Resourcing talent CIPD Essay

Custom Student Mr. Teacher ENG 1001-04 9 September 2016

Resourcing talent CIPD


Resourcing talent refers to the processes for identifying, assessing, acquiring, developing, and deploying employees who are critical to the company’s success . The issue with many companies today is that their organizations put tremendous effort into attracting employees to their company. The process of attracting and retaining profitable employees, as it is increasingly more competitive between firms and of strategic importance, has come to be known as the war for talent.

Factors that affect an organization approach to resourcing talent: While it is certainly important to acquire new talent for the organization, it is worthwhile investigating what talent is already available within the organization and if these can be used to fill any vacancies. Employer branding is the creation of a brand image of the organization for prospective employees. A strong employer brand is about differentiating yourself as an employer of choice, align that single vision to everything you do and amplifying that message across all business strategies.

Employer branding sells your workplace culture, values and goals to potential and existing employees. A company needs to identify what sort of people the organization needs with regards to their qualifications and experience and the extent to which they are likely to fit the culture of the organization, its values and norms. Another aspect to take into account is where the organization operates, such as culture of the people already in employment, the local talent or whether it is beneficial to open the recruitment to a wider market.

Benefits of attracting and retaining a diverse workforce:

Leadership – “employees join companies and leave managers”: while people often join companies with high expectations, it is often their managers and supervisors that they leave, and not the company. If managers fail to create job satisfaction within their teams, people feel unmotivated and negative. Managers have the power to create a team that is totally engaged or they can drive people to leave their job. Learning opportunities: It is wrong to think that if a company develops its high-potential employees these will leave for another company.

High potentials who are not developed and do not see advancements opportunities will leave the organization even more quickly. Performance recognition and rewards: Employee recognition is a communication tool that reinforces and rewards the most important outcomes people create for your business. When you, as an employer, recognize people effectively, you are reinforcing, with your chosen means of recognition (monetary or non-monetary rewards), the actions and behaviours you most want to see people repeat.

Factors that affect the organizations approach to recruitment and selection: “Recruitment is the process of finding and attracting people to fill the positions in an organisation, with the aim of the activity to find some numbers of qualified job applicants who will take the position it is offered.” Jewell 1998. “Selection techniques are used to decide which of the applicants is best suited to fill the vacancy in question…a negative activity in so far as it involves picking out the best of the bunch and turning down the rest”. Taylor 2002. Factors affecting recruitment and selection are:

Time frame: it depends how quickly the job needs to be filled, whether it would be better to recruit internally, which takes less time, or whether the company would benefit to recruit externally and wait a little longer. Internal or external recruitment/Cost involved:

Internal recruitment is cheaper and quicker and the employee is already familiar with the organization. It provides opportunity for promotion and motivates the staff. External recruitment takes longer and it is more expensive but the company will benefit from the new ideas the new recruit brings to the organization. There is also a wide market to choose from and a bigger range of experience. Working conditions, salary and benefit packages offered by the organization. Cultural, economic, political and legal factors like reservations of jobs for specific sections of society etc.

Benefits of three different recruitment methods:
Internal recruitment:
It is cheaper and quicker to recruit.
People are familiar with the business and how it operates
Provides opportunity for promotion within the business and creates motivation for the staff. It is beneficial from a HR perspective as the person is already known and his personal data is already recorded. Job advertisements:

Advertisements are the most common form of external recruitment. They can be found in many places (local and national newspapers, notice boards, recruitment fairs). Recruitment agencies: provides employers with details of suitable candidates for a vacancy. They work for a fee and often specialise in particular employment areas.

Benefits of three different selection methods:
Practical test: these test ability and are usually done for:
Manual jobs – trade skills
Secretarial jobs – word processing skills
Those working in call centres or in telesales – telephone sills Interview: the advantage of face to face interviews is that the researcher can adapt the questions as necessary, clarify doubt and ensure that the responses are properly understood, by repeating or rephrasing the questions. The researcher can also pick up non-verbal clues from the respondent through the body language. Assessment centres: These are generally used by large organisations, particularly when making senior appointments. Individual and group exercises tale place, sometimes over a few days, often including an interview, psychometric test, group discussions and tasks, written exercises and presentations. They can be expensive and time-consuming.


“The firm’s most important resources and capabilities are those which are durable, difficult to identify and understand, imperfectly transferable, not easily replicated, and in which the firm possesses clear ownership control. These are the firm’s ‘crown jewels’ and need to be protected; and they play a pivotal role in the competitive strategy which the firm pursues. The essence of strategy formulation, then, is to design a strategy that makes the most effective use of these core resources and capabilities”. Grant (1991)

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