to be key talent. Organisations implementing talentmanagement programmes may also experience resistance from some employees as talent management makes their performance more visible to employers and creates a direct link between future career opportunities within the organisation and rewards (Little, B. 2010). Resistance from employees will likely have a knock on effect on productivity, resulting in profit margins being affected again affecting the extent to which talent management can add value to an organisation. Overall, talent management, if mana ged effectively, can significantly add value to an organisation. Maximising employee performance and productivity, improving employee retention, and increasing the flexibility of employees etc. all contribute towards an organisations success.However, the business partnership plays a significant role in the extent to which talent management can add value within an organisation. A survey carried out by the bodied Executive Boards Corporate Leadership Council (CLC) discovered that HR must effectively partner with business line management to drive talent outcomes (Martin, 2010). It is important that line managers work with HR practitioners so as to ensure that talent management is directed in the right areas of the organisation and that it is aligned with strategical goals. The HR practitioner must also be knowledgeable of the organisations objectives so as to implement talent management programmes that will contribute towards achieving these goals. As a result, this will potentially help to reinforce the business partnership, boost HR to work in partnership with the business leaders to improve its performance and future success. Talent management can be unspoiled for many organisations in terms of developing and retaining talented employees so as to improve organisational performance. The domiciliary care, as previously mentioned, has problems with employee retention and therefore talent management could be one way of addressing this issue. Appraisals could be used to assess employees performance, and allow managers to identify talent within the organisation, and the training needs (Pilbeam & Corbridge, 2010). Managers can then support and mentor talented employees through further training programmes (CIPD, 2013), such as National Vocational Qualifications (NVQs). This support will contribute towards employees feeling valued within the organisation, and this along with the increased knowledge and motivation will help to improve employee performance which as a result willpotentially improve employee retention and the overall performance of the organisation.In conclusion, absence management, recruitment and selection, and talent management, if effectively managed and implemented, can improve organisational performance. absence seizure management was found to reduce the negative costs associated with absenteeism, and improve employee morale and productivity. Effective recruitment and selection was found to improve the chances of finding the right person for the job therefore increasing employee performance and reducing employee turnover. Finally, talent management was found to increase employee engagement and motivation through mentoring, and improve employee performance and retention through development. Therefore all three resourcing and development activities contribute towards improving organisational performance, consequently adding value to the organisation. Finally, the aim of human resources to achieve organisational goals through these resourcing and development activities helps to contribute towards cementing the business partnership.ReferencesGOV.UK. (2013). Statutory Sick Pay (SSP). Accessed 17th November 2013 https//www.gov.uk/statutory-sick-pay Newcombe, T. (23 May 2013). Stress and presenteeism sapping UK productivity, says research. HR Magazine. Retrieved from http//www.hrmagazine.co.uk/hro/news/1077290/stress-presenteeism-sapping-uk-productivity-research Baker-McClearn, D. et al. (2010). Absence management and presenteeism the pressures on employees to attend work and the impact of attendance on performance. Human Resource Management Journal. 20 (3), 311328. doi 10.1111/j.1748-8583.2009.00118.x Robson, F. (2006). How to manage absence effectively. CIPD. Retrieved from http//www.cipd.co.uk/pm/peoplemanagement/b/weblog/archive/2006/08/88/howtomanageabsence-2006-08.aspx Hemsley, S. (2011). Absence How does it affect the workplace and what can employers do about it? HR Magazine. Retrieved from http//www. hrmagazine.co.uk/hr/features/1019816/absence-how-affect-workplace-employers Howarth, J. (2005). Absence management. strategical Direction, 21
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